Consulting Engineers of Ontario

Transcription

1 Consulting Engineers of Ontario Annual Report

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3 forward and when we take a position, that position is circulated in the media for public consumption, and we know this has an impact on politicians. When I stood before you on June 16, 2011 at the AGM, I spoke about how I would tailor the actions of the board around specific goals and objectives of our strategic plan. Issues I believed we needed to address included: Improving our visibility and profile Expanding and retaining membership Continuing to support the adoption of quality-based selection (competition) Influencing political agendas and platforms Following the money Understanding what infrastructure is Coming up with a value proposition for CEO Visibility and profile and influencing political agendas and platforms can be rolled up into one discussion. We have been highly visible within the Ministries of Infrastructure, Transportation, Municipal Affairs & Housing, and Environment, not to mention Infrastructure Ontario. We are regularly consulted, and our opinions often carry weight with the Ministers and their staff. While we may not always be successful in pursuing our agenda on behalf of member firms, the effort of Barry Steinberg and numerous volunteers is critical to pushing Following the money has been a difficult one this year with the market down turn, however the provincial government has increased their commitment to infrastructure capital and maintenance by committing $35 billion over the next three years. This adds another $12 billion to their initial commitment in the 10-year infrastructure plan Building Together. We can safely and proudly say that CEO has had a strong hand in securing this commitment. Quality-based selection (competition) continues to be a tough sell in Ontario on its own, especially in the current economic climate and pressure to reduce costs of services. Clients speak of qualifications-based selection in their procurement practices, but dollars speak more loudly in today s market. Perhaps indirectly connected is the matter of how request for proposal (RFP) structure impacts the selection process. There is no doubt that the procurement process needs improvement. We have initiated a project to produce a Proof of Value for the best practice approach and we believe that it will ultimately help us sell the concept to decision makers. Last on the list is the matter of a value proposition for CEO. We have received member suggestions and feedback, and we take them seriously. In May 2012, CEO will be asking each firm member to participate in a survey. The results of this important value survey will be used as the basis for the strategic plan review this fall. Thank you to those who participate. On the day-to-day operations front, we have reviewed most of our committees, assessing their effectiveness and making appropriate adjustments as necessary. The City of Toronto liaison committee will re-start in May with holdbacks and contract language being front and center in the discussions. In addition, the Toronto Transit Commission and Metrolinx committees have been revived to give CEO a stronger voice. Banking arrangements were standardized at each of the five chapters this year. Communications with the chapters has increased, and is expected to continue into We have created a Communications committee to assist Consulting Engineers of Ontario Annual Report 3

4 and guide the process to improve our communications capability. Our Chief Executive Officer is working with the education sector to come up with a training regimen that can benefit all professionals in our industry, acknowledging that lifelong learning is central to our individual success. Lastly, I would like to thank and applaud several groups: the CEO board of directors, who worked with me through the year; the Young Professionals, for the exuberance, passion and leadership they bring to our activities; Chief Executive Officer Barry Steinberg for his leadership, structure and support; the team at CEO who always deliver high quality services to member firms; to Associated Engineering for graciously allowing me to participate on the board; and lastly to my wife Lisa for her tolerance and support during what has been a busy year for me. Bill De Angelis, P.Eng. Chair, Board of Directors, Name Title Company CEO Officers & Board of Directors Bill De Angelis, P.Eng. Chair Associated Engineering (Ont.) Ltd. Michael Snow, P.Eng. Chair Elect Golder Associates Ltd. Fouad Mustafa, P.Eng. Treasurer IBI Group Robert Kivi, P.Eng. Secretary MMM Group Limited Shawn Gibbons, P.Eng., ing. Past Chair AECOM Laurie Boyce, M.A. Director CH2M HILL Canada Ltd. Paul Hudspith, P.Eng. Director URS Canada Inc. Brian Jackson, P.Eng. Director SNC-Lavalin Inc. Anthony Karakatsanis, P.Eng. Director Morrison Hershfield Limited John Krug, P.Eng. Director Stantec Consulting Ltd. Bruce Potter, P.Eng. Director B. M. Ross and Associates Limited Mike Stocks, P.Eng. Director AMEC Martin Tourangeau, P.Eng. Director Hatch Mott MacDonald Ltd. Acec Ontario Directors Murray Thompson, P.Eng. Vice Chair URS Canada Inc. Bruce Bodden, P.Eng. Director MMM Group Limited Shawn Gibbons, P.Eng., ing. Director AECOM Anne Poschmann, P.Eng. Director Golder Associates Ltd. 4 Consulting Engineers of Ontario Annual Report

5 the Ministries of Infrastructure and Transportation and with opposition parties, we were relentless in our effort to protect long-term infrastructure investment. The result was increased investment levels in Ontario s infrastructure assets as demonstrated by the province s 2011 and 2012 budgets. The 2012 provincial budget reaffirmed funding for infrastructure at $35 billion for three years, thereby committing $47.9 billion in infrastructure funding over four years. In last year s annual report, I labelled as a year of rediscovery. In that vein, was a year of strengthening our association. Our board of directors was elected for the first time in many years. It is populated with engaged and active volunteers who want to play a role in an organization with a strong voice, a strong plan and a stable future. I thank the CEO board, committee members, chapter volunteers and our young professionals for their hard work this past year. CEO Chair Bill De Angelis, played a key role in our rejuvenation, not only through leadership, but with his presence. He provided direction to our volunteers, not only at the board level, but at chapter meetings and liaison committee meetings. He was instrumental in reviewing the effectiveness of our liaison committees and leading our chapters through changes which resulted from CEO General Operating By-law No. 3 which was approved in June 2011 by the membership. On behalf of the staff, and volunteers, at CEO I express my sincere thanks to Bill for his efforts. As promised, we continue to execute our strategic plan, which will be reviewed in the fall of As part of our government relations program we engaged in six consultations with four ministries. To guide our members through the 2011 provincial elections, we produced the provincial party platform analysis, focusing on those issues that that have the most impact on the promotion of a sustainable business environment, CEO s mission. CEO was highly effective in its actions to impact Building Together, Ontario s long-term infrastructure plan released in June 2011 and the 2012 Ontario provincial budget released on March 27, Through direct consultation with the Ministry of Finance and strong dialogue with With volunteer commitment and leadership, we strengthened existing liaison committees, eliminated an out-dated, ineffective one, re-established the City of Toronto and Toronto Transit Commission liaison committees and added the new Metrolinx liaison committee. These actions re-invigorated the CEO voice at the client relations level. In our media relations and public relations programs, we continue to communicate with government, clients, affiliated organizations and the general public, not only to improve the exposure and recognition of our sector, but to use the media to strengthen our voice with government and clients. We also continue to engage in what has proven to be the most difficult of communication; that with you, our members. The gate-keepers of our member communications do not help us to pass on the CEO message to all their employees CEO s potential volunteers. As a result, our other audiences often know more about our accomplishments than you do. CEO s Communication committee continues to struggle with this and is committed to solving the problem. In October of 2011, CEO commenced a measured entry into social media and you can follow us on Twitter@ConsultingEngON. On the member services side, CEO continued with its education programs delivering the webinar on the Customer Service Standard for the Accessibility for Ontarians with Disabilities Act (AODA) and the Young Professionals seminar on Risk Management. As always, the CEO MTO Inspection and Contract Administration courses where successfully delivered. Staff has been working with an institution at the university level to investigate an educational program for the business of consulting engineering. We are currently conducting market research to establish viability. Consulting Engineers of Ontario Annual Report 5

