Construction in Vancouver - Issue 1341

VRCA news feature

J u ly 1 4 – 2 0 , 2 0 1 5 v R ca . b c . ca

VRCA member company brings award-winning Ottawa sculpture to life LED light display at night recreates the flow of Rideau Canal

Solid Rock Steel, a Vancouver Regional Construction Association member, has won a national award from the Canadian Institute of Steel Construction for its role in fabricating and erecting Vancouver artist Jill Anholt’s stainless steel sculpture Moving Surfaces, shown in front of TD Place Stadium at Ottawa’s Lansdowne Park. LED lights, which illuminate the sculpture at night, are programmed to created a flowing illusion of the Rideau Canal | David Barbour

By Jean Sorensen

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FINDit

ancouver Regional Constr uction A ssociation member companies are best known for their work in constructing or restoring buildings, but a Fraser Valley steel fabricator has won a prestigious

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architectural award from the Canadian Institute of Steel Construction (CISC) for its work in bringing to life Moving Surfaces, an interactive stainless steel sculpture, now erected in Canada’s capital.

“This is kind of a unique project for us,” said Stevenjohn

constructive comment C8 Collaborative partnerships deliver competitive advantages provincial view C8 Fresh-start strategy key in an era of change

Steunenberg, a project manager for Solid Rock Steel Fabricating Co. Ltd. (SRS). The structure,

by Vancouver artist Jill Anholt, stands in the newly developed Lansdowne Park area’s green space alongside the Rideau Canal in Ottawa. The sculpture, 60 metres long and 13 metres high,

B.C.’s new apprenticeship policy U40s challenged to add value Companies required to protect young workers Incomplete documents increase contractor risk Legal Specs column

Sharing your viSion.

BUILDIng SUCCESS.

is a series of crooked arms with recessed LED lights that are programmed to create a nighttime illumination of the changing water flowing down the Rideau Canal.

“It is just steel except for the LED lights [mounted on it] and there is no paint or wood used,”

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Steunenberg said. SRS had to special-order the steel, fabricate the pieces and then assemble these on site in a mock-up to ensure that the sculpture was accurate. It was then disassembled continued on page C2

Problem-solving using team work C9 Safety system tracks ground workers C10 New employee benefits plan available C11 Integrating new and young workers on job site C12

July 14–20, 2015

special news feature | Vancouver regional construction Association

c2 news TRAINING: B.C. policy favours apprentices on public construction over $15 million Policy makes it easier for apprentices to gain hours needed to advance

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r it i sh Colu m bi a’s new policy that requires construction companies and sub cont ractors work i n g on public contracts valued at over $15 million to have apprentice training programs in place will only benefit the workplace, say industry members.

“It will level the playing field,” said Ron Fettback, vice-president of operations for Western Pacific Enterprises, a Vancouver Regional Construction Association member company in which apprentices represent 40% of the staff.

Fettback said there are companies that simply hire apprentices for specific projects and then lay them off afterwards, a

practice that makes it difficult for apprentices to gain the required hours of training to move toward a Red Seal journeyman status. He said the focus of the B.C. govern ment i n itiative, which began July 1, is to encourage companies to have an apprenticeship program in place that demonstrates the company is committed to developing new journeyman tradespeople.

Mott Electric president Danny Mott agreed the new policy will help ensure that apprentices get the work they require.

“This step will go a long way to improving access for apprentices and create viable employment opportunities over the duration of their four-year program,”

VRCA Member

“When I saw the pieces in the shop, I was very pleased,” she said. “I had never seen such precision and quality in the welding, and when I saw it assembled at their site, it was just as I hoped it would look.”

During the fabrication, SRS gave the lighting firm access to its fabrication shop to integrate the lighting system into the various pieces of the sculpture.

Moving Surfaces is the largest sculpture Anholt has designed. She has worked on two smaller projects with SRS. One is the wood-and-stainless-steel structure called Line of Work, which resembles a wave coming off the Vancouver Convention Centre above a seawall walkway.

In another project, SRS fabricated a number of metal sculptures that were then erected on the Moose Jaw Trail, resembling the skeletons of old wagons. They commemorate the remaining historical part of the original wagon cart trail that brought settlers from Moose Jaw to Saskatoon in the late 1800s. SRS did not do the installation on that project.

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and trucked to Ottawa. A team of SRS staff travelled to Ottawa to complete the final installation.

Anholt’s design was part of landscape architects PFS Studio’s winning proposal in an international design competition to redevelop the Ottawa city green space, which is sited on a former parking lot. She created the concept of the sculpture and sent the drawings to three pre-qualified companies, with SRS winning the bid.

The sculpture’s elbowed and tapering arms had to be accurately crafted to ensure the integrity of the design.

“It had to be extremely precise as each piece creates a sense of movement relative to the one next to it,” said Anholt, who studied art in Ottawa and Vancouver before completing a master’s degree in architecture at the University of British Columbia.

She is the principal in Jill Anholt Studio, which focuses on the creation of public art.

Mott said.

A B.C. government news release states that “all new, major infrastructure projects in B.C. valued at over $15 million will require contractors and subcontractors to demonstrate they are engaged in apprenticeship training and use apprentices on the work site.”

For subcontractors, the contract value is $500,000.

The new policy also requires primary contractors to complete quarterly reports on how they are using apprentices during the life of a project and also at the completion of the project.

Kevin Mierau, president of Mierau Contractors Ltd., said the new policy will not affect his company. “It is business as usual

for us – we have a strong apprenticeship program already,” said Mierau, who is a journeyman carpenter. “If anything, it will improve the industry by having more certified and skilled tradesmen in the workplace.”

Labour representatives and the New Democratic Party have lobbied the government for the past three years to impose quotas or a prescriptive ratio to encourage the number of apprentices working on government projects.

However, the recommendation has been met with resistance by industry in the past.

Houle Electric president Robert Lashin said the new policy strikes a balance. “By having a policy like this, government is setting

Jill Anholt’s Ottawa sculpture lit with programmed lights resembles the moving waters of the Rideau Canal | David Barbour

Fabricating a sculpture as large as Moving Surfaces, which would undergo final assembly thousands of kilometres away, was a demanding job in numerous ways. Initially, it had to ensure that the assembled pieces, at the SRS site, fit together. But because the main arch of the sculpture was in two long pieces and could

only be joined at the site because of its size, it posed a challenge to crews.

