Construction in Vancouver - Issue 1458

VRCA news feature

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2017 Awards of excellence

annual vRCa awards recognize outstanding construction industry achievements in B.C. | Pages b1–b16

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Vancouver Regional Construction Association constructive comment B14 Continuous learning the key to long-term success In-house training Back to school with the Infrastructure Masterclass

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2017 Silver awards overview B2–B3 ITA’s trades training program success B4 From care to construction career B5 A look at some of the 2017 silver award winners B6–B9 Passive house design gaining traction in B.C. B10

TransLink now a major player in Lower Mainland construction sector B11 Milestones: Pioneering construction company’s longevity secrets B12 Day in the Life: Clark Campbell, chief estimator with Smith Bros. & Wilson B13

october 10–16, 2017

special news feature | Vancouver regional construction Association

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Construction: Silver awards celebrate Gold awards in a wide range of categories to be announced October 25

By Brigitte Petersen

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h e a n n u a l Va n c o uve r Regional Construction Association (VRCA) Awards of Excellence recognize the construction industry’s finest companies and projects across British Columbia.

This year, 45 silver award winners were selected in 15 project categories on the basis of criteria that included the use of innovative techniques, new materials and/or exceptional project management. One silver award winner from each project category will be chosen as the gold award winner in the respective category at the 29th Awards of Excellence Gala on October 25 at the Vancouver Convention Centre West.

“This year, 95 companies were nominated from 50 project submissions with a total construction value of over $1.1 billion,” said Tony Everett, chairman of the Awards of Excellence Committee. “As judges, we recognize the ongoing significance of new materials and technology and the impact on our industry now and in future. We also recognize that Vancouver has a rich history, and we were very impressed with one particular project that is so unique it will receive this year’s Heritage Award.”

Project award categories are numerous and recognize general and trade contractors, mechanical and electrical contractors, manufacturers and suppliers that deliver an entire project or a component of a project according to specific financial and non-financial criteria. Covering industrial, commercial and institutional projects, submissions included major upgrades to sewage treatment facilities, rapid transit systems and biohazard manufacturing plants, renovations to marine facilities, new buildings at universities and hospitals and new residential towers.

General contractors ITC Construction Group is one of three silver award winners in the General Contractors – up to $20 Million category, along with Graham Infrastructure LP, which won for two different projects.

Based in Vancouver, ITC entered its $15 million Crosstown Elementary School 19-month project. T he school opened its doors to 510 students this September.

ITC modified the structure to introduce a new elevator shaft.

T he pa rkade rema i ned f u l ly operational during construction, requiring safety, traffic

The Telus Garden steel structure and pavilion canopy by George Third & Son married structural and architectural steel with timber and glass. Silver award winner in the Trade Contractors over $7 Million (Director’s Trade) category | George Third & Son

management and air-quality care for up to 50 personnel in a small area. The school was incorporated into an existing, occupied structure in a dense residential area in downtown Vancouver.

PCL Constructors Westcoast Inc. in R ichmond won in the General Contractors $20 to $45 Million category for its $21.5 million Cargill track expansion project. Fraser River Pile & Dredge (GP) Inc. and Jacob Bros. Construction Inc. also won in this category.

Completed in 2016, PCL’s project focused on improving Cargill’s grain-receiving capability at its North Vancouver terminal.

It involved replacing receiving belts, installing a new grain hopper and receiving drag conveyors, replacing an indexer system and car openers, reconfiguring the rail yard, including new retaining walls, a new automation system and safety upgrades.

Unique construction methods were used due to requirements of working in an explosive grain dust environment and the proximity to Canadian National’s rail yard.

In the General Contractors over $45 Million category, Ledcor won two silver awards for its Hub at King George Station Phase A: Coast Capital Savings project and TFN-Tsawwassen Mills Mall project.

EllisDon also received a silver award in the largest general contractor category for its Joseph & Rosalie Segal Family Health Centre project.

New this year, the VRCA added the General Contractor Tenant Improvements project category.

“There were a significant number of tenant improvement projects this year,” said Everett. “It

was difficult to combine them with the new construction projects, so we elected to create a new and separate category.”

Va ncouver-based Omicron Construction Ltd. received a silver award in this new category, along with Novacom Building Partners Ltd. and Turner Construction Co. Omicron won for its LifeLabs Burnaby renovation. The twophase project involved reconfiguring 39,600 square feet of biomedical laboratory space and moving a 1,350-square-foot cafeteria. It included installing a state-of-the-art high-volume chemistry line.

LifeLabs required its facilities to remain fully operational during the full year of renovation, and Omicron could not take over the entire space to build a new lab, so construction was done in stages.

This required strict safety and infection control measures.

Project director Alisa Bailey said working in an occupied tenant space with a constantly changing schedule was one of the major challenges. Regular consultation with all parties was crucial to the success of the project, which was completed in 2016.

“We worked with the client prior to construction to figure out their work processes, and we came up with initial plans to take over spaces,” explained Bailey.

Trade contractors Vancouver-based Beatty Floors Ltd. won a Trade Contractors up to $1 Million (Chairman’s Trade) category award for its work on Coast Capital Savings’ new head office in Surrey. BC Hardwood and Maxwell Floors Ltd. also won awards in this category.

“This was a standout project for

our company as it was beautifully designed with inlays and largescale patterns,” said Beatty’s president, Vance McCarthy.

Surrey-based Tom Wood Contracting Ltd. won a silver award in the Trade Contractors $1 to $3 Million (President’s Trade) category, along with Glastech Glazing Contractors Ltd. and Power Drywall (2005) Ltd. Tom Wood Contracting Ltd. won for its work on Seaspan’s new head office.

Professional engineer Michael Kordos said, “The project stands out because Tom Wood demonstrated innovative engineering and creative formwork methods to avoid disturbing a sensitive marine environment along the Burrard Inlet shoreline adjacent to the project site. The methods reduced the need to erect large amounts of temporary shoring, shortening work schedules and saving rental costs. It was a complex idea that required considerable out-of-the-box thinking and engineering, great co-operation from all stakeholders and diligent attention to safety, particularly with fall protection and crane/hoisting-related safe work practices.”

Surrey-based Apex Granite & Tile Inc. won a silver award in the Trade Contractors $3 to $7 Million (Founder’s Trade) category for its work at the Tsawwassen Mills mall, where more than 150,000 square feet of tile and 100 stone slabs were installed.

Marine Cladding and Sheet Metal Ltd. and Wesbridge Steelworks Ltd. also won in this category.

“This project was extremely fun and challenging for us,” said Apex’s project manager, Steve Bordt. “Multiple sizes and shapes of tile were laid into various

patterns. Even some hand-created patterns were required.”

