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SPAR Clients Location Type Business SPAR Services
SPAR Clients Location Type Business SPAR Services ABS Consulting Virginia Marine Consulting Firm Cost Estimating ADI Limited Australia Shipyard: New Construction & Repair Cost Estimating Allen Marine Alaska Shipyard: New Construction & Repair SPAR EVM Systems ASC Shipbuilding Pty, Ltd Australia Shipyard: New Construction & Repair Cost Estimating Avascent Washington, DC Strategy & Management Consultant Cost Estimating Avondale Shipyards Louisiana Shipyard: New Construction & Repair R&D, Cost Estimating Bath Iron Works (BIW) Maine Shipyard: New Construction & Repair R&D, Cost Estimating Bay Shipbuilding Company Wisconsin Shipyard: New Construction & Repair SPAR EVM Systems Bender Shipbuilding Company Alabama Shipyard: New Construction & Repair SPAR EVM Systems Bethlehem Shipyard (BethShip) Maryland Shipyard: New Construction & Repair R&D BMT Designers & Planners Virginia Naval Design & Engineering Firm R&D, Cost Estimating BMT Design & Technology Australia Naval Design & Engineering Firm Cost Estimating Bollinger Shipyards Lockport Louisiana Shipyard: New Construction & Repair Cost Model Canada: Canada Coast Guard Canada, Ont. Canadian Government Cost Est. & EVM Monitoring Canada: Royal Canadian Navy Canada, Ont. Canadian Government Cost Est. & EVM Monitoring China Shipbuilding & Offshore International Co.,Ltd. China University Maritime Studies SPAR EVM Systems Collingwood Shipyards Canada, Ont. Shipyard: New Construction & Repair SPAR EVM Systems Computer Sciences Corporation Virginia Naval Design & Engineering Firm Cost Estimating Coopers -
Team Effort at IPP • Working on the Largest Building in NB • • Alt Hotel • Shipping Steel to Texas (Then Peru) • Recognition Dinner • Pg.6 Pg.19 Pg.31
fall & winter 2013 The biannual newsmagazine of t he OSCO Construction Group OSCO construction group • Team Effort at IPP • Working on the Largest Building in NB • • Alt Hotel • Shipping Steel to Texas (then Peru) • Recognition Dinner • pg.6 pg.19 pg.31 What’s Inside... fall & winter 2013 3 Message from the President 30 Harbour Bridge Refurbishment, Saint John, NB priorities profiles 31 Group Safety News 21 Customer Profile: Erland Construction 32 OSCO Environmental Management System 24 Product Profile: Precast Infrastructure 33` Information Corner 33 Sackville Facility Renovations public & community 34 Touch a Truck projects 34 NSCC Foundation Bursary Award 4 Irving Pulp & Paper, Saint John, NB 35 Steel Day 6 Kent Distribution Centre, Moncton, NB 35 National Precast Day 8 Alt Hotel, Halifax, NS 36 Pte. David Greenslade Peace Park 9 Non-Reactive Stone at OSCO Aggregates 10 South Beach Psychiatric Center, Staten Island, NY people 11 Irving Big Stop, Enfield, NS 37 Event Planning Committees 12 Lake Utopia Paper, Lake Utopia, NB 37 OSCO Group Bursary Winners 14 Irving Oil Refinery, Saint John, NB 38 Employee Recognition Dinner 16 Jasper Wyman & Son Blueberries, Charlottetown, PE 40 OSCO Golf Challenge 17 Shipping Steel to Texas (& Peru) 40 Retirement Lane Gary Bogle, Gary Fillmore, Roland Froude, Raymond Goguen, Joyce 18 Rebar, misc. projects Murray, Raymond Price, Dale Smith, Brian Underwood, Alfred Ward 19 Pier 8 & Fairview Cove Caissons, Halifax, NS 42 National Safety Award for Strescon 20 3rd Avenue, Burlington, MA 42 Group Picnic 22 Miscellaneous Metals Division, update 43 Fresh Faces 22 Ravine Centre II, Halifax, NS 43 Wall of Fame 23 Hermanville Wind Farm, Hermanville, PE 43 Congratulations 29 Cape Breton University, Cape Breton, NS 44 Our Locations OSCO 29 Regent Street Redevelopment, Fredericton, NB construction 30 DND Explosive Storage Facility, Halifax, NS group CONNECTIONS is the biannual magazine of the OSCO on our cover.. -
Falling Short: Suboptimal Outcomes in Canadian Defence Procurement