There were also logistical problems in transporting the structure in pieces and ensuring they arrived in good condition for installation. Steunenberg said SRS found logging trucks were best able to transport the pieces back

a standard but is not being prescriptive,” Lashin said. Houle has an extensive apprenticeship program in place and has been a strong advocate of training for all its employees.

“Trade contractors that want to be involved in public projects must support apprenticeship training and, in turn, these companies are showing a commitment to the future of their craft,” he said.

The new government policy applies to all new major infrastructure projects undertaken by all ministries of the provincial government, health authorities, board of education, public postsecondary institutions and BC Hydro. •

to Ottawa. The sculpture’s arch required a special shipping saddle to hold it in place as it travelled halfway across the country.

SRS also wanted to ensure that the whole structure would seat into the concrete foundation that was prepared on site. The anchor bolts were shipped with a full complement of plywood templates to ensure that a smooth connection would result. The SRS crew and tools then travelled to the Ottawa site to complete the installation.

One of the attractions of the sculpture is its accessibility to the public. “It is something that you stand back 100 feet and admire,” said Steunenberg, adding that the structure can be touched and walked through. The site of the structure is on a hill, and the undulating form of the sculpture accommodates winter users of the public green space. “They can toboggan through it,” Anholt said.

T he CISC awa rd s a re held every two years and recognize outstanding work by members across Canada. •

WE SHARE OUR EXPERIENCE. WE DELIVER DYNAMIC SOLUTIONS. WE BUILD STRONG RELATIONSHIPS.

UBC Bookstore Architect: McFarlane Biggar Architects & Designers Photographer: Ema Peter

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special news feature | Vancouver regional construction Association

July 14–20, 2015

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news

PROJECT MANAGEMENT: U40s challenged to add project value through innovation

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he challenge facing the next generation of construction leaders is adding value to projects, said a construction industry leader speaking at a recent Vancouver Regional Construction Association U40 Network mentoring breakfast.

“We want to be able to add value at the early stages of design and influence the design,” said Jeff Musialek, vice-president and partner in Smith Bros. & Wilson (BC) Ltd. (SBW), a general contractor and construction manager. In this early collaborative process, the younger generation of construction leaders will have the opportunity to bring forward new technologies and ideas to the construction industry.

In the traditional model, the contractor played a role in the collaborative process needed to construct a building but “was not up far enough in the food chain” to make a difference in a structure’s design, Musialek said.

He urged members attending the U40 breakfast, which was geared to construction industry leaders under 40 years of age, to become more familiar with software that can add value, such as building information

Tomorrow’s leaders in construction will have to become familiar with new technologies and software that will provide the edge to add value to projects, mentor and Smith Bros. & Wilson (BC) Ltd. vicepresident Jeff Musialek (second from left) told those who attended the VRCA U40 Network breakfast meeting recently. Pictured left to right with Musialek are Steve Reitenbach, U40 chair, Stephan Blank, U40 vice-chair, and Shaun Bromley, U40 past chair | Jean Sorensen

modelling (BIM) programs plus new technology emerging from other parts of the world.

“The onus is on us to go and

lea rn the tech nolog y that is available,” he said. “This generation needs to explore new technologies, whether they are in

Europe or Asia.” In cases, it will mean attempting to adapt new technologies as this new technology comes into the Canadian market.

The auto industry is an example of a sector that has felt the impact of European and Asian technology and has had to adapt. “I think we are a lot like the auto industry,” where the traditional model was an assembly line mode of construction with each area highly compartmentalized and focused on each stage of assembly, Musialek said. “The Japanese and Europeans were focused on the end product,” he said, adding that they ended with a higherquality product.

Musialek said the departure of the baby boomers from the workforce, combined with the need to add value to construction projects, is creating a shift in the construction industry that can lead to this newer end-product view. “ We a re i n t h e m i d d l e o f

change,” he said, as the industry departs from a simplistic focus on the process and shifts towards the end-user’s needs, particularly in public-private partnerships, which are becoming more common. There is a longer-range view from concept to end of life, which also includes operational aspects as well as staff.

“That old paradigm needs to be broken down,” he said, speaking of the old way of construction and the need for more collaboration, innovative technologies and a longer life-cycle view of a building.

T he baby boomers leav i ng the industry are taking a lot of knowledge, he conceded, but they are also moving out of the sector with a traditional mindset of construction that is not working that well today.

“Don’t get caught up in the old school of doing things, just because it is old school,” he said, challenging the U40 group to “look for a better way.” •

Jeff Musialek | vice-president, Smith Bros. & Wilson (BC) Ltd.

We are in the middle of change

July 14–20, 2015

special news feature | Vancouver regional construction Association

c4 news SAFETY: Companies required by law to protect young workers Programs that identify young or new employees useful on busy sites By jean Sorensen

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ounger and new employees are coming to construction sites this summer with more safety training than ever, but companies are still required to ensure that they have proper site orientation and occupational health and safety (OHS) training.

“Employers are required by law to do this,” said Jeff Lyth, senior safety adviser with the BC Construction Safety Alliance (BCCSA). In July 2007, the Workers Compensation Act and related occupational health and safety regulations were amended to deal specifically with young or new workers. A new worker is defined as someone new to the work site or who is returning after an absence, while a young worker is anyone under the age of 25.

“There has been a lot of attention to safety in the industry and to ensuring that young workers are properly trained,” said WorkSafeBC’s Don Schouten, industry and labour services manager for construction. WorkSafeBC has launched a number of programs such as Heav y Meta l Rocks, which provides safety training to young people as they learn to operate heavy equipment. It also provides resource material for employers on its website on how to create safety awareness for what is a high-risk group on the job site.

WorkSafeBC statistics tracking time-loss injuries for the 15to-24 age group logged 37,226 claims provincewide between 2008 and 2012. Within the Fraser Valley region, there were 8,085 claims with 23% of those stemming from construction work. In the Lower Mainland, there were 13,389 claims, of which 20% were attributed to injuries while working in construction.

Schouten said that the construction industry comes with inherent risk, with sites busy with work in progress and employees using power tools.

“When a young worker comes on site, this is something that the person should be made aware of,” he said.

