As the building is getting aged and is having more and more items need to be replaced and repaired. Indeed, we had replaced the sanctuary’s RTU during the pandemic period and others items are delayed due to insufficient fundings and unavailability of the contractors to look into the plan of how to replace/repair during pandemic. We all realized that during pandemic, all proposed works/jobs were on hold. But lack of regular and consistent maintenance (e.g. the external wall) would contribute to the major reason to get into higher repair costs when it comes. As the new Administrative Manager came onboard, it takes time for him to analysis/review and suggest the plan of maintenance/improvements.

In the future we will try hard to schedule/maintain regular maintenance works in all areas including external wall, basement and other areas. Also, it is suggested to have a fixed amount of building reserved fund allocated every year and will consult with church treasurer for the right figure. Also, hiring back a building superintendent would result in a high level of some regular maintenance repair and renovation works and save money in a long run. (Noted : about 7-8 years ago, we had conducted a building envelope inspection of the entire building to address any area(s) needed to be looked into in terms of repair and renovation. As of now, R&R agrees it is about time to redo the exercise again to review the whole building for an updated picture to guide the R&R right direction to look into repair and renovation matters based on the professional reviews.)

随着建筑物老化，需要更换和修理的物品越来越多。事实上，我们在疫情期间更换了主礼堂的 「冷暖气屋顶机组」 (RTU)，其他项目由于资金不足以及承包商无法于疫情期间更换/维修而被推迟。我们都意识到，在疫情期间，所有拟议的工作/工程都被搁置。由于缺乏定期及持续的修葺（例如外墙），因此引致现在维修成本增加，这是主要因由。我们即将有新任行政经理上任，请给予我们时间来分析/审查，并提出维修/翻新的计划。

未来，我们将努力安排/维持所有有关教会建筑物的定期修护工作，包括外墙、地下室和其他区域。此外，我们亦建议与教会财务主管协商，于每年预算中分配固定足够的建筑储备金。此外，我们将考虑重新聘请建筑主管来提供定期维修和翻新工作，从长远来看，这可以节省金钱。 （注：于大约 7-8 年前，我们曾对整个建筑进行了建筑围护结构检查，来了解决任何需要维修和翻新项目。截至目前，维修与翻新团队 (R&R) 同意是时候重新进行建筑围护结构检查，从而获得最新情况，并根据专业审查来指导 R&R 正确研究维修和翻新事宜。

Based on the urgency & need and also within the authorized budget from treasurer. BAS is the one that we are going to implement very soon for we need to get ready for the winter time and replaces our existing non-functional and outdated BAS. The next major item will be the external walkway including the basement water damage repair after R&R team, Administrative Manager and some invited SME were having a site tour in late July and determined that project would be more urgent than external walls ( which needs time to study to replace with stucco vs siding) and sanctuary’s lighting replacement within the budget. If the walkway and basement water damage projects are delayed until 2025, costs will be higher due to increased costs next year and additional costs to mitigate water damage until repairs take place. Replacement of other RTUs will be our next focus but that does need more time/investigation to plan for the engagement of engineers/vendors/contractors and it would likely take months to get done. And for commercial RTU units like what TCCC is having, even ordering the unit will take 2-3 months & work can’t be done in winter time too. So RTUs replacement will be in our 2025 plan.

这是根据该项目的损坏紧急程度和需要，并在财务主管批准的预算范围内。楼宇自动化冷暖气系统 (BAS) 是其中一项急需要进行工程，因为我们需要为这冬季做好准备，替换我们现有过时及不能完全运作的 BAS。下一个主要项目将会是外部走廊通道，其中包括修复因渗水损坏的地库；在去年 7 月底前，R&R 团队、行政经理和一些受邀的行业专家 (SME) 进行了现场考察，并确定该项目比维修外墙更为紧急（其中需要时间研究是以灰泥维修、或改为使用壁板）；以及主礼堂的照明更换等等的财务预算。如果修复外部走廊通道和地库渗水损坏项目推迟到 2025 年后期，由于成本增加以及为减轻于修复之前渗水的损害而加增的额外费用，整体成本将会更高。更换其他屋顶机组 (RTU) 将是我们再下一步的重点，因这确实需要更多时间来与工程师、供应商、及承包商一起调查及规划，并且可能需要数月才能完成。而对于好像我们多伦多华人基督教会所拥有的商用 RTU 装置，订购也需要 2-3 个月的时间才可付运，且冬季也无法完成安装工程。因此，RTU 更换将列入我们的 2025 年稍后的计画中。

As the same practice for previous projects like sanctuary’s RTU replacement and Phase II/III projects at Gibson: we do not work on ‘Open’ tender, but only on ‘Closed’ tender. We will invite the vendors (mostly the ones that have worked with us before or referred by someone with good reputations) for the tendering process. In Phase II, we issued CCDC 11 (Contractor Qualification Statement) to pre-screen (with interview) contractor’s qualification. Under normal circumstances, we will have meetings (in person or zoom) to discuss the project with the vendors individually and let the vendors to present what’s their plan about the project. And also, we will ask for any major projects the vendors have accomplished before for our reference. Preliminary timeline will be discussed as well. Then, we will ask the vendors who are interested to bid for the project to participate into the tendering process. Once the tendering Is closed, we will open the bids and rate the vendors under the criteria in terms of cost/experience/safety/reference/financial ability…etc. with an internal rating scale. We then pick the one with highest score to follow up for the confirmation of their desire to work on the project and details about the project plan.

与先前的项目（如，更换主礼堂的 RTU 和 105Gibson 的第二、三期项目）的做法相同，我们不进行「公开」招标，而只进行「密封」招标。我们将邀请有关参与公司（主要是曾经与我们合作过或经其他人推荐信誉良好的参与公司）参与招标过程。在第二阶段，我们发布了 CCDC 11（承包商资格声明），以预先审查（包括面试）承包商的资格。正常情况下，我们会举行会议（面对面或 Zoom）与参与公司单独讨论项目，并让参与公司展示他们对项目的计划。此外，我们也会询问参与公司以前完成过的任何重大项目，以供参考。当然，项目初步时间表亦会抱括在讨论议题中。然后，我们邀请有兴趣竞标该项目的参与公司参与招标过程。招标结束后，我们将开标，并根据其参与公司所提供的成本、经验、安全性、过往项目的参考、财务能力…等标准进行以内部评级量表的评级。然后，我们选择得分最高的参与公司进行跟进，以确认他们参与该项目的意愿以及项目计划的详细资讯。

If the offering is marked for R&R in the offering envelope or website, then it will only be used for R&R

不论于实体或是网上奉献／捐款时已明确标记为用于 R&R（维修翻新），它将仅用于 R&R（维修翻新）项目上。