Report on Public Private Partnerships (PPP) Duty Visit to Canada (19 – 28 June 2006)

Introduction To remain competitive in the global environment, Governments around the world are focusing on better ways to finance projects, build infrastructure and deliver services to attract capital and talents. PPPs are becoming a worldwide tool to bring together the strengths of both public and private sectors, and they are providing to be both feasible and effective. The Hong Kong Government supports the use of PPPs to deliver public services. In the Policy Agenda 2004/05, it said “make wider use of alternative approaches such as Public-Private-Partnership in the delivery of large scale projects under the Public Works Programme.” The Policy Agenda 2005/06 also stated that the government will “re-engineer methodology for planning and implementing infrastructural projects with a view to deriving better efficiency and cost-effectiveness by various means, including the wider adoption of a partnering approach, alternative dispute resolution mechanisms, alternative designs and procurement methods, as well as systematic risk management techniques.” Background to the visit As part of its on-going efforts to promote the understanding and application of PPPs in delivering public services, the Efficiency Unit has in the past organized PPP-oriented duty visits to Australia in 2004 and the United Kingdom in 2005. A third PPP duty visit to Canada was arranged in June 2006 to provide more opportunities for government officials to study the application of PPPs. Why Canada? Canada has developed considerable expertise in the PPP field. In fact, the visit revealed that Canada is doing considerably more than we had realized from our pre-visit research. The PPP approach has become a successful and widely accepted vehicle to deliver public services in different sectors at federal, provincial and local levels of government. In some areas such as sports and culture, Canada is probably leading the world. A number of dedicated authorities, such as

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Partnerships British Columbia (www.partnershipsbc.ca), have been set up by different governments within Canada to promote and develop effective use of PPPs. The Hong Kong SAR Government has used the PPP approach to implement various projects and currently some bureaux and departments are examining whether the PPP approach is the right approach for their projects. The Hong Kong delegation took this opportunity to learn from the experience of its Canadian counterparts, to find what has worked and what has not, to facilitate consideration and development of its own programmes and projects. The Delegation The delegation, led by Mr Steve Barclay, Assistant Director of the Efficiency Unit, consisted of 19 directorate and senior professional officers from 14 policy bureaux and departments. A list of participants is attached at Appendix 1. Hong Kong delegation in front

of the Toronto City Hall The Programme The eight-days long programme included 40 site visits / briefings / meetings / workshops conducted in Toronto, Ottawa, Vancouver and Victoria. The Efficiency Unit included in the visiting programme those services that are closely related to the professions of delegates, including:

city and building revitalization energy and waste treatment/recycling water and wastewater treatment sports and entertainment arts and cultural health care law court correctional services parking system and driving examination information technology airport, rapid transit and highways maintenance

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A visit to Brampton sports and entertainment centre A visit to Peel incineration facility

A visit to Toronto Waterfront Revitalization project A visit to Royal Ottawa Health Care Group

In addition to site visits, the programme also included some experience sharing sessions for participants to meet with officials at different government levels and private sector practitioners who are responsible for managing and coordinating PPP projects.

An experience sharing session with

private sector practitioners A PPP workshop with representatives of

federal government

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A meeting with members of a consultancy firm A meeting with representatives of

Ontario Ministry of Transport

A list of programmes is attached at Appendix 2. What did the delegation wish to achieve? The purpose of the duty visit was for the delegates to meet officers and contractors who have been involved in the initiation, planning and implementation of projects and to understand the difficulties and key success factors in adopting PPPs. In particular, the Hong Kong delegation wished to establish –

Why was the PPP approach selected? Were alternative approaches considered? What were the anticipated benefits/disadvantages of the PPP approach? How to gain confidence from senior management and secure support from

the public, staff and other stakeholders? What were the main difficulties faced in each development stage? What lessons were learned from the procurement process? Have the anticipated outcomes actually materialized? What have been the experiences/perceptions of the client and/or the

customer during the service delivery period (after the construction is completed)?

What were the critical success factors in using the PPP approach? What would clients / contractors do differently with the benefit of hindsight?

During the visit, the delegation not only had opportunity to visit successful projects but also those encountering difficulties. Benefiting from the real experience of our Canadian counterparts, delegates were able to develop a better understanding of what was feasible and what was not. This will help us to avoid similar pitfalls when adopting PPPs on our own programmes and projects in future.