The regulations under the act emphasize the employer’s responsibility to ensure the young worker has the correct safety clothing, is fully apprised of site hazards, is knowledgeable of the required safety procedures and

Summer will see more young workers on job sites, and it is the employer’s duty to ensure that they have proper safety training. WorkSafeBC offers information on its website and has been active with programs such as Heavy Metal Rocks, where high school students, pictured above, are given the opportunity to operate heavy equipment but also receive safety training | Photo courtesy of WorkSafeBC

knows how to do the assigned task safely. “It is very important that person is properly trained and supervised,” Schouten said.

He said the legislation also entrenches the rights of the young worker to refuse work if that person feels he or she cannot do it safely or is unsure how to perform the work.

Schouten said that, while they are not required, mentoring programs and “green hat” or “green hand” programs that identify new or young workers have proven useful for the construction industry in safeguarding new entrants.

Graham Construction has used the green hat program, with new workers wearing a green hard hat as a signal to other employees of their recent workplace entry.

“We now use a sticker,” said senior labour adv iser Sandy Price, explaining that the sticker is worn on the regular hard hat as it tends to make individuals feel less singled out from other crew members.

Jeff Lyth | Senior safety adviser, BC Construction Safety Alliance

When you give a senior worker a Gold Hand, he is now in the position of influencing a younger person in a positive way

“We use the program on our large sites,” she said, adding that there could be 100 crew members working on a construction project.

Individuals identified by Graham Construction’s sticker as new or young workers are always supervised “and not working alone,” she said. It prevents a foreman, especially on a large site, from asking a worker to do a task that he or she may not be trained to do safely. (Graham Construction also ensures new employees complete the Construction Safety Training System course, which can be found online at the BCCSA site, before starting work.)

Under the resources menu on its website, BCCSA offers information on the Green Hand/ Gold Hand safety program, which links new or young individuals with senior workers on the job who are able to act as resource individuals or mentors. The new individuals wear a sticker depicting a green glove on their hat while designated senior individuals wear gold-glove stickers.

The program originated in the Canadian petroleum industry and is now used in both forestry and construction. Lafarge North America is an adopter of the program.

“It’s a great program,” said

Lyth, “especially with our aging workforce and changing demographics.” He said the program identifies and recognizes senior individuals with expertise, and also challenges these older workers to be effective mentors.

“When you give a senior worker a Gold Hand, he is now in the position of influencing a younger person in a positive way.”

While mentoring on the job site has been informal and takes several forms under the various programs that companies adopt, the art of mentorship is gaining in popularity. Andy Cleven, training director at the local International Brotherhood of Electrical Workers, said his union now makes a mentori ng a nd com mu n ications course mandatory for first-year apprentices, with the emphasis on how to ask questions. Another course relates to fourth-year apprentices, soon to be journeymen, and focuses on how to convey knowledge and be a mentor.

Communication skills are vital for several reasons, Cleven said.

“When something is not done properly, it affects productivity,” he said. “We want to keep our people safe.” He points out that 80% of learning is done on the job site, and good mentors can answer questions that the apprentice may not have asked.

Clear lines of communication can also lead to a better workplace climate, he said. Cleven said he expects that other unions will adopt this system in the future.

Wayne Hand, dean of the British Columbia Institute of Technology’s school of construction, said courses today within secondary and training schools provide some component of safety training.

“The foundation trade programs are geared to giving the individual not just the basic skills but also a good understanding of how to work safely within the trade,” Hand said. This kind of early education focuses on promoting “good habits” with new entrants before they enter the workforce.

Schouten said companies remain responsible for ensuring that the young or new industry entrant works safely and does not become a workplace accident statistic. “No manager wants to make that call to that person’s family,” he said.

Information on young and new workers in the workplace can be found at WorkSafeBC’s website.

For WorkSafeBC OHS regulations on young and new worker training and orientation, see: www2. worksafebc.com/Publications/ OHSRegulation/GuidelinePart3. asp#SectionNumber:G3.23. •

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July 14–20, 2015

special news feature | Vancouver regional construction Association

c6 News PLANNING: Incomplete Eliminating contract documents the strain on your increasing contractor risk business Cross-Canada CCA workshops looking for solutions and best practices

By Don Schouten, manager of construction, Industry and Labour Services, WorkSafeBC

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n the busy construction industry, where workers often lift more than they should, musculoskeletal injuries (MSIs) are a daily occurrence and affect a large number of workers.

While heavy lifting is the most frequent and costly cause of MSIs, it’s not the only one.

Worker injuries can also be caused by other movements common on construction sites such as pushing, pulling, carrying, turning, or throwing heavy objects.

Injuries caused by the repetitive use of tools are less common, but when they do happen, it takes a long time for an injured worker to get back on the job. Because construction workers perform these tasks on a daily basis, it’s hardly surprising that MSIs are such a common occurrence in the industry.

In just a three-year period — from 2012-14 — 26 percent of injury claims in the construction industry were for MSIs, resulting in 1,594 claims, with an average of 53 days of work lost per claim. Most often these injuries affected the back, but the wrists, shoulders, knees, and other areas can be affected as well. While these injuries may seem minor compared to broken bones or lacerations, MSIs can lead to a chronic disability and can cause workers to be off the job for longer.

Workers can use the same pulling or pushing motion — lifting a sheet of plywood or a box of nails for example — for

years without incident, until the one day they feel that telltale “tweak,” in their back. Often a worker will keep right on going after what they consider to be a “minor,” injury.

But without some form of treatment, the worker’s condition might become worse.

As common as they are, the risk of MSIs can be minimized. To help avoid strains and sprains, always plan ahead and follow these simple tips.

• Whenever possible, get materials off-loaded where they’re going to be needed to avoid moving them entirely • If moving materials is a requirement, use carts or dollies with big wheels to get the job done • If mechanical means aren’t possible or practical, insist that workers get help carrying awkward or heavy materials, or make an extra trip rather than carrying too big a load • Ensure workers are properly trained in safe work procedures, such as proper lifting techniques Fewer strains and sprains mean increased productivity, and decreased costs. Most importantly, it means that no one has to suffer the pain that comes with this type of injury.

Please let me know what you think of this or any construction safety issue.

Call me at 604 214-6989 from the Lower Mainland, toll-free elsewhere to 1 888 621-7233. Or email don. schouten@worksafebc.com.

