We have omitted the personal resumes section as we feel that the information is either personal or financial.

We have redacted names and personal information of individuals in this document.

Request for Interest - QU2591 Master Developer for Regional Events Centre and Entertainment District

Submitted: April 29, 2011 Procurement Services Branch Fourth Floor 9909 Franklin Avenue Fort McMurray, AB T9H 2K4

Attention: Tanya MacAulay, Senior Buyer

TABLE OF CONTENTS

Introduction o 5.1 Company Profile Experience and Qualification o ITS o EllisDon o Casmen o BBB Architects o Sahuri Architects o Nustadia o SMG Project Approach o Resumes o CORE Certificate o CAD 7 History and Cost Control

Ability of Finance Project

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Request for Interest - QU2591

Introduction

Introduction Integrated Team Solutions ("ITS") is ideally positioned to participate in the Request for Proposal ("RFP") process for the establishment of a Regional Events Centre and Entertainment District ("RECED") or the "Project") as proposed by the Regional Municipality of Wood Buffalo ("RMWB") through a Public Private Partnership ("P3") procurement model because of its extensive experience working on other P3 and Alternative Finance and Procurement ("AFP") projects across Canada. ITS represents a joint venture between its two equity shareholders, EllisDon Incorporated ("EllisDon") and Fengate Capital Management Ltd. ("Fengate Capital"), who are dedicated to developing innovative public infrastructure projects through the P3 and AFP model.

ITS was created in response to the continuous pipeline of AFP projects under procurement by Infrastructure and has since established itself as a national player in the P3/AFP markets with projects stretching across Canada from Surrey, British Columbia to Halifax, . For further information on ITS, please refer to Appendix A - 5.1 Company Profile. In short, it is ITS's aim to bring its proven track record and expertise in Design, Build, Finance, and Maintain ("DBFM") projects to the RECED project.

ITS's will implement it's proven approach to past and present AFP projects, which focuses on three critical components in order to achieve success in the pursuit and development of projects such as RECED:

1. Develop and implement a permanent governance structure that facilitates open communication with project Sponsors and prompt decision making, including establishing a project specific ISRC Project Board; 2. Commit the human and financial resources required to effectively pursue AFP transactions, and moreover, provide a single-point of contact between the Sponsors, Finance and Design-Build teams by assigning each pursuit a dedicated Project Director who will report to the ITS Project Board; and 3. Establish dedicated teams that possess the necessary experience to develop effective solutions across all areas and scopes of the project.

ITS has assembled the optimal team for the RECED project to develop a superior value for money solution for MRWB for the Project. The consortium will be lead by the appointed ITS Project Director who will represent the single point of contact between the RMWB and the consortium team. Internally, the Project Director will manage the relationships amongst the Integrated Design Team, the Operations Management Team and the Finance Team, which are further described below.

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Introduction

ITS Shareholder & Finance Team ITS Project Director Project Board Fengate Capital - EllisDon Corporation - Fengate Capital

Design Build Team EllisDon

Construction Operator Partnership BBB & Sahuri - EllisDon - - Nustadia (arena) Architects JV Casman - SMG (events)

ITS will contract with EllisDon, one of its equity shareholders, as the Design Build Contractor for the complete delivery of the RECED. EllisDon is an employee-owned company, founded in London, Ontario in 1951 and has grown to become a major international firm completing more than $2 billion dollars in new construction projects annually, with approximately $5.0 billion in construction projects underway. With its executive offices in , Ontario and regional offices across Canada and in the United States and UAE, EllisDon provides services in Construction Management, Project Management, Design Build, Public- Private Partnerships (P3) and General Contracting. Since its establishment 60 years ago, EllisDon has gained significant experience in the construction of downtown redevelopment projects, which have significant positive impact in those respective communities. Presently, EllisDon is one of the largest building contractors in Canada.

To strengthen the ITS team even further, EllisDon will enter into a partnership with Casman Building Ltd. ("Casman") to lead the RECED construction team. As Fort McMurray's local Design Build firm, Casman will bring invaluable local knowledge of the site and Project stakeholders. Casman is a leader in Safety, Quality, and Management on construction projects in Fort McMurray. In just over 25 years, Casman has grown from a small local construction company to a corporation of 8 separate companies that work in harmony to provide heavy industrial construction solutions to the oil sands operators, construction solutions to the multi- family and commercial business sectors, as well as residential housing solutions to the spec. and custom new home sector. The Casman Group of Companies offers a highly integrated solution to construction. This has resulted in, a strong skill set across the broad spectrum of the construction arena. To ensure the sustainability of this ambitious group, quality (ISO 9001/2008) and safety (COR) are key elements in the organization's culture. Furthermore, Casman has been a long-term sponsor of local organizations such as Safe Community Wood Buffalo, the Northern Lights Health Foundation, the Fort McMurray Boys & Girls Club, Scouts Canada, The Children's Centre of Fort McMurray, and Fort McMurray Minor Hockey. The Owner, President, and key managers all have strong long term ties to Fort McMurray and recognize that our success is attributed to the development of this community. Casman's most recent venture saw the company team up with the Northern Athletic Association's board of directors and some key municipal leaders to provide a $500,000 donation to the Fort McMurray Oil Barons, helping ensure that our local team will remain our local team. On January 30th 2010, Thickwood Arena officially became The Casman Centre as recognition of our commitment to continued support of this facility.

ITS has ensured that the Integrated Design Team, led by EllisDon and the joint venture of BBB Architects and Sahuri + Partners Architecture ("BBB/SPA JV"), will be comprised of the key design consultants, constructors and Operations Management service provider. They will function as the design-build hub to 2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Introduction

ensure that all design and construction decisions address long-term project performance and maintenance requirements. BBB/SPA JV and EllisDon will enter into a contract whereby BBB will be the Lead Architect for the RECED and SPA will provide insight into the local design environment given that they are an Alberta based firm. Furthermore, design-build contracts will be established with the mechanical and electrical subcontractors and consultants. Engineering input will form a part of the mechanical and electrical design- build scope of work and those parties will form a part of the Integrated Design Team.

ITS's RECED Operations Management group will be a joint venture between Nustadia Recreation ("Nustadia") and SMG, who will provide the Facilities Management and Event/Talent Management pieces of the project respectively. To ensure the required level of integration of the Facilities Management services provider, responsibility will rest with Nustadia, but be shared amongst the Design Team members given the nature of the contract. The Integrated Design Team will work with Nustadia's procurement and maintenance representatives during the design, development, construction, and commissioning phases of the project. This approach to whole life building design, construction, and operation will ensure the best possible facility for RMWB and building experience for the RECED users. Furthermore, a representative from SMG will be an active participant in the design process to ensure that the RECED facility is designed properly in terms of functionality in order for the firm to be able to retain the best talent and entertainment acts available for the enjoyment of the Fort McMurray community.

For an Events Centre or any other type of public facility to operate efficiently and successfully a well suited and properly appointed operating team is vital. ITS realizes that the events centre in Fort McMurray will require an Operator with certain types of expertise.

First and foremost the Operator must have the ability to manage and facilitate the day to day operation of the facility. This will include such things as caring for the artificial ice surfaces, staffing the facility, general upkeep, and security. On top of this we foresee the need for an Operator with the experience and ability to bring a variety of top performers and events to the facility. The ability to do so will drive the surrounding Entertainment District within the downtown core of Fort McMurray, as well as give the Municipality the diversity it requires to reach its goals for growth in the future.

In order to fully satisfy the requirement to have an operator that can not only manage the Events Centre and Arena, but also bring in acceptable performances and events to the facility, ITS has chosen to utilize the expertise of two separate Operators to ensure that the Events Centre will be a success for the Municipality of Wood Buffalo.

OPERATIONS SMG World - Events

SMG is the "gold standard" in public facility management. No municipality or outside management company can match the breadth and range of our capabilities.

Since SMG was founded in 1977, they have brought facilities under management worldwide. A measure of the confidence SMG inspire among clients is their unparalleled record of client retention. SMG is known as a tireless advocate for the municipalities they represent. SMG have the programs, systems and talent in place to ensure that all SMG-managed facilities run smoothly and every event that is hosted feels like a celebration to patrons, fans and guests. Stadiums and arenas, convention centers, performing arts theatres and recreational events centers are the signatures of a city. SMG create a vibrant cultural life for residents, build tourism, and

Regional Municipality of Wood Buffalo 3 Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Introduction

foster a robust local economy. A city's reputation depends on the excellence of its public facilities - and so does SMG.

SMG's booking department is proactive and exceptionally well-connected when it comes to bringing major entertainment and sports attractions into SMG-managed facilities. The more than 1.5 million seats under their managed care ensure that they are among the first to hear of booking opportunities.

SMG enjoy excellent and ongoing relations with leading agents, artist management firms, performing arts agencies and promoters who value their input particularly when placing events in mid-level markets. SMG is a trusted brand. SMG understands their client's marketing initiatives and can implement them throughout so they do not have to negotiate individually with each facility. The SMG name gives clients the confidence to book multiple venues with SMG in a single phone call.

Municipal clients benefit from SMG's knowledge of the market, backed by pro forma data showing similar market/building comparables to facilitate forward planning.

For convention planners nationwide, the SMG name carries the brand promise of a well-run facility and unparalleled expertise in all phases of convention planning. This assurance has won SMG national contracts from major corporations as well as repeat business from event planners looking to rotate their conventions around the country.

Through web links, email news blasts, bulk advertising buys in trade publications and participation in major convention planner trade shows, SMG gives municipal clients exposure that may be prohibitively expensive to buy on their own. SMG also utilize the full-range of electronic capabilities, including a proprietary online events calendar and booking system that enable SMG onsite sales directors to share leads and co-sell properties. Clients benefit from the full force of SMG working to send business their way, and events planners gain the ability to check SMG venues and available dates 24/7.

Nustadia Recreation Inc. - Arena and Events Centre

Nustadia Recreation was created to provide innovative solutions to the development of new facilities in the private sector and through Community Partnerships. Nustadia has had remarkable success in this type of development and has become one of the most experienced multi-purpose recreation facility developers/operators in North America.

Municipalities are seeking community partners to provide a level of service to their constituents that is comparable or better than the traditional municipal standard and with the efficiency of a private sector operation. Nustadia is uniquely qualified for this role, with the proven ability to develop, finance and operate facilities for community-based and adult programs in the recreation market sector.

While specializing in recreation centre and arena operations, Nustadia has developed a long list of experience. This experience allows Nustadia to integrate with the unique requirements of an owner and develop and implement a plan to satisfy the goals for the specified facility.

SMG and Nustadia Together with ITS

As no two projects are the same, ITS feels that the RECEED will offer unique challenges and opportunities for all those involved. ITS has developed a team that is ideally suited to match all requirements for the facility, that cannot be matched. As an integrated team, ITS is dedicated to offering the RMWB the support and expertise needed to ensure that the all considered developments are a success.

4 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Introduction

FINANCE The Finance Team will be comprised of ITS's shareholders, EllisDon and Fengate, and responsible for raising the debt required to fund the RECED project. Both companies have impressive track records of providing financing solutions for AFP projects. In the last two years alone, EllisDon and Fengate have reached Financial Close (including both short and long term debt and equity) in excess of $1.4 billion on 5 DBFM projects. Furthermore, all projects in which ITS was named Preferred Proponent have been structured, negotiated, and closed successfully and on-time despite the variety of the global economic and financial conditions since the Economic Crisis of 2008.

In conclusion, ITS has assembled a stellar DBFM team for the RECED project. The cornerstone of ITS's success has been team integration: our team is structured to provide RMWB with an optimal solution by ensuring that all team contributors, whether they are engaged in design, construction, facilities management, or financial services, consider the input from each discipline to provide the Sponsors with the best long-term value for money solution for the Project.

Regional Municipality of Wood Buffalo 5 Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 5.1 COMPANY PROFILE

a)

5.1 Company Profile Company Legal Name:

On behalf of Integrated Team Solutions, EllisDon Inc. and Fengate LPF GP Inc. b) Address: Integrated Team Solutions - REC c/o Fengate Capital Management Ltd. 500 Yonge Street, Suite 1805 Toronto, Ontario M2N 7E9 c) Subsidiary of: N/A d) Name of North American Affiliated Companies: N/A e) Province or State/Country of Incorporation: Ontario f) Please indicated the Provinces or States are you licensed to perform work: Integrated Team Solutions is able to work in all Provinces and Territories across Canada. g) Are you licensed to perform work in the Alberta, Canada? If yes, please specify locations. Yes - All areas with in Alberta h) Number of full-time employees: 1000 (EllisDon) and 70 (Fengate) i) Contact person(s) for information:

EllisDon, Project Director - Public Infrastructure Development

j) Please provide a list of your four major clients and the percentage of your overall income from each in the past three years. EllisDon's four major clients in the past three years include: 1) Ontario Government (20%) - Waterloo Courthouse - Woodstock General Hospital - William Osler Hospital - Toronto South Detention Centre - Royal Healthcare Facility

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 5.1 Company Profile

- Bluewater Health Redevelopment - Mental Health Centre Penetanguishene - London / St. Thomas Regional Mental Hospital - Trillium Health Centre - Sioux Lookout Meno Ya Win Health Centre Reference Contact Information:

Infrastructure Ontario 777 Bay Street, 9th Floor Toronto, Ontario M5G 2C8

2) Alberta Infrastructure / Alberta Health Service (15%) - Royal Alexandra Hospital - Fort Saskatchewan Community Hospital - Foothills Medical Centre - Strathcona Community Hospital - Alberta Children's Hospital - Child Development Centre - Rotary Flames House - South Health Campus Reference Contact Information:

Alberta Health Services Seventh Street Plaza 14th Floor, North Tower 10030-107 Street NW , Alberta T5J 3E4

3) British Columbia Government (7%): Surrey Memorial Hospital Reference Contact Information:

Fraser Health #300-10233-153 Street , British Columbia V3R 0Z7

4) Oxford Properties Group (6%) Reference Contact Information:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 5.1 Company Profile

Oxford Properties Group, Vice President 130 Adelaide Street West, Oxford Tower - Suite 1100 Toronto, ON M5H 3P5

k) List the prime subcontractors your company has been involved with in the past three years. The Prime Subcontractor that EllisDon has been involved with in Alberta over the past three years include: 1) Flynn Canada Ltd. 2) Xzact Steel Services 3) Trotter & Morton Group of Companies 4) Ideal Drywall 5) Comstock Canada

l) Is your company currently involved in any arbitration or litigation with other companies related to past projects? If yes, please provide details.

EllisDon confirms that there will be no material impact with respect to the company's ability to complete the project in question based on any ongoing arbitration or litigation issues.

m) Describe any projects or experience you have related to project financing.

EllisDon has an impressive track record of partnering with the public sector by providing financing solutions for Alternative Financing Procurement projects across Canada. EllisDon has bid on 21 Design-Build- Finance & Maintain projects worth over $7.3 billion and secured financing proposals for $6.5 billion of this amount. Of these projects, we have won 10 bids and closed $2.7 billion of financing. In addition, EllisDon has bid on 16 Build-Finance projects worth $2.2 billion and won 9 of these. The total financing for these successful bids was just over $1.1 billion. Through these projects, EllisDon has developed a network of banks and financial institutions that provide project specific financing and that have a strong track record of delivering cost effective financing.

Regional Municipality of Wood Buffalo 3 Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Request for Interest - QU2591

s Qualification

& Experience

Experience and Qualification ITS has been successful on more than $6.5 billion of P3/AFP projects and thus has a substantial portfolio of applicable projects. The following five relevant P3/AFP Project Profiles are attached at the end of this section to demonstrate ITS's depth as a Developer:

• Brampton Civic Hospital - Brampton, Ontario;

• Sault Area Hospital - Sault Ste. Marie, Ontario;

• Woodstock General Hospital - Woodstock, Ontario;

• Surrey Memorial Hospital - Surrey, British Columbia; and

• Halifax Regional Municipality 4 Pad Arena - Halifax, Nova Scotia.

As previously stated, the Design Build Team will be lead by EllisDon who has extensive experience building complex arena and recreation facilities. Locally, EllisDon built the ButterDome and the Common Wealth Stadium in Edmonton, Alberta. However, the following 5 more recent, but equally relevant, Project Profiles are attached at the end of this section to demonstrate EllisDon's ability to build complex downtown community venues with limited staging space:

• K-Rock Centre - Kingston, Ontario;

• John Labatt Centre - London, Ontario;

• Canary Wharf - London, United Kingdom;

• Eight Avenue Place - , Alberta; and

• Royal Alexandra Community Hospital - Edmonton, Alberta.

Furthermore, included in Appendix D are the following additional 5 Project Profiles, which demonstrate EllisDon's experience building arenas, convention facilities and hotels:

• North Park Quad Arena - Oakville, Ontario;

• SkyDome (including the Renaissance Hotel) - Toronto, Ontario;

• Metro Convention Centre (including the Intercontinental Hotel) - Toronto, Ontario;

• London Convention Centre - London, Ontario;

• The Ritz Carlton Hotel - Toronto, Ontario;

Furthermore, ITS is pleased to have Casman on board for the RECED project, as they will bring invaluable knowledge to the team with respect to the local construction market and union relations in Fort McMurray. Casman is a well-known local Design Build contractor. Although it is the first time that ITS has partnered

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Experience and Qualification

with Casman, EllisDon and Casman have a strong professional relationship from their interactions with one another in the local Alberta construction arenas. 5 Project Profiles are attached at the end of this section, which demonstrate Casman's local talent as a Design Build contractor:

• Conoco Phillips;

• Ravensglen;

• Vista Ridge;

• Wood Buffalo Housing Development Centre; and

• Alberta Motor Products

BBB Architects 5 Project Profiles are attached at the end of this section, which demonstrate BBB's talent as an architect.

