Joe Battle

tel. 416-***-**** Cell: 416-***-****

e-mail acd6eg@r.postjobfree.com

PARTIAL ICI PROJECT LIST

The following partial list of projects outlines experience gained, in the

practice of construction and project management in the Industrial,

Commercial and Institutional sectors.

SENIOR PROJECT MANAGER

AND CONSTRUCTION RISK SPECIALIST

PEARSON CONSULTING, BOLTON, ONTARIO

2012 to 2013

Various

Ongoing through 2012-2013

Provided detailed analyses and review of multiple contract conflicts

between Owner/Contractor/Designer in the I.C.I. sector.

INDEPENDENT PROJECT/CONSTRUCTION MANAGER

1998 to 2012

Intermittent through 2012

Consultative work for a Project Management and Construction Risk Specialist

firm in the GTA.

Project 'P' - HydroOne Ontario Grid Control Centre, Barrie, Ontario

Date: Completed September, 2012 Role - General Contractor

Total Project Value - $2.25M

This work comprised the supply and installation of two rooftop air handling

units, supported on a new structural frame connected to the building's

existing columns; the supply and installation of two rooftop condensing

units, the supply and installation of four floor-mounted Liebert air

conditioning units in the Uninterrupted Power Supply Rooms, the

reconfiguring of the power panels, the supply and installation of Freon

refrigerant piping, the installation of a network connected to the existing

BAS, the demolition of two existing Mechanical Rooms within the complex,

the demolition of some of the existing distribution ductwork, and the

installation of new ductwork.

Project 'O' - Capilano University Film Centre, North Vancouver, B.C.

Date: 2010 - 2011 Role - Project Manager

Total Project Value - $37.5M

This work comprised the project management of the construction of a new

Film Centre for Capilano University, in North Vancouver, B.C., funded in

large part by the Ministry of Advanced Education, Knowledge Infrastructure

Program, with $14.3M from the Federal Government and $15.9M from the

Provincial Government. The funding balance was provided by benefactors.

The gross floor area comprises 6,662M2

The Centre was designed under the fast-track model and meets the LEED Gold

standard.

Responsibilities for this project included:

. monitoring and managing the production of all reports required by the

Ministry, and as audited by Stantec;

. liaising with the Owner on all matters pertaining to the design,

procurement, and construction management of the Work;

. negotiating and clarifying scope of work with trades and suppliers, in

concert with the Construction Manager, The Ledcor Group;

. performing full-time supervision of the work;

. promoting site safety in accordance with regulatory requirements;

. setting up and maintaining project administration files;

. managing the submittals and approval's process;

. attending start-up and progress meetings;

. managing construction claims on behalf of the Owner; and

. managing the project close-out (deficiency lists and inspections, and

Operations and Maintenance Manuals).

Project 'N' - The Ontario Science Centre

Date: 2009 Role - General Contractor

Total Project Value - $7M

This work comprised the construction management of the installation of a

complete Building Automation System throughout The Ontario Science Centre

in Toronto for The Ontario Realty Corporation, together with the

construction management of the reconstruction of the air handling

infrastructure in the Administration offices in the South and West Towers.

Responsibilities for this project included:

. coordinating site Superintendents and site labour requirements;

. performing full-time site supervision of the works;

. scheduling deliveries of equipment and critical materials;

. promoting site safety in accordance with regulatory requirements;

. managing payment certificates; and

. expeditiously completing project close-out and deficiencies, in

concert with

SNC-Lavalin ProFac, the facilities' manager.

Project 'M' - Ministry of Correctional Services

Date: 2008 Role - General Contractor

Total Project Value - $1.6M

This work comprised the project and construction management of the mould

remediation within the existing air distribution system, and its

replacement with new equipment at The Toronto West Detention Centre, for

the Ministry of Correctional Services. The project required the staged

mould remediation, demolition, and installation of new air handling

systems, within a very restrictive and sensitive environment.

Responsibilities for this project included:

. managing environmental requirements;

. liaising with the Ministry of Correctional Services and with SNC

Lavalin Pro-Fac, the facilities' manager;

. negotiating and clarifying scope of work with sub-trades and

suppliers;

. performing periodic site supervision of the work;

. promoting site safety in accordance with regulatory requirements;

. setting up and maintaining project administration files;

. chairing start-up, progress and close-out meetings; and

. managing the project close-out (deficiency lists, inspections and

Operations and Maintenance manual).