I’d like to hear from you.

Delays and cost overruns are among the consequences of incomplete construction documents | urfin/Shutterstock

By Jean Sorensen

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ncomplete construction drawings and specifications causing delays and increased costs are presenting a growing risk for Canadian contractors undertaking projects, says engineer John Bockstael, chair of the Canadian Construction Association’s (CCA) Standard Practices Committee, who has been leading Canadian workshops on the topic, most recently in Western Canada.

“We are trying to gain a crosscountry perspective beginning with Winnipeg, Prince George and Vancouver,” Bockstael said, adding that many of the concerns he has heard in the first workshops have been similar, though he wouldn’t be surprised to find regional disparities as the events continue. Workshops are being planned in the other Canadian provinces in conjunction with the various CCA member construction associations.

Sixty Vancouver Regional Construction Association members attended a workshop in Vancouver while 30 members attended the BC Construction Association North meeting in Prince George.

A n earlier meeting was held with the Winnipeg Construction Association in that city, where Bockstael, president of Bockstael Construction, is based.

Bockstael said his own company was wrestling with the problem before he discovered that the issue of incomplete documents was widespread after reading a 2010 report, The Pitfalls of Incomplete Contract Documents,

by Toronto-based Revay and Associates, a construction claims service. The report’s writer, engineer Bob Keen, claimed that incomplete contract documents

raise the risk of cost overruns.

“When owners have tight budgets or are reluctant to pay more for a project, a dispute results,” Keen wrote, adding this further increases the project costs.

The topic continued to surface at construction industry conferences but became more prevalent at the CCA’s 2014 annual summit in Victoria, where contractors identified incomplete or inadequate construction drawings as a leading industry concern.

“The CCA decided to do a series of workshops across Canada on the topic,” Bockstael said.

In addition to participating in roundtable discussions, workshop participants were asked to fill out a survey, which will help determine where the major areas of concern exist and possibly point the way toward development of best practices.

One of the questions raised by members sought to clarify what the consultants’ (architects and engineers) roles and responsibilities are for providing a complete document, and to define what a complete contract document is.

Bockstael said that construction problems are also downstream from when a company bids on a contract based upon the contract documents. Estimators look at determining the project’s completion cost with estimates based upon materials and the work done on site.

“But they can’t determine how those materials will fit together,” because accuracy of drawings is another issue, he said. (The Revay report also lists failure to fully investigate the building site or the substructure as one of the leading causes of problems.)

Building information modelling (BIM) systems have the ability to

integrate the various aspects of a building to determine whether the mechanical, electrical and general design of the building will mesh seamlessly. Bockstael said he has been surprised to learn at the sessions that delegates’ use of these integrated modelling systems is limited. “It’s not really had the uptake in the industry that we had expected,” he said.

Bockstael said the general feedback at workshops indicates that the problems trace back to several common causes, such as an owner’s expectations not being made clear, substandard technical skills of the construction and design team in putting forward drawings, underuse or overuse of available technology and errors in common business practices between the contractor and owner or consultant.

The Revay report looked at the pitfalls of not spending enough time on design. Owners in 175 projects were willing to pay for some disruptions by rushing a building forward without complete design work. Revay found that in 145 cases, the owners suffered an average delay of 5.67 months and a 50% cost overrun.

The report found they could have saved 20% in building costs even if they had paid the design team 50% more and taken longer in the design process.

A project that is design-bidbuild with a fixed price for a contractor would carry a different set of problems from those of a public-private partnership or those under a design-build, design-assist or integrated-projectdelivery method.

“You are proceeding at a different pace,” Bockstael said of the latter del ivery systems, which evoke a more collaborative environment.

He said that, in general, improved communications, greater collaboration, mutual trust between parties and clear expectations could help provide solutions to the problem of inaccurate or incomplete documents.

“Different types of construction influence that a lot, such as lean construction methods or integrated project delivery,” he said, adding that qualificationbased selection of the design and building teams may also play a strong future role. “You are aligning parties with proven areas of expertise.”

The discussion and survey findings from the workshops across Canada will be reported and examined at the March 2016 CCA annual general meeting. Ultimately, he said, the CCA may consider publishing a best practices guide to help contractors. •

special news feature | Vancouver regional construction Association

July 14–20, 2015

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legal specs

Cash holdbacks are subject to release rules Failure to release funds can make payer liable for contractor’s losses

BY Norm Streu and Christopher Hirst

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Unfortunately, payment certification requests are often ignored for substantial periods of time. Unless some friendly pressure is applied, it typically is not a high priority in accounting departments to expedite a contractor’s or subcontractor’s holdback release

n awful lot of cash sits every day in holdback a c c o u nt s. T h at c a s h waits there, ever so patiently, until such time as somebody says or does the right things to have it released.

If you are an owner, this situation suits you just fine. The cash in the account provides you with some security – if a last-minute problem arises with your contractor, you know you have this money in reserve.

If you are a contractor, you want that cash paid to you as soon as possible. Not only is that money imperative for your cash flow, but also your payment risk vanishes as soon as that final payment comes in.

An understanding of the rules governing holdback releases is therefore worth your time.

In B.C., the Builders Lien Act allows for progressive release of the holdback. That means as soon as a contract or a subcontract is substantially performed, the contractor or a subcontractor can apply for a release for the holdback under its contract.

The mechanism for doing so is a simple one. All that is required is a written request to the payment certifier for a determination as to whether the contract or the subcontract has been substantially performed.

The payment certifier can be different entities on the project – often it is the architect, but sometimes it can be the general contractor for trades.

If it is unclear who is to certify payment under the contract, you can either ask the party you contracted with or send your request to all the potential payment certifiers.

Once your request has been made, the payment certifier is legally obligated to determine

within 10 days whether the contract has been substantially performed. The determination must be done properly, using the tests for completion set out in the act (in most cases that will be the 3-2-1 substantial performance formula).

U n fo r t u n a t e l y, p a y m e n t c e r t i f i c a t io n re q u e s t s a re often ignored for substantial periods of time. Unless some friendly pressure is applied, it typically is not a high priority in accounting departments to expedite a contractor’s or subcontractor’s holdback release.

Fortunately for those requesting a holdback release, the act provides a mechanism with which to apply some pressure.