6 Financially, we continue to be strong, with a surplus this year. As a small association, we must diligently guard our financial assets and pay attention to our expenditures. Thank you to the CEO Finance and Audit committee for your help. Once again, I would like to thank all CEO volunteers for their time, effort and contribution over the past year. The CEO board of directors, led by Bill De Angelis, provided solid direction and guidance, all the while respecting the efforts of CEO staff. For a small and incredibly dedicated staff, Saskia Martini-Wong, Liz Thuo and Russell Martin, I am deeply grateful. Thank you for all you do for the Consulting Engineers of Ontario. Barry Steinberg, M.A.Sc., P.Eng. Chief Executive Officer Staff Barry Steinberg, M.A.Sc., P.Eng. Chief Executive Officer Saskia Martini-Wong, CAE Manager Operations & Corporate Services Liz Thuo, BAS, MBA Manager Administration & Member Services Russell Martin, BA, MAS Administrative Coordinator Automated Solutions International Inc., Cambridge Robert J. Bourgon & Associates Ltd., Cornwall Construction Control Inc., Woodbridge EBA Engineering Consultants Ltd., Ottawa The Integral Group, Toronto JNE Consulting Ltd., Hamilton Munro Ltd., Utopia Nasiruddin Engineering Ltd., Mississauga James A. Smith Engineering Limited, Windsor Stokast Inc., Thornhill 6 Consulting Engineers of Ontario Annual Report

7 media, community opinion leaders and the general public. Monitor and ensure the effectiveness of the association s public and media relations efforts. Communications Committee The Communications committee was formally established in December 2011 to support CEO s strategic plan. A committee mandate and objectives were established at the inaugural meeting held on December 13, Mandate: The Communications committee is responsible for developing policies and programs to enhance the image of consulting engineering companies in Ontario, specifically CEO member firms. The committee is also responsible for promoting an understanding of Consulting Engineers of Ontario and its programs and policies to both internal and external stakeholders. Objectives: Develop programs to enhance communication with audiences key to the association, including members, chapters, government, clients, the Recommend to the board of directors such action necessary to fulfill the objectives of the association s strategic plan, vision and mission. Work closely with other association committees to provide communication support for their programs and activities. The committee met again on February 24, 2012 and continued discussions on the importance of communicating with all key staff at member companies. In addition, the committee began exploring the use of social media as a means of communicating with members and external stakeholders. Moving forward, this committee will continue to support the board of directors and other committees. I would like to thank the volunteers for their time and efforts in establishing this new committee which I believe will have a strong role in the future. Paul Hudspith, P.Eng. Chair Name Title Company Paul Hudspith, P.Eng. Chair URS Canada Inc. Laurie Boyce, M.A. CH2M HILL Canada Limited John Krug, P.Eng. Stantec Consulting Limited Elaine Laprairie, B.A. Morrison Hershfield Limited Ian Robertson, P.Eng. Meritech Engineering Pete Samson, B.Eng. Eramosa Engineering Inc. Kimberley Sayers, M.A.Sc., P.Eng. R.V. Anderson Associates Limited Saad Syed, M.A.Sc., P.Eng. URS Canada Inc. Consulting Engineers of Ontario Annual Report 7

8 disclosures and related controls. In addition, the FAC will work towards enhancing the quality of financial planning, management and reporting at CEO, all with a focus on making relevant and practical financial recommendations to the board of directors. Other duties of the Finance & Audit Committee include: Finance & Audit Committee The Finance & Audit Committee (FAC) was established this year as outlined in CEO General Operating Bylaws No. 3 that was approved by the membership in June The committee s mandate was established by the board of directors in November 2011 and recruitment for committee membership was undertaken in January and February Updates on recruitment activities were regularly presented to the executive committee. The FAC membership is representative of CEO s membership. Volunteers are from firms of different sizes, practice areas and geography. The committee s inaugural meeting was held in March Mandate: The primary objective of the Finance & Audit Committee is to review the CEO annual budget and audited financial statements and oversee the financial communications, Assist and make recommendations to CEO chapter executives on chapter financing; Assist CEO staff on all financial and accounting matters; Recommend the appointment of an external auditor; and Make recommendations to the board of directors with specific actions necessary to fulfill the financial objectives of the association s strategic plan, vision and mission. I would like to thank the volunteers for their time and commitment, as well as the CEO staff. Fouad Mustafa, P.Eng., MBA Chair Name Title Company Fouad Mustafa, P.Eng. Chair IBI Group Jeremy Carkner, P.Eng. Morrison Hershfield Limited Bill De Angelis, P.Eng. Associated Engineering Bruce Potter, P.Eng. B.M. Ross and Associates Limited Martin Tourangeau, P.Eng. Hatch Mott MacDonald Ltd. 8 Consulting Engineers of Ontario Annual Report

9 Metrolinx Liaison The Metrolinx Liaison committee held its inaugural meeting on January 30, The purpose of the meeting was to establish committee mandate, objectives and terms of reference. The committee will work with Metrolinx representatives to deal with issues that concern the industry. Name Title Company Ansar Ahmed, P.Eng. Chair Morrison Hershfield Limited Robert Maksymec, P.Eng. Planmac Inc. Susan Sherman, P.Eng. URS Canada Inc. Tony Wing, P.Eng. MMM Group AECOM - Dorset Street West Reconstruction Consulting Engineers of Ontario Annual Report 9