• Terwillegar Community Recreation Centre

• Rogers Arena

• Air Canada Centre

• Durham Region Headquarters

• K- Rock

Sahuri Architects

• Jackpine Mine Administration Complex

• Mru Conservatory - The Bella Concert Hall

• Suncor Voyageur Administration Complex

• Terwillegar Community Recreation Centre

• Tyrrell Field Station - Dinosaur Provincial Park

Nustadia and SMG will work in partnership to provide the Facilities Management and Talent/Event Retention pieces of the RECED project respectively. Nustadia has extensive knowledge of arena maintenance and operations through its portfolio of 16 ice pads and 5 facilities, which are under its management. Nustadia's operating contracts are primarily long-term service-contracts with municipalities, and represent a considerable cumulative cash flow on a low-risk basis. 5 Project Profiles are attached at the end of this section, which demonstrate Nustadia's ability to operate and maintain a facility like the RECED:

• BMO;

• Mohawk 4 Ice Centre;

• Peterborough Memorial Centre; 2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Experience and Qualification

• Red Ball Internet Centre; and

• William P Wilder Arena

In addition, given SMG's numerous arenas and civic centres under its management across Canada, the United States, Puerto Rico and Europe, ITS is well positioned to bring Fort McMurray the best talent and entertainment possible. Through its portfolio of work, SMG has managed more than 1.5 million spectator seats ranging in entertainment from professional hockey and basketball to family shows such as Disney on ice to some of the biggest concert tours in music. 5 Project Profiles are attached at the end of this section, which demonstrate SMG's ability to retain talent and entertainment in a facility like the RECED:

• Intrust Bank Arena;

• BOK Centre;

• Huntington Centre;

• The Bank of Kentucky Centre; and

• John Paul Jones Arena

Given our team's combined experiences as demonstrated by the Project Profiles presented in this section, ITS is clearly well positioned to provide a state-of-the-art entrainment and civic space for the RMWB and citizens of the Fort McMurray area. The ITS consortium is ready, able and committed to developing the RECED facility and helping the RMWB towards their goal of rejuvenating Fort McMurray's downtown core. We are confident that the ITS team will be able to Design, Build, Operate and Maintain the RECED facility to the satisfaction of RMWB, facility stakeholders, and the Fort McMurray community.

Regional Municipality of Wood Buffalo 3 Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 INTEGRATED TEAM SOLUTIONS Project Experience ITS

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Brampton Civic Centre, Brampton, Ontario, Canada Alternative Financing and Procurement Project/ Design Build Finance Maintain Name and address of Client (client name, contact name, title, location, phone number, and email address): William Osler Health Centre Contact Name: Location: Brampton, Ontario Phone Number: E-mail Address: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 11/04 07/07 (completed ahead of schedule) Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $420M $550M (increase in the scope of work) Prime Team member's Senior Staff Involved and Functions Performed:

Detailed Narrative Description of Project (including dates and type of facility, size and current status): At 1.3 million square feet, William Osler is the largest hospital delivered under the Ontario Government's innovative Alternative Financing and Procurement (AFP) program. This hospital facility operates as an open, accessible public hospital and all health care and clinical patient care services are provided and operated by William Osler Health Centre in accordance with the Public Hospital Act and the Canada Health Act.

The new state-of-the-art acute care hospital facility provides 608 acute care beds and 18 operating rooms; and accommodates 90,000 emergency visits, 160,000 ambulatory care visits and 4,250 births each year. The hospital's seven- story parking garage, totalling 475,000 square feet, accommodates 1,100 cars. Description of Services Provided by (Prime Team Member): As the prime partner in the Development Team, EllisDon was responsible for all aspects of project development including co-ordination with the client, provision of financing, and management of all required permits and approvals. As Design Builder, EllisDon procured and managed all trade contractors and design consultants for the project providing complete construction and commissioning of the facility.

EllisDon was the lead partner in the Development Team and Design Build team for the William Osler Health Centre project. As Design Builder, EllisDon managed the Design team in throughout design development. EllisDon coordinated the submission of design packages for final approval by the client. EllisDon also provided complete construction and commissioning of the facility. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Challenge - Under the Design Build form of contractual delivery, EllisDon/ and our design team and major subcontract partners were responsible for seamless delivery on all aspects of the design and construction performance. Solution - Our Osler team was formed early. All responsibilities and risk delineation associated with design, construction and operation were sorted out very early. By the time the project was submitted (closing date), all aspects for design and construction risk had been established with performance guarantees backing our teams program for an integrated approach.

Challenge - Under the fast track requirements for the project, the Osler design and construction program is the most demanding schedule ever required for a Canadian healthcare facility of this size and complexity. Solution - EllisDon/Carillion, through a true team approach, working with all design and construction partners developed a realistic, well-communicated critical path schedule that had buy in from all project participants. The entire Osler team

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

achieved or improved upon every major project milestone date.

Challenge - Providing high performance Mechanical/Electrical systems (for a twenty-five year operational term) in a competitive bid environment. Solution - Excellent M&E systems are a critical piece of the overall construction cost, operating economies and long term sustainability of the Osler Hospital. EllisDon/Carillion formed an early Design Build relationship between our M&E subcontractors and consultants, ensuring all aspects of M&E, quality, price, performance, and long-term sustainability were well planned, executed, and guaranteed for William Osler Health Centres long-term vision. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: As Design Builder, EllisDon provided design and construction of the facility to meet all aspects of the clients' outline and performance specifications including interior environment specifications and functional requirements. Relevance to the Project: The William Osler Health Centre and the RECED program have many procurement similarities. The DBFM project delivery and performance goals and long-term sustainability requirements are all critical aspects shared by both programs. The success and lessons learned on all aspects of the financing, design and construction and operation gained from Osler will be invaluable in the delivery and success of the RECED program. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): "The signing of this project agreement is a milestone in seeing a new state-of-the art hospital building constructed," says Bob Bell, former President and CEO of William Osler Health Centre. "The new facility will ensure improved and enhanced access to hospital services for the residents of Brampton and surrounding communities."

"For a P3/AFP project, EllisDon has performed very well on both WOHC and ROH projects. Similar comparison is not available." Chandra G. Suchak, Parkin Architects Limited Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience ITS

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Sault Area Hospital, Sault Ste. Marie, Ontario, Canada Alternative Financing and Procurement ("AFP"): Design-Build-Finance-Maintain ("DBFM") Name and address of Client (client name, contact name, title, location, phone number, and email address): Sault Area Hospital Contact Name, Title: Location: Sault Ste. Marie, Ontario, Canada Phone: / Email: Mobilization / Start Date Substantial Completion Date Concession Completion Date Explanation of any Variance: (mo/yr): (mo/yr): (mo/yr): N/A 08/07 12/10 12/35 Project Capital Cost (CAD) - Project Capital Cost (CAD) - Value of services provided by Explanation of variance: Original Final Prime Team Member (CAD): Diagnostic Imaging, Soils, $268M $278M $10M miscellaneous departmental variations Name of Prime Team Members and services provided: EllisDon: Developer, Design Builder, and Facilities Management Fengate: Developer Prime Team member's Senior Staff Involved and Functions Performed: Led EllisDon's efforts in evaluating, structuring and selecting the optimal financing solution; • Worked closely with the financial advisor in the development of the financial model and negotiation with lenders

• Led EllisDon's Design Build efforts

• Responsible for sourcing, negotiating, and executing the transaction Detailed Narrative Description of Project (including dates and type of facility, size and current status): The new SAH will consolidate the services of two existing sites under one roof in a new location that is close to long-term care facilities. The new 289-bed hospital, which will be 20 percent larger than the two existing hospitals combined, will offer a range of services including acute care, rehabilitation, mental health services, complex continuing care and for the first time, a radiation treatment satellite, which will enhance cancer treatment programs. The estimated substantial completion date for the project is in October 2010. Description of Services Provided by (Prime Team Member): Developer, Design Builder, and Finance Team Lead Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Challenge: The key challenge faced by the consortium was to achieve a cost effective financing plan that would provide the Project sponsors with a high value for money solution and minimize the net present value of the Project. Solution: HIP's partners, with assistance from their financial advisor, organized a funding competition seeking the most competitive financing solution from banks and life insurance companies. The resulting solution involved a group of three insurance companies and an institutional investor providing the debt financing for the Project.

Challenge: Reducing execution risk and ensuring a timely financial close. Solution: As a result of HIP's involvement in the SAH project, EllisDon and Fengate developed and refined their understanding of the risk transfer involved in the structuring of DBFM projects in Ontario. EllisDon and Fengate also acquired experience in conducting a funding competition, increased its familiarity with the various debt financing alternatives, and expanded its relationship with the debt providers in the infrastructure market. Finally, the SAH project demonstrated the ability of Fengate Capital and EllisDon to work together to develop and implement a cost-effective financing plan for a complex infrastructure project. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The facility was designed for LEED Silver, but certification process was eliminated as a value engineering exercise.

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

Relevance to the Project: 1. the Project's Delivery Type (i.e. AFP and DBFM), Graphic illustrations, drawings and/or photographs:

Further information: The design and construction included for a physiotherapy space that included exercise equipment, change room space, and rubberized flooring.

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience ITS

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Woodstock General Hospital, Woodstock, Ontario, Canada Design Build Finance Maintain Name and address of Client (client name, contact name, title, location, phone number, and email address): The Woodstock General Hospital Contact name: Location: Phone number: E-mail address: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): December 2008 December 2011 (presently ahead of schedule) Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $ 159M $159 Name of Prime Team Members and services provided: EllisDon: Developer and Design Builder Fengate Capital Management: Developer and Financial Structure Prime Team member's Senior Staff Involved and Functions Performed: Parkin is the prime consultant responsible for all aspects of design, construction documentation, coordination and contract administration. Ain Allas, Project Director Harland Lindsay, Back-up Project Director David Driscoll, Project Principal Lynne Wilson Orr, Signage, Wayfinding, Interior Design (Also named on the NOH project). Rick Miura, Project Manager Detailed Narrative Description of Project (including dates and type of facility, size and current status): The existing Woodstock General Hospital was aging and its infrastructure required replacement. In 2001 Parkin began work to design a replacement hospital to be located on a new green field site in Woodstock. The new hospital will provide healthcare services to a community of 54,000 people in Woodstock and Oxford County. As a 178 bed, 134,000 sq. ft. community hospital, it is a full-service acute care facility with 78 Inpatient Medical/Surgical beds, 12 critical care beds and 33 Complex Continuing Care Beds as well as 14 Maternal/Child/Women's health beds, including 5 birthing rooms. It also houses 19 Mental Health beds and 22 inpatient Rehab beds. For flexibility, 18 of the new single rooms are flex rooms for Med/Surg or Rehab patients. Two rooms are designed as Bariatric rooms. When complete, the hospital will be LEED Silver certified. The building is highly energy efficient, uses sustainable materials and the result is a "healthy" healing environment. The design arranges the patient rooms around accessible courtyards which facilitate day-lighting and provide patients and staff constant access to the natural environment. There is a Mental health Healing Garden and outdoor areas of respite for patients and staff. Improved Infection control initiatives were implemented in the design which results in a high ratio of single bedrooms and no four bed "wards". The approval period was delayed and the hospital decided to increase the size of the building to accommodate the increasing size of the community. In January 2008 Infrastructure Ontario released an RFP for the project. Construction began in Winter 2008 and is to be ready for occupancy in December 2011. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: To improve efficiency and to make the most effective use of bed space, the unique design features a continuous corridor system on each floor which encircles a central outdoor courtyard. Three separate inpatient wings branch off from this central corridor. Decentralized care stations for each unit are positioned closer to the patient rooms to minimize staff walking distances and to improve access for patients. Large windows facing the outdoor central courtyard on every floor serve as easy-to-locate visual "markers" so visitors can navigate effortlessly. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The new hospital gave Parkin the opportunity to achieve an economical and sustainable design without compromising efficiency or quality of the patient environment. The design separates patient and diagnostic/treatment services into distinct areas. This division allows for longer span area between columns for diagnostic/treatment services to accommodate equipment and operating room needs. Separating the patient areas which can be built using shorter spans at less cost, helps to significantly reduce construction experiences. The layout of inpatient units also allows for temporary

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

expansion when required. "neutral" space areas between units are available to add flex-beds as needed. The emergency department is adjacent to the main entrance to simplify access for visitors and patients. A special entrance on a quieter street is provided for mental health patients to ensure privacy. Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience ITS

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Surrey Memorial Hospital Critical Care Tower, Surrey, British Columbia, Design Build Finance Maintain Canada Name and address of Client (client name, contact name, title, location, phone number, and email address): Fraser Health Authority Contact Name: Location: . Phone: / Email: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): February 2011 March 2014 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $ 350M $TBD Name of Prime Team Members and services provided: EllisDon: Developer and Design Builder Fengate Capital Management: Developer and Financial Structure Prime Team member's Senior Staff Involved and Functions Performed:

• Led EllisDon's efforts in evaluating, structuring and selecting the optimal financing solution; • Worked closely with the financial advisor in the development of the financial model and negotiation with lenders

• Responsible for sourcing, negotiating, and executing the transaction

Responsible for ensuring Fengate's interest is represented during the Bid Phase Detailed Narrative Description of Project (including dates and type of facility, size and current status): The Surrey Memorial Hospital Critical Care Tower Project will add 151 acute care beds to the Surrey Memorial Hospital campus, growing it to a 650 bed regional hospital by 2014. This expansion includes a new Emergency Department that is designed to accommodate the various emergency patient groups that are currently being treated on the campus, and will also have dedicated space for the treatment of pediatric patients, mental health patients, and covered access for emergency vehicles. The Emergency Department is expected to be turned over to Fraser Health Authority in 2013 while the rest of the tower is slated for 2014.

Other new and expanded areas of the Critical Care Tower include the NICU, ICU, Medical-Surgical Unit, High Acuity Unit, and Laboratory. The delivery of this project by EllisDon in partnership with the Fraser Health Authority is a tremendous advancement for the Surrey Memorial Hospital campus and for the health services for the residents of Surrey and other Fraser Health communities. This project is being developed to a LEED Gold standard and will incorporate the use of wood where appropriate in keeping with the BC Wood First Act. Both of these elements have influenced the EllisDon design and architecture, including the design's use of wood and glass to accentuate the campus's new front door. Description of Services Provided by (Prime Team Member): EllisDon and Fengate teamed on this project to provide the full spectrum of services required by the Fraser Health Authority. EllisDon and Fengate provided equity, directly and through the pension fund investments directed by Fengate, in the project as well as planning and security the long-term financing required for the project. EllisDon also provides the full design-build service. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: One of the key design objectives and challenges was balancing the design requirement to introduce a new entry way to the campus with the naturally extreme topography of the project site. The team was able to utilize the grade change to exemplify the main entry space by making it a two and a half storey feature. The glass and wood was creatively combined to address not only the aesthetic design challenge of creating a new entry way, but to provide a landmark civic building

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

while maximizing the operational clinical space provided by a cube shaped tower. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The design requirements for this building required the use of 6 LEED energy points in the scorecard for LEED Gold as well as the provision of an Energy Target for the project after construction. The design team accomplished this through the use of a state-of-the-art air-stack cooling system that reduces the energy draw on the campus's main steam plant.

The tower is also clinically planned in a diagonal pattern to maximize clinical efficiencies within each care pod as well as creating a floor to floor repetition or familiarity that creates a comfortable and quickly recognizable environment for both patients and staff. For the latter this feature also provides training and operational efficiencies. Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience ITS

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Halifax Regional Municipality 4 Pad Arena - Halifax, Nova Scotia Design Build Finance Name and address of Client (client name, contact name, title, location, phone number, and email address): Halifax Regional Municipality

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): May 2009 December 2010 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $33,600,000 $33,698,016 Detailed Narrative Description of Project (including dates and type of facility, size and current status): EllisDon was the Design Builder for this 13,404 square metre facility now the first four-plex for the Province of Nova Scotia. In addition to the four ice rinks, the building has one food and one sports retail concessions, heated change rooms and support facilities.

One of the ricks was designed to allow sledge hockey in addition to regular use. The 500 seat spectator rink includes floor heat providing additional comfort for the viewers. The parking lot will hold approximately 355 vehicles.

The building is a combination of a conventional structure and a pre-engineered structure with the front being all curtainwall. The refrigeration equipment is CIMCO state of art, high efficient ECO CHILL. The unit installed is the largest of its kind east of Quebec. The heat produced by such unit is recovered to pre-heat all in floor heat, water for showers, and air for HVAC systems.

This project commenced with a challenging completion date. Various issues could have delayed the completion date; however EllisDon completed this project on schedule. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The project is pursuing LEED® Silver certification. Some of the LEED® features are high efficient white roof, re- use of heat produced by compressors, high energy performance systems, use of local materials and certified wood. Relevance to the Project: 1. LEED certification 2. Similar scope and procurement method Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 ELLISDON

Project Experience EllisDon

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Kingston Entertainment Centre, Kingston, Ontario Design Build Name and address of Client (client name, contact name, title, location, phone number, and email address): City of Kingston

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): June 2006 November 2007 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $32 Million $35.9 Million Detailed Narrative Description of Project (including dates and type of facility, size and current status): This project consisted of the design and construction of a 5,000-seat spectator venue for hockey and other sports events (6,500 seats for concerts), with a future option for an additional 1,000 seats. The single-tier design accommodates twenty-eight (28) private suites, a club lounge, a restaurant open to the seating bowl, and group hospitality suites that double as community meeting rooms. The street-level main concourse allows for the Kingston and District Sports Hall of Fame exhibits, retail space, and a sports café, all with interior and street access. The structure was built on 175 concrete caissons. The NHL-size ice pad is home to the Kingston Frontenacs OHL hockey team. EllisDon is a joint venture partner in the design and construction of the K-Rock Centre. EllisDon directly managed the design and construction, including plan approvals and permit process, design development, client approvals, reporting and administration, construction and staged commissioning of the facility through the transition into operations. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The design incorporated sufficient environmental and energy saving features for LEED® Silver certification. Relevance to the Project: Similar scope and functions as RECED project Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience EllisDon

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: John Labatt Centre, London, Ontario, Canada Design Build, Private Public Partnership (P3) Name and address of Client (client name, contact name, title, location, phone number, and email address): London Civic Centre Corporation Contact Name: Location: Phone: / Email: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 03/01 10/02 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $41.2M $46.5M Name of Prime Team Members and services provided:

Prime Team member's Senior Staff Involved and Functions Performed:

Detailed Narrative Description of Project (including dates and type of facility, size and current status): The distinctive Victorian architecture of the Talbot Inn and many other buildings in downtown London formed the basis for the interpretation of the architecture of this 21st century sports and entertainment facility. The 214,000 square foot (19,900m2) project involved the design and construction of a 9,000-seat spectator venue for hockey and other sporting events (10,000 seats for concerts), with a future option for an additional community ice surface. The two-tier design accommodates thirty-eight (38) 10 to 12-seat private suites, a restaurant that is open to the seating bowl, along with group hospitality suites that double as community meeting rooms. The street-level main concourse incorporates hockey hall of fame exhibits, retail space, and a sports café, all with interior as well as street access. The structure was built on 200 concrete caissons. Designed similar to Toronto's Air Canada Centre, the upper bowl curtaining system allows for closing off of the upper deck when not in use. The NHL-size ice pad is home to the London Knights Junior A hockey team. Description of Services Provided by (Prime Team Member): EllisDon is a joint venture partner in the design, construction, and operation of the John Labatt Centre. In addition to having a stake in the design, build, and operation of the facility, EllisDon directly managed the design and construction, including plan approvals and permit process, design development, client approvals, reporting and administration, construction and staged commissioning of the facility through the transition into FM operations. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Challenge: The site is in a congested urban downtown location, the historic heart of London once filled with Victorian buildings, and surrounded by a busy shopping mall, Galleria London, and the Central Library along with restaurants and retailers. Solution: The EllisDon Construction team, with input from stakeholders and main trade contractors, developed and implemented a detailed phasing and logistics plan for the project complete with detailed plans for site access, traffic control, as well as noise and dust control.