University of Calgary PRISM: University of Calgary's Digital Repository Graduate Studies The Vault: Electronic Theses and Dissertations 2018-09-26 Falling short: suboptimal outcomes in Canadian defence procurement MacMillan, Ian MacMillan, I. (2018). Falling short: suboptimal outcomes in Canadian defence procurement (Unpublished doctoral thesis). University of Calgary, Calgary, AB. doi:10.11575/PRISM/33132 http://hdl.handle.net/1880/108780 doctoral thesis University of Calgary graduate students retain copyright ownership and moral rights for their thesis. You may use this material in any way that is permitted by the Copyright Act or through licensing that has been assigned to the document. For uses that are not allowable under copyright legislation or licensing, you are required to seek permission. Downloaded from PRISM: https://prism.ucalgary.ca UNIVERSITY OF CALGARY Falling short: suboptimal outcomes in Canadian defence procurement by Ian MacMillan A THESIS SUBMITTED TO THE FACULTY OF GRADUATE STUDIES IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF DOCTOR OF PHILOSOPHY GRADUATE PROGRAM IN MILITARY AND STRATEGIC STUDIES CALGARY, ALBERTA SEPTEMBER, 2018 © Ian MacMillan 2018 Abstract Why do Canada’s military procurement projects often fall short of their primary goals? Otherwise known as a suboptimal result, defence acquisitions regularly fall short of established delivery schedules, accruing cost-overruns, sometimes resulting in cancellation of key materiel. One-hundred percent of the twenty-five Major Crown Projects at the Department of National Defence have experienced delays in achieving key milestones. Aside from cost, suboptimal results are injurious to Canada’s tri-force military. Fortunately, the matter has not gone unchecked. A fairly recent surge in procurement research has generated a critical mass of Canadian-focused literature. -
The Readiness of Canada's Naval Forces Report of the Standing
The Readiness of Canada's Naval Forces Report of the Standing Committee on National Defence Stephen Fuhr Chair June 2017 42nd PARLIAMENT, 1st SESSION Published under the authority of the Speaker of the House of Commons SPEAKER’S PERMISSION Reproduction of the proceedings of the House of Commons and its Committees, in whole or in part and in any medium, is hereby permitted provided that the reproduction is accurate and is not presented as official. This permission does not extend to reproduction, distribution or use for commercial purpose of financial gain. Reproduction or use outside this permission or without authorization may be treated as copyright infringement in accordance with the Copyright Act. Authorization may be obtained on written application to the Office of the Speaker of the House of Commons. Reproduction in accordance with this permission does not constitute publication under the authority of the House of Commons. The absolute privilege that applies to the proceedings of the House of Commons does not extend to these permitted reproductions. Where a reproduction includes briefs to a Standing Committee of the House of Commons, authorization for reproduction may be required from the authors in accordance with the Copyright Act. Nothing in this permission abrogates or derogates from the privileges, powers, immunities and rights of the House of Commons and its Committees. For greater certainty, this permission does not affect the prohibition against impeaching or questioning the proceedings of the House of Commons in courts or otherwise. The House of Commons retains the right and privilege to find users in contempt of Parliament if a reproduction or use is not in accordance with this permission. -
National Shipbuilding Procurement Strategy: Charting the Course
Cover photo: A Canadian submarine manoeuvring in the vicinity of the Halifax Naval Dockyard. Photo courtesy of Department of National Defence National Shipbuilding Procurement Strategy: Charting the Course Maritime Security Occasional Paper No. 17 Edited by Ian Wood Prepared by Tim Dunne © Centre for Foreign Policy Studies, Dalhousie University, Halifax, Nova Scotia, 2014. PART THREE: THE CANADIAN SURFACE COMBATANT Table of Contents What the NSPS has Delivered Ian Parker . 37 The CSC Statement of Requirements: Pushing the Envelope LIST OF ACRONYMS . i Eric Lerhe . 47 INTRODUCTION . 1 Value Propositions and NSPS: A Canadian EXECUTIVE SUMMARY . 3 Success Story? SUMMARIES OF PANEL PRESENTATIONS . 13 Kevin Arthurs, Lockheed Martin Canada . 