10 build interest in CEO. In June 2011, we invited YPs from London to participate in the CEO annual conference and in March 2012, we met with the YPs at the Niagara chapter AGM. I believe that we will see the chapter YPs become a vibrant part of the YPG network and chapter initiatives in the coming year. Young Professionals Group The Young Professional Group (YPG) steering committee transitioned to become the YPG executive committee following the 2011 CEO AGM. The terms of reference prepared by the steering committee were formally approved by the CEO board of directors in November The YPG executive committee demonstrated great dedication and enthusiasm and we have many accomplishments to celebrate from our inaugural year. Our events sub-committee presented two seminars. The first, Introduction to Insurance and Risk Management, was sold out within two days. Our second seminar which was co-presented with the University of Toronto, Project Management 101, not only provided a valuable learning and networking opportunity for member firm YPs, but also reached out to engage engineering students who may be considering consulting engineering as part of their career path. We have connected with YPs across the province who may be interested in getting involved with CEO at the chapter level through our membership and outreach sub-committee. We are rolling out the What is CEO? presentation at chapters to reach out to YPs and help Each CEO newsletter has included the YP Corner courtesy of our communications sub-committee. This sub-committee has also helped the CEO communications committee to create CEO s first Social Media Policy. Once this policy is approved, we will be able to implement our plan to start a LinkedIn Group to network with member firm YPs and dialogue on common areas of interest. We have provided regular reports to the board of directors and our CEO liaison director has attended each CEO board meeting to represent the YPG. We have reached out to most of the CEO committees to further our goal of having at least one YP volunteer on each committee. On behalf of the CEO YPG, I would like to express our appreciation to CEO staff, board of directors, chapters and membership for your enthusiastic support and confidence in our committee. We have received the clear and consistent message from CEO that YPs are an important part of this organization, and we feel welcomed and ready to contribute. I have completed my term as chair for the YPG and as past-chair I look forward to seeing the YPG grow under Michael Egberts leadership this coming year. We are actively expanding our network and encourage YPs to join by ing their contact information and interests to [email protected]. Valery Woloshyn, P.Eng. Chair Name Title Company Valery Woloshyn, B.Sc. (Eng.), P.Eng. Chair CH2M HILL Canada Ltd. Michael Egberts, B.A.Sc., M.Eng., E.I.T., P.Eng. Vice Chair Egberts Engineering Limited Jonathan W. Atkinson, P.Eng. Hatch Debanjan Mookerjea, P.Eng. R.J. Burnside & Associates Ltd. Kimberley Sayers, M.A.Sc., P.Eng. R.V. Anderson Associates Ltd. Sarah Roberts, P.Eng. GENIVAR Daryl Scheerer, P.Eng. Hatch Kevin Waher, M.A.Sc.(Env.), P.Eng. Hatch Mott MacDonald Ltd. 10 Consulting Engineers of Ontario Annual Report

11 selection, and the consultant retention process. The planning and design and construction administration subcommittees are working with MTO staff on the following issues: Succession planning; Ministry of Transportation In our update last year, the Ministry of Transportation (MTO) liaison committee reported that a new organizational structure was introduced. This new structure was introduced to allow strategic discussions between senior management from MTO and CEO with two sub-committees to support the day to day issues and concerns. At the strategic level, we held two scheduled meetings in June and in January. Topics included an update of the MTO capital program and its outlook, an update of the ministry s contract innovations activities, value-based Quality of design packages; Technology standards; Forecasting (solutions for improving the accuracy and consistency of monthly expenditure forecasts); Construction idle time; CA change orders; and Streamlining the procurement process. CEO continues to have concerns with Design Build (DB) procurement and how it will change relationships between the consulting engineering community and the Consulting Engineers of Ontario Annual Report 11

12 ministry given that the ministry will no longer be a direct client. We have also raised concern about the potential of international firms with minimum Ontario-based experience competing for ministry work, potentially at reduced rates. Another area of concern going forward is the ministry s minimum oversight alternative contracting model. This was introduced in 2008 with 18 assignments, followed by 22 in 2009, 38 in 2010, and another 18 in The warranty period for the first assignments is now expiring. To date, few issues have been noted but the ministry has indicated that it would be conducting a comparative analysis in early 2012 with the results being shared shortly thereafter. Although the results of this analysis have not been shared with CEO, the release of the 2012 provincial budget on March 27 that stated that the ministry will return certain contract oversight and engineering services in-house was considered a surprise. Quoting from a CEO press release, CEO has long believed that the consulting engineering sector brings value for money to the citizens of Ontario. We question the wisdom of that decision and the criteria being used to determine the value for money. It would appear that the coming year could be a challenging year for strategic discussions between CEO and MTO as there are several emerging areas of concern. However, I would like to note that the planning and design subcommittee, chaired by Dave Emery of Stantec, and the construction administration subcommittee, chaired by Tom Pepper of Tulloch Engineering are working diligently on the issues outlined above as well as a number of other issues. John McGill, P.Eng. Chair Name Title Company John McGill, P.Eng. Chair Hatch Mott MacDonald Ltd. Tom Pepper, P.Eng. Vice Chair Tulloch Engineering David Emery, P.Eng. Stantec Consulting Ltd. Gord Firth, P.Eng. McCormick Rankin Corporation Doug Floyd, P.Eng. Delcan Corporation Duane Girard, P.Eng. URS Canada Inc. Matt Gleben, C.E.T., rcca Highway Construction Inspection Ontario Inc. Gord Krieger, P.Eng. Ron Louttit, C.E.T. Brian Malone, P.Eng. Harold McColm, P.Eng. Bruce Miller, P.Eng. Carlos Nascimento, P.Eng. Peter Ojala, P.Eng. John Riggs, C.E.T. Brian Ruck, C.V.S., P.Eng. Otto Steenkamp, P.Eng. John Taylor, P.Eng. Murray Thompson, P.Eng. Kevin Welker, P.Eng. Peter Wowk, P.Eng. GENIVAR Stantec Consulting Ltd. CIMA Canada Inc. R.V. Anderson Associates Ltd. Morrison Hershfield Limited Peto MacCallum Ltd. LEA Consulting Ltd. Delcan Corporation AECOM LEA Consulting Ltd. McIntosh Perry Consulting Engineers Ltd. URS Canada Inc. Dillon Consulting Ltd. SNC-Lavalin Inc. 12 Consulting Engineers of Ontario Annual Report