Challenge: Under the fast track requirements for the project, the John Labatt Centre design and construction program had a demanding schedule in order to complete and open the facility for the 2002/ 2003 season of the London Knights, a Junior A hockey team and the facility's principal tenant. Solution: EllisDon, through a true team approach, working with all design and construction partners developed a realistic, well-communicated critical path schedule that had buy in from all project participants.

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

Challenge: The site was 12.1 hectares in size requiring extensive excavation (complicated by the discovery of human remains) and required importation of significant amount of engineered fill as well as an unconventional foundation for the new facility. Solution: While a previous development plan for the site resulted in the demolition of existing Victorian era buildings, the foundations were never removed. Consequently, the entire site had to be excavated 2 to 3m down with continuous observation by archaeologists. The remains of a small child dating back 150 to 165 years ago were found during excavation operations resulting in an extensive investigation by the police, local historians, consultants, scientists, city officials and Ontario's Registrar of Cemeteries. During this process, excavation operations were limited and delayed on the site, but without impact to the overall project schedule. Upon completion of the excavation 65,000 tonnes of engineered fill was placed on the site. As a conventional foundation was not economically feasible on the engineered fill, more than 200 caissons were driven 12m into the ground in a grid pattern with the caissons connecting to steel wall beams through concrete caps with anchor bolts. Concrete grade beams link the caissons and support the slab on grade. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: While the John Labatt Centre project did not pursue specific sustainability certification, the design included the salvage and adaptive reuse of the existing 135-year old Talbot Inn façade. The Talbot Inn façade was recreated through salvaged and matching new bricks (structural analysis revealed many bricks were not useable) including several of the stone window lintels, sills and keystone arches. A local masonry contractor removed and reinstalled the façade in an individually numbered sequence. Relevance to the Project: The John Labatt Centre is relevant to this project for the following reasons:

• is of similar type and complexity (competitive athletics) to the Project; • involved complex programmatic requirements and interaction with multiple project stakeholders (including multiple users, regional and municipal organizations, utility companies); • has at least 5000 seats for viewing competitive athletics or aquatics; • involved specialized knowledge of completive athletics, and the functions, operations, standards and facility programs associated with this use; • may have included the construction of a new building on remediated lands; • while the site was 2.1 hectares, it did involve complex construction within a confined urban location; • was delivered using a design build finance maintain P3 model. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): The Canadian Council for Public Private Partnerships recognized the success of the John Labatt Centre project with their 2002 National Award for Innovation and Excellence in Public Private Partnerships that included the Gold Award for Project Financing. Partners included EllisDon Corporation, the City of London, Stadium Consultants Inc. (Division of Brisbin Brook Beynon Architects), Global Spectrum (Division of Comcast Corporation) and Pacific and Western Bank of Canada. - O'Reilly, Dan. "Setting Goals". Heavy Construction News. March 2002. Graphic illustrations, drawings and/or photographs:

Further information: "This is a true testament to the dedication of so many individuals who were responsible for this project. EllisDon is a wonderful partner and we're happy to accept the award along with them" - Peter Luukko, Comcast-Spectacor Ventures President and Global Spectrum Chairman.

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience EllisDon

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Canary Wharf, London, England Construction Management Name and address of Client (client name, contact name, title, location, phone number, and email address): Credit Suisse/First Boston Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 1988 1991 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final 117 Million 117 Million Detailed Narrative Description of Project (including dates and type of facility, size and current status): The 20-storey, 750,000 square foot, and state-of-the-art office building has a ground floor plate of 45,000 square feet, of which 30,000 square feet overhangs the Thames River. It is founded on 90 caisson piles ranging in diameter from 30" to 42". The piles were driven off a barge into the river bed reaching a depth of over 65 feet. The caissons were then cleaned out and filled with concrete. The piles were tied together using precast concrete planks and a concrete deck was poured on top.

As part of the value engineering process Ellis-Don modified the precast forming system to best meet the requirements of this project.

This $117 million construction management contract was undertaken by a Joint Venture of Ellis-Don and Sir Robert McAlpine a U.K. construction company. This was a 50/50 Joint Venture arrangement and responsibility for all aspects of the project was shared equally by the two partners. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience EllisDon

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Eighth Avenue Place - Calgary Alberta Guaranteed Maximum Price Name and address of Client (client name, contact name, title, location, phone number, and email address): OWNER'S REP

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): December 2007 February 2011 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final Confidential Confidential Detailed Narrative Description of Project (including dates and type of facility, size and current status): The Eighth Avenue Place in Calgary's downtown core. The project entails the construction of the 50 storey east tower, plus 15 connected podium, winter garden and 6 level underground parking facility. The building structure will consist of a concrete core with structural steel frame, the first high rise building in Calgary to use this method since Petro Canada tower in 1984; the concrete core was poured using self climbing formwork. Now almost complete the east tower will be Calgary's third tallest building standing 312.275 metres tall with over 1 million square feet of finished floor space, 1,143 underground parking stalls and 18 underground loading docks. EllisDon is also laying the foundation for a west tower which will be constructed on the site in the future.

Architects, consultants, manufacturers and suppliers from around the world are working together on this LEED® Platinum Core Shell pre-certified building with architecture inspired by the neighbouring Rocky Mountains. Among the many impressive characteristics of this project, the window washing equipment is one of the most unique, utilizing a work platform lowered from a roof mounted crane. The crane will rotate 360 degrees allowing access to any area of the tower's exterior in need of maintenance from the 50th storey to the ground level.

The new Eighth Avenue Place towers will occupy the former site of the Penny Lane Shopping Centre and the famous Cowboys night club. Elements of Penny Lane have been salvaged and a feature in honor of its long history will be constructed on the Plus 15 level of the new building. Relevance to the Project: Due to advanced design and our efforts to manage waste and recycle materials we were bumped from aiming for LEED® Gold to pre-certifying LEED® Platinum, we will be the first commercial LEED Platinum high rise in Canada. Other Sustainable Features Include: • State of the art building management and control system to monitor consumption and tenant comfort requests • 40% reduction in water through features such as ultra low flow urinals • Reliance on outside air (at certain times) to cool the building • 300-stall bicycle parking with adjacent showers • 50% land fill diversion of construction waste • Use of low emitting paints, adhesives and solvents • Environmental sensitive refrigerants • Canada's largest green roof encompassing 30,000 square feet Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience EllisDon

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Royal Alexandra Hospital - North Treatment Centre, Phase 4 - Edmonton Stipulated Price Contract Alberta Name and address of Client (client name, contact name, title, location, phone number, and email address): Alberta Health Services Edmonton, Alberta

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): October 2005 April 2008 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $106 Million $113 Million Detailed Narrative Description of Project (including dates and type of facility, size and current status): EllisDon Edmonton was awarded the Stipulated Price Contract for the North Treatment Centre: Phase 4 at the Royal Alexandra Hospital in Edmonton.

The project consisted of a six-storey acute care facility plus mechanical penthouse and basement. The building structure is cast-in-place concrete with curtain-wall, masonry and metal panels on the exterior. Demolition, excavation and piling were carried out under a separate contract.

The North Treatment Centre houses Women's Health, Cardiac Services, and the Learning Centre and inpatient medicine and surgery beds. The new Women's Health Centre will help meet the demand for high-risk obstetrics, cancer surgery and specialized services and ensures the Centre remains the major teaching facility for the Faculty of Medicine and Department of Obstetrics and Gynecology at the University of Alberta. The Women's Health Centre will be named after the late Dr. Lois E. Hole, former Lieutenant Governor of Alberta. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience EllisDon

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: North Park Quad Arena, Oakville, Ontario, Canada Design-Build Name and address of Client (client name, contact name, title, location, phone number, and email address): Town of Oakville Address: Contact: Phone: / Email Address: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 2008-Jul-14 2010-April-08 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $40 M $40 M Name of Prime Team Members and services provided: Design Builder: EllisDon Mechanical Consultant: Sprint-Insight Mechanical Services Inc. Electrical Consultant: Birnie Electric Limited Structural Consultant: Genivar Prime Team member's Senior Staff Involved and Functions Performed: Executive in Charge: Project Manager: Superintendent: Detailed Narrative Description of Project (including dates and type of facility, size and current status): EllisDon was the Design Builder for the North Park Quad Pad Arena for the Corporation of the Town of Oakville, Ontario. This is the second Design Build recreational project awarded to EllisDon this year by the Town of Oakville. This facility is approximately 190,000 square feet and features four ice pads; three NHL sized rinks each with heated bench seating for 70 and one Olympic sized with 1,500 arena-style seats. The four rinks are separated by a public amenity space and the building offers ample change rooms throughout and a second- storey restaurant that overlooks two rinks.

They used a pre-engineered structural steel building which also utilized conventional structural steel, hollow-core slabs, precast and cast-in-place concrete. The most challenging part of the construction process was pouring the concrete pads for the ice rinks. EllisDon had to closely monitor the smoothness, flatness and elevation of the rink slabs in order to produce perfect ice conditions for superior performance on the ice. The pads are heavily reinforced with rebar and steel mesh and the slabs are embedded with plastic lines, which circulate glycol at - 40˚C. EllisDon has poured over 5,000 cubic metres of concrete at the arena, 800 of which were for the rink slabs alone. The arena is the first part of a larger North Park development, which will include numerous outdoor recreational facilities. A library and community learning centre in phase two and an outdoor sports park in phase three, which will all help to service the rapid residential growth in North Oakville. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: This project is targeting LEED Silver certification, and displays several sustainable methods including the diversion of 80 percent of construction waste from landfills, utilizing 40 percent recycled and regional content in the building material, storm water management, a reflective solar roof, high-efficiency mechanical systems and low VOC-emitting interior finishes. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience EllisDon

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: (SkyDome) (including the Renaissance Hotel), Toronto, Design-Build, Construction Ontario Management /GMP Name and address of Client (client name, contact name, title, location, phone number, and email address): Stadium Corporation of Ontario Ltd. Address: Suite Contact: Phone: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 1986-Apr-21 1989-Jun-01 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $527 Million (+56 Million for Skydome Hotel) $527 Million (+56 Million for Skydome Hotel) Name of Prime Team Members and services provided: EllisDon - General Contractor? Design Builder, Construction Management /GMP Architect - The Robbie / Adjelaian / Norr Consortium Detailed Narrative Description of Project (including dates and type of facility, size and current status): Rogers Centre, the world's first retractable roof stadium was opened on June 3, 1989. The 52,000-seat stadium is home to the Toronto Blue Jays and attracts over six million spectators annually.

The EllisDon team was selected as the preferred proponent following an initial successful design/build proposal for $243.7 million. Following an extensive value engineering analysis, EllisDon was awarded the design/build contract to build the stadium for a guaranteed lump sum price of $184.2 million, which was ultimately achieved. During the course of construction, the scope of work expanded to include a major hotel, health club, restaurants, Skyboxes and Jumbotron, all of which were additional to the original stadium contract, and were completed within the original time frame of only 32 months. This accomplishment is a tribute to the entire team involved in designing and building this world class facility.

Rogers Centre was an extremely complex project which required an innovative approach to both technical and management systems. Experience gained as a result of this project, particularly in the areas of value engineering, scheduling and cost control, has been invaluable on many subsequent projects.

Hotel: This major three star hotel, operated by Canadian Pacific, was added to the SkyDome project after the start of stadium construction. Because it was built into the stadium structure (half of the rooms overlook the playing field) the design required extensive architectural and structural modifications. Because of this and other costs relating to the interfaces between the hotel and the stadium, the project cost in relation to the number of rooms is not typical for a standalone hotel. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience EllisDon

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Metro Toronto Convention Centre (including the Intercontinental Construction Management Hotel), Toronto, Ontario Name and address of Client (client name, contact name, title, location, phone number, and email address): Canadian National Railways Contact: Phone: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 2005-Feb-28 1982-May-01 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $120M $120M Name of Prime Team Members and services provided: ED - Construction Manager Architect Crang & Boake Inc. Architects Prime Team member's Senior Staff Involved and Functions Performed:

Detailed Narrative Description of Project (including dates and type of facility, size and current status): EllisDon was selected as Construction Manager for Canada's leading convention centre. Our role included a value engineering analysis of this multi-use development, which apart from the convention centre also incorporated a hotel and an office tower. EllisDon undertook the construction and commissioning of this project for a Guaranteed Maximum Price on an extremely tight schedule.

The main exhibit floor comprises over 400,000 square feet of floor space with a capacity to accommodate 12,000 people. A roadway extends the entire length of the exhibition area, facilitating truck loading and unloading. The second floor of the centre contains meeting rooms, restaurants and a ballroom large enough to accommodate 2,000 people. The project also incorporates a major 25-floor, 600-room Crowne Plaza Hotel.

In addition to 400,000 square feet of flexible exhibit space, the Metropolitan Toronto Convention Centre (MTCC) also includes 64 furnished meeting rooms that cover 104,000 square feet of space, 2 multi-purpose ballrooms encompassing 78,000 square feet, and the beautiful 1,330-seat John Bassett Theatre. With technologically advanced facilities and enviable reputation for food and service excellence help to make each event we host a truly unique experience for groups of 40 to 40,000.

The Metro Toronto Convention Centre is located in the heart of vibrant downtown Toronto, a thriving multicultural mosaic. The setting is sleek, modern and inviting.

Warm tasteful colours and contemporary finishings are set off by abundance of glass and natural light. It is the best-equipped, most up-to-date, and most attractive convention centre in Canada. The Centre was purpose-built with every detail was designed with customers' needs in mind. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience EllisDon

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: London Convention Centre, London, Ontario, Canada Construction Management Name and address of Client (client name, contact name, title, location, phone number, and email address): Corporation of the City of London Address: Contact: Phone: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 1991-Oct-14 1993-Sep-15 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $27M $27M Name of Prime Team Members and services provided: ED - Construction Manager Architect Webb Zerafa Menkes Housden Partnership Ltd. Prime Team member's Senior Staff Involved and Functions Performed: Project Manager: Superintendent: Estimator: Detailed Narrative Description of Project (including dates and type of facility, size and current status): The main hall is comprised of 35,000 square feet of exhibition space accommodating up to 3,500 people. Its design allows for the main hall to be divided into a number of different configurations. Other features of the Convention Centre include column-free construction, numerous breakout rooms, and a permanent tiered presentation theatre. Construction was completed on schedule and under budget.

On this project EllisDon was retained early in the process as Project Manager. In this role we prepared preliminary budgets which were required for the Centre to get City approval. We were also involved in the selection procedure for the project architects. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience EllisDon

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Ritz Carlton Hotel (Simcoe Centre Tower), Toronto, Ontario Construction Management Name and address of Client (client name, contact name, title, location, phone number, and email address): Graywood Developments Ltd. Address: Contact: Phone: / Email Address: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 2006-Dec-01 2011-May-31 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $225 million $225 million Name of Prime Team Members and services provided: Construction Manager: EllisDon Architect: Page & Steele Architects Mechanical Consultant: The Mitchell Partnership Inc. Electrical Consultant: Hidi Rae Consulting Engineers Inc. Structural Consultant: Halcrow Yolles Partnership Inc. Prime Team member's Senior Staff Involved and Functions Performed: Executive in Charge: Project Manager: Superintendent: Estimator: Detailed Narrative Description of Project (including dates and type of facility, size and current status): The development is located on the south side of Wellington Street, between Simcoe and John Streets. The 990,000 square foot facility features a five-star hotel with 266 rooms and 153 condominium residences in a stately and elegant point tower destined to become a city landmark.

Combining classic and contemporary architectural elements throughout, the building has three main components. The tower rises out of a five-level podium. Floors six to twenty will contain luxuriously appointed rooms and facilities for hotel guests. Condominium residences are located on floors twenty-two to fifty-three with a private lobby and amenity centre for residents on the twenty-first and twenty-second floors.

The five-story podium at the tower's base features a large glass exterior designed to create a sense of interaction between the street and the lobby. The podium also has two large ballrooms, fine-dining restaurants, conference, and meeting facilities to attract high-end conference and business meeting clients. The grand ballroom will host leading social events and functions.