Section 7(8) of the act states that a payment certifier who receives a request and fails or refuses to issue the certificate without good reason is liable to anyone suffering a loss or damage as a result.

Accordingly, if you are a contractor or subcontractor and you want your holdback, remind your payment certifiers of their legal obligations. A friendly reminder of their legal liability under Section 7(8) will usually get their attention.

If you are a payment certifier, be aware that a request for a determination that a contract is complete is not a mere administrative request; it is a formal legal request that comes with a legally mandated requirement to respond, and legal liability for failure to respond within the required time. • Norm Streu is president and chief operating officer of the LMS Reinforcing Steel Group. Lawyer Christopher Hirst is leader of the construc tion and engineering group within the legal firm Alexander Holburn Beaudin + Lang LLP, where he is also a partner.

COMMUNITY: Houle Electric and employees raise $8,500 for Jeans Day 2015 Company is a longtime supporter of BC Children’s Hospital

H

oule Electric, one of the largest electrical contractors in British Columbia, and its employees recently made a donation to the BC Children’s Hospital Foundation (BCCHF) in support of its annual Jeans Day campaign.

The campaign designates one day a year as an informal dress day within companies and encourages employees to make a contribution to the BCCHF. Houle raised funds through donations from its employees as well as through a Facebook campaign in which the company donated $1 for every “like” clicked on the Houle corporate page.

In matching both employee donations and the Facebook “likes,” Houle was able to present a donation of $8,500 to the foundation

BC Children’s Hospital received a generous donation from Houle Electric after employees participated in a Jeans Day social media campaign on Facebook that had the company adding a dollar in donations for every “like” click on the corporate page. Combined donations from employees and the company totalled $8,500.

Marketing manager Allan Lanzador presented the cheque to BC Children’s Hospital Foundation’s philanthropy assistant, Jessica Thompson | Photo courtesy of Houle Electric

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“Houle Electric is a company that has strong roots within B.C. We want to ensure that we are doing our part and contributing towards key opportunities that allow us to give that support back,” said Houle marketing manager Allan Lanzador. “The BCCHF is certainly one of those key opportunities.”

The BCCHF is involved with a wide range of fundraising campaigns aimed at improving the health and lives of young people needing the services of BC Children’s Hospital.

Houle Electric has a long history of supporting the hospital through the annual Jeans Day ca mpa ig n a nd the BCCH F’s Building for Kids Charity Golf Classic. •

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July 14–20, 2015

special news feature | Vancouver regional construction Association

c8 Provincial View Fresh start rebuilds strategy in an era of change Creating a new three-year BCCA strategy to serve members of four regions

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“

The BCCA’s mission continues to be to lead the B.C. construction industry into the future by delivering exceptional services for the betterment of our communities

Manley McLachlan President, BC Construction Association

he ‘fresh sta rt effect’ hinges on the idea that we’re a lways striv ing to be better. And when we can look at a clean slate, it makes us feel more capable and drives us forward.”

That’s a quote from Katherine Milkman, an assistant professor at the Wharton School at the University of Pennsylvania, who studies how people make decisions.

In November 2014 the board of the British Columbia Construction Association (BCCA) gathered in Whistler to collaborate on the creation of a new three-year strategy for the organization. The board is composed of representatives from each of the four regional construction associations, which together represent BCCA’s integrated membership of 2,000 construction employers from across Vancouver Island, the Southern Interior, the North and Vancouver Regional.

In all, the board members spent

two days sequestered together with a single objective: to set a bold new plan for the BCCA that would continue to strengthen the industry and serve the members in the midst of pervasive and rapid-fire change across the sector.

The BCCA’s mission continues to be to lead the B.C. construction industry into the future by delivering exceptional services for the betterment of our communities.

But the board recognized that the world of associations is shifting, across all sectors and all geographies, and that the world of construction is shifting as well. There is increased competition, smaller margins, tighter labour pools, productivity issues and new technologies emerging. The list of key issues for construction employers is long and challenging.

A board member from Vancouver Island stated it clearly: “Fundamentally, the construction business model is changing,

and we need to change with it.”

The BCCA board continues to recognize these shifts and rise to meet them. At the heart of the future vision lies a focus on development of exceptional, diversified provincial programs and services while leveraging and cementing the unique advantage and value of the provincial network of four regional construction associations (RCAs).

The board is looking to continue to drive transformation in the way business is conducted across t he i ndu st r y, bu i lding on its historic leadership in this regard. The BCCA and RCAs were first movers into the digital plan-room business with the introduction of BidCentral more than a decade ago, first to develop a robust bidding module with the inclusion of e-bonding in 2013 and first to deliver demand-side programs such as the Skilled Trades Employment Program in 2006. Continuing in this tradition, the BCCA board

identified five issue areas for the next three years: procurement, skilled workforce, safety, advocacy and ethics.

The board and BCCA staff both recognize that success rests on the organization’s ability to build the capacity needed to realize industry ambitions and association responsibilities. Increasingly, co-ordinated drivers across the province will improve efficiency a nd a l location of resources.

As in most areas of our lives these days, data is a key element to sett i ng, measu r i ng and achieving goals. The BCCA three-year strategy is no exception: a renewed emphasis on key performance indicators will set a basis for decision-making as the organization moves itself, and our industry, forward. • Manley McLachlan is president and chief executive officer of the BC Construction A ssociation , the largest and most inclusive construction association in B.C.

Constructive comment

Collaborative partnerships deliver competitive advantage Engagement is key to resolving many of today’s construction industry challenges

A I believe our industry is reaching a tipping point at which the old way of doing business is no longer acceptable or effective. Positive change needs to happen – and happen soon

Fiona Famulak President, Vancouver Regional Construction Association

t the beginning of 2015, our General Contractors Council identified a number of industry issues that affect the general contracting community and that need to be addressed. Those issues include managing the work and risk associated with incomplete design drawings, use of non-standard contract docu ments, secu ring prompt payment for work completed and managing the changing demographics within the industry – all at a time when margins are historically low.

These issues are not specific to general contractors. Others in the supply chain, from owners and consultants through to trade contractors, manufacturers and suppliers, face similar challenges. Some of the issues identified are decades old. Others are new. In my own personal view, I believe the issues – both old and new – are reflective of an industry that is on the verge of sweeping change.