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Reasons for using PPP in Canada A wide range of public services has been delivered through PPPs in Canada, most of them have proved to be successful. To summarize, the strengths and advantages of using PPPs in Canada are: (a) Reduce initial capital investment

As Canada has recorded an infrastructure deficit since 1994, its funding deficiency has grown over time. In some extreme cases, the useful life of infrastructure assets has been cut short due to shortage of funding for maintenance. Canadians complain that they suffer from aging infrastructure and have raised strong requests for infrastructure renewal. Facing financial constraints, PPPs have become one of the most feasible solutions.

In most PPPs, private consortia comprising of financial institutions, construction firms and facility management companies are established. They are responsible for contributing startup capitals and will be paid back through servicing fees and other sources of income during the contract periods, which are usually more than 20 years. Governments are not usually required to pay initial capital and/or provide debt guarantees. A shift from traditional model of fully relying on public funding favours sustainable development, particularly when governments are facing budget constraints and at the same time are under strong pressure to improve service levels.

(b) Risk Sharing

In traditional tendering projects, the public sector (i.e. the taxpayer) absorbs virtually all the risks involved. PPPs enable us to allocate many kinds of risks associated with projects to the parties who are best equipped to deal with them. The successful PPPs in Canada appear to have eliminated most of the risks on over-budget, project delay and unsatisfactory service standards. In most PPPs, the private sector will be paid in full only when pre-defined standards have been achieved. Also, since financial institutions usually provide capital for the projects, they introduce strong discipline on monitoring the projects` progress. Service quality throughout the life of the projects can also be secured through clear output-based specifications, linking payment to performance and paying service fees by installments.

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Below is a typical broadbrush risk distribution table under different delivery models :

Traditional

construction tender

Design & Build PPP

Capital cost overrun Public Contractor Shared Delay in completion Public Optional Shared Construction performance Public Contractor Shared Operating Life Cycle Costs Public Public Shared Operating Performance Public Public Shared Legislative changes Public Public Shared Political support Public Public Shared Asset Management Public Public Shared Debt Payment Public Public Shared

Having said that, risks should be shared among public and private sector fairly. It is not sensible to transfer all risks to the private sector, otherwise the private sector will simply not bid for projects or will increase its bid prices disproportionately to cover the risks that it is unable to manage. We heard many comments from the private sector regarding the risk sharing arrangements. In one case, a PPP water and wastewater treatment facility was brought back to in-house service as the original contractor refused (or either requesting for 50% risk premium) to absorb all risks requested by the government during contract renewal.

(c) Improve service quality and reduce operating costs through innovation

Compared with the public sector, the private sector is more capable / flexible to apply new technologies. One of the major pitfalls of the traditional design-and-build model is that construction companies are not responsible for on-going operation or maintenance of the facilities. They usually fail to take a whole of life approach i.e. to consider the impacts on long term operation and infrastructure management. PPPs allow contractors to incorporate new design and technology from scratch. For example, to prevent suicide, fire sprinklers (left) installed on the roof in a psychiatric hospital managed by Royal Ottawa Health Care Group will fall off automatically when the loading exceeds 11kg. A wireless network (right) is installed in the same building to minimize the number of ducts and cables. This

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not only facilitates better information management but also helps to reduce future operation and maintenance costs.

Fire sprinkler with suicide-prevention design Wireless network hubs

(d) Increase revenue through new source of income

The private sector is more capable of generating revenue. PPPs obviously can make full use of their strengths. Many PPP projects in Canada, especially culture and sports facilities sell the naming rights of buildings to private sponsors. For example, 20% of the total construction cost of the Four Seasons Centre for the Performing Arts (left) was covered by selling the naming rights of the building and auditorium. In addition, the naming rights are usually not permanent, that means these intangible assets could be sold again after a period of time.

“Four Seasons” centre for the performing arts “Save On Foods” memorial centre

Since the private sector is already involved at the beginning, many “revenue generating” designs / plans could be incorporated at the design/construction stage. For example, many private suites have been built in the Save-on-Foods Memorial Centre (below), a PPP ice hockey arena in Victoria. These luxury facilities command a much high premium than ordinary seats.