In addition, the top level of the podium houses a world class 23,000 square foot spa, which will be Toronto's largest and most luxurious. Most condominium residences will be one, two or three bedroom suites ranging from 1,400 to over 10,000 square feet. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 CASMAN BUILDING LIMITED

Project Experience Casman

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: ConocoPhillps Office, Fort McMurray (RMWB), AB, Canada Lump Sum Name and address of Client (client name, contact name, title, location, phone number, and email address): ConocoPhillips Canada Contact: Location: Calgary, Alberta Phone: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 04/2009 09/2009 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $.5M $.5M Name of Prime Team Members and services provided: Interior Design: Martens Group Licensed Interior Design Studio Ltd. Constructor: Casman Building Ltd. Prime Team member's Senior Staff Involved and Functions Performed: - Project Manager Detailed Narrative Description of Project (including dates and type of facility, size and current status): Casman Building Ltd. completed the ConocoPhillips Fort McMurray office in the summer & fall of 2009. This executive office includes hard walled offices, open spaces with systems furniture, staff lounge and kitchen facilities, and boardrooms. The level of finishes was modern and high end. Description of Services Provided by (Prime Team Member): Casman Building, as the General Contractor for this project, directly managed the construction of the office space. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Coordination with our client's IT department was imperative in ensuring the integration of data wiring coordinated with the owner's elaborate communications and audio visual equipment. Relevance to the Project: Commercial project including offices and meeting room spaces. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience Casman

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Ravensglen Development, Fort McMurray, AB, Canada Design Build Name and address of Client (client name, contact name, title, location, phone number, and email address): Block Developments Contact: Location: Fort McMurray, Alberta Phone: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 11/2009 12/2011 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $16M (nic land) $16M (nic land) Name of Prime Team Members and services provided: Architecture: Bruce Gunn Architecture Constructor & Developer: Casman Building Ltd. Prime Team member's Senior Staff Involved and Functions Performed: General Manager - Project Manager - Superintendent - Detailed Narrative Description of Project (including dates and type of facility, size and current status): Casman Building Ltd. has partnered with Block Developments to provide this beautiful and scenic residential subdivision. This development includes 56 quality crafted luxury townhomes nestled in the heart of the Stonecreek Division of Fort McMurray. All 56 units are approximately 1,300 square feet in size. Construction of this development includes all site servicing, roads, and landscaping as well as construction of the townhome units. Casman Building is responsible for overseeing all design as well as sales and organization of the condo component of the project as these units are for individual sale. Description of Services Provided by (Prime Team Member): Construction of this development includes all site servicing, roads, and landscaping as well as construction of the townhome units. Casman Building is responsible for overseeing all design as well as sales and organization of the condo component of the project as these units are for individual sale. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: A challenge of this project would be the issues that arise with a schedule that is driven by the sale of the individual units. Our quality objective for the project is to ensure purchaser satisfaction in this truly wonderful and unique development. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: This new and verdant subdivision is surrounded by hundreds of acres of crown land, literally at the door step. Outdoor enthusiasts can enjoy cross country skiing, skating, snow shoeing and tobogganing right from their home. Relevance to the Project: Large scale project within the Regional Municipality of Wood Buffalo including servicing and roads. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience Casman

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Vista Ridge Ski Lodge - Expansion and Renovation, Fort McMurray Lump Sum (RMWB), AB, Canada Name and address of Client (client name, contact name, title, location, phone number, and email address): Vista Ridge Recreational Association Contact: Location: Fort McMurray, Alberta Phone: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 06/2009 11/2009 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $3.5M $3.5M Name of Prime Team Members and services provided: Architect: Architecture | Arndt Tkalcic Bengert Constructor: Casman Building Ltd. Prime Team member's Senior Staff Involved and Functions Performed:

Detailed Narrative Description of Project (including dates and type of facility, size and current status): Casman Building, the original builder of the Vista Ridge Ski Lodge in 1996, was the successful proponent for the expansion and renovation of the existing facility. A two storey addition including office areas, conference room, lounge, and rooftop patio was constructed on the East side of the facility while a complete interior reno of the rental shop, staff lounge, cafeteria, and seating area was completed including the installation of a mezzanine level for additional seating. The entire exterior was refinished to ensure the existing and addition meshed seamlessly. Description of Services Provided by (Prime Team Member): Casman Building, as the General Contractor for this project, directly managed the construction of the addition and the renovation of the existing facility. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: This project included a very tight schedule to ensure that our client's Ski Season was not impacted. Good communication and relationships between all stakeholders was imperative in not delaying progress. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: Value Added: Casman Building worked very closely with the Manager of Vista Ridge, a non-profit organization, from project commencement to reduce costs of the project. We contacted all of our subtrades and suppliers requesting input on alternative or different methods that would reduce overall costs while still attaining the facility our client required. Relevance to the Project: Vista Ridge Ski Lodge is a public recreational facility in the Regional Municipality of Wood Buffalo. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience Casman

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Wood Buffalo Housing and Development Multi-Family Affordable Housing Lump Sum Projects, Fort McMurray (RMWB), AB, Canada Name and address of Client (client name, contact name, title, location, phone number, and email address): Wood Buffalo Housing and Development Corporation Contact: Location: Fort McMurray, Alberta Phone: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 08/2006 04/2011 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $123.5M $123.5M Name of Prime Team Members and services provided: Architecture: John Stewart Architects Constructor: Casman Building Ltd. Prime Team member's Senior Staff Involved and Functions Performed:

Detailed Narrative Description of Project (including dates and type of facility, size and current status): With 498 units spread over 6 large multi-family Wood Buffalo Housing and Development Affordable Housing projects awarded over the last five years Casman Building is proud to be a part of providing quality, affordable homes and neighborhoods for many local families.

These units have ranged from Townhomes to Multi-Storey Apartment Buildings, rental units to purchased condominiums. Sizes of units range from one bedroom apartments to three bedroom townhomes. Handicap accessible units have been included in most of the projects to date. These homes are well planned, functional, and attractive units that allow individuals in our community to rent or own homes they normally wouldn't be able to afford due to extremely high housing rates in this region. Description of Services Provided by (Prime Team Member): Casman Building, has acted as the General Contractor on all of these projects, managing all construction activities and subtrades. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Challenges: Although every individual project faces unique challenges, the limited labour and subtrade pool along with the unprecedented escalation of construction costs that this region faced over the last five years was Casman and WBHD' s greatest challenge. We tackled this challenge by working diligently to establish a base of qualified subcontractors and suppliers to pull from and we put much effort into hiring experienced staff and providing training and mentorship to junior employees. Relevance to the Project: The combined site areas for these 6 projects totals over 27 acres of land development within the Regional Municipality of Wood Buffalo. This development includes for services, utilities, roads, parking lots, parkades, unfavourable soil conditions, construction of common buildings, playgrounds, in addition to the 498 units mentioned above. Much of this construction was completed throughout the booming economy and extreme winter conditions that are unique to the Fort McMurray region. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): Value Added: Casman Building has worked closely with the Development and Project staff at WBHD and their Consultants to develop processes, systems, specifications, details, and most importantly, relationships which has enabled all parties to streamline the construction of these units. Many of our staff that have been dedicated to working on WBHD projects for much of their tenure at Casman and they bring this experience to each of these WBHD projects.

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience Casman

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Alberta Motor Products Dealership, Fort McMurray (RMWB), AB, Canada Lump Sum Name and address of Client (client name, contact name, title, location, phone number, and email address): Alberta Motor Products (AMP) Contact: Location: Fort McMurray, Alberta Phone: Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 2000 2001 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $3.5M (2011 value) $3.5M (2011 value) Name of Prime Team Members and services provided: Architect: Constructor: Casman Building Ltd. Prime Team member's Senior Staff Involved and Functions Performed:

Detailed Narrative Description of Project (including dates and type of facility, size and current status): Casman Building Ltd. completed the addition and renovation of this large automotive dealership located on Franklin Avenue, the main avenue through the downtown core of Fort McMurray. This included an addition to the office area, service department, the drive through service bay, and the front showroom expansion. The total size of this was 7,000 square feet. Description of Services Provided by (Prime Team Member): Casman Building, as the General Contractor for this project, directly managed the construction of the expansion and renovation. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Coordination with our client was paramount in keeping their business open throughout the entire construction process. This dealership and service department is extremely busy and the client was clear in his direction that service could not be interrupted. Relevance to the Project: Commercial/Light industrial project. Location in the downtown core of Fort McMurray. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 BBB ARCHITECTS

Project Experience BBB

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Terwillegar Community Recreation Centre, Edmonton, Alberta Design-Build Name and address of Client (client name, contact name, title, location, phone number, and email address):

Project Coordinator City of Edmonton

Edmonton, AB

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 07/2008 01/2011 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $60M $60M Name of Prime Team Members and services provided: BBB Architects provided full architectural services for this project. Prime Team member's Senior Staff Involved and Functions Performed:

Project Description Located on the Leger District Park Site and easily accessible from major roadways, the adjacent Leger Transit Centre, or walking/cycling paths, the 300,000 ft2 Terwillegar Community Recreation Centre was built as a true multi-sport venue for southwest Edmonton residents. This LEED Silver project utilizes an abundance of natural light in both the rinks and the public spaces.

The environment in the new facility needed to be welcoming, comfortable and inclusive. Efforts were taken to give the entrance, lobby and common spaces an inviting feel to attract visitors into the space for physical activity, educational opportunities and socializing with family and friends. The open design and use of natural light throughout the space created this ambience for the facility.

The concepts guiding this venue's design were flexibility and adaptability. As such, each facility component was designed to support a maximum number of potential uses and to meet user needs both now and in the future. The inclusion of movable floors and bulkheads allowed pool operators to segment the pool and provide a wider variety of activities in one pool tank.

In addition to its integral role as a facility for Edmonton residents, this facility will also become a destination for sports training and competition. The 50m pool meets all FINA and Swim Canada standards to host events ranging from local swim meets to World Master competitions. The NHL-regulation rinks will provide additional rink time for local skating and hockey enthusiasts and provide a more competitive venue for these athletes to practice and compete.

The centre also houses an open-concept, community ice rink centre with four NHL regulation-sized rinks, visible from a raised public concourse. Rink number one will accommodate 700 spectators, with 200 viewing spaces overlooking the other three ice surfaces. Description of Services Provided by (Prime Team Member): BBB was the architect for the four-pad arena portion of the project and also coordinated with the local architect on the overall design. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: The BBB design team worked to achieve the following objectives:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

• Provide a high quality sport and competition facility for users of all skill levels; • Provide a mix of casual and structured leisure opportunities for multi-generational users; • Create a dynamic athletic hub that offers amenities and services to meet the needs of the local community and greater Edmonton area; • Ensure the facility and its services are accessible to all users; • Reduce energy consumption through sustainable, environmentally friendly design. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The City of Edmonton is committed to meeting the LEED Silver standard for all new City buildings and was pleased to be in a position to achieve this goal with the Terwillegar Community Recreation Centre. This is in keeping with the city's strategic goal of preserving and sustaining Edmonton's environment. Relevance to the Project: This project was a large, community based recreation centre in Alberta. It created a community hub for local residents, encouraging sport, recreation and social events for all. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): Top Projects Twenty Ten - Runner-up - Institutional Alberta Construction Magazine, November 2010

"Terwillegar Community Rec Centre opening in January" Edmonton Journal, December 1, 2010

"Major Facility for Minor Hockey" Edmonton Sun, January 17, 2011 Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience BBB

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Rogers Arena, Vancouver, British Columbia Design Build Name and address of Client (client name, contact name, title, location, phone number, and email address):

Vice President and General Manager, Arena Operations Canuck Sports and Entertainment

rt Date (mo/yr): Substantial Completion Date (mo/yr): 01/1994 09/1995 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $180M $180M Name of Prime Team Members and services provided: BBB Architects provided full architectural and interior design services for this facility. Prime Team member's Senior Staff Involved and Functions Performed: acted as Managing Partner and was responsible for helping client select site, option the land and create building program and concept design. was the Design Architect, design development and worked with local site architect, designed detailed plans and elevations, coordinated the engineering team, directed interior finishes. Detailed Narrative Description of Project (including dates and type of facility, size and current status): Vancouver's Rogers Arena (formerly GM Place) was designed to accommodate the NHL's Vancouver Canucks and the new NBA expansion team the Vancouver Grizzlies. Completed in just 20 months, the facility features seating for up to 20,000, administrative offices, lounges, dining, banquet, training, concession areas, a television studio, maintenance areas and two levels of underground parking.

The 475,000 ft2 multi-purpose facility, with its superior sight lines and multi-use flexibility, is consistently ranked as one of the busiest venues in North America. In addition to hockey and basketball games, it also accommodates a variety of other activities including concerts, conventions and trade shows, business and social functions, tennis and boxing.

In its Air Canada Club premium seating section, the venue offers added privacy and comfort with its suite services. 88 executive suites are available on an annual lease, with each suite having the capacity for 14 guests per game or event.

Rogers Arena was renamed Canada Hockey Place during February 2010 as it hosted the women's and men's ice hockey tournaments in the XXI Winter Olympic Games. Description of Services Provided by (Prime Team Member): In addition to architectural and interior design services, BBB also provided direction on site selection, programming, marketing of corporate suites, club seats, and corporate sponsorship activities. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: This project involved a very snug site between major downtown viaducts. Additionally, there was quite a variation of grade elevation with entrances/access on multiple floors around the perimeter of the building. Strict earthquake/seismic codes and allowances for the addition of a future office tower made for a very challenging site. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The design team surpassed Model National Energy Codes for Buildings (MNECB), maximized the use of natural light within the space and used local materials for this project. Relevance to the Project: Rogers Arena is a large spectator facility with a multi-use program including hockey, concerts and basketball. The urban context of the project is also similar as an office tower was attached to the arena incorporating multiple disciplines into the design for a truly multi-use downtown complex. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): Rogers Arena has won the 2006 BC Rehab Foundation Standing Ovation Award and, for seven straight years, won Facility Magazine's Prime Site Award (1995-2001).

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Education and Qualification

Additionally, the venue has hosted:

• 1997 Canadian National Figure Skating Championships • 1998 NHL All-Star Weekend • 1998 Juno Awards • 1998 NBA Draft • 2001 World Figure Skating Championships • 2006 World Junior Hockey Championships • 2006 NHL Entry Draft • 2009 Juno Awards • 2010 Primary ice hockey venue for the XXI Winter Olympic Games

Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience BBB

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Air Canada Centre, Toronto, Ontario Design Build Name and address of Client (client name, contact name, title, location, phone number, and email address):

Executive Vice President, Venues and Entertainment Maple Leaf Sports and Entertainment Ltd.

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 1997 1999 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $265M $265M Name of Prime Team Members and services provided: BBB Architects provided full architectural services for this project. Prime Team member's Senior Staff Involved and Functions Performed: Key team members for this project were

Detailed Narrative Description of Project (including dates and type of facility, size and current status): The Air Canada Centre (ACC), home to the NHL's Toronto Maple Leafs and the NBA's Toronto Raptors, provides unequalled facilities for sports, concerts and intimate theatre events year-round. Consistently recognized as one of the busiest arenas in the world, the ACC averages 180 ticketed events and more than 2.75 million visitors each year. Located in the heart of downtown Toronto, the ACC is within close proximity to several of Toronto's most popular tourist attractions and, with its construction, has revitalized the area known as the Railway Lands East.

As one of Toronto's premier multi-use venues, the ACC hosts concerts and a wide range of sports and entertainment activities. This 665,000 ft2 facility is used for basketball, hockey, arena football, concerts, family shows, skating events, corporate trade shows, circuses and various sporting and community events and private functions. The ACC offers patrons unsurpassed sightlines, state-of-the-art sound and visuals and an extraordinary range of amenities and services such as premium and luxury seating including 40 lounges, 65 executive suites and more than 1,000 premium seats. The arena boasts an in-house microbrewery, one of only two arenas in Canada to do so, in addition to three full service restaurants, two bars, multiple concession standards located through the centre, a centrally located food court and the Maple Leaf Hall of Fame. Description of Services Provided by (Prime Team Member): BBB Architects was responsible for:

• Meeting with the client to review and confirm all design program requirements; • Establishing design direction and parameters for site development concept; • Establishing concept design to accommodate design of the site; • Documenting and presenting final designs to the client steering committee and where applicable, presenting the design to community groups; • Obtaining client approval for conceptual and schematic designs; • Working closely with construction and design teams to establish detailed design of various building components including material selection, technical details, coordination of light, electrical, structural and mechanical engineering and integration of landscape design into site development; • Reviewing and coordinating construction documentation to ensure design intent is carried through on all building documentation; • Reviewing final implementation of project with client to review that all design parameters are met. • Facilitating timely and open communication with all team members as well as the client to ensure all scheduling and budget expectations are achieved. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: To accommodate the multiple sports teams, concerts and events held each year, the ACC was designed with two team locker rooms, two referee/official dressing rooms, ten multi-purpose rooms and a backstage lounge. Sport and team-

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

specific training rooms were also built to facilitate both the Leafs and the Raptors. One of only eleven teams in the NBA to have their own practice court built in the arena, the ACC has an NBA-size regulation court, training facility and scoreboard complete with shot clocks on both basketball nets for its Toronto Raptors.

The design of the Air Canada Centre had to facilitate its broadcast capabilities that would meet world-class standards for broadcasting. To broadcast its events to a global audience, indoor and exterior parking was designed to accommodate mobile and support vehicles, a myriad of patchable media bulkheads are located throughout the facility along with state- of-the-art audio and visual components throughout the venue.

Seating bowl reconfiguration for retractable seating, club lounge renovations, media facilities, club lounge renovations and office space were factored into a second design phase of the ACC's design, ensuring that this world class facility would meet the stakeholder's program requirements while lessening the impact to attendees.

With the site located in a heavily trafficked area of downtown Toronto, the design of the venue had to limit the impact of construction on pedestrian, automobile and public transit traffic of the immediate area. The construction footprint was minimized and the centre opened both on time and on budget, per the owners' specifications.

Design and quality objectives and challenges for the ACC included:

• Design an NHL/NBA quality facility on a fixed budget within a small site to be completed in a 30-month time frame; • Provide state-of-the-art media and broadcast opportunities; • Design for flexibility in accommodating multiple uses including hockey, basketball, lacrosse, concerts, stage shows and various other events; • Create a landmark design statement while incorporating an existing historic building into this design; • Create a significant set of public urban spaces in and around the complex; • Provide efficient and effective back-of-house and service space in a very tight and congested site; • Create an intimate and vibrant spectator experience for the patrons; • Maximize revenue opportunities for the investors. The implemented solution created the most successful facility of its kind in the world of professional hockey and basketball. The Air Canada Centre is the second most profitable sports venue in all the world. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The ACC is a large spectator facility that accommodates professional level standards for the activities being held there to the highest standards. It accommodates the flow of spectators, services, food and beverage requirements and broadcast requirements in the manner necessary for the facility. Relevance to the Project: The Air Canada Centre is a large spectator facility with a multi-use program. It is located in an urban, downtown location with an office tower attached, created in a design-build format. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable):

• Toronto Construction Association's Best of the Best Award (1999) • Facility Management Magazine's Prime Site Awards (2000) • Tourism Toronto's Jeff Adams Access Award of Excellence (2001) • Tourism Toronto's Jeff Adams Access Award of Excellence (2002) • Forbes: America's 10 Most Lucrative Sports Arenas (2008) • Selected to host the 2000 NHL All Star Game • Selected to host the 2004 World Cup of Hockey Final Game

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

Graphic illustrations, drawings and/or photographs:

3 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience BBB

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Durham Region Headquarters, Whitby, Ontario Design Build Name and address of Client (client name, contact name, title, location, phone number, and email address):

Director, Support Services Region of Durham

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 2002 2005 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $68M $68M Name of Prime Team Members and services provided: BBB Architects were the Architects of Record for this project and were selected as part of the consultant team along with the Contractor in a design build competition. Prime Team member's Senior Staff Involved and Functions Performed: Key individuals on this project were

Detailed Narrative Description of Project (including dates and type of facility, size and current status): BBB's role in the interior layout of this 345,000 ft2 facility went beyond passive interpretation of programmatic data, rather the team met actively and frequently with departmental representatives throughout the project in order to better understand the concrete needs of the municipality. After initial review and study of the program, BBB conducted multiple interviews with reps from each of the departments to be situated in the new facility, updating requirements after each interview, and providing detailed meeting summaries to representatives following each meeting. Based on these interviews, refined blocking and stacking diagrams were created, space allocation standards established, generic workstation configurations created and each of the departmental layouts was space-planned. In many cases, departmental layouts were modified multiple times, with a view to optimizing workflow, diminishing sound transfer, and providing occupant privacy where critical.

Durham Regional Headquarters is home to the municipal government of the Durham region, overseeing its area municipalities, towns and townships, serving approximately 760,000 residents. A new facility was designed to accommodate the growing needs of this regional government including a council chamber, court facility and a parking facility with a capacity for more than 1,400 vehicles. The new headquarters houses multiple departments for the region such as the administrative offices for the Durham Region Police Service, Municipal Works, Legal, Planning and Social Services. This facility includes administrative offices for the Region, five courtrooms as well as support areas for the POA courts of Durham Region.