It’s a competitive business environment out there, and one in which only the most innovative, productive and collaborative companies will survive. Collaboration is a word that’s almost overused. However, its importance cannot be overstressed. In

business, the search for partners to help address issues, find solutions and deliver competitive advantage is seen as a powerful and essential part of strategy.

As a Scottish chartered accountant, I’m proud that the Big Four accounting firms are leading by example. PwC has partnered with Google to bring innovation to companies worldwide. EY has partnered with Microsoft to build strengths in analytics and digital innovation.

KPMG has partnered with McLaren Racing Ltd. to see if data management from the racetrack can transform audits. Deloitte has turned to the U.S. National Aeronautics and Space Administration to help bring space-age risk management to the oil and gas industry.

And so back to construction.

My conversations with members and other stakeholders underline the importance of the Vancouver Regional Construction Association (VRCA) continuing to expand its partnerships and collaborative efforts with others to help identify and implement solutions to the issues outlined above that will give our members a competitive edge.

To that end, most recently, V RCA co-hosted a reg ion a l

forum with the BC Construction Association, where industry and K-12 and post-secondary educators came together to identify what’s needed to ensure that students understand the huge opportunity offered by a career in construction, and are work-ready. Two weeks earlier, along with the Canadian Construction Association, we hosted more than 60 owners, consultants and contractors to address, in the first gathering of its kind in the region since the 1980s, the reasons for, consequences of and solutions to the problem of incomplete design drawings. In late May, VRCA and its counterparts from around B.C. and across Canada “doubled down” on the urgent need to address the decades-old problem of lack of prompt payment within the industry.

However, collaboration doesn’t happen only at the association level. At the 2015 Construction Leadership Forum, we heard from industry veterans that, in order to deliver a project successfully, we need to collaborate with our clients, industry partners, project teams and even our competitors.

To use terminology from Malcolm Gladwell (T he T ippin g

Point: How Little Things Can Make a Big Difference), I believe our industry is reaching a tipping point at which the old way of doing business is no longer acceptable or effective. Positive change needs to happen – and happen soon. Government, where appropriate, is helping, and wants to continue helping.

Educators want to ensure our students are properly informed and equipped to enter the industry. Owners, consultants and contractors understand our industry issues very well and have ideas on how to tackle them proactively.

As a leader in the industry, VRCA has an obligation to engage those in and outside the industry to address the issues identified earlier for the betterment of our industry and our communities. Making change is never easy. And it doesn’t happen overnight. However, I guarantee that VRCA will pursue it with vigour. • Fiona Famulak is president of the Vancouve r Re gional Cons truc tion Association, which is the largest regional organization in B.C., and is a member of the BC Construction Association.

special news feature | Vancouver regional construction Association

July 14–20, 2015

c9

News

WORKPLACE: Problem-solving uses ‘one-third-plus-one’ rule Best solution to job site challenges is often achieved by consensus

By Jean Sorensen

D

ventana

elegates attending the Va n c o u v e r R e g i o n a l Construction Association Construction Leadership Forum held recently in Whistler were taught an innovative team approach to problem-solving on the job site.

“When leaders seek team members’ input, they create engagement,” said Mike Lorenz of AMD Consulting and Training, who taught delegates the “one-third plus-one” problem-solving process. Using the process reverses the traditional environment where management or supervisors on site tackle the problems and simply direct employees.

The one-third-plus-one rule seeks input from all those who are aware of the problem.

“Isn’t it better for them [employees] to give answers than you tell them the answers?” he asked.

Lorenz gave the example of a construction firm that was often faced with two large jobs and downtime in between. It wanted to find ways to be more productive during these slower periods and keep workers employed.

A meeti ng of the crew was called and everyone was asked

to suggest a way of moving towards the object of finding work to keep the crews busy. Suggestions were encouraged from all those crew members present and written down on a list. The crew was asked to vote – but using the one-third-plus-one method.

It works like this: if there are 12 suggestions, that number is divided by three for a tally of four, to which one is added. Each crew member has five votes to allocate to the 12 ideas. After each team member has voted, it soon becomes apparent which idea – or ideas – have been deemed feasible by group consensus.

This kind of collective discussion and decision-making also leads to an easier buy-in by group members even if their own ideas were not accepted, he said.

Lorenz said this team approach to problem-solving ensures that everyone has a voice and that new ideas are brought forward.

At the same time, by giving individuals four votes, “you can still love your own idea,” he said.

The one-third-plus-one approach to problem-solving can also be applied to larger groups, when the larger group is split into smaller ones. These smaller groups would then bring forward their best ideas after a vote. The

Mike Lorenz of AMD Consulting and Training demonstrated the one-third-plus-one rule for problemsolving at the recent VRCA Construction Leadership Forum held at Whistler. The system gathers the best ideas from members of a team and then utilizes a voting method of screening the ideas to determine the best outcome | Jean Sorensen

ideas of the various groups would be put forward and individuals or groups would vote on them until there was a general agreement as to the best idea.

Lorenz maintains that the best idea chosen may not reflect the complete solution and the process may need to be repeated with an analytical question,

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such as “How can the best solution be inserted to improve the outcome?” The process can be repeated to determine the best approach to making the solution work.

“One-third-plus-one can be used on anything,” he said, including reduction of overtime on a job site, elimination of errors in

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tasking, improvement of service levels and achievement of greater productivity to meet deadlines on a work site.

Lorenz said that by using the group approach to problemsolving, managers create an atmosphere within a company that encourages input from any level. •

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July 14–20, 2015

special news feature | Vancouver regional construction Association

c10 NEWS ACCIDENT PREVENTION: New safety system tracks workers near moving equipment

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A new safety system uses radio frequencies emitted from a machine to identification tags on hard hats and vests to determine if there is a ground worker behind a machine when it is reversing. The system is able to detect if a worker, who might be injured or ill, is lying on the ground | Photo courtesy of Ensol Systems Inc.

By Jean Sorensen

A

n e w s a fe t y s y s te m to protect ground workers around moving equipment was debuted at the trade show held during the Vancouver Regional Construction Association’s Construction Leadership Forum in Whistler recently.

The product, known as the ScanLink Armour System, utilizes radio frequencies, emitted from any moving machine or vehicle, that can detect nearby employees wearing radio-frequency identification (RFID) tags and trigger a warning that alerts the driver with a camera image and an audio beep.

