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BOMA NEWS: Official newsletter of ‘Building Owners and Managers Association’ of Edmonton.

Investing in EntrepreneurshipThree industry experts advise startups about the financial considerations of investing in an idea.

Doing Well By Doing GoodContinuing Education: Hot in EdmontonGraduating job-ready students

Teresa SpinelliIt’s Not Just About Food, it’s About Food

Creating Community and Family

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4 December 2014 | Business In Edmonton Magazine | www.businessinedmonton.com

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FeaturesRegulars

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Each and every month

CONTENTS

View our electronic issue of this month’s magazine online at www.businessinedmonton.com

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Supporting the visions of entrepreneurs one story at a time

18CONTINUING EDUCATION: HOT IN EDMONTON BY JOHN HARDY Graduating job-ready students

TERESA SPINELLI: IT’S NOT JUST ABOUT FOOD, IT’S ABOUT FOOD CREATING COMMUNITY AND FAMILY BY NERISSA MCNAUGHTON Noted Edmonton philanthropist and president of the Italian Centre Shop gives us a glimpse into the woman behind the smile.

Features

47 CONTAVA INC. BY NERISSA MCNAUGHTON

Securing the Future

51 DECORE HOTELS BY NERISSA MCNAUGHTON

50 Great Years

55 THE NEARCTIC GROUP BY NERISSA MCNAUGHTON

Celebrates 35 Years

8 ECONOMIC FACTORS Josh Bilyk

9 OFF THE TOP Fresh News Across all Sectors.

61 EDMONTON ECONOMIC DEVELOPMENT CORPORATION

It was another year of growth and innovation across all industry sectors in Edmonton, and 2015 looks to continue this positive trend.

DECEMBER 2014 | VOL. 03 #12

13

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OFF THE TOPNEWS FROM THE MONTH

Features continued

Supporting the visions of entrepreneurs one story at a time

INVESTING IN ENTREPRENEURSHIP

BY NERISSA MCNAUGHTON

Three industry experts advise startups about the financial considerations of investing in an idea.

37

24 BUSINESS AVIATION MATTERS TO EVERYONE | BY DEBRA WARD

27 AVIATION DIRECTORY

29 NEW TEMPORARY FOREIGN WORKER PROGRAM RULES HIT EDMONTON HARD | BY JOHN HARDY

33 DOING WELL BY DOING GOOD | BY BEN FREELAND Edmontonians are a charitable group, but with massive demographic changes and generational shifts underway, Edmonton’s charities have to work hard to get their messages out.

41 BOMA NEWSLETTER Official newsletter of ‘Building Owners and Managers Association’ of Edmonton

59 EDMONTON CHAMBER OF COMMERCE | BY JAMES CUMMING

PUBLISHER BUSINESS IN EDMONTON INC.

ASSOCIATE PUBLISHER Brent Trimming [email protected]

EDITOR Nerissa McNaughton

COPY EDITOR Nikki Mullett

ART DIRECTOR Jessi Evetts [email protected]

CONTRIBUTING DESIGNERS Cher Compton

ADMINISTRATION Nancy Bielecki [email protected]

REGULAR CONTRIBUTORS Josh Bilyk

THIS ISSUE’S CONTRIBUTORS Nerissa McNaughton James Cumming John Hardy Ben Freeland Debra Ward

PHOTOGRAPHY Cover photo by Epic Photography Inc.

ADVERTISING SALES Jane Geng [email protected] Evelyn Dehner [email protected] Renee Neil [email protected]

DIRECTORS OF CUSTOM PUBLISHING Mark McDonald [email protected] Joanne Boelee [email protected]

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It was another year of growth and innovation across all industry sectors in Edmonton, and 2015 looks to continue this positive trend.


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ECONOMIC FACTORSJOSH BILYK


A recent national study commis-sioned by Canadian Manufacturers

& Exporters (CME) and sponsored by Alberta Enterprise Group has some good news and, potentially, not so good news for Capital Region manufacturers.

The study, Manufacturing Supply Chains in Alberta’s Oil Sands, delves into Statistics Canada data to ferret out patterns and impacts of oil sands capital and maintenance, repair and op-erations (MRO) across Canada. As most of us would expect, the study finds that 2010 (the most recent year for which data is available) in capital and MRO supply chain spending in the oil sands has a jaw-dropping impact in every re-gion in Canada.

In 2010, oil sands capital and MRO spending added $20.6 billion to the Ca-nadian economy – including $6 billion in manufacturing output and 170,000 jobs, which resulted in $1 billion in government revenues, not including income taxes. That $6 billion figure represents an impressive 27.3 per cent increase from 2009 levels.

The amount of that spending that took place outside of Alberta ($2 billion) in-creased by 25 per cent from 2009 to 2010.

But here’s the rub: even though man-ufacturing sales grew significantly in 2010, the news wasn’t all positive. The 27 per cent increase in output was en-tirely because oil sands spending was higher that year, but the Canadian share of that output (referred to in the study as “supply chain penetration”) actually declined slightly – from 46 per cent in 2009 to 43 per cent in 2010.

Put another way, this decline in access to oil sands supply chain rep-

resents $634 million in lost sales to Canadian firms in 2010.

That means, while oil sands spending is heading in the right direction, an in-creasing share of that spending is being done outside of Canada. Now, that’s not necessarily a bad thing, but most folks agree that we should retain as much of the economic benefits within Canada as we possibly can.

Capital region manufacturers con-tinue to be in the catbird seat when it comes to providing manufactured goods to the oil sands, and that won’t change soon. But there may be reason for local manufacturers to take a good look at the trends. Oil sands compa-nies are taking a cautious approach to capital spending as project costs soar. With soft oil prices here to stay for the short term at least, project owners will be looking for savings in every aspect of their operations – even if that means going abroad to achieve cost savings.

The CME study makes some recommendations aimed at im-proving Canadian supply chain penetration in the future. It calls for improved communication between project owners, engineering, procure-ment and construction firms (EPCs) and manufacturers in order to improve

accuracy of construction timelines, product specifications and project scope. Specifically, it calls for creating publications outlining guides to sup-plying projects by owners and invested firms, establishing a procurement office as a resource for interested suppliers and developing qualifications standards for manufacturing companies.

It also flags transportation infra-structure as an area for improving Canadian supply chain penetration in the oil sands. However, transportation infrastructure doesn’t just mean roads, bridges and airports – it also means a commitment to ensuring projects like Energy East, Northern Gateway and Keystone XL get the go ahead.

There’s no doubt the oil sands are the straw that stirs the drink when it comes to manufacturing in the Capital Region. In order to keep it that way, local man-ufacturers have to keep an eye on the bottom line of their major customers. The CME study on the oil sands supply chain tells a great story about manufac-turing in Canada, flags some potential hazards, and provides some recom-mendations for improvement that are worthy of consideration.

To read the study in full, visit the CME website at www.cme-mec.ca. BIE

CME OIL SANDS SUPPLY CHAIN STUDY FLAGS A CONCERN FOR LOCAL MANUFACTURERS

BY JOSH BILYK ALBERTA ENTERPRISE GROUP PRESIDENT

There’s no doubt the oil sands are the straw that stirs the drink when it comes to manufacturing in

the Capital Region. In order to keep it that way, local manufacturers have to keep an eye on the

bottom line of their major customers.

www.businessinedmonton.com | Business In Edmonton Magazine | December 2014 9


JUNIOR ACHIEVEMENT OF NORTHERN ALBERTA & NWT APPOINTS NEW PRESIDENT & CEO AND ANNOUNCES NOMINATIONS FOR THE ALBERTA BUSINESS HALL OF FAMEJunior Achievement of Northern Al-

berta & NWT is pleased to announce the appointment of Ms. Jen Panteluk, as the new president and CEO.

Panteluk has a wide range of experience working for non-profit or-ganizations. In the past she has raised awareness and support for United Way, University of Alberta, Alberta Cancer Foundation, Ronald McDonald House Northern Alberta and the Stollery Chil-dren’s Hospital Foundation.

“Jen is passionate about strength-ening the community in which she lives, and we are excited that she will be bringing that passion to her new leadership position with Junior Achievement. We are confident that Jen will help us reach new heights as an organization,” praises the Junior Achievement of Northern Alberta & NWT chairman of the board, Dennis Horrigan.

Panteluk’s appointment comes during a very exciting time for the organization. This year marks their 50th anniversary of inspiring en-trepreneurial interests in the youth of this region. Additionally, Junior Achievement of Northern Alberta & NWT is currently in the development stages of an important project that partners the organization with Mr. Harold Roozen, chair of the Junior Achievement 50th Anniversary Leg-acy Project.

“The focus of this project is to create a permanent tribute to our exemplary Alberta Business Hall of Fame Laureates. As Harold contin-ues to spearhead the planning and development of this tribute, we look

forward to sharing more news with you. In the meantime, please mark your calendars for May 7, 2015 for the Alberta Business Hall of Fame gala, presented by ATB Financial and CCI Thermal Technologies,” says Horri-gan in a press release statement.

Nominations for the Alberta Busi-ness Hall of Fame are open until December 31, 2014, for the 2015 induct-ees. While inductees are selected by an independent committee made up of the Laureates of the Junior Achieve-ment Alberta Business Hall of Fame, the public is invited to submit nomina-tions. You can find more information on the process and a nomination pack-age by going to www.janorthalberta.org/alberta-business-hall-of-fame/nominations.

Inductees are selected based on their achievements and merits seen in the Alberta economy and business community. Inductees show lead-ership in both business and life, and demonstrate the qualities that show commitment to the success and com-petitiveness of Alberta and Canada on an international level.

Inductees for 2014 were: John Led-er, Reza Nasseri and Ralph Young. Leder is the president and CEO of the Supreme Group, the largest privately owned steel fabricator and construc-tion company in Canada. Nasseri is the founder and CEO of Landmark Homes, who are dedicated to build-

ing outstanding family residences as well as making a positive difference in the world around them. Young (retired) was the CEO of Melcor De-velopments, a diversified real estate development and management com-pany. The 2015 inductees will join these and many other fine examples of business leadership in our Alber-ta/NWT region.

Junior Achievement of Northern Alberta & NWT continues to move in a positive direction; and continues to inspire the next generation of busi-ness leadership. BIE

TEC EDMONTON FORMS PARTNERSHIP WITH BLOOM BURTON & CO.TEC Edmonton has launched its

new TEC Health Accelerator with the support of Bloom Burton & Co.

“Bloom Burton’s successful track re-cord, approach to growing companies and exclusive dedication to health-care make it a natural partner for TEC Health Accelerator,” says Chris Lumb, TEC Edmonton CEO. “By combining Bloom Burton’s resources with our Alberta innovation connections and expertise, our clients will gain access to new markets, funding, research, and innovation services to help them grow even faster.”

“In our view, TEC Edmonton has assembled every ingredient neces-sary to help healthcare companies succeed in Alberta,” comments Bri-an Bloom of Bloom Burton. “Our firm is dedicated to providing advice and capital to extraordinary Canadian healthcare companies, and by part-nering with TEC Edmonton, we are excited to identify and support those in Alberta.”

Bloom Burton & Co. is an invest-ment banking firm that accelerates returns for investors and compa-nies in the healthcare sector. Lead by a team of medical, scientific, phar-maceutical, legal and capital market professionals, the organization and

BUSINESS

JEN PANTELUK

TECHNOLOGY


its affiliates provide capital rais-ing, M&A advisory, equity research, business and scientific consulting services, direct investing, company formation and incubation services.

TEC Edmonton assists en-trepreneurs grow through client business development, tech-nology commercialization, and entrepreneurial development. They are the commercial agent for the University of Alberta’s (U of A) tech-nologies and is greater Edmonton’s largest accelerator for early stage technology startups, and university spinoffs. Since 2011, TEC clients have generated $310M in revenue, raised $160M in financing and funding, invested $85M in research and de-velopment, employs over 1800 people in the region and helped create 14 U of A spinoffs (over the last couple of years). This year TEC Edmonton was recognized by Startup Canada as the 10th best university incubator in the world as per the 2014 University Business Index (UBI).

The TEC Health Accelerator is designed to grow Alberta’s biotech-nology industry. The Accelerator will put health science entrepreneurs in contact with medical and scientific researchers in Alberta, as well as in-vestors, Alberta Health Services and industry partners in the human health,

animal health and agriculture sectors. The TEC Edmonton and Bloom Bur-ton partnership also plans to broker financing and partnership deals for clients in the healthcare space.

The partnership is already gar-nering industry approval, as seen by Dennis Filips’ comments. Filips is a former military surgeon who devel-oped a ground breaking hemorrhage control innovation. Filips praises the partnership as a way to bring need-ed capital to companies such as his own. “We [iTraumaCare] have a great product. We have great customers. We’ve had great support from lo-cal investors, and now, as we launch worldwide, we welcome the oppor-tunity for the new TEC Edmonton – Bloom Burton partnership to help us grow our business,” says Filips.

To learn more about TEC Edmon-ton, visit www.tecedmonton.com. To learn more about Bloom Burton & Co., go to www.bloomburton.com. BIE

KATCH KAN WINS AWARDS, LAUNCHES KAN TALKSKatch Kan provides proactive so-

lutions for safety and environmental protection in the oil and gas indus-


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try through innovative products such as their patented Rig Safety System™ and Zero Spill System™. Katch Kan’s facility houses their state-of-the art service rig, drilling rig and wellhead simulators that can be modified and set to different configurations for training purposes. Founder Quinn Holtby is proud of the company’s in-novations and success.

Following the vein of two industry leading initiatives, Ted Talks and Drag-on’s Den, Katch Kan Limited recently launched an innovation designed to connect those involved in the upstream drilling industry: Kan Talks.

“Kan Talks will help our indus-try to share knowledge and clean up some of the perceptions of our indus-try,” said Colleen Madsen, general manager, customer development and marketing at Katch Kan.

Speakers are required to regis-ter. Their talk can last five minutes, in which they can showcase a prod-uct or service, or speak about a topic that affects the industry. Katch Kan considers this move “the ultimate el-evator pitch to the drilling industry. Those interested can connect with you after the presentation to get more information. It allows for awareness of issues facing the industry, shar-ing of best practices and networking across many different businesses di-rectly related to providing products

and services to the upstream drilling industry.”

Kan Talks take place at the Ni-sku Inn on the last Thursday of each month. Registration is free and open to anyone in the industry. You can RSVP for a session at [email protected] on a first come, first served basis. Sessions will also be broadcast on katchkan.com.

As an industry leader in proactive solutions, Kan Talks follows the com-pany’s mandate to go the extra mile to meet the needs of their clients and to have a positive “Kan do!” attitude.

In October, Katch Kan attended the 2014 Midcontinent Oil & Gas Awards and received the Award for Excel-lence in Health & Safety – Products.

The Midcontinent Oil & Gas Awards recognize achievements in the up-stream and midstream sectors of the North American oil and gas industry, and act as a platform for the demon-stration of advances in environment, efficiency, innovation, corporate so-cial responsibility and health and safety. The Health & Safety Award specifically recognizes “initiatives or products that have significantly reduced the risk to workers or mem-bers of the community in the region,” and includes “any product develop-ments or changes in processes that have a positive impact, or granted improvements in general health and safety awareness.”