An elliptical council chamber, with a stadium style public gallery and clerestory windows, utilizes natural light to illuminate the chamber and bring a simple design element into the functional space. Construction was tendered as the design developed on a sequential basis, allowing a fast track start and smooth transitions throughout every stage of the project.

BBB also created the initial masterplan concept for the site upon which the successful design proposal for Durham Regional Headquarters was determined, providing the firm with long-standing and detailed background knowledge of the project and its challenges.

All of the above-noted experience has engendered a solid understanding of all aspects of the site and the building architecture that helped create and determine the best options for expansion planning. Description of Services Provided by (Prime Team Member): As prime architect and interior design consultant for the Durham Regional Government's headquarters, BBB took on a wide-ranging role extending from initial review of the program to the design of all interior and architectural elements.

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

Throughout all phases, BBB worked closely with the Region to interpret and translate programmatic elements into architectural form. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Primary objectives on this project were: Design a Landmark Building for the Region of Durham as their Headquarters Facility.

• Provide a design that allowed the complex set of programmatic elements to work together in an efficient and effective manner. • Create a sense of openness and accessibility for the public to ensure that equal access for all citizens. • Provide and expression of the primary program elements on the exterior of the building. • Locate the building on the site to relate to the public realm in an urban fashion. • Provide a design that could be built on time and on budget. BBB was successful in their bid to satisfy the Region's requirements as evidenced by their success in securing the most points for design as adjudicated by the Region's selection committee.

The design solution located the building close to the arterial roads with all of the parking behind, providing access to the front door of the building for all users. The various program elements were organized around a central "galleria" theme, providing access to the Courthouse wing, the council chamber and the office space level and various meeting rooms. A ceremonial public square was located off one of the entrances to the galleria.

Of the many challenges faced during the design and construction of this complex building, BBB had to redesign the site to accommodate an existing building, originally slated for removal from the site. Other challenges included finalizing a program and design to accommodate thirteen different regional departments within the proper space in an efficient and collaborative manner. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The project includes administrative space for the Region, 5 POA Courthouses, a Council Chamber and a cafeteria, along with numerous meeting rooms, computer training labs and separate administrative space for thirteen regional departments. The firm worked closely with governmental agencies to ensure compliance with all necessary regulations regarding the building's construction. Relevance to the Project: The project included 300,000 square feet of office/courtroom space to create a multi-functional facility. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): "BBB Architects: Unique solutions for high-profile sports, entertainment, and institutional facilities" Canadian Builders Quarterly, November/December 2010 Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience BBB

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: K-Rock Centre, Kingston, Ontario Design Build Name and address of Client (client name, contact name, title, location, phone number, and email address):

City of Kingston, Ontario

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 07/2006 02/2008 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $45M $45M Name of Prime Team Members and services provided: BBB Architects were the Architects of Record for this multi-use arena completed in 2009. This project was secured in a design/build competition, sponsored by the city of Kingston. BBB was responsible for the design, which was selected by the review committee as the best design amongst the various teams pursuing this project. Prime Team member's Senior Staff Involved and Functions Performed: was Partner-in-Charge of the project while was Project Director in charge of the overall design and technical deliverables for the project. was the Project Manager for day-to-day deliverables for design and production phases; was in charge of the LEED deliverables; was the Job Captain responsible for the working drawings; and reviewed and oversaw all of the technical aspects and specifications for the project as well as the contract administration. Detailed Narrative Description of Project (including dates and type of facility, size and current status): The K-Rock Centre in Kingston, Ontario is a 5,700 seat multi-use arena completed in 2008. This venue has an on-site restaurant with a 300-person capacity, 32 private suites and four group suites overlooking the event floor.

The arena is home to the OHL's Kingston Frontenac Hockey Club, providing locker rooms and training facilities as well as a retail outlet for Frontenacs apparel and gear. K-Rock Centre also houses the Kingston & District Sports Hall of Fame, honoring regional athletes and team builders in sports.

In addition to its state of the art arena design, the building's exterior design utilizes a significant amount of glazing to the public concourses. Genuine Kingston limestone was also used to incorporate local resources into the structure.

Consecutively recognized for its excellence as a multi-use arena, the K-Rock Centre is LEED Silver certified and is one of the first facilities of its kind to receive this designation.

BBB worked closely with the city of Kingston, the various stakeholders including the Frontenacs OHL hockey team and the contractor to ensure the initial design intent was realized and the project was completed on time and on budget. Description of Services Provided by (Prime Team Member): BBB was involved in all aspects of the project from design, production, site review and commissioning as well as the design and documentation for the architectural portion of the LEED certification requirements.

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: BBB was challenged with producing a building that would respond to a mixed-use program and could accommodate myriad events including ice hockey, trade shows and musical performances. Flexibility and use of changeover for the various program components, including a well thought-out back-of-house and operations plan also formed a major part of the success of this facility. Integrated rigging capacity within the roof structure, along with sound and lighting, allowed for the most sophisticated concert equipment to be supported and utilized. The venue also provides a state-of-the-art environment for spectators, the same standard as larger NHL facilities yet in a smaller market with a more stringent budget. Sightlines, acoustics, ease of access and circulation, finishes and technology all played significant parts in this finished project.

The building had to fit into the urban fabric of Kingston and the rich heritage and pedestrian oriented composition of the city. The design of the K-Rock Centre had to accommodate the peak flows that such a facility creates, yet still provide vibrant street related uses during non-event times. Limestone and curtainwall glazing were the predominant exterior building materials used; the limestone was local to Kingston and used extensively throughout the area. A generous use of glazing throughout the pedestrian areas created a sense of transparency and openness to assist the public in the use and acceptance of the building while letting an abundance of natural light into the venue's public concourse. Retail fronting on the street engages pedestrians during non-event times and provides additional activity in the downtown area. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: Unique aspects of the project include its LEED Silver designation; it is the first facility of its kind to receive this certification in North America. This accreditation was achieved by utilizing energy saving mechanical and electrical systems, additional insulation within the building envelope and maximizing the use of recycled VOC finishes throughout the interior. The mechanical system reclaims waste heat that is utilized in the snow melting and domestic hot water systems.

The city of Kingston is committed to environmental excellence and proved this by implementing green practices into this facility's operations. To reduce the facility's negative environmental impact, a total of $1,200,000 was dedicated to securing LEED Silver certification for the venue. This investment, along with its subsequent certification, ensured the long-term energy and cost savings this environmentally sound design would provide.

Relevance to the Project: The K-Rock Centre is a multi-use spectator sporty and entertainment facility located in a downtown context. It is a leading-edge LEED compliant structure and was completed in a design-build format. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): OHL compliant One of the first multi-purpose, spectator arenas in North America to receive LEED Silver certification. Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 SAHURI & PARTNERS ARCHITECTURE Project Experience Sahuri

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Jack Pine Mine Administration Complex, Fort McMurray, Alberta, Construction Management Canada Name and address of Client (client name, contact name, title, location, phone number, and email address): Shell Canada AMEC COLT

Commissioning and Start Up (CSU) Manager 7th Floor, MacLeod Place II

Mobilization / Start Date Substantial Completion Date Concession Completion Date Explanation of any Variance: (mo/yr): (mo/yr): (mo/yr): Completed on schedule 10/09 6/09 NA Project Capital Cost (CAD) - Project Capital Cost (CAD) - Value of services provided by Prime Explanation of variance: Original Final Team Member (CAD): Variance was due to client $31.1 M $37.5 M NA requested changes and an additional scope of work Name of Prime Team Members and services provided:

Prime Team member's Senior Staff Involved and Functions Performed: Tim Sahuri - Principal-in-Charge / Design Director Joanne Smith - Partner / Project Architect Allan Law - Partner / Project Team Director Dino Loutas - Lead Structural Engineer Rob Rae - Lead Mechanical & Electrical Engineer Michael Smith - Control Room Specialty Architect Andrew Spitula - Code Consultant Karl Kristiansen - Lead Cost Consultant Detailed Narrative Description of Project (including dates and type of facility, size and current status): Jack Pine Mine combines with existing production from the Muskeg River Mine to feed the Scotford Upgrader, which processes the oil sands bitumen - heavy oil - for refined oil products. This $37.5 million, 80,500 sf. Mission Critical Building is the Control Centre for the Albian Sands Mine Site located outside Fort McMurray, AB.

This facility combines administration, control rooms, permit facilities, employee amenities, staff locker/change facilities, warehouses, maintenance shop, emergency fire, and medical response services. All facilities are arranged along a central spine creating a safe, secure, and efficient work environment. Description of Services Provided by (Prime Team Member): Architectural Design, Sustainable Design, and Project Management Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: The key design challenge was to create a work environment that stands out in the Energy Sector. The solution was in inspirational architecture that will help to attract and retain employees for Shell Canada. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: This project was designed with energy conservation in mind. Significant operational savings were gained by

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

consolidating a variety of operational functions within a single "administration" centre. This strategy of providing 'A' class accommodations for all employees creates an excellent and desirable workplace environment. Relevance to the Project: This project is an example of SAHURI + Partners experience with architecture in Northern climates and successful project delivery in the Regional Municipality of Wood Buffalo. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): This project has received many accolades from Energy Sector clients and has been published several times. Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Sahuri

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Mount Royal University Conservatory - The Bella Concert Hall, Construction Management Calgary, Alberta, Canada Name and address of Client (client name, contact name, title, location, phone number, and email address): Mount Royal University,

Director, The Conservatory,

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 01/10 TBD Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $70 M TBD Name of Prime Team Members and services provided: Architectural Design: SAHURI + Partners Architecture Inc. in association with Pfeiffer Partners Theatre Consultant: Auerbach Pollock Friedlander Acoustical Consultant: Talaske Audio/Visual Consultant: Multi-Media Consulting Inc. Structural: Read Jones Christoffersen Ltd. Mechanical/Electrical: H.H. Angus & Associates Ltd. Civil: Jubilee Engineering Consultants Landscape Architecture: 818 Studio Ltd. Lighting: Francis Krahne & Associates Vertical Transportation: Bamborough and Associates Inc. Cost Consultant:Western Cost Consulting LP Commissioning: ICx Solutions Inc. Prime Team member's Senior Staff Involved and Functions Performed:

Detailed Narrative Description of Project (including dates and type of facility, size and current status): Mount Royal University is one of Canada's leading undergraduate post-secondary institutions. The Conservatory programs will be relocated from the main Lincoln Park Campus building to the new facility upon completion. The New $70M Mount Royal University Conservatory, currently in design, consists of a 100,000 sq. ft. (9,290 m²) conservatory and performing arts centre featuring a 800 seat music hall. The remainder of the program area will consist of ensemble, instructional spaces, studios, classrooms, rehearsal spaces, instructor support and administration space, recording studios, lobby, front of house, support, and back-of-house operations. A

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

covered parking area is also planned for this facility. This is the first construction undertaken since Mount Royal's transition from a College to a University and will be the flagship of the campus. SAHURI + Partners are working in association with Pfeiffer Partners Architecture on this project and design development is well underway. Construction is planned to commence in September 2011 with completion planned in August 2013. Description of Services Provided by (Prime Team Member): Architectural design, sustainable design, and project management services Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: The design and quality objectives of this project are to crate the highest quality, state-of-the-art Music Conservatory and Performing Arts Centre / Concert Hall. Key challenges include combining a Conservatory, Concert Hall and Continuing Education Centre in one large complex. Another key challenge was to successfully integrate this landmark building into the University's Campus Master Plan. Both of these objectives have been achieved with this dynamic building. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The project is designed to achieve LEED® Gold certification. Relevance to the Project: The MRU Music Conservatory and Concert Hall is an example of our team's ability to meet the cultural design aspects of the Fort McMurray Regional Events Centre. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): This project is currently starting construction; however, we are confident that significant recognition will follow completion of this project. Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Sahuri

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Suncor Voyageur Administration Complex, Fort McMurray, Alberta, Canada Construction Management Name and address of Client (client name, contact name, title, location, phone number, and email address): Pivotal Projects Inc.

Project Director

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): NA NA Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $250 M TBD Name of Prime Team Members and services provided: Architectural Design: SAHURI + Partners Architecture Inc. Structural: AECOM Mechanical: AECOM Electrical: AECOM Civil: AECOM IT Controls: Human Centered Solutions Control Room Architect: Smith LaRock Architecture Code / Life Safety Consultant: Spitula & Associates Acoustic Consultant: Donald Olynyk Landscape Architecture: Scatliff+Miller+Murray Accessibility Consultant: Ron Wickman Architect Food Services: S.L. Bellingham & Associates Ltd. Prime Team member's Senior Staff Involved and Functions Performed:

Detailed Narrative Description of Project (including dates and type of facility, size and current status): This $250 million, 371,132 ft² Mission Critical Building is the Administration and Control Centre for the Suncor Energy's plant expansion located outside Fort McMurray, AB. This facility which is currently in design development will house: reception, control rooms, testing laboratories, equipment laboratories, employee amenities, staff locker/ change rooms, food services, cafeteria, and dining rooms, emergency and fire services, maintenance shops, offices, class rooms, meeting rooms, plant security, special services security, and a permitting centre. Working drawing have been completed. Description of Services Provided by (Prime Team Member):

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

Architectural Design, Sustainable Design, and Project Management Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: • To design a large scale, consolidated operations centre for Suncor's Voyageur Upgrader project. • A key challenge was combining the large range of program requirements into an effective building in an industrial setting. • The solution is an elegant combination of process and non-process work areas within one efficient complex. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: A sustainable, energy saving solution that attracts and retains the best employees for Suncor and delivers Workplace Excellence. Relevance to the Project: This project is an example of SAHURI's work in the Regional Municipality of Wood Buffalo and experience with architecture in northern climates. Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Sahuri

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Terwillegar Community Recreation Centre, Edmonton, Alberta, Canada Construction Management Name and address of Client (client name, contact name, title, location, phone number, and email address): City of Edmonton

Director, Recreation Projects

Mobilization / Start Date Substantial Completion Date Concession Completion Date Explanation of any Variance: (mo/yr): (mo/yr): (mo/yr): This project was completed on 07/08 12/10 NA schedule Project Capital Cost (CAD) - Project Capital Cost (CAD) - Value of services provided by Prime Explanation of variance: Original Final Team Member (CAD): Client requested changes with the $92 M $107M NA addition of arena components impacted the overall budget for this project. Name of Prime Team Members and services provided: Architectural Design: SAHURI + Partners Architecture Inc. Structural: Protostatix Engineering Consultants Mechanical: AECOM Aquatic Mechanical: The AME Consulting Group Electrical: MK Engineering Civil: ISL Engineering & Land Services Landscape Architecture: EIDOS Consultants Incorporated Aquatics Architecture: Vic Davies Architect Ltd. Acoustical Consultant: Donald Olynyk Food Service Consultant: Burnstad Consulting Accessibility Consultant: Ron Wickman Architect Cost Consultant: Western Cost Consulting Prime Team member's Senior Staff Involved and Functions Performed:

Detailed Narrative Description of Project (including dates and type of facility, size and current status): SAHURI + Partners designed the Terwillegar Community Recreation Centre with input from multiple community/special interest groups, as well as technical and operational participants. The result is a facility designed around a 'Social Heart' and gathering place for the surrounding community that includes aquatic facilities, indoor track

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

and fitness centre, climbing wall, child minding and child development, multipurpose and meeting rooms, flexi hall, lease spaces, and four adjacent NHL size ice arenas. The aquatics component includes a leisure water park and wave pool, waterslide, lazy river, sauna, steam room and whirlpools as well as a 53 meter pool for lane swimming. The Flexi-Hall can be divided into three separate ball courts or opened to create an indoor soccer field and will accommodate events of a variety of sizes. The facility also includes four hockey arenas, which are being constructed under a Design-Build approach. This $107M project has been designed to meet LEED® Silver certification and is being completed through a construction management approach. Construction was substantially completed in December of 2010. Description of Services Provided by (Prime Team Member): Architectural Design, sustainable Design & LEED® Expertise, and Project Management Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: • The design objective of this project was to design a world class comprehensive fully accessible recreation and community facility for all ages. • Key challenges included combining all the recreational program components into a dynamic, fun filled flexible recreation / community centre. • The solution was to create a "Community Social Heart" as the centre of the project with all the key recreational, cultural, and commercial components surrounding this central component Unique aspects such as energy conservation, sustainability, workplace excellence, etc: This project has been designed to achieve LEED® Silver Certification. The LEED Submission is currently in progress. Relevance to the Project: This major recreational / cultural project is relevant to your project because is an example of successful master planning of a large scale public amenity. Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience Sahuri

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Tyrrell Field Station Visitor Centre, Dinosaur Provincial Park, Alberta, Design-Bid-Build Canada Name and address of Client (client name, contact name, title, location, phone number, and email address): Alberta Community Development, Parks and Protected Areas Division

District Manager

Mobilization / Start Date Substantial Completion Date Concession Completion Date Explanation of any Variance: (mo/yr): (mo/yr): (mo/yr): Completed on schedule 01/05 11/05 NA Project Capital Cost (CAD) - Project Capital Cost (CAD) - Value of services provided by Prime Explanation of variance: Original Final Team Member (CAD): Variance was due to client $1,448,298 $1,509,171 NA requested changes Name of Prime Team Members and services provided: Architectural Design: SAHURI + Partners Architecture Inc. Structural: Kassian Dyck Associates Mechanical: Keen Engineering Co. Electrical: Maskell Plenzic & Partners Engineering Inc. Surveys / Soils /Geotechnical: UMA Engineering Ltd. Cost Consultant: Cuthbert Smith Consulting Partnership

Detailed Narrative Description of Project (including dates and type of facility, size and current status): A UNESCO World Heritage Site, Dinosaur Provincial Park is recognized for its unique "badlands" landscape and the most extensive fossil bed in Canada. As the steward of this unique landscape the Government of Alberta was committed to environmental responsibility in the design and construction of the Tyrrell Field Station Visitor Centre expansion. Site features include the use of native species, shade structures to provide respite from the high summer temperatures, and a dark sky lighting strategy to minimize disturbance of nocturnal wildlife and support celestial viewing. Recognizing regional water scarcity, plumbing upgrades include dual flush toilets, waterless urinals and low flow aerators. Resultant water savings allow for a two and half increase in visitation within former annual water use rate. Wastewater is handled by an onsite bio-digestor treatment plant. The project was recognized for exemplary performance in water use reduction. Description of Services Provided by (Prime Team Member): Architectural design, project management, and sustainable design management Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: A key project goal was minimizing site disturbance while doubling the size of the existing facility. The addition is located on an existing concrete plaza. A new forecourt which includes gardens featuring native park species, replaced a parking lot. The landscape design increases the site perviousness and employs landscape structures that channel and infiltrate the infrequent but heavy flash floods.