13 business climate that will encourage industry capacity to help deliver the Region s infrastructure program. Issues Specific issues that have been addressed during the past 12 months include: Region of York The CEO Region of York liaison committee met twice this past year in April 2011 and March Two additional, special focus meetings were also conducted to address specific issues, outside of the main committee. York Region continues to demonstrate its commitment to the work of the committee, through the attendance of Erin Mahoney and Kathleen Llewellyn-Thomas, York Region s Commissioners for Environmental Services and Transportation Services, respectively, as well as several other senior staff members from the two departments. The committee works under its original terms of reference, which included a description of the mandate. Committee Mandate To provide a forum for candid and constructive dialogue between Consulting Engineers of Ontario and the Regional Municipality of York. The committee will identify and promote project management and business policies and practices that achieve a fair and reasonable balance between the commercial and business interests of the consulting engineering sector and the interests of the Regional Municipality of York and its ratepayers. The committee will encourage a professional and York Region Professional Services Agreement changes to standard agreement are pending finalization. RFP improvements including the use of commercially confidential meetings test project completed and results being shared. Guidance to the York Region Quality Delivery Advisory Group initiative priority issues selected for resolution. Project Management Professional (PMP) training collaboration between York Region and the consulting engineering industry first joint session completed with positive feedback. Potential for more sessions in the future being considered. Consulting industry role and responsibility in the enforcement of health and safety regulations on construction sites gaps identified in York s expectations and potential solutions being considered. I would like to thank the CEO members of the committee, and the individuals who have generously contributed their time and efforts to move our agenda forward with York Region. Ken Morrison, P.Eng. Chair, Name Title Company Ken Morrison, P.Eng. Chair R.V. Anderson Associates Ltd. Mike Delsey, P.Eng. AECOM Khaled El-Dalati, P.Eng. Delcan Corporation Gordon Murray, P.Eng. Stantec Consulting Ltd. Martin Scott, P.Eng. McCormick Rankin Corporation Martin Tourangeau, P.Eng. Hatch Mott MacDonald Ltd. Consulting Engineers of Ontario Annual Report 13

14 City of Toronto The City of Toronto liaison committee was re-established following a three-year break. A meeting was held on January 27, 2012 to develop a framework and protocol to restart the committee. Name Title Company Bill De Angelis, P.Eng. Chair Associated Engineering (Ont.) Ltd. Anthony Karakatsanis, P.Eng. Morrison Hershfield Limited Doug Allingham, P. Eng. aecom Toronto Transit Commission The Toronto Transit Commission (TTC) liaison committee was re-established following a three-year break. A meeting was held on March 19, 2012 to set committee priorities and objectives. The committee will work with TTC representatives to deal with past and emerging issues that concern the industry. Name Title Company Fouad Mustafa, P.Eng. Chair IBI Group Bill De Angelis, P.Eng. Associated Engineering (Ont.) Ltd. Mike Delsey, P.Eng. AECOM Janet Glass, P.Eng. Hatch Mott MacDonald Ltd. Paul MacLeod, P.Eng. Dillon Consulting Ltd. Dillon Consulting Limited - Old South Combined Sewer Overflow Project 14 Consulting Engineers of Ontario Annual Report

15 Survey questions also included areas of interest and/or concern for the industry. Responses included succession planning for small firms; issues around insurance; changes in policies of provincial agencies particularly as they procure engineering services; and promotion of the engineering profession in general and specifically at the local municipal level were important. Essex-Kent The Essex-Kent chapter had a year of transition. Activity of the chapter was minimal and several executive meetings were held to discuss the future of the chapter. The decision was made to survey members. The principle question on the survey was Do we continue as a chapter with the CEO?. Support for the continuation of the chapter was very high. There will be an Annual General Meeting (AGM) at the end of May where we hope to have all of the local firm members participate. This is also considered an opportunity to encourage non-members to join CEO. Also at our AGM, a new chair and hopefully new executive members will be elected by attending member firms. Albert Schepers, P.Eng. Chair Name Title Company Albert Schepers, P.Eng. Chair GS Engineering Consultants Inc. Bruno DiLoreto, P.Eng. Secretary Dillon Consulting Ltd. Yunis Haddad, P.Eng. Treasurer Haddad, Morgan & Associates Ltd. Michael Mastronardi, P.Eng. Past Chair Stantec Consulting Ltd. Eramosa Engineering Inc. - Township of Centre Wellington Continued Operational Excellence Consulting Engineers of Ontario Annual Report 15

16 Grand River The Grand River chapter continues to build upon the results of our collaboration meeting with representatives from both the public sector and private sector held in Items that came out of the meeting included: The need for ongoing training as senior staff in both the public and private sector retire and a talent crunch is experienced. A review to consider the benefits of standardizing construction contracts. Continued emphasis on quality-based selection (competition) of engineering services. The need to maintain a high quality of service as a profession. Our ability to focus on these key items has been limited by the availability of volunteer time as we continue to struggle to obtain adequate volunteers to spearhead initiatives at the chapter level. Chapter representatives have committed to meet regularly with the larger cities and municipalities within our area to continue dialogue regarding areas of collaboration important to the individual city or municipality. These meetings also serve to maintain an open forum for discussion regarding client standards, quality of service, consultant selection process, changes to procurement practices, and other decisions that may impact either the client or the consulting profession. While not as successful in continuing these in the past year, we have renewed our focus in 2012 on these meetings as they are critical to the dialogue between clients and the consulting engineering profession. This year we have been encouraged by the Young Professional (YP) movement in CEO and in particular the participation of a number of YPs both at our executive meetings and in their involvement in events that reach into the community such as Engineering Week. We are excited about their involvement and look forward to what initiatives they will be undertaking in the year ahead. Our chapter is committed to becoming more active going forward and is seeking to involve a larger number of volunteers from our member firms to make this a reality. Our annual meeting was held on April 18, 2012 in Cambridge. Tim Sutherns, P.Eng. Chair Name Title Company Tim Sutherns, P.Eng. Chair Eramosa Engineering Inc. Kelly Cobbe, P.Eng. Vice Chair IBI Group Dave Naylor, P.Eng. Secretary LVM Inc. Leigh McDermott, P.Eng. Treasurer Stantec Consulting Ltd. Ian Robertson, P.Eng. Past Chair Meritech Engineering Bill Allison, P.Eng. Director Dillon Consulting Ltd. Carrie Curtis, P.Eng. Director MTE Consultants Inc. Peter Jefford, P.Eng. Director Delcan Corporation Sam Ziemann, P.Eng. Director CH2M HILL Canada Ltd. 16 Consulting Engineers of Ontario Annual Report