Project 'L' - The Toronto District School Board

Date: 2007-2008 Role - General Contractor

Total Project Value - $4M

This work comprised the project and construction management of the

replacement of air handling systems and control heating control valves at

three High Schools and two Public Schools for the Toronto District School

Board, over a period of two years. These projects required execution under

most restrictive conditions, with regards to both physical accessibility

and schedule

Responsibilities for this project included:

. liaising with the Board's management and their engineers;

. negotiating and clarifying scope of work with sub-trades and

suppliers;

. performing periodic site supervision of the work;

. promoting site safety in accordance with regulatory requirements;

. setting up and maintaining project administration files;

. managing the submittals and approvals' process;

. chairing start-up and progress meetings; and

. managing the project close-out (deficiency lists and inspections,

Operations and Maintenance manual, and Owner's staff training).

Project 'K' - Ministry of the Environment

Date: 2007 Role - General Contractor

Total Project Value - $4M

This work comprised the project and construction management of the

renovation of the mechanical systems of the laboratories of the Ministry of

the Environment in Toronto. The project required the staged demolition and

reconstruction of the mechanical systems and attendant ductwork serving

various laboratories, without impeding on-going operations.

Responsibilities for this project included:

. liaising with The Ontario Realty Corporation and with SNC Lavalin Pro-

Fac, the facilities' manager;

. negotiating and clarifying scope of work with sub-trades and

suppliers;

. performing full-time site supervision of the work;

. promoting site safety in accordance with regulatory requirements;

. setting up and maintaining project administration files;

. chairing start-up, progress and close-out meetings; and

. managing the project close-out (deficiency lists and inspections,

Operations and Maintenance manual, and Owner's staff training).

Project 'J' - Toronto Community Housing Corporation

Date: 2007 Role - General Contractor

Total Project Value - $4.5M

This work comprised the project management of the replacement of air

handling systems at seven high-rise apartment buildings for the Toronto

Community Housing Corporation, over a period of two years. These projects

required the demolition of existing, and the installation of new,

significant, roof-top units, under trying conditions, with regards to both

physical accessibility and tenant sensitivity.

Responsibilities for this project included:

. liaising with the Corporation's agent and their engineers;

. negotiating and clarifying scope of work with sub-trades and

suppliers;

. performing full-time site supervision of the work;

. promoting site safety in accordance with regulatory requirements;

. setting up and maintaining project administration files;

. managing the submittals and approval's process;

. attending start-up and progress meetings; and

. managing the project close-out (deficiency lists and inspections, and

Operations and Maintenance manual).

Project 'I' - New Schools

Date: 2004 - 2006 Role - Project Manager

Total Project Values - $10.5M

This work comprised the project and construction management, as the private

owner's representative, of a 6,400 square metres addition and a 610 square

metres addition, respectively, to commercial buildings in downtown and

North Central Toronto.

Responsibilities for Projects G and H included:

. recruiting, engaging, and supervising the design team of architect,

mechanical engineers, electrical engineers and interior designers;

. preparing estimates and tendering the work;

. developing a construction budget;

. negotiating and clarifying scope of work with sub-trades and

suppliers;

. managing the submittals and approvals' process;

. closing tenders in concert with the design team and Owner;

. performing full-time site supervision of the work;

. promoting site safety in accordance with regulatory requirements;

. setting up and maintaining project administration files;

. managing the change order process;

. monitoring and managing the construction budget;

. managing payment certificates;

. chairing start-up, progress and close-out meetings; and

. managing the project close-out (deficiency lists and inspections,

Operations and Maintenance manual, and Owner's staff training).

Project 'H' - Heritage Building

Date: 2001 - 2004 Role - Project Manager

Total Project Value - $12M

This work comprised the project and construction management, as the private

owner's representative, of the total renovation of an existing five storey,

2,450 square metres heritage property in downtown Toronto. The project

required the staged demolition and reconstruction of a "live" building, all

the while maintaining normal commercial operations.

Project 'G' - Stevensons LLP

Date: 2000 Role - Construction Claims' Administrator

Total Project Value - N/A

This work comprised the provision of expert assistance in the successful

defense of a construction claim in the order of $12M, served against a

local Regional Municipality, by the surety bondholder of a bankrupt major

General Contractor.

My involvement in the process lasted eleven months and included the

management of over 50K individual documents, attendance at Examination for

Discovery, and before a Judicial Master.

The action was settled during the Master's hearings, at approximately 1% of

the initial claim value

Project 'F' - Toronto Community Housing Corporation (Parking Garages)

Date: 1999 Role - General Contractor

Total Project Value - $4.5M

This work comprised the construction management of the repairs and

renovations to the underground parking structures for two significant multi-

residential apartment complexes, together with associated at-grade site

works and landscaping. As with all TCHC projects, this assignment required

special attention with regards to tenant sensitivities.