Apex worked on the project with Vancouver-based Ledcor, which also won a silver award in the General Contractors over $45 Million category for the Tsawwassen Mills mall.

Burnaby-based George Third & Son (GTS) was one of three silver award winners in the Trade Contractors over $7 Million (Director’s Trade) category, along with Flynn Canada Ltd. and Solid Rock Steel Fabricating Co. Ltd. GTS won for its role in creating one of downtown Vancouver’s most recognizable new landmarks: the Telus Garden steel structure and pavilion canopy. The $6.5 million project married structural and architectural steel with timber and glass.

As if building a bridge, GTS tested the complex, 250-foot-long pavilion canopy in its fabrication plant to ensure each section would fit once on site.

“It was a very challenging piece of public art that became part of the structure,” said GTS president Rob Third.

When it came to installation, GTS was given the task of placing the canopy under the existing office tower. The solution was to lift each 20-tonne steel section with a custom-built buggy and rail system. Pieces were then welded together while in air.

“There was no room for mistakes,” said Third.

The project was completed in 2015 and received LEED Platinum status.

Mechanical contractors Keith Plumbing & Heating Co. Ltd. (K PH) won th ree si lver awards this year. The North Vancouver-based company placed twice in the Mechanical Contractors up to $3 Million category for its Simon Fraser University (SFU) Water Tower Building Data Centre project and its Surrey Biofuel Processing Facility project. Daryl-Evans Mechanical also won a silver award in the category.

For the $3 million SFU project completed in March, KPH installed thermoplastic heat-fused piping for the building’s cooling water distribution. It was the first time the company had installed the piping material, and the crew had to complete special training and certification.

“We were installing our piping in the middle of a live operational data centre and had to take special consideration to our surroundings and invest a lot of time planning our routing and build strategy,” said project manager Derek Costa.

The company provided full 3D building modelling to pre-fabricate and plan its field-joint locations for faster and more efficient installation.

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building excellence in British Columbia North Island Hospital project in the Comox Valley. Division 15 Mechanical Ltd. and Trotter & Morton Building Technologies Inc. also won silver awards in the category.

Houle Electric Ltd. won five silver awards for its work across the province including on Tsawwassen Mills mall | Houle Electric Ltd.

This year’s silver awards in the Mechanical Contractors $3 to $8 million category went to Interior Plumbing & Heating Ltd. for its Kelowna Community Health and Services Centre

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project, Pitt Meadows Plumbing & Mechanical Systems (2001) Ltd. for the Hub at King George Station Phase A: Coast Capital Savings, and to PML Professional Mechanical Ltd. for the Marine

Gateway energy centre. KPH also won a silver award under the Mechanical Contractors over $8 Million category for one of the few projects outside of the Lower Mainland, namely the

Electrical contractors Houle Electric Ltd. won five silver awards for various projects, including all three nominations in the Electrical Contractors over $8 Million category. Houle’s work at the Tsawwassen Mills mall, a contract worth $17.7 million, won for two reasons, according to project manager Ashley Grant.

“This mall is a LEED building with many sustainability features including LED lights and electric-vehicle charging stations installed by Houle,” said Grant. “The First Nations aspect of this project truly makes it an example of excellence in construction. This project, a partnership between the Tsawwassen First Nation and developer Ivanhoé Cambridge, signifies First Nations independence and growing economic strength.”

Grant said the vast size of the site, a one-kilometre-long shopping centre with a total footprint of 1.4 million square feet, was a challenge. To reduce lost time,

Houle had to ensure materials and site facilities were set up to maximize productivity during the project, started in 2014 and completed in 2016. The Burnabybased company also received an Electrical Contractors up to $2 Million category award, along with Bridge Electric Corp. and Power Pros Electrical Ltd. Houle also placed under the Electrical Contractors – $2 to $8 Million category, along with F&M Installations Ltd. and Protec Installations Group.

Celebrating success One silver award winner from each category will be selected to receive a gold award during the 29th annual Awards of Excellence Gala on October 25 at the Vancouver Convention Centre West.

“The annual awards of excellence is a true celebration of excellence in our industry, “ said VRCA president Fiona Famulak.

“It’s an opportunity to acknowledge contractors and the owners and consultants who work with them, for the work they do, the dedication and professionalism they bring to each project and their achievements as evidenced by the complex infrastructure that we use every day.”•

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october 10–16, 2017

special news feature | Vancouver regional construction Association

C4 news education: Meeting the students excelling in the ITA’s Youth Trades Training Program How the ITA helps students discover, explore, train and work in the trades

By Susan Kirk

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ow, more than ever, there is an endless list of career options for students to choose from when they’re asked the age-old question, “What do you want to be when you grow up?”

In the past, career choices may have heavily depended on job security, money and status. Today, students have added to that list of considerations and are now thinking about passion, interest, work-life balance, workplace setting, skills application and much more. Understanding that career decisions can be overwhelming for students, the Industry Training Authority (ITA), with the Ministry of Education, provides students with options to explore trades training early on so they can find out if trades are the right fit for them. ITA’s youth trades training program allows students to discover, explore, train and work, giving students a starting point toward deciding which career path is best suited for them.

B.C. is growing and is expected to have nearly one million job openings in the next decade.

About 123,000 of these jobs will be in trade occupations, so now is a great time for students to get started on their apprenticeship journey. Trades, like any career, may not be the right choice for everyone but for the three apprentices you’re about to meet, it was the best choice, and they haven’t looked back.

Name: Kris Culshaw Trade: Construction electrician Kris Culshaw grew up in a family that worked in the mechanical trades, so he was familiar with the opportunities that existed and knew about that industry particularly. However, he had an aptitude for math, which he wanted to apply to his future career.

In Grade 11, Culshaw participated in the ITA Youth Train in Trades program (previously named Ace-It) to learn more about the electrical trade, so that he could apply his love for math and mechanical problem-solving to his career.

“ITA’s Train in Trades program allowed me to have a one-year head start on my apprenticeship,” Culshaw said. “That year counted as a pre-apprenticeship course and was paid for by the government.”

When Culshaw completed his Level 1 apprenticeship, he needed an employer to sponsor his onthe-job training. He knew he had to get his name out there, so he started networking early and sent resumés to potential employer

sponsors while he was still in the classroom. He also got involved with Skills Canada BC and other trades-based competitions to hone his craft and get some exposure.

Culshaw said the experience taught a lesson in attention to detail.

“It sounds clichéd, but take pride in your work because speed comes in time, but perfection starts from Day 1,” he said.

Since then, Culshaw has been able to progress through his training both in the classroom and on the job, and credits ITA’s youth programs for giving him his start.

As soon as he was enrolled in ITA’s Train in Trades program and started learning more, he knew he had made the right decision.

“The best part of the trades is the environment,” he said. “The crews I get to work with either from my company or with another trade are like family.