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

Unique aspects such as energy conservation, sustainability, workplace excellence, etc: A 41% energy cost savings was achieved by working with ambient site conditions, maximizing passive thermal dynamic systems, and providing an energy efficient building envelope. Despite sustained high summer temperatures air conditioning was avoided. A passive evaporative cooling tower delivers cool air while high operable windows allow warm air to exit and provide abundant daylight. This thermal siphoning effect combined with floor slab cooling from a fire protection reservoir and night flushing provides a range of cooling strategies. Despite the remote location the project achieved exemplary performance in regional materials (60%), and employed recycled content, rapidly renewable materials and low emitting products. Waste diversion reached 95% which included directing demolition materials to local high school construction programs. This project achieved LEED® Gold Certification. Relevance to the Project: This project is directly relevant as a "World Class" tourist draw and cultural/educational visitor centre. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): This project achieved LEED® Gold Certification and significant recognition for its environmentally sensitive design. Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 NUSTADIA RECREATION INC. Project Experience Nustadia

Project Information Sheet Project Location (city, province/state, country Project Delivery Type: BMO Centre, Halifax, Nova Scotia, Canada Design / Build/Operate Name and address of Client (client name, contact name, title, location, phone number, and email address): Halifax Regional Municipality PO Box 1749, Halifax NS B3J3A5

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 09/2009 10/2011 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $34,000,000 $34,000,000 Name of Prime Team Members and services provided: Nustadia Recreation's Prime Team member was who managed the Pre-opening Services , start up and is corporately responsible for the twenty year operating agreement with the Halifax Regional Municipality Prime Team member's Senior Staff Involved and Functions Performed: See above Detailed Narrative Description of Project (including dates and type of facility, size and current status): The team of Nustadia Recreation Inc. (NRI) and EllisDon Ltd. were selected after a lengthy evaluation period to negotiate a GMP design build contract and a twenty-year operating partnership with HRM for a four pad NHL sized ice arena. The innovative design incorporates numerous capital cost saving features, and is designed to accommodate minimum long-term operating costs through first class energy conservation technology and sustainable design. In the site selection and development, NRI / ED created significant added value for HRM through allocation of part of the site for other HRM needs (transit facility), as well as combining the cut and fill requirements of three different projects (two HRM, one private sector) resulting in substantial financial benefits to all Throughout the process, NRI worked closely with user groups to accommodate their needs, and the operating agreement reflects a "not for profit" approach to minimize the subsidized user fees in the long term. The project was Substantially complete in October , 2011 and Nustadia is operating and maintaining the facility. Description of Services Provided by (Prime Team Member): Under the Operating agreement Nustadia is responsible for all arena programming, scheduling , maintenance and staffing of the facility. We sell advertising, facility naming rights, negotiate all commercial leases, pouring and vending rights, and other contractually obligated income. We are also responsible for maintaining relationships both with the municipality and all user groups. We become part of the community and give back by organizing charity events for the benefit of the community. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Nustadia prepared the first ever community access plan in the Halifax Regional Municipality for the facility in order to correct the imbalance in facility use by various user groups. Gender equity and accessibility by all on an equal basis was accomplished through diligent and compassionate understanding of the needs of all user group, Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The innovative design incorporates numerous capital cost saving features, and is designed to accommodate minimum long-term operating costs through first class energy conservation technology and sustainable design. Reuse of waste heat from the refrigeration plant for hydronic heating of floor slabs in the lobby and dressing rooms, heating under the ice slabs and ice resurfacer and hot water pre-heat. Energy efficient T8 lighting throughout combined with natural day lighting. Ecochill refrigeration system with ice battery.. Relevance to the Project: This is one of several multipurpose arena projects that Nustadia and EllisDon have delivered as a team. Nustadia is also the long term operator for the facility. This project is relevant because it illustrates the long term working relationship between members of our team and illustrates Nustadia's ability to operate multipurpose arenas.

Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable):

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

This project focused on energy efficiency and reuse of waste heat from the refrigeration system. Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Nustadia

Project Information Sheet Project Location (city, province/state, country) Project Delivery Type: Mohawk 4 Ice Centre, Hamilton, Ontario, Canada Design / Build/Operate Name and address of Client (client name, contact name, title, location, phone number, and email address): City of Hamilton City Hall, Main St., Hamilton, Ontario

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 05/2003 12/2004 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $17,000,000 $16,700,000 Name of Prime Team Members and services provided: Nustadia Recreation's Prime Team member was who acted as Development Manager throughout the construction, the Pre-opening Services, start up and is now corporately responsible for the twenty year operating agreement with the City of Hamilton. Prime Team member's Senior Staff Involved and Functions Performed: See above Detailed Narrative Description of Project (including dates and type of facility, size and current status): After two unsuccessful attempts, the City of Hamilton issued a third call for Expressions of Interest for Private Public Partners to develop a new four-pad Arena complex on land in the fully developed Mohawk Sports Park, Hamilton's largest active sports park . The 95 acre site includes 18 playing fields (baseball, soccer, football), most of which are fully lit for evening play.The site for the four-pad arena is on the mountain brow, with an impressive view of the north shore of Lake Ontario, Red Hill Creek Valley,and the Skyway Bridge. Nustadia Recreation and Ellis-Don Ltd. formed a new company called 'the Hamilton Arena Partners (HAP)', and submitted a detailed proposal to partner with the City in the development of a new anchor facility for Mohawk Sports Park. The innovative proposal put forward a facility that was a year round business venture, providing dedicated services to the outdoor playing fields as well as a financing model based on long term service agreements with the user groups. Nustadia is currently programming, operating and maintaining the facility as part of a 20 year operating agreement with the City. Description of Services Provided by (Prime Team Member): Nustadia Development's plan presented complete business planning, programming, PPP agreements, specifications and design drawings, a Guaranteed Maximum Cost (including a design-build contract for the building), complete development management services, a design review and modification process, and complete fit-up. Nustadia Developments, through HAP, would provide the operations and marketing of the new facility for a ten-year term. The City of Hamilton and HAP created a partnership agreement for the Design, Construction, Financing, and Operating of the new Four-pad Complex in February 2004. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: The design-build team, lead by Ellis-Don Ltd. and PBK Architects was given the daunting task of completing the entire construction (with the exception of site services and some grading that was pre-awarded) between March and mid- December of 2004. The new Hamilton Four-Pad Arena Facility includes 4 NHL sized arenas with 150 seats each, and a multi-use, restaurant/ bar/ entertainment/meeting area of over 8,000s.f.The Food and Beverage services include a rooftop patio area overlooking the playing fields, and many innovative programs. Nustadia pre-sold the naming rights for the facility, commercial lease space for other vendors including the food and beverage operations, a sports retail business and over $150,000 of advertising and sponsorships annually. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The arena participates in the Enernoc Demand Response program for energy efficiency and reuses waste heat from the refrigeration system to heat dressing rooms, pre heat ice resurfacer flood water and snow melt pit. It is the busiest , most successful and economically sustainable multi-pad arena in Canada. Relevance to the Project: This is one of several multipurpose arena projects that Nustadia and EllisDon have delivered as a team. Nustadia is also the long term operator for the facility. This project is relevant because it illustrates the long term working relationship between members of our team and illustrates Nustadia's ability to operate multipurpose arenas.

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): The Mohawk 4Ice Centre won the Mayor's Megawatt Challenge for energy efficiency in municipal arenas and was also selected as Hamilton's favourite recreation facility through the Hamilton Spectator's Readers Choice Awards. • Hamilton Chamber of Commerce 2006 Human Resources Hero Award nominee. • Tourism Hamilton 2006 Rookie of the Year Award nominee. • Tourism Hamilton 2007 Corporate Partner of Year Award nominee Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience Nustadia

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Peterborough Memorial Centre Operations City of Peterborough, Ontario, Canada Name and address of Client (client name, contact name, title, location, phone number, and email address): City of Peterborough

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 08/2004 06/2006 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final N/A N/A Name of Prime Team Members and services provided: Nustadia Recreation were selected to provide Facility event planning, programming, scheduling operations and maintenance. Prime Team member's Senior Staff Involved and Functions Performed: is Vice President of Projects for Nustadia Recreation and he was the General Manager of the Peterborough Memorial Centre during our three years as event centre operators. Detailed Narrative Description of Project (including dates and type of facility, size and current status): The 4000 seat Peterborough Memorial Centre had just completed an approximately $10M renovation project and Nustadia Recreation was commissioned to take over the operations of the event centre on an interium period of three years. We were responsible for bringing in major entertainment events from music artists to wrestling and circus acts as well as marketing 24 private boxes, programming and scheduling all of the regular user groups including the OHL Peterborough Petes, MSL Peterborough Lakers, minor and junior a level hockey, figure skating etc. Description of Services Provided by (Prime Team Member): Nustadia provided all the ticketing and front of house staff the General Manager and managed existing ice and building maintenance personnel. We were responsible for maintaining relationships with all the user groups and with the City of Peterborough. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Key challenges were in bringing events to the Centre in the midst of several other major centres in that region of Ontario and in successfully taking over what was initially a dysfunctional operation. Relevance to the Project: This is an event centre that Nustadia managed and therefore we are familiar with what is required in the maintenance of the facility and scheduling user groups around the need to bring events to the arena.

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Nustadia

Project Information Sheet Project Location (city, province/state, country Project Delivery Type: Red Ball Internet Centre, Moncton, New Brunswick, Canada Design / Build/Operate Name and address of Client (client name, contact name, title, location, phone number, and email address): City of Moncton City Hall, Moncton, New Brunswick

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 03/2002 10/2002 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $15,000,000 $15,000,000 Name of Prime Team Members and services provided: Nustadia Recreation's Prime Team member was who acted as Development Manager throughout the design, construction, Pre-opening Services, start up and is now corporately responsible for the twenty five year operating agreement with the City of Moncton. Prime Team member's Senior Staff Involved and Functions Performed: See above Detailed Narrative Description of Project (including dates and type of facility, size and current status): The design-build team, lead by Ellis-Don Ltd. was given the daunting task of completing the entire construction (with the exception of site services, grading and some foundations that were pre-awarded) between March and mid- October of 2002. The new Moncton Four-Pad Ice Arena Facility includes one NHL sized rink with approximately 1500 fixed seats, 3 NHL sized arenas with 150 seats each, and a multi-use, restaurant/ bar/ entertainment/meeting area of over 7,000s.f. Nustadia is currently programming, operating and maintaining the facility as part of a 25year operating agreement with the City. Description of Services Provided by (Prime Team Member): Nustadia Recreation's plan for the new complex presented complete business planning, programming, PPP agreements, specifications and design drawings, a Guaranteed Maximum Cost (including a design-build contract for the building), complete development management services, a design review and modification process, and complete fit-up. Nustadia Recreation, through MAP, would provide the operations and marketing of the new facility for a twenty-five year term. The City of Moncton and MAP created a partnership agreement for the Design, Construction, Financing, Operating and Ownership of the new Four-pad ice arena Complex. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: The development of the Red Ball Internet Centre was successfully completed on budget and on schedule, and opened on October 15, 2002. The partnership agreement was the subject of one of the featured presentations to the Canadian Annual Conference for Private Public Partnerships in 2002, and creates a new model for multi-pad spectator arena development in Canada. Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The arena utilizes waste heat recovered from the refrigeration plant to heat dressing rooms and to melt snow in the snow pit. Relevance to the Project: This is one of several multipurpose arena projects that Nustadia and EllisDon have delivered as a team. Nustadia is also the long term operator for the facility. This project is relevant because it illustrates the long term working relationship between members of our team and illustrates Nustadia's ability to operate multipurpose arenas. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): N/A

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Nustadia

Project Information Sheet Project Location (city, province/state, country Project Delivery Type: William P Wilder Arena, Toronto Ontario, Canada Operate Name and address of Client (client name, contact name, title, location, phone number, and email address): Upper Canada College Lonsdale Ave, Toronto, Ontario

Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 09/2005 11/2008 Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final $15,000,000 $15,000,000 Name of Prime Team Members and services provided: Nustadia Recreation's Prime Team member was who acted as Project Manager throughout the design, construction, Pre-opening Services and start up. is now corporately responsible for the fifteen year operating agreement with Upper Canada College. Prime Team member's Senior Staff Involved and Functions Performed: See above Detailed Narrative Description of Project (including dates and type of facility, size and current status): The new twin-pad at Upper Canada college includes one Olympic ice surface and one NHL sized rink, seating for approximately 500 spectators, varsity team rooms, a viewing deck for the football / soccer pitch, a green roof, an alumni room on the second floor to accommodate 300 persons, and an interpretive approach to the energy / green features displayed in the lobby. Description of Services Provided by (Prime Team Member): Nustadia Recreation Inc. was selected as the development consultants to Upper Canada College, commissioned to provide the complete range of project management required to replace the College's aging single pad arena. The scope of work includes detailed business planning, capital cost estimates, building programming, preliminary design, performance specifications, project management, compliance with the "Green Master Plan" for the campus, assistance with Leeds certification, construction administration and long term operating and maintenance services. Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Upper Canada College is Canada's preeminent boys school and as such the design had to satisfy a 'historic replication' approach to the façade to match existing buildings. It was also important to be environmentally sustainable through the application of the LEEDS approach to design Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The arena has a ground source geothermal loop, utilizes an eco chill refrigeration plant and recovers waste heat for hydronic in floor heating, under ice slab heating, and ice resurfacer and domestic hot water pre heating. The arena also captures rain water and other grey water for toilet flushing. Relevance to the Project: Nustadia is the long term operator for the facility. This project is relevant because it illustrates Nustadia's ability to successfully operate multipurpose arenas and maintain excellent relationships with our clients . Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): This unique twin pad arena achieved LEED Gold certification

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience Experience and Qualification

Graphic illustrations, drawings and/or photographs:

2 Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 SMG

Project Experience SMG

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: INTRUST Bank Arena, Witchita, KS, USA Arena Name and address of Client (client name, contact name, title, location, phone number, and email address): Sedgwick County, 525 N. Main, Wichita, KS 67203 Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 08/07 Ongoing Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final NA $180M Name of Prime Team Members and services provided: SMG, Management Services & Pre-opening Prime Team member's Senior Staff Involved and Functions Performed: Pre-opening, FF&E; - General Manager Detailed Narrative Description of Project (including dates and type of facility, size and current status): 15,000 Seat Arena, operating currently Description of Services Provided by (Prime Team Member): Full service management - all aspects Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Key objectives: financial performance, customer service, asset maintenance & protection, event activity Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): CHL "Best Arena" Winner Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Experience SMG

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: BOK Center, Tulsa, OK, USA Arena Name and address of Client (client name, contact name, title, location, phone number, and email address): City of Tulsa, City Hall at One Technology Center, 175 E. 2nd Street, Suite 690, Tulsa, OK 74103 Mobilization / Start Date Substantial Completion Date Concession Completion Date Explanation of any Variance: (mo/yr): (mo/yr): (mo/yr): NA 03/06 Ongoing NA Project Capital Cost (CAD) - Project Capital Cost (CAD) - Value of services provided by Prime Explanation of variance: Original Final Team Member (CAD): NA NA $196M NA Name of Prime Team Members and services provided: SMG, Management Services & Pre-opening Prime Team member's Senior Staff Involved and Functions Performed: - Pre-opening, FF&E; - General Manager Detailed Narrative Description of Project (including dates and type of facility, size and current status): 18,500 Seat Arena, operating currently Description of Services Provided by (Prime Team Member): Full service management - all aspects Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Key objectives: financial performance, customer service, asset maintenance & protection, event activity Unique aspects such as energy conservation, sustainability, workplace excellence, etc: The arena's signature design element, the icon wall, is made of 1,100 glass panes able to withstand 90-mile-per-hour winds. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): In its two full years of operation, the BOK Center has been ranked in the top ten of Pollstar's rankings based on ticket sales. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience SMG

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: Huntington Center, Toledo, OH, USA Arena Name and address of Client (client name, contact name, title, location, phone number, and email address): Lucas County, One Government Center, Toledo, OH 43604 Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 10/08 Ongoing Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final NA $105M Name of Prime Team Members and services provided: SMG, Management Services & Pre-opening Prime Team member's Senior Staff Involved and Functions Performed: - Pre-opening, FF&E; - General Manager Detailed Narrative Description of Project (including dates and type of facility, size and current status): 8,000 Seat Arena, operating currently Description of Services Provided by (Prime Team Member): Full service management - all aspects Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Key objectives: financial performance, customer service, asset maintenance & protection, event activity Unique aspects such as energy conservation, sustainability, workplace excellence, etc: Earned the prestigious LEED Gold Certification from the US Green Building Council. Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): Venues Today Top Midwest Venue for 2010 Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience SMG

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: The Bank of Kentucky Center, Highland Heights, KY, USA Arena Name and address of Client (client name, contact name, title, location, phone number, and email address): Northern Kentucky University, Nunn Drive, Highland Heights, KY 41099 Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 10/05 Ongoing Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final NA $70M Name of Prime Team Members and services provided: SMG, Management Services & Pre-opening Prime Team member's Senior Staff Involved and Functions Performed: - Pre-opening, FF&E; - General Manager Detailed Narrative Description of Project (including dates and type of facility, size and current status): 9,400 Seat Arena, operating currently Description of Services Provided by (Prime Team Member): Full service management - all aspects Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Key objectives: financial performance, customer service, asset maintenance & protection, event activity Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): Named one of the top 10 new buildings to watch in 2008 by Street & Smiths Sports Business Journal. Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591

Project Experience SMG

Project Information Sheet Project Location (city, province/state, country): Project Delivery Type: John Paul Jones Arena, Charlottesville, VA, USA Arena Name and address of Client (client name, contact name, title, location, phone number, and email address): University of Virginia, PO Box 400862 - Charlottesville, VA 22904-4862 Mobilization / Start Date (mo/yr): Substantial Completion Date (mo/yr): 05/05 Ongoing Project Capital Cost (CAD) - Original Project Capital Cost (CAD) - Final NA $131M Name of Prime Team Members and services provided: SMG, Management Services & Pre-opening Prime Team member's Senior Staff Involved and Functions Performed: - Pre-opening, FF&E; - General Manager Detailed Narrative Description of Project (including dates and type of facility, size and current status): 16,000 Seat Arena, operating currently Description of Services Provided by (Prime Team Member): Full service management - all aspects Design and/or quality objectives of the project, key challenges, and solutions implemented to respond to these objectives and challenges: Key objectives: financial performance, customer service, asset maintenance & protection, event activity Significant honours, awards, publications, peer recognition, or other evidence of design excellence (as applicable): Pollstar's 2007 "Best New Major Concert Venue," Venues Today's 2007 Hall of Headlines Award for Marketing Graphic illustrations, drawings and/or photographs:

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Request for Interest - QU2591

Approach Project

Project Approach ITS is confident that they will be able to fulfill the role of Master Developer for the RMWB for the RECED project in accordance with the objective and goals of the Request for Interest ("RFI") and future RFP. The consortium acknowledges that it is the intent of the RMWB to open the RECED facility in the fall of 2013 and that the facility will be located within the community on land assembled in the downtown core by the developer. In addition, ITS acknowledges RMWB's desire that the facility exhibit the following attributes:

• Located on lands assembled by the developer in the downtown core; • LEED Silver Certified; • Create a sport, culture and entertainment district combined with a convention centre or entertainment district through streetscape, lighting and graphics; • Promote the residential and commercial development in the downtown core; • Support for residential units in proximity to the entertainment districts, as well as opportunities for a major hotel; • Street level retail, restaurant and entertainment venues adjacent to, or near, the facility that can offer visitors, residents, and employees amenities; • Linkages to connect a future Civic Centre development, MacDonald Island, and extended Parks and open space development along the Snye and Clearwater Rivers; and • A design that achieves a vibrant 24-hour downtown destination.