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Ordinary seats Luxury suite with pub and sofa

To generate more revenue in the low season, the operator of another ice hockey arena converts the ice rink to basketball courts in the summer.

(e) Access to secure, long-term investment opportunities

With the growing emergence of pension funds around the world (including in Hong Kong with the introduction of the MPF), there are strong demands for long term, low risk and low return investment opportunities in the market. Private financiers welcome access to secure and long-term opportunities from contracts with governments that have a solid reputation for integrity and financial soundness.

(f) Integration of organisation and decision making

The creation of consortia to bid for and operate PPPs integrates the finance, legal, engineering and operation disciplines into a single team. This strategic linkage enables integrated thinking and fast responses in tackling difficulties.

Current (June 2006) conditions of PPP in Canada Federal

Developing policy to promote contemplating PPP options Provincial

Emphasis on PPP as a preferred choice for delivering public infrastructure Municipal

Focused use of PPP for capital construction Many authorities have been set up at federal and provincial levels to promote and adopt PPPs. At the federal level, the following authorities are involved in promoting PPPs.

(a) Infrastructure Canada http://Infrastructure.gov.gc.ca

(b) Industry Canada – P3 office http://strategis.ic.gc.ca/epic/internet/inpupr-bdpr.nsf/en/Home

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Alberta, British Columbia, Ontario and Quebec have their own ministries of infrastructure where PPPs are explored on a case-by-case basis.

(a) Alberta Infrastructure and Transportation http://www.infratrans.gov.ab.ca/

(b) Partnership British Columbia http://www.partnershipsbc.ca/

(c) Infrastructure Ontario http://www.infrastructureontario.ca

(d) Quebec PPP http://www.ppp.gouv.qc.ca/index.asp

Alberta has indicated that around 25% of new infrastructure will use PPPs. With regards to major capital projects in British Columbia, ministries and agencies are required to review all possible alternatives to deliver a capital asset, including PPPs. In Ontario, the province launched ReNew Ontario, which is a five-year infrastructure plan. The plan includes a number of major projects using the PPP approach, primarily in the health and justice sectors. A list of some PPP projects in Canada apart from those included in the visit is at Appendix 3. Apart from governments, there are member-sponsored organizations, such as The Canadian Council for Public-Private-Partnerships (www.pppcouncil.ca), which conducts research, workshops, seminars and publishes findings on PPPs. The main service sectors that the provinces are contemplating are transportation, electricity, health, prisons, municipal facilities, social housing, water/waste, universities and schools. Most projects visited by delegation are adopting Design-Build (DB) to Design-Build-Finance-Operate (DBFO) arrangement. Traditional Non-Traditional

Public Build Own

Operate

Private Operate

& Maintain

Private Design Build

Turnkey

Design Build

Operate

Design Build

Finance Operate

Private Build Own

Operate Public O&M DB DBO DBFO Private

< Projects included in the visit >

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Legal framework for PPPs in Canada There is no specific PPP legislation in Canada. However,

at the federal level the Canada Strategic Infrastructure Fund Act promotes the use of partnerships between the public and private sectors.

there are no national standards for contracts, guidelines and documents,

although some federal/provincial bodies are developing such documents. At the provincial level there are Procurement Frameworks and Agencies that seek to achieve value for money, protection of the public interest and fairness and probity.

at the municipal level, governments are constrained from entering into

contracts longer than 5 years without seeking a mandate from their citizens. There is also no legislation covering staff transfer from public to private sector employers. Any such arrangements are dealt with by contracts. The governments must, when engaging in a PPP project, ensure that existing legislation are not being violated. In Maple Ridge, a town near Vancouver, the Court of Appeal decided that a proposed 25-years PPP agreement was not lawful because all public liabilities exceeding 5 years should seek public approval. This had not been done. As a result, the district was required to renegotiate the agreement and obtain public endorsement.