17 Consulting Engineers of Ontario Niagara The Niagara chapter currently has 18 members. The chapter met regularly during the year and was active in both the engineering and educational community. Our main objectives this year included: Promoting the use of quality-based selection (competition) of engineers; Providing feedback and shaping the Regional procurement procedures; Refining and shaping the Regional Contract document; Developing and delivering home grown training; Expanding our membership and strengthening the chapter through the encouragement and engagement of young professionals; Reaching out to other professional organizations; and Increasing our profile in the community. Our main goal was to promote and expand the use of quality-based selection (competition) of engineers for municipal assignments and although we have had a few setbacks, we have had some success with this important issue. The largest client in our area, the Region of Niagara, went through a redesign of the consultant selection process in 2009, resulting in a system which allows smaller projects to be sole-sourced and medium to large assignments to follow a Request for Proposal process usually limited to three to four firms utilizing a two-envelope submission, with cost representing a smaller overall weight in the overall selection process. In 2011 a subcommittee of Regional council was struck to revisit the Region s procurement practices including those for consulting services. The CEO Niagara Chapter Chair and Barry Steinberg were invited to participate in a workshop along with senior department directors from the Region and members of Regional council. Upon conclusion of the review, the status quo established in 2009 was retained. The chapter continued to participate in joint meetings with Niagara Public Works Officials. The Public Works Officials meetings include senior representation from both the Region and all its area municipalities. This forum allows CEO to discuss issues related to capital programs, stimulus funding, general consulting in the region/ province and engineering contract language. Key items undertaken this year included identifying joint training needs, Niagara Peninsula Standard Contract Document (NPSCD) updates, implementation of the region-wide Computer-Aided Design (CAD) standards and revisions to insurance language on regional engineering contracts. The chapter has also initiated meetings with the Heavy Construction Association of the Region of Niagara (HCARN) to discuss issues and enhancements related to the design and delivery of capital projects. The chapter has participated with the Region of Niagara in joint training related to the Modernization of Approvals, Environmental Compliance Approvals (ECAs), and the Environmental Activity and Sector Registry (EASR). The chapter is planning to hold AutoCAD Civil 3D training sessions in the region for the benefit of its member firms and municipal clients. Also, the chapter has begun to explore and has struck a committee for developing a framework for the Niagara Engineering Awards in cooperation with its municipal partners. Stay tuned! The chapter has five active liaison committees. The committees and their brief mandates are listed below. We will be looking at all these committees in the upcoming months and encourage member firms to put forward staff names for consideration on the various committees: 1. Education Committee Assist Niagara College in establishing their civil engineering technology program and maintain a close level of liaison with them moving forward. 2. Joint Training Committee Identify, develop and Consulting Engineers of Ontario Annual Report 17

18 coordinate training for our members and clients within the Niagara Region. 3. Niagara Engineering Awards Working group with the Region of Niagara to prepare an outline for a process to acknowledge engineering achievements by Niagara CEO firms and their clients in Niagara Region. 4. Niagara Peninsula Standard Contract (NPSCD) Committee Maintain a current and up-to-date document for application to all projects in the Region of Niagara. 5. Niagara GIS/CAD Standards Working Group (NGCSWG) Develop and maintain a set of standards that meet the needs of the consultants and area public sector clients for ease of data transfer, asset management and data repurposing. The chapter continues to support local engineering education with two prizes worth $550 given to the Niagara Regional Science and Engineering Fair. The prizes are for Innovation in Engineering or Applied Science. In addition, the chapter works with Niagara College in an advisory role assisting them to establish and advance their civil engineering program and is in the planning stages of establishing a bursary for first year engineering students. Finally, the Niagara chapter is working with the Niagara Engineering Week committee to raise the awareness of the engineering profession through participation in Niagara Engineering Week events and elementary school outreach programs. The success of this chapter and its many initiatives are a reflection of the dedication of its members and the subcommittee volunteers. I would like to personally thank and acknowledge each of them for the time and effort. Nick Palomba, P.Eng. Chair Name Title Company Nick Palomba, P.Eng. Chair Delcan Corporation Joe Perrotta, P.Eng. Vice Chair R.V. Anderson Associates Ltd. Ivan Severinsky, P.Geo. Secretary AMEC (Earth & Environmental Division) Gord Shields, P.Eng. Treasurer AECOM Morrison Hershfield Limited - Rapid Bridge Replacement of Aberdeen Avenue Bridge 18 Consulting Engineers of Ontario Annual Report

19 Ottawa The Ottawa chapter had another active year with well-attended member meetings every two months, separate committee meetings and regular meetings at various levels with our main client, the City of Ottawa. We continue to represent over 30 member firms with over 1,200 employees locally in the Ottawa area. We have been focusing on: Raising the profile of the profession Where we can, the Ottawa chapter tries to raise the profile of the profession, but the chapter on occasion must also defend the consulting engineering profession, as was necessary a few times this past year. Along with CEO Chief Executive Officer Barry Steinberg, we met with many of the City of Ottawa councillors where our message of Think Long Term with infrastructure investment and full cost water pricing, was well-received. Liaising with our various clients As issues develop with the City of Ottawa, Defense Construction Canada, Public Works & Government Services Canada, and private clients like Carleton University, we meet with clients as often as we can. Promoting quality-based selection (competition) and improving procurement practices This is probably the biggest focus of our group and we have had some success at influencing procurement changes with our main client, the City of Ottawa including: Holdback had crept into some Requests for Proposals but has now been removed at our request. The Standing Offer process was hampered by a ½ Consumer Price Index (CPI) escalation clause but at our request the City agreed to allow separate rates for the multiple years of the contract. A best and most favoured client clause was confusing and impossible to comply with for most of our members and after several meetings and a letter from Barry Steinberg, Ottawa agreed to stop using it for most projects. Although the City of Ottawa is not backing off of its ½ CPI escalation clause for contract renewals, they have agreed to full escalation for delayed construction projects as a result of contractors lack of progress which is a common reason for engineering contract extensions. The chapter developed its regulatory agency liaison committee in response to a unique Ottawa issue. The local Ministry of Environment (MOE) office is requiring a Certificate of Authorization for Water Discharge Permits and has confusing rules associated with Permits to Take Water that have been affecting schedules on projects. We continue to work with the city (most affected by and equally concerned by this issue) and MOE for clarification and consistency in this area. We also held an informative breakfast meeting this year with Defense Construction Canada, the government agency that manages procurement and execution of projects for the Department of National Defense. Discussions included upcoming capital projects and how the local consulting community can best participate in its procurement process for a successful outcome. We also have a newly developing Young Professionals Group (YPG) headed by Sarah Roberts that held its first event entitled What is CEO? on May 1, The Ottawa chapter is the local voice for our industry that is recognized by our clients that often contact us for input when they are developing new standards for procurement or engineering specifications. The success of our efforts is a credit to the energetic members who attend our regular meetings and volunteer to serve on our various committees. As chair, I want to extend a special thanks to our board of directors who really carry most of the load with our various activities. Peter Mallory, P.Eng Chair Consulting Engineers of Ontario Annual Report 19