53 PART ONE: SPECIAL PRESENTATIONS Canada’s NSPS Successes and Transitioning Joint Support Ship to CSC Challenges Brian Lavigne . 15 Jerry McLean, Thales . 58 Arctic Offshore Patrol Ship Improving Economic Outcomes: Value Lieutenant-Commander Jamie Sangster . 17 Proposition Considerations Scientific/Research Implications of Rich Billard, MDA Corporation . 61 the AOPS Jim Hanlon . 18 CONCLUDING REMARKS . 63 WORKSHOP PROGRAMME OF EVENTS . 65 PART TWO: NSPS: CURRENT PROGRESS AND ABOUT THE PRESENTERS AND CHAIRS . 67 POTENTIAL FUTURE CHALLENGES CANADIAN NAVAL REVIEW LATEST ISSUES . 75 Budget 2014, the CFDS Reset and the Impact on the NSPS David Perry . 20 Key Industrial Capabilities and the NSPS: Sailing toward Global Leadership Yan Cimon . 22 Independent Cost Estimating at the Parliamentary Budget Office Erin -
Marine Industry Advisory Committee Summary Report Halifax Meeting
Marine Industry Advisory Committee Marine Industry Advisory Committee Summary Report Halifax Meeting - March 26, 2019 Prepared by Public Services and Procurement Canada Marine Commodity Management Office 1 Marine Industry Advisory Committee Executive Summary The MIAC is a DG level committee with membership from PSPC, DND, CCG, RCMP, ISED, Transport Canada, six marine related industry associations plus five market segment participants. This report covers the deliberations and outcomes of the first MIAC meeting held March 26, 2019 in Halifax with takeaways in the following areas of discussion: Situational awareness: • Accelerated Small Vessel Construction (SVC) & Repair, Refit and Maintenance (RRM) tempo for Industry and GoC Industry needs better visibility on proposed refit or SVC timelines • Challenge for GoC to adhere to planned schedules while meeting operational requirements • Challenge for GoC to develop comprehensive work packages prior to work period Industry and GoC need better situational awareness of vessel condition • Challenge in attracting and retaining skilled labour for Industry • Challenge in retaining & growing technical expertise in partner departments Need for a HR working group to assess scope and solutions to marine HR challenge Performance based logistics: • Socialization of the concept of sustainment Interest by Industry Vendor performance management: • Socialization of the concept of VPM Interest by Industry of VPM but RRM VPM needs special considerations On-site technical services: • Industry very supportive • Thresholds for presence to be considered CIMarE interested in participating in WG to assist with solution development Innovation & greening: • Industry supportive of embedding innovation and greening in proposals Industry receptive and noted private sector leading change while Government should take position Market development support: Industry would appreciate any sign of GoC’s use of or satisfaction with services and products as it helps expand markets Support would be appreciated to assist showcasing products abroad. -
85 Preview Canadian Shipyards Review Outstanding Rig Designs
TRENDSETTER CORE "85 Preview Friede & Goldman Trendsetter™ Rig Canadian Shipyards Review Outstanding Rig Designs (SEE PAGE 4) Tailor-made marine coverage. Imagining you have it could leave you out in the cold. In the maritime world, your business is as individual as you are. So, doesn't it make sense that your insurance should be that way too? At Adams & Porter, we're known for custom marine coverage. First, we study your company from every angle, using our experts in your special area. Only then do we develop a plan that fits your exact needs. There's never any guesswork. You see, with Adams & Porter, you're getting more than 75 years of experience behind every decision. And as bro- kers, we have the entire insurance marketplace from which to select just the right combination of coverage, price and security Whether your business is on inland waterways or on the high seas, you can feel secure that we have the specialized knowledge of your hull, cargo, liability and other marine as well as non-marine requirements. In short, when you choose Adams & Porter, you can be sure your company has truly tailor-made coverage that won't leave you out in the cold. Adams & Porter Associates, Inc., 510 Bering Drive, Houston, Texas 77057-1408, (713) 975-7500. Also in New York and Bermuda. Adams&Porter We take the myth out of corporate insurance. Circle 163 on Reader Service Card The biggest call on McAllister Circle 313 on Reader Service Card McAllister Brothers, Inc Towing and transportation. 17 Battery Place, New York, N. -
Wolfville Historical Society and Randall House Museum
WOLFVILLE HISTORICAL SOCIETY ARCHIVAL COLLECTION STORED AT ESTHER CLARK WRIGHT ARCHIVES ACADIA UNIVERSITY FINDING AID WHS PHOTOGRAPH COLLECTION updated to May 1, 2016 Researchers wishing to access photographs or other boxes should contact the Curator at 542-9775 from June to September, or the WHS Archivist at 542-5061. The photograph boxes are still being actively worked on and photographs are sometimes difficult to access. Note: the data base back-up disk is in box 6a Note: A large photograph collection relating to the W.H. Chase family is part of the Chase fonds, 06.01. See finding aid for the historical collection for description. Boxes 6a through to 6x Photographs & Postcards Box 6a CC 373 to CC 430 [entered & scanned. Worksheets and discs for 6a plus the backup Passage d.b. and images folder, created March 10, 2008 are stored separately] CC 373 post card, Presbyterian Church on fire, August 14, 1913 CC 374 arrival of J.W. Regan party (tentative id) at Railway Station, 1900 CC 375 Wolfville Cadets marching on Main Street outside MT&T, ca 1940s CC 376 Wolfville Harbour with Skoda building, boy fishing from log raft CC 377 original sepia print, very clear,Wolfville Harbour at low tide CC 378 sepia post card, Gaspereau Valley from the Stile CC 379 interior of a church, decorated with flags and flowers (see also 03.12.1 for a similar church interior which may identify this as the 2nd Baptist Church) CC 380 snapshot, Godfrey House on Main Street, ca 1920 CC 381 studio portrait of two women, taken in Kamloops, B.C. -
Map Art, 3 Panel
n T erm in HALIFAX SEAPORT & OCEAN TERMINALS HALTERM COalNs TAINER TERMINAL LIMITED 3 Pie (opreArator of South End Container Terminal) 6 2 Halifax Port Authority d P H e Operator: Halterm Container Terminal Limited Administration Building a h lif S P B ax ier Terminal Size: 74.5 acres / 30.2 hectares ert Halifax Seaport Se A h2 ap -1 0 Farmers' Market k 7 Reefer Outlets: 485 in-ground outlets X 440V L o c OW rt 2 E Pavilion 20 h A R t Throughput Capacity : 750,000 TEU WA r 1 T e 3 3 P ER B 3 S P NSCAD University h ie TR t d r Equipment: • 4 Super Post Panamax (SPPX) EE r e B T Port Campus e h S B e Cranes: 7 high x 22 wide B 3 n . e 8 a r 3 r D Im t 2 C R h h y m 2 Canadian Museum of tr • 3 Panamax Cranes: 5 high x 13 L h t 7 n ig 1 r a A r 3 at Immigration at Pier 21 0 e G M N i h wide I W on O 3 B t M e A c h r R st n Pavilion 22 e t e E in n a B 9 • 3 Ro/Ro ramps T N ex n r o T e 4 3 va M e B 3 4 F A B h Sc R e rm d 3 t o i G • 8,000 ft of on-dock double-stack t l IN P rt i e e r ia m A h n h h n e n L 2 a t ra R l S r 6 C B & O 2 s A e ry rail service (320 TEU) D 3 t M B n h a G S t Ro-Ro e Pa P r Restrictions: No navigational/height restrictions d vilion 23 i e Ramp Be VIA i e o G rth a -R B an e r o try Cr 41 r A m ane Railway C t p e n Gant Pie n 3 ry Station P P e 6 Crane rC Pier B E t 2 r C 2 Ro e h R -Ro G d t d am antry C Be Berth Length Depth (Avg.) Apron Width r r 6 e O p rane rth I a e 2 h A R 42 n S P D o- B h ie R Ro Gan B u t r am try Cran 36 190.5 m / 625 ft 13.9 m / 45 ft Unrestricted A C r A p e RR P e I B -1 N Gantry -
Sustainability Report 2017
SUSTAINABILITY REPORT 2017 Table of Contents WELCOME 2 Our History 2 Message from Our President & CEO 3 About the Port of Halifax 4 ECONOMIC GROWTH 7 Productivity at the Port 8 Infrastructure Development 10 Halifax Seaport 12 COMMUNITY INTEGRATION 14 Labour Relations & Employee Programs 15 Port Community Initiatives 17 Interconnectivity 19 ENVIRONMENTAL PROGRESS 22 Sustainability Policy & Climate Goals 23 Energy & Emissions Profile 25 Waste & Pollution Reduction 27 LOOKING FORWARD 30 Next Steps 31 Measuring Performance 32 2017 SUSTAINABILITY REPORT | 1 OUR HISTORY 1752 2007 2015 North America’s oldest operating Port of Halifax became the first port We were named as the 2015 Port salt water ferry began service in Canada to achieve an investment of the Year by the International grade credit rating from Standard Seafarers’ Welfare and Assistance 1758 & Poor’s Network (ISWAN) North America’s first naval dockyard We received our first vessel over opened 2011 8,500 TEU on August 7, the Hapag- We joined Green Marine, a North Lloyd Budapest Express, 8,749 TEU, 1837 American environmental certification at Fairview Cove Container Terminal North America’s first yacht squadron program that stems from a voluntary operated by Ceres-Halifax opened – The Royal Nova Scotia initiative by the maritime industry to exceed regulatory requirements Yacht Squadron 2016 We received our largest cruise vessel 1969 2013 call at the Port of Halifax, the Royal Halifax’s South End Container We received our first vessel over Caribbean International Anthem of Terminal -
A Perspective on Canada's Three Shipyard Decision
Editorial A Perspective on Canada’s Three Shipyard Decision In August 2019 the Canadian government announced the two more added shortly aft er the war. But in the 1920s start of a competitive process to build six new medium and during the Great Depression naval shipbuilding work and heavy Canadian Coast Guard icebreakers, thereby of- declined dramatically. Th ose yards that survived did so fi cially opening up Canada’s National Shipbuilding Strat- based on repair work. World War Two then elevated the egy (NSS) to a third naval shipyard. Under that strategy, Canadian naval shipbuilding industry to new heights launched in 2010, the government ran a competition to es- with no less than 21 yards producing close to 400 war- tablish a strategic partnership with two shipyards in Can- ships in the space of six years.2 Th e shipbuilding industry ada to build up to 28 large coast guard and navy vessels contracted again aft er the war, with a low point in em- over the coming decades.1 Th e goal was not just to build ployment reached in 1950. the ships, but to replace the historically cyclical nature of shipbuilding in Canada with a sustainable federal ship- Growing East-West tensions, the creation of the North At- building program. lantic Treaty Organization (NATO) in 1949, and Canada’s anti-submarine warfare (ASW) role in the North Atlantic Aff ordable, timely ships depended on shipyards being sparked a government decision to design and build ASW able to invest for the long term, rather than engaging in a ships in Canada. -
Atlantic Economic Outlook As Vibrant As One Can Have It
Atlantic Economic Outlook As Vibrant as One Can Have It Mario Lefebvre Director, Centre for Municipal Studies 2011 Atlantic Real Estate Forum Halifax, Nova Scotia June 22, 2011 St. John’s Outlook: Highlights • The St. John’s economy grew by 6.5 per cent in 2010, thanks to gains in offshore oil production and significant growth in construction output. • The construction sector benefitted from stronger housing starts, infrastructure spending, and the start of work on the Long Harbour plant. • Real GDP growth is expected to return to a more moderate 3.7 per cent in 2011 and just 0.9 per cent in 2012. Employment Growth St. John’s (2003–12) Sources: Conference Board of Canada; Statistics Canada. Unemployment Rate St. John’s (2003–12) Source: Conference Board of Canada, Statistics Canada. Disposable Income Growth St. John’s (2003–12) Sources: Conference Board of Canada; Statistics Canada. Retail Sales Growth St. John’s (2003-12) Source: Conference Board of Canada. Construction Output Growth St. John’s (2003-12) Source: Conference Board of Canada. Primary and Utilities Output Growth St. John’s (2003-12) Source: Conference Board of Canada. Saint John Outlook: Highlights • Saint John’s economy grew by 1.9 per cent in 2010, thanks to recoveries in the manufacturing and construction sectors. • The start-up of the Canaport LNG plant also helped to boost manufacturing output in 2010. • Real GDP growth is expected to remain modest in 2011 and 2012, at 2.1 per cent and 2.3 per cent, respectively, held back by falling housing starts and a lack of major new non-residential projects.