However, this isn’t the only award Katch Kan has won this year. The company was honoured to receive the EY Entrepreneur of the Year Award - Prairies region in the energy services category. This win marks the second time Katch Kan has won this prestigious award.

Katch Kan’s dedication to facili-tating the protection of lives and the environment is making a difference here in Edmonton and in the 60+ countries where their products are in use. With over 20 years of service in the industry, Katch Kan looks for-ward inspiring the next generation of leaders through their outstanding ex-ample and their Kan Talks. BIE

QUINN HOLTBY. PHOTO BY EWAN NICHOLSON PHOTO VIDEO

http://www.chateaulacombe.com


“I literally took my first steps down the pasta aisle,” says Teressa Spinelli, owner and president of the Ital-

ian Centre Shop. There is no doubt about it. The Shop is in her heart, blood and soul. Yet, what draws people to the three Italian Centre Shop locations in Edmonton is more than the great selection of outstanding delectables. It’s more than being able to find Italian delicacies that are not available anywhere else in the city. It’s more than the friendly staff and the smell of freshly baked bread. It’s the warm, friendly, determined woman behind it all.

The year is 1959. Italian immigrant Frank Spinelli is in Edmonton, after a back injury in the Yukon ended his career in the silver mines. He pools his money with busi-ness partner Remiro Zalunardo and they buy a tiny store. The Italian magazines, soda and sweets draw in the Ital-ian population, who soon start requesting other items from back home. The business partners are happy to comply and the little shop flourishes.

The year is 1964. Frank takes full ownership of the Italian Centre Shop and sees his efforts to legalize home-made wine come to fruition. The law changes and Frank provides up to 40,000 cases annually of Italian grapes to the wine making community. He also brings in wine-making equipment.

“The family was very traditional,” Spinelli explains as she thinks back on how she came to own the iconic shops. My brother was supposed to take over the family business, so I

TERESA SPINELLICOVER

Teresa SpinelliIt’s Not Just About Food, it’s About Food

Creating Community and FamilyNoted Edmonton philanthropist and president of the Italian Centre

Shop gives us a glimpse into the woman behind the smile.

Dear Teresa, I am a client of your store and would like to express my appreciation to Pauline who is a supervisor in your deli department. She is always polite, attentive and professional.

~ www.facebook.com/Italiancentreshop



knew I had to find something else to do. But my brother passed away before his 33rd birthday and dad died a year later.”

The heartbroken Spinelli was at a crossroads. “It was really hard. I wasn’t sure running the shop was something I wanted to do. I did a lot of soul searching. Was I doing this for my dad or for me? I decided this is what I wanted. I loved this business.”

She took the plunge. “The employees had been there longer than me and

thought of me as a spoiled brat. Now I was their boss. They had to take direction from a woman, plus a brat? It didn’t go very well.”

Surprised? Anyone that walks into the shops and sees the happy, smiling employees that ask about your day, your children, and advise you on which wine goes with that pas-ta would think it’s been a big, happy family environment from day one. It wasn’t. That atmosphere had to be care-fully cultivated. But then, Spinelli has always been good at cultivating things.

“I talked to all 30 employees and asked what they liked, didn’t like, and what they needed for their job. I worked alongside them as a cashier. I cut salami. I stocked shelves. Slowly, I gained their trust.”

In a move that would become synonymous with the woman herself, Spinelli immediately started giving back. “I introduced profit sharing. With 30 employees, they shared in the success of 9 million in profit.” Sales to date are now at 44 million and Spinelli anticipates 60 million and 470 employees with the opening of the fourth store. “There is no way I could have done that by myself,” she says. “The success is because of people here.”

Spinelli, a noted philanthropist, was inspired by her fa-ther. “My father was the best example I know of ‘the more you give, the more you get back.’ The more he gave, the more successful he became. I follow his footsteps.”

Across the street from the Little Italy location is a park. It’s a beautiful park in the midst of a neighborhood of struggling families. It didn’t always look this good. One day Spinelli noticed the swings had been damaged and removed. She called the city and asked when the swings

were going back in. She was met with a scoff. “The City said ‘we don’t do that’,” she says with a shake of her head. “They said I needed to raise a committee and raise half the funds. So I did. I thought it would take a year. It took five years, but I did it because I wanted those kids to have

swings. The Italian Centre Shop didn’t have anything to do with it, but benefited from it in the end. That’s give and get back in action. That’s how the universe works.”

She doesn’t give to get back. She gives because she wants to and the blessings flow in. Then history reaches out and taps her on the shoulder. A lady and her differently-abled companion pause on their way to the Shop’s café to speak with Spinelli. The lady introduces herself and mentions a kindness Frank Spinelli did for her years ago. She never for-got the gesture and is so pleased to meet his lovely daughter. During the quick conversation, Spinelli learns they are soon headed to a job placement agency for the differently-abled. Spinelli directs them upstairs to HR. She’s in need of a capa-ble employee. The companion’s face lights up. “Thank you Teresa!” she says from the bottom of her heart.

“I do very, very little,” Spinelli insists, but sees the skep-tical look on my face. “You disagree? I swear to God I do very little and I’m always shocked that the little difference makes such a great difference. Dad donated dollars to the

Mama & Co @thisismamaandco I’m so thrilled to announce that Mama & Co.’s featured mom for the month of November is none other

than @TeresaSpinelli! Stay tuned! #yeg ~ twitter.com/thisismamaandco

In October, Spinelli, who is very active on social media, tweeted some surprising news. “Look out, Calgary!

We’re coming…” Twitter went wild.

I have been a customer since 2006. I come to the store more than a couple of times a week. I never encountered a rude employee, or someone giving an attitude. I am happy to see familiar faces every time I

walk in to the store, some I recognize from the downtown location. Great people, great shopping experience. ~ www.facebook.com/Italiancentreshop

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earthquake relief efforts, but what they remember him for was asking how their kids were or sending milk home with someone that didn’t have any. That’s what it’s about. The human connection. I think we are hard wired for that.”

The interview is taking place in the Shop’s café. It’s crowded and rightly so. The food is tempting and deli-cious. A baby suddenly gives out a piercing, angry squeal. Mother is talking and baby is impatient for the next bite; anyone would be for that wonderful pizza. The squeal stops the chatter cold and the mother’s face goes red as she realizes all eyes are on her. Spinelli swings around in her chair. “Is the baby Italian?” she calls out across the room, thoroughly impressed by the child’s vocal range.

The mother smiles gratefully. “Yes!” “What a beautiful baby!” Spinelli compliments loudly.

The diners turn back to their meals, nodding in agreement. The mother, no longer embarrassed, and the baby, intent on the next bite, enjoy the rest of their lunch.

I look at the food choices and ask Spinelli what things

she recommend new-to-Italian-cuisine foodies should try. “Squid ink is very distinct flavour. I make risotto with it.

Parmesan chips! Ours are 100 per cent natural. Very good. Very different. Very natural. No additives. It doesn’t come in a green shaker. We have western Canada’s largest deli. Yesterday I tried a salami with a crust of parmesan on it. Very good.” There are thousands of items in the deli, bak-ery and grocery and every one of them is worth trying over and over again.

“I’m very excited about Calgary,” Spinelli admits. What made her decide on Calgary? Was it a careful market anal-ysis by food and demographic experts? Years of careful research into the trends of the Calgary grocery market? No. “We follow what customers want. People from the south side got a store down there because they wanted it. Then we saw nobody in the west was coming to our store so we did one there. We are opening Calgary because peo-ple came from there to shop with us.” It’s the simplest reason: the customers want it, so she provides it.

She’s a woman that has provided so much to her staff, to her patrons and to her community; but all she has to say about it is, “I’m just very blessed.” The community is more than happy to toot her horn for her, and they do so with love, admiration and respect. In 2013, Spinelli was honoured by Leaders of Tomorrow. In 2014 she was recognized as the 29th (out of 100) top female entrepreneurs in Canada. “It is such an honour to be included in such an incredible list. Although I got the honour, it was my people that did all the work. I’m


@TeresaSpinelli You have excellent customer service, great prices on the food I love. #awesome

~ twitter.com/TeresaSpinelli

Thank you @TeresaSpinelli for the #fresholives @ItalianCentre I’ll be busy make yummy #marinatedolives

~ twitter.com/TA_Robin1

@TeresaSpinelli @ItalianCentre congratulations on #yyc expansion! Can’t wait to

share that with friends and family there! ~ twitter.com/EdmontonLight


just very, very blessed,” the humble Spinelli insists. Many years ago, Spinelli had to make a decision. Should

she go her own way or should she take over her father’s business? It was a hard decision and a rocky start, but she – and thousands of very happy customers – wouldn’t have it any other way. “You have to have passion for whatever you choose to do,” she explains. “Passion is like the gas in your car. You can’t get far without it. Sure, you work lon-ger hours and it eats up most of your time, but if you love it, it doesn’t feel like work. I’m here to grow people and give that feeling of family.”

It’s impossible not to feel like family in the Italian Cen-tre Shops. Every visit leaves you hungry for more of the great food, the wonderful people, and that warm feeling that Spinelli inspires. So many Edmontonians have been touched by her passion for giving back, her dedication to

providing some of the tastiest cultural foods in Edmon-ton, and that special way she has of making each and every person’s day just a little bit brighter. Like she said about her father, the memory of the charities she supported, the chocolates she imported or the tang of those sweet Italian grapes may fade, but nobody is going to forget Teresa Spi-nelli, the woman that makes all of Edmonton smile. BIE

Rencon Industries112 6202 - 29 AvenueBeaumont AB T4X 0H5780-986-2160 • [email protected]

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EVEN more good news! Italian Centre has been selected to receive the EmployAbilities 2014 Accessibility Award of

Distinction for Persons with Disabilities. We are happy that we have a great HR department that makes a difference, with

inclusion and participation in the workplace, for all people! ~ www.facebook.com/Italiancentreshop

Way to go Teresa!! We’ve been customers since day 1!! Our dads were ol’pals!!...so proud of u and the

authenticity of your business!! Graci Bella! ~ www.facebook.com/Italiancentreshop

http://www.renconindustries.ca

HOT IN EDMONTONCONTINUING EDUCATION

CONTINUING EDUCATION: HOT IN EDMONTON

Graduating job-ready studentsBY JOHN HARDY

Not long ago, job searchers in Edmonton, Spruce Grove, Leduc, Red Deer, Fort McMurray and be-

yond had it easy, flagging B.Comm, B.Eng or B.A. on their resume or parlaying their GED or high school di-ploma to get on-the-job training and experience to lock them into a job or a career. Others signed up for continu-ing education, usually evening classes, in photography, welding, Italian cooking, interior decorating and the history of wine.

Things change. Lifestyles change. Jobs change. Busi-ness and industry changes. Job postings and resumes change. Continuing education also changes.

People are registered at the Northern Alberta Insti-tute of Technology (NAIT), the University of Alberta (U of A), NorQuest College, Red Deer College, Keyano Col-lege, among others, and they are opting for courses or upgrading to be pharmacy technicians, HR recruiters, con-struction estimators, hydrologists and pipeline control




centre operators, digital marketing, geophysicists and the literally dozens of other targeted and specific courses and programs on the contemporary continuing education menu.

Like other Edmonton businesses, and there is no disputing that today’s continuing education is very much a competitive business, it is extreme-ly responsive to what the client (the student) wants and how they want it. The appeal of courses ultimate-ly trigger enrollment, and continuing education is constantly changing to respond to what students want.

“If we don’t keep up, we quick-ly become outdated and irrelevant. So it’s vitally important that we keep constant contact with our industry advisory boards,” says Todd Sumner, business manager of continuing edu-cation at NAIT about the invaluable and close collaboration with Edmon-ton and northern Alberta businesses. “We meet with our business and in-dustry partners on a regular basis, and they keep us updated and let us know the kinds of skills and training they need for the workplace. With their in-put, we do our mapping sessions to define our courses, the learning con-tent and the outcomes.”

Monitoring the pulse of the work-place, understanding the challenges and anticipating new trends of the realistic expectations of which con-tinuing education courses will or will not sell, is a key function of the continuing education planning and delivery process.

According to Statistics Canada, the majority of people will spend between 35 and 45 years of their lives (may-be longer) working. The average worker will switch careers three to five times during their working lifetime. Contempo-rary statistics and the evolution of the workplace continues the early warning signal that a conventional education transi-tioning into jobs and careers simply is not indefinitely viable.

In the past three decades or so, there has been a subtle but steady change in the labour market and the workplace. Canada has moved from a resource-based economy to a ser-vice-based one, creating a changing and different mix of jobs available for Canadians.

The overwhelming fastest-growing and most in-demand jobs are now in Canada’s service sector, which more than doubled in the past 20 years.

“Demographic projections suggest Canada will not be able to rely on con-ventional population growth to fuel our economy in the coming decade,” warns Robert Wensveen, president of the Canadian Association for Univer-sity Continuing Education (CAUCE) and associate director, business op-erations at University of Calgary Continuing Education.

“By 2030, the population over the age of 65 will double, while the working age population (25-64) will grow by just eight per cent. There will simply not be enough popula-tion growth to drive the kinds of increases in the overall size of our labour force that would be needed to support an increasingly dependent, aging population.

“Canadians are in for a major de-mographic shift. To respond to the anticipated economic, social and labour market demands result-ing from this shift, universities and colleges will need to both expand access to higher education for un-tapped segments of the population and international students, and in-crease the quality of education students receive.”

“Continuing education must stay contemporary and relevant, especially with the demands of the workplace,” NAIT’s Sumner points out. “Just the rate that the city is growing – statistics say that about 5,000 people a month move to Edmonton – those young families are looking for

Graduating job-ready studentsTODD SUMNER, BUSINESS MANAGER, CONTINUING EDUCATION AT NAIT

ROBERT WENSVEEN, PRESIDENT, CAUCE AND ASSOCIATE DIRECTOR, BUSINESS OPERATIONS AT UNIVERSITY OF CALGARY, CONTINUING EDUCATION

Like other Edmonton businesses, and there is no disputing that today’s continuing education is very much a competitive business, it is extremely responsive to what the

client (the student) wants and how they want it.

It’s the newest school of business in Canada, and one of the only Christian schools of business between Win nipeg and Langley. Its slogan: Ignite Brilliance.

The Leder School of Business at The King’s University in Ed-monton officially opened in late September, and was made possi-ble by the generous investment of four King’s donors, successful businessmen and their families who want to make a difference: John and Sally Leder of the Supreme Group (steel and fabrica-tion companies); Jim and Magda Dykstra, founders of Dykstra Construction; Ralph and Jane Bruisma, Triangle Three Services Ltd.; and Fred and Melanie Johannesen, COBALT Investments Ltd. These four families together pledged $12 million to make the school a reality – the largest gifts in King’s history.

“At the core of the Leder School of Business is the emphasis on Christian values,” says Dr. Elden Wiebe, dean of the new school, who has taught at King’s for five years in the commerce program. “These we not only nurture and foster within stu-dents to help them step into business roles, but we also point to their value in shaping businesses and in benefiting society more generally.”

The Leder School of Business offers five core streams: global learning, entrepreneurship, sustainability, accounting, and dis-tance learning. Currently, a centre for applied learning is in development and will include leadership forums, corporate speakers, corporate mentors, in-service learning, and local and international internships.

As Dr. Wiebe concludes, this is the ultimate place for stu-dents who, “want to understand who they are and be prepared for what they are most passionate about. The students who choose King’s and the Leder School of Business do so because they want to be involved in doing things that matter, that make a difference.”

The choice of over 700 students from around the world (but mainly western Canada), The King’s University offers post-sec-ondary education with a Christian perspective. The curriculum

is designed to not only help each student on their career path, but to stimulate faith by demonstrating the relevance of faith to every academic discipline and its application to life – both on and off the job.

The University’s beginnings go back to the late ’60s, when the desire grew for a Christian trans-denominational post-sec-ondary educational institution in western Canada. However, it wasn’t until 1979 when the Alberta Legislature approved The King’s College Act that the school would take form. It opened as The King’s College, later transitioned to The King’s Univer-sity College, and as of July 2014, became known simply as The King’s University. The King’s University offers fully govern-ment-accredited bachelor degrees in the arts, humanities, mu-sic, social sciences, natural sciences and commerce/manage-ment, as well as an education after degree.

New Business School “Ignites Brilliance” in Students

BILL DIEPEVEEN, THE KING’S UNIVERSITY CHAIR; DAVID DORWARD, ASSOCIATE MINISTER OF ABORIGINAL RELATIONS & MLA FOR EDMONTON-GOLDBAR; DR. MELANIE HUMPRHEYS, THE KING’S UNIVERSITY PRESIDENT; AND DON SCOTT, ALBERTA MINISTER OF INNOVATION & ADVANCED EDUCATION.

www.kingsu.ca

SALLY AND JOHN LEDER, FOUNDING DONORS AND TKU PRESIDENT DR. MELANIE HUMPHREYS

http://www.leder.ca

It’s the newest school of business in Canada, and one of the only Christian schools of business between Win nipeg and Langley. Its slogan: Ignite Brilliance.

The Leder School of Business at The King’s University in Ed-monton officially opened in late September, and was made possi-ble by the generous investment of four King’s donors, successful businessmen and their families who want to make a difference: John and Sally Leder of the Supreme Group (steel and fabrica-tion companies); Jim and Magda Dykstra, founders of Dykstra Construction; Ralph and Jane Bruisma, Triangle Three Services Ltd.; and Fred and Melanie Johannesen, COBALT Investments Ltd. These four families together pledged $12 million to make the school a reality – the largest gifts in King’s history.

“At the core of the Leder School of Business is the emphasis on Christian values,” says Dr. Elden Wiebe, dean of the new school, who has taught at King’s for five years in the commerce program. “These we not only nurture and foster within stu-dents to help them step into business roles, but we also point to their value in shaping businesses and in benefiting society more generally.”

The Leder School of Business offers five core streams: global learning, entrepreneurship, sustainability, accounting, and dis-tance learning. Currently, a centre for applied learning is in development and will include leadership forums, corporate speakers, corporate mentors, in-service learning, and local and international internships.

As Dr. Wiebe concludes, this is the ultimate place for stu-dents who, “want to understand who they are and be prepared for what they are most passionate about. The students who choose King’s and the Leder School of Business do so because they want to be involved in doing things that matter, that make a difference.”

The choice of over 700 students from around the world (but mainly western Canada), The King’s University offers post-sec-ondary education with a Christian perspective. The curriculum

is designed to not only help each student on their career path, but to stimulate faith by demonstrating the relevance of faith to every academic discipline and its application to life – both on and off the job.

The University’s beginnings go back to the late ’60s, when the desire grew for a Christian trans-denominational post-sec-ondary educational institution in western Canada. However, it wasn’t until 1979 when the Alberta Legislature approved The King’s College Act that the school would take form. It opened as The King’s College, later transitioned to The King’s Univer-sity College, and as of July 2014, became known simply as The King’s University. The King’s University offers fully govern-ment-accredited bachelor degrees in the arts, humanities, mu-sic, social sciences, natural sciences and commerce/manage-ment, as well as an education after degree.

New Business School “Ignites Brilliance” in Students

BILL DIEPEVEEN, THE KING’S UNIVERSITY CHAIR; DAVID DORWARD, ASSOCIATE MINISTER OF ABORIGINAL RELATIONS & MLA FOR EDMONTON-GOLDBAR; DR. MELANIE HUMPRHEYS, THE KING’S UNIVERSITY PRESIDENT; AND DON SCOTT, ALBERTA MINISTER OF INNOVATION & ADVANCED EDUCATION.

www.kingsu.ca

SALLY AND JOHN LEDER, FOUNDING DONORS AND TKU PRESIDENT DR. MELANIE HUMPHREYS

http://www.kingsu.ca



post-secondary education that is rel-evant and makes sense.”

In northern Alberta continuing education classrooms, on or offline, continuing education offers viable options for a wide cross section of (usually mature) students looking for skills, training, upgrading or cer-tification for various reasons. They are tracking down and registering for skills and credentials to successfully get a job, or they are moving up the ladder or switching careers.

“Today’s continuing education stu-dent, as well as today’s continuing education curriculum, is drastically different,” Sumner explains. “More and more, they are looking for cre-dentials, not necessarily credits. It’s targeting the workplace not social standards.

“Health services, and particular-ly occupational health and safety, are huge, new areas. So are EMR and EMT areas. Also, power engineering is extremely popular. We train about 900 a year.”

Whatever the trends and individual factors, some current statistics are an in-teresting and tell-tale story. The average continuing education student is now older than before – and they want their targeted upgrade or credentials faster than ever.

“According to North American continuing education figures,” CAU-CE’s Wensveen points out, “more than 40 per cent post-secondary en-rollment consists of students who are 25+. Over 80 per cent are between 25-54, and the biggest group, more than 40 per cent, are between 40-49.”

The newest and most revealing sta-tistic may be the revelation that over

50 per cent of today’s continuing ed-ucation students already have an undergraduate degree that the con-temporary workplace may feel is no longer enough.

It’s the technology tsuna-mi that continuing education and other sources of post-secondary ed-ucation are scrambling to embrace and expand: MOOCs. The unlim-ited convenience of Massive Open Online Courses are dramatically re-defining the speed, location and the untethered convenience of how con-temporary students learn what they learn. Every continuing education fa-cility throughout North America has clicked on to MOOCs as the undis-puted new way to do business.

“About 20 per cent of our con-tinuing education courses are fully online,” notes Wensveen. “About 70 per cent of our courses have some form of online delivery, whether it’s fully online, blended online or aug-mented online. It’s just the way it is.”

Full time/day time, evening classes in brick and mortar classrooms or on-line, the demand for a skilled, trained and job-ready labour force has been a principal driver in the growth of con-tinuing education enrollments and participation rates.

Sumner cites specifics that cer-tain popular credential programs, like project management and power engi-neering, among others, are so popular that continuing education institu-tions are sometimes overwhelmed. At NAIT, it’s not uncommon to have 1,000 applicants for 100 spaces.

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It’s pretty obvious that business aviation is great for the people who have access to corporate aircraft. What’s

not so well known is why business aviation matters to everyone else, even if they have never seen a private jet. This is especially true in Alberta, which is home to 22 per cent of all Canadian business aviation aircraft, which rep-resents a major shift in business aviation demographics.

A recent economic impact study by the Canadian Busi-ness Aviation Association (CBAA) shows that Canadian business aviation generates $3.1 billion in direct econom-ic outputs, with three quarters of a billion dollars of that in Alberta. Additionally, 2,560 of the 11,500 direct employees live and work in Alberta, earning a total of $200 million in wages and contributing $320 million to Canada’s GDP. Of the 1,891 registered business aviation aircraft in Canada, 419 are registered in Alberta.

“Just as Alberta is a huge contributor to the Canadi-an economy, its business aviation operations are a major part of our industry and of the CBAA membership,” says Rudy Toering, president and CEO of the CBAA. “Busi-ness aviation is critical to Alberta companies, contributing hundreds of millions of dollars to the provincial econo-my while flying supplies and workers to remote locations, serving international and domestic customers quickly and efficiently, and giving Alberta enterprises the extra lift to be a major player on the world stage.”

Corporate aviation is not only the most efficient, but also the safest form of flight worldwide, and Canadian corpo-rate aviation is the safest within that group. However, this

fact is something that the federal government hasn’t yet ful-ly grasped. The economic impact study not only quantifies business aviation’s economic impact, but arms the sector with the facts and data it needs to be heard in Ottawa.

“Business aviation is federally regulated,” explains Toer-ing, “and, frankly, we are overregulated in many areas. It is very apparent that our government is focused on safe-ty, and rightfully so. Our sector is well advanced in the implementation of safety management systems, and we look forward to Transport Canada recognizing the proac-tive steps we have taken to ensure safety, and are working towards a reduction of red tape and regulation as a result. This is critical, as in some instances, we are being treated in the same way as scheduled commercial flights, which shows a complete misunderstanding of how our sector op-erates and our commitment to safety practices. The upshot is a chilling effect on investments on Canadian-regis-tered business aircraft. People still need, buy and use their business jets, but some of them are avoiding the whole regulatory hassle by registering them off-shore, most par-ticularly in the U.S., which has a much lighter regulatory regime for business aviation. The economic impact num-bers demonstrate how much is at stake if this continues.”

When the direct, indirect and induced impacts are com-bined, business aviation’s clout is even more pronounced. Nationally, its total contribution amounts to 23,500 jobs, $1.50 billion in wages and $5.4 billion in economic outputs.

Dozens of Alberta companies support business aviation directly, from fixed base operators, such as Signature Flight

BY DEBRA WARD, CANADIAN BUSINESS AVIATION ASSOCIATION

BUSINESS AVIATION Matters TO EVERYONE

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Support in both Calgary and Edmonton, to fuel providers like Canadian Natural Resources Limited, to avionics sup-plies such as Avmax and many more. Business aviation is a major contributor to the Alberta and Canadian economies.

“This is the first time that Canadian business aviation has put some hard numbers, including provincial impacts, to what we knew anecdotally,” says Toering. “We always knew that business aviation was a powerful and essential tool for the country. Now we are able to demonstrate what that means to everyone. The numbers show, without question, that Canadian business aviation is a significant contributor to jobs, economic activity and taxes in every province.”

Given Alberta business aviation’s importance to its econ-omy and its high level of CBAA membership, the CBAA focuses a lot of its efforts in this province. “We are very involved with the Alberta business aviation community,” says Toering. “CBAA has two active Alberta chapters, one in Calgary and one in Edmonton. In fact, when we held our 2014 convention in Edmonton, it turned out to be one of our most successful in years, with a 60 per cent growth in operator attendance. This alone tells you how important business aviation is in this province.”

As the sector’s national advocate, the CBAA takes on a range of initiatives that help Alberta operators’ bottom line.

“Ottawa can seem very distant from an operator’s day-to-day reality, yet the decisions made there affect op-erations across the country,” says Toering. “The CBAA is business aviation’s voice in the capital. We are continual-ly working with all the key government departments and other agencies such as Transport Canada, CBSA, Nav-Canada, the Canada Revenue Agency and airports, among others, to remove barriers and promote the fair treatment of business aviation.

“In the same way, international regulations such as Eu-rope’s Third Country Operations and emissions measures have a huge impact on many of our operators, and we work

with our counterparts across the world to deal with the blowback on business aviation.”

While advocacy is a core activity, the CBAA is equal-ly committed to ensuring that every business aviation operation has practical tools to not only fully comply with government regulations, but to ensure that members maintain the best aviation safety record worldwide, and Ca-nadian business aviation is recognized by Transport Canada and the world as a model sector for safety initiatives and best practices. The first part of this project, a scalable and comprehensive safety management system for single and multi-person operations bundled with an aggregate data base, will be available to CBAA members shortly.

Toering concludes, “Business aviation keeps Canadi-ans moving within this vast country and across the globe. From corporations to MEDEVAC operations, and from the most remote points of Canada to its most populated areas, it connects us efficiently and safely. As a major contributor to our economy and quality of life, business aviation mat-ters to everyone.” BIE

Can-West Business Edmonton Ad_PRT 6x3.pdf 2 2014-08-06 12:34 PM

BUSINESS AVIATION MATTERS TO EVERYONECORPORATE AVIATION

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AVIATION DIRECTORY

ALBERTA AVIATION OPERATORS

ADVENTURE AVIATION INC. Michael Mohr, Owner Tel: 780.539.6968 Aircraft Operated: (3) C172, (1) Twin Comanche, PA30 (1) Cessna Centurion P210N, (1) Precision Flight Controls “Cirrus II” Simulator

AHLSTROM AIR LTD. Kyle Wadden, Operations Manager / Chief Pilot Tel: 403.721.2203 Cell: 403.844.0978 Aircraft Operated: (1) AS350SD2

AIR PARTNERS CORP. Vik Saini, President Toll Free: 1.877.233.9350 Alternate Number 403.291.3644 Aircraft Operated: (3) Cessna Citation X C750, (4) Cessna Citation Ultra 560, (1) Cessna Citation Excel 560XL, (1) Cessna CJ2 525A, (1) Hawker 800A Bae125-800A, (1) Bombardier Learjet 45, (1) Beechcraft King Air 200 B200, (2) Beechcraft King Air 350 B300

ALBATROS CHARTERS Joe Viveiros, Ops Manager Tel: 403.274.6103 Aircraft Operated: Beechcraft King Air B200, Cessna Citation CJ4, Citation X, Agusta A109S Grand www.albatrosaircraft.ca

ALTA FLIGHTS LTD. Bob Lamoureux, President Tel: 587.400.9789 Aircraft Operated: (2) Metro 23, (1) King Air 350, (1) Piper PA31, (4) Cessna 172 www.altaflights.com [email protected]

AVMAX GROUP INC. Don Parkin, Executive VP Tel: 403 291 2464

CALGARY POLICE SERVICE Tel: 403.567.4150 Aircraft Operated: (2) EC120

CAN-WEST CORPORATE AIR CHARTERS Art Schooley, President Tel: 780.849.4552 Aircraft Operated: Citation 560, King Air 200, Piper Navajo, Cessna 210, 206, 185, 182

CANADIAN HELICOPTERS LIMITED Don Wall, President/CEO Tel: 780.429.6900 Aircraft Operated: Robinson R22B/B2, Robinson R44II, Bell 206B/BIII, Airbus Helicopters EC120B, Bell B206L/L1, Airbus Helicopters AS350BA/B2/B3/B3e, Bell B407, Airbus Helicopters AS355F2/N, Sikorsky S76A/A++, Bell B212, Bell B412 EP, Sikorsky S61N

DELTA HELICOPTERS LTD. Don Stubbs, President Toll Free: 1.800.665.3564 Aircraft Operated: (9) Bell 206B, (4) A-Star 350BA, (4) Bell 204b, (4) AF350-B2

EDMONTON INTERNATIONAL SHELL AEROCENTRE Sarah Gratton, Aerocentre Manager Toll Free: 1 888 890 2477 Tel: 780 890 1300

E-Z AIR INC. Matt Wecker, President; James Pantel, Ops Manager/Chief Pilot/CFI Tel: 780.453.2085 Aircraft Operated: (2) Robinson R44

EDMONTON FLYING CLUB Ralph Henderson, President Tel: 780.454.4531 Aircraft Operated: (4) C172G1000 equipped, (2) DV-20, (1) DA42

EDMONTON POLICE SERVICE Tel: 780.408.4218 Aircraft Operated: (2) EC120

ENERJET Darcy Morgan, CCO Tel: 403.648.2804 Aircraft Operated: (3) Boeing 737-700NG

GUARDIAN HELICOPTERS INC. Graydon Kowal, President/CEO Tel: 403.730.6333 24 Hr: 403.862.1234 Aircraft Operated: (3) Bell 205, (1) AS350 B3, (1) AS350 B2, (1) AS350 SuperD, (1) AS350 BA, (1) Bell206L, (1) Bell 206

INTEGRA AIR INC.Brent Gateman, PresidentToll Free: 1.877.213.8359Aircraft Operated: (3) BAE Jetstream – 31, (3) King Air 200, SAAB 340 B

KENN BOREK AIR LTD. Brian Crocker, Operations Manager Tel: 403.291.3300 Aircraft Operated: Twin Otter DHC6, Turbine DC3, King Air BE200, Beechcraft 1900

MOUNTAIN VIEW HELICOPTERS Paul Bergeron, President/CP Tel: 403.286.7186 Aircraft Operated: (3) R22, (2) R44, (1) Bell 206

NORTH CARIBOO AIR Ehab Matta, Director of Business Development Toll Free: 1.866.359.6222 Aircraft Operated: Dash 8 100/300, Beech 1900D, King Air 200, Challenger 601, AvroRJ100, Q400 www.flynca.com

OPSMOBIL Toll Free: 1-877-926-5558 Aircraft Operated: (4) C-172, (1) C-206, (1) C-208, (1) PA-31, (3) R44, (28) R44-II Raven, (5) BH-206B, (1) BH-206L3, (2) AS-350BA, (1) AS-350B2, (11) AS-350FX2, (2) EC-120B

PEREGRINE HELICOPTERS Tel: 780.865.3353 Aircraft Operated: (1) B206B3, (1) Bell 206 L3 www.peregrinehelicopters.com [email protected]

PHOENIX HELI-FLIGHT INC. Paul Spring, President Tel: 780.799.0141 Aircraft Operated: (2) EC120B, (3) AS350B2, (1) EC130B4, (1) AS355N, (1) AS355NP, (1) AS350B3, (1) EC135T2e

R1 AIRLINES LTD. Eric Edmondson, President; Richard Pollock, Business Development Manager Toll Free: 1.888.802.1010 Aircraft Operated: (1) Dash 8-100, (1) Dash 8-300, (2) CRJ100/200, (2) Beechcraft 1900D www.r1airlines.ca

RIDGE ROTORS INC. Hans Nogel, Ops Mgr Toll Free: 1.877.242.4211 Aircraft Operated: (2) B206B2, (1) A Star 350 B2, (2) R44

ROTORWORKS INC. Jim Hofland, Chief Pilot/Ops Manager; Ryan Cluff, Instructor/Comm Pilot; Kyle Hutchinson, Instructor/Comm Pilot Tel: 780.778.6600 Aircraft Operated: (2) R22 Robinson, (1) R44 Robinson

WESTJET AIRLINES LTD. Toll Free: 1.888.937.8538 Aircraft Operated: (13) Boeing 737-600, (69) Boeing 737-700, (23) Boeing 737-800

ALBERTA CHARTER OPERATORS CHARTER FIXED WING

ADVENTURE AVIATION INC. Michael Mohr, Owner Tel: 780.539.6968 Aircraft Operated: (3) C172, (1) Twin Comanche PA30 (1) Cessna Centurion P210N, (1) Precision Flight Controls “Cirrus II” Simulator

AIR PARTNERS CORP. Vik Saini, President Toll Free: 1.877.233.9350 Aircraft Operated: (3) Cessna Citation X C750, (4) Cessna Citation Ultra 560, (1) Cessna Citation Excel 560XL, (1) Cessna CJ2 525A, (1) Hawker 800A Bae125-800A, (1) Bombardier Learjet 45, (1) Beechcraft King Air 200 B200, (2) Beechcraft King Air 350 B300

ABSOLUTE AVIATION Ron VandenDungen, Chief Flight Instructor Tel: 780.352.5643 Aircraft Operated: (5) Cessna 172, (1) Piper Twin Comanche, (1) Piper Aerostar

ALTA FLIGHTS LTD. Bob Lamoureux, President Tel: 587.400.9789 Aircraft Operated: (2) Metro 23, (1) King Air 350, (1) Piper PA31, (4) Cessna 172 www.altaflights.com [email protected]

ARIES AVIATION SERVICE CORP Marvin Keyser, President Toll Free: 1.877.730.6499 Aircraft Operated: LR36 Learjet, PA-31 Navajo, King Air 200, Turbo Commander

CANADIAN NORTH H. (Hart) Mailandt, Director, Business Development Tel: 403 383 3453 Aircraft Operated: (4) Dash 8, (6) 737-200 Combi, (10) 737-300 www.canadiannorth.com [email protected]

CAN-WEST CORPORATE AIR CHARTERS Art Schooley, President Tel: 780.849.4552 Aircraft Operated: Citation 560, King Air 200, Piper Navajo, Cessna 210, 206, 185, 182

CENTRAL AVIATION INC. Colin MacLeod, Ops Manager Tel: 403.242.9130 Aircraft Operated: (1) Cessna Citation Ultra 560, (1) King Air B200


INTEGRA AIR INC.Brent Gateman, CEOToll Free: 1.877.213.8359Aircraft Operated: (3) BAE Jetstream – 31, (3) King Air 200, SAAB 340 B

KENN BOREK AIR LTD. Brian Crocker, VP Operations Tel: 403.291.3300 Aircraft Operated: Twin Otter DHC6, Turbine DC3, King Air BE200, Beechcraft 1900

NORTH CARIBOO AIR Ehab Matta, Director of Business Development Toll Free: 1.866.359.6222 Aircraft Operated: Dash 8 100/300, Beech 1900D, King Air 200, Challenger 601, AvroRJ100, Q400 www.flynca.com

NORTHERN AIR CHARTER (P.R.) INC. Rob King, President Tel: 780.624.1911 Aircraft Operated: (1) Piper Aztec, (1) Piper Navajo, (1) King Air 100, (5) King Air 200, (1) Beech 1900

OPSMOBIL Ron Ellard, Operations Manager - Fixed wing Toll Free: 1-877-926-5558 Aircraft Operated: (4) C-172, (1) C-206, (1) C-208, (1) PA-31

SKY WINGS AVIATION ACADEMY LTD. Dennis Cooper, CEO Toll Free: 1.800.315.8097 Aircraft Operated: (9) Cessna 172, (1) Piper Senaca I, (1) Piper Navajo Locations in Red Deer and Okotoks

R1 AIRLINES LTD. Eric Edmondson, President; Richard Pollock, Business Development Manager Toll Free: 1.888.802.1010 Aircraft Operated: (1) Dash 8-100, (1) Dash 8-300, (2) CRJ100/200, (2) Beechcraft 1900D www.r1airlines.ca


AVIATION DIRECTORY

SUNWEST AVIATION LTD. Richard Hotchkiss, President/CEO Toll Free: 1.888.291.4566 (1) Falcon 900EX, (2) Challenger 604, (3) Cessna Citation Sovereign, (2) Gulfstream G150, (2) Hawker 800, (2) Lear 55, (3) Lear 45, (1) Lear 35, (7) Beech 1900D, (4) Metro liner 23, (4) King Air 350, (4) King Air 200/B200, (2) Dash 8-300

TEMPEST JET MANAGEMENT CORP Brent Genesis Tel: 866.501.0522 Aircraft Operated: Citation Ultra www.tempestjet.ca

ALBERTA CHARTER OPERATORS CHARTER ROTARY WING

AHLSTROM AIR LTD. Kyle Wadden, Operations Manager / Chief Pilot Tel: 403.721.2203 Aircraft Operated: (1) AS350SD2

ALBATROS AIRCRAFT Joe Viveiros, Ops Manager Tel: 403-274-6103 Aircraft Operated: Agusta A109S Grand www.albatrosaircraft.ca

BAILEY HELICOPTERS LTD. Brent Knight Tel: 403.219.2770 Cell: 403.370.2750 Aircraft Operated: Bell 212, Bell 206 B, AS 350 B2/BA www.baileyhelicopters.com

BLACK SWAN HELICOPTERS LTD. Linda Johnson, President Toll Free: 1.877.475.4774 Aircraft Operated: (1) FX 2, (1) B206B, (2) R44 II, (1) B204C

CANADIAN HELICOPTERS LIMITED Don Wall, President/CEO Tel: 780.429.6900 Aircraft Operated: Robinson R22B/B2, Robinson R44II, Bell 206B/BIII, Airbus Helicopters EC120B, Bell B206L/L1, Airbus Helicopters AS350BA/B2/B3/B3e, Bell B407, Airbus Helicopters AS355F2/N, Sikorsky S76A/A++, Bell B212, Bell B412 EP, Sikorsky S61N

DELTA HELICOPTERS LTD. Don Stubbs, President Toll Free: 1.800.665.3564 Aircraft Operated: (9) Bell 206B, (4) A-Star 350BA, (4) Bell 204b, (4) AF350-B2

E-Z AIR INC. Matt Wecker, President; James Pantel, Ops Manager/Chief Pilot/CFI Tel: 780.453.2085 Aircraft Operated: (2) Robinson R44

EDMONTON POLICE SERVICE Tel: 780.408.4218 Aircraft Operated: (2) EC120

GREAT SLAVE HELICOPTERS INC. Kelly Brenton, President; Corey Taylor, VP, Global Operations and Product Development Tel: 867-873-2081 Springbank Base Facility, Tel: 403.286.2040 Aircraft Operated: Bell 206B, Bell 206 LR, Bell 206L3, Bell 206L4, Bell 212, Bell212S, Astar 350 BA, 350B2, 350B3, EC 130B4, BK 117 850D2, Bell 412EP, Bell 407, Bell 205

GUARDIAN HELICOPTERS INC. Graydon Kowal, President/CEO Tel: 403.730.6333 24 Hr: 403.862.1234 Aircraft Operated: (3) Bell 205, (1) AS350 B3, (1) AS350 B2, (1) AS350 SuperD, (1) AS350 BA, (1) Bell206L, (1) Bell 206

HIGH COUNTRY HELICOPTERS Hjalmar Tiesenhausen Toll Free: 1.877.777.4354Aircraft Operated: Bell 206, 206 Long Ranger

HIGHLAND HELICOPTERS LTD. Terry Jones, Director of Operations Tel: 604.273.6161 Aircraft Operated: (18) Bell 206B, (2) Bell 206 L-3, (2) AS350 BA, (16) AS350 B2 www.highland.ca

MOUNTAIN VIEW HELICOPTERS Paul Bergeron, President/CP Tel: 403.286.7186 Aircraft Operated: (3) R22, (2) R44, (1) Bell 206

MUSTANG HELICOPTERS INC. Tim Boyle, Ops Manager Tel: 403.885.5220 Aircraft Operated: AS350 B3e, AS350 B2, MD500 D, BELL 205A-1++, BELL 212 HP

OPSMOBIL Bertrand Perron, General Manager - Rotary wing Toll Free: 1-877-926-5558 Aircraft Operated: (3) R44, (28) R44-II Raven, (5) BH-206B, (1) BH-206L3, (2) AS-350BA, (1) AS-350B2, (11) AS-350FX2, (2) EC-120B

PEREGRINE HELICOPTERS Tel: 780.865.3353 Aircraft Operated: (1) B206B3, (1) Bell 206 L3 www.peregrinehelicopters.com [email protected]

PHOENIX HELI-FLIGHT INC. Paul Spring, President Tel: 780.799.0141 Aircraft Operated: (2) EC120B, (3) AS350B2, (1) EC130B4, (1) AS355N, (1) AS355NP, (1) AS350B3, (1) EC135T2e

PRECISION HELICOPTERS INC. John Carlton, DOM Toll Free: 1.877.545.5455 Aircraft Operated: (1) AS350BA, (1) AS350D2

REMOTE HELICOPTERS LTD. Jeff Lukan, President Tel: 780.849.2222 Aircraft Operated: (2) Bell 206B, (1) AS350B2, (2) AS350 SD2, (2) Bell 212, (2) 205A1++, AS350 B3E

RIDGE ROTORS INC. Hans Nogel, Ops Mgr Toll Free: 1.877.242.4211 Aircraft Operated: (2) B206B2, (1) A Star 350 B2, (2) R44

SLAVE LAKE HELICOPTERS LTD. George Kelham, President; Debbie Kelham, Owner Tel: 780.849.6666 Aircraft Operated: (3) AS350 B2, (1) Bell 206 BIII, (1) EC120

SLOAN HELICOPTERS LTD. Troy Sloan, President Tel: 780.849.4456 Toll Free: 1-888-756-2610 or 1-888-SLOAN10 Aircraft Operated: (2) RH44, (1) EC120B, (1) AS350B2

THEBACHA HELICOPTERS LTD. Kim Hornsby, President Tel: 780.723.4180 Aircraft Operated: (1) AS350B2 (1) Bell 206B

WOOD BUFFALO HELICOPTERS Michael Morin, President Tel: 780.743.5588 Toll Free: 1.866.743.5588 Aircraft Operated: Bell 206B, Eurocopter EC120B, Eurocopter AS350-B2 [email protected]

JET CHARTERS

AIR PARTNERS CORP. Vik Saini, President Tel: 403.291.3644 Aircraft Operated: (3) Cessna Citation X C750, (4) Cessna Citation Ultra 560, (1) Cessna Citation Excel 560XL, (1) Cessna CJ2 525A, (1) Hawker 800A Bae125-800A, (1) Bombardier Learjet 45, (1) Beechcraft King Air 200 B200, (2) Beechcraft King Air 350 B300

ALBATROS CHARTERS Joe Viveiros, Ops Manager Tel: 403-274-6103 Aircraft Operated: Beechcraft King Air B200, Cessna Citation CJ4, Citation X www.albatrosaircraft.ca

AURORA JET PARTNERS - HEAD OFFICE / EDMONTON BASE Toll Free: 1.888.797.5387 Fax: 780.453.6057 www.aurorajet.ca

CANADIAN NORTH H. (Hart) Mailandt, Director, Business Development Tel: 403 383 3453 Aircraft Operated: (4) Dash 8, (6) 737-200 Combi, (10) 737-300 www.canadiannorth.com [email protected]


GENESIS AVIATION INC. Brent Genesis, President Tel: 403.940.4091 Aircraft Operated: Full complement of turbo props & Business jets www.genesisaviation.ca

TEMPEST JET MANAGEMENT CORP Brent Genesis Tel: 866.501.0522 Aircraft Operated: Citation Ultra www.tempestjet.ca

AIRCRAFT SALES

GENESIS AVIATION INC. Brent Genesis, President Tel: 403.940.4091 www.genesisaviation.ca [email protected]

PRAIRIE AIRCRAFT SALES LTD. Kathy Wrobel, President; Andrew Fletcher, Sales Associate Tel: 403.286.4277 Aircraft Operated: (1) Caravan www.prairieaircraft.com [email protected]

JOHN HOPKINSON & ASSOCIATES Andrew Hopkinson, VP Tel: 403.291.9027 Fax: 403.250.2459 Aircraft: Specializing in commercial and corporate aircraft www.hopkinsonassociates.com [email protected]

FRACTIONAL OWNERSHIP & JET MANAGEMENT

AIRSPRINT INC. Judson Machor, Chairman & CEO Toll Free: 1.877.588.2344 Selling interests in Citation XL/S and CJ27 www.airsprint.com [email protected]


“The Temporary Foreign Worker Pro-gram (TFWP) new rules and changes are

a huge Edmonton, and Alberta, problem,” says Conservative turned Independent Ed-monton-St. Albert MP, Brent Rathgeber. “In fact, it’s an outright crisis for many northern Alberta employers in and outside my Edmonton riding.

“Throughout the province, and especially in the Edmonton and northern Alberta area, we have a serious labor shortage. Not only in oil and gas but other sectors. Many businesses are critically short of unskilled employees. In-dustrial construction relies on TFWs and some fast food employers no longer have the staff to main 24-hour operations,” he points out.

“The logic of the TFWP changes is con-fused, faulty and the timing is lousy.”

The concerns, anger and even outrage from Rathgeber and other (mostly western) MPs, the Premier, business leaders, indus-try groups and some consultants are about TFWP changes introduced this summer by federal employment minister Jason Kenney.

Most of the time-sensitive pushback is about:

• A cap on the number of low-wage tem-porary foreign workers at each worksite, with a 10 per cent limit by 2016

• Companies being required to re-apply each year to hire low-wage TFWs, instead of every two years

• The cost of the applications has spiked to $1,000 per employee, up from $275; barring employers from hiring low-wage temporary foreign workers in regions where the unem-ployment rate is above six per cent

• Forcing employers who rely on tempo-rary foreign workers to have a “firm timeline and plan” in place to transition to a Canadi-an workforce over time

Even among riled opponents of the new TFWP, there aren’t many who actually doubt allegations and reports about ran-dom and isolated program abuses. These allegations include disputed government research alleging that more than 2,500 Ca-nadian companies are operating with more than a third of their workers as TFWs, to a recently cited abuse scenario and subject of an ongoing federal investigation in which a large Saskatchewan electrical contractor faces allegations that it laid off 58 Canadian

NEW TEMPORARY FOREIGN WORKER PROGRAM RULES HIT EDMONTON HARDIMMIGRATION

NEW TEMPORARY FOREIGN WORKER PROGRAM RULES

HIT EDMONTON HARD

BRENT RATHGEBER, MP EDMONTON-ST. ALBERT

BY JOHN HARDY


“Alberta business and the strength of Alberta’s economy impacts the strength of the country.

Alberta, BC and Saskatchewan are strong economies, negatively impacted by the TFWP changes.”

~ Evelyn Ackah


electricians while keeping temporary for-eign workers on the job.

Even the most cynical of objectors accept the federal government’s superficial and warm’ n ’fuzzy goal to assure that Canadians get first dibs on any job opportunities, but there is widespread consensus, especially in drastically low unemployment areas like Ed-monton, Fort McMurray and parts of north Alberta, that plugging abused loopholes with the announced TFWP changes may be a well-intentioned but misguided gen-eralization that ignores important regional needs and differences.

Some go as far as accusing the new rules of painting the drastically varied region-al labour situations with one indiscriminate broad brush, and that the changes are a gross overreaction, using a shotgun to kill a fly.

The TFWP changes are not completely without their allies and welcoming defend-ers. Some, like labour unions in northern Alberta areas such as Fort McMurray, have consistently voiced strong concerns about on-site safety, pay scales and other impli-cations of skilled labour being replaced by often unskilled, temporary foreign workers.

Despite the sources and motives of cur-rent TFWP feedback and positioning, one impacted business fact is undisputable. Al-berta does create more jobs, attracts more workers, and has more job vacancies than other provinces.

A few other Canadian and Alberta-specif-ic, details are also telltale and relevant.

• In 2013, Alberta welcomed 36,366 new permanent residents, accounting for 14 per cent of Canada’s total of 258,619

• Alberta has led all provinces in econom-ic growth during the past 20 years

• Alberta consistently has the second-low-est unemployment rate in the country

Despite possibly biased number crunch-ing and interpretations, one business fact is for sure: Alberta’s growing economy needs workers.

The frustration and anger is often root-ed in the accusation that it ignores – or, at best, discounts – Alberta’s unique and del-icate labour situation, and that the changes will exacerbate Alberta’s already drastic la-bour shortage.

“Let’s face it,” warns the dynamically knowledgeable Alberta-based lawyer Evelyn Ackah at Ackah Business Immigration Law. “Alberta business and the strength of Al-berta’s economy impacts the strength of the country. Alberta, B.C. and Saskatchewan are strong economies, negatively impacted by the TFWP changes.”

In a mid-summer statement, Alber-ta Premier Jim Prentice said that labour policy, including the fate of temporary for-eign workers, is at the top of his agenda for key meetings scheduled with Ottawa. He concurred with concerns that the TFWP changes will limit the number of foreign workers that large and medium-sized Alber-ta companies are allowed to hire, while he did acknowledge the positive rationale as an attempt to ensure that Canadians are first in line for Canadian jobs.

Some independent business owners feel the frustration of spitting into the wind about that frequent logic as being a hollow, loose and flawed theory. Their response is

EVELYN ACKAH

NEW Vehicle Rental Location at the Fort McMurray Airport!NEW Vehicle Rental Location at the Fort McMurray Airport!

http://www.drivingforce.ca


that, in the real world of their businesses, it’s a nice thought but the practical reality is that there simply are NO Canadians knocking on the door or filling-out applications for jobs they can’t fill.

The Premier did echo concerns that, giv-en Alberta’s current and worsening labour crunch, the new TFWP rules make it even more difficult for some Alberta businesses to just continue their current staffing or fill current job vacancies. “With the population pressure we’re under and with the job-cre-ation pressure that we’re facing in this province, I’ve heard it loud and clear from business people that the changes on tem-porary foreign workers are going to be very, very difficult,” Prentice cautions.

“Despite some short-sighted attempts to focus only on low-wage work, that’s mislead-ing,” Ackah points out. “It’s also a problem for high end restaurants and Tim Hortons, multi-national oil companies, small IT companies with a staff of four or five, inde-pendent hotels, ski hills and grocery stores.”

It started out as a fairly good year for Tom Vesely, owner of the 31,500 square foot Sobey’s store in Westlock, north of Edmon-ton. The store had 102 employees, it was mostly busy and, as Vesely says, “Life was manageable.”

“It all changed when the TFWP changes were introduced. It’s stressful, for everybody. The biggest killer is uncertainty. Nobody knows what can happen next. We have spent the past four years training TFWs and they are hard-working, skilled employees. In the next six months, they may have no choice but to leave and go home and I could lose at

least seven, maybe more, of my staff,” the ex-asperated Vesely says.

“Unemployment is very low here and, de-spite what the federal government mistakenly assumes and generalizes, we simply do not have Canadians interested in doing these jobs.”

“The good news and bad news about the TFWP changes, is that it is ‘framework leg-islation’ and, unlike laws, it doesn’t have to go through readings and votes in the House,” the Edmonton-St. Albert MP Rathgeber notes. “The minister has the discretion to look at facts and make adjustments, either way, without notice. He has the power to make it better or make it worse.”

The Honorable Ric McIver, Alberta’s min-ister of jobs, skills, training and labour spoke exclusively with Business in Edmonton, and underscores the urgency of his government’s TFWP concerns. “One of the key issues is regional differences and making important rules like the TFWP changes which differ-ently impact specific areas differently. It’s clearly not a one-size-fits-all situation and should not be treated like one.

“Alberta has a labor shortage. But there are a lot of temporary foreign workers who have al-ready been trained and experienced and they want to stay here, and the employers who rely on keeping them working in their business-es,” McIver points out. “They pay taxes, they contribute to society and a vast majority of the employers have followed all the TFWP rules. So why are they being penalized?

“The clock is ticking and there is defi-nitely an urgency for dialogue with Ottawa to achieve a workable solution. I’m confi-dent we can do it.” BIE


“One of the key issues is regional differences and making important rules like the TFWP changes

which differently impact specific areas differently. It’s clearly not a one-size-fits-all situation and

should not be treated like one.”~ Ric McIver

RIC MCIVER


DOING WELL BY DOING GOODPHILANTHROPY

Edmontonians are a charitable group, but with massive demographic changes and generational shifts underway, Edmonton’s charities have to

work hard to get their messages out.

DOING WELL BY DOING GOOD

BY BEN FREELAND

It’s been yet another peaceful year for Edmonton. This year saw Alberta buck national trends once again on

economic growth and job creation, with new numbers showing that 80 per cent of new net jobs in Canada in 2013 came from Alberta. Moreover, the latest economic

statistics show Edmonton leading Calgary in job creation, producing a full half of this 80 per cent.

But while Edmonton continues to get ‘A’ grades across the board, it is also showing signs of the growing pains that typically come with runaway economic growth. While the

city’s unemployment remains lower than the national av-erage, it edged up to 5.5 per cent by midyear, a smidgeon higher than Calgary’s 5.4 per cent. An estimated 100,000 Edmontonians currently live in poverty. Nearly a third of these are children, and a majority rank among the ‘work-ing poor’. With population growth continuing unabated at an annual rate of 7.4 per cent, and many failing to attain the salaries they expected, more Edmonton families than ever are facing a cash-strapped holiday season.

Edmonton’s runaway population growth is taking a toll on many of the city’s services, but none are feel-ing it as acutely as the city’s charities. In addition to the strain of rising demand fuelled by population growth, the city’s charitable organizations are also challenged by a shifting demographic and cultural landscape, which, coupled by growing competition for philanthropic dol-lars, is making it increasingly difficult for charities to meet their targets. That, coupled with aging infrastruc-ture and a growing need for new and improved facilities along with payroll challenges fuelled by rising living costs, life for Edmonton’s not-for-profit sector has sel-dom been harder.

Few are better acquainted with Edmonton’s philan-thropic landscape than Sue McCoy. An Edmonton native,

McCoy spent over a decade working in fund development in cities across Canada before returning home to serve as director of development for the Stollery Children’s Hos-pital Foundation in early 2013. In the same year, she was also appointed president of the Edmonton chapter of the Association of Fundraising Professionals (AFP), in which capacity she advances philanthropy and promotes ethical fundraising in the Edmonton region.

McCoy contends that these are both the best of times and the worst of times for Edmonton’s charities. While total do-nations are up, the number of donors is down, with 10 per cent of donors contributing a full 90 per cent of donations. “Typically we expect an 80/20 divide,” she explains. “Having 90 per cent of donations coming from 10 per cent of donors is a bit worrisome. It means that charities are going after rough-ly the same contingent of well-established wealthy donors, and there’s only so much a small group like this can do.”

The challenge for Edmonton’s charities, McCoy ex-plains, is to reach out to the next generation of donors among the current crop of 40-to 60-year-olds, a group that relates to charities in different ways and has different ex-pectations of them. These younger donors, she notes, have wide-ranging demands on their incomes and, while eager to donate to good causes, also have a high demand for ac-



CONTENTS OF THE FESTIVE HAMPER. OPPOSITE PAGE: DARLENE KOWALCHUK


countability from charities, and want to know exactly how their money is being spent. In addition, such donors are less likely than their parents’ generation to be churchgo-ers, and with religious causes still accounting for some 40 per cent of Alberta’s charitable giving, much of the current philanthropic landscape does not apply to them.

This said, McCoy notes that Alberta tax laws are highly advantageous when it comes to charitable giving. “There’s a huge tax advantage here, compared to most other prov-inces,” she asserts. “After the first two hundred dollars, charitable donations are tax deductable by fifty percent. Of course, this doesn’t make a big difference to the wealthy philanthropists who are giving millions of dollars, but for middle-class donors this makes a huge difference. Trou-ble is, a lot of people don’t know about this, especially if they’ve recently moved here from out of province, and it’s our job at the AFP to educate people.”

One of the problems facing Alberta’s charities, McCoy adds, is the high level of demand for financial accountabil-ity. Many charities are run on a shoestring and are barely able to pay their skilled staff a living wage, which results in high staff turnover rates. Additionally, providing steady communication on the minutiae of their spending be-comes a formidable challenge.

“These days people want to know exactly where their mon-ey is going,” she notes. “While this is to be expected, charities are held to a different standard by the public than for-prof-it companies. If ATCO spends 80 cents to generate a dollar in revenue, then nobody blinks. But if a charity spends anything more than 20 cents to raise a dollar, donors get worried. But charities need to be able to pay their people adequately, and the ones that manage are invariably more successful.”

Another problem that in the past has hampered many charities is duplication of services. Part of the public’s in-creased expectation for transparency, McCoy explains, is a demonstration by charities that they are not simply du-plicating services provided by other organizations. On this front, McCoy asserts that Edmonton’s non-profit sector has made great strides. A great example of this, she asserts, is the ATCO/Edmonton Sun Christmas Charity Auction. Held this year from November 4 to 6, this massive campaign helped raise funds for a wide assortment of city charities, including Catholic Social Services, the United Way, the Stollery Chil-dren’s Hospital and the Christmas Bureau. “At the AFP, part of what we do is encourage partnerships between charities,

and there have been some great examples of that in recent times in this city,” McCoy adds.

With the holiday season fast approaching, Edmon-ton’s charities are currently gearing up for their final push for charitable donations. Among these is the Edmonton Christmas Bureau, which provides festive meals for people in need. Unlike many charities, the bureau’s donor target is very much the average Edmontonian, with the typical donation being around $100. According to the Christmas Bureau, some 65,000 Edmontonians are expected to re-quire assistance from charities over the holiday season – an increase of 6.2 per cent over 2013. The vast majority of these, explains campaign director Darlene Kowalchuk, are working people who are not on social assistance, but sim-ply strapped for cash at the end of the year.

“About five per cent of our working population here would be classified as working poor,” says Kowalchuk. “Many of these people are newcomers to Alberta who failed to attain the salaries they were expecting and are burdened with ever-rising living costs.”

With a fundraising goal of $1.8 million for this year, the Christmas Bureau is on track to reach its target, but still needs assistance to get there. “We took a bit of a hit last year due primarily to the southern Alberta floods, but things are looking better this year,” Kowalchuk explains. “Still, needs for our services are up this year due to the city’s surging population growth, and we need all the help we can get. Of course, we’re mainly looking for monetary donations, but those who don’t have the resources to do-nate money can also deliver Christmas hampers to clients, or organize office 50/50 draws and the like. These days, many offices are doing charity drives in lieu of Christmas parties, which is a trend we very much welcome.”

While the communications and logistical challenges are enormous, McCoy and Kowalchuk both maintain that Edmontonians remain a highly charitable people who, without fail, throw themselves behind great causes. “It’s been said before that philanthropy is inversely correlat-ed to economic prosperity, that people get stingier in good times like these, but I’ve seen no evidence of that here,” asserts McCoy. “What we have here is a rapidly changing demographic landscape, and a non-profit sector scram-bling to keep pace with these changes. There’s a lot of money in this city and a strong desire to help those in need. As always, it’s a matter of getting the word out.” BIE


One of the problems facing Alberta’s charities, McCoy adds, is the high level of demand for financial accountability. Many charities are run on a shoestring and are barely able to pay their skilled staff a living wage, which results in high staff

turnover rates. Additionally, providing steady communication on the minutiae of their spending becomes a formidable challenge.


YOU NEED FUELThe latest Industry Canada statistics show that Alber-

ta contributes just over 154,000 small and medium-sized businesses to Canada’s approximate 1,107,540 over-all count. Entrepreneurship is alive and healthy in the province, but before you take the plunge into business ownership, there are a few things you should know.

Entrepreneurship requires is more than passion. You can’t make your idea go by simply being very excited about it. Like a car, it’s not going forward without fuel, and once you fuel it up, you need to keep adding that fuel to stay in operation. For startups, managing and obtaining “fuel” can make or break the company. Many startups fail because they don’t have enough, can’t raise enough, pitch to inves-tors at the wrong time or mismanage the funds they have. To help emerging business owners avoid these pitfalls, Business in Edmonton turned to three sources to learn the ins and outs of investing financially in entrepreneurship.

THE FINANCIAL ADVISOR: GET HELPEdward Jones is a highly successful investment firm

with nearly six million clients in North America. Local Ed-monton advisor Spencer Bennett points out that a helping hand is key to personal and business success.

“Canadians should consider reviewing their finan-cial strategies with an advisor on an annual basis,” says Bennett. “It’s important not only to review goals and ob-jectives, but the advisor can review if the clients are on track to meet those goals.”

As an entrepreneur, an advisor can help you manage those early days when cash is tight by pointing out ways to save, tax breaks, investment strategies, and provide a path for your long-term business and personal goals.

“Part of the annual review should include an insurance review, both personal and for the business, to help ensure that if the business owner were to get seriously ill or in-jured, or if there was an unexpected death, there is enough

INVESTING IN ENTREPRENEURSHIPINVESTING


Three industry experts advise startups about the financial considerations of investing in an idea.

INVESTING IN ENTREPRENEURSHIP


insurance in place to help pay for cost of illness or injury or help provide for the surviving family members. Protec-tion for the unexpected is a critical component of one’s strategy,” Bennett points out. Insurance is something entrepreneurs cannot afford to overlook. Without it, an ac-cident, product mishap, or libel incident can quickly drain the company’s coffers.

THE STARTUP SPECIALIST: FOCUS ON TRACTIONKen Bautista co-founded Startup Edmonton and is the

director of entrepreneurship at Edmonton Economic De-velopment Corporation. He’s the man behind initiatives such as Edmonton Startup Week, The Startup City Project, Students to Startups, and HackLab.

Bautista says, “Entrepreneurship is about much more than self-employment, being your own boss, and making mon-ey. The greatest entrepreneurs and founders start companies to solve problems and build something, and then the other stuff comes. Starting a company is really, really, really hard, so it’s not for everyone. It’s not glamorous at all and the swings are harsh. But often for entrepreneurs, it’s the challenge and journey along the way that provide the greatest rewards.

“When it comes to a startup, founders do what needs to be done to make something happen. Seeing entrepreneurs

on Dragons Den talk about how they invested their life sav-ings into an idea with no traction is tough to watch. That’s why we keep focusing founders on getting customer val-idation/traction in stages so you at least have some data/proof that (a) someone sees value in what you’re building, or (b) you’re building something no one wants. Then you can make decisions to keep moving forward, invest more, restart, pivot, or kill the idea.


1INSURANCE AND ANNUITIES ARE OFFERED BY EDWARD JONES INSURANCE AGENCY (EXCEPT IN QUEBEC). IN QUEBEC, INSURANCE AND ANNUITIES ARE OFFERED BY EDWARD JONES INSURANCE AGENCY (QUEBEC) INC.

KEN BAUTISTA CO-FOUNDER AND CEO OF STARTUP EDMONTON

Ken Bautista co-founded Startup Edmonton and is the director of entrepreneurship at Edmonton

Economic Development Corporation. He’s the man behind initiatives such

as Edmonton Startup Week, The Startup City Project, Students to

Startups, and HackLab.


“In the earliest days, the right investors are invest-ing in the founder more than the idea. They’re looking for passion, obsession about solving a problem, and the ability to build a team. Founders need to recognize that there are different types of investors, different types of capital, and different stages of development. I see founders make the mistake of trying to pitch to ven-ture capital firms when they’re at the pre-seed stage. I’ve also seen investors evaluating early stage compa-nies like they’re later stage investments. Mismatch. My

advice to founders is to always bring proof and some in-dication of traction and momentum when you’re talking to investors. Don’t be afraid to connect earlier and stay in touch, but back it up with data and proof. That always intrigues the right investors.”

THE ENTREPRENEUR: USE AVAILABLE RESOURCES

Localize works with grocery stores to deliver on-shelf information programs that identify where food has come from relative to each retail location. Meghan Dear found-ed Localize in 2011 and now has a team of 10 working with hundreds of retailers in Western Canada.

“The financial barriers that we faced were pretty typi-cal to a startup,” says Dear. “When I started Localize, I had no idea just what the scope of the financial commitment would be. Hiring people, paying yourself, paying rent, hir-


LOCALIZE WINS THE 2014 TEC VENTURE PRIZE. PHOTO COURTESY OF MACK MALE.

MEGAN DEAR, CEO LOCALIZE


ing lawyers and accountants, setting up a website – all of these things are incredibly expensive! Access to capital …can also be challenging.”

Dear overcame these challenges and offers the following advice based on her experience:

“I started Localize with the ‘fail fast’ approach, which meant testing on a small scale before committing to bigger and more expensive endeavours. For me, this involved mak-ing my own website ( just a simple drag-and-drop as I had no web design skills!) and then having a talented designer mock up a label for me. I visited grocers directly with a copy of my label and a list of products and asked them what they thought about my concept and whether they would be will-ing to allow me to put the labels up in their store as a pilot. I heard a bunch of no’s before I found a first partner. That single grocery store gave me the increment of traction that I needed to properly build and figure out my business.

“Revenue is validation. Whether you are selling $1 app downloads, an enterprise-level software service, or a tasty line of dips at the farmers’ market, you need to prove that you can actually make money. Even a small amount of rev-enue on an imperfect product is proof of your trajectory and your operational capacity. It’s tempting for perfec-tionists like me to want to over-build and deliver a perfect product. It’ll never happen, so start selling early!

“Apply for grants, hiring credits and competitions. I

think there are an enormous number of entrepreneurs who don’t actually apply for grants. Grants take work and a lot of commitment to get written, but they are incredibly empowering to overcome financial barriers. Nowadays we are incredibly fortunate to be using a number of grants that are allowing us to accelerate and overcome early risk, in-cluding IRAP and AITF programs. We also won two major competitions this past year (Good Deals Canada, and TEC VenturePrize) and they provided an infusion of cash, but mostly more validation and exposure.

“I don’t propose using a debt tool lightly, but I know that I should have sought out debt financing a little sooner than I did for Localize. As soon as we took a little debt to grow, we took off like wildfire. It was the fuel that we needed to get operational more quickly.”

IN CONCLUSION Running your own business can be very rewarding on a

personal level and financially, but you must be prepared to invest heavily – and this means your time, money and san-ity – to get your business off the ground. Thankfully help is on hand, in the form of financial advisors, startup pro-grams, grants, competitions and more. Before you invest your funds, invest in a realistic plan and make good use of the resources around you. BIE


WAYFINDING DESIGN HAS COME TO

BOMA EDMONTON!

What is wayfinding? Wayfinding is the act of navigating through

an environment. Whether you realize it or not, you encounter and use way-finding numerous times every day. It is the act of wayfinding that gets you from point A to point B.

Enter Pinpoint Creative, an Al-berta-based signage and wayfinding consulting design firm with a rep-utation for effective and original wayfinding solutions.

Founded in 2000 and launched as Applied Solutions, Andy Lucardie and team have recently to re-brand-ed their firm to PinPoint Creative. With a creative ensemble of 26 dedi-cated staff members, they tailor their niche design services to a vast clien-tele including property owners and managers, architects, developers, professional firms, financial organi-zations, governmental agencies, new

construction, retail centres, corpo-rate developments, hotels and resorts, hospitals, recreational facilities, uni-versities, civic buildings, performing arts facilities, temporary and perma-nent exhibitions and more.

Andy and his team take great pride in being a niche design company where success is achieved through dynamic design, experience and cus-tomer service. “We know that a successful project is rooted in a deep understanding of its objectives,” states Lucardie. Through a detailed as-sessment and consultation process, solutions are reached with customized signage and wayfinding programs ac-cording to the specific needs of their clients. From navigational pattern study to informational content to final placement, their approach is unique and rigorous.

In 2007, when the YMCA of

www.bomaedmonton.org | BOMA Edmonton Newsletter | December 2014 1

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Northern Alberta was in the construction phase of the Don Wheaton Family YMCA facility in downtown Edmonton, Andy Lucardie was “encouraged” by the site superintendent to offer his services to the YMCA. Timing was crucial, as the YMCA wanted to open their parkade facility to the pub-lic before completing the construction on the balance of the

facility. Lucardie states that a signage and “wayfinding cam-paign” ideally takes shape at the ground breaking phase of a construction project. In its entirety, it must be a well-planned, organic process that includes gathering the necessary clues and environmental information.

The challenge presented was not only in designing a “wayfinding” strategy to help people orient themselves to in-tuitively find their way in the parkade while construction above ground was in full swing, but to address an addition-al challenge of establishing an entirely new wayfinding sign standard and guidelines for the YMCA. Being the newest fa-cility, the YMCA wanted to showcase their new facility with new a signage and branding standard. This new wayfinding strategy and standard would then need to be implemented across the other YMCA facilities and programs.

Both challenges were met, and today, all of the YMCA of Northern Alberta programs and facilities have a cohesive and well branded wayfinding strategy to assist its members and participants in navigating throughout the various YMCAs.

With each project PinPoint Creative ensures a complete solution that satisfies every requirement of their client’s sig-nage and wayfinding needs while maintaining their brand and creating a positive user experience. It starts with an ex-pert walkthrough where current situations are evaluated and issues are identified. Analysis includes studying circulation

2 December 2014 | BOMA Edmonton Newsletter | www.bomaedmonton.org

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patterns, potential signage placement, messaging content, viewing distances and development of architectural cues and landmarks that support the plan.

The design phase includes guidelines, maps, pictograms, interfaces, manuals and the manufacturing of each sign. When required PinPoint collaborates with approved third-party suppliers and remain involved in every aspect to ensure the signs are completed to their high standards, and are fully engaged from project conception to final realization.

With the slogan “Marking Destinations,” Pinpoint Creative provides signage and wayfinding solutions for a wide variety of industries and applications. With an unwavering passion for design excellence and customer service, team PinPoint ensures that the end user receives clear, effective communi-cation from research and planning to final installation.

Contact a Pinpoint Creative representative today and learn how your organization will benefit from their customized solutions in Wayfinding | Brand management | New and retrofit solutions | Sign maintenance and updatingwww.pinpointcreative.ca

Custom lobby sign system at Bell Tower

Have you ever stopped along a journey and wondered… Where

am I? Where am I headed to? How will I get there? Navigation from place to place is an every day human activity. People tend to use their knowledge and previous experiences to find their way from place to place, but this may be limited to known routes or frequent-ed locations and can limit a person’s exploration of an area. This is where wayfinding can assist. Wayfinding re-fers to the tools a person uses to orient them to a physical space and navigate from place to place. This may include everything from signs, maps, web or mobile applications to landmarks or other environmental cues. Aside from the obvious benefits to an individual trying to find their way, a coordinated and consistent system of wayfinding has much broader benefits for cities and their business community.

One of the benefit areas is around tourism and city image. Navigating a new city or transport system is an el-ement of culture shock that may be experienced by a new visitor. Visitors are not necessarily tourists on holiday, visitors may include business travel-lers or local-strangers who may live in the region but have not visited the area for some time. Getting lost can nega-tively impact the outcome of a business or leisure trip. In fact, a Visitor Survey conducted in Cleveland Ohio in 2012 found that 76 per cent of leisure and 78 per cent of business travelers felt that ease of getting around is important in the decision to visit. Wayfinding can therefore, assist people to easily locate points of interest and gain confidence to venture out and explore more of the city which in turn can improve the ex-

WAYFINDING – THE MANY BENEFITS OF A LEGIBLE CITY

BY TREENA L. SCHMIDT



perience of potential leisure and business travellers and thus improve local business success.

A related benefit area is with place-making and city iden-tity. Wayfinding is part of what the public sees in a city, and indeed may be the first thing a visitor looks for. Not providing information can be seen as not caring for the visitor as much as missing a chance to promote the location. The basic ideas of public relations and advertising a city are linked closely to the tourism and visitor benefits, but wayfinding can extend beyond campaigns to become a part of a city’s identity. A focus on the provision of accurate and reliable information helps improve overall city legibility and can increase visit frequency.

For cities that are seeking to encourage multi-modal trans-portation—walking, biking, public transit, it has been shown that good information helps people to better understand the walkability of an area and can increase customer satisfaction of transit users. For example, a recent survey in Edmonton showed that 57 per cent of on-street respondents suggested wayfinding would encourage them to walk more. In British Columbia, the regional transport body ‘TransLink’ conducts annual customer surveys. In the June 2010 evaluation, the overall system rating by infrequent transit users rose from 49

per cent to 87 per cent in the category of “good to excellent” as a result of the recently implemented wayfinding. Thus, the provision of wayfinding information can support an integra-tion of travel choices and enable more multimodal journeys.

In conclusion, a coordinated consistent wayfinding system has the potential to increase walking and cycling which sup-ports modal shift. It can also help connect people to transit and provides visitors with the confidence to explore. This in turn, contributes to the overall image of a city and can have a positive impact on local business which ultimately contrib-utes to the visitor economy.

For more info on the City of Edmonton Wayfinding Initia-tive visit: Edmonton.ca/Wayfinding.

Treena is a Great Neighbourhoods District Coordinator with the City of Edmonton and Co-lead for the Walk Edmonton (Way-finding) Project.

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With technological advances happening faster than we have ever seen electronic devices quickly become ob-

solete creating the fastest growing waste stream in Canada. In fact the average cell phone has an average life span of 24 months. Think about those old computers, servers, moni-tors, telephone systems and televisions that are collecting dust under your desk or in that storage room. What can be done with obsolete technologies to ensure that they do not go to waste in landfill and the information within electronic devices is secure while disposing of the items in an environ-mentally responsible manner?

eCycle Solutions is an expert electronics recycler and refurbisher and has worked with BOMA Edmonton and com-mercial real estate businesses in Edmonton to ensure secure recycling of electronics since 2007. Proper recycling of elec-tronic waste reduces the environmental footprint by reducing greenhouse gases, keeping hazardous materials such as lead and mercury out of the environment, and recovering precious commodities that alater produced into new consumer goods. Founded in 2005 in Alberta eCycle Solutions Inc. is a private-ly wholly Canadian owned company, and is the nations largest electronics recycler.

Proper certification of your electronics recycling processor is paramount, eCycle Solutions is an approved and auditied processor under the Alberta Recycling Management Author-ity (www.albertarecycling.ca) to ensure that all environmental and security protocols are met in accordance with local, na-tional, and international legislation. In fact eCycle Solutions is certified in each provincial electronics recycling steward-ship program nation wide in addition to ISO 9001, 14001, and OHSAS 18001 at each of our five processing facilies. If your re-cycler is not approved under Canada’s stewardship programs you should ask yourself – why not? At the end of the day your electronics may not be handled in accordance with the law or to your expectations.

eCycle Solutions provides secure electronics recycling services to commercial property managers, government, mu-nicipalities, and businesses of all sizes across Canada. Our services are adapted for your properties and specific business requirements. From initial contact we can provide custom-ized infrastructure, pick up service, asset recovery programs, and secure recycling and destruction. Your electronics will be taken directly from your site to our secure site in Edmonton. On arrival these assets are received and tracked into a unique

load identifier that traces each item from pickup to reciept and final processing.

In the process electronics can be cued in for reformatting and resale or recycling and destruction as per your needs. Electronics destined for reformatting and resale purpos-es are processed with a Department of Defense approved software system that scrambles any information making it unrecoverable, it is then reformatted and resold. Materials intended for recycling and destruction are broken down into their commodities through manual and mechanical processes rendering them completely inoperable. Hazards are removed and all commodities are sent to downstream audited an ap-proved processors.

Look for eCycle Solutions Inc. at BOMA Edmonton events for cell phone and battery recyling at no charge, through your property manager for an electronics recycling round up, or contact us directly for a customized service package to suit your business needs. Additional information on our services and locations can be found on our website at www.ecycleso-lutions.com, by calling toll free at 1.888.945.2611 or emailing [email protected].

Shawn Searle (B.Sc, B.Ed) – Business Development Manager, Western CanadaShawn Searle has been an expert in recycling for 10 years and with eCycle Solutions Inc. for over 7 years. As a board member of the Recycling Council of Alberta he has access to the latest information in electronics and other types of recycling not only in Al-berta but internationally. His electronics recycling experience also has him working with environmental organizations such as the Alberta Recycling Management Authority, Saskatchewan Waste Reduction Council, Electronics Products Recycling Associ-ation, and Alberta C.A.R.E.


ECYCLE SOLUTIONS INC: WORKING WITH EDMONTON COMMERCIAL

BUSINESSES SINCE 2007

secure electronics recycling

Think of the word “security.” Are you imagining a guard or police officer, perhaps an alarm system, closed cir-cuit camera or an electronic lock on a door? Behind

those commonly imagined security devices are computers, software and networks which enable these people to do their jobs. This is where CONTAVA comes in. “We provision and administer the IT infrastructure and software necessary to collect security data and apply the security rules decided upon by management. We monitor the network, look at the security devices and ensure, 24 hours a day, security is playing its role in protecting businesses assets. We are the behind-the-scenes part of what makes a business secure,” explains CONTAVA president Curtis Nikel.

CONTAVA does business in the security vertical of infor-mation technology. “The opportunity which I saw,” says Nikel, “was that the information technology (IT) departments within companies were being asked to take the lead on the procure-ment and the administration of security technologies. This made perfect sense as most companies IT infrastructure existed amongst all of their properties. Armed with the request to pro-cure security, IT departments then began to search for partners

who could explain how security devices would behave on their networks and what the configurations would look like. Further, they needed to ensure these technologies would meet the needs of the security department and allow them to apply those secu-rity rules mentioned earlier. Understanding that IT knows best

C O N T A V A : S E C U R I N G T H E F U T U R E

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CURTIS NIKEL

how to install and manage technology while security knows best how to establish rules and apply them, CONTAVA was cre-ated to bridge the two industries together.”

Nikel’s instinct was right. The doors opened for the business in 2004 and ten years later, the company continues to grow at a rapid pace. “The growth has been fuelled by the passion of our employees, the trust and acceptance within our target markets and the leadership the team has been able to offer our clients,” says Nikel with pride in CONTAVA’s achievements. “There is nothing more important to CONTAVA than our culture and the quality of our people. That’s what drives our success.”

Just how important is protecting client data in this day and age? Very! One needs to look no further than the recent high pro-file cyber attacks on Home Depot and Target. The Home Depot attack alone put 56 million consumer credit and debit cards at risk across Canada and the States. “The cyber attack risk exists for every business,” stresses Nikel. “It’s happening right now as you and I talk. People are trying to hack into networks and ob-tain that confidential data we all store. The concern is we are all moving into everything being networked, from our home alarm to our refrigerators; even one day our cars will report back to the manufacturer when parked in our garages. We are so networked and the risks are enormous, to individuals and companies.”

What’s a company to do? Operate off the grid? That’s impos-sible in a world where your business doesn’t survive if we can’t search for it on Google. “You need to be connected to do busi-ness today, but you also have to protect your data,” says Nikel. “This is where CONTAVA is going. We must be leaders in this

area. To work on client’s networks, businesses need to have cy-ber business policies that protect clients and ensure integrity is never compromised.”

Canada was more than ready for CONTAVA. Their first large project was University of Alberta’s Enterprise Square in 2006. “That project gave us an opportunity to work with a well-known builder and electrical contractor. It also gave us the opportunity to on board proficient technical people and create a solid foun-dation for business in Edmonton,” says Nikel.

Many more high profile projects quickly followed, including work for the City of Calgary’s LRT system. This project show-cased the full cross section of CONTAVA’s talents, including data

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networking, fibre optics, video storage, a command and control center, engineering, electrical work and ongoing support.

In Edmonton, CONTAVA recently completed the upgraded command and control center for the LRT and is applying its security technology in many of the construction projects un-derway in the downtown area.

Today, CONTAVA works across Canada. Its clients have properties and employees working east to west and CONTAVA’s employees are right there supporting their needs. CONTAVA technology, in the hands of the security professionals, allows millions of people to go safely to work, unlocks and locks thou-sands of doors, and archives hours of video for investigations. While you’re not at work, CONTAVA technology is protecting

your workplace so you have one to return to the next day. “The CONTAVA difference is that we only focus on security,”

Nikel explains. “We are security professionals; we employ pro-fessional engineers and perform design services for our clients. Our staff of university and college graduates combine to offer a very high IT IQ to our clients and allows us, as a team, to de-liver on many complex opportunities. We are the only security integrator this committed to the industry in Canada. As a full-fledged engineering company, we often earn the opportunity to work with others to be part of the early design on client’s facilities. This early planning ensures our clients receive a well-functioning and secure building.

“Once on board with CONTAVA, our staff receives industry-

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specific, ongoing education. We are committed to staff that are likeminded to learning, have a passion for security and for mak-ing the community a safer place. We have a set of corporate val-ues that we live by, and we expect our employees to live by them as well. Wellbeing, integrity, respect, creatively, accountability and passion can be found in all of our people. We are all focused on delivering results that make a difference.”

CONTAVA also makes a difference in the community. “CON-TAVA’s culture is one of fun, respect and continuous learning,” smiles Nikel. “We get involved in many activities, both indi-vidually and corporately. There is not a day that goes by when someone posts a fundraiser or charitable event on our compa-ny’s intranet.” CONTAVA’s charitable participation includes the ALS Ice Bucket challenge and 630 CHED’S Santa’s Anonymous, among many others.

One charitable organization that is very dear to Nikel is Crime Stoppers. He is the second generation president of the Edmonton and Northern Alberta chapter. “The value Crime Stoppers provides communities in Alberta is unbelievable,” he points out. “I recently met with the Edmonton Police Service

and the RCMP. In both cases, the senior officials had tremen-dous respect for what Crime Stoppers provides them by way of intelligence and how it offers anonymity and information.”

This year, Nikel won a well-deserved Leaders of Tomor-row award and he’s poised to keep the company on its path of growth by adding new client-centric services. He also wants CONTAVA to continue as an employer of choice in the indus-try. He’s thankful to his clients, staff and many supporters, both personal and professional. “Building a business is a team effort and you need to work with individuals and groups inside and outside of your wall to achieve this.”

Nikel’s philosophy ensures CONTAVA and his team have a bright future forecast. “Think big,” he says in closing. “You only get what you ask for in life.” CONTAVA asked for, and received success; but it’s not an inward-focused success.

#104, 4103-97 Street Edmonton, AB, T6E 6E9

Ph: 780-434-7564 • Fax: 780-435-2109

Jasper, Alberta. It’s a place of beauty in all seasons, sought by tourists all over the world. From the pristine lakes to the ma-jestic mountains, a visit to Jasper means nourishment for the

body, mind and soul. Those familiar with Jasper know to make res-ervations far in advance of any long weekend to ensure a place to stay. Those in the know make those reservations at a Decore Hotel.

The Tonquin Inn and Maligne Lodge have long been staples of the Jasper experience. How they came to be? Well, that’s a story 50 years in the making.

The Decore family’s interest in the area goes back to the early ’60s when John Decore was starting his career as a lawyer. He had a client, Mr. Diamond, who was selling his Jasper motel. Mr. Decore made the purchase and Diamond Motel became the family’s first resort property.

The Decore family were always movers and shakers. John’s fa-ther, a Liberal member of parliament, was a close friend to Lester B. Pearson (and, little known fact, was the one who nominated him to be leader of the Liberal Party of Canada, becoming Can-ada’s 14th Prime Minister five years later). John’s brother, Lau-rence, was Edmonton’s 31st mayor. John and his two brothers, Laurence and Leighton, were the third generation to run their grandfather’s law firm. When the trio succeeded to ownership, they renamed the firm Decore & Company.

Though they loved building a dynamic law firm, Laurence and Leighton could see the potential of Jasper and felt the time was right to build another hotel in Jasper – the Tonquin Inn. John Decore bought the Tonquin from his brothers in the ’70s.

John’s wife, Maureen, was in from the start. Maureen saw to the customer service, and as a longstanding patron of the arts, designed how the properties looked and felt from floral land-scaping, to luxurious linens, to the soft colours in each room.

“Our parents always had people visiting us at home and our mother wanted every customer to feel that staying at a Decore Hotel property would be like staying in your own home,” says Karyn Decore, daughter of John and Maureen and the president of Decore Hotels. “Following in the footsteps of my grandfather, fa-ther and uncles, I decided to also pursue a career in law and joined Decore & Company in the late ’80s. While I enjoyed law, I wanted to do something different and was on my way to Vancouver when my father said ‘Karyn, we have these two hotels in Jasper, maybe you could help out.’ That was about 25 years ago and I’m still there!”

Karyn’s introduction to the world of Jasper accommodations started early. She was cleaning rooms in the Tonquin at 12 and each summer, progressively performed more and more tasks at both the Diamond Motel and the Tonquin Inn. “Those summer

jobs helped me pay for my education, and being in Jasper satis-fied my athletic interests – ski racing, mountain biking, run-ning, and more. I have been on every trail in Jasper and can say, there is nothing like it anywhere else in the world.”

She wasn’t the only one. Karyn’s sister, Nicole, started her summer work at the Jasper properties when she was 13 and in between making beds and cleaning bathtubs, the girls would hit the trails on their bikes or jump into one of the many icy lakes for a refreshing swim.

“Jasper is the largest national park in the Canadian Rockies. It’s where wild animals roam freely and comprises of spectacu-lar mountain ranges, lakes, rivers and hundreds of kilometres of hiking trails. Jasper prides itself on maintaining ecological integrity for future generations and we are incredibly fortunate to experience this firsthand,” says Nicole.

Decore Hotels | 50 Years | Page 1

Decore Hotels: 50 Great YearsBy Nerissa McNaughton

Karyn and Nicole Decore

Maureen and John Decore

Not long after Karyn started working in the family’s hotel business, she and her father decided to rename the Diamond Motel. It became Maligne Lodge in honour of one of the world’s most photographed lakes, Maligne Lake.

Sadly, John passed away in the mid-’90s, and Maureen in early 2007. Decore Hotels is now owned and managed by sisters Karyn and Nicole. “We have a great partnership and an even

better relationship as sisters,” smiles Nicole. The hotels themselves are as engaging as their owner’s history.

Jasper, a major tourist destination, has several very high-priced accommodations. The Decore’s, however, wanted everyone to be able to experience and love Jasper the way they did.

“Having two mid-market hotels, the Tonquin Inn and Ma-ligne Lodge, helps make Jasper accessible by a broad range of travellers. We believe this is one of the reasons we have guests visiting us from all over the world,” says Karyn. “Even as a mid-market hotel, we provide high-end amenities – pillow top mat-tresses, excellent linens and towels, etc. This makes the guest experience that much better and is why we have so many repeat clients at both locations.”

With their desire for customer service and providing some-thing unique for Jasper travellers, Karyn and Nicole were excited for the recent opening of the WickedCup at the Maligne Lodge.

Karyn explains, “With the opening of the WickedCup, we have brought Canada’s best organic coffee and tea experience to Jasper. It started as the decision to purchase a cappuccino machine, and quickly grew to a very large investment into an outstanding speciality coffee and tea shop. The Wicked-Cup offers organic specialty coffee, and organic teas from around the world that have no artificial colours, no artificial

1400 Canadian Western Bank Place, 10303 Jasper Avenue, Edmonton, ABPhone: 780.421.1818 • Fax: 780.429.4453 • www.ogilvielaw.com

Congratulations Decore Hotels on your 50th Anniversary!

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flavours and no sugar added – it is truly 100 per cent organic and tastes amazing. We have great breakfast and lunch food items, and after a day outside in Jasper National Park, you can enjoy wine, craft beer and tapas. Nicole and I travelled to Britain, Ukraine, Vietnam, Central Java and Bali to se-lect hundreds of handcrafted retail items and tea wares from around the world. We have just launched wickedcup.ca for worldwide delivery of our organic coffee and tea. We are having a lot of fun with this and are excited to expand the WickedCup into other areas.”

As important as business success is, it is equally important to give back to the community – something learned by seeing Mau-reen Decore’s active involvement as president of the Citadel The-atre. Karyn and Nicole feel it is important to support the commu-nities in which they work and live. Decore Hotels matches every dollar donated by clients booking rooms on their website and directs the funds to the numerous kids’ charities they support. Their passion is to support charitable organizations that benefit children, such as the Jasper Freestyle Association, several hockey teams, Little Warriors and Kids with Cancer.

Decore Hotels says a special thank you to the numerous team members whom they have worked with over the past 50 years and made the properties such a success. “The combined effort of our incredible team has allowed thousands of people from around the world enjoy the Canadian Rockies while staying at a Decore Hotel,” the sisters confirm.

Congratulations on a 50 great years from all of those that ap-preciate the many contributions Decore Hotels has made to Jas-per and the kids in our communities.

Edmonton Office - 10265 97 Street NWTel.: (780) 421-8555 • Fax: (780) 421-8559

Calgary Office - 602 Manitou Road SETel.: (403) 571-8555 • Fax: (403) 571-8559

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David Kent builds a respected Edmonton real estate development firm, one location at a time.

Nearctic is an Edmonton-based property manage-ment and development firm with industrial, residential and com-mercial properties in its portfolio. Founded by David Kent in 1979, Nearctic is proud to celebrate 35 years of business. The man, and the journey, behind Nearctic are both fascinating and inspirational.

At one point in his life, David Kent had all the odds stacked against him. That point was when he arrived from Fredericton, New Brunswick and got off the bus in Fort McMurray. In ad-dition to it being a cold, unpleasant day, he had misjudged his stop and disembarked far from where he wanted to be. Unset-tled, chilled, without prospects, with just $11.35 in his pocket and only coffee for breakfast, Kent took his first step forward – and set the momentum that would span the rest of his career.

While those odds would have sent a lesser man back to the life he knew and loved back east, Kent simply took a deep breath, walked down the hill to where people were hiring and landed a pipeline building job that afternoon. For the next few years, Kent stayed in Fort McMurray, working as a labourer during the day and a bouncer at night, while also completing night courses on how to read plans. He was on the go 18 – 20 hours a day, seven days a week. His friends took bets on when he would collapse. Even though the heavy workload and lack of sleep would eventually force Kent to slow his pace, he beat the odds again, outlasting the bets placed by his friends and colleagues.

Nearctic’s first property, and the base of their operations,

is Nearctic Plaza on the west side of Edmonton. This beauti-ful property and its collection of buildings showcases the hall-marks of each location in the Nearctic Group portfolio: clean, well-maintained, expertly landscaped with Alberta-based plants, and appealing outdoor gazebos for when the tenants or their clients need a little fresh air.

In 1983, Kent made waves in the industry by purchasing Camrose’s Duggan Mall. “Alberta was in the doldrums of the National Energy Program,” Kent explains. “Everything was go-ing backwards.” Despite the economy’s downturn, Nearctic dug the mall out of receivership and showed a profit in just eight months. “It needed to be reworked and turned around. I did that as a managing partner,” he explains.

Duggan Mall isn’t the only time Kent has sent shockwaves of surprise rippling through the industry. When he set his sights on Nexus Business Park, it wasn’t just his colleagues question-ing his decision. It was also his friends and family. Basically, they questioned his sanity. Kent, however, saw beyond the fact that the Park had no direction, that the tenants included a flea market and that others had written off the area as undesirable. Instead, Nearctic invested 3.5 million dollars into the property and turned it into a multiuse business park.

The result was stunning. Expert craftsmanship inside and out is seen in the tiled main corridor, the indoor water feature, and the high class finishings. Professional tenants flocked to the new development. “Humbly, I would suggest being a contributor to that area,” says Kent with a modest smile.

The Nearctic Property Group Celebrates 35 Years

35 YEARS

By Nerissa McNaughton

Nearctic Group | 35 Years | Page 1

Back L-R: Mike Wolsey, Chris Ohana, Patrick Adams, David Kent, Roger Kozun, Guy St. Germain.Front L-R: Tiffany Lorenz, Gina Hritcu, Kemala Skoric, Hongyu Liu, Mylene MagsinoPhoto Credit: Terry Bourque Photography

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Congratulations to David Kent and his team at the Nearctic Group on 35 years of success.

Sheppard Insurance and Risk Management Inc. is proud to be your provider of Insurance Brokerage and Risk Management services since 1998.

We look forward to being a part of your continued success for many years to come.

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Nearctic did it again with Compton Court. “When we closed on the property in 1996, it was 65 per cent vacant,” informs Kent. “Today it is contributing to the community.” Compton Court went on to win awards for Communities in Bloom and has been publically recognized for its attributes.

Another example? Cavell Court Apartments in Jasper. This 220-unit apartment complex was underperforming despite be-ing in a town known to attract people from all over the world. Nearctic didn’t just turn that property around, they set the stan-dard for future developments in Jasper. “We had two months with Parks Canada,” Kent says of the many discussions they had regarding blending the property with Jasper’s natural beauty. “We were extremely proud to take Cavell Court from where people lived as a last resort to where people actively chose to live during the ’90s.”

How does he do it? How does Kent see a gem where others see a dull rock? How does he find and save these properties time and time again? To Kent, it isn’t a secret. “I always say, if there’s that much manure in here, there’s got to be a pony.” He finds that pony every time.

The Nearctic difference doesn’t stop when the property is found, renovated or built. “We spend one third to one half of our life at work, so we must be proud of where we work and have a nice working environment,” says Kent. To this end, Ne-arctic ensures the properties are highly desirable, both inside and out. Special attention is paid to the landscaping, making a calm, inviting atmosphere that stays with you as you enter the building.

“We also specialize in customer service,” confirms Kent. “We provide that personal touch. You can easily get in touch with me or any of the vice presidents. We have always managed our own properties. There is no property manager to hide behind.

Our tenants appreciate that they can speak directly to us. We always treat people’s apartments as though it is their home. On the commercial side, we make sure that our buildings are never an impediment to our tenant’s making money. We treat our ten-ants well and we have been rewarded with loyalty from both residential and commercial clients. Some have been with us for over 25 years.”

But that’s not all.“We seldom sell our properties,” Kent continues. “We take

less of a return to make our holdings long-term. We make sure

35 YEARS

Nearctic Group | 35 Years | Page 2 Nearctic Group | 35 Years | Page 3

Vantage Business Park completed Spring 2014Photo Credit: Ian Grant Photography

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something changes favourably in our buildings each year, be it an electrical upgrade, landscaping, etc. We are privately owned and we are local. Edmonton is home for us.”

The cold, hungry, broke young man that stepped off the bus over three decades ago has come a long, long way. Kent could have stepped back on that bus. He could have looked at that $11.35 in his pocket, felt how cold, scared and hungry he was and told himself that he had made a big mistake. But he didn’t do that. He saw the potential in his situation and he got to work. He never stopped seeing potential, even when the economy slumped, his purchasing decisions for properties went unsup-ported, or when he was the last one in the office long after ev-eryone else got to go home. Now, as he looks around his cosy of-fice that is decorated on each floor with stunning Inuit carvings, walks past the team he gratefully calls “winners”, and sees how Nearctic properties bolster individuals and neighbourhoods alike, Kent has time to ponder a well-earned, relaxing future.

But, of course, this man on a mission isn’t ready for all that relaxing just yet.

“Instead of winding down, as I should be, I seem to be wind-ing up!” he laughs. Looks like Nearctic is ready for another 35 years of success.

35 YEARS

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Nearctic Group | 35 Years | Page 2 Nearctic Group | 35 Years | Page 3

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Nearctic Group | 35 Years | Page 4

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JAMES CUMMING

REFLECTIONS ON A GREAT YEAR BY JAMES CUMMING, PRESIDENT AND CEO, EDMONTON CHAMBER OF COMMERCE

As I look back over the past year, it has certainly been a busy time for the Edmonton Chamber of Com-

merce. We have been working hard to earn our members’ loyalty and build on our reputation as the voice of busi-ness in Edmonton.

Our membership team has been actively working to en-hance the membership experience. Over the past year, we have endeavored to respond to the needs of our members by providing services and events that appeal to the diverse businesses that comprise the Edmonton Chamber. We are extremely grateful for the support this year as we have seen many sold out events.

There has been an increased effort to connect with all of our members directly and more often. Member input through surveys and direct contact is extremely valuable and I encourage members to continue to make their views known to our team.

One of the key pieces of feedback has been a request from members for events that educate and inform members about trending issues and solutions. In 2015, members can expect to see new events and sessions designed to keep our businesses updated with expert information and insight on the issues that make a difference to the bottom line.

Improved member services include a thorough revision of our member perks and affinity partner programming. The most popular discount programs will remain, with new and valuable programs coming in 2015. The Edmon-ton Chamber is also striving to make it easier to retain your employees and will be providing programs for no-cost and low-cost employee perks for your team to access.

Along with our services and events, we continue to ad-vocate for members and put forward policy positions to all levels of government. You may have noticed that the Ed-monton Chamber has been a visible advocate on a variety of issues that are important to businesses both large and small. We have been firm in our position that Alberta needs tide-water access for the export of our commodities and finished goods. We recognize the importance of access as the energy sector is the driver of the Albertan and Canadian econo-mies. We took further action by meeting with the Vancouver

Port Authority to better understand their mandate and any barriers there may be for expanded port access.

Regional cooperation is another important issue that we took a thoughtful position on. Our belief is that the region needs to market itself both collectively and look for fur-ther efficiencies and long-range planning. The Edmonton Chamber wanted to create discussion around this topic and we now see some results of this effort with the Capital Region Board calling a summit on economic development for the region. A good first step.

We presented several policy positions at the Canadian Chamber at their annual policy meeting, including a posi-tion for the EI Board to have a governance structure that better represents employers and the funding they provide. We also presented a resolution that supports the creation of transportation utility corridors with the desired out-come of creating greater certainty for market access.

As I wind down my term as CEO of the Edmonton Chamber, I can tell you that I am extremely proud of the work our team does on your behalf. They understand the importance of the Edmonton Chamber and how our pro-grams and voice can lead to a better business environment now and in the future.

There has been an increased effort to connect with all of our

members directly and more often. Member input through surveys and direct contact is extremely

valuable and I encourage members to continue to make

their views known to our team.


Framing Succe�by Honouring Northern Lights Award Winner All Weather Windows – Gord Wiebe, CEO

The 2015

Friday, January 30, 2015Shaw Conference Centre 9797 Jasper Avenue

Doors: 6:00 p.m.Program: 7:00 p.m.Dress: Black Tie or Business Formal

TicketsMembers: $245.00 per person + GST Non-Members: $320.00 per person + GST

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The 13th biannual Homeless Connect Edmonton on Sunday, October 19th, provided 1,500 community

members in need with access to nearly 70 services in one safe and accessible location, the Shaw Conference Centre. The event, the largest of its kind in Canada, supports the City of Edmonton’s 10 year Plan to End Homelessness.

Service providers, supported by 300 community volun-teers, provide essential and dignity-enhancing services such as housing information, clothing, laundry services, dentistry, haircuts and a hot meal to those in need. The fall event is particularly important as winter approaches and the temperature drops.

As a founding partner of Homeless Connect, hosting Homeless Connect events twice a year since 2008 makes sense for the Shaw Conference Centre. “Convention centres are meant to benefit the social, educational and economic environments of their communities,” explains Cliff Higuchi, vice president and general manager of the Shaw Conference Centre. “As a community hub, the Shaw Conference Centre provides service to the public, in this case by leveraging our space and event expertise

to help Edmontonians who are homeless or at risk of be-coming homeless.”

Homeward Trust coordinates Homeless Connect through collaboration with Edmonton Economic Devel-opment, Shaw Conference Centre, the United Way of the Alberta Capital Region, and community leaders represent-ing various sector organizations and agencies.


EDMONTON.COM

HOMELESS CONNECT REACHES 1,500 PEOPLE IN NEED WITH CONVENIENT ACCESS TO SERVICES

FOSTERING A SENSE OF COMMUNITY AT HOMELESS CONNECT. PHOTO COURTESY OF EDWARD ALLEN.

THE HAIRCUTTING STATION IS ALWAYS POPULAR AT HOMELESS CONNECT EVENTS. PHOTO COURTESY OF EDWARD ALLEN.


EDMONTON.COM

EDMONTON FILM PRIZE AWARDED TO ANTISOCIAL LIMITED

Out of 28 films nominated for the 2014 Edmonton Film Prize, the top honour went to Edmonton Film maker

Rosie Dransfeld for her documentary “Antisocial Limited.” The film centres on Ojibway Chris Hoard, a streetwise ex-convict who wants to escape abuse, crime, addictions, racism, and lies.

Presented October 1st at the Edmonton International Film Festival by the Edmonton Arts Council (EAC) and the

Edmonton Film Commission, the $10,000 prize was intro-duced in 2012 by the EAC, to recognize an Edmontonians’ excellence in film making.

The jury included 2013 Edmonton Film Prize winner Kyle Armstrong; 2012 co-winner, Niobe Thompson; FAVA Executive Director Dave Cunningham and Manitoba based producer Rhonda Baker.

Our Edmonton Tourism team and their partners at EIA and the City of Edmonton have several huge

accomplishments to celebrate. At Travel Alberta’s Alto Awards on October 20, 2014, Edmonton was recognized with two marketing awards: Excellence in Marketing over $50K for Edmonton Tourism’s cheeky Winter in Ed-monton campaign, and the 2014 Marketing Partnership Award For Edmonton International Airport’s collabo-ration with Icelandair and Edmonton Tourism for the Icelandmania campaign.

Working closely with the WinterCity Advisory Com-mittee and drawing from the award-winning WinterCity Strategy, Edmonton Tourism’s winter campaign had two simple goals: to celebrate the season and embrace daily living in a cold climate, and to promote Edmonton’s great northern story locally, nationally and internationally.

With social and online media as the focus of the cam-paign, Edmonton Tourism and DDB Canada produced edgy ads promoting winterinedmonton.com and #Ex-ploreEdmonton. Instagrammers posted pictures of themselves enjoying winter in Edmonton in hopes of win-ning a coveted gold toque. As a result, Edmonton Tourism exceeded their goal for unique web visits and referred 37 per cent of those visits to partners’ websites.

“Edmontonians used to lament about how gruelling winter is but we’ve changed. Now we say, bring it on!” says Maggie Davison, vice-president, Edmonton Tourism. “This campaign shows Edmonton is a true winter city des-tination worth embracing.”

The Edmonton International Airport was also recognized for their partnership with Icelandair and Ed-

monton Tourism. Their strategy brought together leaders in Edmonton and Iceland, and used social media, con-tests, radio campaigns and digital promotion to market the new direct flight.

Marketing efforts paid off. The original date to com-mence flights was pushed ahead three weeks, and quickly shifted from 41 weeks per year to year-round service. More flights were added due to high demand for the new service. EIA also showed a 9.7 per cent increase in international travel since the launch and hotel occupancies are up from 2013 numbers. Our collaboration has only just begun as EIA, Edmonton Tourism and Icelandair seek to create a festival exchange between Edmonton and Reykjavik.

“The Icelandair flight is an important gateway that connects more than 20 European cities through Iceland. Promotion of the flight is integrated into Edmonton Tour-ism’s sales activities and missions.

The relationship with Edmonton International Airport and Icelandair is part of an overall strategy, and is a true re-flection of effective collaboration between partners,” says Davison.

In addition to the recently awarded Alto Awards, Ed-monton Tourism, in partnership with DDB Canada and Tribal Worldwide, is a finalist for a Canadian Marketing Association (CMA) Award for ExploreEdmonton.com, with the winner to be announced at the 2014 CMA Awards Gala on December 5. Edmonton Tourism’s website has also been recognized by Communication Arts as Webpick of the Week, and by Applied Arts magazine as the 2014 interactive media award winner in the category of enter-tainment, arts and tourism.

EDMONTON RECOGNIZED FOR MARKETING EXCELLENCE AS COLLABORATIVE EFFORTS TO MARKET

EDMONTON PAY OFF

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December 2014 Business in Edmonton

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