20 Name Title Company Peter Mallory, P.Eng. Chair CH2M HILL Canada Ltd. Guy Cormier, P.Eng. Vice Chair J.L. Richards & Associates Ltd. John Krug, P.Eng. Secretary Stantec Consulting Ltd. John McEwan, P.Eng. Treasurer AECOM David McManus, P.Eng. Past Co-Chair Exp. Services Inc. Gerry Webb, P.Eng. Past Co-Chair Golder Associates Ltd. Chris Fox, P.Eng. Director CIMA Canada Inc. Phil Whelan, P.Eng. Director McIntosh Perry Consulting Engineers Ltd. R.V. Anderson Associates Limited - Levack and Onaping Water Supply Project 20 Consulting Engineers of Ontario Annual Report

21 One of many benefits of CEO membership is that all your firm s employees have access to CEO s discount (or free) programs. We would like to highlight the programs below and encourage employees of CEO firm members to explore these cost-saving opportunities. Contact the CEO office to find out more about these programs. Home and Auto Insurance: AERO Insurance Brokers Ltd. (New Affinity Partner) Human Resources Tools: TwoGreySuits Consulting Engineers of Ontario is pleased to announce its new partner, AERO Insurance Brokers Ltd. Home and automobile coverage through AERO is available to all employees of CEO firm members, as well as their spouses and dependants living in the same household. AERO provides personal service and flexible coverage to CEO members. Using two of Canada s largest and most trusted group insurance companies, AERO s group insurance program aims to provide CEO members with maximum discounts on personal home and automobile insurance. AERO will make sponsorship payments to CEO on a quarterly basis as per the CEO/AERO Agreement. Therefore, in addition to the direct savings provided to participating members, this program will also provide a non-dues source of revenue to support other CEO activities and programs. To obtain a no obligation quote from AERO, call Conrad Dion, president, at or visit All CEO members are encouraged to sign up and use the TwoGreySuits website ( com) for HR related questions and concerns. This online service provides CEO members with access to a wide range of tools and information and expertise to help develop or supplement their human resources program. This program is available at no additional cost to all CEO firm members in good standing. Through TwoGreySuits HR Power Centre and HR Hotline, CEO members have access to information on recruitment, performance management, pay and benefits advice, risk management, and provincial legislation related to human resources e.g. the Accessibility for Ontarians with Disabilities Act (AODA). Members can also download many HR-related templates for free and can call the hotline to discuss critical HR issues that require immediate attention. Currently 30% of the CEO membership uses this service. To find out more or to get started please contact the CEO office. Consulting Engineers of Ontario Annual Report 21

22 Employee Benefits Program: Big Company Advantage Benefit Partners Since 1998 Consulting Engineers of Ontario in cooperation with Benefit Partners has been offering an affinity program that allows engineering firms to benefit by collectively purchasing group insurance benefits. This program has created financial economies of scale by combining the collective insurance volume of all CEO firms participating in the plan. In effect, Benefit Partners has created a program which gives every participating firm The Big Company Advantage. The CEO Big Company Advantage program was designed to help engineering firms save money long term on their employee benefit programs, while at the same time allowing them the opportunity to retain their own autonomy with regards to plan design and claims experience. Benefit Partners have produced a short three-minute video which helps to explain the Big Company Advantage program. It can be viewed on You Tube at Two more firms joined the CEO Big Company Advantage program this past year. The number of CEO member firms participating has remained constant at approximately 60 despite consolidation in the industry. With a 95 per cent retention rate, there are presently 60 CEO member firms participating with just over 3,000 employees insured. The collective total premium under the CEO Benefits Program surpasses $10 million. The program continues to provide participating firms with rate stability in the pooled benefits area (life, accidental death and dismemberment (AD&D), dependant group life and long term disability). Plan members have had no adjustments to the life insurance rates in over six years. AD&D benefit rates have not increased since the plan started and long term disability rates have remained stable for six years while industry stand alone groups continue to increase at unprecedented rate adjustments. Some plan members are paying less for their benefit programs than they were over five years ago! The structure of the health and dental financial arrangements allows firms to run their employee benefits program in the most cost efficient vehicle possible without sacrificing service. Benefit Partners makes sponsorship payments to CEO on a quarterly basis as per the CEO/Benefit Partners Agreement. Therefore, in addition to the direct savings provided to participating members, this program also provides a non-fee source of revenue to support other CEO activities and programs. CEO encourages those firms that are not currently participating to contact Benefit Partners to discuss the program. A small group plan for members with 3-9 employees is part of the expanded program offering. In addition, Benefit Partners has been working with a firm that specializes in expatriate coverage. XN Financial and Benefit Partners have developed a solution for firms with engineers on foreign assignment and have been successful in structuring a program of employee benefits for 1-50 employees on assignment in another country. For more information on this program, please contact Benefit Partners at Consulting Engineers of Ontario Annual Report

23 Deloitte & Touche LLP 5140 Yonge Street Suite 1700 Toronto ON M2N 6L7 Canada Tel: Fax: Independent Auditor s Report To the Members of Consulting Engineers of Ontario We have audited the accompanying financial statements of Consulting Engineers of Ontario, which comprise the balance sheet as at March 31, 2012, and the statements of revenue and expenses, changes in fund balances and cash flows for the year then ended, and a summary of significant accounting policies and other explanatory information. Management s Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian generally accepted accounting principles, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor s Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained in our audit is sufficient and appropriate to provide a basis for our qualified audit opinion. Consulting Engineers of Ontario Annual Report 23