Furthermore, ITS understands that through the Project, the Municipality's larger goals are to:

• Continue to stimulate the downtown to be reinvented and redeveloped; • Provide a positive economic impact with the potential for income to RMWB; • Increase the number of quality jobs available to the workforce; • Create opportunities for business enterprises to participate in the Project development and operation; and • Contribute to the Municipality's long-term economic growth objective.

ITS and the consortium look forward to the opportunity to work with the RMWB in order to achieve the above listed objectives, and ensure that the Project is designed in a way that compliments and stimulates the development of an exciting, high-density, urban and mixed-use downtown core.

In order to achieve success in the pursuit and development of AFP projects, ITS focuses on three critical components:

1. Develop and implement a permanent governance structure that facilitates open communication with project sponsors and prompt decision making;

2. Commit the human and financial resources required to effectively pursue AFP transactions; and

3. Establish dedicated teams that possess the necessary experience to develop effective solutions across all areas of the project.

The People The third principle of success has led to the creation of the ITS RECED consortium. ITS is highly qualified to carry out the entire RECED scope as we have engaged industry leaders in each of the following disciplines;

Regional Municipality of Wood Buffalo Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Approach

design, construction, facilities management, and finance. The ITS management structure is streamlined towards timely and effective decision-making and leadership, and is supported by good governance. Figure 4.4(1) depicts the management scheme of ITS for the RECED project and the general contractual relationships between all Team Members, their roles and responsibilities, and the resumes for each of the named individuals are included in the Resumes - attached at the end of this section.

Figure 4.4(1): ITS Consortium Organizational Structure for RECED

Executive Board - ITS - Regional Municipality of Wood Buffalo

ITS Shareholder & Finance Team ITS Project Director Project Board Led by Fengate Capital - EllisDon Corporation - Fengate Capital

Design Build Team Led by Operator Partnership EllisDon - Nustadia (arena) -

- SMG (events) -

Integrated Design Team Construction Team Led By - BBB Architects - Casmen - Sahuri Architects -

From the perspective of RMWB, the ITS Project Director will serve as a single accountable point of contact with the ITS Consortium. will perform this role during the design and construction phase and into the operations phase, at which time she will transition these responsibilities Operations Management group, which is a joint venture between Nustadia and SMG.

At the Project Co level, the Project Director reports directly to the ITS Project Board. Each of the two ITS shareholders (i.e. EllisDon and Fengate) will provide three members to the Project Board and each member will have a single vote. Furthermore, an Executive Committee comprised of ITS and RMWB members will liaise with on facility development issues during the construction phase and then the lead of the Operations Management Team during the facility's operational phase. By creating the described management framework, the will be able to oversee and direct the overall project design ingenuity and net present value. This level of accountability placed upon the Project Director to balance design and associated costs will ultimately benefit RMWB.

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of EllisDon will be the Design Build Manager, and he will be complemented by of BBB and of SPA who will be the respective Executives-in-Charge of the BBB/SPA JV. For clarity, Allan will lead the Integrated Design Team. BBB and EllisDon have built a strong professional relationship through the success of two significant projects on which they partnered - the K-Rock Centre in Kingston, Ontario and the John Labatt Centre in London, Ontario - and they looked forward to bringing that synergy to the RECED project.

During construction, the project will be lead by EllisDon and Casman. will be the Executive-in-Charge on the RECED project. talent includes both field and management aspects of construction, coupled with extensive hands-on experience compliment his strong leadership qualities.

In terms of the Operations Management Team, of Nustadia and of SMG will be the respective Executives-in-Charge of the RECED project. Both firms will participate in the design process of the RECED to ensure that the facility is able to operate in the most optimal way possible.

Finally, the Finance Team will be lead by who is a Senior Vice President at Fengate.

Site Given RMWB's average annual growth rate of +6% since 1996, Fort McMurray is Canada's fastest growing municipality. Projections put the population at 133,000 by 2028. Throughout this growth, the Lower Townsite area of Fort McMurray has also experienced growth, but at a lesser rate than the more residential areas of the city. In coming years, when the shift which moves the oils sands sector from construction to operations occurs, it is expected that there will be a greater demand for more retail, office, and recreational facilities.

With a shared vision to create an iconic focal point within the RMWB that offers the opportunity to work, live and play in the downtown core, ITS has carefully reviewed location options for the RECED.

In evaluating and choosing a suitable site for the proposed RECED, ITS has gone to great lengths to satisfy the requirements and suggestions outlined in the RFI. In order to maintain the Municipality's wishes, ITS has concentrated specifically on searching out opportunities found within the Westerly portion of the downtown core. ITS feels that this is an ideal location not only because of it's a central spot with the downtown core, but also because of the local's need for revitalization and rejuvenation. Once this general location was identified by ITS, various other factors were taken into consideration in order to determine the most suitable site.

The downtown core of Fort McMurray is an ideal location for the future location of the Entertainment District as it offers the required visibility and volume of traffic that will be required to maintain the expected high level of use. ITS feels that through the initial development of the RECED, and strategic marketing and advertising, other suitable residential and commercial developments will be attracted to the potential that the area has. With the RMWB on board to provide suitable infrastructure, access, and permitting, the area will allow for an increased amount of development, which will include the future Convention Centre, Art and Culture Centre, and Civic Centre.

In ITS's opinion, the Westerly portion of Fort McMurray's current downtown core offers ample space for future development of the proposed RECED, along with the opportunity to support the area with a residential component and a major hotel. The most likely solution is a multifamily residential tower that will provide residents with access to all the major surrounding amenities. The area would also benefit greatly from a hotel, as this will allow for those visiting to take advantage of the surrounding amenities and vice versa.

Regional Municipality of Wood Buffalo 3 Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Approach

As with any vibrant downtown, the requirement exists not only to provide the large scale entertainment venues and residences, but also a variety of well disbursed supporting businesses, which will attract people to the area and also allow them to remain there. These facilities include street level retail, restaurants and a variety of smaller entertainment venues, including cinemas and night clubs. With this matrix of support in place, the downtown area will have the breadth of services and attractions that it requires to maintain the vibrant 24 hour lifestyle that is desired by the community.

ITS understands that the RMWB wishes to maintain accessibility to certain areas, specifically McDonald Island, and that certain areas are more suitable for other future developments. This consideration was taken in determining the location for the proposed RECED, as we feel that access to the core elements of the municipality should be kept. For the RECED to be a success, the facility must be easily accessible for the community now and also in the future.

With all aspects described above in place, ITS feels that the Westerly portion of the downtown area is ideally suited to manage the requirements of the proposed RECED and create a vibrant downtown core. The overall success of the area will be reliant on the variety of services provided. The support for the larger Events Centre and future Performing Arts Centre will be provided by an array of restaurants, retail space, smaller entertainment venues, a hotel, condominium tower and suitable linkages to the rest of the city and the amenities that it has to offer. As these elements are developed individually, they will strengthen the entire area as a whole.

ITS acknowledges the following requirements for the development of Fort McMurray's Entertainment District and all related facilities:

Performance Centre program

• The building will be built to have a life expectancy of at least 50 years; • A superior design in regards to aesthetics, theme, materials and construction quality, as the facility will maintain an iconic presence in the Fort McMurray area; • The ice surface will be a full NHL size, suitable for WHL, Junior tier 1 hockey and all other ice sports competitions; • Seating will be provided for 7000 people to view ice sports and all events and performances within the facility; • Spectator boxes will be provided for larger groups; • Sufficient areas will be provided for all concession and public areas, staff and management areas, lease space and meeting rooms; • The design and function of the facility will closely reflect the K-Rock Centre, which was coincidentally constructed by EllisDon and designed by Brisbin Brook Beynon Architects; • Similarly, the proposed facility will reflect attributes of Prospera Place in Kelowna, B.C; • Provisions will be made for parking and public transportation; and • Special consideration will be taken to ensure accessibility to neighbouring facilities through the use of ped-ways and tunnels.

Entertainment District and Other Program Elements

• Restaurants and lounges will be present in the area in order to enable the area to maintain a vibrant 24-hour destination; • Street level retail; • Any suitable/ required specialty shops and services; • A box office; • An outdoor amphitheatre and plazas will be present that will allow for added entertainment and gathering areas;

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• Streetscapes, lighting and graphics that will reflect the Fort McMurray culture and lifestyle; and • Service entrances/ staging areas will be provided for performers and suppliers.

Development/ Design Options to Consider

• Connectivity will provided to all adjacent land use districts/ functions, through roadways, ped-ways and public transportation; • High density residential housing, such as a high-rise condominium tower, will included in the program in order to increase the concentration of nearby residents; • Consideration will be made to include business suites; • A hotel will be included in the program in order to encourage traffic through the area; and • A convention centre will be a valuable addition to the area in adding to the areas diversity. Performance Monitoring ITS is confident that the RMWB will be satisfied by the team's performance not only through our consortium's depth, experience and skill set as detailed in Experience and Qualifications section of this submission, but also through our commitment to safety first and effect use of EdgeBuilder to streamline the Project's construction and communication channels.

First and foremost, ITS and its Design Build Contractor, EllisDon, realize that the success of a construction project such as the conservation of the RECED will depend heavily on the dedicated workforce of the local Fort McMurray and area community. Therefore, a primary obligation for EllisDon is to ensure that this workforce is able to depend on a safe working environment, without compromise, so that every night every worker will go home. This commitment to safety is deeply entrenched in EllisDon from the President to the Vice President - Occupational Health and Safety to all the employees as well as all the subcontractors.

To build the RECED project, ITS will adopt the EllisDon health and safety protocols, which have been fined tuned by the company's years of experience on hundreds of projects across the country, including other arena type projects such as the K-Rock Centre in Kingston, Ontario and the John Labatt Centre in London, Ontario. EllisDon's corporate safety team is based in London, but has deployed Safety Coordinators across the country. Under the leadership of this group EllisDon has achieved some of the highest safety performance standards in the industry. Throughout the construction of RECED, EllisDon will implement it's leading edge, best practice Health and Safety program supported by written policies, manuals, procedures, employee awards and continuous performance monitoring. ITS's intention is to create a rigorous, effective safety environment that extends to all employees, site visitors and the general public. The complete EllisDon Corporate Health and Safety Manuals are available for RECED's reference on request.

Under the Zero Tolerance Safety Policy, EllisDon does not tolerate any unsafe acts or conditions. Our policy is to take immediate action in a spirit of consultation and cooperation with our employees and sub-trade representatives to eliminate potential hazards, ensure compliance with all acts and regulations, and to meet the highest possible safety standards at all times. Through the rigorous implementation of this program EllisDon consistently achieves incident frequency scores that are well below the industry average.

By assuming the managing role of the construction phases of the RECED project, EllisDon is making a firm and binding commitment to ensure that it reduces all workplace hazards, and promotes a safe and healthy workplace at the RECED site. If for some reason hazards on the RECED site are not being addressed adequately, EllisDon extends an open invitation to workers or any other stakeholder to contact its Vice

Regional Municipality of Wood Buffalo 5 Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Approach

President - Occupational Health and Safety, in the company's London office at , or if necessary, to contact its President, , in Toronto at .

EllisDon's Safety Department will coordinate continuous mandatory training programs to ensure every supervisor has completed prescribed safety courses to maintain a high level of competence in all aspects relating to safety on the job site. This training will enable these staff members to consistently meet or exceed both existing provincial standards and the requirements of the project. All construction personnel, including subcontractors and engineering staff, on the RECED project will be required to complete an onsite safety orientation session to ensure that they are completely familiar with site-specific safety issues and procedures before they begin working on the site. In particular, the specific safety procedures related to access and material deliveries to the RECED site, safety procedures and requirements including preapproved work plans, engineered temporary structures and care to be taken in regards to the adjacent residential areas will be included in the orientation program. These training measures play an integral role in reinforcing four main safety objectives, which are as follows:

• Objective 1 - To continue striving to improve our safety performance. • Objective 2 - To ensure the safest conditions exist at all times on our projects. • Objective 3 - To prevent accidents from happening, by focusing on hazard reduction. • Objective 4 - To promote the care and rehabilitation of all injured workers.

Safety Inspections: To promote a safety-ready working environment at all times, EllisDon's construction superintendents are required to carry out formal and documented weekly site inspections. The Project Safety Coordinator also conducts independent safety inspections of the physical conditions and safety program elements. Sub-contractors are also required to conduct regular inspections of their portion of the work package, which are verified on a submission or audit basis by the Project Safety Coordinator. The input of workers is welcomed via the Worker's Trades Committee and the Joint Health and Safety Committee. Both Committees are active participants in the project wide inspection and hazard elimination processes.

EllisDon's Zero Tolerance Safety Policy helps our site Superintendent and Project Safety Coordinator enforce required safety measures immediately throughout the construction process. The "forms" section of EllisDon's Corporate Safety Manual provides a number of documents designed to support our safety program and document activities, including the Job Site Safety Inspection Form and EllisDon Warning Form - which is sent to subcontractors in the event that they fail to recognize or act on hazards that they created and are responsible for rectifying.

Monthly Safety Reports: The EllisDon Safety Office issues a monthly safety monitoring report that informs all stakeholders about its current projects and corporate safety status. An important part of measuring our performance is the calculation of accident frequencies, which are tracked for individual projects, as well as regionally and on a corporate-wide basis. Major projects are audited on a monthly basis by the respective Regional Safety Director. This audit includes a review of submissions by sub-contractors to ensure that safety participation is promoted at all levels of the project. The Project Safety Coordinator also completes a Project Safety Summary report on a weekly basis, which forms the basis for a project specific monthly summary available on request.

Record Submission/Retention: Various documents submissions are required of sub-contractors, including Pre-Start Submissions, regular activity records, periodic reports, and special requests. The tracking and retention of these submissions is overseen by the Project Safety Coordinator who may initiate corrective

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actions independently of, or in concert with the EllisDon Management Team depending on the circumstances. These records are stored electronically within the EdgeBuilder system and are immediately available to authorized system users.

Secondly, EllisDon employs Web-based EdgeBuilder Project Management System on all our projects. The company has utilized this system to successfully complete in excess of $10 billion of work over the past seven years. In fact, in 2003, EllisDon was awarded the Diamond Award of Excellence, the highest award from the Canadian Information Productivity Awards ("CIPA") for our evolution and pioneering use of EdgeBuilder.

EdgeBuilder Delivers

• Cost control at time of commitment; • A consistent way to interact with the whole project team; • Online or offline capability for anywhere/anytime access to your data; • Easy way to consolidate faxes, e-mails and paper documents; • "Ball In Court" tracking of project action items; and • Complete legal record for archival purposes.

The following further describes the benefits of this system and how it will positively impact the RECED, and moreover, ensure that the RMWB is satisfied ITS's performance.

Platform and Security

EdgeBuilder is designed as an Internet delivered Extranet. Therefore, project information available on a 24/7 basis via an internet connection. Security is provided by a Public Key Infrastructure ("PKI") technology. This provides user authentication, secure email with electronic signatures and encryption, database encryption, and data encryption at the document or field level. The system can also be configured to employ internationally recognized internet certificates (such as X.509, SSL SMIME certificates) if desired. Accessibility and user rights are determined by the project team. This is particularly useful for approvals processes. Only selected individuals have rights to perform specific functions and viewing is limited to those with pre-agreed rights.

Network Centric Service

EdgeBuilder Data Center

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Communications with Project Participants

EdgeBuilder supports standardized processes and a single source of reliable information, for the efficient collaboration of Owners, Architects, Consultants, Construction Managers, Trade Contractors, and Suppliers. Whether it's time, money, materials or methodology, everyone with approved access to a piece of data sees exactly the same piece of information. It is truly a technical tool for the non-technical, with most users up and running within twenty minutes of first accessing the system. At the beginning of the project, a contact list is created listing the project team members. All members receive a user ID and password to gain access to the program. The system easily adds or removes subcontractors and suppliers as the work progresses. The flow of information to the various team members can now begin.

Distributed Data Model

Subscriber's Remote Users

EdgeBuilder Data Center

Single Source of Data

EdgeBuilder connects all project participants to a single source of data. Whether it's time, money, materials or methodology, everyone with approved access to a piece of data sees exactly the same piece of information. When changes are made, the change appears everywhere and the record of the change is retained to minimize any finger pointing or disputes that could surface down the line. EllisDon has found that by tying the subcontractors and consultants into the processes on the system, all costs from the "potential" stage through to the approved stage- are identified and tracked. These costs are reflected in the on-line budgets to provide real- time financial awareness of the status of the project. This provides our clients with the ability to react to the project conditions in a more timely and informed manner. A fully developed workflow of all change management steps, from project start-up, shop drawing tracking, through trade contractor and summary pricing to final evaluation and approval are available with the click of the mouse. The budget control screen can be broken down into the most appropriate format. Line items fall into sections; original budget, scope changes, budget transfers, current budget and other forecasted costs and variances. Changes/updates are made in real time, thereby having the most current budget at all times. Schedules are also filed on EdgeBuilder allowing those involved to view the schedule in their own time.

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Procurement and Contract Control Procedures

The EdgeBuilder system allows procurement durations to be reduced while maintaining and enhancing business controls. This is accomplished through the use of on-line collaborative approval documents. For example, contract and subcontract requisitions can be filed on-site, and approved concurrently by the appropriate departments and project stakeholders at remote locations. This allows for full management overview of the project contract awards, while allowing approvals to be completed within the same day.

Scheduling

Schedules are also filed on EdgeBuilder, allowing those involved to view the project schedule in their own time. Schedules are computer-generated, using all the resource capabilities of the Primavera software program, including: resource management, cost control, cash flow updates, and graphics. The project team recognizes the "fast-track" multiple trade contractor approach as the most efficient and economical type of construction, which also allows flexibility, indexing, and earlier delivery, while maintaining control of the project by the management team. Our Project Scheduler will be responsible for inputting the planning, formatted schedule, structure, reporting, maintenance, and updating from input by various members of the project team. Schedule integration will be achieved through a standardized coding structure, and overall software compatibility with the EdgeBuilder system.