“We brought the system into B.C. at the beginning of this year,” said Jim Brasset, operations manager of distribution company Ensol Systems Inc. Ensol Systems, a technology company based in Surrey and operative since 2008, discovered the protection system when it sent several employees to work at WorleyParsons Court, an Alberta construction site.

“The system is quite common in Alberta but is new to the industry here,” Brasset said. Alberta users include ExxonMobil, Imperial Oil, North American Construction Group, Kiewit Energy Canada and Aecon.

Currently, there are machine systems in place that use visual cameras, radar or ultrasonic signals to detect objects behind the machine, but they are subject to false warnings. The system may detect a pile of dirt or a post that is in the machine’s path rather than an individual, Brasset said. Or operators may simply not be monitoring the

visual camera while focused on another task.

The main drawback of these kinds of systems is that the machine’s signal needs to be directed above the ground, horizontally, or it will bounce from the ground, giving the operator a false alert.

“Because such systems need to be off the ground they will not detect a fallen worker, but our scanning system will,” said Brasset.

Brasset said his company has done testing to ensure the system is alerted to a person who might be on the ground and whom the operator cannot see. “You will see other systems give the operator the green light to go while our scanner is going crazy because it knows there is a worker back there,” he said.

Brasset said the RFID tags are embedded in the front and back of the safety vests and an RFID kit is used to attach them to safety hats. In some cases, he said, companies use the RFID tags on hard hats only. If a fallen worker’s helmet has rolled away, the system will still detect the helmet.

The radio detection field projects out like a balloon to an area approximately seven metres long and four metres wide. “The hat would have to roll several metres not to be detected,” he said.

Incidents in which workers are hit by heavy machinery or vehicles commonly occur when employees are working close to equipment on a busy construction site, road construction area or work yard. In the U.S., the Bureau of Labor Statistics recorded 962 fatalities at roadside construction sites alone from 2003 to 2010. Of those, 443 related to a worker struck by a vehicle or mobile piece of equipment with 143

related to incidents of vehicles or equipment backing up.

Brasset said the RFID tags can be personalized and assigned to one individual. When the system alerts the machine operator or driver of a vehicle that a person is in the critical path, that information is captured. “We have all that information and it can be downloaded,” he said, adding that safety officers can then analyze it and determine if there are individuals who habitually take shortcuts in the path of machines or whether new workers on site are not giving machines the clearance needed.

Brasset said the system does not relieve the machine operator or vehicle driver of the responsibility of carrying out proper safety checks and WorkSafeBC protocol, but it does provide an added level of safety. He said companies that use the standard ultrasonic or radar equipment can team it with the RFID system.

The cost of the system is $3,100 for the RFID antennas and the display unit (which also emits the warning beep should the operator’s eyes not be on the display panel), $30 per RFID kit for a hard hat and $50 to $75 per RFID-embedded vest, depending on the type chosen.

T he tags are durable in extreme weather and are waterproof. “The vests will wear out before the tags will,” Brasset said.

However, the company does sell a tag functionality monitor, and buyers can devise their own test protocols.

“Some companies may want employees to test the tags every day before they start work,” he said, while others may want a test every few weeks. •

special news feature | Vancouver regional construction Association

July 14–20, 2015

c11

Q&A

INSURANCE: BCCA offers employee benefits program for employers and employees Hour Bank can benefit casual employees and provide employer with coverage option benefits program interim CEO Arthur Chung talks about these plans and new products that are now available to members.

We work with companies of all sizes

Arthur Chung Interim CEO, BC Construction Association employee benefits program

T

he construction industry is made up of both large and small companies, and the BC Construction Association (BCCA), through its employee benefits program, offers plans that benefit companies with only a single owner and plans that are tailored to larger firms with casual employees. BCCA employee

Q. How does a company avail itself of the BCCA employee benefits program? What are the requirements and does the number of employees within the company matter? Also, does this program provide coverage for casual employees such as summer students coming in to work for a few months?

A. We work hard to make the process simple and easy; simply contact us through phone, email or the web and one of our consultants will work with you to find the best benefits solution. We work with companies of all sizes.

Each situation for each organization is different, but generally the requirements are fairly standard – benefits must be offered to all eligible employees. In some cases, medical approval may be required. As most plans have a standard three-month waiting period, generally students would not be with a company long enough to receive benefits.

If a company wanted to cover

temporary staff, we could definitely talk to them about that.

Q. While the focus is on employee benefits, do you have any programs that target managers or individuals in senior positions? If so, how do their needs differ? Do these programs include the families of senior managers?

A. We can customize all of our programs for different classifications of employees. For companies that want to offer attractive benefits for their senior management, we do have options available. We like to focus on keeping all employees healthy and well, but senior-level managers have higher expectations and might have higher levels of stress that need to be managed. Our partnership with Copeman Healthcare Centre is a great example of a package that can be constructed for senior-level management as it provides information to individuals on keeping them healthy so that they can be effective in their position. Typically, the families of senior managers are included, but that is a decision of the employers and in some cases the employees themselves.

Q. How does the new Copeman Healthcare Centre program operate and how do companies take advantage of this program?

A. T he Copeman Healthcare Centre offers many great programs. We work with them on offering a comprehensive health assessment (CHA) and LifePlus program for employers and individuals. The CHA provides individuals with an in-depth look at their health status as well as identifying risks of disease. Their LifePlus program includes the comprehensive health assessment as well as ongoing care for one year. It is easy to get started; just contact us and we will get you the necessary information.

Q. What is the new Atrium product? There is no medical questionnaire to fill out and no medical underwriting, yet it provides benefits such as extended medical, dental, travel coverage, disability and more.

A. We found that there weren’t a lot of programs out there that allowed for just one or two individuals, and so we have created a program to address that need

in the marketplace. The Atrium product was designed for owners or two partners or professionals that might have a designation such as engineer or architect. It eases the application process requiring health evidence.

Q. There is flexibility built into the various BCCA programs offered. One is Hour Bank. How exactly does this system work and what are the benefits for employees? Are there benefits for the employer?

A. The Hour Bank program is excellent for seasonal, contracted or casual employees. An eligible employee starts working, and each hour they work adds an hour into their Hour Bank account.