24 Opinion In our opinion, the financial statements present fairly, in all material respects, the financial position of Consulting Engineers of Ontario as at March 31, 2012, and the results of its operations and its cash flows for the year then ended in accordance with Canadian generally accepted accounting principles. Chartered Accountants Licensed Public Accountants April 26, 2012 Page 2 24 Consulting Engineers of Ontario Annual Report

25 Consulting Engineers of Ontario Balance sheet as at March 31, $ $ Assets Current assets Cash 76,820 86,031 Short-term investments 149,042 - Accounts receivable 13,667 19,183 Prepaid expenses 39,484 26, , ,684 Investments 526, ,934 Capital assets (Note 4) 24,398 26, , ,896 Liabilities Current liabilities Accounts payable and accrued charges 31,405 50,194 Deferred revenue 32,606 2,000 64,011 52,194 Fund balances Invested in capital assets 24,398 26,278 Environment and Education Fund (8,797) (8,797) Unrestricted 749, , , , , ,896 Approved by the Board Director Director Consulting Engineers of Ontario Annual Report 25

26 Consulting Engineers of Ontario Statement of revenue and expenses year ended March 31, $ $ Revenue Fees 909, ,786 Annual meeting 86,930 77,525 Directory ,445 Programs 431, ,464 National Research Council - 4,211 Investment income 24,547 20,606 1,452,278 1,385,037 Expenses The Association of Consulting Engineering Companies - Canada 464, ,990 Annual meeting 60,862 72,241 Directory - 31,830 Programs 205, ,380 Administrative - Schedule 713, ,832 1,443,547 1,413,273 Excess of revenue over expenses (expenses over revenue) 8,731 (28,236) Consulting Engineers of Ontario Statement of changes in fund balances year ended March 31, Environment Invested in and capital Education assets Unrestricted Program Total Total $ $ $ $ $ Fund balance, beginning of year 26, ,221 (8,797) 756, ,938 Excess of revenue over expenses (expenses over revenue) (7,087) 15,818-8,731 (28,236) Additions to capital assets 5,207 (5,207) Fund balance, end of year 24, ,832 (8,797) 765, , Consulting Engineers of Ontario Annual Report

27 Consulting Engineers of Ontario Statement of cash flows year ended March 31, $ $ Operating activities Excess of revenue over expenses (expenses over reveneu) 8,731 (28,236) Non-cash components Amortization 7,087 7,420 Net change in market value of investments (24,141) (19,174) (8,323) (39,990) Changes in non-cash working capital items (Note 5) 4,319 29,233 (4,004) (10,757) Investing activities Purchase of capital assets (5,207) (8,223) Proceeds on disposal of investments - 361,456 Purchase of investments - (330,260) (5,207) 22,973 (Decrease) increase in cash (9,211) 12,216 Cash, beginning of year 86,031 73,815 Cash, end of year 76,820 86,031 Consulting Engineers of Ontario Annual Report 27

28 Consulting Engineers of Ontario Notes to the financial statements March 31, Description of business Consulting Engineers of Ontario ( CEO ) is a not-for-profit organization representing the business and professional interests of consulting engineering companies in Ontario. CEO promotes the significant contribution of the consulting engineering sector to the social, economic and environmental quality of life in Ontario. CEO is classified as a not-for-profit organization under the Income Tax Act and, accordingly, is not subject to income tax. 2. Significant accounting policies These financial statements have been prepared in accordance with Canadian generally accepted accounting principles using the deferral method for recording restricted contributions. Financial instruments CEO has classified each of its financial instruments into accounting categories. The category for an item determines its subsequent accounting under the revised standards. CEO has classified all of its cash and investments as held-for-trading. Held-for-trading items are carried at fair value, with changes in their fair value recognized in the Statement of revenue and expenses in the current period. CEO has classified all of its accounts receivable as loans and receivables. Loans and receivables are carried at amortized cost, using the effective interest method, net of any impairment. CEO classified all of its accounts payable and accrued charges as other liabilities. Other liabilities are carried at amortized cost, using the effective interest method. CEO has elected to follow the disclosure requirements of Section 3861, Financial Instruments - Disclosure and Presentation, of the CICA handbook. As allowed under Section 3855 Financial Instruments - Recognition and Measurement, CEO has elected not to account for non-financial contracts as derivatives, and not to not to account for embedded derivatives in non-financial contracts, leases and insurance contracts as embedded derivatives. Transaction costs are expensed as incurred. Recognition of revenue Restricted contributions are recognized as revenue in the year in which the related expenses are incurred. Unrestricted contributions are recognized as revenue when received or receivable if the amount to be received can be reasonably estimated and collection is reasonably assured. Membership fees are recognized as revenue in the year to which they relate. Membership fees received in advance of the year to which they relate are recorded as deferred revenue. Capital assets Capital assets are stated at cost less accumulated amortization. CEO provides for amortization using the declining-balance method at the following annual rates: Furniture and fixtures 20% Computer equipment 30% Database 30% Use of estimates The preparation of financial statements in conformity with Canadian generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amount of assets and liabilities and the disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. Accounts subject to significant estimates include accounts receivable and accrued charges. 28 Consulting Engineers of Ontario Annual Report

29 Consulting Engineers of Ontario Notes to the financial statements March 31, Future accounting changes In December 2010, the CICA issued a new financial reporting framework applicable to Not-for-Profit Organizations. Effective for fiscal years beginning on or after January 1, 2012, Not-for-Profit organizations will have to choose between International Financial Reporting Standards (IFRSs) and Canadian accounting standards for Not-for-Profit Organizations, whichever suits them best. Early adoption of these standards is permitted. CEO currently plans to adopt the new accounting standards for Not-for-Profit organizations for its fiscal year beginning on April 1, The impact of transitioning to these new standards is not expected to be significant. 4. Capital assets Accumulated Net book Net book Cost amortization value value $ $ $ $ Furniture and fixtures 138,267 (125,555) 12,712 15,687 Database 25,675 (24,533) 1,142 1,631 Computer equipment 50,956 (40,412) 10,544 8, ,898 (190,500) 24,398 26, Changes in non-cash working capital items $ $ Accounts receivable 5,516 (6,675) Prepaid expenses (13,014) 3,420 Accounts payable and accrued charges (18,789) 34,292 Deferred revenue 30,606 (1,804) 4,319 29, Commitments CEO has entered into a lease for the rental of its premises to December 31, Minimum annual rental and other occupancy costs under the terms of the existing lease are as follows: $ ,331 33,331 Consulting Engineers of Ontario Annual Report 29 Page 8