Quality Assurance / Quality Control

Setting a consistent delivery model for a project within EllisDon, requires a structured program that combines planning, communication, accountability, benchmark standards, measurement and improvement. Via the integration of the EdgeBuilder project management system into the overall EllisDon management system, the QA program at EllisDon has been able address all of these aforementioned core ideals. Information transmission is effectively enabled through the EdgeBuilder program and the Quality Assurance module.

Commissioning and Turnover

At EllisDon, we recognize that one of the most important aspects of a project is the Construction Manager's ability to lead an effective program for the systems commissioning and building turnover. The entire commissioning and turnover program will be tracked and monitored on our EdgeBuilder system allowing maximum input and participation by the owner or their consulting groups every step of the way. We have every major project participant working together on the same EdgeBuilder program to deliver this project in an expedient manner that exactly reflects the owner's project procedures and requirements. This more cooperative approach, upon turnover, leave owners with building systems that are fully functioning to their requirements, with full training and operational manuals for every aspect of their new facility.

Using EdgeBuilder, our project teams maintain a proactive relationship with the project's key subcontractors to ensure they understand and work together to deliver a well executed commissioning and closeout program.

P r oj e c t C l o s e ou t

Closeout has always been given management priority by EllisDon in terms of improving our measurement methods. Our commitment to technology, involvement, planning with owners/clients and architects, and Regional Municipality of Wood Buffalo 9 Request for Interest | Master Developer for Regional Events Centre and Entertainment District ("REC") QU2591 Project Approach

continuous improvement has always aimed to ensure that we deliver a successful and consistent closeout process that is beneficial for all of our clients. As such, EdgeBuilder plays a vital role in the EllisDon closeout process, which begins at preconstruction and continues throughout the entire construction process. As a web-enabled project management application, EdgeBuilder efficiently manages all project communication, documentation and business processes including:

1. Online management of punch list and deficiency items The process of identifying any incomplete or inadequate work is a challenge on every job. This normally spawns multiple lists and disputes about the status of the corrective work. By leveraging the EdgeBuilder toolset and its web interface, the entire process can be monitored and updated by all job team members. The closeout committee has been active in ensuring that this experience is as efficient as possible. Some of the key features include:

• The integration of the system with MS Excel. A deficiency/punch list template can be used by consultants, clients and EllisDon personnel to prepare a punch list report. Once this has been submitted, it can be attached into the system to automatically create individual tracking documents for each item that requires follow up. • EdgeConnect-an Interactive tool used by subcontractors and suppliers for updating and tracking.

2. Electronic Control of Turnover Documents:

The turnover process remains very "paper intensive" and time consuming. EdgeBuilder provides an interactive tool for electronic turnover of binders within the project database. Turnover documentation is assembled as the work progresses rather than waiting until the end of a project. The EdgeBuilder system is now enhanced to allow the EllisDon team to establish an Electronic Turnover binder within the project database. This functionality includes:

• Configuring the binder to suit the needs of the project. • Adding to the binder is a simple process of clicking on an existing electronic document in EdgeBuilder and choosing the section. • Once the project is completed, the binder can be converted to a set of PDF files and delivered as a CD or can be sent to a printer to print out a full set (or a combination of the two).

3. Planning for, and monitoring milestones and work status

The reality is that closeout starts at the beginning of the project. By establishing key milestone points and then watching them as the work progresses, the "emergency" requirements can be reduced. Within the EdgeBuilder system there is now an 'easy to use' system for tracking the key project milestones and to flag any delays. This includes:

• Providing a configurable "early warning/detection system" for use by the both the site team and by senior management. • Allowing the site team to configure key milestone dates such as "Building Enclosed" based on the original schedule • Sending electronic messages to the site team warning that the item is coming due. If the required due date elapses without the item being completed, warning messages are sent to the senior management team.

At EllisDon, our goal is to improve both our performance and our understanding of what our clients need and expect of us. There is an old adage that says "you never improve what you do not measure" which is taken very seriously by EllisDon. Measuring and monitoring progress for continuous improvement has several components:

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• Weekly project reports that identify the status of all key project activities. There is a section devoted to the punch list efforts. • Weekly status emails are sent to all senior area personnel to keep them apprised of the status of all projects. • Client surveys include closeout as part of the feedback requirements. Our client surveys play an important role in our ongoing effort to measure satisfaction and improve the quality of our services. Additionally, we measure our success on each project by way of project ratings. These ratings are tied directly to employee performance bonuses.

With EdgeBuilder, our Closeout Manager and Closeout Committee, our staff is monitored and rated based on their ability to keep project information current and accurate. Our subcontractors and suppliers are engaged at every step of the closeout process on the projects; EdgeConnect allows interactive updating by subcontractors and suppliers. All project metric information and incoming documentation is recorded, tracked and monitored and easily extrapolated by the client upon request. EllisDon's closeout process, using EdgeBuilder, provides a quantitative means by which we can improve our performance, establish an overall method of evaluation, and set a benchmark to assist in continually exceeding the standards and expectations of our clients.

4. Senior Management Awareness:

EllisDon brings the senior management team to the job site through technology. Within EdgeBuilder, weekly project reports, detailing key project activities, are generated, and weekly status emails are distributed to all senior area personnel to keep them informed of the status of all projects.

To summarize, EdgeBuilder is the backbone of the management systems used on all EllisDon projects. It is made available to all parties involved in the project and will greatly improve communication of information, speed up the approval process, and reduce duplication of processes along with the associated paperwork and administration. As we firmly believe this project management system sets us apart from our competition, we gladly welcome the opportunity to demonstrate, in further detail, the overall system to interested clients at their convenience.

Satisfaction Monitoring In order to ensure the success of the RECED project, ITS recognizes the need to actively engage not only the Project's stakeholders in the development process, but also the community citizens in order to ensure that the future RECED has a positive impact on their community. For ITS, Client satisfaction is based upon a proven three-pronged approach: (1) Partnering Sessions, (2) Client First Program, and (3) Quality Assurance. ITS's approach and proven best practices related to stakeholder relations, community involvement and communications strategies are detailed below.

ITS has become a leader in the development and delivery of successful P3/AFP projects through its ability to succeed in fulfilling the specific needs of each of its clients. The consortium believes that a formal partnership approach and support of an experienced team are necessary in order to satisfy the goals of its clients. ITS looks forward to collaborating with RMWB and other RECED stakeholders with the goal of developing an outstanding facility in accordance with the Project requirements. In order to facilitate a successful long-term partnership with the Clients, ITS will utilize four core partnership strategies that have been effectively implemented on projects such as Brampton Civic Hospital ("BCH"), Woodstock General Hospital, and Toronto South Detention Centre. These strategies are as follows:

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1. A streamlined organizational structure with a single point of responsibility for the design, construction and transition phases of the Project: clarity of structure and responsibility is very important to ensure an efficient, accountable and effective team that can fulfill ITS's development principles and achieve the Clients vision and goals. There are three clear benefits of this ITS strategy:

• Provide a single point of contact for the Clients: ITS will be responsible for all the contractual responsibilities associated with the Project's design, construction, and financing. By implementing this simplified structure, ITS will be able to develop a comprehensive understanding of the Clients values and goals during the procurement process and provide the Clients with the benefit and security of dealing with a single entity under the terms of the Project Agreement. ITS's Project Director will serve as the Clients single point of contact during the Project's development.

• Allocate each risk to the party that can best manage and mitigate it: ITS's RECED Team Members are industry leaders in their respective fields. ITS will utilize this strength and leverage it to create exceptional value for money for the Clients, while also effectively identifying, evaluating, containing, and mitigating project risks.

• Clarify roles and responsibilities, and empower Team Members to make timely decisions: ITS will clearly define the roles and responsibilities of the Project's Key Individuals with the entire team and establish unambiguous lines of communication with the Clients. Each Consortium member has extensive experience working on multi-disciplinary teams for complex projects and will be given appropriate executive authority, which will facilitate effective decision making and further enable ITS to respond to the Clients needs.

2. A formal Partnering Program that will facilitate ITS's understanding of the Clients vision and objectives, and promote collaboration, knowledge exchange, and aligned interest: to develop a full understanding of the Client's vision and goals, ITS encourages a formal Partnering Program. Not only does the Partnering Program allow ITS to better understand its clients, but it also allows the parties to develop common objectives and communicate their respective needs and interests. ITS's proven Partnering Program fosters a cooperative and transparent relationship between the parties over the Project term and involves the following 3-step process:

• Partnering Workshop begins by bringing together key individuals from the client's, developer's, and design-build teams. The workshop will be facilitated by professional partnering consultants, who specialize in maximizing team dynamics and have collaborated with ITS in a similar capacity on other AFP projects. The goals of the workshop include: o Defining the vision, goals, expectations, principles and priorities of the various stakeholders; o Focusing efforts on delivering a project that is completed on-time, provides long-term value for money and is flexible for future technological innovation and expansion; o Understanding the roles, responsibilities, expectations, and needs of project participants; o Establishing communication procedures and decision-making criteria that are simple and effective; o Understanding each organization's decision-making structure and developing a dispute resolution mechanism; and o Identifying potential risks, opportunities and constraints, and developing mitigating strategies.

• Strategic Planning Workshops will build upon the outcomes of the Partnering Workshop. Prior to these Workshops, executive level stakeholders, who have been selected at the Partnering Workshop, will participate quarterly in a Senior Partnership Board meeting to review and reconfirm the overall performance, structure and strategic direction of the Project. This will be followed by a series of Strategic Planning Workshops to be held with the appropriate Client staff, and other front line user group stakeholders to ensure that their expectations and the Project Board's strategic decisions are

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known and aligned with the actions of the front-line team.

• Partnering Sessions (or other workshops, as required) will be held quarterly with relevant stakeholders for the duration of the Project in order to receive continuous input and feedback from the Sponsors to ensure that the performance of the project team and facility is kept on track and vital working relationships are well maintained.

3. A proactive approach to developing innovative solutions for all aspects of the Project scope:

Given the fast-track nature of AFP projects, through their experience as ITS, ITS believes that working proactively with the Sponsors and stakeholders to continually explore innovative ideas will maximize the building's overall functionality. ITS has assembled a team of industry leading firms to cover the full RECED scope and will implement its integrated team structure to ensure that innovations are developed with a long- term perspective at the initial stages of the Project.

In summary, based upon ITS's experience, each of the above three components is essential to develop a sustainable partnership and foster excellence in the Project's development, construction, and transition.

In addition to the Partnering Program, ITS has adopted and embraced the same core values, principles, and objectives that EllisDon Corporation initiated, developed, and implemented in its industry leading mechanism "Client First", which measures, assesses, and maintains accountability for performance. In an effort to improve the overall level of client service and provide a means to evaluate the ongoing performance over the life of each project, EllisDon's Client Services Department established the Client First program. The foundation of the program is the Client First Meetings, which will be held throughout the entire project process. These meetings will be attended by all ITS decision-makers overseeing the project in conjunction with RECED decision makers. This structure will enable free flowing and candid professional commentary from all parties as to the overall performance of all stakeholders involved with the Project. In short, this meeting is designed to ascertain whether or not ITS is succeeding in implementing the values, principles, and objectives outlined during the commencement of the project.

In addition to the Client First Meetings and on behalf of ITS, EllisDon will produce a Monthly Progress Works Report during the construction phase of RECED for the Clients to review. This document will detail the status of the design, works schedule, outstanding contractual decisions (if any), LEED certification, quality assurance and quality control, organization/staffing, health and safety, subcontractors, financing, risk management, cash allowances (if any), commissioning and completion. By producing the monthly reports during the construction phase of the project, ITS will be keeping RECED's core stakeholders informed about the status of the RECED and the performance of ITS.

After reaching Financial Close, leaders from ITS and the Design Build Team will meet with each user group individually to orient them with the design and their specific touch-points within the RECED. ITS will work collaboratively with the users to perfect the functionality of RECED, while upholding the project specific requirements. This approach has been used extensively on projects of the various members of ITS including the Waterloo Regional Consolidated Courthouse, undertaken by EllisDon and Fengate, whereby the team undertook an exercise to improve the functionality of the lower level of facility by meeting with the user groups and understanding their everyday needs and general movements around the facility. In short, for the RECED to realize its full potential and be deemed a success, the facility users will need to be pleased with its design.

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ITS recognizes that the design and construction of a recreation facility of this magnitude is a specialized field, and also that the facility will be focal point of Fort McMurray's downtown core and revitalization project. As such maintaining a positive working relationship with the Clients, based on open transparent communication, is of upmost importance to minimize service disruptions. Between the Team Members, we have extensive knowledge and experience working with these noted stakeholders.

On the Royal Ottawa AFP project, the Hospital Representative ITS understands the importance of this project for the and the Project Co. Representative jointly authored a bi-monthly Clients and therefore will (i) develop the design that best Partnership Report that was sent to the Hospital Board and meets the current functional requirements of the Project management team, and to senior Project Co. managers. to bring the highest benefits to the Sponsors and the users (ii) carry out high quality construction works on budget and in the allocated time-frame and (iii) maintain continuous coordination with the Clients to ensure mitigation of any possible disruption to their tight delivery time line. The complexity of a project of this nature requires strong and permanent coordination with the Client representatives, and several local and provincial agencies.

ITS understands the importance of developing and maintaining the respect of the communities in which we operate as those citizens have entrusted us with the responsibility of creating important and high-use public infrastructure. ITS embraces this ideology and will demonstrate its commitment through proactive, open and honest communication to ensure that the stakeholders, general public, and interested parties know exactly how the RECED is progressing through design and construction. To that end, ITS will establish with the Clients the protocol for communicating with the media and community, recognizing that the RMWB will have the lead responsibility with respect to media contact and relations. ITS will work with the Clients to augment or create a newsletter to communicate interesting facts and progress updates for the benefit of stakeholders and the community. ITS will participate in public forum meetings with neighbours, employees, and citizens to update the community on the construction progress and assist with any concerns or questions regarding the RECED development and its impact on the region. ITS looks forward to further engaging the community through its development of the RECED by employing contractors, trades people and service providers from within the region. In short, ITS views the development of the RECED as excellent way to generate a sense of pride within the community and aims to do so by involving the citizens in the most effective manner.

Finally, ITS has adopted EllisDon's Quality Assurance ("QA") Program, which is based on the principle that the quality of any work undertaken is always the responsibility of the person or companies carrying out such work. The processes and procedures developed in EllisDon's proven QA program have been designed to promote the appropriate flow of information to and from those engaged in carrying out the work, to encourage recognition for work well done, and to identify deficiencies and the need for improvement where necessary.

The basic elements of the EllisDon QA program include several key elements: Communication, Pre- Planning, Accountability, Traceability, Measurement, Acceptance and Continuous Improvement.

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The EllisDon Quality Assurance Program has four key objectives:

• To achieve customer satisfaction and exceed expectations. • To guarantee the quality of the services performed by all sub-contractors. • To detect, solve, and prevent construction deficiencies at every stage of the project, from design to completion, while minimizing deficiency call-backs and the time required for contract closeout. • To promote continuous improvement, and thus generate pride and assurance of the quality of our product, while maintaining cost-competitive delivery.

Key QA Personnel Project Quality Assurance Representative - EllisDon Executive-in-Charge for the RECED project will designate a Project Quality Assurance representative. This role will be given to a senior member of the onsite construction team, who will have the authority and responsibility for carrying out the following duties:

• Delegating responsibilities for the project's QA Program to appropriate members of the project team. • Ensuring that the RECED Compliance Team, EllisDon Design Team and sub-contractors are fully integrated into the program, through their Quality Control Plans. • Ensuring that all project personnel adequately understand the QA program. • Ensuring that all deficiencies are identified and properly resolved. • Promoting continuous improvement of processes.

The Sub-contractor Quality Control Representative — The each Sub-contractor will also designate a Quality Control Representative will be responsible for all matters relating to the Sub-contractor Quality Control Plan. This representative's functions include:

• Ensuring that sub-contractors submit a detailed quality control plan at the beginning of the project, where applicable, for the installation for which they are responsible • Ensuring that sub-contractor personnel understand the quality requirements of their work • Ensuring the prevention and correction of deficiencies, and promoting continuous process improvements

The Quality Assurance Auditor - The Quality Assurance Auditor is a QA specialist from EllisDon's Quality Assurance Department who periodically investigates and follows up on the progress of the site- specific Construction Quality Plans. A report of these reviews is submitted to the Executive-in-Charge and the project leaders. Any actions required to resolve issues noted in the report are tracked in EdgeBuilder, as described earlier in Section 5.2 of this submission. Every EllisDon project has its QA/QC program monitored and graded on EdgeBuilder. As a result project teams treat this obligation as a high priority.

Project and Sub-Contractor Personnel - The EllisDon and Sub-contractor Quality Assurance Representatives will define the involvement of all their personnel in the QA Program by delegating responsibilities and authorities, based on three basic functions:

• Approvers - Those who have principal responsibility and accountability for a specific subject, including the Architect of Record and other RECED Representatives. • Implementers - Those who implement a plan and must request approval when a change in the plan is needed.

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• Loggers - Those who carry out documentation control, which includes filing, tracking, updating and distributing documents.

The delegation of the authorities and responsibilities related to specific tasks is determined by completing a Responsibility Matrix document. Tracking and follow-up of QA assignments and documents are managed through our web-based project management system, EdgeBuilder, which allows authorized team members to update the Construction Quality Plan's status and make comments at any time, and from any internet- accessible location.

Q u a l i t y C o n t r o l P r a c t i c e s t o E n s u r e Q u a l i t y Wo r k m a n s h i p The scope of EllisDon QA Program for the RECED project involves all project sub-contractors, although the extent of their participation is based on both the requirements of the EllisDon Quality Assurance Program and specific quality control requirements defined in the construction documents.

Sub-contractor Quality Control Plan By requiring a Sub-contractor Quality Control Plan as part of the contract with sub-contractors, EllisDon is able to enforce quality control requirements for all services and products provided by sub-contractors involved in this process. For relevant sub- contractors, these plans, among other elements, include:

• The Sub-contractor's Organizational Structure. • Identification of Contractual Requirements. • Installation and approval of the Quality Benchmark (Mock-ups and Field Sample Installations). • Installation Approval. • Non-conformances: Corrective and Preventive Actions. • Sub-contractor's Performance Evaluation and Improvement Actions.

To assist sub-contractors in the preparation of their quality control plans, EllisDon provides its Quality Assurance Program Manual to each sub-contractor. The manual outlines the specific minimum steps required in the sub-contractor's quality control process.

As previously mentioned, for the RECED project, ITS will adopt a comprehensive Quality Assurance/Quality Control ("QA/QC") program that has been developed by its managing partner, EllisDon. These QA/QC procedures are designed to ensure consistency and compliance with established quality assurance systems, and conformity of the products and installations with the construction documents.

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