“Also, being an active and ambitious member of my company creates opportunities to meet new and diverse people to push my career ahead.”

Culshaw is now a construction electrician working at an industrial construction company as a B-level foreman.

Name: Elly Hart Trade: Carpenter, Level 2 Elly Hart has always liked working with her hands, but it took her a few years sitting behind a desk to truly realize she wanted to pursue a different career path and turn her hobby of woodworking into something more.

She chose to pursue a carpentry apprenticeship because it suited her long-term goals and offered excellent opportunities for gainful employment with a broad range of career paths.

“It had never really occurred to me when I was younger that the trades could be a viable career

Elly Hart | Industry Training Authority

option for me,” Hart said. “But I really liked the idea of being able to build a house from the ground up and gain practical skills, so when I learned more about what a career in carpentry could mean, I reached out to ITA.” ITA’s online and customer service resources helped Hart to navigate her apprenticeship. She was able to register with ITA as an apprentice, record her hours and apply for government grants through ITA’s website. “I’m impressed with the trades training system administered by ITA and their level of involvement when it comes to promoting the trades, especially to women and youth,” she said.

Asked what inspires and motivates her to work towards her trade certification, she attests to the mental and physical challenge of the job and the variety of work she experiences.

“No two days are the same,” she said. “The assortment of work means I’m never bored.

It’s also incredibly rewarding to turn around at the end of each

Kris Culshaw | Industry Training Authority

day and see how much you’ve accomplished.”

To stay on top of trends and connect with the broader trade community as she continues her apprenticeship, Hart swears by social media, particularly Instagram.

“It’s a good place to find job opportunities and seek advice from those experienced in your trade.”

Ha rt is cu rrently a Level 2 c a r p e n te r a p p re n t i c e . Yo u c a n f i n d h e r o n I n s t a g ra m @ellytheapprentice.

Name: Chelsea Barron Trade: Machinist, Level 4 Chelsea Barron’s decision to pursue a career in the trades was an easy one. She has always been an active person who enjoys creating and building things, so the decision to become a machinist was obvious.

ITA helped Barron to navigate her apprenticeship by answering questions about exams, in-class training and finding a sponsor.

“ITA helped me through my training by always offering their

services when I had questions,” Barron said. “Their knowledge of the trades across B.C. and the resources they provide young people made continuing with my apprenticeship much simpler.”

Asked what advice she would give to another young person considering a career in the trades, she stresses the need to be motivated, dedicated and hard-working.

“There is an opportunity to be successful in the trades, and a bright future, for those who stick to it,” she said. “This career can help to build your confidence and give you a sense of accomplishment at the end of the day.”

To stay on top of trends and to find additional support, Barron often uses a combination of know-how from her colleagues and online supports from ITA, Access Trades and other related industry groups such as the Vancouver Regional Construction Association (VRCA).

Barron is currently a Level 4 machinist.

If your son, daughter, cousin or friend is going back to school, then the apprenticeship pathway is available, with ITA’s programs and supports in place to help guarantee success in any chosen skilled trades path.

Once aspiring trades professionals have completed their apprenticeship, supports and resources to keep them at the top of their game are available from associations such as the VRCA. For more information on youth trades training programs, visit youth.itabc.ca.• The Industry Training Authority (www. itabc.ca) builds the trades that build British Columbia. It cultivates, nurtures, facilitates, invests in and supports knowledge and knowledge sharing with the skilled trades community to keep the trades thriving, and creates world-class apprenticeships to make B.C. work.

Chelsea Barron | Industry Training Authority

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Outreach: FROM CARE TO CAREER – BUILDING A FUTURE IN CONSTRUCTION Excellence in collaboration supports youth transitioning out of care

By The Construction Foundation of BC

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magine it is the night before your 19th birthday. Instead of planning a night of fun with your friends, you are packing up your belongings and readying yourself for a life on your own with little to no support. This is the reality for about 800 young people who transition out of government care in B.C. each year, who may suddenly lose their home and support system. While the reality is that all youth may be vulnerable at some point in their lives, young people aging out of care face a specific and particularly challenging set of barriers.

The construction industry can help The Shift: From Care to Career, an initiative of the Construction Foundation of British Columbia, was started out of a desire to make a difference in the lives of these young people. In this next phase of the initiative, by working with organizations such as the Federation of BC Youth in

Care Networks, the Construction Foundation of BC aims to connect with youth prior to their transition out of care to help them cultivate the attitude, skills and knowledge that employers in the construction industry look for in new hires.

“Applied learning develops skills for life. Through handson experience, young people develop the con nection a nd confidence to take the next steps towards employment and being engaged citizens,” said Abigail Fulton, executive director of the Construction Foundation of BC. Youth in and from care may face unique barriers that require collaborative approaches to overcome. Employment and apprenticeship can be an excellent avenue for personal success.”

A career in the trades offers youth an opportunity to earn while they learn “In the workforce today, a postsecondary degree is no longer a guarantee of stable employment, nor is it a viable option for all young people in and from

care,” said Jules Wilson, executive director of the Federation of BC Youth in Care Networks. “Applied learning in trades can be an attractive option for youth who are looking to start working immediately after aging out of care and may not have an interest in attending university or college.”

The opportunity to earn while they learn draws many people to enter the construction industry.

Many industry members recall their own stories around the first opportunity that led them to a job in construction, one where they were shown the ways to be successful, were paid fair and equitable wages and began to become financially self-reliant. Through programs like The Shift, youth can pursue training in rewarding, challenging careers and ease their transition to adulthood by making a reliable income.

Driving to success Ranking highest on the list of requirements for youth looking to enter the construction industry is a driver’s licence. Investigation by the federation found that many

youth in care don’t have access to the support needed to acquire their driver’s licences.

To help address this gap, the federation, with the support of the Insurance Corp. of British Columbia and the Ministry of Children and Family Development, introduced a new pilot program in April 2017. Take the Wheel aimed to provide financial and in-kind support to help youth in and from government care in B.C. learn to drive safely through a graduated licensing program course and obtain their driver’s licence.

During the first round of support, 36 young people were provided driver training bursaries and 23 received driver’s support bursaries for the additional support to gain the experience needed to pass their test.

While the federation’s initial round of funding for the Take the Wheel bursary has been depleted, the Construction Foundation of BC’s The Shift initiative is raising funds to keep this training going.

A donation of $1,500 can provide one young person with access to professional driving lessons and

the support needed to complete necessary driving practice hours, and incidentals such as proper identification, gas, insurance and other related costs.

Working together to make meaningful change W hen it comes to initiatives spearheaded by industry working together with charitable organizations, Wilson is strongly in favour.

“T he pa rtnersh ip between our organizations allows for the perfect union of experience and resources that can produce incredible results,” he said. “Working with the foundation allows us to connect the larger community with the issues that matter to youth in and from care, and the amazing change that can occur in the lives of young people with even a small additional investment in supports.”

For more information on the Construction Foundation of BC and the Federation of BC Youth in Care Networks, visit www.constructionfoundation.ca and www. fbcyicn.ca. •

Plan ahead before using a ladder.

Falls are a leading cause of injury on B.C. construction sites.

For resources on ladder safety, visit worksafebc.com/health-safety

october 10–16, 2017

special news feature | Vancouver regional construction Association

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applause: VRCA’s 2017 45 selected in 15 categories from around the province

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he Vancouver Regional Construction Association’s 2017 Silver Awards of Excellence winners were selected in 15 project categories. Judging criteria included the use of innovative techniques, new materials and/or exceptional project management. The project-specific awards recognize the construction industry’s finest companies and projects from across British Columbia.

This year, 45 silver award winners were selected. One silver award winner from each project category will be chosen as the gold award winner in the respective category at the 29th Awards of Excellence Gala on October 25, at the Vancouver Convention Centre West.

Project award categories recognize general and trade contractors, mechanical and electrical contractors, manufacturers and suppliers who deliver an entire project or a component of a project according to specific financial and non-financial criteria.

Covering industrial, commercial and institutional projects, submissions included major upgrades to our sewage treatment facilities, rapid transit systems and biohazard manufacturing plants, renovations to our marine facilities, new buildings at our universities and hospitals and new residential towers.

While the majority of the nominated projects are in the Lower Mainland, entries were also received for projects undertaken in Courtenay, Hudson’s Hope, Kelowna, McNab Creek, Nanaimo, Prince Rupert, Squamish and Trail. All projects have been completed in the past two years. •

General Contractors Tenant Improvements: Canadian Turner Construction Co., Miller Thomson Office Renovation

General Contractorsup to $20 Million: Graham Infrastructure LP, City of Trail Pipe/Pedestrian Bridge

Trade Contractors $1 up to $3 Million (President’s Trade): Power Drywall (2005) Ltd., Langara Science and Technology Building

General Contractors $20 to $45 Million: Fraser River Pile & Dredge (GP) Inc., Squamish Terminals – Berth 1 Reconstruction

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silver award winners

General Contractors over $45 Million: EllisDon Corp., Joseph & Rosalie Segal Family Health Centre

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Trade Contractors up to $1 Million (Chairman’s Trade): Beatty Floors Ltd., Coast Capital Savings – Tenant Improvements

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October 10–16, 2017

special news feature | Vancouver regional construction Association

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applause: VRCA’s 2017

Trade Contractors $3 to $7 Million (Founder’s Trade): APEX Granite & Tile Inc. TFN-Tsawwassen Mills Mall

Mechanical Contractors $3 to $8 Million: Pitt Meadows Plumbing & Mechanical Systems (2001) Ltd., the Hub at King George Station

Trade Contractors over $7 Million (Director’s Trade): Solid Rock Steel Fabricating Co. Ltd., Metrotown Station Upgrades

Mechanical Contractors $8 Million: Keith Plumbing and Heating Co. Ltd., North Island Hospital Project

Mechanical Contractors up to $3 Million Keith Plumbing and Heating Co. Ltd., Surrey Biofuel Processing Facility

Manufacturer and Supplier: TC Thermenex Inc., Langara Science & Technology Building

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silver award winners

Electrical Contractors$2 to $8 Million: F&M Installations Ltd., BC Hydro Big Bend Substation – Burnaby

Electrical Contractors over $8 Million: Houle Electric Ltd., TFN-Tsawwassen Mills Mall

October 10–16, 2017

special news feature | Vancouver regional construction Association

C10 news INNOVATION: Passive House Gains Ground in B.C. Driven by code changes and market demand, the high-performance buildings rely on design and construction excellence

BY Monique Keiran

eliminate cold spots, condensation and mould.

And because Passive House buildings use up to 90% less energy and need little maintenance, they are less vulnerable to rising energy and labour costs over time.

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igh performance means p er for m i n g on pa r with the world’s best,” said Rob Bernhardt, CEO of Passive House Canada, the national non-profit association that advocates for Passive House highperformance buildings. “You may be the fastest skier in your local club, but only those who compete internationally are ‘high performers.’”

Bernhardt could be referring to the world-class athletes and sport facilities he worked with for the 2010 Olympics, but he applies the same definition to highperformance buildings.

That’s what drew him to the Passive House (Passivh aus) energy efficiency standard. Passive House is recognized internationally as the proven best way to build for comfort, affordability and energy efficiency.

Passive House buildings maintain comfortable, stable indoor temperatures throughout the year, requiring as little as 10% of the heating and cooling energy needs of conventional buildings, while also ensuring good ventilation and air quality.

With buildings currently accounting for up to 40% of global energy use and contributing up to 30% of annual global greenhouse gas emissions, governments at all levels are finding Passive House energy efficiency levels attractive. Recent international, national and provincial policies have identified Passive House as an affordable, achievable way to meet greenhouse gas emissions targets. Also, many Canadian municipalities now promote high-performance construction standards in new buildings, and British Columbia is leading the charge.

Interest in high performance rises Developed in Germany in the late 1980s, Passive House is common in Europe. Tens of thousands of projects have been built in all climates, and include schools, hotels, highrises, apartment complexes, offices and institutional buildings.

Adoption has lagged in North America. British Columbia, for instance, had its first certified Passive House building constructed in Whistler in time for the 2010 Olympics.

However, building codes and policies are changing. British Columbia’s new Energy Step Code permits municipalities to set higher energy-efficiency targets for new buildings, and scheduled revisions to the province’s building code will also introduce a series of increasingly rigorous efficiency requirements.

To meet the upcoming code requ i rements, i nd iv idu a l s,

Valemount Passivhus (“passive house” in Swedish) was designed and built for Laura Keil and Andru McCracken (former mayor of Valemount) | Andru McCracken

developers, businesses and municipalities are turning to Passive House to reduce energy use, meet greenhouse gas targets and provide reliable, desirable, affordable and healthy spaces for residents and workers.

Rising energy costs and concern about climate change have driven consumer interest in Passive House’s combination of high-performance energy efficiency and comfort. Improved supply of components such as high-performance windows, insulation and ventilation systems has lowered costs.

Passive House’s history of performance also adds to the interest. Not only do Passive House buildings target high performance, but their actual long-term performance aligns with the energy model developed during design – eliminating otherwise common building performance gaps.

“Our focus has always been on creating a good building envelope as the starting point,” said Bryn Davidson of Vancouver’s Lanefab Design/Build. “We didn’t want ‘green’ to be an extra; we wanted

it to be the standard option.”

L a nefab h a s t h ree Pa ssive House homes under construction and four at various stages of design/permitting, and is contributing to a townhouse project in North Vancouver and a 12-unit Passive House residence in Vancouver.

“As we’ve learned more about Passive House, we’ve come to appreciate the ways that the rigorous standard really leads to better-designed and better-built buildings.”

Design excellence Just as high-performance athletes must start training when young, buildings achieve high performance most efficiently and cost-effectively when the Passive House concept is considered right at a project’s start.

Desig n is i nteg ra l to h ighperforma nce bu i ld i ngs. For exa mple, the Passive House standard influences how a building is oriented on the landscape, the number and size of windows, the ratio of building exterior surface area to interior volume and the building envelope design.

Construction excellence When athletes prepare for international competition, they rely on training, diet and overall lifestyle to bolster performance. Similarly, Passive House buildings rely on robust construction and high-quality materials to achieve expected high levels of energy performance and comfort.

Foundations and exterior walls are super-insulated. Efficient, triple-paned windows are installed, with no drafty framing gaps. Building envelopes are made airtight to keep moisture out of the walls and to permit airflow to be controlled by ventilation or windows. Super-efficient heat-recovery ventilation systems are integrated into the buildings to ensure indoor air remains fresh.

Livability and long-term affordability excellence Excellent design and construction results in steady, comfortable indoor temperatures and fresh air, whatever the weather outside. Uniform temperatures on a l l i ndo or s u r fac e s a l so

The house was a design-build joint venture between Erik Olofsson Construction Inc. and Siu Architecture Inc. Ground was broken mid-2015 | Vincent Siu, Siu Architecture

Passive House in B.C. British Columbia now has millions of square feet of Passive House buildings built, under construction or in design. That number is rising rapidly in Vancouver with the implementation earlier this year of the city’s Zero Emissions Building Plan.

Passive House projects are also going up on Vancouver Island and in Interior communities such as Nelson, Valemount, Nakusp, Penticton, Moberly Lake, Fort St. John and Smithers.

Growing demand means higher demand for tradespeople familiar with high-performance building standards. Since 2014, Passive House Canada has collaborated with other organizations to train thousands of architects, designers, builders, tradespeople, regulators and members of the public across Canada. Many live and work in B.C. “ Wit h bu i ld i ng codes a nd markets increasingly focusing on high-performance buildings, it is essential to keep the trades up to date,” said Marcel Studer, principal at Vancouver’s Econ Group. Studer also teaches Passive House courses at the British Columbia Institute of Technology (BCIT) High Performance Building Lab – one of Passive House Canada’s training partners – located at the school’s Burnaby campus.

He said programs like the BCIT Passive House tradesperson course, which focuses on tradespeople’s particular needs and requirements, “provide an integrated, hands-on approach to the skills and knowledge needed to produce the high-quality construction projects required for a sustainable future.”

As policy and code requirements change in B.C., Passive House-certified buildings consistently meet or exceed the highest performance targets being set for buildings.

Bernhardt said this demonstrates that B.C.’s construction excellence can and does shine at an international level. • Monique Keiran is manager of communications and member services for Passive House Canada. Passive House Canada facilitates the adoption of the Passive House sStandard through advocacy, education and countrywide events. It is affiliated with the International P a s sive H o u s e A s s o ci ati o n a n d a member of the North American Passive House Network, and collaborates with government and other organizations to transform our built environment.

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PODIUM

TransLink is building to keep the region moving The regional transportation authority is a major player in the Lower Mainland’s construction industry

By Sany R. Zein

T

ransLink has a proud history of working with the Metro Va ncouver construction industry on a diverse portfol io of awa rd-w i n n i ng projects.

As the region’s transportation authority, TransLink delivers bus, SkyTrain, SeaBus, West Coast Express and HandyDART services to more than 400,000 customers each weekday across 23 local governments. It also manages and operates 600 kilometres of the major roadway, 12 km of the B.C. Parkway and five bridges connecting communities across the region. It is on target to achieve 400 million transit boardings by the end of 2017, and its asset base of fleet, facilities and bridges is valued at more than $12 billion.

TransLink’s mandate is large, with a busy and growing annual capital program that includes both state-of-good-repair and several infrastructure expansion projects. Its 2017 capital program represents a $1 billion investment in transit-supportive assets, which is all part of a 10year vision to help reduce traffic congestion by making it easier to move both people and goods across the region. Significant projects include a new rail fleet, upgrades to SkyTrain stations and bus exchanges and further work to advance the expansion of the rapid transit network.

TransLink has a strong track record when it comes to delivering award-winning projects.

Project teams work closely with

construction partners, service u sers a nd residents a rou nd construction sites to ensure that projects are implemented collaboratively, according to schedule and with proper risk, safety and resident compliance.

As Metro Vancouver’s regiona l tra nsportation authority, TransLink ensures projects are delivered to the highest standards of sustainability expected by transit users and neighbours alike, while striving to improve the livability of the communities where we live, work and play.

Recent work for wh ich TransLink has won accolades includes the Main Street-Science World SkyTrain station upgrades project and the new Hamilton Transit Centre. These projects were recognized by the Vancouver Regional Construction Association at its 2016 Awards of Excellence when the SkyTrain Station Upgrade project was awarded a Gold Award; by the Greater Vancouver section of the Canadian Institute of Transportation Engineers with the 2016 Bill Curtis Award for the Project of the Year; and by the Association of Consulting Engineering Companies British Columbia with the Award for Engineering Excellence and Award of Merit.

The Expo Line is the backbone of the regional transit network and is one of the most important elements in the system as it links the most populous parts of Metro Vancouver. Opened in 1985, the Main Street-Science World SkyTrain station is the oldest and one of the busiest stations on the Expo Line. Recently upgraded at a cost of $37 million, the Main Street-Science World SkyTrain station was a unique and complex project as 20,000 daily passengers continued to move through the middle of an active construction site. The project opened in 2016 and included a new station house, complete with an escalator, elevator and stairs to increase volume and improve

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TransLink’s recent $37 million refurbishment of the Main Street-Science World SkyTrain Station, which was first opened in 1985 | translink

accessibility. Improvements included a complete renovation of everything below platform level, the addition of two new escalators, a staircase from street level to platform level, big windows, better lighting, two new entrances, and retail spaces. Six other Expo Line stations are also undergoing or have completed major renovations to improve customer access, safety and security and better serve the increasing ridership on our system.

A strong transit system is vital for sustaining the livability of Metro Vancouver, and transit centres are the heart of transit systems. Located in Richmond, the Hamilton Transit Centre opened in 2016 and represents an important and sustainable advance in the modernization of TransLink’s infrastructure. The $135 million innovative facility was built to Leadership in Energy and Environmental Design Silver specifications and has many sustainable features including salvaged pine-beetle wood ceilings and roofs, LED lighting, a heatreflective roof and much more.

This allows us to increase energy efficiency and conservation efforts while reducing operating and maintenance costs. Lighting design has been developed to keep as much light as possible directed to the facility and away

from the surrounding residential area. The project included land development, design and construction of a bus station and maintenance facility with the capacity to accommodate up to 300 40-foot buses, as well as site development for eight buildings over 18 acres.

The transit authority is now looking ahead to next year. The 2018 capital program is being planned, and will likely include close to 50 repair and facilityupgrade capital projects that support the 10-year vision to accommodate increasing passenger volumes, meet accessibility commitments and improve the overall customer experience.

For example, the 2018 program will include continued progress on the accelerated replacement of escalators at Expo Line stations, station renovations and the replacement of running rail and rail pads. Planning and design for the Millennium Line Broadway extension, the Surrey-Newton-Guildford lightra i l tra nsit a nd the Pattu l lo Bridge replacement are all also underway. Once funding is approved, these three projects will represent a multibillion-dollar investment in the region’s transportation system, helping to create construction jobs and keep our economy strong. Collectively,

the upcoming capital program is a generational opportunity for Metro Vancouver’s construction industry.

As its capital program continues to grow, TransLink is committed to an open and transparent procurement process that allows any construction company to place a bid on the various capital projects that are listed on its website.

The transit authority has many exciting and unique projects coming up, and looks forward to working closely with the B.C. construction industry to deliver more award-winning transportation projects to keep the region moving and to maintain B.C.’s position as one of the best places in the world to call home. • Sany R. Zein, M.Eng., P.Eng., is vicepresident of infrastructure management a n d e ngin e e ring at Tra nsLink . H e oversees an asset portfolio valued at $12 billion and an annual capital program worth $1 billion. He is responsible for capital project delivery, major project development, TransLink’s Infrastructure Project Management Office, road and bicycle infrastructure funding programs, operations and maintenance for three major bridges, and the enterprise asset management program. He is a registered professional engineer with more than 25 years of experience in the private and public sectors, including project experience throughout Canada and the United States.

october 10–16, 2017

special news feature | Vancouver regional construction Association

C12 news MILESTONES: Pioneering construction company is 120 years young Smith Bros. & Wilson’s secret to success

By Mark Pashley

F

or 120 years, Smith Bros. & Wilson has been going where the work is.

It’s a journey that started in 1897 in Greenwood, British Columbia, considered today to be Canada’s smallest city. Since then, the construction services firm has built a strong presence throughout all of Western Canada.

The company’s legacy is evident. It’s the Vancouver Art Gallery expansion commissioned to accommodate a large collection of work by famed Canadian artist Emily Carr. It’s the Vancouver post office, and the original building that housed the former Vancouver Stock Exchange. It’s the Seaforth Armoury in Vancouver, the Bessborough Hotel in Saskatoon and Regina City Hall.

“We don’t pursue all types of work; we stay focused and when there’s a type of work that suits our skills and we can offer value, then that’s what we’ll do,” said Jeff Musialek, vice-president at

Smith Bros. & Wilson, headquartered in Vancouver.

Fo r a d o z e n d e c a d e s , t h e c o m p a n y ’s b re a d a n d b u tter h a s been i ndu st r i a l a nd civil projects. It has worked on all train stations for the West Coast E x press l i ne, a nd it’s even building the new Molson Coors plant in Chilliwack, more than 65 years after the firm built the Capilano Brewery, the brewer’s original Burrard Street plant.

“Lots of people in the last two to three years have been asking us to do residential towers,” Musialek said. “That’s a booming part of this market right now, but we’ve been firm about saying that’s not really where we’re best suited.”

Being honest with clients, as well as itself, has been a core component of Smith Bros. & Wilson’s identity over the past 120 years. The company has thrived by identifying its niches, sticking with them and cultivating talent with the expertise to deliver on specialized, unique and technologically complex projects.

There are many reasons why the company is celebrating its 120th anniversary this year, but the above formula is one big reason.

“The secret of our long-term existence has been ‘stay within our niches,’” Musialek said. “If we get into a niche, then we commit to it, we invest in it and we try to be really good at it,” said Musialek, who added that being really good in a competitive industry that typically experiences a high level of turnover means relying firmly on developing and maintaining quality talent.

“People are the core of our business. The company’s been focused on recruiting and retaining quality people,” he said. “When they come here, they generally stay.”

Today, Smith Bros. & Wilson has about 50 employees in its office, and another 150 to 200 in the field. Over its many decades in business, Musialek said, the company has demonstrated unwavering commitment to people, period – be they staff, contractors, consultants or clients.

Ground was broken on the new BC Nurses’ Union building in July 2013, and it was completed less than two years later | Smith Bros. & Wilson

“We’re like the good guys, is what it feels like,” he said. “I hate to say that, but we really are the good guys. Before I was working here, I knew that the Smith Bros. were the good guys. The company has a reputation for being fair with subtrades and with their own employees. Smith Bros. & Wilson has always been well regarded.”

A 120-year-old company that was founded at the turn of the 20th century will have seen several booms and busts. Markets have ebbed and flowed, economies have ballooned, burst and recovered.

Throughout it all, Musialek said his company has done whatever it takes to put its employees and clients first.

“There were times when the economy was down, where other companies laid off their people, and we didn’t,” he said. “We chose to have people work.”

T hat, of course, came with sacri fices: compa ny ow ners and directors were asked to reduce their expectations. In some

cases, work was cut down to four days a week.

But in the end, no one was laid off.

“To me, it’s a n exa mple of when the compa ny chose to keep people and not to let them go,” said Musialek. And when the economy inevitably revved back up, the company was ready to seize new opportunities and meet client needs, with the support of experienced and loyal talent.

When you add it all together – client relationships that are almost as old as Smith Bros. & Wilson itself, employees who choose to stay with a company that keeps them on, highly developed expertise in certain niches, a firm sense of purpose – it’s no surprise the firm has reached the anniversary that it celebrated this September.

“Our intentions are to grow.

Our intentions are to continue to be solid players in the western Canadian market,” Musialek said. “We hope to be there for another 120 years.”•

The Tilbury LNG expansion, by Smith Bros. & Wilson, was completed in March 2017 | Smith Bros. & Wilson

Find the Right Supplier for Your Next Project Access 500 B.C. forest product suppliers at naturallywood.com/supplierdirectory

Brock Commons Tallwood House | Brudder

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C13

NEWS

DAY IN THE LIFE: With Clark Campbell, chief estimator with Smith Bros. & Wilson Construction in Vancouver investigated the changing role of the estimator

By Mark Pashley

T

he saying goes that you only get as much out of life as you put into it. The same can be said when a company is prospecting for business.

In a field as complex as construction, a lot of effort goes into prospecting work, be it submitting public bids or attracting private projects. Accounting for the costs of various trades, changes in prices of materials and timelines, calculating a future project by the numbers, in an accurate, realistic and timely manner, becomes quite the feat.

At the heart of it is the estimator.

“C o m p a n i e s a l w a y s n e e d somebody to price work,” said Clark Campbell, chief estimator at Smith Bros. & Wilson. “Even when the economy is challenging, companies need to win work to keep going. If you don’t have new work coming in, then the business isn’t going to survive.”

Campbell has been estimating for over three and a half decades, with most of those 35-plus years spent at his current firm.

As chief estimator, Campbell’s role nowadays is a supervisory one as he oversees six people who hold various roles within the company.

He is also responsible for bringing in new business. “I wouldn’t say there’s a typical day, because every day is a little different – it depends on current projects,” he said.

While architectural trends and construction methods change and labour and material prices fluctuate, the process of estimating has, at its core, remained the same over the decades.

Architectural plans are provided to firms like Smith Bros. & Wilson that are invited to bid on various projects, be they civil, public or private in nature. Those plans are analyzed in detail by

the project’s lead estimator. With assistance from colleagues, the lead estimator will typically see a project through from an invitation to tender, to inviting trades to bid, to analysis of the project’s specifications and the pricing of a project’s quantities. All quotations are compiled and caveats added to cover the nuances of each project. Once everything has been compiled, the quote is submitted for tender to the owner of the project.

If a bid is successful, the estimator will also provide support throughout the life of the project, updating figures and adapting timelines to adhere as closely as possible to the project’s original budget and timeline.

It is a deadline-driven, adrenaline-pumping process. Often quotes from subtrades come in just under the wire; decisions need to be made within minutes of the tender closing. Once it closes, it’s done. There is no room for indecision or procrastination.

“There is a very stringent and structured tendering process to deliver the price to the owner by a hard deadline,” Campbell said.

“The process can be stressful yet

is also very rewarding. It’s a very specific type of person who can do this type of work, so if you’re looking for an adrenaline rush, then estimating could be for you,” he added.

While the estimation process hasn’t changed much over the years, the technology that supports it has been much more dynamic, and has had a huge impact on the process, Campbell said.

“Like every trade and every profession, estimators’ productivity has increased because everything is now digital.”

Estimating software such as EarthWorks has enabled efficiency, which translates to the bottom line. Additionally, new technology has generally improved communication across the team, meaning that queries and discrepancies can be resolved digitally, further ensuring that quotations are produced efficiently and are as accurate and as competitive as possible.

Campbell considers lifelong learning and professional development keys to successful work as an estimator.

“I believe that the key to success is using the latest technology. It

Deltaport rail maintenance building, built in 2017 by Smith Bros. & Wilson | Smith Bros. & Wilson

L A W T H AT W O R K S From resolving disputes to negotiating construction contracts and advising on risk management, we deliver results that work for our clients.

Christopher Hirst, Leader Construction + Engineering 604.484.1712 | chirst@ahbl.ca

makes the process more efficient, which directly and positively impacts the bottom line.”

Throughout his career, Campbell has worked as part of the engine driving business by estimating work on tendered public and private projects.

Smith Bros. & Wilson worked on the original Molson brewery facility on Burrard Street back in the 1950s, and since then it has worked with the brewery on maintenance-related work.

Recently, Campbell oversaw the estimation work on Molson Coors Canada’s new brewery and retail operation in Chilliwack. The project has broken ground and is expected to employ around 1,000 construction professionals. The 400,000-square-foot project is expected to be operational in 2019.

Decades apart, the old and new Molson projects mark the evolution of design, yet another element that professionals in the estimation field need to keep apprised of. In fact, it’s

crucial in a highly competitive bid environment.

For example, Clark says the original Molson facility was structured in a much more compartmentalized manner, with different silos or areas for specific functions, from brewing and aging to bottling and packaging.

“The space was fairly broken up into specific areas,” he said. “Today, there are still specific areas.

However, overall it’s a much more open-concept building.

“The projects that are more unique and challenging tend to be the jobs that you remember.

Especially if you’re tendering, you’re successful and the project is built.”

Campbell, who describes the process for securing the project as competitive, said the work offers lasting job satisfaction.

“As an estimator, you’re part of the whole process from start to finish. It’s very rewarding to see the process all the way through.”•

Completed in May 2017, the biofuel facility serves the city of Surrey | Smith Bros. & Wilson

October 10–16, 2017

special news feature | Vancouver regional construction Association

C14

Constructive Comment

Continuous learning across the industry is key to its future success VRCA’s multi-faceted education offering gives the industry a competitive edge

By Fiona Famulak

A

ccording to BuildForce Canada’s 2017-26 Construction and Maintenance Looking Forward report, British Columbia’s labour market will be put to the test over the next decade, as the need to resource major projects will put a strain on the available local workforce.

Specifically, retirements are expected to draw an estimated 40,000 workers from the province’s construction industry over the next 10 years – 22% of the current labour force – and create a significant skills vacuum that requires proactive planning.

It’s in this context that the Vancouver Regional Construction Association (VRCA) must do everything in its power to help members and future members ensure knowledge transfer takes place on site and in the workplace, and is supplemented by appropriate training and education.

We’re therefore excited to have recently launched our 2017/18 Fall-Winter Course Catalogue.

Developed based on members’ feedback and supplemented by essential learning for good business, our fall-winter program will help companies navigate the complexities of our industry, leverage technology to expand their business successfully and develop and lead their teams with confidence.

This season’s program provides variety in both content and delivery format. For many reasons, a classroom course is still considered the most effective learning experience as it facilitates direct peer-to-peer learning. We’ve therefore brought back popular courses such as construction law and supervisory and management skills. To facilitate productivity through technology, we will launch the two-day BIM Virtual Project Workshop delivered by the BIM Academy from the U.K., which will give senior management and operational personnel hands-on experience with BIM software as they build a templated project located in the city of Vancouver.

Retirement is not unique to contractors. We hear from our counterparts in the public sector that the retirement of seasoned procurement professionals can sometimes mean that those individuals left to procure public construction projects lack the up-to-date experience, knowledge and training that will enable them to successfully manage the procurement process. By helping

ow ners, we help the industry as a whole. I n partnership with the British Columbia Construction Association, we’re t herefore delighted to introduce the new Infrastructure Masterclass, developed specifically for publicsector employees at the local, regional and provincial levels of government, including those from school districts and health authorities, who play a direct and indirect role in managing the construction procurement process.

The daylong workshop will review foundational best practices in procurement and help to facilitate a smoothly functioning sector, efficient use of taxpayer dollars and high-quality construction outcomes.

Our online programming continues to be very popular, with individuals seizing on its flexibility to schedule learning opportunities into their increasingly busy work and family lives. And in the spirit of creating ease of access to continuous learning, and via our partnerships with the

The 2017/18 Fall-Winter Course Catalogue from the Vancouver Regional Construction Association | Vancouver Regional Construction Association

B C Construction Safety Alliance and MNP, we are offering webinars on topics that include Leadership for Safety Excellence, Train the Safety Trainer, Building Your Business with the Finish Line in Mind and Tax Planning 101.

As companies and as individuals, we operate in a challenging and competitive industry. It’s VRCA’s job to help our members stay ahead of the competition.

With that in mind, many of our courses are certified by Gold Seal and BC Housing’s Licensing and Consumer Services branch

(formerly HPO) for points towards continuing professional development. Why is this important? Whether you are an employer or an employee, both certification programs allow you to demonstrate your commitment to construction excellence. I can’t think of a better way to get a winning edge in today’s competitive marketplace.

In closing, I’m reminded of a q uote b y Nelson Mandela: “E ducat ion i s t he most power f u l weapon which you can use to change the world.” VRCA’s multi-faceted education offering may not change the world.

However, I guarantee that we are committed to fostering a culture of continuous learning across the industry by providing worldclass technical and non-technical education and training, so that students, owners, consultants and contractors get a competitive edge today and have the vision and confidence to spearhead progress in future.• Fiona Famulak is president of the Vancouver Regional Cons truc tion Association.

Missing the wood for the trees The value of stepping back to take contract negotiations forward

By Norm Streu and Christopher Hirst

C

Frequently, a construction contract is produced almost as an afterthought

onstruction contracts are often daunting stacks of paper. It is not uncommon for even basic standard-form agreements to include 50-plus pages of general conditions, plus appendices, schedules and other attachments.

In reviewing such contracts, where to start and what to focus on?

Keep in mind that virtually every construction contract will include some form of “whole agreement” clause. This clause will state that the contract contains the whole agreement between the parties and that there are no other representations, warranties, collateral agreements or conditions other than as expressed within the construction contract itself.

The point of a whole-agreement clause is to ensure, as expressed in Houle vs. Knelsen Sand and

Gravel Ltd., “that the obligations of the parties will be determined in accordance with the written terms of the contract, not extraneous negotiations and discussions that have not been reduced to writing.” In other words, unless it appears in the agreement itself, an extraneous representation or commitment will not form part of the agreement between the parties once the contract has been signed.

Frequently, a construction contract is produced almost as an afterthought to the weeks of discussions that went into determining the content of the agreement. The parties have often discussed in great detail the inclusions and exclusions, scope, drawings, schedule and price.

Often various representations are made in relation to the construction work, and often these representations are the primary reason why a decision is made to proceed with a contractor at a certain price.

It is good practice, therefore, to start your contract review by stepping back from the contract itself and giving some thought to those aspects of the agreement that are important to you and that need to be clearly reflected in the agreement. Make a list of those important aspects, and then review the contract documents and check off whether the contract covers those items to your satisfaction before you start wading through the rest of the fine print.

E x a mples of quest ion s for owners dealing with contractors might include: •Did the contractor commit to finishing the work by a certain date or within a specific cost?

•Did the contractor commit to a certain quality of work?

•Did the contractor reference specific inclusions in the scope of work that were important to you?

•Did the contractor make assurances with respect to the

numbers, nature or quality of the manpower?

Examples for contractors dealing with owners might include: •D id t h e ow n er c om m it to specific payment terms?

•Did the owner commit to future work?

•Is the pricing based on drawings of a specific date or a limited drawing set?

•Did the owner agree to accept any specific risks?

By steppi ng back f rom the stack of paper that is a construction contract and itemizing those commitments that are most important to you, you stand a better chance of not missing the forest for the trees when reviewing construction contracts. • Norm Streu is president and chief operating officer of the LMS Reinforcing Steel Group. Christopher Hirst is a partner and leader of the construction and engineering group, Alexander Holburn Beaudin + Lang LLP.

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news

TRAINING: Back to school with the infrastructure masterclass Construction associations collaborate to deliver excellence in training

By British Columbia Construction Association

S

eptember is a time traditionally associated with getting back to the books and learning. That doesn’t have to stop – in fact, it shouldn’t stop – when we hit adulthood and the workaday world. Life is about constant learning. The construction sector is no exception; in fact, the argument could be made that given the level of retirement is higher than ever, we need to work to fill knowledge gaps in our industry through attention to education and career development opportunities.

One of the domains where we are losing legacy knowledge is the all-important area of project procurement. Many procurement professionals are retiring.

This is particularly true in the public sector, where purchasing managers are increasingly taking over responsibility for procuring infrastructure projects.

A recent survey of British Columbia Construction Association (BCCA) board members identified trends in procurement expertise as a key area of concern for them.

There’s an important opportunity for industry and government to work together. Procuring construction services in the public sector is a highly specialized practice requiring unique experience, knowledge and skill. With contractors in demand, resources at a premium and timelines tight, now more than ever procurement professionals hold the master key to successful project delivery.

To help meet t hese needs, BCCA , i n pa r t nersh ip w it h National Education Consulting Inc. (NECI) and regional construction associations, is offering a one-day intensive construction procurement course specifically targeted to public-sector employees.

Regardless of our level of experience, hitting the books for a professional refresher is a worthwhile endeavour, particularly in a sector where market forces are constantly changing and new challenges (and technologies) are emerging.

Learning objectives include a review of public-sector procurement obligations and processes, an examination of the B.C. government’s Capital Asset Management Framework as a best practice in construction procurement, how to assess the risks and benefits of construction project delivery methods, exploring collaborative strategies to enhance project success and identifying the most

B.C. construction associations are working together to improve procurement expertise in the province | monkey business images/shutterstock

appropriate procurement process and delivery method.

This kind of back-to-school commitment delivers a uniquely tangible return on training dollars, measured by reduced risk of litigation and scope creep, achieved timelines and more inbudget bids.

Ultimately, public owners whose contract opportunities are distinguished by professional and well-structured procurement processes will achieve a reputation as owners of choice. An owner of choice attracts the most bids and the best contractors, which translates directly to value for money and aligns with public-sector obligations for fair, open and transparent procurement practices.

NECI is recognized as an industry leader in providing practical procurement and contract management training, with a long-established specialization in construction procurement and contract management education.

So th is fa l l, sha rpen those pencils, grab a shiny apple for the teacher and head off to the In frastructu re Masterclass.

The Vancouver Regional Construction Association will be hold ing its first In frastructure Masterclass on November 17 at its Vancouver office. For dates and more information go to www.vrca.bc.ca/education or www.bccassn.com/training/ infrastructure-masterclass/ default. •

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