Court of Appeal decided PPP agreement in

Maple Ridge not lawful

Staff relations and responsibilities Public sector workers are typically highly unionized and there are usually agreements between employers and employees. PPP and other private sector involvement arrangements need to avoid infringing these agreements. This often means that

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using PPP approaches to develop existing facilities has to be avoided. Despite these constraints, many PPP projects have been taken forward successfully. In fact, the role of government officials in PPPs has changed from operational to overseeing and monitoring. Instead of hands-on operating skills, public officers should be well equipped with negotiation and contract management techniques. Commonly used financial structures in Canada

Public funding – government borrowing, grants or contributions and capital allocation, and property development rights

Public sector support – government guarantee, monetization of government

receipts or payments, credit enhancement and revenue bonds

Private sector financing – capital markets and bank borrowing

Philanthropic donations

Commercial contributions e.g. payment for naming rights Ownerships arrangement of assets under PPP Unlike privatization, governments only transfer components of capital asset procurement and management, including design, building, financing and operation, to the private sector. Governments maintain ownership of the land and the fixed assets. Such arrangements can bring more confidence to the public on PPPs. At the same time, public and private sectors still maintain an on-going business relationship. The Canadian contracts usually stipulate that the whole operation is handed back to government in a prescribed condition at the end of the agreement period. Complexity of the PPP process We received a number of comments on the time and complexity involved in processing PPP proposals. This is seen as a necessary evil, but it was stressed that every effort should be made to accelerate progress through having readily available experience, standard documents / procedures and programmes of similar projects.

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To further facilitate the project, it is worth to consider bundling similar PPP projects and allow proponents to submit one set of qualifications for multiple projects. Experts in governments can also develop standardized documentation and templates. Public concerns As a new method to deliver public services, the government should pay sufficient efforts in addressing public concerns and clarifying any misconceptions. The main public concerns we saw in Canada are : (a) Increases in service fee and changes in service standards

To reduce worries of the public, service fees, policy, service standards of many PPP projects tend to remain at governments’ discretion. This is not always the case. For example, sports facility operators set their own fees and charges. It was believed that there was sufficient competition in the market place to prevent charges rising to unacceptable levels.

While the driving examination centre is fully operated by a private operator, the level of examination fee remains government’s discretion

(b) Fairness, probity and transparency

Due to PPPs’ complexity, fairness and transparency are usually the main public concerns on PPPs. While confidentiality is important in business deals, great stress is placed on the openness of selection processes and transparency of all relevant information. Well-established public scrutiny mechanisms, together with outcome-based PPP agreements, foster high levels of PPP accountability.

(c) Explanation of benefits to public

Governments should provide clear, articulate and precise explanations on the public benefits that projects will bring to a community and be able to demonstrate how these benefits are enjoyed by the broadest base of the community as possible.

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(d) Consultation at early stage

Many Canadian counterparts emphasized the importance of consultations. Government officials should ensure all stakeholders are well informed, consulted and experience no surprises when proposals emerge into the public arena. Although the processes may be painstaking, consultation should be comprehensive and include all stakeholders at an early stage. Some of the federal / provincial PPP bodies employ full-time ‘communication’ staff.

A public consultation for Toronto Waterfront revitalization project

(e) Avoid relating law enforcement to profit making In Hamilton, a town near Toronto, a private company enforces illegal parking for the government through a PPP agreement. This does not enjoy public support as the revenue of the company is linked to the number of penalty tickets issued. There is a public perception that “revenue sharing” precludes disinterest and may undermine the course of Justice. When law enforcement is involved in a PPP (or other forms of private sector involvement), pegging of profit/revenue to the number of enforcement actions should be considered very carefully.

Expertise within government Dedicated organizations have been set up at federal (e.g. Infrastructure Canada) and provincial (e.g. Partnerships British Columbia) levels to facilitate the consideration and implementation of PPPs. The roles of these institutions are :

♦ to establish recognized centres of PPP expertise ♦ to strengthen the PPP knowledge base ♦ to assist other ministries / departments in negotiating, concluding and

managing PPP contracts ♦ to provide project and contract management services to other ministries /

departments for complex infrastructure projects ♦ to conduct independent public sector comparator studies

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♦ to advise on financing arrangements In British Columbia, Partnerships British Columbia (PBC) is a company fully owned by government responsible for bringing together ministries, agencies and the private sector to develop projects through PPPs. Its mandate is to develop partnerships on behalf of public sector agencies. On the other hand, PBC also serves as a resource for the private sector looking for opportunities to invest in British Columbia.

Meeting with officials of Partnerships BC

Potential problems / risks of PPPs Apart from the keys to success, our Canadian counterparts also indicated some risks and pitfalls that need to be addressed : Communications / misperceptions of the public Opposition by unions Political commitment insufficient Long term nature of PPP contracts gives rise to uncertainty Complexity of transactions Different cultures between public and private sectors. Different views on

implementing PPPs, practices differ across different jurisdictions Detailed information on individual programmes A list showing project names, websites, contact persons and email addresses of all programmes is attached at Appendix 4 for reference. Experience sharing To disseminate delegates’ experience to a wider civil service and private sector audience, an experience sharing seminar was held on 31 July 2006. Delegation members shared their experience, insights and ideas with the audience. Directorate and professional level civil service colleagues and private sector representatives were invited to attend the seminar. The powerpoint presentations by delegates ,

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which give more details on individual visits/meetings, can be seen at the EU website at http://www.eu.gov.hk/english/psi/psi_course/psi_course.htmlFor more information about the seminar, please contact Mr. Harold Chan (email : hchan@eu.gov.hk or tel : 2810 3480). Contacts If you have any questions about this duty visit, please contact Mr. Steve Barclay (email: sbarclay@eu.gov.hk, tel: 2810 3408) or Mr. Alan Lo (email : akhlo@eu.gov.hk, tel: 2810 2630). How EU can help ? The Efficiency Unit (EU) has established a dedicated team to assist government bureaux and departments to enhance private sector involvement (PSI) in the delivery of public services, in particular using the outsourcing and PPP approaches. Please visit our website (http://www.eu.gov.hk/english/psi/psi_how/psi_how.html) or give us a call at 2165 7255 for more information.

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Appendix 1 - List of delegates

Bureau/Dept Name Post

ArchSD Ms. Chung, Uson Senior Project Manager

CEDD Mrs. KWOK TAM Yuk Ying, Joanna Chief Engineer (ST)

CSD Mr. Ying Kwok Ching Deputy Commissioner

DOJ Mrs. WONG CHAN Fong Yee, Rita Senior Assistant Law Officer (Civil Law)

EPD Mr. Lau Ming Ching, Lawrence Principal Environment Protection Officer(Waste Facilities)

HA Ms. Li Wai Yuen, Lucia General Manager (Administrative Service / NTE Cluster)

Mr. CHAK Ting Che Senior Manager / Procurement HD

Mr. Siu Chun Keung Senior Maintenance Surveyor / SS

HAB Mr. LAU Kam Chuen, Danny Principal Assistant Secretary (West Kowloon Cultural District)

Mr. Yau Kwan Wai Chief Highway Engineer (NT/E) HyD

Mr. Ng Tak Wing Chief Highway Engineer (HK)

Mr. Leung Kwok Hung Principal Immigration Officer (Visa Control) Policy

ImmD

Mrs. Poon Leung Kit Ching Principal Immigration Officer (Registration of Persons)

Mr. Cheng Leung Kit, Timothy Chief System Manager (Industry development) OGCIO

Ms. Chung Lai Ching, Terry Senior System Manager

RVD Mr. Siu Kam Wai, Wilson Assistant Principal Valuer (Property Information)

WSD Mr. Chau Chi Wai, David Assistant Director (Mechanical and Electrical)

Mr. Steve Barclay Assistant Director EU

Mr. Lo Kin Hing, Alan Consultant

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Appendix 2 - Visiting Schedule Day 1 (19 June) – Toronto (1) 7:30 – 9:15 Meeting with PPP private sector practitioners (2) 9:30 – 10:30 Toronto energy distribution and cooling system (3) 10:30 – 12:00 Toronto Better Building Partnership (4) 13:30 – 15:30 Toronto Waterfront Revitalization (5) 16:00 – 17:30 Highway maintenance and use of PPP Day 2 (20 June) – Toronto (6) 8:45 – 10:15 Guelph Recycling Program (7) 9:00 – 10:30 Halton Water Delivery Project (8) 11:00 – 12:30 Brampton Centre for Sports and Entertainment (9) 14:00 – 15:30 Peel incineration facility (10) 16:00 – 17:30 William Osler Health Centre Day 3 (21 June) – Toronto (11) 9:00 – 10:30 Hamilton-Wentworth Water and Wastewater

Treatment (12) 11:00 – 12:30 Hamilton Municipal Parking System (13) 14:00 – 15:30 Drive Test (14) Full Day Ontario Correctional Facility Modernization (15) (16)

9:00 – 12:00

Four Seasons Centre for Performing Arts/ Toronto International Film Festival Group

(17) 14:00 – 17:00 Affordable Housing Program Day 4 (22 June) – Toronto / Ottawa Toronto (18) 8:30 - 10:00 Ontario Ministry of Public Infrastructure Renewal (19) 8:30 - 10:00 Legal meeting with Director, Project Legal Services of

Infrastructure Canada Ottawa (20) 14:00 – 15:30 ByWard Market Building Revitalization (21) 16:00 – 17:30 Royal Ottawa Health Care Group

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Day 5 (23 June) – Ottawa (22) 9:00 - 11:00 Ray Friel Recreation Complex (23) 11:30 - 12:30 Meeting with Counsel, Legal Services of Industry

Canada (24) 14:00 – 17:00 PPP Workshop

Day 6 (26 June) – Vancouver (25) 7:30 – 8:30 PwC experience sharing (26) 9:00 – 10:00 Academic Ambulatory Care Centre (27) 9:00 – 10:00 BC Online (28) 11:15 – 13:30 Sea to Sky Highway Improvement Project (29) 14:00 – 16:00 Britannia Mine Water Treatment Water (30) 15:00 – 16:30 Vancouver Landfill Cogeneration Project Day 7 (27 June) – Vancouver (31) 8:15 – 9:45 Vancouver International Airport (32) 8:15 – 9:45 Canada Line (33) 11:00 – 12:30 Maple Ridge's Downtown Development (34) 14:00 – 16:00 Abbotsford Regional Hospital and Cancer Centre (35) 15:00 – 17:00 Downtown Commercial Law Court Project Day 8 (28 June) – Vancouver (36) 8:30 – 9:30 Partnership BC experience sharing (37) (38)

10:00 – 11:15 Canada Place Corporation Ballantyne cruise terminal

(39) (40)

14:00 – 17:00 Royal British Columbia Museum / IMAX theatre Save On Foods Memorial Centre

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Appendix 3 - More PPP projects in Canada Water / Wastewater Yukon waterfront projects Saskatchewan water supply systems Winnipeg flood protection Thunder Bay wastewater Nunavut water/wastewater St.John’s harbour cleanup Charlottetown wastewater plant Summerside wastewater plant Montreal water infrastructure Stratford wastewater plant Kingston sewage Halifax harbour cleanup Broadband National satellite initiative Nova Scotia broadband access Newfoundland broadband access Fiber optics cable for broadband access in Magdalen Islands Transportation Alaska highway upgrade Corridors for Canada Edmonton Ring Roads Kicking Horse Canyon Banff national highway Calgary ring roads Winnipeg Kenaston underpass Trans-Canada Highway 6 York Regional transit system GO transit system Ottawa LTR Dorval Interchange Toronto Transit Commission Urban Bypasses Highways 1,2,50, 95,104,104,175,185, A-30

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Tourism and Urban Development Yukon waterfront Saskatoon river landing Regina urban revitalization Regina urban revitalization Mont Tremblant Ottawa congress centre Niagara people mover Borders Lower mainland border crossing Saskatchewan Highway 39 / north portal border crossing Niagara and Sarina regions Windsor Gateway St.Stephens Woodstock A-35, A-55, H-173/A73

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Appendix 4 – Contact information of individual projects Project Name Website Contact person email

Meeting with PPP private practitioners www.mcmbm.com David I. Matheson, Q.C. david.matheson@mcmbm.com

Toronto energy distribution and cooling

system

www.enwave.com Dennis Fotinos dfotinos@enwave.com

Toronto Better Building Partnership www.torontobbp.on.ca Heinrich Feistner hfeistne@toronto.ca

Toronto Waterfront Revitalization www.towaterfront.ca John W. Campbell jcampbell@towaterfront.ca

Highway maintenance and use of PPP Linda Ambos, M.P.A. Linda.Ambos@mto.gov.on.ca

Guelph Recycling Program guelph.ca/wetdry Dean Wyman dean.wyman@guelph.ca

Halton Water Delivery Project www.region.halton.on.ca Joyce Savoline savoline@region.halton.on.ca

Brampton Centre for Sports and

Entertainment

www.brampton.ca Dennis Cutajar dennis.cutajar@brampton.ca

Peel incineration facility peelregion.ca Andrew Pollock andrew.pollock@peelregion.ca

William Oslar Health Centre williamoslerhc.on.ca Ian C. Marshall ian_marshall@oslerhc.org

Hamilton-Wentworth Water and

Wastewater Treatment

www.hamilton.ca Jim Harnum jharnum@hamilton.ca

Hamilton Municipal Parking System www.hamilton.ca/parking Paul Buckle pbuckle@hamilton.ca

Drive Test http://www.drivetest.ca/en/ho

me.aspx

Linda Ambos, M.P.A. Linda.Ambos@mto.gov.on.ca

Ontario Correctional Facility

Modernization

http://www.centralnorthcc.ca/ Peter Mount pmount@mtctrains.com

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Four Seasons Centre for Performing Arts http://www.fourseasonscentre

.ca

Michael Langford michael.langford@mtr.gov.on.ca

Toronto International Film Festival Group http://www.tiffg.ca/ Michele Maheux mmmaheux@tiffg.ca

Affordable Housing Program Dino Radocchia

Ontario Ministry of Public Infrastructure

Renewal

www.infrastructureontario.ca John McKendrick John.Mckendrick@InfrastructureOnt

ario.ca

Legal meeting with Director, Project Legal

Services of Infrastructure Canada

www.infrastructurecanada.ca Graham McLeod

Byward Market Building Revitalization http://www.byward-market.co

m/

Philip Powell Philip.Powell@ottawa.ca

Royal Ottawa Health Care Group http://www.rohcg.on.ca Maureen G. Moore,

C.G.A.

mmoore@rohcg.on.ca

Ray Friel Recreation Complex www.rayfriel.com Ken Marentette ken.marentette@rayfriel.com

Meeting with Counsel, Legal Services of

Industry Canada

Walter Di Cesare Dicesare.walter@ic.gc.ca

PPP Workshop www.infrastructurecanada.gc.

ca

Gerry Maffre maffre.gerry@infrastructure.gc.ca

PwC experience sharing www.pwc.com/ca Esther M Tse esther.m.tse@ca.pwc.com

Academic Ambulatory Care Centre http://www.partnershipsbc.ca/

files_2/aacc.html

Terry MacKay terry.mackay@vch.ca

BC online https://www.bconline.gov.bc.c

a/

Sue Park sue.park@gov.bc.ca

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Sea to Sky Highway Improvement Project www.seatoskyimprovements.

ca

John Cavanagh, A.Sc.T. john.Cavanagh@gov.bc.ca

Britannia Mine Water Treatment Water http://www.partnershipsbc.ca/

files_2/britannia.html

Sue-Anne Fimrite, CFA sueanne.fimrite@partnershipsbc.ca

Vancouver Landfill Cogeneration Project http://www.cityfarmer.org/Lan

dfillGas.html

Rick Hopp rhopp@maximpowercorp.com

Vancouver International Airport www.yvr.ca Tony Gugliotta tony_gugliotta@yvr.ca

Canada Line www.canadaline.ca Jane Bird jbird@canadaline.ca

Maple Ridge’s Downtown Development www.mapleridge.org Rick Laferriere rlaferriere@mapleridge.org

Abbotsford Regional Hospital and Cancer

Centre

www.pcl.com Alfred Tsang atsang@pcl.com

Downtown Commercial Law Court Project Peter Monteith, MCIP monteith@chilliwack.com

Partnership BC experience sharing www.partnershipsbc.ca Larry Blain larry.blain@partnershipsbc.ca

Canada Place Corporation www.canadaplace.ca Brian T. Yamaguchi brian.yamaguchi@portvancouver.co

m

Ballantyne cruise terminal Brian T. Yamaguchi brian.yamaguchi@portvancouver.co

m

Royal British Columbia Museum / IMAX

theater

www.royalbcmuseum.bc.ca Faye Zinck, CGA fzinck@royalbcmuseum.bc.ca

Save On Foods Memorial Centre http://www.saveonfoodsmem

orialcentre.com/

Sierd Hortsing shortsing@victoria.ca

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