The beauty of the BC Cancer Agency Centre for the North goes beyond the gorgeous exterior.
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Image courtesy: Bob Matheson, PCL Constructors Westcoast Inc.
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in this Issue BCCA-NORTH Chair’s Message – Ken Morland..................................................................... 5 BCCA-NORTH President’s Message – Rosalind Thorn ........................................................ 6 2013 BCCA-NORTH Board of Directors and BCCA-NORTH staff list .............................. 7 Kordyban Lodge brings cancer care to northern B.C. ........................................................... 8 Building a long-term infrastructure plan .............................................................................. 12 CN’s extended sidings increase rail capacity along B.C.’s northern corridor ................ 14 BCCA drives change in public procurement practices ........................................................16 Prince George prepares for 2015 Canada Winter Games ....................................................18 Creating high-powered teams of engaged employees .........................................................20 Volunteers build Universal Boardwalk in B.C.’s interior Ancient Forest ........................ 22 Worker mobility key in northern B.C. construction boom ............................................... 25 Spirit of the north reflected in new Prince George Cancer Care Centre ......................... 26 Making a graceful exit: leadership and business succession ............................................. 28 Northern B.C.’s Klemtu Ferry Terminal a winning collaboration ....................................30 New Fort St. John Hospital and Peace Villa to improve health care in Peace River region .................................................................................................................. 34 BCCA offers key programs and initiatives to help you staff your firm ............................ 38 LiveSmart BC: Small Business Program helping local business ...................................... 40 The future is infinite: owners can eliminate risk with BidCentral .................................. 44 BC Construction Safety Alliance – your resource for construction safety ...................... 47 Prince George hosts northern B.C.’s first Gold Seal project ............................................. 48 Building health and tradition: Yunesit’in Health Centre ..................................................50 COCA looks after your WorkSafeBC interests ..................................................................... 52 Assisting employers with Workers’ Compensation issues ................................................. 55 Gold Seal undergoing new changes ....................................................................................... 56 Bigger, better, and more convenient: FYidoctors ................................................................. 58 Tapping into generational differences .................................................................................. 60 Mining opportunity examined at Thompson Creek Metals’ Mount Milligan property .................................................................................................................. 62 BCCA-NORTH membership listings...................................................................................... 66 Index to advertisers.................................................................................................................... 73 Partners in business................................................................................................................... 74
B.C. Construction Association-NORTH
NorthWORKS Published by DEL Communications Inc. Suite 300, 6 Roslyn Road Winnipeg, Manitoba R3L 0G5 President & CEO David Langstaff Publisher Jason Stefanik Managing Editor Katrina Senyk firstname.lastname@example.org Sales Manager Dayna Oulion Advertising Sales Gary Barrington Jennifer Hebert Ross James Mic Paterson Michelle Raike Production services provided by: S.G. Bennett Marketing Services www.sgbennett.com Art Director Kathy Cable Layout / Design Dana Jensen Advertising Art Julie Weaver Caitlyn Hawrysh Haier Copyright 2013. DEL Communications Inc. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without prior written consent of the publisher. Publications mail agreement #40934510 Return undeliverable Canadian addresses to: DEL Communications Inc. Suite 300, 6 Roslyn Road Winnipeg, MB R3L 0G5 Email: email@example.com While every effort has been made to ensure the accuracy of the information contained in and the reliability of the source, the publisher in no way guarantees nor warrants the information and is not responsible for errors, omissions or statements made by advertisers. Opinions and recommendations made by contributors or advertisers are not necessarily those of the publisher, its directors, officers or employees. PRINTED IN CANADA 02/2013
Message from the BCCA-NORTH Chair
KEN MORLAND To embark on a journey of success, one needs the tools of preparedness, foresight and strategy. Thanks to past chair Susan Zacharius and the 2012 board, I feel I have the necessary tools to confidently step into the role of this year’s BCCA-NORTH chair. The BCCA-N has been labeled the construction and resource leader of the north. This accolade, I feel, can be directly attributed to our membership. As our membership increases, so, too, does our industry voice—with a most prominent air of confidence and strength. As I look upon the 2013 year, one word comes to mind, and that word is apprenticeship. Indeed, there have been early warning signs of a demographic crunch in the next decade. It is my hope that we use this next year to stabilize our industry from the ground up—recruiting tomorrow’s workers today.
“Membership is the key to any association; without membership, an association would, undeniably, cease to exist.” Employers often want to hire workers with experience, but it is hard to get experience without employment. Apprenticeship bridges the gap. Our association is comprised of great community-minded individuals, many of whom already offer apprenticeship opportunities. It is our hope to encourage further advancement in this area as a means of succession planning. Apprenticeship will, inevitably, assist our industry in both the short- and long-term. The future is sustainable; the responsibility lies with each of us. The BCCA-N actively continues to recruit young people for the trades. A point of pride is our Heavy Metal Rocks (HMR) program, a successful incentive that brings trades to the local high schools. Interest levels are always high for this event from students, school staff, and member companies alike. The association is delighted that the reputation of this program is wide-spread across the province, and many associations have now adopted this HMR program as an annual career awareness event. Of course, events like these would not be possible without the dedication and generosity of membership. Membership
is the key to any association; without membership, an association would, undeniably, cease to exist. Much of the 2013 BCCA-N board plan includes increasing both membership and membership opportunities, specifically in regards to networking and education. By focusing on the needs of our membership, your board can ensure the value of membership is ever-increasing. At this time, I would like to extend a warm welcome to both new and long-time members. I would also like to extend a second warm welcome to prospective members; I look forward to working alongside you. As your chair, I commit to serving you in the highest regard as we put these goals into action. Q
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Message from the BCCA-NORTH President
ROSALIND THORN Northern B.C. is one of the fastest-growing economic regions in North America. In fact, over the next 10-year period, proposed major projects for our region are projected at over $65 billion. Such an active and bountiful climate offers infinite opportunity for our members. Our region, although large in the size of our land-base (twothirds of the province, geographically), rich in our wealth of resources and huge in our economic provincial contributions, represents just seven per cent of the population of B.C. In order to meet industry demands, we as an association continue to work with membership to identify regional needs and concerns. At the top of the list: the need to attract an adequate supply of workers for our region.
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B.C. Construction Association-NORTH
It is the BCCA-NORTH’s assertion that an investment in trades and skills training—in the region, for the region—is key to the realization of our future potential. By ensuring the necessary human capital, we can, in turn, ensure our success in industry. To this idea, our association’s commitment centres around three principles: education, recruitment and retention. Indeed, we are fortunate to have a membership committed to lifelong learning, specifically in the areas of career development, skill enhancement, and safety, and it seems only pertinent that we continue to expand these offerings to enhance membership services, opportunities, and education. This year, the BCCA-N will continue to promote the value and benefits of BidCentral to our membership. Over the past year, we have witnessed a substantial increase in online northern B.C. project opportunities through BidCentral—up 41 per cent from the previous year. In similar fashion, our re-
“The BCCA-N is proud to be part of the region’s first Gold Seal designated project, the new Royal Canadian Mounted Police municipal detachment in Prince George.” cently launched BidCentral On Demand and the Online Bidding Module will not only better assist our members in their day-to-day business, managing current and proposed projects, but also will encourage additional participants, such as public owners, to come on board. On the educational front, many of our members have pursued Gold Seal certification. In fact, the BCCA-N was proud to be part of the region’s first Gold Seal designated project, the new Royal Canadian Mounted Police municipal detachment in Prince George. Without a doubt, this is a project that is taking industry professionalism to new heights. As we embark on a new year, let us continue to build upon our accomplishments and commitments and ride this wave to success. It is with confidence that we enter the “Northern Decade”.
B.C. CONSTRUCTION ASSOCIATION – NORTH
2013 BOARD OF DIRECTORS
CHAIR: KEN MORLAND Sterling Crane 2, 8958 Milwaukee Way, Prince George, B.C. V2N 5T3 Tel: (250) 561-1501 | Fax: (250) 561-1601 Email: firstname.lastname@example.org
DIRECTOR: JAMIE MACKAY Mackay Electric Ltd. 125 Country Club Blvd. Williams Lake, B.C. V2G 3T4 Tel: (250) 398-6009 | Fax: (250) 398-5040 Email: email@example.com
VICE-CHAIR: TERRY TREGARTHEN Corestock Industrial Supply Ltd. 229 Ongman Road, Prince George, B.C. V2K 4K9 Tel: (250) 564-3001 | Fax: (250) 564-3020 Email: firstname.lastname@example.org
DIRECTOR: THOMAS NEUFELD Western Industrial Contractors Ltd. 4912 Hart Hwy., Prince George, B.C. V2K 3A1 Tel: (250) 962-6011 | Fax: (250) 962-5353 Email: email@example.com
TREASURER: BONNIE GRIFFITH Burgess Plumbing, Heating & Electrical 36 N. Broadway, Williams Lake, B.C. V2G 1B9 Tel: (250) 392-3301 | Fax: (250) 392-6737 Email: firstname.lastname@example.org
DIRECTOR: KEITH PARSONAGE Houle Electric Ltd. 3635 Opie Cres., Prince George, B.C. V2N 1B9 Tel: (250) 562-2009 | Fax: (250) 562-0134 Email: email@example.com
SECRETARY: LEE BEDELL PAST CHAIR: SUE ZACHARIAS DGS Astro Paving United Concrete & Gravel Ltd. 9503 – 79th Avenue, Fort St. John, B.C. V1J 4J3 245 Hodgson Road, Williams Lake, B.C. V2G 1M7 Tel: (250) 787-7966 | Fax: (250) 787-7281 Tel: (250) 392.3443 | Fax: (250) 392.6313 Email: firstname.lastname@example.org Email: email@example.com DIRECTOR: JOHN CUNNINGHAM Interoute Construction Ltd. PO Box 6820, Fort St. John, B.C. V1J 4J3 Tel: (250) 787-7283 | Fax: (250) 787-7281 Email: firstname.lastname@example.org
PRESIDENT: MRS. ROSALIND THORN B.C. Construction Association – NORTH 3851 - 18 Avenue, Prince George, B.C. V2N 1B1 Tel: (250) 563-1744 | Fax: (250) 563-1107 Email: RThorn@bccanorth.ca
BCCA-NORTH STAFF LIST President: Rosalind Thorn RThorn@bccanorth.ca
Accounting: Diana Wainwright email@example.com
Education Coordinator: Heather Hillier firstname.lastname@example.org
Executive Assistant: Jennifer Hess email@example.com
Planroom Administrator: Christine Platsko firstname.lastname@example.org
Office Assistant: Jessie Wilson email@example.com
A home away from home Kordyban Lodge brings cancer care to northern B.C. By Jillian Mitchell Like many British Columbians, Mary Kordyban and her family have been touched by cancer. “What I can remember is shock, disbelief and despair,” recalls Kordyban of her husband William’s sudden passing from cancer in 2000. “Cancer doesn’t just impact the patient, it impacts the entire family—emotional trauma, anxieties, financial stress, separation, and various hardships.” During the early millennium, as specialized cancer care was not accessible in Prince George, the Kordybans had no choice but to seek medical treatment elsewhere—in Seattle. This experience made it clear to Mary Kordyban that something needed to change, and she soon joined in the fight against cancer. In 2007 she established the Mary Kordyban Foundation, investing money to be used for cancer care in the north, and in 2011, the foundation donated $2 million as the cornerstone donation for the development of the Canadian Cancer Society’s Kordyban Lodge in Prince George. “It was a deep desire to help people facing similar situations in the northFebruary 3, 2012.
B.C. Construction Association-NORTH
ern regions of B.C. and to offer easy access to cancer care closer to home, family, friends, and familiar surroundings,” says Kordyban of her support of the lodge. “I am delighted and pleased to have the lodge named in memory of my husband.” The first of its kind in northern B.C., Kordyban Lodge is a facility dedicated to assisting individuals on their healing journey. Scheduled to open in March 2013, the state-of-the-art facility is committed to focusing on patient needs— physical, emotional, and spiritual—and will offer temporary accommodations for individuals and their caregivers travelling to Prince George for treatment at the BC Cancer Agency Centre for the North. For over 30 years, the Canadian Cancer Society has provided welcoming, caring environments to help meet the emotional and physical needs of people fighting cancer away from home, says Margaret Jones-Bricker, regional director for the northern region of the Canadian Cancer Society. Dedicated to serving the people of northern B.C., the new lodge also plays an integral role in the Northern Cancer Control Strategy.
“There has been longstanding advocacy for people in northern British Columbia to receive treatment closer to home. Finally we were able to champion it,” says Jones-Bricker. “It’s been a hardship for many, many families to have to travel and be away from home for weeks at a time—a physical, emotional and financial burden. The lodge certainly demonstrates an understanding of what is needed for the well-being of these people while they are away from home, and we will ensure that the proper services are provided in-house.” The 25,000-square-foot lodge includes 18 spacious two-bed suites, as well as many supportive facilities including the Novak Family Spiritual and Mediation Room, the West Fraser Lounge, the TELUS Activity Room, and the Canfor Dining Room, as well as an exercise facility, a family room, a massage therapy room, a library, an outdoor patio, a wig salon and a prosthetics service. At the lodge, clients must be able to manage their own basic needs; however, a nurse is on duty 24-hours to answer questions and provide support.
“For Canfor, Prince George is our home and the centre of our operations. It’s particularly important for us to be involved in projects like this that serve the north. We have a large employee base in British Columbia, and many of them are based in the northern part of the province. The northern cancer care centre and Kordyban Lodge are going to be tremendously important in providing services in the north.” ~Christine Kennedy, vice-president, Canfor Pulp Ltd. Services provided by Kordyban Lodge are available to all patients receiving treatment at the BC Cancer Agency Centre, including Prince George residents. In addition, programs such as healing touch, yoga and relaxation therapy, and a transportation service to and from the Treatment Centre (located a mere 100 metres away from Kordyban Lodge) will be accessible. Thanks to the facility’s many volunteers, this home-away-from-home is truly commendable, says lodge manager Charlene Iverson. “There is a large complement of volunteers in the lodge to help guests feel welcome and cared for in the lodge and in the community,” says Iverson. “Volunteer support has been immense, from community ambassadors throughout the north to promote the lodge to volunteers. Northerners are well-aware of the project and very proud of the cancer centre and the lodge.” Big, beautiful windows, high ceilings, and cedar beams relay the building’s signature charm, and two fireplaces with stonework panels catch the eye upon entering the building. Luscious landscaped gardens surrounding the lodge help to create a peaceful atmosphere, one of healing and hope.
September 6, 2012.
Canadian Cancer Society Kordyban Lodge
201-134 Abbott St., Vancouver BC, Canada V6B 2K4 T: 604.669.1926 HEALTHC ARE • SPECIAL NEEDS • SENIORS • CIVIC • RESIDENTIAL • COMMERCIAL MIXED-USE
Dining courtyard. Artistic rendering courtesy: NSDA Architects.
Resident room. Artistic rendering courtesy: NSDS Architects.
Spiritual Meditation Day. Artistic rendering courtesy of NSDC Architects.
Entry and lounge at night. Artistic rendering courtesy: NSDA Architects.
B.C. Construction Association-NORTH
The forestry industry plays an important role in the region’s local economy and Kordyban Lodge showcases wood products in its design, both structurally and architecturally, says principal architect Jerry Doll, Neale Staniszkis Doll Adams Architects. “The beauty and warmth of wood, its tactile character, durability and strength, and ultimately wood’s ability to create a residential environment made wood the ideal material of choice,” says Doll. “The project is an elegant response to the program, site considerations and northern region and uses wood with a directness to create a modern, materially expressive aesthetic rooted in northwest regionalism.” The two main gathering spaces, the lounge and dining room, are dramatic two-storey vaulted spaces with a wood post-and-beam structure and floor-to-ceiling glazing. The extensive use of wood and glass give the interiors a feeling of openness and warmth. Throughout the interiors, the expressive wood structure is accented by intricate wood detailing of the millwork, wall panels, running trims and the feature staircase. Corridors are widened to create seating alcoves with windows strategically placed to particular landscape views, creating opportunities for socialization and interaction. During the planning stages, three-dimensional models were used to assist in project accuracy, says project manager David Watson of Wayne Watson Construction Ltd. “A lot of commercial buildings today, of this size, are either structural steel or concrete—or a combination of both. Kordyban Lodge is a wood-frame structure. That’s unique,” says Watson. “The building also uses a geothermal heatingcooling system, and the many windows incorporate lots of natural light—very self-sufficient.” The exterior of the building consists of three window systems: Kawneer’s new 1600 Ultra Thermal Curtainwall, Kawneer’s 2000 series skylight with Etre-pattern sealed units, and Starline’s 9000 series window wall. All exterior glazing of the building consists of high-performance low-emissivity, argon-filled sealed units, a process that renders the building’s unique look, shares Len McCroary, manager of All-West Glass. “The final appearance of the building definitely boasts a warm yet uniquely fresh approach to architectural glazing,” says McCroary. “All-West Glass always strives to be a part of the more prestigious and innovative projects of the north, and we are proud to be have been a part of yet another one with this new facility.” The lodge also incorporates the latest electrical products available, says Dean Espenhain, CEO for Northern Electrical Contractors Ltd. According to Espenhain, these products will ensure that the patients who use this facility will enjoy all the comforts of home.
“Many of our operations are in northern and central B.C., and we saw this as a way of being able to touch all of our divisions. Having a lodge in Prince George, it just seemed like a very worthwhile project and a much-needed service. We’re just humbled to be part of it.” ~Ray Ferris, vice-president of wood products, West Fraser Timber Co. Ltd. “Hopefully, the guests who have travelled to Prince George for cancer treatment will find this experience a little less stressful because of the pleasant surroundings,” says Espenhain. “Northern Electric is proud to have been able to contribute to this worthwhile endeavour for northern British Columbia.” From the recommendations of the “Premier’s Consultation for Improved Cancer Care in Northern B.C., July 2006,” the need for a cancer centre and required support services in Prince George were identified, says Lorraine Grant, board chair of the B.C. and Yukon division of the Canadian Cancer Society. The Canadian Cancer Society, British Columbia and Yukon Division submitted a letter stating that they would consider funding the construction of a lodge in Prince George. As Grant recalls, the capital campaign got underway in 2010 and the funds required for constructing the lodge were in place prior to construction. “With the excellent leadership of the Capital Campaign Cabinet and the major donors, the northern region has been generously supportive in providing funding for this facility,” says Grant. “Our northern residents know the importance of having the Kordyban Lodge along with the staff and volunteers who will provide support to those going through the cancer journey.” With the help of generous donors and volunteers, construction of Kordyban Lodge began July 2011. The Capital Campaign Cabinet witnessed pledges exceeding the $10-million mark—to $12 million. As a result, the Kordbyan Lodge fundraising campaign was honoured with the Circle of Distinction Award, which recognizes outstanding teamwork and community. “The campaign cabinet was one of the keys to success of the campaign, and the cabinet worked together to create a strategy,” says Les Waldie, campaign manager. “The project itself, the cancer care clinic, has been a huge want for a long time in
the north. There are very few people you talk to who don’t have personal experiences with cancer in some way. People could really identify with the cause—and identify with the benefit. Prince George and region demonstrated their support for this whole project. Having this kind of service adds an important piece to the mosaic of Prince George.” Minister Shirley Bond, MLA for Prince George – Valemount, was instrumental in facilitating the Government of B.C.’s $2-million donation toward Kordyban Lodge. “I think it was the pain of watching families be separated at a time when they need to be close together that really motivated me to take on some strong advocacy as a government representative, both for the cancer centre and then, subsequently, for the lodge,” says Minister Bond. “The best thing we could do to support those families is to provide cancer care close to home, and then provide a loving and caring place for them to be able to stay. I’m deeply moved by how beautiful both the cancer centre and Kordyban Lodge are,” says Minister Bond. Currently, Kordyban Lodge will serve over 300,000 Northerners and is the fourth Cancer Society facility in the province—additional lodges include the Jean C. Barber Lodge (Vancouver), the Vancouver Island Lodge (Victoria), and the Southern Interior Rotary Lodge (Kelowna). “Approximately two in five Canadians will be diagnosed with cancer in their lifetime, so there’s a compelling case to offer this kind of care and support,” says Jones-Bricker. “There’s a really strong sense in the north of people wanting to support one another. I often think of it as our ‘northern spirit,’ and it is evident in the overwhelming support that Northerners continue to provide for the Canadian Cancer Society and, in particular, for Kordyban Lodge.” For more information, please visit: http://www.kordybanlodge.ca/. Q
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Building a long-term infrastructure plan Submitted by Ken Lancastle – Associate Director of Communications and Technology, Canadian Construction Association Clearly, things are much improved since Canadian Construction Association (CCA) members first raised the question of underinvestment in public infrastructure back in 1984. It has taken nearly 30 years and several tragic public infrastructure failures for elected officials at all levels to finally embrace the need to tackle the infrastructure deficit with rigor and purpose. The challenge now is to maintain the momentum and ensure that the Long-term Infrastructure Program (LTIP) provides the required funding levels to ensuring these investments maximize economic and social dividends for all Canadians. A Roadmap of Previous Infrastructure Programs Investing in infrastructure has continually been a critical public sector responsibility since the dawn of Confederation. From the first roads and canals built to facilitate commerce to the later construction of the Canadian Pacific Railway, none of it would have been possible without the leadership of the federal government.
After years of declining public spending on Canada’s infrastructure, governments at all levels began reversing this trend early in the new millennium. Due in large part to the efforts of municipal governments and construction and transportation stakeholders, in 2001 the federal government launched the first of several infrastructure modernization programs. Even with that, it was not until 2004 that infrastructure redevelopment efforts accelerated significantly. In his first budget as prime minister, Paul Martin announced the New Deal for Cities, which rebated $7 billion to municipalities from municipal GST payments; provided municipalities with $5 billion over five years for infrastructure development and maintenance from Gas Tax collected revenues; and accelerated the earlier Municipal Rural Infrastructure Fund to $1 billion over five years (originally it was to provide $1 billion over ten years). Following the election of the Conservative government in 2006, these programs were amalgamated into the new seven-
Prince George, BC
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GaRy Johnston Branch Manager General Rental
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KYLE LINDSAY Email: email@example.com
United Rentals 2073 1st Avenue, Prince George, BC V2L 2Z1
tel: 250 564 3111 877 563 3111 cell: 250 960 8399 fax: 250 564 6232 firstname.lastname@example.org unitedrentals.com
Convoy Construction Materials Rod Hunter Branch Manager
Phone: 250-563-4704 Fax: 250-563-3205 Cell: 250-613-8468 2261 Quinn Street S Prince George, BC V2N 2X4
Web Site: www.convoy-supply.com
B.C. Construction Association-NORTH
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year Building Canada Plan, which remains the single largest federal investment in public infrastructure in Canadian history. As the global economy sputtered, this $33-billion program was further supplemented by an additional $12 billion in infrastructure spending as part of the federal government’s Economic Action Plan. In total, the federal government has spent nearly $45 billion on infrastructure modernization over the past ten years. When leveraging is accounted for, nearly $100 billion has been spent during this period to help close the national infrastructure deficit. CCA’s Active Role in Shaping the Long-term Infrastructure Plan The current Building Canada Plan will expire in 2014. The federal government has committed to replacing the program with the LTIP. This plan was the subject of extensive national stakeholder consultations and numerous private consultations. These efforts should culminate in the announcement of the new plan in Budget 2013. The CCA has played an active role in helping to shape the LTIP. At the invitation of Infrastructure Canada, CCA’s president joined the department’s steering committee, which was charged with undertaking an infrastructure gap analysis for the department. The results of these consultations were released to the public earlier in the autumn of 2012: www.infrastructure.gc.ca/plan/bpp-pbp/booklet-livret/index-eng.html.
ANDY TOWNSLEY Tel: 250.964.4422 Toll Free Fax: 866.884.2831 E: email@example.com
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Industry’s Demands for the LTIP The CCA and its partner associations have adopted common messaging to ensure that the entire industry maintains and delivers a consistent message to government with regard to the LTIP. These main messages stressed the inclusion of the following key elements in the LTIP: 1. Flexibility in providing governments with latitude to direct funding to support local or regional priorities within the broader context of the program. 2. Support for construction of assets that contribute to a more robust economy and productivity enhancements. 3. Contributing to the maintenance and management of existing assets in order to maximize their useful service life. 4. Delivering open and fair tendering practices. 5. Prohibiting public-entity construction projects (public works departments or government-owned businesses) from accessing LTIP funding. Ultimately, from an industry and economic perspective, the most important outcome of the LTIP process has been the ongoing public attention it has generated regarding infrastructure development and management issues. Indeed, it has been this level of public interest that has transformed Canada from a public infrastructure investment laggard into one of the top 10 among OECD nations in 2010. Q
DEMOLITION • SITE PREP PIPELINE MAINTENANCE • ROAD BUILDING EXCAVATING • SAND & GRAVEL 5048 Banzer Drive Prince George, B.C. V2K 4H2 email@example.com
SHELDON MAYERT Cell. 250-960-9944 Office 250-962-6657
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INDUSTRIAL • COMMERCIAL • RESIDENTIAL
RICK KOSOLOFSKI Email: firstname.lastname@example.org | 250-392-4322 Fax: 250-392-2566 1-800-663-6894
CN’s extended sidings increase rail capacity along B.C.’s northern corridor
By Lisa Fattori CN’s recent construction of five extended sidings is part of a multi-year investment in capacity expansion along the Edmonton-Prince Rupert corridor. The expansion accommodates increased import/export traffic through Port of Prince Rupert, which includes commodities bound for Asia and incoming container goods destined for North American markets. Since 2004, CN has invested more than $150 million in upgrades, expansions and extension improvements that will see traffic along B.C.’s northern corridor almost double by 2015 from what it was in 2011. At a cost of approximately $26 million, the new siding extensions are strategically located at Exstew, Cedarvale, Moricetown, Robin Creek and Cariboo. Construction began in the spring of 2012 and was completed by the end of the year. Sidings at each of the sites were extended by approximately 5,000 feet to 6,000 feet to accommodate longer 12,000-foot trains. The scope of work was site-specific and included side-cut excavation, the installation of culverts, construction of new grade, the construction of two turnouts at each location and track
B.C. Construction Association-NORTH
construction. At Exstew, for example, the extension required the construction of two bridges. Sidings and their extensions are spaced 15 feet from the existing main lines. “A number of long sidings are spaced out along the line,” says Doug Allen, CN’s senior manager, design and construction. “CN’s expansion has included the creation of new sidings, as well as the extension of others. Locations for upgrades are chosen based on where we see some congestion, and where an extension can benefit operations.” CN’s investment in infrastructure enables the company to run more trains that are equipped with distributed power (DP) technology, whereby locomotives throughout the train are controlled remotely by the lead control locomotive. With lower pulling forces at the head end of a train, fuel consumption and environmental emissions are lower. In addition, DP provides faster, smoother train starts, improved breaking and enhanced safety. Increased volumes can be hauled in longer trains—12,000 feet as opposed to 7,000 feet—which requires extended sidings. The exten-
sions enable longer trains to move in both directions for a better balance of train flows. Each of the siding extension projects required careful coordinating and scheduling to minimize the disruptions to operations. “For the turnout installations and final cutovers, trains couldn’t run through, so we had to perform the work in six-hour blocks,” Allen says. “This required coordinating schedules to give us the six-hour windows that we needed.” CN’s capacity expansion coincides with several development projects at Port of Prince Rupert, which are also in response to customers’ needs to transport larger volumes of commodities and products. Expansion of the Ridley Terminal Inc. coal facility promises to double the terminal’s capacity to 24 million tonnes per year. There are also plans for a new pellet shipping facility at the port’s Westview Terminal, as well as a potash facility that will have the capacity to ship over 12 million tones of potash per year. The Phase 2 Expansion of the Fairview Container Terminal will increase the capacity of the terminal up to two million TEUs per year.
“We’re seeing a lot of new cargo coming online and CN is a key transportation partner of the Port of Prince Rupert,” says Michael Gurney, manager of corporate communications for Prince Rupert Port Authority. “One of the key advantages offered by Prince Rupert is the fact that there is so little urban congestion here. CN trains can travel at speed until they reach the terminal at the Port of Prince Rupert.” The new extended sidings are part of CN’s ongoing plans to increase capacity along the B.C. North corridor. Since 2004, upgrades have included 21 new sidings, new signaling and train control, several tunnel and bridge clearances, yard expansions at Smithers and Terrace B.C., and the installation of a longer siding at Swan Landing, Alta. Together with expansion activity at Port of Prince Rupert, CN is integral to the Pacific Gateway transportation network and is keeping pace with the demand to move larger volumes of containers, coal and other commodities to and from the Port of Prince Rupert. “The investments that CN has made in improving the capacity and efficiency of its rail line contribute to the Pacific Gateway reputation as an efficient, reliable network,” says Lisa Gow, executive director, Pacific Gateway Branch, B.C. Ministry of Transportation and Infrastructure. “CN’s rail network is key to supporting the growing imports and exports moving through the Port of Prince Rupert. “CN’s construction of extended sidings, yard expansions, tunnel and bridge clearances and other improvements mean jobs in northern British Columbia. The B.C. Jobs Plan acknowledges the important role that private industry plays in creating jobs and growing our economy.” Q
Photos courtesy: Doug Allen, Canadian National Railway Company.
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BCCA drives change in public procurement practices Submitted by the BCCA The Capital Asset Management Framework (CAMF or “the Framework”) was established in 2002 with the best of intentions—improving competition and transparency, and strengthening accountability within the public procurement process. However, haphazard application of the Framework has left B.C.’s construction sector with questions about the Province’s commitment to those ideals. Ongoing reviews of public procurement practices have shown poor treatment of taxpayer dollars due to documents, processes and procedures in government which are out-of-date or inconsistent with true practice. These reviews indicate significant unnecessary costs
being incurred on public projects when liability is unevenly distributed—in some cases, up to 30 per cent of capital costs could be saved and therefore put toward much better use. The British Columbia Construction Association (BCCA) calls for a long-term infrastructure plan. In an opinion paper released in January 2013, entitled Fair and Transparent: Implementing the CAMF for Construction Procurement, the BCCA outlines its ideals for the planning, execution, operation and disposal of capital assets in the B.C. public sector—calling for the implementation of the Framework as true government policy and a set of structured rules, not the loose gathering of guidelines as it is currently considered.
CAMF is focused on service delivery in the public interest, emphasizing the best value for money, consistent with sound fiscal and risk management, and presents the best structure currently available for improving the public procurement process. Capital Planning Long-term planning is too often overlooked, particularly in the B.C. provincial public sector, hindering counter-cyclical spending when stimulus is needed and costs are low, and also creating difficulties in any opportunities to reduce future costs or stabilize resourcing of capital asset management functions.
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This lack of foresight often causes waste in spending, and therefore causes fiscal restraint—thereby preventing adequate planning of pending capital projects by owners, increasing costs and reducing effectiveness of service delivery. The public sector must provide adequate funding for pre-planning operation to prevent these oversights and mismanagement in the future. COMPETITION AND TRANSPARENCY Current practice in public sector procurement is out-of-line with the construction industry. CAMF principles demand open, fair, and transparent construction procurement practices, but the lack of application increases the potential for higher construction costs when bidders and competition are restricted. The social and economic benefits of a strong construction industry are a considerable contributor to the province’s well-being. Binding government policy must be implemented as policy to ensure procurement is competitive and transparent—this same condition must be applied to local and provincial government, eliminating the “bundling” of projects, and with much greater attention paid to local conditions when projects are packaged. PREFERENCE OF PROCUREMENT APPROACH Current practice within the provincial government has created a prejudice toward the Design-Build procurement approach. However, the BCCA believes that public procurement practice should avoid the “one-size-fits-all” mentality. The BCCA calls for unbiased criteria in choosing the procurement approach; this must be included in binding government policy to allow Design-Build, Design-Bid-Build, Construction Management or other approaches to suit the current market, opportunities and projects.
OVERSIGHT AND ACCOUNTABILITY The current structure in the Framework is based on audits. This has, again, been rendered ineffective for two reasons: because CAMF is implemented as a guideline and not upheld as policy; and because too few audits have been performed (with too few of these being performed independently). Independent performance audits must be implemented on public capital assets management, including local governments and provincial government agencies. The accountability of government, and of government agencies, can be vastly improved in three ways: through the creation of a strong group within government that can provide policy, capital planning and project approval advice; through implementation of independent audit systems through the Auditor General; and through the elimination of all conflicts-of-interest, thus ensuring that government agencies do not compete with the private sector.
CREATING A FORUM FOR INPUT Implementing the Framework principles may be a significant change, and will require frequent re-evaluation to be effective. As such, the BCCA requests the creation of a formal, ongoing forum for consultation and discussion between government, the construction industry, and other industry stakeholder groups. The BCCA shall work toward a consultation structure to ensure new policy is in line with the true practices and requirements of the industry and its projects. As an industry and as a base of taxpayers, we are a community that must work together toward a common goal. We rely on others for materials and services, in partnerships, and for opportunities. As such, we must build trust by meeting others’ expectations—by setting standards and meeting them. There is a great opportunity to effect change through the suggested improvements, and to enable continued, cost-effective public investment in construction. Q
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Prince George prepares for 2015 Canada Winter Games By Ashley Foley
Announcement of 2015 Canada Winter Games CEO, Stuart Ballantyne. Additional stakeholders present in this photo are representatives from the Province of British Columbia, the 2015 Canada Winter Games Host Society and local sport organizations.
A rendering of the Kin Centre Complex Enhancement Project, one of the sport facility legacies left by the 2015 Canada Winter Games.
Between February 12 to March 1, 2015, Prince George, B.C. will host the 2015 Canada Winter Games—an honour available for the province once every 24 to 26 years—for B.C.’s first time. Canada Games alumni and sports fanatic Stuart Ballantyne has been appointed CEO. He was “ecstatic” to accept the challenge and sees it as “wonderful” opportunity, being a double gold medalist from the Canada Summer Games in 1977. “For a chance to bring my business career and my sports careers together and kind of mix them is a dream come true,” he says. “It’s really neat to be able to come back as an alumni; it just makes you a little bit more passionate.” Infrastructure and development is already underway to prepare for the 25th Games, estimated to cost about $27.5 million to run. Construction on the Caledonian Nordic Ski Club, Tabor Mountain Ski Resort, Prince George Kin Centre arena and a new hotel are already in progress. 250-562-0006 NORTHERN ELECTRIC FAX: 250-562-0053 WORKING ON TOMORROWS SOLUTIONS • Fire Alarms • Video & Sound • Fibre Optics • Computer Wiring • Security Systems • Alterations • Additions
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“The earlier we can do those projects, the greater advantage the B.C athletes will have to train at those facilities, and that we’ll have to test them and make sure they’re ready for the Games,” says Ballantyne. Shirley Bond, MLA for Prince George – Valemount and Minister of Justice and Attorney General, says Nordic would offer great service to Prince George’s large cross-country skiing and biathlon participators, while Tabor’s halfpipe and improved boardercross course will be one of the nation’s best. “I’ve been told that it will rival any ski centre in Canada. So from our perspective, we are very excited about the development of the halfpipe and the boardercross course,” states Bond. Heather Oland, CEO of Initiatives Prince George, which works to market and promote the city in order to grow and diversify the economy, says there will be “lasting, tangible benefits” from hosting the Games. “It creates an opportunity for the community. The Canada 2015 Winter Games creates the opportunity to welcome the country to Prince George and show Canadians the best of our city,” states Oland. “It will be the largest sports and cultural festival ever held in northern British Columbia so (Prince George is) going to have their chance to tell their story to the rest of Canada,” says Ballantyne. “It’s definitely a game-changer for the north. We don’t see this as Prince George’s Games; we see it as northern B.C.’s Games.”
Canada Games House sits proudly in downtown Prince George—site of the athletes’ and Games’ Village.
Images courtesy: Prince George 2015 Canada Winter Games Host Society.
The Hon. Shirley Bond, and the Hon. Pat Bell, MLAs, present the Province’s funding cheque with Hon. Ida Chong, former Minister of Community, Sport and Cultural Development.
One thousand trees were planted on May 19, 2012, marking 1,000 days until the 2015 Canada Winter Games.
Bond says it’s an honour to host the Games and hopes Prince George will leave a great legacy for the city and province. “One of the key goals of the Canada Games movement is to ensure there are appropriate legacies left in the region. These capital dollars will allow us to leave a significant legacy and allow us to encourage healthier lifestyles, more participation in recreational activities, so I think there will be a direct and lasting legacy from the 2015 Canada Winter Games,” she comments. Pat Bell, Prince George – Mackenzie MLA, Minister of Jobs, Tourism and Skills Training and Minister Responsible for Labour, agrees, saying hosting the Games is a “once-in-alifetime” opportunity. He relishes the idea of hosting 3,600 athletes, 6,000 volunteers, hundreds of media and medical professionals and thousands of visitors. “This is really a very unique opportunity for Prince George. It’s probably the biggest thing we’ll ever host. We’re a community of 75,000 to 80,000 people in the centre of British Columbia, a long ways away from the other population centres, so we really act as hub for the entire region,” Bell says. “You can feel the excitement and the energy around the Games. It’s already huge even though we’re still 800 days out.” Mike Davis, director of marketing and communications for the 2015 Games, says this will also be a great cultural event.
“One really neat component of the Games is there’s a huge arts and culture side to it. Seeing the Games as well as all the festivals and entertainment, it’s a very inclusive event of all the different types of aspects,” Davis says. Over 2,500 volunteers have come forward from Prince George and its surrounding communities so Bond is confident Prince George will put on an historic event. “I know this: I live in a place where people are generous, they are hospitable, and they are the best volunteers that you could possibly find, so we’re excited to invite Canada here for our Canada Winter Games. I think that we’re going to do a great job as we do with every event that we host here,” states Bond. Q
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Creating high-powered teams of engaged employees Submitted by the BCCA Employee Benefit Program The recent economic environment has pointed to the need for a healthy, productive workforce that can help companies in the construction sector to have an edge over the competition. Companies operating in today’s competitive setting are striving to have teams that can outperform the rest. But how do you create such high-powered teams? Two key components are health and employee engagement. Employees with poor health cannot exert the effort required to be highly productive. And, you need engaged employees to create innovative solutions to help companies succeed. Offering employee benefits is a way to address both these factors. It’s no secret that an employee benefits package is a key component to recruiting and retaining talent. In the 2011 sanofi-aventis Healthcare Survey, 59 per cent of employees surveyed chose keeping their benefits plan over the option of receiving $10,000 in cash. This shows
how important a benefits program is as an integral part of the total compensation an employee receives. Choosing the right benefits plan is more than just providing employees with a choice of benefits to protect them; it is also much more than finding the best price for your group benefit package. It’s really about having healthier, more productive employees—and reducing the risk associated with your human capital. “Providing a benefits program indicates that an employer cares about their employees’ well-being and their peaceof-mind,” says Kevin Zakus, chief executive officer of BCCA Employee Benefits. “It provides protection to the employee and their family from the possibility of economic hardships caused by illness, disability, loss of life, or unemployment.” The success of an employee benefits program as it relates to employee engagement is when all employees understand the benefits package and what it M3 STEEL & FABRICATION 405 MOUNT PAUL WAY KAMLOOPS, BC V2H 1A7 CANADA PHONE: 250-374-1074 TOLL FREE (800) 316-1074
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means to them. Communication is key. “Business owners are busy and don’t want to be encumbered by fielding questions about benefits,” says Zakus. “We try hard to have simple communications so that benefits are easy to understand. We also have in-house experts who can field employee calls, freeing up owners to win at their business.” It is important to remember that it is a long-term offer to employees which continually needs to be reviewed and revitalized so that it remains relevant. “To keep things current, we add and make improvements to existing benefits,” explains Zakus. “For example, critical illness insurance is very important to people today as it helps with the financial hardship when they have a serious illness.” Zakus added that while insurers offer critical illness coverage, it is not common in the construction industry. Zakus said this benefit program is another example of how BCCA Employee Benefits is providing enhanced services to its members at the best possible cost. “By joining us, you join thousands of other members, which spreads the cost over a large base and reduces your individual costs,” he says. Employees participating in a group benefits program enjoy improved quality of life and cost-effective health benefits. And that helps them to be better engaged, which in turn helps your company to succeed. For more information, contact: Crystal McBride Client development manager, BCCA Employee Benefits Tel: (604) 683-7353 Toll-free: 1-800-665-1077 Email: email@example.com Web: www.bccabenefits.ca Q
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Taking root Volunteers build Universal Boardwalk in B.C.’s interior Ancient Forest
Volunteers carry lumber 400 metres into the forest. Later stages of Phase 3.
Prince George wildfire fighters drag beams into the forest.
In B.C.’s historic interior Ancient Forest, a team of volunteers is making it easier for everyone to enjoy nature’s gifts. The recent construction of a boardwalk, 113 kilometres east of Prince George, has rendered the trails of the Ancient Forest accessible to all visitors—including those with mobility difficulties. Members of the Caledonia Ramblers Hiking Club in Prince George are developing and managing the Universal Boardwalk interpretive trail for public interest, shares club president Nowell Senior, who was inspired by his work with special needs students to get the project off the ground. “What we’ve noticed is, since the Ancient Forest trail opened in 2006, it’s be-
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come a very popular place for families to visit; yet it’s out of reach for a segment of our population,” explains Senior, who recently retired from Duchess Park Secondary school. “I was aware of the need, and there was also community awareness. As we began to develop the idea, it led to a boardwalk that would provide universal access.” Senior, an avid hiking enthusiast, views the Ancient Forest trail as a window into a globally unique ecosystem, a one-of-a-kind inland rainforest that has given the trail a meaning and purpose. The trails take visitors through a representative portion of the few remaining stands of very large and very old cedars (over 1,000 years old) in an
By Jillian Mitchell
inland wet-temperate rainforest. The end of the trail is marked by a viewing platform that overlooks a serene woodland stream. This all-season destination has invariably turned out to be a very popular recreational and educational resource, he says, and it is a source of regional pride. “When we first started the project, we had a few hundred dollars and a lot of faith. The response from the community has been very positive. We’ve pretty well received everything for which we’ve asked. Everyone has met our requests; it’s just incredible,” says Senior. Since work on the boardwalk began in 2010, volunteers of all ages (includ-
Universal Boardwalk Project sponsors: • Recreation Sites and Trails B.C. (under the Ministry of Forests, Lands, and Natural Resources and Operations) • TD Bank – Friends of the Environment Foundation • Integris Credit Union • Prince George Community Foundation • Public Conservation Assistance Fund • Habitat Conservation Trust Foundation • Mountain Equipment Coop • Downtown Rotary Club – Prince George • McBride Community Forest Corporation • Caledonia Ramblers Club members • Donations from visitors and other supporters • Students at the University of Northern British Columbia Future visitors happy about universal access to the Ancient Forest.
ing a team from Katimavik) have assisted in the project, carrying lumber and other supplies onto the existing trail, preparing and installing foundations, constructing decking, handrails, supports, pullouts and applying linseed oil to the finished work. In addition, contributions over the project’s duration include grants, donations and in-kind contributions totaling $91,790—plus 4,700 hours of volunteer labour. The Prince George Community Foundation and the TD Bank Friends of the Environment Foundation were only too thrilled to lend support for the Caledonia Rambers and the Ministry’s Sites and Trails BC district teamed project. Donating three years of grant support, the Prince George Community Foundation was inspired by the project’s universality, says Judy Neiser, executive director. “Prince George is a very outdoors-oriented community, so when the Universal Boardwalk grant application came in, you could see the benefit that would have impact and reach. In the north, it’s very difficult to accommodate wheelchair access, and this project does. It’s truly a labour of love. The people who are involved have a real passion, and it’s incredible what they’re able to do. This has been a long-term goal with a really wonderful outcome.”
Similarly, TD Bank regional manager Mandip Kharod confirms that the universality of the project also attracted the Friends of the Environment Foundation. “A project like the Universal Boardwalk is not only great for the local community, but also for the province at large,” says Kharod. “With pathways that will allow wheelchair users and others with mobility challenges to access the unique rainforest landscape, we are able to ensure everyone has an equal opportunity to enjoy this aspect of nature and to understand the im-
portance of environmental preservation and conservation.” The Ancient Forest boardwalk project also has support in principle from the Canadian Mental Health Association, B.C. Paraplegic Association, the Prince George Brain Injured Group, the University of Northern British Columbia, and AiMHi Community Living. “People who have mobility and other impairments are restricted from so many other things in life,” shares Alison Hagreen, executive director of the Prince George Brain Injured Group.
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What it takes to make a boardwalk: • More than 160 volunteers • Total of 42, 324 kilometres traveled • 4,700 hours in labour to date • 135 trips out to the Ancient Forest in over two years “Going to the Ancient Forest is such a privilege for all of us, and certainly people who have challenges are entitled to enjoy the forest as well. When I have visitors from out-of-province we always take them to the forest—and having things accessible for wheelchairs means it is accessible for people
• 40,000 board feet of lumber (5,319 pieces) weighing 55 tons all carried into the forest by hand • Nine tons of gravel, rocks, cinder blocks, cement, linseed oil and paving stones
with other physical limitations. This is a huge advantage for Prince George.” The AiMHI Prince George Association for Community Living was equally encouraged by the project’s implications for Prince George and area. “We believe in advocating for and supporting efforts to make the community
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and surrounding areas and attractions accessible to all people so that everyone is able to participate and enjoy. The boardwalk allowed this area in the community to be accessible to all so that it can be enjoyed by all,” says Ginny Arsenault, manager of AiMHi, Prince George Association for Community Living. As Senior explains, the club’s goal is to show the value of this type of forest as a recreational and educational resource, and that conservation of the attributes that make this forest special and unique is a worthy cause. It is a goal with which provincial project partner Recreation Sites and Trails BC, a branch of the Ministry of Forests, Lands and Natural Resource Operations, is in accordance. “At the end of the day, it’s about what we can do to minimize our impact on the environment and maximize the benefits of what the environment can give us—and increase our consciousness,” says Mikel Leclerc, the Ministry’s Sites and Trails BC district recreation officer. “Human beings have a lot to be grateful and happy for; we don’t need to always extract everything we can from a resource. Why not take the apple that’s ripe for the picking instead of cutting the tree down?” As Leclerc notes, this interpretative site is a free gift to the public—with plenty of “apples” to give. “You get refreshed physically, mentally and spiritually and that makes you a happier being, and happier beings do greater things for humanity and the environment,” he says. “This is the kind of thing we need more of, in my opinion, and it is accessible to everyone.” A grand opening is planned for early spring 2013. For more information, please visit the Caledonia Ramblers’ official website: www.caledoniaramblers.ca. Q
If we build it, will they come? Worker mobility key in northern B.C. Submitted by Construction Sector Council construction boom Over the next decade or so, construction industry growth in British Columbia will continue to be driven by resource projects, mostly in northern B.C. But the number of projects expected over the next few years is larger than in previous years, and meeting the demand for some of the skilled trades at peak times will be a challenge. Typically the construction industry turns to mobility as one strategy to manage its major project workforce requirements. The forecast also shows road, highway and bridge construction funded by government stimulus projects that began in 2008 and 2009 will be ending, and some of the trades employed on those projects may be available to shift to the mining and utilities projects in the north. In B.C. the questions being asked are whether tradespeople from southern B.C. will move to the work in the north, and to what extent will their skills be portable to the types of work on the large industrial and engineering types of projects. These are among the highlights from a preview of the Construction Sector Council’s 2013-2021 labour market forecasts. Preliminary results for B.C. show there will be strong resource sector growth in each of the next two years. Some projects will start next year, and some the year after. In 2014, the largest number of projects will get underway and should continue for three or four years afterward. The mostly mining, pipeline and LNG terminal projects translate into high demand for several trades and occupations, including construction
millwrights, electricians, boilermakers, carpenters, drillers and blasters, heavyequipment operators, plumbers, sheetmetal workers, steamfitters and pipefitters. These trades will also be required for a long list of projects across Canada that build up through 2014 to 2015, and coincide with activity in B.C. “Mapping the proposed start-up of large major projects in some regions and the winding down of projects in others has been key to assessing the potential for interprovincial mobility to meet peak demand requirements,” says Rosemary Sparks, CSC executive director. “And that will certainly continue to be the case.” “But in the end, the economics of the various projects dictates their timing,” she says, noting that the industry is also working to ensure that investments in apprenticeships and other types of training and support systems keep pace with demand, and that outreach to youth, women, Aboriginal people and foreign-trained workers remains a priority. The CSC is a national industry/ government partnership funded by the Government of Canada’s Sector Council Program. Each year, the CSC releases a nine-year labour forecast scenario following consultations with industry leaders including owners, contractors and labour groups, as well as governments and educational institutions. The full national and regional reports will be available online at www.csc-ca.org in February 2013. Forecast scenario data is also available at www.constructionforecasts.ca. The website allows for instant access
to residential and non-residential construction investment data, as well as details on the supply and demand for more than 30 skilled trades and occupations over the next nine years—all broken down by province and region. Following the Federal Government announcement to end the Sector Council Program, the CSC and industry have been working together to put a plan in place for an enduring model for LMI and other products to ensure they continue to be available to industry stakeholders. Thanks to support from industry, it is anticipated that this new model will be in place early in 2013. Look for more information about this topic in the coming months. In the meantime, the CSC has received approval from the Federal Government for funding to develop the 2014 labour market forecast scenario. Q
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Spirit of the north reflected in new Prince George Cancer Care Centre
The beauty of the BC Cancer Agency Centre for the North goes beyond the gorgeous exterior—it will provide northern B.C. patients with the latest care and treatment, much closer to home. Image courtesy: Bob Matheson, PCL Constructors Westcoast Inc.
By Deb Smith The new BC Cancer Agency Centre for the North in Prince George is a testament to what can be accomplished when government, industry and the community work together to make a difference. As a part of the Northern Cancer Control Strategy—a collaboration of the BC Cancer Agency, the Provincial Health Services Authority and Northern Health—the facility will provide the same cancer care and treatment elements as in five other cancer centres in the province. “For decades, those of us who live in the north have wanted a cancer centre to serve our families closer to where we live,” notes Shirley Bond, MLA for Prince George – Valemount. “The centre is designed to provide state-of-the-art treatment but also includes many features that provide comfort and reflect our northern values, incorporating our respect for the First Nations culture.” Under an aggressive timeline, the Request for Proposals (RFP) went out in April 2009 to be pursued as a public-private partnership (P3). Less than a year later, Plenary Health committed to design, build, finance and maintain the new cancer centre for the next 30 years, and with PCL Constructors Westcoast Inc., Johnson Controls and CEI Architecture, they made it happen.
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Right away, Chris Rasmussen, project manager for PCL, got his crew working on the new 302-vehicle parkade, but when they hit soft soil and had to sub-excavate to solid ground, the project lost three and a half weeks of the timeline. “We needed to get back on schedule,” says Rasmussen. “So we started double-shifting our structure crew.” The approach worked, they poured concrete in December and started the steel work soon after, turning on the parkade in July 2010 on schedule. They kept up the momentum for the next phase of construction. “As soon as we dug the hole for the cancer centre, we started double-shifting again, wanting to get as much of the structure completed as possible before winter.” Inland Concrete of Prince George supplied more than 900 truckloads of specific density concrete for the linear accelerator vaults in three separate pours of 12 hours each, with PCL consulting a physicist as a resource for their unique jagged-tooth construction joint in the thick concrete walls—up to 11 feet in places to protect from radiation leaks. Working into the hard northern B.C. winter of 2011, the crews completed the structure along with a two-level link to the existing regional hospital, all the while running everything through the infection control people. Rasmussen has
Open space and local wood are featured in the inviting entrance. Image courtesy: Bob Matheson, PCL Constructors Westcoast Inc.
nothing but praise for local workers, getting 12 to 14 hours out of each day, often in extreme cold-weather conditions. Equity Plumbing & Heating Ltd., a full-service mechanical contractor in Prince George, provided all plumbing, fire protection and sheet-metal work for the centre, implementing many green building practices. For example, rather than adding a new stand-alone boiler system, the heating system for the new facility was tied to the existing hospital’s boiler plant. This meant close coordination with other subtrades to utilize tight spaces and work schedules. Equity Plumbing & Heating Ltd. president Brad Popoff gives much of the credit for smooth installation to PCL’s use of a mechanical-electrical coordinator on staff. “Right from the RFP through construction, that coordinator worked closely with the subtrades to move the schedule along and get it done,” explains Popoff. “Everyone was aware of areas of concern and how to work around them.” Keith Parsonage, branch manager of Houle Electric Prince George, agrees. “All the electrical and mechanical services are in the corridors of the building, so there won’t be maintenance disruptions in the future, but laying out those corridors to make everything fit and getting everyone in and out at the right times was a huge challenge.” Designed to operate in the event of a disaster, the centre has five power systems. Houle Electric installed 79 security cameras, 11 exterior cameras and 22 panic stations throughout the parkade—250,000 feet of communication cabling alone, not to mention the system for two linear accelerators. “Because technology changes so fast, we had to build for two different possibilities in equipment,” says Parsonage. “And to begin with, those radiation treatment rooms are pretty challenging.” Another local company, Admiral Roofing, put the final seal on everything with a torch-on waterproof membrane on the parkade and underneath the gardens on the roof of the new
Radiation treatment room. Image courtesy: Bob Matheson, PCL Constructors Westcoast Inc.
building, working through challenging winter conditions. Part-owner Alex Goldie comments, “PCL was great to work with on the project. The site super and the project manager were fair and understood the challenges. It was a true team effort.” Premier Clark officially opened the BC Cancer Agency Centre for the North on November 1, 2012, more than six months ahead of schedule and under budget at $45 million. (It’s no surprise that afterwards, PCL received the Silver Award of Excellence from the Vancouver Regional Construction Association for exceptional project management on the centre.) Sharing a site with University Hospital of Prince George, the 54,000-square-foot two-storey centre houses two linear accelerators for radiation therapy, a computerized-tomography (CT) simulator, a chemotherapy treatment unit, pharmacy, outpatient clinics and professional/staff offices. But there is more to effective health care than technology. As Olivia MacAngus, vicepresident of corporate development – Plenary Group explains, “Plenary facilitated a consultation with the local First Nation to assist in the design of the facility and ensure it serves the local community’s needs.” Many healing features—such as a smudging pavilion, a meditative garden on the open rooftop patio and electric fireplaces in large waiting rooms—provide a welcoming and comforting atmosphere for patients and their families. Aboriginal art is featured throughout, and in acknowledgement of the importance of local industry and to highlight its beauty and enduring qualities, wood was used as a key building material inside and out. At the peak of construction, up to 130 workers were on site each day, the majority from northern B.C. They rose to every challenge and worked together to bring the best cancer care available to their community with the winning combination of a positive attitude and the strong work ethic of the north. Q
Making a graceful exit BCCA survey shows most small business owners lack plans for leadership and business succession By Paul Mitchell and Jen Reid, BCCA The construction sector represents the largest percentage of small businesses in British Columbia’s goods-producing sector. However, the vast majority of small business owners in the construction sector are over 50 years old and are preparing to retire within the next 10 years. Those retirements will affect more than 3,600 B.C. construction businesses, impacting close to 9,600 construction jobs throughout our province. Business owners and industry must minimize the potential impact of lost jobs from retiring owners who simply closed their doors and laid-off employees because they were unable to find a successor, or there were too few opportunities for sale and consolidation. Leaving your business behind—regardless of how you intend to do so—is a complicated process. An owner must consider everything from current projects to “big picture” goals, from finances to tangible and abstract assets, as well as the personnel and relationships which power your organization. Succession planning is also a critical part of personal estate planning – with many business owners relying on cash flow from the sale of their business to maintain their lifestyle in retirement. It is very important to begin planning early due to the risk older owners often face regarding long-term disability, wherein the owner will likely still require an income but may be unable to contribute to the business. Too few owners have their exit strategy in hand. According to a recent survey of small business owners throughout ru-
ral B.C. as conducted by the British Columbia Construction Association (BCCA), a mere three per cent of small business owners have their retirement plan or preparations for business sale on paper. About 30 per cent of the surveyed owners plan to close their businesses. However, winding down construction companies can be quite difficult, with ongoing projects and partnerships, and trust and lien risks. The business must continue on until it is sold or the work-on-hand completed. The cost of abandoning work or getting other contractors to complete it can be very expensive. Other owners have chosen to train their key staff to take over the day-to-day operations of the business and retain control themselves. They have built a structure where their existing staff provide mentoring, attend meetings, review performance indicators, and adapt accordingly. In some cases, this may involve a smaller salary for those involved, replaced with opportunity for dividends. However, this may not be an effective option for all businesses. For those whose exit plan involves the sale of their business, it is crucial that owners understand the true value of their business long before they intend to seek a buyer. The BCCA survey indicated that 56 per cent of respondents believed they would get more than $500,000 for their business—an extremely high number, inconsistent when compared with current financial reports showing actual sales figures.
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Learn exactly what your buyers are looking for and determine a means to align their needs with your goals to optimize your chance to sell. In a recent survey of Canadian HVAC contractors, 54 per cent of companies surveyed either lost money or came in under six per cent pre-tax profit—essentially, the value of their assets and not much more, which is a tough sell for anyone looking to purchase a company. How can you motivate a buyer to take on the risk of ownership? It is often easier and less risky for a person to start their own business than to buy an existing one because the existing business may not look attractive. Owners in this situation who intend to sell their business may need to re-evaluate their expectations or determine what factors are holding them back: surveys have shown that only 20 per cent of cases causing financial trouble are external. Therefore, the remaining 80 per cent of the causes are primarily internal. How can you mitigate these issues within your business to make sale and/or transition more appealing? Consider what you have. Your staff has unique knowledge of your industry, trades, market and business which enables you to reach your goals, and who can help to carry your business on long after you’ve concluded your working years. How can they contribute to ease the transition, and how can you ease the transition for them?
What value remains in the business without the owner? The business owner is a vital part of the equation, particularly in small business where the owner is a larger piece of the pie. Regardless of your approach, it comes down to the practical items. For example, can you offer a potential buyer some form of plan to show timelines for individual projects and for business goals during the transition? If your business will continue roughly as it is, how can you work with your buyer to avoid any hiccups during the transition? The BCCA will release a more in-depth report outlining the many considerations for planning successful business succession, and will seek opportunities to educate owners about risks and opportunities. Resources will be made available to assist with items such as evaluating suitability for sale, transition planning, and other related issues to support you and your unique business as you plan your departure. In the meantime, business owners considering their retirement should get an early start and open the lines of communication with involved parties and experts. Developing a plan may require significant research which will be unique to each individual and organization—as well as discussions with staff, family and business partners, and input from lawyers, financial professionals, realtors, and other consultants as needed. Q
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By Jillian Mitchell As respected elder Violet Neasloss1 prepares to cut the Klemtu Ferry Terminal’s grand-opening ribbon, a humpback whale sounds in the distance. It is a snapshot in time, one that poetically captures the innovation of this multifaceted northern community, as tradition and nature unite with industry. A winning collaboration for contractors and citizens alike, the new $6.8-million ferry terminal on Swindle Island in Klemtu, B.C. was constructed two kilometres north of the old ferry terminal—as the berth provided the depth and orientation needed for BC Ferries’ 638-passenger vessel, the Northern Expedition. The overall $17.5-million project involved construction of marine structures (including a pontoon, mooring and berthing dolphins, a vehicle-andpassenger ramp and apron, and ramp abutment), a lighted vehicle compound, an award-winning terminal building, and significant improvements to the road from the site at Wedge Rock to the village. The project, which began in March 2010, was developed in partnership with
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the Kitasoo and Xai’xais (pronounced “high hice”) people. The marine works were constructed by Fraser River Pile and Dredge (GP) Inc., while Bear Creek Contracting Ltd. constructed both the vehicle compound (including the terminal building) and the road improvements. The cedar-clad terminal building was designed by Acton Ostry Architects Inc., and the entire project was overseen by SNC-Lavalin Inc. The achievements of all the contractors were significant—a true team effort, says Mike Hallas, project services manager for the Ministry of Transportation and Infrastructure. “The people of Klemtu have rich cultural values, and it was appropriate to incorporate the culture into the design of the terminal to make it an integral part of the community it primarily serves,” Hallas says. “The process involved open houses in the village, and ongoing consultation with the band council and community leaders. The consensus was that it was important to ensure that the terminal reflect the Klemtu community’s connection to their natural surroundings.”
The unique culture of the First Nations people is integrated into the project, shares principal architect Russell Acton, Acton Ostry Architects Inc., through iconographical elements that include a spectacular gateway canoe which tells the legend of the creation of Klemtu, a cedar plank-clad and crestcovered waiting building evocative of a traditional longhouse, an imposing welcome pole carved by famed master carver Tom Hunt, a spinning salmon wind vane, a carved and painted wood sign for the local Spirit Bear Lodge, and concrete lock-block walls embedded with relief sculptures of salmon and herring. “These half-a-dozen cultural elements all come together to complement the functionality of the 500-square-foot terminal building,” says Acton. “It was interesting working with the artists and the community, as well as with SNCLavalin and the province. Being on the sidelines, you can see how the community is appreciative of the new terminal— and they certainly deserve it.” As Klemtu is accessible only by sea and air, all construction materials and equip-
Lock-block wall with relief sculptures of salmon and herring.
ment had to be barged into the community. Wood, timber, steel and concrete systems were used in the build, shares Bear Creek Contracting HSE manager Mike Edwards. “For a project of this size, logistics were always an issue,” says Edwards. “With the sizable volume of concrete required, our mobile batch truck provided a consistent quality of concrete to this very remote location. Bear Creek Contracting is very proud to have been involved with this project.” All-West Glass Terrace Ltd. provided aluminum entrances, aluminum windows, a custom wood window, and steel interior doors for the terminal. The entrances and windows were fairly standard, says estimator Keith Fell, with the exception of the oval-shaped wood window. “The biggest challenge for us was the distance our installers had to travel in order to do the job,” says Fell. “It can be very costly if you don’t account for all the required materials and tools. A lot more time went into planning to ensure they had everything they needed. But the community now has a beautiful new facility that will make travel more convenient.”
Kitamat Iron & Metal Works Ltd. was responsible for the fabrication of the terminal’s structural steel, bike rails, and handrails. As manager Peter Lazenby confirms, the end result is “a very appealing terminal building that is sure to make a lasting impression on tourists visiting the area.” McElhanney Consulting Services Ltd. was responsible for overseeing the design of the road and ferry
compound. The road and compound construction portion of the project involved about 50,000 cubic metres of unsuitable material excavated and placed on site; 40,000 cubic metres of rock blasted and placed; 15,500 cubic metres of road construction materials for the road base; and 2,000 cubic metres of asphalt barged to the site and placed. Despite the challenging conditions presented by the terrain and the
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remote location, the team worked together to produce a successful end result, shares Mark DeGagné, civil engineer of record for the project. “The design turned out really well; our assumptions were fairly reasonable. Through some innovation and assistance from the Ministry of Transportation and Infrastructure, we came up with an asphalt design that turned out really well,” says DeGagné. “With this new terminal the community will be able to get on the main route between Prince Rupert and Port Hardy, for a more consistent service.”
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SNC-Lavalin’s Al Winning was also pleased to be a part of the Klemtu project as construction manager and owner’s representative; he even became a temporary resident of the coastal community for the project’s duration. The on-site construction team often endured very inclement, challenging winter weather conditions, yet the entire project was completed on time and on budget, he says. “There were two major contracts: a marine contract (the marine structures, ramp and wing-wall) and an uplands contract (the roads, terminal building). Two quite distinctive operations on the go,” says Winning. “There were a lot of really good people who worked on that job site. The entire project was completed without a lost-time accident and we had no major issues concerning safety, the community, or the environment—and they got a nice project. It was quite a memory.” Since the project’s completion in August 2011, the terminal has earned a Northern BC Building Excellence Award in the Community Institutional category, as well as the Judge’s Choice Northern BC Building Best of Show Award. Another notable award the project has received is a 2012 Premier’s Award for Innovation and Excellence. From the outset of the Klemtu Ferry Terminal project, the community was fully supportive and welcomed the project team into the remote village, reflects Hallas. It was this support, he continues, that ensured project success.
“The Ministry, BC Ferries, and all of the construction companies, consultants and partners involved in the project are proud of this job,” says Hallas. “All those involved worked very hard in delivering a great finished product that will be part of the Klemtu community for years to come.” Footnote: 1 Violet Neasloss at 97 is the last fluent speaker of the southern Tsiamshian dialect. Q
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Community commitment, comfort and care New Fort St. John Hospital and Peace Villa to improve health care in Peace River region By Mark McAvoy Fort St. John’s new hospital and residential-care facility is bigger and more efficient than its predecessor, with a design that allows for more comfort and better service. The city of Fort St. John donated a 40-acre green field site to house the hospital and residential-care facility. The old hospital’s acute-care side was running at 104 per cent occupancy. The new hospital is 23,000 square metres, with an emergency department over double the size of the old one. There are now 55 acute-care beds instead of 42, 85 per cent of which are single-patient rooms. “It’s bigger and better and built to today’s standards. It has built-in flexibility and additional capacity that can be added without starting again. If we need more in-patient beds, we can add more on the second floor,” says Michael Hoefer of Northern Health. One
of six health authorities in northern B.C., Northern Health is the largest geographically and serves the smallest population. The Peace Villa replaced the North Peace Care Centre. It’s a residential-care facility that includes two housing units with 123 beds, instead of the former 87. Every bedroom is single-patient and has a washroom and a shower. The project, which cost $301.8 million, was a public-private partnership (P3) between Northern Health and ISL Health. Northern Health commissioned ISL Health to work with them to design, build, partially finance and maintain the facilities for 30 years. Northern Health provides all the health and medical services, while ISL Health takes care of maintenance and the replacement of equipment. B.C. requires P3s to comply with the Wood First Act, which means wood
must be the primary building material used. The residential-care beds are built entirely out of wood from B.C.’s north. “The lumber came from Fort St. John. Then the assembly of the panels and pieces was done in Prince George, and shipped back to Fort St. John,” explains Hoefer. The building is also up to LEED Gold standards. Approximately 20 local construction companies helped build the new facilities. Lee Bedell, of DGS Astro Paving, says they used a gravel base made up of 60 per cent recycled asphalt and 40 per cent pitrun. “We blend and crush these two materials to a 25mm WGB specification. The benefit of this is [that] we mine less gravel from the pit,” explains Bedell. “We also used 15 per cent recycled asphalt in the asphalt mix itself.”
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This allowed DGS Astro Paving to reuse gravel and oil, thus reducing its carbon footprint. Laying the base for this project could only be done in summer because of the weather. That, and having to work around other contractors, gave DGS Astro Paving a short time-span in which to finish their work. They brought in crews from out of town and finished their work in about five months, Bedell says. Construction seasons are typically short in the north because the ground doesn’t
defrost until as late as May. But in this case, an electric blanket was used to keep the earth warm and construction was able to commence earlier in the spring. “We had a group of constructors and architects who really wanted to apply best practices,” says Betty Morris, northeast COO of Northern Health. Northern Health and their consulting team of engineers and architects paid a lot of attention to which departments needed to be placed beside each other. The birthing centre is located near emer-
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gency in case patients require emergency C-sections; the intensive care unit is situated between emergency and the operating rooms. “The success of this project has been around very careful placement of some of these clinical areas,” states Morris. The project was built with expansion in mind. The Peace Villa is situated so that a third house could be added. In the acutecare hospital, consideration was given to which departments—for instance the birthing centre, emergency and ambulatory care areas—might need to expand in future. These departments are situated along the perimeter of the hospital. “Whenever you start a project like this, quite often it grows in scope and cost. We contained the scope so it did not expand past what we had budgeted for. We contained the budget, and what our partners did was stay on time. It was always our wish to remain on time, on budget, and in scope. We achieved all three,” says Morris. “This is the first full hospital replacement of this size in the north,” said Pat Pimm, MLA for Peace River North, in B.C. Premier Christy Clark’s July 12th 2012 press release announcing the official opening of the facility. “The new hospital and Peace Villa will provide Fort St. John and the surrounding communities with quality health-care services for years to come.”1 “The new hospital and residential-care facility will provide new and expanded patient-care services for Peace River North, and help meet increased demand in the future for health services,” said Peace River South MLA Blair Lekstrom in the July press release. “This project is an important part of the broader regional network of facilities, which includes Dawson Creek and District Hospital, aimed towards improving health-care delivery in the Peace River region.” FOOTNOTE: 1 Online: http://www2.news. gov.bc.ca/news_releases_20092013/2012PREM0093-001005.htm Q
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Bringing up builders BCCA offers key programs and initiatives to help you staff your firm Submitted by the BCCA With industrial and commercial projects in full swing in some regions, British Columbia’s construction sector appears to be ramping up once again. While reports indicate that B.C.’s apprenticeship completion and graduation levels among construction professionals are on their way up, the heightened construction activity combined with mass “baby boomer”-era retirements is causing a strain on the current labour market in our region and sector. What’s emerging is a lack of experienced and middlemanagement workers who have the expertise which powers our organizations. This expertise comes from years of onsite experience. It is invaluable and tough to duplicate; as such, many construction companies are under a great deal of pressure to find the right skilled candidates. The lesson? Effective businesses must have their personnel planning well-in-hand. This can involve bringing in qualified workers from a variety of sources, and developing an apprenticeship, mentorship or training structure to ensure that you have the staff available to support your longterm objectives. The British Columbia Construction Association (BCCA) has developed three programs which connect employers with the skilled workers they need. Whether those workers are developed within members’ organizations or elsewhere and brought in on a temporary basis, these programs can directly help you to develop your staff and your personnel structure.
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STEP For more than six years, the BCCA has run the Skilled Trades Employment Program (STEP), targeted at entry-level positions in the industry. STEP assists Canadians who are not eligible for Employment Insurance to develop their skills, certifications and find opportunities for work in the skilled trades. This program’s strong history and “connector model” serves as the base for many of our programs; STEP staff bring employers and workers together, finding the best possible fit, supporting both sides through the training process and removing any barriers to employment. The program’s Trades Employment Specialists work with both businesses and workers to determine their needs, and then follow up with strong, screened candidates. STEP is a resource to support businesses in the process of hiring and training workers in-house, creating new careers in the skilled trades and ensuring the business has the staff with the necessary skillsets. Alternatively, STEP can work with you and your existing employees to bring them into the formal certification process. STEP is a no-fee program which, aside from being a boon to your human resources department, can also assist by identifying tax and business incentives which can further the return on your investment. A note of caution: without the expertise from more experienced workers, these entry-level positions may be tough to support. Each business and each city has differing variables which influence employee retention; it is the responsibility of each owner or manager to identify workers who are able to
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train, support and supervise employees, and who may be suitable for higher-level positions. These experienced workers are vital to any organization—and many organizations find these workers difficult to source and to retain. For more information on STEP, visit http://www.stepbc.ca/. SKILLCENTRAL JOB MATCH INITIATIVE BCCA’s brand-new SkillCentral Job Match Initiative looks to unemployed individuals throughout the province who may have the experience and expertise to suit employers’ project and business needs. By assessing workers, working to align new training courses with employers’ specific job requirements, and supporting employers who are willing to provide on-site training opportunities for new hires, SkillCentral extends your ability to hire and/or develop qualified workers in keeping with your needs. This program has no fee to either party; only a commitment to hire the participant. To find the best possible workers and opportunities, the STEP and SkillCentral programs start local, maximizing opportunities in the project’s geographic area. When those resources are exhausted, the BCCA can look past the city limits to the provincial and regional level; then, if the expertise can’t be found at home, we look beyond our borders. For more information about SkillCentral, visit http://skillcentral.ca/.
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FOREIGN SKILLED WORKERS If you can’t track down capable, qualified workers in your area, the Foreign Skilled Workers BC (FSWBC) program connects you with tradespeople and professionals from outside of Canada with the education, experience, and qualifications to keep your current and upcoming projects up to your expectations. Recent trips to Ireland and Scotland have equipped the FSWBC database with more than 2,000 CVs from experienced workers interested in working in British Columbia for 12 months or more. The team can work with you to bring these workers in—legally, equitably, and in a timely manner—and that includes assisting you with the hiring and immigration process. With these employment solutions in mind, take a look at your team. If your hiring practices aren’t getting the results you want from the current labour market, start planning today: consider connecting, training, and supporting new careers, and ensure that you remain accountable for your own future. For more information on the FSWBC program, visit http://www.fswbc.com/. The British Columbia Construction Association is a non–profit organization which acts as the provincial voice of firms active in the industrial, commercial, institutional, and multi-family residential construction industry. Visit http://www.bccassn.com/ for more information, call 250-475-1077 or fax 250-475-1078. Q
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Community Futures – Fraser Fort George boardroom interior.
B.C. Construction Association-NORTH
You choose; you save. In today’s world, there are many programs on the market that focus on energy efficiency. The LiveSmart BC: Small Business Program is one such program and has been designed to exclusively serve the interests of small businesses. An initiative of the provincial government, the program is intended to help small- and medium-sized businesses reduce their energy consumption while reducing carbon emissions across the province. Through the free service of a Business Energy Advisor (BEA), local businesses are able to reduce energy consumption through technical, operational and, perhaps, behavioural modifications. Many local operations, such as Prince George’s Treasure Cove Hotel, have taken advantage of the well-incentivized program. The hotel successfully met the program’s criteria—a business must be for-profit, located in B.C., be privately owned and operated, have commercial utility accounts, and spend less than $50,000 per year on electricity—and qualified for the free service. “Being a relatively new company with young staff, we are always looking to take advantage of new programs and technology which can help reduce our carbon footprint, as well as increase profitability,” says hotel operations manager Nigel Rimmer. “The Treasure Cove Hotel is also independent and locally owned, which allows us great flexibility to make decisions and implement programs on site.” The LiveSmart program was quite simple to implement, recalls Rimmer, especially with the assistance of the business energy advisor. Once the results of the free on-site inspection were available, the choice, he says, was easy to make. “We ended up replacing almost $15,000 worth of light bulbs. Now we are saving over $4,200 per year in energy costs and are also substantially reducing our emissions (by almost 10 per cent),” he says. “I would recommend this to any business, as businesses involved will save in energy costs each year and eventually it will pay for itself.” Likewise, Community Futures (Fraser Fort George) implemented the LiveSmart BC: Small Business Program over the past year and has experienced similar savings—approximately 10 per cent. The organization that supports entrepreneurs and would-be entrepreneurs found the LiveSmart BC program to be an ideal opportunity not for only themselves, but for their clients as well, says general manager Susan Stearns.
Sorin Pasca (left) stands with Patti Yandeau of Polar Refrigeration Service. Yandeau received a recognition certificate for completing a lighting project.
BEA Sorin Pasca on the job.
Treasure Cove Hotel.
“Community Futures really likes to be a leader and set an example for small businesses,” says Stearns. “Over the past year, because we have used this service, we have recommended this program to our clients as an opportunity for their own business.” As Stearns explains, a large part of the savings was due in part to the introduction of energy-efficient bulbs, a recommendation of the on-site BEA. In Stearns’ opinion, the advisor was a big program perk. “Having the advisor working with us, making it easy, and developing an action plan was great,” she says. “Fundamentally, we’re always looking at ways to reduce our costs. Upgrading to become more energy-efficient just made sense, environmentally as well as in dollar-and-cents.” Many businesses are echoing both Rimmer and Stearns; the business energy advisor consultation is key to the program’s success. The service, itself, consists of a free walk-through energy assessment, followed by advice and directions towards identifying potential energy and money saving opportunities—including lighting, heating, hot water and ventilation. “The BEA recommendations always highlight the most beneficial savings opportunities the businesses may have,” says Sorin Pasca, business energy advisor with the Prince George Chamber of Commerce, “from both the energy reduction and the money savings perspectives. Moreover, the BEA guidance is active through the entire upgrade process, from sug-
Since the program launched January 2011: • The program has served over 9,000 businesses • Over 1,700 businesses have received a free energy assessment • Over 380 of these have completed upgrades • Participants have saved over $6 million in electricity costs • Approximately 106.6 gigawatt hours of electricity have been saved
gesting eligible contractors and products, to submitting the applications for potential incentives and rebates.” As well, the BEAs located throughout B.C. will help businesses apply to various incentives programs, such as those currently offered by BC Hydro and FortisBC, and they will also connect businesses with certified contractors and qualified distributors in order to complete upgrades. Wesco Distribution Canada Inc. is one such distributor who has partnered with the Prince George Chamber of Commerce to supply materials for businesses undergoing the LiveSmart BC upgrades. It is a prospect that the electrical products wholesaler is proud to be a part of, says Josh Devlin, Wesco Distribution branch manager. “The LiveSmart BC program has done a great job of really driving new technology and driving innovation, and it’s been a real win for us to get some market-leading products to end-users with the help of the program,” says Devlin. “It’s putting this technology to use a lot faster than it would if there was no other incentive program out there.”
The LiveSmart BC: Small Business Program is provided in partnership with BC Hydro, FortisBC and the Province of B.C., and tops up existing incentive programs offered by the aforementioned companies. Notably, the LiveSmart program aligns perfectly with BC Hydro’s Power Smart Product Incentive Program, an incentive that helps small business customers be more energy-efficient and save on their electric bill, shares Lisa Coltart, BC Hydro executive director of Power Smart and Customer Care. By combining the two offers, customers are able to not only access the help they need to identify energy-saving opportunities, but also receive rebates for acting on those opportunities and installing more efficient technologies. “Energy efficiency and conservation are the first and best ways to meet our province’s future energy needs, and programs like these will play a big role in helping us get there,” says Coltart. “LiveSmart BC’s Small Business Program is a great pro-
gram for all small B.C.-based businesses to take advantage of and it really pays off in the long run by benefitting a business’s bottom line. By reducing energy use and associated costs, customers can reduce their operating costs and their environmental footprints.” Depending on a business customer’s energy consumption and location, businesses may qualify for enhanced incentives through the Product Incentive Program, adds Coltart. Cash rebates are available on more than 10,000 energyefficient products ranging from lighting, refrigeration and commercial cooking equipment. Businesses can save anywhere up to $11,000, and participants can receive an additional 10 per cent from LiveSmart BC. FortisBC was also eager to collaborate with the LiveSmart BC program, shares Energy Efficiency and Conservation Commercial Program manager Ramsay Cook, citing the additional value provided to customers as motivation to be-
COMMERCIAL & INDUSTRIAL CONSTRUCTION DESIGN BUILD • GENERAL CONTRACTING • PROJECT MANAGEMENT
B.C. Construction Association-NORTH
come involved. By joining forces with the LiveSmart BC: Small Business Program, Fortis BC was able to significantly increase the rebates available to small businesses who participate in their existing rebate programs, including the Efficient Boiler Program, the Efficient Commercial Water Heater Program, and the Efficiency à la Carte Program. “FortisBC believes that high-efficiency models will lead to lower energy bills and life-cycle costs for natural gas customers, but we recognize that the up-front capital costs can dissuade people from choosing higher efficiency equipment,” says Cook. “Our rebates are in place to help make the decision an easy one. Businesses who install high-efficiency equipment enjoy reduced energy costs and GHG emissions, and a sizeable rebate from FortisBC and LiveSmart BC.” To date, more than 130 audits have been conducted by Pasca in the Cariboo Development Region, and over 40 businesses have decided to complete upgrades. Though last year the program was highly concentrated in Prince George, this year Pasca will focus on including additional communities in the region, such as Quesnel, Williams Lake or 100 Mile House. As Pasca notes, remote communities such as Wells, Barkerville, McBride, Hixon, and Bridge Lake have also been very receptive to the program. “The Province’s $15-million, three-year LiveSmart BC: Small Business Program was designed with small businesses in mind. We are making efficiency upgrades easy and affordable so entrepreneurs can focus on what matters most: serving their customers,” says Brooke McMurchy, program coordinator. “The support and products offered through the program can save businesses thousands of dollars in equipment and utility costs.” “Many small businesses are already participating and are reducing their operating costs and in doing so, are staying more competitive. Upgrades like better lighting, heat and air conditioning controls provide a better environment for customers and staff.” Q
A HEAVY DUTY EQUIPMENT WORK EXPERIENCE AND CAREER AWARENESS PROJECT
“HEAVY METAL ROCKS” 2012
Steering Committee 2012
A GREAT BIG THANK YOU
AJ Safety Centre Ltd. AL Sims & Son Ltd. Atco Structures Ltd. BID Group of Companies Blake Productions Ltd. Brandt Tractor Ltd. Canadian Springs Water Company Cat Rental Store Centennial Foodservice Central Interior Piping & Maintenance Ltd. Chinook Scaffolding Systems Ltd. City of Prince George City of Prince George Fire Rescue College of New Caledonia Columbia Bitulithic (Division of Lafarge Canada Inc.) Finning (Canada) FortisBC Husky Energy IDL Projects Inc. Inland Concrete Ltd. International Union of Operating Engineers – Local 115 Klein & Sons LA Promotions & Tent Rentals Larry’s Heavy Hauling (1990) Ltd. Operating Engineers Training Association PG Portable Toilet Service Ltd. PG Rental Centre Ltd. Parker Pacic Pittman Asphalt, Division of YCS Holdings RCMP Community Policing Ritchie Bros. Auctioneers Sands Bulk Sales School District # 57 School District # 57 – Career Technical Centre Spectra Energy Sterling Crane Sumitomo Machine Sales United Rentals of Canada Inc. Wajax Ltd. Warmac Ventures Ltd. Waste Management Western Canada Fire Protection Western Industrial Contractors Ltd. WorkSafe BC
The Prince George Construction Association is proud to announce that the 8th annual “HEAVY METAL ROCKS” project was a great success. “Heavy Metal Rocks” is a four-day work experience and career awareness opportunity for Grade 11 and 12 students from School District No. 57. Thirty-two students were selected through an application and interview process. On Day One, selected students were given safety awareness training by WorkSafeBC, took the CSTS (Construction Safety Training System) and received certiﬁcation, participated in a tour of Ritchie Bros Auctioneers and were introduced to the many career paths that the construction industry has to offer. On Days Two, Three, and Four, students were given the opportunity to operate a variety of heavy equipment under the supervision of experienced operators. During coffee and lunch breaks, students were provided with a variety of construction related demonstrations. Construction contractors, utility companies, and many other industries in the transportation and resource sectors beneﬁt from programs such as “Heavy Metal Rocks” because they require heavy equipment operators and employees in other related job categories. The event ran from Wednesday, April 25 to Saturday, April 28, 2012.
Corporate Cash Sponsors Platinum
Ministry of Jobs, Tourism, & Innovation Pat Bell and the Prince George-Mackenzie Liberal Riding Association Shirley Bond and the Prince George-Valemount Liberal Riding Association School District No. 57 (Prince George)
BC Hydro and Power Authority Central Interior Piping & Maintenance Ltd. Chinook Scaffold Systems Ltd Columbia Fuels/Parkland Fuel Corp. Enbridge Northern Gateway Pipelines Inc. Fortis BC Klein & Sons Ritchie Bros. Auctioneers Rolling Mix Concrete (B.C.) Ltd. White Spruce Enterprises
School District No. 57 (Prince George)
BID Group of Companies
AL Sims & Son Ltd. Armtec BC One Call Columbia Bitulithic (Division of Lafarge Canada Inc.) Dean Wood Construction Falcon Contracting Ltd. Geotech Drilling Maple Leaf Loading Ltd. Maple Reinders Pittman Asphalt, Div of YCS Holdings Spectra Energy Thompson Creek Metals Company Inc. Bruce Clarke Ray Harpur Jeff Postnikoff
Access Engineering Consultants Ltd. AJ Safety Centre Ltd. BCCA Employee Benet Program Clean Harbors Environmental Services Formula Contractors BC Ltd. Houle Electric Ltd. International Union of Operating Engineers Local 115 John & Mary Row Kode Contracting Ltd. Northern Dispute Resolutions Law Corp. Peterbilt Pacic Inc. Twin Rivers Developments (1981) Ltd.
Tim Power John Row Rory Summers
Ken Morland Doug Borden Herb Conat Iain Elder Del Goodlet Ray Harpur Wayne Kemp Cory Klein Trevor Nimmo Bruce Northrop Jeff Postinikoff Mike Waite Eric Wilson Scotty Raitt Patricia Wilson Rosalind Thorn
Karen Anderson Scott Bryce Herb Conat Jim Crouch Charlie Ellis Jessie Fentie Richard Galan Dave Gaskill Pat Golden Luis Gomez Ernie Gregorash Randy Grisewood Dan Hainstock Rhett Humphreys Jarvis Juneau Wayne Kemp Dave Kidd Gabe Larocque Don Lewis Wayne Lussier Bernie Matthews Don Melanson Jayson Morland Shane Newman Roy Prudin Mike Quarin George Ray Chad Ridler Zach Roller Bruce Stairs Jason Stevens Adrien Tremblay Jim Walske Allan Weller Brian Weycheshen Brian Whalen
The future is infinite Owners can eliminate risk with BidCentral By Jill Schettler
Welcome to the future of bidding. BidCentral is an e-platform that needs little introduction. Throughout the industry, owners, design professionals, contractors and consultants have all heard—or overheard—the term in conversation. And industry buzz seems to be optimistic—specifically for owners. When it comes to the bidding process, the BCCA-NORTH endeavours to align all industry professionals on the same page. That page, or more appropriately, platform, is BidCentral, a suite of products and services that provides a centralized destination for the complete construction bidding process. The first step in this initiative, says BidCentral consultant Steve Sulpher of Infinite Source, is clarification. “I like to distinguish between electronic and online bidding. Electronic bidding can be a fax submission or email, or it could be a PDF form downloaded then uploaded to the owner via the Internet. BidCentral is actually online bidding. The bid form is created and filled out online in the system; there is no download or upload,” says Sulpher. “When we talk to owners about e-procurement, they think they are already doing it—because they post the bid opportunity to a centralized service or they post their bid documents on their website—but these are not complete online bidding systems. BidCentral offers an end-to-end bidding system, from opportunity notice to receiving bids, in a secure online environment.” The intent of BidCentral is to reduce risk in the online bidding process, continues Sulpher. Rooted in industry standards and expertise, it offers a set of user-friendly, accessible tools to help construction owners, general contractors, trade contractors and other stakeholders save time and money. The benefits of such a platform, Sulpher suggests, are infinite. For owners, the key perks include controlled compliance
B.C. Construction Association-NORTH
of bid submissions, tabulated results available immediately, reduced environmental impact, a full audit trail, and reduced costs (such as high distribution costs involved in printing, deposits, tracking planholders, issuing addenda; and paper costs involved in receiving paper bids, late bids, bid compliance, and collating results). And owners using BidCentral report staff time savings up to 60 per cent, compared to their traditional paper-based bidding process, Sulpher adds. In the business of providing solutions, BidCentral offers the following court rulings as a Top 5 risk assessment list for owners who use traditional bidding systems, and pairs each with the appropriate BidCentral solution: Risk #1: Faxed Amendments As permitted by the instructions to bidders, a bidder amended their bid by faxing their amendment to the tender authority. Unfortunately, they sent the fax to the wrong number and the courts ruled the bid non-compliant. Solution: BidCentral’s “Withdraw Bid” tool eliminates faxed amendments and allows the bidder to withdraw and amend their bids as many times as they like prior to closing. Risk #2: Site Visits A contractor missed a part of a mandatory site visit and submitted a bid, only to have the owner declare the bidder non-compliant. The courts upheld the owner’s decision. Solution: BidCentral allows the requirement for bidders to register prior to mandatory site meeting. Bidders missing the site visit requirements can then be barred from bidding and are automatically notified, saving them the time of creating a bid that will ultimately be rejected.
BidCentral On Demand BUILDING THE BIDCENTRAL ON DEMAND NETWORK
Only $10 per month OR $100 annual subscription
Introducing new services to complement your current Enhanced BidCentral subscription. BidCentral On Demand is an online document control and bid management service which allows you to stay ahead of the pack in online tools and resources. This low-cost, easy-to-use, secure subscription based service is ideal for professionals in organizations who require fast, easy and secure bid management and document control services.
Easy Sharing & Control
Expand your Contacts
Easily control and share documents with your entire project team
Use your list of contacts or our comprehensive indexed database
Online Bid Submission
Securely receive tabulated bids online
Automated notifications reduce claims resulting from errors or omissions
System Reports & Logs
On Demand Dashboard
Know exactly who saw what, and when
One access location for all projects
Find more online at www.bidcentral.org/ondemand NorthWORKS 2012-13
Risk #3: Amended Bid Forms Because of changes during the bidding period, the owner issued a revised tender form. The low bidder, with two bid forms on their desk, submitted their bid on the original bid form and was declared non-compliant. In this case, the bidder lost a job and the owner had to pay more for the work. Solution: Bid Central’s flexible form options allow the owner to make necessary changes to the bid form. Because there’s only one form for the work, everyone works from the same bid form. Risk #4: Mandatory Attachments The owner required bidders to include a 10-page attachment of prices in their bid. The bidder completed the attachment and submitted the bid on time. The owner declared the bidder non-compliant because the attachment only had nine pages. With no ability to verify the submission it was the bidder’s word against the owner’s. Solution: Every bid submitted through BidCentral is copied and stored with a third-party verification firm. If there is a dispute about the contents of a submission, the third party can verify the exact contents of every bid. Risk #5: Mandatory Alternate Prices The owner issued an addendum requiring the submission of alternate prices for two different items; however, they neglected to include an amended bid form with the requested alternates. The unsuccessful bidder sued the owner for awarding to a non-compliant bidder. Because both bidders were non-compliant, the courts ruled there was no legal remedy to overturn the owner’s decision. Solution: BidCentral’s bid form provides option to enforce alternate prices. Bidders cannot submit bid until mandatory prices are provided. BidCentral comes complete with other innovative features, Sulpher says. As an example, the tools available to each user are determined by the user’s permission level and role within the project. Also, the drag-and-drop upload and automatic electronic updates make distribution of bid documents fast
FARR FABRICATING (1985 ) LTD. 4912 Hart Highway Prince George, BC V2K 3A1 Phone: 250.962.5887 • Fax: 250.962.0314 Email: email@example.com www.farrfabricating.ca
B.C. Construction Association-NORTH
and easy, and automated error handling throughout the process is designed to eliminate completion errors by the bidder. For bids requiring a public opening, the bid report can be made available to all bidders the instant after closing the bid— and can be viewed online, printed, or opened in a spreadsheet for immediate bid analysis. For security measures, a complete copy of the bid, bid bond and attachments are authenticated by a secure third party, and following the bid closing, all submitted bids and documentation are copied to microfilm (500year storage life) and removed to a secure storage vault. BidCentral offers a no-risk approach for interested parties who are interested in trying the system. First, a one-hour demonstration of the product is conducted in the interested party’s offices. The next step is to run a mock tender and after that a live pilot tender, followed by the implementation of an application. The final step, as Sulpher shares, is for clients to reap the benefits. One such client is the City of Prince George, which has processed many small, medium and large construction projects through BidCentral. “In each case, the system worked flawlessly from start to finish,” affirms Scott Bone, supply and fleet services manager with the City of Prince George. “We particularly like many of the features that support bidders, to ensure that they enter data correctly before proceeding to next steps.” “Our acceptance and use of BidCentral was due to the significant commitment and support from BidCentral along with the B.C. Construction Association-NORTH. Moreover, our initial testing of the systems clearly showed that it’s supported by significant technical expertise and adheres to industry standards—that was a key contributor to our decision to adopt online bidding,” Bone states. The City monitored and measured the effectiveness of the online system; results in staff resources and other related costs to manage a construction tender have been reduced significantly. “We have recognized a 60 per cent reduction in staff time as a result of the implementation of BidCentral, which has been a welcome opportunity to shift resources to other important activities,” Bone says. “We saved approximately $9,000 in printing costs for a major project given that we no longer need to present bidders with bid documents or drawings.” The City of Prince George continues to use BidCentral for all construction projects. “The functionality, along with the security of the system, has resulted in the City achieving significant efficiencies not only for the owner, but also for the contractors and subtrades throughout the online bidding process,” he says. “The City surveyed the contractors who have used the system. Respondents indicated that ‘it’s about time’ a system like BidCentral has been developed,” Bone says in conclusion. Q
BC Construction Safety Alliance – your resource for construction safety
Left to right: Nigel Sagalon and Krystle Bluhm at the Maple Reinders site lunch.
Submitted Alicia Brady-Deaust – Communications Manager, BC Construction Safety Alliance
COR-certified contractors pose for a photo during the BCCSA Contractor Breakfast held in August 2012.
2012 was an exciting year for the BC Construction Safety Alliance as we, like the industry we represent, built on our strong foundation and moved forward as the primary voice for construction safety in British Columbia. We continue to find ways to provide straightforward, practical, and direct services that will help employers be safe in a potentially dangerous industry. In particular, the BCCSA stepped up the development and delivery of direct on-site services. The following is a review of the highlights of the 2012 year. We certified more companies in the Certificate of Recognition (COR) program, which is becoming increasingly recognized by companies, organizations, and purchasers of construction as an important tool for ensuring safe worksites and demonstrating a strong commitment to safety overall. Also, as part of the program, the BCCSA helped COR-certified companies save hundreds to thousands of dollars on their annual WorkSafeBC assessment payments. We delivered with initiatives that include regional safety coordinators (RSCs) who routinely visit contractors to answer questions, provide advice and assistance on developing safety programs, and talk about how to take advantage of our COR program. I frequently hear how glad employers are when they discover that the safety expert at their door is there to help, no strings attached. This reassurance—that we are about pre-
Maple Reinders held a safety “lunch’n’learn” on a project site in Prince George.
vention and assistance, not enforcement—is an important reason why growing numbers of our members are asking when a RSC can come to their jobsite. To contact the BCCSA regional safety coordinator for northern B.C., please visit https://www. bccsa.ca/safety-consultation.html. We provide companies with personalized consultation through our injury management service, which guides contractors as they help injured employees get back to work. As anyone who has ever had to manage the human and financial costs of a workplace injury can attest, having access to an expert who is able to help them navigate the system can be very beneficial. An ongoing component of BCCSA’s work is working with regional partners like BCCA-NORTH to spread the safety message and make direct connections with members. In 2012, this took the form of regional education sessions, meetings with various construction associations, and sponsorship of events aimed at raising awareness of the importance of workplace safety and the BCCSA’s member services. As a proud partner of BCCA-NORTH, we hope that in 2013 you will take advantage of the many added safety programs and service offerings the BCCSA can provide. Additional details about the BCCSA programs and services are available at our website: www.bccsa.ca. Q
Good as gold Prince George hosts northern B.C.’s first Gold Seal project By Jillian Mitchell Spanning an entire city block, the new Royal Canadian Mounted Police (RCMP) municipal detachment is a striking presence in the heart of downtown Prince George. Part of a city-wide initiative to build a clean, green and safe downtown, the project itself has met many standards of excellence but perhaps, most notable, is its recognition as northern B.C.’s first Gold Seal project. Budgeted at $39 million, the twostorey 63,560-square-foot building is scheduled for completion by October 2013. Upon completion, the building will contain 20 holding cells, exhibit and record storage areas, a vehicle examination bay, services bay and crime analysis lab, as well as areas for general duty, traffic, and investigation, victim services, community policing, locker rooms and front reception. In an effort to be both clean and green, IBI Group designed the concrete-steel facility to achieve LEED Gold certification and have incorporated the use of regionally responsive natural materials (wood), an aquifer for cooling, exterior solar walls to preheat makeup air, an interior living wall for air purification, and tandem solar chimneys. The city of Prince George indicated that the new building will be 90 per cent larger than the existing space, but will only use 10 per cent more energy than the current building. Prior to the project’s start date, Maple Reinders facilitated a partnering agreement with the project’s consultants and the city to proudly construct a sustainable, municipal police facility that sets a new standard for downtown Prince George. It seemed only fitting to project manager Phil Long that this project seek Gold Seal status. “We basically have a policy of treating people the way we want to be treated,” says Long of the Maple Reinders mandate. “We thought it would be good to have a facilitated partnership agreement for the good of the project. Everybody should receive a fair profit and a fair product—and Gold Seal just fit.”
B.C. Construction Association-NORTH
The new RCMP building is a Canadian Construction Association Gold Seal promoted project, continues Long, and it is a real dedication to the industry. To request Gold Seal status, Maple Reinders forwarded an application to the CCA’s National Gold Seal Committee, which had no reservation to giving the project the green light, recalls committee member Terry Brown. “The project is re-energizing a section of Prince George that was in need of new infrastructure,” says Brown. “It’s located in the downtown core, which will better serve the community. And it is architecturally well-planned; it is a beautiful building.” As the Gold Seal committee member insists, there’s a need for major parties (the owner and the contractor) to get together and understand the value-add of calling a project a ‘Gold Seal project,’ as it will raise the professional image of the industry, while at the same time recognizing construction management excellence. “Gold Seal is a way to showcase the expertise but also adds value to the project. Maple Reinders and their subtrades are collectively striving to continue the professional development of the junior members on that jobsite,” he says. “As well, it showcases that the owner and the contractor are doing their part to support this sector of the industry and support continuing education, providing opportunities for younger leaders to grow.”
e recognize that the new RCMP headquarters project is running along very smoothly, due to the qualifications and experience of the key supervisors that the general contractor has brought to the table. We were looking for a facility that would set a certain impetus for other developers to follow, and we’re very happy that it is going to be a showcase building in the downtown. We’re getting compliments from the public regarding the look of the building and the downtown core.” ~ Greg Anderson, civic facilities manager in the Public Safety & Civic Facilities Department
he BCCA supports Gold Seal certification and agrees with the CCA that there is not one solution, but a comprehensive and well-thought-out approach to addressing our industry needs. At the same time, our industry must look within to ensure ongoing excellence in our current workforce. The Gold Seal Certification program is one example of this, and why the CCA continues to run this great program. Our expectation in the coming years is to see growth in certification, as the industry continues to recognize the importance of Gold Seal as it relates to human resources and professional development. To see this RCMP project in Prince George completed under the Gold Seal Program is a great achievement, as it complements the excellence in our industry that we are striving to accomplish. In closing, the BCCA would like to thank Maple Reinders Inc. and their staff for a job well-done.” ~ Patrick Waunch, BCCA chairman; president and CEO of Rambow Mechanical Ltd.
he Gold Seal designation for the new RCMP Municipal Facility is a mark of pride for the City of Prince George, general contractor Maple Reinders, the Prince George Construction Association, the B.C. Construction Association-NORTH and the Canadian Construction Association. These five partners wholeheartedly committed to the objectives of a Gold Seal Project during the project’s duration—to promote Gold Seal certification and demonstrate excellence in construction management while showcasing professionalism and enhancing the image of the construction industry. The BCCA-NORTH is incredibly proud of these leaders in excellence, as they continue to demonstrate a passion for education, safety and professionalism in the construction industry.” ~ Rosalind Thorn, BCCA-NORTH president
The intent of a Gold Seal project, explains Stephanie Wallace, CCA’s Gold Seal Program manager, is to raise awareness of the program. Contrary to popular belief, notes Wallace, a Gold Seal project does not require all management to be certified prior to commencing the project; but rather, that those who can be certified throughout the life of the project are certified. “The CCA is a big supporter of trying to uplift that image of the construction industry, making people aware that we have a lot of intelligent, professional people in our industry,” says Wallace. “By gaining certification, and highlighting projects [through the Gold Seal Certification Program], it helps bring the industry to a whole different light. Gold Seal projects send a message to the newcomers of the industry that there is a certification for them that will highlight their professionalism.” Wallace is quick to credit Maple Reinders for their support of the Gold Seal program, noting that their involvement as the RCMP project’s general contractor made it a perfect fit to become a Gold Seal project. “The facility, as I hear, is a welcomed facility in the area,” adds Wallace, “and hopefully the Gold Seal project can raise a lot of awareness for the program.” Indeed, the citizens of Prince George and surrounding area are eagerly anticipating the facility. In equal anticipation is Prince
George Mayor Shari Green, who comments that this level of professionalism, specifically promoted through Gold Seal, only adds to the confidence of the team and the quality of the building. “The new RCMP headquarters is probably the biggest government infrastructure project in Prince George in quite some time. Certainly, it is one that everyone is watching, and again it’s certainly going to contribute to the changing face of our downtown,” says Mayor Green. “I think people are really impressed with the quality of the work, the cleanliness of the site, the ontime-on-budget: all of those things are important and it’s really being delivered well. Everybody has been very committed.” Q
Sales Representative Northern BC-Yukon T 250 562 7853 F 250 562 8322 M 250 613 2243 H 250 964 3944 E firstname.lastname@example.org
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Dulux Paints 1602 Ogilvie Street Prince George, BC V2N 1W9 www.dulux.ca
Building health and tradition: Yunesit’in Health Centre By Mark McAvoy
When a community grows, so, too, must its health centre. The new Yunesit’in Health Centre was completed in October 2012, built to provide better health services for the Yunesit’in community. The new centre is three times the size of the old one. Among other things, it features workshops for diabetes and arthritis, youth services, a community kitchen, and a community health room. A doctor and nurse practitioner each visit twice a month. “We had a smaller health building [before] and our staff were kind of scattered in the community. This helps us put all services under one building. This is a central hub now,” says Bryan Yellow Horn, health director for the Yunesit’in Health Centre. “The centre’s design is based on traditional First Nations shelters. It kind of goes with the landscape and it kind of goes with our understanding that everything comes in circles,” says Yellow Horn. The health centre’s design is based from a post-contact dwelling structure with a central gathering area and two tents on either side. The tents are supported with a log frame and are tied to the ground with ropes. The gathering area has a fire pit, with a portion of the top area open to allow smoke to escape. Architect Dave Kitazaki from David Nairne + Associates Ltd. (DNA) was told by a Yunesit’in elder to design a centre that would be a contemporary take on their traditional
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dwellings. Kitazaki based his concept off of several barns in the area. “They gave me four images in total. I prepared three design options for them; one was pretty literal which they didn’t like. The client chose a very contemporary, abstract version of their traditional post-contact dwelling unit,” says Kitazaki. The client said early on they did not want to have to do a lot of maintenance on the building. The design response was to slope the exterior wooden walls under the metal roof, to reduce sun and rain exposure. Although the building is not a LEED-registered project, the building was designed to be very energy-efficient, requiring minimal energy to operate and using durable building materials that require little maintenance. The general contractor, Preview Builders International Inc., took extra measures to keep the job site environmentally friendly, recycling materials whenever possible. The centre uses an air-to-air heat pump system. Air-source heat pumps use a refrigerant system to take heat from outside air and release it inside during the winter; during the summer, it takes in cold air and releases that, instead. The centre also has heat-recovery ventilation that recycles warm air and takes it back inside before pushing it outside. The lighting inside is fluorescent, with a low-power factor and high-efficiency percentage. The exterior lighting is all LED.
The parking lot has nine pedestals with receptacles for car heaters, and each one has an LED light built in for visibility. The covered canopy along the front of the building, on the south side, provides sun protection and reduces heat gain in the summer, reducing air-conditioning costs. The building has very durable commercial-grade building products and materials designed to last for the life of the building, without much upkeep. The building was actually designed with a band administration office in mind, but the Yunesit’in government decided building community housing had priority, which pushed the construction of the band office into the future. The mechanical and electrical systems are sized so they can simply be extended when the band office is added. “The Health Centre is a beautiful building,” says Charline Giesler, project manager from Preview Builders. “The exterior finish is hardie board, with cedar tongue-and-groove soffting under its plentiful covered balcony and vestibule.” Preview Builders employed a number of the local members from the Stone band as carpenters, construction safety officers, and labourers. Preview Builders sees it as a positive experience for both parties because it inspires pride in a job well-done. This was not the first time Preview and DNA have worked together—this project is the second of three health
centres they’ve built together. The two firms previously built a health centre for the nearby Tl’etinqox-t ’in band and they are currently building one in Fort Ware. Neil Gerrior, electrical supervisor from Burgess Plumbing Heating and Electrical Co. Ltd., says the centre should bring more structure and scheduling to B.C.’s north— something he feels is lacking. Burgess installed the electrical and mechanical systems for the centre. Burgess installed an addressable fire alarm system, which means every detector has its own physical address. If there’s a fire, the detector will show exactly where the fire is located. Yellow Horn is happy with how the project turned out. “It provides health services and preventative health services to community. It’s fine for us for now,” says Yellow Horn. Q
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COCA looks after your WorkSafeBC interests Submitted by Grant McMillan, COCA President The Council of Construction Associations (COCA) represents most of British Columbia’s construction associations (16 in all) and acts on behalf of the construction industry in WorkSafeBC (WCB) matters. COCA works to present a united front and a systematic approach to WorkSafeBC issues. Our industry was assessed over $240 million for the 2011 year by WorkSafeBC. The average assessment rate for the construction industry has been reduced to about half of what it was 20 years ago, when COCA began. There are, however, risks of significant increases in assessment rates after 2013 due to the negative impact of the global financial weakness upon the WorkSafeBC investment portfolio. There are also risks of rising costs to the workers’ compensation system as a result of possible legislative and policy changes after the 2013 provincial election. COCA initiates and responds to legislative, regulatory, policy and practice issues within the workers’ compensation system in B.C. COCA also assists individual contractors with their WorkSafeBC concerns. The member associations that fund COCA encompass contractors from every sector and from every size of company. The COCA chairman is Ken Farey of Campbell Construction. The 2012 year saw a number of WorkSafeBC changes that affect the construction industry. A summary of activity/issues follows:
1. The provincial government has passed a legislative amendment to the Workers’ Compensation Act that ends the over-compensation of workers who are in an apprenticeship program.
COCA actively lobbied for this change over a number of years. The old system over-compensated apprentices who are on workers’ compensation. Under the old system, after 10 weeks, the apprentice had his wage rate increased to the much higher journeyman level—usually doubling the wage rate! With the passing of this new amendment to the Act—effective July 1, 2012—workers in apprentice programs will be compensated in the same manner as other workers in BC. Construction employers will save significant money.
2. The government has passed an amendment to the Workers’ Compensation Act that provides compensation for a gradual onset mental disorder. COCA opposed this legislation and met several times, over six months, with the Minister of Labour and her deputies to explain why the legislation should not be passed. Previously, stress was compensable only when it was the result of a traumatic incident at work. The government’s legislation on stress will add considerable costs to the government itself. Public-sector unions are likely to be the major beneficiaries of this legislation. The construction sector will also have higher costs—as will all other privatesector industries. COCA’s reasons for opposing the legislation included: • The extreme difficulty of separating the non-occupational causes of stress from the occupational causes. • The difficulty of adjudication, given the wide variety of laws that protect the privacy of the individual and—in particular—the medical, legal and financial records of the individual. Yet the causes of stress may be related to the individual’s
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medical condition, legal difficulties or financial hardships. • Family and relationship tensions and problems that are common causes of stress—but are very challenging to prove or disprove. The Minister and the government nonetheless passed the amendments. Subsequently, because of employer concerns, some changes were made to the Bill: First, the compensable condition is now described as a “Mental Disorder” instead of “Mental Stress”. This requires a diagnosis that fits within the standard medical manual that is used by the American Psychiatric Association. Second, the word “predominantly” has been added, so that the condition must be “predominantly caused by a significant work-related stressor”. Third, the condition “must be diagnosed by a psychiatrist or psychologist” instead of just the worker’s own general practice doctor. The legislation came into effect on July 1, 2012, six months after the government had intended to have it in place.
3. The WorkSafeBC Board of Directors has changed the current experience rating limits for the construction industry to the 50 per cent discount and the 100 per cent surcharge system that has been in place for all other industries in B.C. since the year 2000. When the decision was made to change to the 50/100 per cent limits, COCA then lobbied for a reasonable period of transition. The WorkSafeBC Board of Directors has decided on this transition plan: YEAR % Surcharge Max % Discount Max 2012 33.3 (no change) 33.3 (no change) 2013 45 37.5 2014 60 42 2015 80 47 2016 100 50
This five-year transition—as requested by COCA—will allow time for companies to refine and improve their safety and return-to-work programs.
4. The assured grounding issue has been resolved. The issue arises because the cities of Surrey and Victoria do not accept the use of an assured grounding program. Only the use of GFCIs is accepted. The solution required discussions with two Crown agencies. Discussions with the BC Safety Authority resulted in a new information bulletin and a new directive. Discussions with WorkSafeBC resulted in a revised guideline to the OHS regulation that covers this area. The request was based on the need for improved flexibility while safeguarding the workplace. The revised guideline, which provides improved clarity and flexibility, has been produced and is now available at: http:// www2.worksafebc.com/publications/OHSRegulation/GuidelinePart19.asp#SectionNumber:G19.15_1. The key component within the guideline is that it clarifies when the contractor may chose to use an assured grounding grogram (AGP). COCA’s request was to provide clarity on the use of locking electrical receptacles—those designated L5-15 or L5-20—and not included within the wording of CSA Code Rule 76-016. The guideline provides this clarity. The effect of the guideline is that a locking receptacle does not come within the scope of CSA Code Rule 76-016, and therefore does not require a special permission for its use.
5. COCA is lobbying for a change in the way that assessments are calculated for principals and shareholders of companies. Currently, dividends are included in assessable payroll if the owner/shareholder is active in the company. COCA wants WorkSafeBC to exclude dividends from assessable payroll. The owner/shareholder’s T4 and T4A amounts would be assessed, up to the maximum wage established for that year. T5 amounts (dividends) would not be assessed.
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Compensation payment would be based on the principal’s T4 and T4A amounts and would not include any dividend amounts. This change would mean that the owner/shareholder would be able to choose the appropriate salary level. The value that resides in the company could, at the principal’s discretion, be paid as dividends. WorkSafeBC has included this COCA issue in their 2012-13 Work Plan.
6. COCA has been successful in suspending a conflicting set of regulations relating to system scaffolding that had been causing problems for contractors. There is an inconsistency between the WorkSafeBC Regulation and the CSA Code of Practice. The CSA guideline calls for a top rail height of 39 inches, plus or minus three inches. The WorkSafeBC Regulation requires a top rail height of 40 to 44 inches. Most scaffold systems in all industry are built to the CSA guideline. This affects hundreds of scaffold systems throughout B.C. The issue has now been successfully resolved with a new WorkSafeBC guideline.
7. COCA has published 12 columns on WorkSafeBC issues in the Journal of Commerce to date in 2012, including the most recent “Indicators of a problem in a WorkSafeBC claim,” which was published on September 12, 2012. For further information, contact: Grant McMillan President, Council of Construction Associations Tel.: (604) 241-7667 • Email: email@example.com #138 –5751 Cedarbridge Way, Richmond, B.C., V6X 2A8 Q
COCA Accumulated Savings 1992 to 2011 – $522 Million Source of Saving Millions of Dollars Scaffold Regulation $14 Admin formula $120 * Fatal Benefit calculation $42 Interest calculation $15 Amendments current $135 ** Amendment long term $100 TCP Regulation change $23 Young Worker Reg. change $5 GFCI change $68 TOTAL SAVINGS $522 * Accumulated total for WSBC change in accounting practice for 1992 to 2011, with $6 million per year in savings. WSBC used to attribute administrative costs according to the number of inspections. COCA convinced WSBC to change to a system of time allocation. The difference is significant because large numbers of inspections can be done in a short time on a construction site. ** Accumulated total for Workers’ Compensation Act amendment savings for 2003 to 2011, at $15 million per year.
This list does not include the many regulatory and policy changes that are difficult to quantify, such as the 2010 changes permitting the use of wire rope guardrails and swingstages with an Engineers’ design, instead of the costly WorkSafeBC Variance process or the 2011 change to a more effective way of collecting traffic cones on the highway.
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EMAIL: firstname.lastname@example.org TOLL FREE: 1-800-731-9444 PHONE: 250-564-9444 FAX: 250-563-7121
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Assisting employers with Workers’ Compensation issues Employers’ Advisers provide independent advice, assistance, representation and education to employers, potential employers and employer associations concerning workers’ compensation issues under section 94 of the Workers’ Compensation Act. In fulfilling this mandate, Employers’ Advisers: • Assist and advise employers, potential employers, and employer associations in understanding, working and complying with WorkSafeBC issues in claims, assessments and prevention. • Respond to inquiries about workers’ compensation legislation, decisions, appeals and related matters in claims, assessments and prevention. • Prepare submissions on behalf of employers to WorkSafeBC, Review Division, Workers’ Compensation Appeal Tribunal (WCAT) and assist employers in cases involving complex legal, medical or policy issues where there is merit. • Conduct seminars and public speaking engagements on occupational health and safety issues, prevention, claims management, assessments and appeals. • Consult with WorkSafeBC officials to review and make recommendations to the policy department, executive and board of directors. This service is available to all employers, or potential employers, free-of-charge.
Head Office: Richmond Tel.: (604) 713-0303 Toll-free:1-800-925-2233 #620 – 8100 Granville Avenue • Introduction to WorkSafeBC & ESB • Joint OHS Committee Workshop • OHS Program Requirements
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Assisting Employers With Workers’ Compensation Issues. Our services are independent of WorkSafeBC and provided at no charge. All information is kept confidential. We Provide: • Prompt personal telephone advice • Information about rights and responsibilities • Assistance to resolve WorkSafeBC issues • Advice on Claims, Assessments, OH+S
• Representation at WorkSafeBC, Review Division and Workers’ Compensation Appeal Tribunal where there is merit • Seminars regarding occupational health and safety, claims, and premium assessments
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Educational Seminars • Accident Investigation • Focus on Assessments • Claims Management Modules one to four • Customized Seminar • Due Diligence for Employers • Emergency Preparedness • Introduction to WorkSafeBC
Gold Seal undergoing new changes The Gold Seal Certification program continues to set the gold standard of excellence in the management of construction, and is undergoing new changes to enhance the certification program across Canada. Through improved communication methods, easier application processes, and enhanced capacity, the Gold Seal Certification is poised for future
growth and heightened awareness of the Canadian construction industry’s premier certification program. Improving Communications One of the primary endeavours that the Gold Seal Certification program has undertaken is improving communications about the program, both internally and externally.
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Head Office 1840 Quinn Street Prince George, BC V2N 1X5 Phone: 250-562-5424 Fax: 250-562-8953 • Cell: 250-612-1095 Email: firstname.lastname@example.org
In order to do this, and help grow the program as a result, the Gold Seal Certification program has worked to improve branding, messaging, and updating the communication vehicles currently being used. On the branding side, small modifications were made to the Gold Seal logo to help modernize it while still maintaining the brand integrity of Gold Seal Certification as a symbol of excellence. The new logo is a cleaner design, and manages to combine the history of the Gold Seal Certification program with new, modern branding elements. The plumb-bob—symbolic of accuracy, diligence, and quality—remains central to the new logo. As Gold Seal Certification is also representative of these elements, the plumb-bob remains a fitting component of the logo. As well, the Gold Seal Certification program has been working to improve its messaging around the program to help simplify what Gold Seal Certification means. A new tagline—“Setting the Gold Standard in the Management of Construction”—was developed as a simple message to help describe the program and why it is the industry’s most respected certification program. New Communications Materials The Gold Seal Certification program has also been working diligently to improve its communications materials and vehicles, including the creation of a new brochure for the program. Once again, the emphasis is on improving the description of what Gold Seal Certification means and simplifying the certifi-
Recognizing Gold Seal Certification Supporters Across the country, there are a number of individuals, firms and associations that actively support the Gold Seal Certification program, whether through assisting in applications, promoting the program, or providing financial support to help grow the program across Canada. Recognizing this, the Gold Seal Certification program developed two new classifications to complement the Gold Seal Champion program, which recognizes individuals who actively support and promote the Gold Seal Certification program. There are now classification levels for Gold Seal Employers (those who employ Gold Seal certified individuals), and Gold Seal Sponsors (industry partners who support the Gold Seal Certification program). There are a number of additional benefits to getting involved in one of these areas. Gold Seal staff looks forward to working with all supporters
to ensure they receive the appropriate recognition for aligning their brand, organization, or name with the Gold Seal Certification program. Growing Gold Seal As always, one of the primary goals of the Gold Seal Certification program is to grow. Last October, a certification agreement between Gold Seal Certification and the Canadian Institute of Quantity Surveyors was signed, allowing CIQS members and Gold Seal Certificate holders to pursue dual certification. For Gold Seal, it opens the door for a broader range of eligible applicants, while CIQS members are given access to the construction industryâ€™s premier certification programs. This new certification agreement also establishes a framework for any future agreements that Gold Seal may pursue. It is another way to grow the Gold Seal Certification program,
which has already certified more than 8,000 construction industry professionals. The new arrangement also comes on the heels of a rebranding effort for both CIQS and Gold Seal. Recently, the Gold Seal Committee identified increased awareness and attracting new applicants as key components of its strategic plan, while CIQS acknowledges the same. The Gold Seal Certification has made some significant strides over the past year in terms of branding, communications, processes and growth. We look forward to continuing on this path, and maintaining Gold Seal Certification as the gold standard of excellence in the management of construction. Visit www.goldsealcertification.com to read more about on-going Gold Seal Certification activities. Q
Getting it done Photo by Leslie Dysonâ€”f2fcommunications.ca
cation details to make it more accessible and easier to understand for industry representatives and the general public. This new brochure is now available for those looking to promote the Gold Seal Certification program in their respective areas. The Gold Seal Certification program was also very excited to launch a brandnew website. In keeping with the modern look of the program, and coupled with the branding elements undertaken by the new Canadian Construction Association website, the Gold Seal Certification website features a more intuitive design, easier access to information, and updated content on everything related to the program. As well, the new website provides greater exposure and recognition for the many supporters of Gold Seal Certification across Canada, including the newly developed sponsorship program which includes Gold Seal Employers and Gold Seal Sponsors.
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Bigger, better, and more convenient By Mark McAvoy There’s strength in numbers. Two separate optometry practices and four different optometrists in Prince George are now operating under one banner. Dr. Michael Dennis, Dr. Julie Louie, Dr. Robert N. Reid, and Dr. John D. Bosdet, from Prince Optometry and Accent Optometry, are now practicing out of the new FYidoctors facility on 841 West Central Street. Beyond the name change, what does this mean for the doctors and their patients? “We have a newer, larger, betterequipped location to serve our patients,” says Dr. Dennis. “It means it’s a central location.” All FYidoctors offices that are built new feature state-of-the-art technology. The new equipment lets the doctors take better pictures of the inside of the eye, which means they can make more diagnoses than they could before.
“Eyes are a portal to the rest of your health,” says Graham Row, president of Crossroads Construction Co. Ltd., the general contractor for this project. His optometrist is Dr. Reid. Some of the new equipment includes an Optomap and an Optical Coherence Tomography (OCT). An Optomap takes pictures of the inside of the eye and goes out 200 degrees as opposed to a regular photo of the back of the eye which only goes 40 degrees. An OCT is basically like an MRI of the retina. It splits the retina into different layers, allowing the doctor to see how the layers interact. It is important in terms of glaucoma care and macular degeneration. Modern technologies are also found in the electrical system installed by T&L Electric Ltd. LED, CFL and highefficient technologies provide premium light output while saving energy.
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“It was a pleasure to be involved with this project,” says Kelly Romanuik, president of T&L Electric Ltd. “The construction and design teams meshed well together to ensure the project was a success in creating a modern facility to serve our community for now and the future.” Dennis says they treat people as far south as Williams Lake and as far north as Mackenzie. Many of the people they serve are elderly, and the new building is more accessible for them. “It is on one level and has handicap parking and a ramp onto the concrete sidewalk. Doors are handicap accessible with operators. Going to the other facility [Prince Optometry], you actually had to go to the second floor. Now you have a one-access, one-level area to come into,” says Row. The design prototype was created by Maxam Design International Inc. Design director Dean Bridges says FYidoctors has been using this design for its flagship locations since 2009. Since big optical companies like LensCrafters and Pearle Vision now often provide eye exams as well as eye products, FYidoctors recognized that to make their business model work they had to drive more eye-wear sales. “We built a large, modern, fashionoriented sales area right at the front, so when you walk in, you think you’re walking into an optical store. In the back of the office, testing equipment would typically be located in small, cramped rooms but because FYidoctors uses only stateof-the-art equipment, we really wanted to feature it,” says Bridges. “Each piece of testing equipment gets a dedicated
room and rooms are open for customers to view.” The prototype offices are designed to use energy-efficient and environmentally friendly materials whenever possible, says Bridges. All materials and products are specified by Maxam and the mechanical and electrical engineers they use. A contractor may want to use something other than what is specified, in which case, typically, they discuss alternatives with Maxam. Row says he enjoyed working with Bridges, and Bridges was available to answer any questions he had. Flooring consultant Walter Funk of P.G. Floor Fashions Ltd. was also impressed with the designer. “It was designed well. We just went according to design specification. They have some offices with high-quality vinyl tile and carpet tile throughout the main customer service area and corridors. It’s quiet, comfortable, smart, and easy on the eye,” says Funk. The building that previously stood in that location was a Blockbuster Video next to a Boston Pizza. The Boston Pizza caught fire and took Blockbuster with it. But Blockbuster didn’t burn completely to the ground and Dr. Dennis says he and the other owners had to go through an insurance company to see what was to be kept and what wasn’t. The north wall was found to have low-risk asbestos insulation. Removing it would be very expensive, so the wall is still being used in the new building. Row says the north wall had to be penetrated so they hired an asbestos company to take some of the asbestos out. They sealed off the area, made a small hole, and vacuumed out the insulation. Row’s people worked in another area while the asbestos was being dealt with, which took about four hours. The new building has an open feeling, with lots of light. Natural light comes in from the east but there are also lots of pot lights and track lights. For the front entrance and waiting area, instead of going with a flat T-bar ceiling, gyprock
bulkheads come down 12 inches, highlighting the display case areas. “It gives a little artistic, architectural feature to it,” says Row. Commercial doors and hardware were supplied by Accurate Door & Hardware Co. Branch manager Scott Brush says all of the washroom accessories are energyefficient. He says the doors and hardware used for this project are brand-name and reputable, not just generic products. Construction was given a tight sched-
ule: two and a half months. Despite this, Brush says the project went very smooth. “Crossroads and the clients were easy to work with.” “The optometrists had their leases to a certain date,” Row says, “so they had to be out of their existing buildings by a certain time.” “We have good people that work with us. All subcontractors were fantastic. They all stepped up and worked longer hours and weekends,” Row concludes. Q
Tapping into generational differences Leveraging the power of generations By Judy Mason Our workplaces are comprised of three generations: boomers (born between 1945 and 1964), generation X (born between 1965 and 1979) and generation Y (born between 1980 and 1991). Generation Z, spanning in ages from primary school into the teens, will soon be entering our workforce. As the wave of boomers age and new generations take up the torch, employers have become increasingly concerned about managing the multi-generational workplace and employee expectations. Now as never before, multi-generation-
al workplaces create advantage as there are three generations working together to optimize creativity and productivity. Each generational cohort brings strengths and challenges to organizations. They also bring assumptions about each other to the workplace. The following are assumptions of how each generation perceives one another. For the most part, baby boomers are perceived by younger generations as hardworking individuals who “live to work” and are not as concerned with work-life balance. Boomers are per-
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ceived to be loyal and results-oriented, but not overly adaptable, especially with respect to technology. Generation Xers are perceived as independent, self-reliant people, desiring work-life balance, and valuing ongoing learning and development. With strong technical skills, these multi-taskers are often skeptical of authority. They place importance on accomplishments, rather than obeying the clock. Generation Yers are perceived to be confident, social and optimistic. They expect constant feedback, value collective action, expect fast-tracking into positions and believe that authority of management must be earned (not just adhered to). Gen Y is seen as highly adaptable and comfortable with technology, somewhat disloyal and difficult to manage. Work-life balance means flexibility and accommodation. Generations Zers were born after mobile phones became the norm. Today, generation Zers seamlessly use the technology of iPads, iPhones and other technologies to manage work and their personal lives. They are not impressed with old marketing approaches and use the Internet as a sourcing, endorsement, evaluation and communication tool. The “shifting generations” provide opportunities to create business environments where through respect, differences can be leveraged. To realize common goals, we must exercise empathy throughout the organization, respect each other’s points-of-view, be curious, ask questions of each other and mentor each other. With this approach, our perspectives and differences will become strengths.
Darcy Bryant of Bryant Electric, a three-generation business, recognizes the importance of collaboration. When Glen Bryant retired in 1996, the company was reorganized with Darcy, Sylvia and Gary leading the company. They established a collective vision, looked at various opportunities to promote growth, and implemented the latest computer programs to deal with everchanging market demands. Looking to the future, they are preparing for the next generation by moving younger Bryants into prominent roles within the company. Darcy Bryant spoke about the day when his own children could possibly enter the company. Imagine where the skills of generation Z may take Bryant Electric…. Graham Row of Crossroads Construction spoke about his father, John Senior, and about the values instilled in him. His dad taught him about relationshipbuilding and the importance of listening to customers’ needs. Row understands the need to balance old ways with new methodologies in order to be competitive in the construction industry. So what can the construction industry do? First, employers need to conduct an age inventory. How many people from each generation work in your
business and what succession plans are in place for key employees? Second, businesses need to address stereotypical views of generations to create understanding across your generational mix. Just as the Bryants have done, listen to younger generations and incorporate their ideas into efficient service delivery. Third, employers need to consider accommodation for employees’ life circumstances. Consider providing flexibility for employees, thus enabling them to take courses; this can be achieved by scheduling the 7.5-hour day around course times. By practicing accommodation, your business will benefit and you may retain valuable employees in the process. Employees, on the other hand, must understand that businesses need to be sustainable. So along with accommodation, employers must define what accountability means for employees. Look around you and you will see that the torch is passing to the next generations. The recent Chamber of Commerce Business Excellence Awards and the “Top 40 Under 40” illustrate that the winds have already shifted. Along with this shift comes a new and energized group of leaders poised to take up the economic torch for Prince George and the north.
With our resource sector positioned for world growth, the construction industry must be ready to create collaborative environments. By understanding what separates us, we can turn our differences into opportunities and build collaborative environments. For those businesses that have planned for the future, they will reap the rewards because they understand how to tap into the generational differences of the shifting generations. About the Author Judy Mason can be reached at DMC Chartered Accountants Inc. Telephone: (250) 564-2660 Toll free: 1-877-278-9977 Fax: (250) 563-3281 Q
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Mining opportunity examined at Thompson Creek Metals’ Mount Milligan property By J. J. Stephano As the world’s economic engine churns or sputters, British Columbia stands as a bright spot of unbounded opportunity for those seeking profit—especially the northern latitudes which beget the highest percentage of provincial tax revenue. With solid mineral production in the province exceeding nearly $9 billion, and with exploration expenditures in excess of another $450 million, there’s barely a business person throughout northern B.C. who isn’t eager for a slice of the action. B.C. has identified mining as one of the eight key industry sectors intrinsically linked to job creation and growth, and mining has been integral to promoting the Liberal government’s B.C. Jobs Action Plan. Over 28,000 people are currently employed in the metals sector in B.C., and the spinoffs to the communities and other sectors that benefit from 11 major producers are no more talked about than at Mount Milligan, the Thompson Creek Metal property which has provided jobs for 1,000 people throughout construction, and which, during operations at the mine, expects to provide 350 positions fulltime. Lucky enough to attend a mine tour at Mount Milligan at the end of this past summer, I looked forward to the opportunity to speak with locals, the business community and others about the effect of resource development on the region. In other areas of the world, where mine sites are guarded behind gates of secrecy, receiving an invite to attend a mine site in the final phases of construction is uncommon. In Canada, where mining contributes nearly $60 billion to our GDP, and where Canadian mining personnel are considered the foremost experts in the world, mining is front-and-centre. On September 17, 2012, two packed buses containing business people and general citizens alike charted the dusty roadways 150 kilometres northwest of Prince George, excited to witness the latest construction at B.C.’s first major metal mine built in the last 10 years. Following the Yellowhead Highway through Vanderhoof and the Nechako River Bird Sanctuary, then following Highway 27 due north through the Lakeside Community of Fort St. James at the very southern tip of Mount Pope Provincial Park, our bus contested for road space against semi-trailers
B.C. Construction Association-NORTH
carting materials on the way to site. Executive and members of the British Columbia Construction Association-NORTH, the Northern Interior Mining Group, and Community Futures Northern British Columbia were all in attendance to witness the extensive preparations underway for producing 81 million pounds of copper and 200,000 ounces of gold annually. As citizens, attendees wished to see the ecological footprint of such a large-scale industrial operation on the region; as business people, there were questions about procurement, hiring local staff, and what economic opportunities exist in relation to the development. In many ways this region is a “Petri dish” for how the world develops. At each bend of the road, timber and clean water overwhelmed my view as if a poster for resource wealth. Fuelling at a roadside gas station were BC Hydro excavators, and a shiny fleet of Enbridge trucks were parked outside a momand-pop dinette. On the bus there was a lively discussion about new natural gas exploration in and around the district of Mackenzie. It is evident that all the components for economic prosperity are bountiful in the north; but how developing these resources will exactly play out is uncertain, and beneath the veneer of economic excitement on the bus, there was an element of worry. Rodney Gainer is a business analyst for Community Futures Fraser Fort St. George, a non-profit organization that offers services and support for small- and medium-sized businesses and entrepreneurs throughout the Fraser Fort George region. Gainer assists entrepreneurs with business start-up, expansion, and succession planning. He was taking the mine tour in order to find out more on how small- and mediumsized business can profit from the resource boom. “Mount Milligan is the first big project like this in years,” said Gainer. “There’s a lot we as a community—and we as a business community—can learn from this experience.” Gainer said some companies had a sour taste for Mount Milligan when the project was starting, but he believed this was starting to subside. He said that it is important to remember that there are opportunities to work on capital projects, but it’s important to remain patient. Gainer sited the very bus
Mount Milligan site overview, September 2012.
we were utilizing to make our way to Mount Milligan as a perfect example. “Community Futures and I worked with Northern Spirit Transportation in order to get this bus route, and that was a six-month process before that contract came about.” Gainer also spoke about how this contract has helped the company grow. In fact, three brand-new, custom-built four-byfour buses are now in use for the vigorous commute to and from the mine site. Fraser Deacon joined in on our conversation. A leader—and integral in forming—the Northern Interior Mining Group (NIMG), a non-profit organization throughout the north that specializes in the business of mining, Deacon was invited on this afternoon’s tour by the British Columbia Construction Association-NORTH. Deacon is also manager of human resources for Geotech Drilling, a drilling company with a reputable international portfolio of mining work, with headquarters right out of Prince George. Deacon said he’s aware of a number of NIMG companies who are working on-site at Mount Milligan. “Polar Medical, NT Air, IDL Projects—they’ve all garnered work with the TCM [Thompson Creek Metals] project,” Deacon says. “NT Air flies a lot of geologists around the north, so the economic benefits of these capital projects are starting to materialize. Geotech Drilling did some early exploratory work at Mount Milligan, and often we’re coming back for jobs that last a week or two.”
Deacon said he’s also heard of frustration from companies trying to procure business with large capital projects throughout the north, and one of the factors NIMG tries to identify for companies are the gamut of services and supplies that mines need to fill. In 2012, NIMG met with representatives from Imperial Metals to discuss procurement and processes for working with their mine. As well, Deacon said, NIMG tries to keep in contact with the ministry of mining regional geologists for a heads-up on any projects coming down the pipe. “It’s a real hold-onto-your-hat time here in the north,” Deacon said. “We all want to benefit from these business opportunities, because the opportunity is so big.” Mount Milligan is actually not that large in terms of space; the whole area of operations encapsulates roughly four kiloDarren Wahl Plant Manager
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Overburden is removed from the area where open-pit mining will begin, and is trucked to the tailings storage facility (TSF) where it is then used to raise the height of the dam. Using the overburden to construct the TSF eliminates the need for waste-rock dumps on site. This unique feature reduces the overall footprint of the mine site.
metres by three kilometres. As we pulled up to the gate it was evident the skeletal outline of the mine was taking hold. There was a helicopter pad, administration buildings, a man camp, and the exposed ribs of a processing plant site. Kate Robillard, Thompson Creek Metals tour guide during the summer season, detailed some of the more notable machinery that will make up the on-site mill when in production. “We’ll have a processing through-put capacity of 60,000 tonnes per day when we’re rolling. We’ll have one of the largest semi-autogenous grinding [SAG] mills in North America, and one of the six largest [SAG mills] in the world.” Robillard went on to explain that the mill will exercise both steel balls and big rocks for grinding, and that the process entails creating a copper-gold concentrate to ship overseas. She said that Thompson Creek Metals is proud to utilize the most energy-efficient, highest-intensity grinder on the market. The verve of construction buzzed on all sides, a large board stating in bold red letters that, as of September 2012, to date, over two million hours had been worked without any lost time. (At the time of publication, that figure had grown to over three million hours without any lost-time incidents.) Each worker wore blazing red and yellow pinnies, and with one particular bandanna-clad, mustached individual bringing a sledgehammer down with all the force of “Hulkamania”, it was apparent as to why the project is running on time and on budget.
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Once our buses were unloaded it became readily plain that social responsibility is at the forefront of Mount Milligan’s business plans. Andrew Chewter, environmental engineer on site for TCM, took the time to thoroughly explain the environmental best practices that were integrated into project planning after 20 years of rigorous studies and community consultations. “During planning, independent experts studied wildlife, fish and their habitats, land and water resources, and many other aspects of the environment,” Chewter said. “These detailed studies, along with First Nations’ traditional knowledge, guided each stage of the project and its estimated 22-year mine life.” At this point of the mine tour it was evident that there were two distinct groups attending; one group that, though somewhat interested in reclamation efforts and rehabilitation of toad and trout habitats, was more curious about the sizable crane booms on site and the eventual copper payload; whereas the other group showed a keen interest mostly in the environmental rock management plan, energy conservation programs, and the native plant nursery. Thompson Creek Metals demonstrated a willingness to communicate both these important messages, environmental impact and business opportunity, to the diverse audience by inviting attendees from the BCCA-NORTH, the Northern Interior Mining Group, and Community Futures Fraser Fort George to a special sit-down luncheon with a mine procurement manager, so questions about business opportunities could be answered up close and in person. At the time of the tour, Mark Robillard was the senior procurement manager on-site at Mount Milligan. He explained that previously he worked in forestry, but realizing the economic reward if he changed careers, decided to transition into the mining industry a couple years ago. Mark resides in the community of Mackenzie, a stone’s throw from the mine, and he, along with other local residents, make their commute to work each morning. While the rest of our table nibbled soup and sandwiches, Mark sipped a cup of coffee. “We are committed to hiring as many people as possible from the local region,” Mark said. “We are working closely with the College of New Caledonia and the University of Northern British Columbia to develop and deliver training programs that will help local people acquire the skills necessary to work at the mine.” But there were supply companies at the table, and they wanted specifics on local contracts. One gentleman stated that he had driven up to the mine site three times to speak with individuals about products needed, though his efforts bequeathed but a pittance. Mark took the time to
detail the exact amount of local contracts awarded from July to December of the previous year: over $445 million, undoubtedly a sizable amount. Terry Tregarthen was quick to point out that his company, Corestock Supply, has benefited greatly from Mount Milligan’s procurement needs. Tregarthen explained to everyone at the table that he was attending this afternoon’s tour to understand first-hand the logistics of servicing the mine. Tregarthen explained that Corestock’s expansion into mining in northern B.C. has by no means been a sudden process, and that in some respects the process has been an expansion, and attributable to their business experience in the forestry sector. “Positioning Corestock to play a dominant regional role in mining has been a critical company objective,” Tregarthen said. When asked to expand upon his company’s ability to tap into the mineral sector, Tregarthen pointed out that they’ve followed the Mount Milligan play since back when it was owned by Terrane Metals (the property owner prior to being sold to TCM), when representatives for Terrane Metals went to the smaller communities to promote the project to interested locals. I watched as Terrane patiently explained how the mine would impact the area. “They were always straightforward and said they would not guarantee that local business would get the work, but they would guarantee locals got a ‘fair crack at
the bat’. In my opinion, companies that listened to what the owner wanted in terms of systems, products and services were rewarded. The rewards have been considerably more than similar-sized projects in the region,” he said. Because of the sizable commute back to Prince George, our mine tour had to end here. For all intents and purposes, the attendees, both the business community and general citizens alike, were satisfied they were able to see, up close, such an important landmark to B.C.’s economy and growth. From a bird’s-eye-view, from the back of a packed bus as it wound the hilly roads homeward, it was obvious that the B.C. mining industry has a mix of both opportunities and challenges. The mining sector, not unlike forestry or construction, faces a great challenge in finding people to fill all the positions currently open, or about to open. Although the B.C. Government is encouraging skills development for the mining industry, even with programs for training in place, there may not be enough workers to fill job openings over the next decade. Mines, and companies that will diversify their infrastructure to service and supply the mines, will each compete for a valuable labour pool. But the opportunity is here, and I am reminded of a quote by the eminent scientist Niels Bohr in assessing his future: “How wonderful that we have met with a paradox. Now we have some hope of making progress.” Q
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Infinite Source Systems Corporation Dave Robertson T: 604.294.6557 F: 604.294.6507 E: email@example.com www.infinitesource.ca
Hilti Canada Corporation Darcy Cyr T: 250.612.8658 TF: 1.800.363.4458 F: 1.800.363.4459 E: firstname.lastname@example.org www.hilti.ca
Inland Concrete (A division of Lehigh Hanson Materials Ltd.) Rod Logan T: 250.563.1656 TF: 1.800.663.3224 F: 250.563.8686 E: email@example.com www.inlandcanada.com
Horizon Climate Controls Ltd. Tim Rolph T: 250.398.8999 F: 250.398.9099 E: firstname.lastname@example.org horizonclimatecontrols.ca
Inland Control & Services Inc. Scott Horswill T: 250.563.6886 F: 250.563.9186 E: email@example.com www.inlandcontrol.bc.ca
Houle Electric Ltd. Keith Parsonage T: 250.562.2009 F: 250.562.0134 E: firstname.lastname@example.org www.houle.ca
Inland Kenworth/Parker Pacific Equipment Sales Rick Bruneski T: 250.562.8171 F: 250.562.2914 E: email@example.com inland-group.com
Intercoast Construction Ltd. Danny Schwab T: 250.962.4620 F: 250.962.2360 E: firstname.lastname@example.org www.intercoast.ca
Kentron Construction, A Division of YCS Holdings Ltd. Mirko Rutar/Nathan Medeiros T: 250.639.9141 F: 250.632.5048 E: email@example.com
Interoute Construction Ltd. John Cunningham T: 250.787.7283 TF: 1.800.644.0190 F: 250.787.7281 E: firstname.lastname@example.org
Kidd Contractors Ltd. Dean Erickson T: 250.962.5919 F: 250.962.5710 E: email@example.com
J C’s Waterworks Ltd. Jim Moon T: 250.567.5888 F: 250.567.5885 E: firstname.lastname@example.org
James Western Star Sterling Ltd. Bryan James T: 250.561.0646 TF: 1.888.830.1661 F: 250.562.3260 E: email@example.com www.jamesws.com Jardine Lloyd Thompson Canada Inc. Dan Calderhead T: 604.583.9800 TF: 1.888.290.9240 F: 604.583.6266 E: firstname.lastname@example.org www.jltcanada.com K T S Millwork Plus Ltd. John North T: 250.563.4707 F: 250.563.1299 E: email@example.com Kalmar Construction Ltd. tina henry T: 250 787 7118 E: firstname.lastname@example.org www.kalmarconstruction.com Keneema Engineering Ltd. Ken Maddox P.Eng T: 250.964.0736 TF: 1.888.237.0434 E: email@example.com Kenroc Building Materials Ltd. Eddie Green T: 250.562.7145 TF: 1.888.321.3388 F: 250.562.8398 E: firstname.lastname@example.org www.kenroc.com
Kitimat Iron & Metal Works Ltd. Sylvia Bors T: 250.632.6776 F: 250.632.4334 E: email@example.com www.kitiron.com Kode Contracting Ltd. Rick Kovach T: 250.964.7775 TF: 1.877.964.7775 F: 250.964.7015 E: firstname.lastname@example.org www.kode.ca Kodiak Electric Ltd. Gord Stewart T: 250.614.0880 F: 250.614.0244 E: email@example.com KPMG LLP Chartered Accountants Ron Epp T: 250.563.7151 TF: 1.800.665.5595 F: 250.563.5693 E: firstname.lastname@example.org www.kpmg.ca L B Paving Ltd. Dan Boissevain T: 250.847.2761 TF: 1.800.493.2761 F: 250.847.2357 E: email@example.com L.E.J. International Trucks Ltd. Larry Josephson T: 250.563.0476 F: 250.563.0297 E: firstname.lastname@example.org Lakewood Electric Ltd. John Shymanski T: 250.563.4100 F: 250.563.1571 E: email@example.com
Linear Services Kai Laukien T: 250.961.0101 F: 250.614.1841 E: firstname.lastname@example.org Lithium One Developments Ltd. Jas Raju T: 250.961.2866 E: email@example.com Littler Floors Ltd. Ray Robertson T: 250.564.1344 F: 250.562.9386 E: firstname.lastname@example.org www.littlerfloors.com Lloyd King Construction Ltd. Lloyd King T: 250.563.0332 F: 250.563.0333 E: email@example.com M.H. King Excavating Ltd. Mike King T: 250.392.3641 F: 250.392.3680 E: firstname.lastname@example.org M3 Steel & Fabrication Ltd. Gavin Trewern T: 250.374.1074 F: 250.374.3314 E: email@example.com www.m3steel.com MacDunn Controls Ltd. Malcom Macaulay T: 250.962.0366 F: 250.962.0355 E: firstname.lastname@example.org MacKay Electric Ltd. Jamie MacKay T: 250.398.6009 F: 250.398.5040 E: email@example.com mackayelectric.com Macon Construction Ltd. Steve Mahon T: 250.398.5872 F: 250.398.8959 E: firstname.lastname@example.org www.maconconstruction.ca Mainline Plumbing & Heating (2007) Ltd. Brian Marsh T: 250.564.9808 F: 250.561.1421 E: email@example.com mainlineplumbingandheating.com
Mainline Roofing Co. Ltd. Chris Lyons T: 250.392.4322 TF: 1.800.663.6894 F: 250.392.2566 E: firstname.lastname@example.org Maple Masonry Ltd. Vince Buljevic T: 250.564.7921 F: 250.564.7921 E: email@example.com Maple Reinders Inc. Bodo Papke T: 250.765.8892 F: 250.765.8832 E: firstname.lastname@example.org www.maple.ca Marcan Construction Ltd. Paul Marogna T: 250.627.1500 F: 250.627.8850 E: email@example.com www.marcan.ca
J.F.K. Enterprises Ltd. Frank Krizay T: 250.962.2215 F: 250.962.2275 E: firstname.lastname@example.org
King Cool Refrigeration & Air Conditioning Ltd. Jim King T: 250-787-1688 F: 250-787-1682 E: email@example.com www.kingcool.ca
Lauren Bros. Construction Ltd. Marty Lauren T: 250.392.9798 F: 250.398.9107 E: firstname.lastname@example.org
Markey Mechanical Ltd. Keith Tjosvold T: 250.398.7026 TF: 1.888.398.4328 F: 250.398.7016 E: email@example.com www.markey.ca Master Municipal Construction Document Association Neil Neyberg T: 604.681.0295 F: 604.681.4545 E: firstname.lastname@example.org www.mmcd.net McElhanney Consulting Services Ltd. Bill Cheung T: 250.561.2229 TF: 1.866.451.2229 F: 250.563.1941 E: email@example.com www.mcelhanney.com Meerholz Canada Roy Meerholz T: 250.562.2788 F: 250.562.2782 E: firstname.lastname@example.org www.meerholz.ca Miro’s Tiles and Renovations Miroslav Ulrich T: 250.613.8572 F: 250.964.4436 E: email@example.com ModSpace Christine Goings T: 250.960.4225 TF: 1.800.451.3951 F: 250.561.2035 E: firstname.lastname@example.org www.modspace.ca
Monster Industries Ltd. Kyle Thomson/Ken Thomson T: 250.845.3240 F: 250.845.3245 E: email@example.com Monsterindustries.ca
Northern Dispute Resolution Services Law Corp. Richard Foulston T: 250.963.6757 F: 250.963.6757 E: firstname.lastname@example.org
PG Dynamic Auto Sales, Service & Rentals Michelle Marrelli T: 250.562.2876 F: 250.563.8630 E: email@example.com
Mulder Concrete (1987) Ltd. Brent Muir T: 250.847.9719 F: 250.847.4434 E: firstname.lastname@example.org
Northern Electric Contractors (1981) Ltd. Dean Espenhain T: 250.562.0006 F: 250.562.0053 E: email@example.com www.northernelectricltd.com
PG Floor Fashions Ltd. Walter Funk T: 250.563.4844 TF: 1.800.295.5794 F: 250.563.0400 E: firstname.lastname@example.org www.pgfloorfashions.ca
Northern Geo Testing & Engineering Ltd. Mike Robinson T: 250.261.6615 F: 250.261.6614 E: email@example.com www.northerngeo.ca
PG Rental Centre Ltd. Dwayne Hurtubise T: 250.562.2626 F: 250.562.3199 E: rentals.pgrentalcentre@ shawcable.com www.pgrentalcentre.com
Northern Industrial Construction Group Jeff Houghton T: 250.562.6660 TF: 1.877.220.6660 F: 250.562.6608 E: firstname.lastname@example.org www.norweld.ca
Pittman Asphalt, Div. of YCS Holdings Ltd. Arnim Preuss T: 250.564.9444 F: 250.563.7121 E: email@example.com
Napp Enterprises Ltd. Barry Barnes T: 250.964.0007 F: 250.964.0009 E: firstname.lastname@example.org www.napp.ca Nason Contracting Group Ltd. Tim Marriott T: 780.470.7100 F: 780.459.1208 E: email@example.com New Horizons Painting Bob Rodarmel T: 250.612.3888 F: 250.612.3808 E: firstname.lastname@example.org Norcan Construction - 83 Inc. Peter Crolow T: 250.564.4757 F: 250.564.3000 E: email@example.com Norcap Electric Ltd. Jamie Russell T: 250.561.7071 TF: 1.866.770.2121 F: 250.563.4288 E: firstname.lastname@example.org Norske Construction Inc. Jon Halvorson T: 250.981.5024 F: 250.649.0396 E: email@example.com NOR-SPEC (A Division of Brock White Canada Company) Mike Fawcett T: 250.564.1288 F: 250.563.7333 E: firstname.lastname@example.org www.brockwhite.com Northern BC Guard Academy John Bigras T: 250.552.3311 F: 250.964.4575 E: email@example.com nbcguardacademy.com
Northern Industrial Sales Chris Reinhold T: 250.562.4435 TF: 1.800.668.3317 F: 250.562.0462 E: creinhold@ northernindustrialsales.ca www.northernindustrialsales.ca Northern Truss Ltd. Mallory Smith T: 250.787.3033 F: 250.787.3021 E: firstname.lastname@example.org Northway Glass Inc. Tod White T: 250.563.9933 F: 250.563.9932 E: email@example.com www.northwayglass.ca
Portal Installation 2009 Ltd. Davor T: 250.564.9596 F: 250.564.2288 E: firstname.lastname@example.org Power Pro Industries Inc. Andre Sharf T: 250.561.1029 F: 250.561.2326 E: email@example.com www.powerproind.com Prince George Chamber of Commerce Jennifer Brandle-McCall T: 250.562.2454 F: 250.562.6510 E: firstname.lastname@example.org www.pgchamber.bc.ca
Progressive Ventures Construction Ltd. Darcy McKeown T: 250.635.7459 F: 250.635.6484 E: email@example.com www.pvlgroup.com Quesnel Paving, Div. of YCS Holdings Ltd. Jean Brunet T: 250.992.9033 F: 250.992.6030 E: firstname.lastname@example.org R F Klein & Sons Ltd. Cory Klein T: 250.564.7453 F: 250.562.6811 E: email@example.com R H Jones & Son Mechanical Ltd. Chad Kinsley T: 250.564.7272 F: 250.564.6633 E: firstname.lastname@example.org R J Cooper Construction Ltd. Brian Teschke T: 250.563.4649 F: 250.563.8532 E: b.Teschke@shaw.ca Ramada Hotel Downtown Prince George Keriann Harlow T: 250.561.5681 TF: 1.800.830.8833 F: 250.563.6042 E: salesexecutive@ ramadaprincegeorge.com www.ramadaprincegeorge.com Redwood Plastics Corporation Gerry Takahashi T: 250.563.1500 TF: 1.800.563.1510 F: 250.563.9423 E: princegeorge@ redwoodplastics.com www.redwoodplastics.com
Pat Piche Construction Inc. Kevin Piche T: 250.613.5748 E: email@example.com
Prince George Portable Toilet Services Ltd. David Arnett T: 250.963.8820 TF: 1.877.963.8820 F: 250.963.1321 E: firstname.lastname@example.org
Rentco Equipment Ltd. FSJ Lorne Sereda T: 250.785.1197 F: 250.785.1194 E: email@example.com www.rentcoequipment.com
PG Custom Woodworks (2005) Ltd. Derek Chamberlist T: 250.561.7200 F: 250.561.7213 E: firstname.lastname@example.org
Prince Sheet Metal & Heating Ltd. Jim Plumridge T: 250.564.6991 F: 250.564.4437 E: email@example.com www.roofingbc.com
Richbar Nursery Ltd. Roy Josephy T: 250.747.2915 F: 250.747.1309 E: firstname.lastname@example.org www.richbarnursery.com
B.C. Construction Association-NORTH
Ridgeview Construction Ltd. Richard Barendregt T: 250.847.1266 F: 250.847.4490 E: email@example.com www.ridgeviewconstruction.ca
Scotiabank Trevor Lutes T: 250.960.4710 F: 250.960.4746 E: firstname.lastname@example.org www.scotiabank.com
RL7 Mechanical Ltd. Ron Whittingham T: 250.392.1742 F: 250.392.6335 E: email@example.com
Scott Builders Inc. Dave Morrison T: 780.463.4565 F: 780.463.5211 E: firstname.lastname@example.org www.scottbuilders.com
Rolling Mix Concrete (B.C.) Ltd. Dan Gialleonardo/John Paolucci T: 250.563.9213 F: 250.563.6286 E: email@example.com Rona Home Centre Gord Flatt T: 250.392.7767 F: 250.392.7628 E: firstname.lastname@example.org www.rona.ca Roy J. Stewart Law Corporation Roy Stewart, QC T: 250.960.2175 F: 250.960.2176 E: email@example.com Royal Bank of Canada Kent Cooper T: 250.960.4531 F: 250.562.1171 E: firstname.lastname@example.org www.rbc.com Rupert Woodâ€™n Steel Construction Ltd. Mark Rudderham T: 250.627.8788 F: 250.627.8183 E: email@example.com www.rupertwoodnsteelconst.com Russell Painting & Sandblasting/Yellowhead Pavement Marking Inc. Doug Russell/ Lemuel Russell T: 250.635.4332 TF: 1.877.635.4332 F: 250.635.1722 E: firstname.lastname@example.org yellowheadpavementmarking.com
Service Electric Ltd. Jerry Melnyk T: 250.992.7091 F: 250.992.7330 E: email@example.com www.serviceelectric.ca Shaw Cable Systems Kirk Fiddler T: 250.614.7300 F: 250.614.7349 E: firstname.lastname@example.org www.shaw.ca Smithers Electric (1983) Ltd. Allen Davies T: 250.847.9412 F: 250.847.9426 E: email@example.com SpeeDee Your Office Experts Ltd. Garret Murphy T: 250.562.2414 TF: 1.800.667.9633 F: 250.562.9159 E: firstname.lastname@example.org www.speedee.ca
Sullivan Mechanical Ltd. Brian Sullivan T: 250.624.2708 TF: 1.877.878.2856 F: 250.624.3504 E: email@example.com www.sullivan-mechanical.com Summit Drapery Arnold Loberg T: 250.562.1373 TF: 1.800.882.6233 F: 250.562.1374 E: firstname.lastname@example.org www.summitdrapery.com Summit Electric Ltd. Trevor Streek T: 250.992.3181 F: 250.992.7855 E: email@example.com Summit Insurance Brokers Inc. Al Delwo T: 250.564.4401 TF: 1.800.663.5581 F: 250.562.3280 E: firstname.lastname@example.org T & L Electric Ltd. Kelly Romanuik T: 250.562.4153 F: 250.562.4154 E: email@example.com
The Treasure Cove Hotel Nigel Rimmer T: 250.614.9111 F: 250.614.9101 E: firstname.lastname@example.org www.treasurecovehotel.net Thompson Rivers University Grace Simpson T: 250.392.8000 TF: 1.800.663.4936 F: 250.392.4984 E: email@example.com www.tru.ca/williams lake Timber West Mill Construction Ltd. Ed Ridley T: 250.964.0221 F: 250.964.0222 E: firstname.lastname@example.org Timberline Footfitters Matt Walsh T: 250.562.4047 F: 250.562.4099 E: email@example.com www.tlpg.com Topside Consulting (2004) Ltd. Melvin Hoffart T: 250.782.6878 F: 250.782.6828 E: firstname.lastname@example.org
T L & T Electric Ltd. Steven Forrest T: 250.632.2093 F: 250.632.2523 E: email@example.com www.tltelectric.com
TQ Insulators Jason Blake T: 250.612.7861 F: 250.563.2137 E: firstname.lastname@example.org
Sprucelee Construction Ltd. Gordon Mierau T: 250.392.3621 F: 250.392.5121 E: email@example.com www.sprucelee.com
T M Refrigeration Ltd. Terry McLeod T: 250.563.2653 F: 250.563.8614 E: firstname.lastname@example.org www.tmrefrigeration.ca
St. John Ambulance Heather Johnston T: 250.561.1696 F: 250.564.7552 E: email@example.com www.sja.ca/bc
Tricon Truss & Millwork Ltd. Richard Plug T: 250.847.2117 TF: 1.800.774.2117 F: 250.847.9035 E: firstname.lastname@example.org www.tricontruss.ca
Terrace Carpet Centre Ltd. dba Your Decor Richard Klein T: 250.635.2976 TF: 1.800.665.1657 F: 250.635.3234 E: email@example.com www.yourdecor.com
Twin Rivers Developments Ltd. Neil Mayert T: 250.962.6657 TF: 1.877.960.6657 F: 250.962.9600 E: firstname.lastname@example.org
Sandman Hotels, Inns & Suites Brian Pearson T: 250.563.8131 TF: 1.888.254.8380 F: 250.563.8613 E: email@example.com www.sandmanhotels.com
Sterling Crane Ken Morland T: 250.561.1501 TF: 1.877.561.1501 F: 250.561.1601 E: firstname.lastname@example.org www.sterlingcrane.com
School District # 27 Cariboo Chilcotin Gord Armour T: 250.398.3800 F: 250.392.3600 E: email@example.com www.sd27.bc.ca
Stinger Welding Ltd. Willy Manson T: 250.561.9200 TF: 1.877.509.9353 F: 250.564.9200 E: firstname.lastname@example.org www.stingerwelding.com
The Cat Rental Store Daird McKee T: 250.562.9292 TF: 1.866.285.5550 F: 250.562.5911 E: email@example.com www.catrents.ca The Electrician Richard Wright T: 250.624.3300 F: 250.642.6841 E: firstname.lastname@example.org www.the-electrician.ca
Uniglobe Sunburst Travel Ltd. Tina Perison T: 250.562.5444 F: 250.562.6801 E: email@example.com www.uniglobehotdeals.com United Carpet Operated by Jacksonâ€™s Carpet Centre Parnell Pinette T: 250.398.7172 F: 250.392.3151 E: firstname.lastname@example.org
United Concrete & Gravel Ltd. David Zacharias T: 250.992.7281 TF: 1.888.992.7281 F: 250.992.2138 E: email@example.com
United Concrete & Gravel Ltd. Brandy Dickey T: 250.392.3443 TF: 1.888.311.5511 F: 250.392.6313 E: firstname.lastname@example.org United Rentals of Canada Inc. Gary Johnston T: 250.564.3111 TF: 1.877.563.3111 F: 250.564.6232 E: email@example.com www.unitedrentals.com University of Northern British Columbia Sheila Keith T: 250.960.5502 F: 250.960.5552 E: firstname.lastname@example.org www.unbc.ca Vachon Construction Ltd. Brian Vachon T: 250.992.2252 F: 250.992.5558 E: email@example.com Vanway Cabinets Ltd. Rod McLeod T: 250.561.2801 F: 250.561.0536 E: firstname.lastname@example.org Venture Elevator Inc. Paul Bentley T: 250.967.0043 TF: 1.888.967.0043 F: 250.967.0053 E: email@example.com www.ventureelevator.com Versatile Painting & Sandblasting Guy Theriault T: 250.632.3241 TF: 1.800.648.7584 F: 250.632.7116 E: firstname.lastname@example.org www.versatilepainting.ca Vihar Construction Ltd. Harvey Burns T: 250.847.3024 F: 250.847.2927 E: email@example.com www.vihar.ca Viker Construction Ltd. Darryl Viker T: 250.747.3812 F: 250.747.3812 E: firstname.lastname@example.org
Viking Construction Ltd. Ron Skuggedal T: 250.562.5424 F: 250.562.8953 E: email@example.com Wall Contracting (0744824 BC Ltd.) Ben Wall T: 250.774.3607 F: 250.774.3611 E: firstname.lastname@example.org Wayne Watson Construction Ltd. David Watson T: 250.562.8251 F: 250.562.7370 E: email@example.com www.waynewatson.ca Wesco Distribution Canada Inc. Josh Devlin T: 250.562.3306 TF: 1.800.328.4120 F: 250.562.4832 E: firstname.lastname@example.org www.wesco.ca West Central Fire Protection Ltd. Hubert Matte T: 250.964.0595 TF: 1.888.258.6522 F: 250.964.1282 E: email@example.com Westburne Electric Supply BC Paul Jordan T: 250.562.3111 F: 250.562.0284 E: firstname.lastname@example.org www.west.westburne.ca Westcana Electric Inc. Peter Sherba Jr T: 250.564.5800 TF: 1.866.349.4555 F: 250.564.1830 E: email@example.com www.westcana.com Western Financial Group Kathy Torpe T: 250.564.3600 TF: 1.800.663.5586 F: 250.563.8610 E: firstname.lastname@example.org www.westernfinancialgroup.ca Western Industrial Contractors Ltd. Brian Savage T: 250.962.6011 F: 250.962.5353 E: email@example.com www.wicltd.com
B.C. Construction Association-NORTH
WesternOne Rentals & Sales Dustin Graham T: 250.564.7368 F: 250.562.2173 E: firstname.lastname@example.org www.westernone.ca White Bear Industries Ltd. Norman Hull T: 250.635.3169 F: 250.635.0987 E: email@example.com www.whitebearindustries.com Williams Scotsman Modular Buildings Steven Reitenbach T: 604.813.4969 TF: 1.800.782.1500 F: 604.851.2402 E: firstname.lastname@example.org www.sillscot.ca Wilson M. Beck Insurance Services Inc. David Beck T: 604.437.6200 TF: 1.888.437.1100 F: 604.437.5347 E: email@example.com www.wmbeck.com Windsor Plywood Rocky Niquidet T: 250.564.8814 TF: 1.888.831.2288 F: 250.565.2391 E: firstname.lastname@example.org www.windsorplywood.com Windsor Plywood Daryle Halfnights T: 250.398.7118 TF: 1.800.661.6887 F: 250.398.6114 E: email@example.com www.windsorplywood.com Winton Global Homes Division Ian Baxter T: 250.561.2079 TF: 1.888.296.8059 F: 250.562.7346 E: firstname.lastname@example.org www.wintonglobal.com Wise Windows & Doors (Williams Lake) Ltd. Joe Snow T: 250.398.8583 TF: 1.800.398.8583 F: 250.398.7983 E: email@example.com WolfTek Industries Inc. Bruce Sutherland T: 250.561.1556 F: 250.561.0235 E: firstname.lastname@example.org www.wolftek.ca
Wood Wheaton Chevrolet Cadillac Hummer Ltd. Tom Sentes T: 250.564.4466 TF: 1.800.665.8353 F: 250.563.8615 E: email@example.com www.woodwheaton.com Woodpro Engineering Ltd. John Westergard T: 250.563.9964 F: 250.563.5648 E: princegeorge@ woodproengineering.com www.woodproengineering.com Yellowhead Drywall (497735 BC Ltd.) Romeo Gauthier T: 250.747.1882 F: 250.747.0477 Zanron Fabrication & Machine Co. Ltd. Ed Rooney T: 250.632.2181 F: 250.632.6049 E: firstname.lastname@example.org www.zanron.com Zettl Masonry Ltd. John Zettl & Dave Zettl T: 250.563.3443 F: 250.563.4360 E: email@example.com
Index to Advertisers 101 Industries Ltd...................................................... 6 A+ Automatic Door and Store Front Ltd.................... 13 AL Sims & Sons Ltd................................................... 55 Aase Roof Inspection Ltd......................................... 51 Acadia Mechanical................................................... 32 All-West Glass.......................................................... 31 Allpoints Fire Protection Ltd..................................... 29 Amix Heavy Lift.......................................................... 5 BC Building Trades................................................... 57 Bartle & Gibson ....................................................... 15 Bbb Mainland British Columbia................................ 52 BCCA Employee Benefits Trust.................................. 21 BK Two-Way Radio Ltd............................................. 37 Brocor Construction Ltd........................................... 17 Brownridge & Company Insurance............................ 28 Bryant Electric Ltd.................................................... 11 Burgess Plumbing, Heating & Electrical...................... 19 Carson Insurance Brokers......................................... 61 Cascades Recovery Inc.............................................. 63 Central Builders’......................................................... 5 Central Door & Gate Systems.................................... 39 Colteran Developments Corp.................................... 39 Columbia Bitulithic Ltd............................................. 59 Convoy Construction Materials................................. 12 Dean Mason & Company Inc.................................... 61 DGS Astro Paving..................................................... 65 Dulux Paints/A Brand from AkzoNobel...................... 49 E.B. Horsman & Son................................................. 56 EMCO Corporation Ltd............................................ 23 Entrec Cranes & Heavy Haul (Western) Ltd................ 12 Equity Plumbing + Heating Ltd.................................. 29 Farr Fabricating (1985) Ltd....................................... 46 Forbes Industrial Contractors Ltd.............................. 52 Gienow Windows & Doors........................................ 51 Grama’s Inn............................................................. 71 Houle Electric Ltd....................................................IFC IDL Projects Inc........................................................ 24 Inland Kenworth/Parker Pacific................................. 12 Klein & Sons Ltd....................................................... 39 L.B. Paving Ltd......................................................... 53 Lumisave Industrial LED Technologies Ltd................. 32 M3 Steel & Fabrication Ltd....................................... 20 Mainline Roofing Co. Ltd.......................................... 13 McElhanney Consulting Services Ltd.......................... 33 Minister Responsible for Labour Ministry of Jobs Tourism and Skills Employers Advisors Office.................................................... 55 Neale Staniszkis Doll Adams Architects........................ 9 Northern Electric...................................................... 18 Northern Geo Testing & Engineering Ltd.................... 13 Northland First Aid Inc............................................. 58 Pittman Asphalt....................................................... 54 Progressive Ventures Construction............................. 42 R.J. Cooper Construction Ltd.................................... 28 Rbc Royal Bank....................................................... 53 R.H. Jones & Son Mechanical Ltd............................. 33 Ridge View Construction Ltd..................................... 38 RL7 Mechanical Ltd.................................................. 34 Rolling Mix Concrete (B.C.) Ltd................................ 37 Sandman Inns & Suites............................................. 71 Sigma Tile & Flooring................................................ 32 The Cat Rental Store.................................................. 3 The Complete Masonry Ltd....................................... 35 Travelers Canada...................................................... 16 Twin Rivers Developements Ltd................................. 13 United Concrete & Gravel Ltd.................................OBC United Rentals......................................................... 12 Van Way Cabinets.................................................... 51 Viking Construction Ltd............................................ 56 Wall Contracting...................................................... 34 Wayne Watson Construction Ltd............................... 11 Wesco Distribution Canada LP................................. 38 Westcana Electric Inc................................................ 24 Western Financial Group.......................................... 36 WorkSafe BC............................................................ 60 Your Decor............................................................... 29
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PlanSwift PlanSwift is a fast and easy-to-use software for accurately completing construction takeoff and estimating on your computer screen. With PlanSwift’s visual point-and-click interface, users can drag and drop individual products or assemble product groups directly onto a digitalized blueprint. PlanSwift calculates the takeoffs automatically – saving valuable time and effort.
Sandman Hotels, Inns, and Suites We have negotiated preferred discount rates for members at all Sandman Hotels, Inns, and Suites in Western Canada.
Ramada Worldwide We have negotiated preferred discount rates for members at the Prince George Ramada location.
Accent Inns A family-owned and operated, with pet-friendly rooms and free wireless Internet service. Accent Inns, located province-wide, offers a discount to BCCA-NORTH members. Just let them know when you book your reservation that you are a BCCA member. Remember to take along your BCCA-NORTH membership card!
DHL Express DHL is offering a discount of 40 per cent to all our members in good standing.
B.C. Construction Association-NORTH
Network Telsys Network Telsys offers a terrific deal on conferencing services to members with a rate of 12.9 cents per minute.
VersaPay Members of the BCCA-NORTH receive preferred rates to accept credit cards and free consulting to improve your payment process with VersaPayâ€™s electronic replacement for cheques. Using VersaPay, contractors, subcontractors, suppliers, and trades people can make and receive payments at least a few days faster than with cheques.
Construction Law Update An electronic monthly bulletin designed to provide you with information that will affect the day-to-day management of your business.
BCCA Employee Benefit Program The BCCA Employee Benefit Program provides very comprehensive benefits including dental, extended health, life insurance, and short- and long-term disability to member firms. This is an awesome benefit program for any company, regardless of size.
ABC Communications ABC Communications has developed a program designed to encourage members to advertise their business online. Members receive substantial discounts on customized web-page construction, web hosting and Internetaccess rates.
Your membership can save you money! For further information please contact BCCA-NORTH at 250-563-1744 or fax 250-563-1107. For outside the Prince George area, call toll-free at 1-800-667-5373.
Concrete or Gravel Quality Concret7e7 Since 19
3 Locations in the Cariboo Quality concrete delivered professionally 7 Concrete Pumper Trucks #1 Volume Supplier of crushed & washed gravels, sand and topsoil Quesnel – Williams Lake – 100 Mile House
Ready Mix Locations Quesnel 250-992-7281 • firstname.lastname@example.org Williams Lake 250-392-3443 • email@example.com 100 Mile House 250-791-5295 • firstname.lastname@example.org
Portable Batc h Plant available for Larger Proje cts
Economical & Effective Blasting Abrasive Enviro-Grit Abrasive is sold in: •Pallets of 50lb bags •Approx. 1600 Kg bulk bags •Bulk Pneumatic • Crystalline Silica-Free blasiting abrasive. • No harmful ingredients for the environment. • Inert, Non-Flammable, non-explosive + non-fibrogenic.
Contact: Wayne Elias Manager Enviro-Corp Phone: 1-778-908-6177 email: email@example.com for Sales and Service
Enviro-grit is M in Quesnel,anufactured B.C.
Call David Zacharias ecycling’s Enviro-Corp R tion Abbotsford loca
at United Concrete & Gravel Ltd. Quesnel, for more information