When they bank 300 hours, they start receiving benefits. Each month of benefits “costs” them 150 hours. This credit and debit system of hours in their Hour Bank gives them the stability of benefits for themselves and/or their families. This is a great option for employees who would not be eligible under traditional plans. The benefit for employers is in offering benefits to employees who might not be covered under a group plan. •

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special news feature | Vancouver regional construction Association

c12 Q&a WORKPLACE: Good people skills essential to integrating young workers into job site Conflicts occur when individuals fail to understand job and expectations

Y It is important to set younger workers up for success, not failure

Cheryl Otto Founder and CEO, Ounce of Prevention Solutions Inc.

ounger workers on construction sites may be keen to lea rn but have little experience or knowledge of the job site conditions and the employer expectations. That’s a situation that can lead to conflicts with managers and with crew members. Cheryl Otto, founder and CEO of Ounce of Prevention Solutions Inc., specializes in conflict resolution in the workplace and talks about how to prevent problems. Otto was a guest speaker this year at the Vancouver Regional Construction Association’s Construction Leadership Forum held in Whistler.

Q. Site supervisors in construction may see more young people coming onto the job site as a result of many school programs now in place stressing the trades. What steps can a supervisor take to ensure that a new person integrates smoothly into the workplace?

A. It is all about the workplace culture that this person is coming into and the leadership that exists. A manager with good people-management skills has a strong team and is going to have productive, happy employees.

Managers sometimes overlook the soft-skills part of the job, but those are necessary and important skills. A manager should be aware and responsive to what it means for this person coming on board and the challenges faced as a new member of the team. That means ensuring there is a proper orientation program for the individual so he or she understands what the company is about, what the job is, who does what on site, what the expectations are and what the consequences of not performing up to expectations are.

Q. A young person is texting or talking on his or her cellphone during work hours, or checking cellphone for messages during safety meetings or other meetings with the supervisor.

How does the supervisor handle it?

A. What this comes down to is one’s awareness of what is or isn’t allowed in the workplace.

What are the rules surrounding personal electronic devices? Is there an organizational policy regarding hand-held devices? It

is important that employees are made aware of what the expectations are, and that the message is consistent, i.e. the same rules apply to everyone. Consistency is the key to any kind of effective management in the workplace. If we set the tone and not condone, we help create a workplace culture that is safe, respectful and healthy.

Q. A new worker on site is habitually late for work, takes longer breaks than the rest of the crew and is hesitant about helping others when help is asked for. The rest of the crew are starting to grumble about that person’s performance.

How does a supervisor handle this situation and prevent it from growing?

A. Difficulties grow when management does not n ip these situations in the bud. It is a problem we see a lot in management groups. Management does nothing because they are afraid of doing the wrong thing – but remember that managers are allowed and expected to performance-manage their employees.

We need to take control of that situation and determine what the roles and responsibilities of the individuals involved are. You have to say, “Here is your job and here are the expectations. If you do not fulfil those expectations, then we have a problem and it requires some kind of corrective action or discipline.” Performance management allows disciplinary action for individuals who are not doing their job. It also demonstrates to others affected that management is going to do something about the situation and resolve it. This kind of action also sets the tone for the rest of the employees and earns management greater respect and trust. But it also means that management has to know their employees and know what is going on in their department and unit. Managers need to have their finger on the pulse in their workplace and know what is going on.

Q. A young person is eager to show the supervisor that he is a good worker. He is the first person at the site, he works through his breaks and he stays late. The problem is, according to the safety supervisor, he is not always safety-minded and takes

shortcuts. This person is also showing up the other, older crew members, and that is making them uneasy. How do you handle this without discouraging that person’s eagerness?

A. We have experienced this situation before and the person ended up fired – not because he wasn’t a good worker, but because he was not set up for success. The crew let him take on things he did not know how to do and he was bound to fail. How do we prevent that from happening? We tell the person that here is what the workplace and job is. Managers also need to reevaluate it in terms of what the ways are to take advantage of the skills that people bring to the workplace and build a team.

But if the person is cutting corners, that is a safety issue and you need to bring that person to the table and address the situation. Good management provides constructive advice and coaching on the necessity of safety in the workplace. The question then becomes one of how we pull back that person without creating a negative attitude about the company and at the same time create a team approach to the job site. Perhaps we encourage him by giving him a special project, which can also be a learning experience. This is where managers and other seasoned employees can come forward and coach individuals like this. That individual becomes part of the team that we are building and the workplace culture.

Q. When your company is called in to give seminars or to resolve conflict, what are a few of the common issues you encounter with “newbies” on the job site?

A. New workers need to be set up for success. They are often unclear on the rules and responsibilities of their new job. When they don’t fully understand what they are doing, how it should be done or who they should be talking to, they could run into problems. There are always those on the job site who are waiting for someone to mess up – “Oh, it’s that newbie who doesn’t know what he or she is doing.” Part of being a strong, effective leader is setting that person up to succeed and making sure they are very clear about job expectations, checking in on a regular basis, and providing valuable feedback and coaching to the employee.

Q. A young worker has decided to quit because the other workers are always nagging him or on his case, telling him to “do this” or “do that,” and he feels like a robot. How do you resolve this situation and keep that young person on the job site?

A. We need to assess why it has reached this point. Has management buried its head in the sand and hoped the problem would go away? Managers have to do a bit of digging in this situation. Find out the facts regarding what is happening with this individual and the other workers on site and what they think about what is going on. The millennials like to know what is going on and the purpose of what they are doing. There may be a

Q. Who benefits from conflictresolution training and who should have it within a company?

A. We believe that everyone in an organization should have some level of skill at conflict resolution. There are born conflictresolvers, though some of us need a little more training. But today, companies are realizing that there is a cost associated with not dealing with conflict.

There can also be associated liability to which companies need to respond. It is like a stone skipping across the water and the ripples flowing from the action.

People quit, morale is affected, people disengage from the company, safety standards go down and it all impacts on the viability of a company. •

limit on a construction site as to how much information can be provided. But, if he or she is feeling like a robot, then maybe the person needs some idea of the bigger picture and how to fit into it to make him or her feel productive, appreciated and successful. If he or she needs more feedback or information, perhaps there are opportunities such as lunch-and-learn sessions on site or online training courses. Such sessions would also ensure that everyone is on the same page and provide additional resources and information. Younger workers also need to vocalize their needs.

Managers are not mind readers.

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