30 Consulting Engineers of Ontario Notes to the financial statements March 31, Guarantees In the normal course of business, CEO enters into agreements that meet the definition of a guarantee as follows: a) CEO has provided indemnities under a lease agreement for the use of its operating facility. Under the terms of this agreement, CEO agrees to indemnify the counterparty for various items including, but not limited to, all liabilities, loss, suits, and damages arising during, on or after the term of the agreement. The maximum amount of any potential future payment cannot be reasonably estimated. b) CEO indemnifies all directors for various items including, but not limited to, all costs to settle suits or actions due to services provided to CEO, subject to certain restrictions. CEO has purchased liability insurance to mitigate the cost of any potential future suits or actions. The amount of any potential future payment cannot be reasonably estimated. c) In the normal course of business, CEO has entered into agreements that include indemnities in favour of third parties, such as purchase and sale agreements, confidentiality agreements, outsourcing agreements, other leasing contracts, information technology agreements and service agreements. These indemnification agreements may require CEO to compensate counterparties for losses incurred by the counterparties as a result of breaches in representation and regulations or as a consequence of the transaction. The terms of these indemnities are not explicitly defined and the maximum amount of any potential reimbursement cannot be reasonably estimated. The nature of these indemnification agreements prevents CEO from making a reasonable estimate of the maximum exposure due to the difficulties in assessing the amount of liability which stems from the unpredictability of future events and the unlimited coverage offered to counterparties. Historically, CEO has not made any significant payments under such or similar indemnification agreements and therefore no amount has been accrued with respect to these agreements. 8. Capital management CEO defines its capital as its fund balances. As a not-for-profit organization, CEO s operations are reliant on revenues generated annually. CEO has accumulated unrestricted fund balances over its history. A portion of the accumulated fund balances is retained as working capital and a portion is invested in capital assets. The remaining excess is available for the use of CEO at the Board of Director s discretion. There are no external restrictions on CEO s fund balances. 9. Fair values and risk management Fair value The fair values of cash, accounts receivable and accounts payable and accrued charges approximate their carrying amounts due to the imminent or short-term maturity of these financial instruments. Short-term investments and investments items are reported on the balance sheet at fair value as determined at the fiscal year end based on published price quotations in an active market. Interest rate risk CEO is exposed to interest rate risk on its investments and does not use any hedging instruments to manage this risk. Credit risk CEO performs a continuous evaluation of its customers credit and records an allowance for doubtful accounts as required. 30 Consulting Engineers of Ontario Annual Report Page 9

31 Consulting Engineers of Ontario Schedule of administrative expenses year ended March 31, $ $ Salaries and benefits 416, ,110 Public relations/government relations 106,928 87,708 Legal 32,967 65,108 Occupancy 44,447 42,851 Directors meetings 21,733 23,177 Travel 19,493 13,393 Database 2,200 9,940 Telephone 11,217 9,475 Printing 3,097 9,060 Professional fees 8,560 8,025 Photocopy 6,092 7,542 Amortization 7,087 7,420 Postage 6,899 6,972 Consulting 5,870 5,812 Internet 3,150 5,396 Computer support 6,588 3,705 Office supplies 2,741 2,822 Website 2,482 2,644 Insurance 2,313 2,385 Bad debt expense 1,584 - Courier 712 1, , ,832 Consulting Engineers of Ontario Annual Report 31 Page 10

32 H.H. Angus & Associates Limited and Piotrowski Consultants Ltd. Award of Merit - Building Engineering and Science North Bay Regional Health Centre Client/Owner: North Bay Regional Health Centre 5 2. Conestoga-Rovers & Associates Limited Award of Merit - Environment Milton Quarry Groundwater Recharge Well System Client/Owner: Dufferin Aggregates, a division Holcim (Canada) Inc. 32 Consulting Engineers of Ontario Annual Report

33 Aiolos Engineering Corporation Award of Merit - Industry, Energy and Resources UOIT Automotive Centre of Excellence Client/Owner: University of Ontario Institute of Technology (UOIT) 4. CH2M HILL Canada Limited Award of Merit - Project Management Toronto Basement Flooding Protection Program General Services Contract 1 Client/Owner: Toronto Water, City of Toronto 5. Stantec Consulting Ltd. Award of Merit - Studies and Research Grand River Assimilative Capacity Assessment Client/Owner: The Region of Waterloo 6. Delcan Corporation Award of Merit - Transportation Trafalgar St. / Hale St. & CN Rail Elevated Roundabout Grade Separation Client/Owner: City of London Consulting Engineers of Ontario Annual Report 33

34 AGM Program Managers: Hatch Mott MacDonald, IBI Group and MMM Group Limited GO Transit Rail Infrastructure Improvement Program (GO TRIP) Client/Owner: GO Transit, a division of Metrolinx 34 Consulting Engineers of Ontario Annual Report

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36 On the Cover The 2011 Ontario Consulting Engineering Awards were a highlight of the year. AGM Program Managers: Hatch Mott MacDonald, IBI Group and MMM Group Limited Willis Chipman Award GO Transit Rail Infrastructure Improvement Program (GO TRIP) Client/Owner: GO Transit, a division of Metrolinx Tenova Goodfellow Inc. Award of Excellence - 1 to 25 Employees Slop Detection System to Improve Basic Oxygen Furnance Performance and Safety Client/Owner: ILVA Taranto, Italy (Riva Group) DST Consulting Engineers Inc. Award of Excellence - 26 to 100 Employees Slope Stabilization Using Environmentally Friendly Soil Nail and Root Technology Client/Owner: GENIVAR Inc. Stantec Consulting Ltd. Award of Excellence Employees Wychwood Barns - Green Redevelopment of a Heritage Building Client/Owner: ARTSCAPE Consulting Engineers of Ontario Suite 405, 10 Four Seasons Place, Toronto, ON M9B 6H7 Phone Fax [email protected] Website: