Competition Bureau’s updated guidelines for procurement processes
On Feb. 5, 2021, the Competition Bureau of Canada (the “Competition Bureau”) released “Competitive bidding processes in the public sector: Procuring good value for taxpayer money” (“Competitive Bidding Processes”). Competitive Bidding Processes represents the Competition Bureau’s most recent publication in the Competition Advocate in some time. Competitive Bidding Processes highlights the increased importance being placed on the framework for public procurement as governments across Canada enact stimulus measures in support of the country’s economic recovery and outlines best practices and offers guidelines that all levels of government should be aware of in government procurement processes. These practices and guidelines help ensure that government procurement processes are competitive and fair, and favour competitive bidding processes to protect public value when procuring goods and services. In this article, we provide a summary of Competitive Bidding Processes, which discusses the importance of competitive bidding, what constitutes bid-rigging and how to recognize it and measures to ensure that bid-rigging does not take place.
Why the need for competitive bidding?
In its report, the Competition Bureau indicates that there are many benefits that stem from competitive bidding, including lower prices, higher quality of goods and services being procured, incentivizing and increasing innovation and building a resilient economy. Public procurement processes can account for 15 per cent or more of a country’s GDP, in normal times. As Canada moves further along the COVID-19 recovery process, there are increased expectations that governments will need to urgently and substantially invest in designing and constructing large infrastructure projects to help stimulate the economy post-COVID.
As Canada moves further along the COVID-19 recovery process, there are increased expectations that governments will need to urgently and substantially invest in designing and constructing large infrastructure projects to help stimulate the economy post-COVID.
Bid-rigging defined
Simply put, bid-rigging is collusion. Under s. 47 of the Competition Act (Canada), bid-rigging is a criminal offence. Bid-rigging occurs when, in response to a call for bids or tenders, two or more potential bidders:
Submit bids containing content that the bidders determined through agreement or arrangement Agree that one or more parties will refrain from bidding or will withdraw a previously submitted bid
In earlier publications, the Competition Bureau discussed that bid-rigging can take many different forms, including:
Cover bidding – where competitors agree upfront on who will win. Losing bidders tweak their submission to ensure it’s less attractive than the winner’s.
Bid suppression – a competitor agrees not to bid or to withdraw a bid so a specific bidder is most likely to win
Bid rotation – competitors agree to take turns at winning bids
Market division – competitors agree to divide territory, customers or product markets among themselves instead of competing
The Competition Bureau notes that bid-rigging undermines the competitive bidding process because it allows suppliers, rather than market forces, to determine price and quality. The Competition Bureau claims that bid-rigging can increase the cost of multi-million dollar public procurements by over 30 per cent, which in turn diverts public funds to colluding bidders.
There are no monetary limits on the fines that can be issued for bid-rigging as such decisions are left up to the discretion of the courts. Anyone convicted of bid-rigging can face a jail term up to 14 years, they will also have a criminal record that will be registered with the Canadian Police Information Centre. In addition to the criminal charges and fines, perpetrators of bid-rigging can face civil action from victims.
How can you detect bid-rigging?
Bid-rigging inherently involves backroom discussions and deal-making, which makes it difficult to detect. The Competition Bureau has previously produced documents on detecting, preventing and reporting bid-rigging. Competitive Bidding Processes warns that public officials should be on the lookout for the following warning signs:
Large price deviations between the winning bids and other bids
Identical irregularities across independent bids
Winning bidders refusing to accept a contract once awarded
Once awarded, winning bidders subcontracting to losing bidders
What can be done to deter bid-rigging?
In addition to its earlier publications about detecting, preventing and reporting bid-rigging, the Competition Bureau in Competitive Bidding Processes provides some guidance for all levels of governments to consider in their procurement processes that includes:
Maximizing the pool of potential bidders
Building an understanding of potential bidder capabilities
Requiring disclosure regarding potential subcontractors and their pricing
Requiring bidders to submit a certificate of independent bid determination similar to or based on the Bureau’s model certificate
Conducting follow-up interviews with unsuccessful vendors to understand their rationale in respect of their bids
All of this suggests that potential bidders ought to avoid improper collaboration with their competitors, unless the parties are bidding as a joint venture. In that scenario, parties may wish to seek legal advice when considering any such collaboration or joint venture bids.
If anyone involved in the tendering process suspects that bid-rigging has or will take place, they should file a formal complaint with the Competition Bureau, participate in the Competition Bureau’s whistleblowing initiative or leave an anonymous tip by filing online or contacting the Federal Contracting Fraud Tip Line by phone.
Competitive Bidding Process represents a signal to all levels of government and potential bidders that the Competition Bureau is acutely aware of these pressures and will be monitoring public procurement processes to ensure that all stakeholders act appropriately in the procurement process in order that Canada’s economic investments can be completed without anti-competitive conduct by participants.
Closing remarks
The adverse impact of COVID-19 on the economy will likely increase pressures on governments to expeditiously invest in public infrastructure and other publicly funded projects to stimulate and rebuild the economy. Competitive Bidding Process represents a signal to all levels of government and potential bidders that the Competition Bureau is acutely aware of these pressures and will be monitoring public procurement processes to ensure that all stakeholders act appropriately in the procurement process in order that Canada’s economic investments can be completed without anti-competitive conduct by participants. If bidders or government procurement officers have any questions regarding whether aspects of the procurement processes or bid submissions may be breach of the Competition Act (Canada), they should seek legal advice immediately.
Disclaimer This publication is provided as an information service and may include items reported from other sources. We do not warrant its accuracy. This information is not meant as legal opinion or advice.
As the digital age continues to expand and our everyday tasks (e.g., emailing, banking, online storage) continue moving to the cloud, there seems to be never-ending requests for new login usernames and passwords.
For cloud service providers (those that offer free email, banks, credit card companies, business sites) and your workplace, you likely need a login username and password to access your data. (And your home computer and personal devices should have login credentials enabled, too!)
Password requirements vary from one cloud system to the next and in some cases, there are no format or length requirements. Herein lies the problem for you (and your workplace) – it’s an opportunity for hackers to gain access to your confidential information.
Cloud application providers with no requirements for their password lengths, composition or expiration (i.e., length of time before you need to change your password) allow you to use the same login username and password at multiple sites. The problem with this is once one site is compromised and your password is exposed, hackers can start using your login info at other sites (e.g., targeting popular social networking sites).
So, although these providers might be easy to access, the risk is greater than the benefit of what you’re signing up for.
Ideally, websites will require password length, composition or expiration, but of course this creates a new problem: “How do I remember all my different login credentials?”
One simple solution is to write them down and stick them to your monitor or under your keyboard. It’s probably not the worst solution to maintain your list, but also not the best since hackers and thieves know where to look for this info at places of business or homes. There are also password protection/generation applications, but the best ones come at a price.
So, what can a business or each of us as individuals do? This is where a subset of multi-factor authentication, called two-factor authentication, helps prevent the unauthorized use of your login username and password. If you think of your password as the first “factor,” then adding one more step is the second or “two-factor.”
The “two-factor” can be based on something you “know” or “have” or “are” or somewhere you are.
Something you “know”
The simplest to set up and the most commonly available to consumers (non-business solutions) is the something you “know.” This is usually offered by many sites when you set up your account or enable two/multi-factor authentication. You chose the question and provide the answer.
The questions available to you are usually ones that hackers can’t research to find the answer – so you will not see “what is your birthdate?” The questions are along the lines of where was your mom born? Where did you parents meet? What was the name of your first pet? Although it’s tempting to select a question that has an easy answer, keep in mind the easier it is for you, the easier it might be for a hacker to find, too.
Something you “have”
This one is typically based on a code that you must enter after your password is accepted. There are cell phone applications and tokens (small devices that generate the code) that generate a code that you can enter after your password is accepted.
There are also services that can send a text or call your cell phone with a code you enter in order to access your account or in the case of a phone call, press a number to permit your login.
Once one site is compromised and your password is exposed, hackers can start using your login info at other sites.
Something you “are”
This one is primarily based on biometrics, such as a fingerprint, retinal scan or a voice print. For example, many mobile devices and applications allow you to sign into your account with your fingerprint.
Somewhere you are
This is also known as “geofencing.” This permits you to login (or not login) when you are in a certain geographic region. For example, an application that only allows you to login if you are located within a five-kilometer radius of your place of business or house.
Let’s get into why two-factor authentication is so important.
Historical data shows us that hackers have breached some of the most significant cloud services and have gained access to millions of usernames and passwords. Sometimes, these same usernames and passwords are used at other sites by people like yourself, so it’s only a matter of time that one of the hacked username/password combinations allows cyber criminals into another application you have access to. (Remember: hackers have nothing but time and use multiple computers to try username/password combinations on various sites.)
Enabling two-factor authentication
Recently, cloud service providers have started to offer two-factor authentication (or in some cases multi-factor, which means more than one question must be answered).
This feature isn’t always turned on by default, so it must be enabled by you, the “user” of the account. (Tip: Search in the service provider’s online help for two-factor or multi-factor or search on the web to see how to set up two-factor for your service provider.)
The recommendation is to enable two-factor/multi-factor authentication on all your personal accounts (e.g., email, bank, credit card, online shopping). After your password (the first factor), then the second, third and fourth factors (or more) are something the hacker will have a difficult time guessing or researching. For them, having only your login information won’t be enough to break into your account. Hopefully, they’ll give up and move on to the next person.
Two-factor and working remotely
In 2020, a large part of the workforce moved to a “working remotely” strategy. In some cases, this may have presented an opportunity for hackers to gain access to your corporate network. Guess what your first line of defense is? Two-factor or multi-factor authentication! Make sure your business has enabled two-factor/multi-factor authentication and if not, enable it on your business account.
It takes a bit of extra work to use two/multi-factor authentication, but it takes less time than recovering your online accounts (and life) if you’re hacked.
The Saskatchewan Polytechnic Women in Trades & Technology program has been helping women access careers in the trades for more than three decades
For more than 30 years, the Saskatchewan Polytechnic Women in Trades & Technology (WITT) program has encouraged women to think about non-traditional career options and addressed barriers that may limit their participation in these fields. Greatly influenced by the women who founded Saskatchewan Tradeswomen in the 1970s, a movement that eventually formed Saskatchewan Women in Trades and Technology (SaskWITT), Sask Polytech’s WITT program recognizes now, more than ever, the array of opportunities awaiting women in traditionally male occupations and, in turn, the great opportunity that women afford the industries that hire them.
“Women bring to the job site more than the hard skills they learn in their programs of study,” said WITT program head Brittany Grimsdale. “Diversity in the workforce often means new ideas, and different areas of strength.”
WITT encourages exploration, offering a range of programs and events, including camps, info sessions, courses and mentorship. The Girls Exploring Trades and Technology, or GETT, camp that launched in 1991 has grown from one-day to five-day camps – reaching over 3,600 girls in grades six, seven and eight in a program aimed at demystifying trades and tools in a fun environment with a focus on problem solving. Camps have expanded in subject area in recent years to include those with a technology focus. During this past year, programs and camps shifted online to accommodate COVID-19 restrictions to in-person learning.
WITT’s Exploratory Workshops teach women aged 15 and older basic carpentry, welding, electrical or plumbing skills, and a separate technology-focussed exploratory course introduces women to a variety of basic technology skills. Says a past participant, “The WITT program helped me discover potential careers that I wouldn’t have realized before taking part in one of their workshops. With the help of some wonderful people at WITT I was given the encouragement and confidence to decide the next step towards my future.”
An informal mentorship program run by WITT goes beyond curriculum to match students and apprentices with experienced professionals. Women are matched on field of expertise, family situation or cultural background. The mentorship program includes a few networking events throughout the year, which are great opportunities for the women to discuss challenges, celebrate wins and learn about new job opportunities.
The global pandemic has made the future unclear for many sectors, but for the heavy construction industry one thing remains clear: Saskatchewan continues to grow, and the provincial government remains committed to stimulating economic recovery by investment in capital projects as demonstrated by their $7.5 billion, two-year capital plan announced in May 2020. Construction and related industries will need skilled and trained workers to capitalize on opportunities and rise to new challenges. Saskatchewan Polytech’s WITT program is helping to ensure that there is diversity within the pool of available hires, benefitting everyone.
People treatment as a continuous improvement strategy in construction environments
According to constructible.com, the demand for construction is growing much faster than the number of skilled workers, and the industry is facing a skills shortage like never before. Specifically, The Bureau of Labour Statistics suggests that overall employment of construction labourers and helpers is projected to grow five per cent from 2019 to 2029, faster than the average for all occupations. If there is work, and that work pays reasonably well, why don’t people want to work in the industry? Why, according to Gallup, are only 33 per cent of your employees fully engaged? And why, according to Digital Builder, is there a 21.4 percent industry-wide construction employee turnover rate?
There are a few possible explanations, and not surprisingly, they all relate to civility.
Rough workplace culture
In traditional construction environments, you need to show you are not “weak.” Fitting in often requires being “rough,” which might include engaging in what many perceive as uncivil behaviours, including:
Swearing
Calling people names
Ignoring people
Criticizing people in public
Walking away when people are talking to you
Shouting
Demonstrating physical strength, e.g., punching a wall, stomping, making a fist
Toughing it out when you experience small injuries
Crowding others, e.g., getting into their personal space
Overtalking and/or interrupting
Rolling your eyes
Gesturing rudely, e.g., giving the finger
Shutting people down verbally
Speaking in a harsh tone
Taking a staunch stance, e.g., wide postures
Failing to acknowledge others
Avoiding showing softness, e.g., formal thank you, hugging, too much smiling
Avoiding apologizing
And generally, just not being “nice”
Some of this behaviour might be understood as normal or acceptable by those who live in these organizations, but technically, these are uncivil behaviours that, when left unaddressed, collectively create a toxic work culture.
Construction worker stereotypes
In an article, “Three Myths of Construction Workers: ‘Why we are not Second-Class Citizens,’” Forrest Sim outlines three common myths about construction workers.
Construction workers are all gross and shout catcalls Construction workers are just dumb brutes who only know how to swing a hammer Construction sites are dirty and dangerous
Clearly, labeling is uncivil. That these stereotypes prevail potentially results in self-fulfilling prophecy – that is, some construction workers lower their behaviour standards because they believe they are perceived negatively anyway. And employers, site supervisors, clients and the public potentially treat workers badly because they believe the stereotypes. In either case, this labeling and categorizing is hugely detrimental and certainly impacts how people working in the industry are treated.
Survival of the fittest mindset
As a result of a “be strong to survive” mindset, construction sites are often not perceived as great places to work. Sure, noise, safety concerns, time constraints, stress, the union aspects, etc. may contribute to what can be described as a negative workplace culture, but the hard truth is that for the most part, the lack of niceness is due to leadership (including supervisors and managers) and their respective attitudes toward what constitutes acceptable “people treatment.”
In her public presentations, Colleen Munroe, the president of Hugh Munroe Construction Ltd., has spoken about an “old boys club” mentality that still exists in the construction industry. One example of this mentality is the belief that employees should do their job because that is what they are paid for – in other words, they do not need to like it! This attitude impacts how people are treated on the job.
“People treatment” is a term coined by Lewena Bayer, the CEO of Civility Experts Inc. Bayer refers to an overall attitude about what constitutes a fair and good way of interacting with people. People treatment includes how you speak, nonverbal gestures, the extent to which you are empathetic and how you define honesty and integrity. An individual’s idea of positive people treatment can vary from one context to another.
In order to navigate the interpersonal dynamics of both the workplace and the world at large, each of us – but especially those of us in leadership positions – need to be able to both convey positive people treatment and read cues and behaviours of others so that we can encourage civility in interactions. The recommendation for construction organizations, where command-and-control management style and the often-associated negative verbal and nonverbal behaviours might be deeply ingrained, is to focus on social intelligence training. In a very short time, this strategic training can build skills such that there is immediate, measurable impact to the workplace culture – specifically to the overall “tone” of communications.
People treatment includes how you speak, nonverbal gestures, the extent to which you are empathetic and how you define honesty and integrity. An individual’s idea of positive people treatment can vary from one context to another.
According to Civility Experts Inc., “social intelligence” is the ability to read and effectively interpret verbal, nonverbal, tonal and contextual cues. Social intelligence includes social radar (being present and paying attention), social style (ability to adapt your approach to interaction) and social rules (knowledge of the unwritten and written guidelines that vary with context).
Social intelligence teaches people the following skills that can offset communication skills gaps, enable people who cannot problem-solve on their own to ask questions and builds trust such that people can collaborate more effectively.
Social intelligence training enables people to:
Read verbal, nonverbal, contextual and situational cues to interpret the mood, motivation and needs of others
Exhibit nonverbal, verbal and situational cues appropriately
Be present, e.g., pay attention to what is going on around them
Recognize when gestures, language, behaviour or approach is grounded in culture, generation or gender nuances
Pick up on very subtle changes in tone and behaviour, e.g., to sense when a mood shifts
Learn unwritten rules, e.g., unspoken and unwritten expectations for how to live in a certain environment, e.g., aspects of workplace culture
Learn written and known rules, e.g., codes of conduct, regulation, etc.
Become self-aware, e.g., of one’s own social style
Adapt one’s social style to what is appropriate or required for a certain situation
Adapt to change quickly, e.g., due to ability to shift social gears when necessary
Respond to events calmly, e.g., due to ability to anticipate and/or monitor
Recognize appropriate time to ask questions
See aspects of personality that are otherwise unnoticed
Send positive first impression
Make others feel at ease
Build trust, e.g., due to paying attention
Be a better listener
Be cordial, e.g., approachable
Show humility, e.g., recognize when help is needed
Read emotions, e.g., be empathetic when needed
When leaders in construction have high
social intelligence combined with some experience interacting with others in the workplace context – for example, they know the general expectations for the workplace culture, they know the industry jargon, have some knowledge of the terms and processes, etc. – they can apply their social intelligence in a way that fosters social acuity.
Indicators of social acuity
Leaders need to have high “social acuity” – that is they need to have a keen social sense. They must be consistently accurate and timely in their perceptions and assessments of social settings. They need to know how to:
Read contextual cues
Be attentive to the nuances of workplace culture
Navigate politics in union environments
Identify who will be an ally and who will be a challenge
Build trust
Repair broken trust
Consider contextual aspects when timing everything from greetings to feedback to workplace coaching and performance reviews
Communicate in a way that leaves everyone involved in the interaction feeling valued
Acknowledge differences that make a difference, e.g., related to gender, culture, generation
Give timely and effective feedback
Monitor and manage nonverbal cues to boost credibility and perceived competence
Adapt supervisory approach and style to meet the needs of individual workers
Apply adult learning principles
Maintain credibility as a leader but still be perceived as approachable by the production team
One of the outcomes of high social acuity is a recognition that everyone in an organization has value. But we must be careful not to attach only monetary value to individuals. In Doing Virtuous Business, Theodore Roosevelt Malloch writes, “Every person has a fingerprint of personality and potential and desire to contribute. When we define people solely in economic terms, our motivational and incentive schemes tend to become mechanical and manipulative. We try to define a system that will idiot-proof the process, which can, in turn, make people feel like idiots.”
From a civility perspective, each individual has value as a human being. As such, every individual is deserving of respect just because they are human and on the planet. (Trust, however, is something that must be earned and not every person is deserving of trust.) In terms of workplace value, individuals at all levels should be acknowledged for:
Potential (amount of potential might vary)
Intelligence (nature of intelligence might vary)
Education (type and extent of education might vary)
Social contribution (nature and volume of social contribution might vary)
Experience (time on the job and type of experience might vary)
Resilience (extent of resilience might vary)
All these elements are aspects of value, but it is each individual’s understanding of civility and his/her choosing civility that enables us to recognize and appreciate these aspects of value. Without civility, and without respect, people often fail to see the value of others. As such, it is important to also recognize what Bayer describes as the civility quotient.
The idea is that when everyone in a workplace understands that everyone has value, overall civility and positive people treatment in the organization improves.
With more than 20 years in the workforce, Christian Masotti is a continuous learner who believes that the ability to combine his technical skills – including Lean, Six Sigma and Kaizen – with social intelligence and cultural competence have been the key to his success. In addition to a stint with the Canadian Football League as a professional athlete, Masotti has worked for Ford, Toyota, Chrysler, ArcelorMittal and MLSE, and is now a three-time published author who also leads the Civility Experts Inc. Worldwide Lean on Civility Consulting team.
“Many people perceive having respect, exhibiting kindness and treating people well as a sign of weakness – but this is a costly mistake.” – Christian Masotti
This article includes excerpts from Lean on Civility, Masotti & Bayer, 2020.
GCL makes the switch from construction to sales, rental and repair
No one knows the ups and downs of the Saskatchewan economy better than Treverr Poole. When the oil and gas industry was booming and potash was thriving from 2008–13, his company, Garry’s Construction Ltd. (GCL) was thriving with 50 employees and upwards of 70 pieces of equipment. After oil and gas dried up, potash took a downturn and then the pandemic hit, his crews and equipment sat idle at his facility in Edam.
That’s when he made the crucial decision to pivot into a new business. GCL now specializes in heavy equipment sales and rentals and he formed a complimentary company, Garry’s Heavy Repair (GHR), which provides heavy duty mechanics for truck and trailer sales.
“There was a time when we were making good money and my crew were getting well paid, but it was very stressful. Then in 2014 the oil and gas industry crashed and big projects were cancelled. It got really quiet for about nine months and we didn’t have much income coming in. It was pretty scary. I’d been through ups and downs before but I could tell that this was different and there wasn’t going to be a big comeback like before,” said Poole.
With the construction side fading, the company’s heavy duty mechanical work began to take on more importance. GHR was operating in a 15,000 square foot facility with an overhead crane for repairing his equipment. Poole began expanding into repairing other equipment, such as farm trucks and trailers, and that seemed to be the future.
Another factor that led him to exit the construction business was the death of his two long-term foremen within a few months of each other. One succumbed to cancer and another to a heart attack. Some of the members of his crew found other jobs while the company waited for other work to come in, and while the pay may have been less, they were assured of a paycheque. This discouraged them from returning to the construction industry.
Poole contacted his friends at Ritchie Bros. Auctioneers and decided to sell his construction equipment. Once he recognized the tax implications from the sale, he agreed to keep about 20 pieces that he could use as rentals. The equipment includes dozers, track hoes, scrapers, compactors, rock trucks and much more. Today, his equipment can be found at a provincial government irrigation project near Swift Current, at an elevator site near Kindersley and at various road construction projects in different areas of the province.
Although GCL has been involved in numerous heavy construction projects over the years and Poole has been asked to bid on other projects that have come up, he’s content to stay focused on sales, rentals and repair. He has no intention of returning to the construction side of the business.
“Now I don’t have to deal with projects and timelines that impact my weekends. Now it’s like any other business and we can shut the door at the end of the day. Before it could be seven-days-a-week and sometimes 24-hours-a-day,” he said.
“Now it’s like any other business and we can shut the door at the end of the day. Before it could be seven-days-a-week and sometimes 24-hours-a-day.”
– Treverr Poole, GCL and GHR
GCL Origins
GCL traces its roots back Poole’s father, Gary, who started in the industry in the late 1960s by building roads for a local construction company. After serving as foreman for a while, he decided to strike out on his own and formed GCL in 1974.
“He probably started with five pieces of equipment and had about 10 guys working at any given time. It was all road construction work and a bit of oil. He didn’t go looking for work but rather took work when it came to his door,” said Poole.
Poole started working at the company while just a teenager and began running things when he turned 22 in 1994. Over the years, the company worked on a variety of major projects including Husky Oil fields, the Kramer Tractor facility and an industrial park – all near North Battleford. GCL also constructed the road between Highway 16 and Battleford and did considerable work for the BHP Jansen Potash Mine site.
“We were doing potash work here and then over here we were doing oilfield work. We were really, really busy. I remember those days because people asked me if you’re busy and I would say that it just couldn’t get any busier. There just weren’t any more operators and equipment to work on more projects.”
But by 2015, it was becoming clear to Poole that the days of the major projects were coming to an end. He had also reached many of the goals he had set up for himself when he became the owner – hitting his sales targets and achieving financial independence. So it was time to move onto the next opportunity.
His cousin Darcy took charge of GHR and it has become a successful operation since large vehicles in the area always need to be maintained and repaired.
“There are still trucks going up and down the highway and they need to be repaired. Even combines need to be serviced. Farmers run large operations and they don’t want to fix large equipment so we are able to do that for them.”
The Next Generation
Just like when Poole took over from his father, his own son has shown an interest in the business. Trayton can often be found lending a hand at GHR and visiting auction sales to see if there is equipment that can be purchased and repaired so it can be either rented or sold. As the next generation becomes more involved in the business, Poole says his father still enjoys visiting the company and seeing how things are progressing.
GCL has been a SHCA member for many years and Poole said they likely joined when his father was still in charge. He says it is important to be a member to get the latest information and to know that the industry is being supported and promoted.
“This is a new and exciting time for our business,” he said. “It’s even a little bit scary, but it’s also exciting to see what can be done with this new venture and to see how it will turn out.”
Few sectors can admit it has been business as usual over the past 12 months.
A global pandemic transformed life as we knew it. Mandatory lockdowns, limited capacity for restaurants and retail outlets, working and learning remotely all wreaked havoc on local, provincial and national economies.
Amidst the chaos, the heavy construction industry hummed along relatively unscathed, albeit with a few adjustments.
Overall, the industry enjoyed a productive season in 2020 and expects more of the same this year as much of the world continues to grapple with the coronavirus.
“Despite COVID-19 and all of the additional precautions that were put in place, we actually had a really productive year [in 2020],” said Shantel Lipp, president of the Saskatchewan Heavy Construction Association. “I think we got more built last year than we did the year before (2019). I don’t know if part of that was because there were fewer people on the roads and that meant fewer obstacles and fewer shutdowns at certain times.
“Despite COVID-19 and all of the additional precautions that were put in place, we actually had a really productive year [in 2020].”
– Shantel Lipp, Saskatchewan Heavy Construction AssociatioN
“It was a banner year for road construction in terms of the amount of work we accomplished.”
Early in the pandemic, road builders and the work they do was considered by the government an essential service. Lipp praised SHCA members for their dedication to adhering to enhanced health and safety protocols that were introduced last year.
Safety meetings became virtual or were altered for those in attendance to be physically distanced. Equipment was frequently sanitized throughout the day, hand-washing stations were added to job sites. Those were just a few of the adjustments that crews made to enable them to safely work a full season during a pandemic.
Because of their actions, there were no major outbreaks of the virus on job sites across the province.
“The guys were extra diligent because they knew that should a COVID outbreak happen on their job site, they were going to be shut down for two weeks,” she said. “And you talk to any contractor, they’ll tell you that they can’t afford to be shut down for two weeks.”
The look was similar in Manitoba, a province that enforced a full lockdown for several months in 2020.
Chris Lorenc, president of the Manitoba Heavy Construction Association, says his members continued working last summer through adjusted procedures. He says daily temperature screening was common on job sites, as were virtual meetings with occupational health and safety officials to ensure everyone knew what was expected.
“Our industry has been permitted to continue providing its construction, maintenance and rehabilitation services throughout the pandemic, so we’re very grateful for that,” he said.
Viewed as an economic driver, the road building industry will be relied upon to stimulate the local and national economies post-pandemic. Provincial governments and the federal government already have indicated additional spending for this sector.
Road improvements are coming to more than 50 rural municipalities across Saskatchewan, thanks to $16.5 million in funding from the provincial government’s two-year, $7.5 billion infrastructure stimulus plan.
The funding is part of a three-year plan with the Saskatchewan Association of Rural Municipalities to upgrade municipal roads, bridges and culverts.
In Manitoba, the provincial government unveiled last summer the $500-million Manitoba Restart Program. Of that funding, approximately $150 million is dedicated to resurfacing more than 240 kilometres of provincial highways and $65 million for major projects that will improve highway safety.
Major irrigation projects that will benefit members in both provinces are in the works. The Saskatchewan government plans to embark on a $4-billion irrigation infrastructure project at Lake Diefenbaker.
It’ll be the government’s biggest infrastructure project to date and SHCA will be major players over the next 10 years of construction in three main phases.
The government said it will create more than 2,500 construction jobs per year over the next 10 years, which is welcomed news to our industry.
In Manitoba, Lorenc is waiting to see the outcome of discussions between the provincial government and the federal government over the terms of the Lake Manitoba–Lake St. Martin outlet channel project (a $550-million, multi-year project that aims to mitigate the impacts of flooding).
“The stimulus program announced in 2020 didn’t flow nearly as much as was anticipated, so we assume that it will flow at a healthier clip for the construction season this year.”
– Chris Lorenc, Manitoba Heavy Construction Association
“The stimulus program announced in 2020 didn’t flow nearly as much as was anticipated, so we assume that it will flow at a healthier clip for the construction season this year,” Lorenc said. “There will be a nominal increase to the highways capital program…the Lake Manitoba project…If all of those approvals, along with the Investing in Canada’s Infrastructure program, materialize, I think Manitoba’s economy will get a good shot in the arm with infrastructure programs.”
In Alberta, the province plans to provide more infrastructure dollars to municipalities this year through the Municipal Sustainability Initiative (MSI) with a $1.2-billion investment to provide economic stimulus and create jobs.
But this means a funding drop to $485 million in each of the following two years, where municipalities were initially slated to split $860 million.
Despite the cut to municipalities, a $20.7-billion capital plan will invest in 41 new infrastructure projects across the province and create about 90,000 jobs through 2024.
The 2021 capital plan will include new construction of roads, bridges, overpasses and water projects.
“When you consider that 65 per cent of Canada’s gross domestic product is tied to trade and roughly 18 per cent of Canada’s workforce is tied to trade, it’s really important for Canadians to understand and for governments to understand this,” said Lorenc. “There is the infrastructure we want like our parks, swimming pools and recreation facilities. There’s infrastructure we need like healthcare facilities and schools. And then there’s the infrastructure that pays for all of these things – that is our trade infrastructure.
“We think there should be a significant long-term focus on investing in trade gateways and corridors in Western Canada to allow the region to become an even more prolific global trade partner to keep the economy humming.”
More than 30,000 kids each year experience engineering and science camps through the University of Regina
Little did a group of University of Regina engineering students realize that when they developed a summer camp for kids more than 25 years ago, they were laying the foundation for a program that would engage more than 30,000 kids annually on science, technology, engineering and math (STEM) programming.
That initial idea has grown to become EYES: Educating Youth in Engineering and Science. Not only does it deliver annual summer camps in an inclusive and safe space, but it has also expanded to provide satellite programs in other communities as well as on-reserve locations. The program also features workshops, all-girls camps, field trips, maker days and professional development for teachers.
“Our primary reach is in the summer and that’s where we have between 30 and 40 full-time undergraduate students and between five and seven high school students who assist with the program,” said Megan Moore, manager, engineering outreach. “During May and June, under normal circumstances, we conduct school workshops all over the province. In 2019, we did more than 18,000 km worth of travel.”
The Faculty of Engineering and Applied Science provides space for the summer camps and EYES works with community partners on delivering the program in local schools and community centres. The program has been delivered in communities such as Estevan, Weyburn and Swift Current as well as Indigenous communities including Kawacatoose, Ocean Man, Kahkewistahaw, Whitebear and Cote.
Moore says EYES places an emphasis on diversity and inclusion, and it provides financial assistance to children for whom the camp fee is a barrier. It also provides free camps and workshops to selected community schools in Regina, which are situated in neighborhoods with low household incomes and a high Indigenous population. EYES also works with the Open Door Society to provide a weeklong camp for newcomers to Canada.
Although the university faculty is supportive of the program as it encourages students to consider STEM careers, EYES is self-supporting and relies on corporate support, donations and registrations for its operating costs. Moore says EYES also recognizes that every community is different and strives to ensure that as many students can participate in their programming as possible.
For Regina community schools, for example, Moore says EYES worked with the Regina Public Library to provide technical equipment and curriculum materials so teachers could sign out these materials through their library cards. Other communities may require corporate partners in order to deliver the camps.
“On-reserve camps may be completely sponsored in that community. We recognize that there may be barriers so we provide things like breakfast and lunch, and bring our tech out there so the kids can use them,” explained Moore.
Instructors develop programming
The program is targeted at students in Grades 2 through 9 and the programming varies per age group. The instructors can develop their own projects based upon a base curriculum, but typically students will be involved in creating their own experiments such as growing their crystals, creating forensic fingerprinting and developing marble rollercoasters.
When they start their program, the instructors will review their program goals, decide what they want the kids’ experiences to be like, and discuss their own strengths and weaknesses in developing a camp. It also means that each camp will be a unique experience for both the instructors and the participants.
When Pokémon hunting was at its height in 2019, an instructor adapted Pokémon cards into cards featuring different flora and fauna, which the kids had to find. They even got to battle each other, just like in the real game. Students also have the opportunity to dissect frogs, use 3D printers and place table tennis balls in garbage cans filled with liquid nitrogen to watch them explode.
“We take all of these projects and then make sure that they are applicable to real life,” said Moore. “It’s one thing to blow up a garbage can, but it’s another thing to attribute that experiment to exothermic explosions in Saskatchewan mining. We need to explain the importance of these explosions so when they go home they will understand how the cracks in stone allow miners to extract potash.”
“We take all of these projects and then make sure that they are applicable to real life.”
– Megan Moore, Manager, Engineering Outreach
Moore says she can personally relate to how the program impacts young people. She came from a rural community and attended a two-day, all-girls EYES camp, which helped spark her interest in STEM. Many student instructors attended EYES camps and have now come full circle in delivering the program to other kids. One instructor has been involved with the EYES for 13 years – starting as an elementary student at a day camp and eventually becoming an instructor.
More than 30,000 kids and upwards of 40 high school and university student leaders participate in the EYES program each year Photo courtesy of EYES Program, University of Regina
“When we pitch summer work to the university students, one of the questions we always ask is who has attended an EYES camp. It’s always surprising to see at least a third of the students raise their hands that they have been EYES campers,” said Moore.
She adds that now that the program has been in existence for so long, one of the new priorities is to better determine the impact that EYES is having on STEM recruitment at the university. EYES camps help students go beyond traditional school programs such as chemistry and biology and delve into areas such as geology, geography, epidemiology and other science and engineering fields.
Benefitting more than kids
But it’s not just the kids who benefit from the EYES program. Moore says the undergraduate students learn skills like managing programs, conducting risk assessments and understanding safety concerns, which they will be able to use after they graduate in their professional lives.
SHCA members can support the program in several different ways. Moore says they are always looking for mentors who can (virtually) meet with the kids and discuss what they do. The kids will know very little about construction so the chance to discuss the opportunities and challenges with someone in the profession will be a rewarding experience for the students.
And, of course, EYES is always on the lookout for corporate sponsors for any members who would like to lend their financial support. The program is particularly interested in organizations that would be willing to sponsor a camp in an Indigenous community.
Milestone School may take on a new look by the end of this school year, thanks to a community initiative spurred by students.
For the past several months, Rebecca Carson’s Grade 4 class has been drawing, designing, fundraising and pitching their plans for an outdoor classroom to school board officials, local businesses and community groups.
Their hope is to construct a gazebo-style structure adjacent to the school that would be used as a classroom setting and double as a community meeting room outside of school hours.
“Through COVID, the school’s goal is to be outside as much as possible when learning,” Carson explained of the project her students have taken on. “When we’re outside, students are able to space out and learn without wearing their masks. When we’re in the classroom, we try to space out as best we can. Sometimes we’re just not able to be six feet apart and, therefore, not able to take off our masks.”
Ideally, Carson said a local construction crew would construct their desired outdoor classroom. The students voted to build a rectangular, partially enclosed gazebo with two walls with stadium-like seating and a third open wall with a chalkboard. The structure would seat roughly 25 people.
The Saskatchewan Heavy Construction Association drew inspiration from the students and the work they’re doing and donated to the project.
As of the end of February, the class was still searching for a local construction company to complete the project.
The hope is to have the Saskatchewan Outdoor Classroom – named by the class – standing by the end of June, with the finer details like painting and tree planting to follow.
“I’m hopeful that any business that is able to help us out for the actual construction aspect, if they wouldn’t mind having Grade 4 students in little hard hats and safety vests helping out where they could,” she said. “I would love if the students could play a small role in that part of the construction to continue with their learning process.
“I would gladly sacrifice a day of class time if the students were able to learn in a different way by doing something with that.”
The Saskatchewan Heavy Construction Association drew inspiration from the students and the work they’re doing and donated to the project.
“I think what caught my eye was when the story aired how ‘Saskatchewan’ it was and how well it tied into the belief of the association and our members on giving back to the community,” said SHCA president Shantel Lipp. “It was also a great reminder of the prairie-born ‘fix it on the farm’ mentality that lives here. If there’s a problem, we look at ways to find a solution and that’s what those kiddos are doing with this project.”
Carson’s class, along with others from the school, took advantage of the warm fall weather and shifted much of their learning outdoors in September and October. However, with the exception of a large play structure, the majority of the school grounds is bare – no trees to provide shade or barriers to protect from the wind.
The students occasionally would grumble about being outdoors and exposed to the elements.
They soon started talking about wanting a structure where they could be sheltered from the sun and the wind, all the while being outside and learning.
Carson was on board with the idea. But rather than taking control of the situation, she deferred to her students to address the problem and find solutions. Carson would simply act as a guide.
The students split into groups and got to work.
“The kids started doing their research. They looked into structural designs, drew their own designs and presented all of their work to the class and to school board officials,” Carson said, adding the students factored in wheelchair accessible paths and ramps leading to the structure and which trees they’d like planted on the school property.
Water drainage from the roof of the new structure would filter into a water collection jug, with the collected water used to help grow the newly planted trees, all of which would be native to Saskatchewan.
There’s a catch, however.
Approximately $60,000 is needed to build the structure. Plus, Grade 4 students aren’t exactly equipped for such a job.
This hasn’t deterred the students.
Carson is using this as a learning opportunity and grading the students on various steps throughout this process. They’re being graded on their designs, collaborative work in groups, math-related tasks like adding donation totals and their oral presentation to school board officials.
Students worked with architecture firm Crosby, Hanna and Associates to create concept drawings.
They’ve also been calling local businesses and pitching their outdoor classroom plan and asking for donations.
“I asked the students, ‘How are we going to get the money to pay for this?’” said Carson.
The kids suggested different themed food days – selling ice cream treats, hosting a sandwich or a pizza day, a bottle drive and selling tickets to raffle baskets.
At the end of February, the class had received more than $6,500 in donations to raffle baskets from several local businesses like Redwing Shoes and gift cards to Temple Gardens Hotel & Spa in Moose Jaw.
Every dollar received through donations will go into the Saskatchewan economy.
Anyone interested in making a monetary donation or donating items to raffle baskets or purchasing raffle tickets can phone Milestone School (306-436-2292) or contact Rebecca Carson (rebecca.carson@pvsd.ca).
April is Dig Safe month, as proclaimed by the province of Saskatchewan. And for more than 30 years, the Annual Contractor Dig Safe Awareness Breakfast program is held across dozens of communities around the province.
The Saskatchewan Common Ground Alliance (SCGA) and 21 of its member sponsors, including our province’s pipeline and utility companies, make this the unofficial start to our digging season for the year.
The events educate the frontline workers, safety managers, emergency personnel and the general public about the importance of digging safely around underground and overhead infrastructure.
An anchor of the program is the locally made and produced safety videos where a number of digging awareness topics are covered, such as:
Costs to you, your family and your community when you contact underground facilities
What to look for before you dig
Proper pressures when day lighting
Safe excavation practices and tolerance zone
A powerful story of a man who sets himself on fire when he inadvertently pushes a pipe up into an overhead power line
The 2021 Contractor Dig Safe Breakfast program will look a little different due to the ongoing global pandemic. There will be no face-to-face sessions but there will be a chance for those frontline workers to win breakfast when our made-in-Saskatchewan safety video is watched.
Additional stimulus dollars will improve rural roads and bridges while contributing to economic recovery
Earlier in March, Premier Scott Moe announced that the province will advance $11.2 million in economic stimulus funds for the Rural Integrated Roads for Growth (RIRG) program. The funds will give RIRG a head start on getting projects approved for the 2021 construction season.
RIRG will continue to assist RMs with the cost of construction and upgrading municipal roads, bridges and culverts to support growth. With the additional dollars, government is contributing more than $39 million to the program in 2020–21.
The Rural Integrated Roads for Growth program is an important component of the province’s plan to rebuild 100 roads over the next three years and 100 bridges over the next four years.
“Rural municipalities play a significant role in our plan to build a Strong Saskatchewan,” said Moe. “This funding will ensure projects will be ready for this construction season to help build rural infrastructure while protecting and growing jobs across our province.”
RIRG is an important component of the province’s plan to rebuild 100 roads over the next three years and 100 bridges over the next four years. Through the first two phases of funding, 89 road projects and 45 bridge projects have been provincially approved, receiving nearly $38 million in support. Several of the bridge projects are still going through the federal approval process.
“Our rural municipalities greatly value this continued financial support through this time of economic recovery,” said Ray Orb, president of the Saskatchewan Association of Rural Municipalities. “Well maintained rural infrastructure is critical to the sustainability and growth of Saskatchewan’s economy and the rural-based industries using it daily.”
The Government of Saskatchewan is meeting its target of improving more than 1,000 km of provincial highways this year, the first of its 10-year Growth Plan goal to build and upgrade 10,000 km of highways. Another $300 million in highways stimulus funds is being invested over two years in thin-membrane surface upgrades, passing lanes and improvements to municipal roads and airports.
The Government of Saskatchewan has invested more than $9.8 billion in highways infrastructure since 2008, improving more than 15,800 km of Saskatchewan highways.
Canadian Construction Association welcomes its new Board of Directors for 2021–22 with Ray Bassett at the helm as chair
The Canadian Construction Association (CCA) is pleased to announce that Ray Bassett is the chair of the 2021–22 Board of Directors. CCA sincerely thanks outgoing chair, Joe Wrobel, for his dedicated leadership.
Bassett is the vice president and chief underwriting officer at Travelers Insurance Company of Canada, where he manages client relationships with national and larger regional construction companies, leads strategic initiatives in product development and technology and guides the business strategy of the Construction Services Group for Travelers in North America.
A 37-year veteran of the construction surety industry, Bassett has led both claims and underwriting practices for leading national surety companies in Canada and is focused on improving collaboration and value among stakeholders in the construction industry, including public and private project owners, the construction and project finance lending community, financial ratings agencies, consultants, the construction law bar and the surety industry.
Bassett joined the CCA Board of Directors in 2010, has chaired the Manufacturers, Suppliers & Services Council, as well as an executive committee focused on federal prompt payment, which was instrumental in having industry concerns and recommendations addressed in the Federal Prompt Payment for Construction Work Act.
In his address to members at the annual general meeting, Bassett articulated one of CCA’s advocacy focuses for the association over the next year.
“(We need) a long-term federal infrastructure plan, that is evidence-based and is better aligned with the needs and priorities of provincial and municipal governments, and has a clear and uncluttered funding mechanism – this will bring more public and private projects to the market in a more predictable flow,” he said. “This is good for our industry and good for Canada.”
Joining Bassett on CCA’s 2021–22 Board of Directors are:
Jean François Arbour, President, Groupe SCV
Andrew Arnill, Operations Manager, West-Can Seal Coating Asphalt Products
David Bowcott, Global Director, Growth, Innovation & Insight, AON
Rob Carvell, Chief Operating Officer, Trane
Charles Caza, Senior Vice President, General Counsel and Corporate Secretary, Bird Construction
Nicole Chabot, Vice President, L. Chabot Enterprises Ltd.
Leslie Doka, Director of Construction, Wright Construction
Trevor Doucette, Vice-President Stakeholder Management, Graham Construction & Engineering
Wayne Ferguson, Senior Vice President, EllisDon Corporation
Branden Kotyk, Division Manager, Western Canada, Victaulic
Patrick Lafrenière, Director of Projects, Atlantic, JCB Construction Canada
John Mollenhauer, President & CEO, Toronto Construction Association
Brendan Nobes, Director Major Projects, Rcs
Francis Roy, President, Groupe Humaco
CCA thanks these leaders for their generous commitment to the industry and to advance our united vision to Build a better Canada.
New SHCA affinity partner: Shamii
A new partner to the SHCA affinity program is Shamii, a pickup/drop-off full service for your vehicles. By using Shamii, SHCA members can avoid lineups, wait times, arranging pickups, drop-offs or awkward courtesy car rides with strangers. Shamii chauffeurs pick up your vehicle from wherever you are, detail your car with the package you choose and then deliver it back to you.
SHCA members, use the promo code “SHCA21” and receive a 10 per cent discount on all packages.
Changes to the WCB’s Employer Initial Report of Injury (E1) form
To continuously improve its customer service, the Saskatchewan Workers’ Compensation Board (WCB) has made changes to the online E1 form.
The new features of the online E1 form include:
A document upload feature – Employers will be able to attach documentation with the E1 form submission. This could include pictures related to the worker’s injury, incident reports or medical notes.
Fewer required fields – This will allow users to get the E1 form submitted to the WCB faster so injured workers can get the support they need sooner.
Fewer questions – Based on the feedback from users, the E1 form was redesigned so the WCB is not asking questions that did not provide value for an injured worker to receive support.
An enhanced dashboard that gives the users a better view of what E1s are submitted and saved.
When you submit your E1 form online, the form is automatically entered into the WCB system, which eliminates delays that can occur if mailed.
Government announces increased funding for channel clearing
Premier Scott Moe recently announced $2 million over two years in funding to expand channel clearing for rural municipalities across Saskatchewan.
“As we work through economic recovery, investments in our communities will help build our future,” said Moe. “Increased funding for water management in rural communities will not only help protect essential infrastructure but also help our producers grow Saskatchewan’s economy.”
The Water Security Agency originally budgeted $600,000 over two years for channel clearing. This increase in funding will allow for the program to grow to $500,000 for the 2020–21 fiscal year. In 2021–22, funding will increase again to $1.5 million for a total investment of $2 million over two years. This is an additional $1.4 million over two years to support RMs with channel clearing activities.
Channel clearing involves removing beaver dams, debris, trees and shrubs, and the removal of silt and blow dirt from and along natural channels, lessening the possibilities of blockages that can cause flooding and damage to infrastructure.
Obstructed creeks and channels cause flooding and erosion problems to many RMs and local landowners. This program supports RMs in the removal of these obstructions.
“Our members welcome the news of this timely additional support for a needed program, especially as we enter the spring season,” said Ray Orb, president of the Saskatchewan Association of Rural Municipalities. “Our communities are concerned not only about proactively dealing with situations like flooding, but also practicing good water management that protects our ratepayers’ investments.”
Clearing dense vegetation can also reduce unwanted nutrients from water bodies and is an essential component of any long-term water management plan.
Channel clearing involves removing beaver dams, debris, trees and shrubs, and the removal of silt and blow dirt from and along natural channels, lessening the possibilities of blockages that can cause flooding and damage to infrastructure.
Melfort STARS heliport project
Redhead Equipment is pleased to announce that it was named the Mission Lead Pilot Donor of the Melfort Heliport Fundraising Campaign with a contribution of $100,000.
“Since acquiring the dealership in Melfort, we have strived to support our customer’s needs and to give back to Melfort and its surrounding communities. The health and safety of our customers, staff and community is of great importance to Redhead Equipment, and we hope this $100,000 donation reflects our commitment to the people of northeastern Saskatchewan,” said Gary Redhead.
The Melfort Hospital serves approximately 12,200 people and previously did not have a heliport. All patient transfers occurred by ground EMS directly or through the Melfort Airport via fixed wing air ambulance or STARS service. The City of Melfort proposed developing a heliport beside the Melfort Hospital. The landing area would be a certified area used by STARS for the transport of patients from the emergency department at the hospital.
The heliport is an important service for the growing community of Melfort and area. The greatest risk for patients being transported is during handover. With STARS service, the care team can come right to the patient, get a report from the team providing care and transfer directly to tertiary care in Saskatoon.
A heliport will save STARS critical time, in some cases up to 50 minutes from Melfort to Saskatoon’s hospitals.
“When I reached out to Gary Redhead about supporting the Heliport Project in Melfort, there was no hesitation,” said Heliport Fundraising Committee member, Rod Gantefoer. “Redhead Equipment is a proud, active member of all the communities they serve throughout Saskatchewan and is committed to supporting charities and community organizations across the province, through sponsorship, donations and participation.”
Thanks to the support of businesses and families in the Melfort area, the campaign has raised more than $750,000.
Peggy George, chairman of the North Central Health Care Foundation stated, “Raising funds during a pandemic had its own special challenge, but with the support of all our donors, we have been able to exceed our fundraising goal by over $100,000. Excess funds from this campaign will further the work of the foundation. The foundation plays an important role in supporting our local healthcare professionals by providing funding for equipment in the facilities throughout the district.”
As of Dec. 1, 2020, the helipad was completed and certified by Transport Canada, making it operational. Redhead Equipment is happy to know that every time STARS lands in Melfort, their team helped make it happen.
“Redhead Equipment is a proud, active member of all the communities they serve throughout Saskatchewan and is committed to supporting charities and community organizations across the province, through sponsorship, donations and participation.” – Rod Gantefoer
Municipalities of Saskatchewan elects new president
Municipalities of Saskatchewan delegates recently elected Naicam Mayor Rodger Hayward as their newest president.
“It is an honour to be elected Municipalities of Saskatchewan president,” said Hayward. “I look forward to continuing to work with Municipalities of Saskatchewan’s Board of Directors as president, and our member municipalities, to ensure our hometowns have the resources we need. We are stronger when we work together.”
Hayward has served as Municipalities of Saskatchewan’s vice-president of towns since 2012. He was first elected to the Board of Directors in 2010 as northeast regional director. Hayward has represented the community of Naicam since 1996, and has served six terms as mayor.
Municipalities of Saskatchewan’s towns and villages, resort villages and northern municipal sectors also elected their sector representatives. Nipawin Mayor Rennie Harper will serve as the new vice-president of towns, and incumbent Mike Strachan, Mayor of Torquay, will continue to serve as vice-president of villages, resort villages and northern municipalities.
SGI scam warning
SGI warns the public that scammers could be targeting SGI customers by sending them an email posing as their bank and asking them to provide a photo or scan of their driver’s licence.
If you come across a similar request in your inbox, take steps to verify that the email is coming from a trusted source before providing any personal information. Be sure to use publicly listed contact information, not a phone number or email address included in the suspect email.
SGI warns the public that scammers could be targeting SGI customers by sending them an email posing as their bank and asking them to provide a photo or scan of their driver’s licence.
If you have provided this information to someone who shouldn’t have it, you should contact the police and take steps suggested by the Canadian Anti-Fraud Centre, such as gathering information about the fraudulent activity and contacting your financial institutions and reporting the incident.
SGI asks that customers who suspect they’ve fallen victim to a fraud to please notify SGI of the potential issue. You can have your SGI information password protected – in order to do so, customers will have to go to any SGI motor licence issuing office.