Responsibilities for this project included:

. liasing with the Corporation's agent and their engineers;

. providing full-time site supervision;

. promoting site safety in accordance with regulatory requirements;

. setting up and maintaining project administration files;

. attending progress meetings; and

. managing the project close-out (deficiency lists and inspections).

Project 'E' - Auto Service Centre

Date: 1998 Role - Project Manager

Total Project Value - $4.7M

This work comprised the construction management of the total demolition and

soils remediation of an existing gas station, and its replacement with a

state-of-the-art service centre as the private owner's representative.

Responsibilities for this project included:

. liasing with the owner's architect;

. clarifying the scope-of-work with sub-trades and suppliers;

. managing the full-time supervision of the work;

. promoting site safety in accordance with regulatory requirements;

. setting up and maintaining project administration files;

. managing the Change Order process;

. monitoring and managing the construction schedule and budget;

. calling and attending project meetings; and

. managing the project close-out (deficiency lists and inspections, and

Operations and Maintenance manual).

MANAGER, PROJECT MANAGEMENT - MH GROUP LTD. CONSULTING ENGINEERS

VICE PRESIDENT - MHPM LTD.

1976 through 1998

Project 'D' - NextWave Telecom Inc.

Date: 1998 Role - Project and Construction Manager

Total Project Value - $31M

This work comprised the project and construction management of the

implementation of a wireless network, comprising 55 sites in New York city,

spread over the Boroughs of Manhattan, Bronx, Queens, Brooklyn and Staten

Island, for NextWave Telecom Inc.

Responsibilities for this project included:

. assisting in the process of site selection and qualifications;

. managing structural design requirements;

. negotiating and clarifying scope of work with sub-trades and

suppliers;

. managing the full-time supervision of the work by a team of four

construction managers;

. promoting site safety in accordance with regulatory requirements;

. setting up and maintaining project administration files; and

. attending regular project meetings with the owner.

Project 'C' - HydroOne

Date: 1989 Role - Project Manager

Total Project Value - $15M

This work comprised the project management of HydroOne's Non-Profit housing

Retrofit Program, covering 22,000 residential units, in 420 buildings,

located in 30 communities, throughout Ontario.

Responsibilities for this project included:

. liasing with the client's project managers;

. managing the field assessment teams and remedial designs;

. preparing estimates and tendering the work;

. negotiating and clarifying the scope of work with sub-trades and

suppliers;

. managing the full-time site supervision of the work by a team of eight

construction managers;

. setting up and maintaining project administration files;

. managing payment certificates;

. attending regular progress meetings with the owner; and

. managing the project close-out (deficiency lists and inspections).

Project 'B' - Bell Canada

Date: 1986 Role - Project and Construction Manager

Total Project Value - $43M

This work comprised the project and construction management of the

construction of 42 communications buildings, supporting Bell Canada's

digital upgrading program, along their microwave route from Uxbridge to

Kenora, Ontario.

Responsibilities for this project included:

. managing environmental requirements, zoning regulations and municipal

approvals;

. preparing estimates and tendering the work;

. negotiating and clarifying scope of work with sub-trades and

suppliers;

. managing the submittals and approvals' process;

. managing the full-time site supervision of the work by a team of six

construction managers;

. promoting site safety in accordance with regulatory requirements;

. setting up and maintaining project administration files;

. managing the Change Order process;

. managing payment certificates;

. attending regular progress meetings with the Owner; and

. managing the project close-out (deficiency lists and inspections).

Project 'A' - Rogers Cable T.V. Limited

Date: 1980 Role - Construction Manager

Total Project Value - $6M

This work comprised the project and construction management of the

implementation of the head-end cable facilities and fibre optic network

secondary hub sites for Rogers Cable T.V. Ltd., throughout Toronto,

Ontario.

Responsibilities for this project included:

. clarifying scope of work with sub-trades and suppliers;

. managing the submittals and approvals' process;

. managing the periodic site supervision of the work;

. promoting site safety in accordance with regulatory requirements;

. setting up and maintaining project administration files;

. managing the Change Order process;

. monitoring and managing the construction budget;

. managing payment certificates;

. attending regular project meetings with the Owner; and

. managing the project close-out (deficiency lists and inspections).

Commentary:

My management style describes a hands-on leader, capable of coordinating

multi-disciplinary team components. I am an effective team builder/coach,

and possess strong communication skills. As well, I am a registered

arbitrator, specializing in the construction sector.

Contact this candidate