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SICA Talks with Premier Christy Clark

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New Afton Celebrates a Successful First Year The Waneta Dam Expansion Project Reaches the Halfway Point Revitalizing Old Main at Thompson Rivers University Getaway on the Edge: MICA’s New Heli-Skiing Lodge

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The SICA Construction Review is published by DEL Communications Inc. Suite 300, 6 Roslyn Road Winnipeg, Manitoba, Canada R3L 0G5 President & CEO David Langstaff Publisher Jason Stefanik Managing Editor Lyndon McLean Contributing Writers Jillian Mitchell, Lisa Fattori, Melanie Franner Sales Manager Dayna Oulion Advertising Sales Gary Barrington Donna Burner Cheryl Ezinicki Ross James Martin Nault Mic Paterson Michelle Raike Colin James Trakalo Production services provided by: S.G. Bennett Marketing Services Art Director Kathy Cable Layout & Design Joel Gunter Advertising Art Caitlyn Haier Dana Jensen Copyright 2013. SICA Construction Review. All rights reserved. The contents of this publication may not be repro­ duced by any means, in whole or in part, without the prior written consent of the publisher. While every effort has been made to ensure the accuracy of the information contained herein 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 recom­men­da­ tions made by contributors or advertisers­are not necessarily those of the publisher­, its directors, of­ ficers or employees. Publications mail agreement #40934510 Return undeliverable Canadian addresses to: DEL Communications Inc. Suite 300, 6 Roslyn Road, Winnipeg, Manitoba R3L 0G5 Email: Printed in Canada 10 | 2013


contents Messages Profiles Features

Message from the COO – New Economic Confidence............................................... 4 Chair/Vice-Chair Message............................................................................................. 6 SICA Staff......................................................................................................................... 8

SICA’s Board Directors................................................................................................. 10 Canadian Construction Association Report – Industry Trends............................... 12 Royal Inland Hospital’s Upgraded Heli-pad.............................................................. 14 Three Reasons to Purchase Course of Construction Insurance.............................. 18 A Successful First Year for New Afton Mine.............................................................. 20 Beautifying Orchard City............................................................................................. 24 Healthy Employees Mean a Healthier Bottom Line................................................. 26 Alternative Dispute Resolution in Construction Disputes....................................... 28 On The Edge with MICA’s New Heli-Skiing Lodge.................................................. 30 Princess Margaret Secondary Goes Geo................................................................... 34 SICA Talks Construction with Premier Christy Clark............................................... 36 Bringing New Life to the Kindale Developmental Society....................................... 40 Waneta Dam Expansion Moves Forward.................................................................. 42 SICA’s Consultant Contractor Owner Workshop Forges Partnerships................... 46 New Kal Tire Office Fosters a Strong Team Culture................................................. 50 BC Hydro Builds Bridges............................................................................................. 54 Preparing for an Exit to a Third Party......................................................................... 57 The 2013 SICA Commercial Building Awards........................................................... 58 UBC’s Okanagan Campus Wows Industry with Capstone Project Innovations......................................................................... 62 Bidding Law – What’s in the Name?.......................................................................... 66 Peace Canyon Dam Highlights BC Hydro’s Commitment to the Region............... 67 SICA Volunteers Awarded for Excellence.................................................................. 70 Gold Seal Projects Increase Professionalism and Profile.......................................... 74 SICA Gold Seal Holders............................................................................................... 75 Okanagan College Revitalizes Trades Facilities........................................................ 79 A New Look for Thompson Rivers University’s Old Main Building........................ 82 SICA’s 3rd Annual Chair Dinner.................................................................................. 86 TELUS Marks New Era with State-Of-The-Art Data Centre................................... 88 Continuing Education Certificate Programs............................................................. 90 Essential Skills in the Workplace................................................................................ 92 Bonding Facilities for Contractors & Suppliers......................................................... 94 Index to Advertisers..................................................................................................... 95 SICA Membership Listings......................................................................................... 98

Communications Inc.

SICA Construction Review 2013-2014


A word from the COO

New Economic Confidence


ast year when writing the magazine insert I was new to the organization and flush with ideas

on how to make things better. Twelve months in, I remain undaunted in my enthusiasm – still pretty green but no longer able to play the new guy card when misusing a construction acronym (can you say “P3 or DB”?). Year after year, the largest impact on the ICI construction sector seems to be our having settled the question of who was to be our provincial government. The uncertainty surrounding this issue

seemed to put brakes on large capital spending. Now decided, the sigh of relief appears to have been followed by a loosening of purse strings with major projects in mining, road infrastructure, hydro infrastructure in anticipation of large-scale LNG development (BC Hydro estimates spending over $2 billion in each of the next few years), and the LNG development itself. The renewed focus on business and its impact on growing the economy means that we will likely see resolution on the various pipeline initiatives, and with those resolved, work will commence in earnest on the port, rail and road infrastructure needed to access markets for the energy products being produced. All of that means a strong economy. A strong economy provides governments with the resources to invest in local services and institutions: schools, hospitals, roads, and water treatment and delivery facilities, to name a few. Yet, in the face of all this prosperity, where does the small to medium-sized contractor fit in? In my short time in the industry, I have seen project sizes grow. Bundling of projects into mega projects is becoming more common – rarely is a project brought to tender for less than $1 million. Essentially, all things built are still done so by trade contractors. The proj-


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ect may be managed by a large general contractor but a trade contractor is still building the forms, pouring the concrete, pulling the wire, running the ducting, installing the heating and cooling systems, bending pipe, putting up the framing, insulating, finishing walls, painting and installing base and case. The small to medium-sized contractor gets involved with large projects through the relationships he develops with larger generals. They meet those larger generals in part through attending networking activities at your local construction association – like SICA. SICA’s role in this dance is several fold: 1. We work with the various capital ministries to keep projects smaller, advocating against bundling. 2. We strive to develop and educate the procurement function so that the contract language is not too onerous. 3. We coordinate meetings and training sessions with consultants, contractors and owners to improve that relationship. 4. We facilitate the opportunity for trade contractors to meet general contractors, ultimately opening the door for collaborative efforts on future projects. We can open the door, but unless the small to medium-sized contractor participates by attending at the mixers and local meetings in their area, they miss out on the chance to expand their contacts and potentially grow their business. The year 2013-14 is expected to see an increase in capital spending in the ICI sectors. Additionally, we are hearing that housing markets throughout the Southern Interior are seeing inventory depletion, stable prices, and new homes being constructed once again. We play our cards right and we could be looking at the beginning of another strong five-year cycle. Here’s hoping. u

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Message from the Past Chair Gary McEwan and Chair Angela McKerlich

Doing the Cha Cha – Looking Back and Moving Forward! Looking back into the 2012-2013 year on a challenging position and with the help of all of his staff has risen to the challenge. They have been working hard to ensure efficiencies within our organization and with the other regional construction associations and the British Columbia Construction Association, and to create new opportunities for our members in education, advocacy, networking and projects in our BidCentral Planroom.


ur board started our year off with a fantastic strategic planning retreat with our facilitator Ross Ramsay, setting our path for the next three years. With the new leadership of Bill Everitt, our Chief Operating Officer, and his staff, we were able to modernize our mission statement and modernize our association branding. Have you checked out our website lately? You can view many of the branding changes there – www.

“Providing Leadership and Promoting Excellence for the Benefit of Our Industry.” Just one year under his belt, COO Bill Everitt has accomplished a lot. He took

a division of Okanagan Aggregates Ltd.

Looking Forward To 2013-2014 Year And Beyond As our construction industry is slowly coming out from several tight years, and the province now has a re-elected government, it is nice to see the flurry of activity with projects getting off the ground in BC – with more on the horizon. Within that there are still challenges, a few being global competition, bundling of projects, drawings, skilled trade shortages, onerous contracts, public projects completed by public entities and more. This gives our association the opportunity to advocate with a unified approach and message to our province and nationally. A few key issues on the plate this upcoming year: • Obtaining a better understanding of READY MIXED CONCRETE • Free Estimates • Form Rentals • Insulated Concrete Forms (ICF) • Interlocking Concrete Blocks

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why public entities perform their own work and opening up this discussion through our Public Construction Committee. •G  rowing our education department, creating new opportunities where there are currently gaps in our industry to aid in the skilled training shortages. •C  ontinuing to advocate for best standards and practices in construction with our region’s public owners. •L  ooking inwardly, we will be discussing board structure within our association, along with BCCA and the other RCAs to find more efficiencies that could possibly be implemented, with the end goal of creating value for our membership. •O  ur Public Construction Committee will bring forth issues between owners, consultants and contractors on a more regular basis. •C  ontinue to market our BidCentral Planroom to owners as an effective and low-cost tendering tool. • I mplement our own Construction Awards of Excellence event in the fall. Again, we want to say a huge thank you to Bill, Clifford Kshyk (VP of Operations) and the entire staff for the volume of work they put into our association. This helps makes our jobs easier. Serving the association as Chair and Vice-Chair has been a wonderful experience. Working together with a great executive team and engaged board of directors has made the year exciting, with great ideas to look at to ultimately benefit every member. We both look forward to continue to serve on the Executive next year as we look forward with our new board! u








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SICA Staff

William E. (Bill) Everitt Chief Operating Officer

Leanne Hendrickson Education Services Coordinator

Clifford Kshyk VP Operations

Janice Haynes Kelowna Project Services Coordinator

Monica Bognar Meetings & Events Coordinator

Larissa Hynes Assistant, Kelowna

Jennifer Marte Director of Education

Carolyn Mann Accounting Assistant

Kerry Scott Kamloops Planroom Assistant

Aleda Styan Kamloops Project Services Coordinator

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SICA Board of Directors EXECUTIVE



Chair: Angela McKerlich, Capri Insurance Services Ltd.

Reg Longmore, Houle Electric Gavin Rasmussen, K & C’s Construction & Renovations Ltd. Shane Mosley, Sawchuck Developments Co. Ltd. Jason Henderson, Houle Electric Adam Zmudczynski, Kal Tire John Zirk, M & K Plumbing & Heating Co. Limited Jeff Shecter, Zap Welding Tim Krogh, TKI Construction Justin Henderson, Marquardt Mechanical (BC) Ltd.

Roland Schonfeld, Willex Metal Works Chris Owen, Interior Plumbing & Heating Ltd. Marshall Azama, MGC Construction Ray Nagy, Bronag Contracting Ltd. Kirtis Bergen, Flynn Canada Ltd. Matt Kormendy, Inland Glass and Aluminum Ryan Fairburn, Capri Insurance (Vernon) Sam Elia, Power Vac Shannon Guenther, Top Gun Painting Ltd. Gordon Grieves, Venture Mechanical Systems Ltd. Roger Smith, Ken Olson Ltd. (Olson Construction)

Vice-Chair: Phil Long, Maple Reinders Secretary/Treasurer: Craig Main, Maddocks Construction Ltd. Past Chair: Gary McEwan, PCL Constructors Westcoast Inc. Alternate: Debra Dotschkat, Glass Canada Inc.

as of September 13, 2013

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Construction Industry


By Michael Atkinson, CCA President


here are a number of rather noticeable trends the Canadian Construction Association (CCA) has identified which will undoubtedly continue to re-shape the Canadian construction marketplace and sector. How many of the following trends have you noticed?

1. Increasing Demand The construction industry in Canada, especially the non-residential sector, is experiencing unprecedented demand spurred on primarily by resource-based industrial development and large-scale public transportation and power-generating projects. While this is not the case

in every region and in every sector, the overall numbers are unprecedented. For example: •S  tatistics Canada projects that total construction investment in Canada in 2013 will be some $283.6 billion. Just a decade ago, that total figure in constant dollars was under $137 billion, which means total construction investment in Canada has more than doubled in the span of just 10 years! •L  ast year, Natural Resources Canada stated that there are some 600 resource projects worth more than $650 billion underway or planned to be underway in Canada in the next decade alone; •O  xford Economics in its Global Construction Perspectives 2025 report says that Canada now has the fifth largest construction market in the world, next only to China, the U.S., India and Japan. Through to 2025, the expectation is Canada will remain part of the six largest construction markets in the world.

2. Increasing Project Size and Complexity Today’s construction projects are growing in size and complexity. There are a number of reasons for this – many of which are mentioned in this article – including many resource-based projects located in remote areas.

For the last eight years or so, ReNew Canada has been issuing an annual list of the Top 100 Canadian Infrastructure Projects. This year’s list reveals that the top 48 projects are all individually valued at $1 billion or more. It’s important to note that only 22 of the top 100 projects are P3s, indicating that projects across the country are growing in size and scale, and not just those that are utilizing the P3 delivery model.

3. Capacity Challenges Labour/skills shortages remain a real challenge for the construction industry not just due to the aging workforce but also due to Canada’s extremely low fertility rate and the high demand for design and construction services. Many industry members also face capacity challenges in terms of the size of their own firms and business succession. Larger firm capacity is often needed to participate in larger projects or in a more diverse and changing marketplace. The aging demographic means fewer family members for business succession.

4. Foreign Competition Given Canada’s burgeoning construction market and the number of large projects, it should come as no surprise that foreign firms and foreign investment have flocked to Canada’s shores, especially from the depressed markets in Europe. Canada’s construction market is an attractive one, especially to European firms, given Canada’s relatively stable economy, its high construction demand, particularly in the resource and public infrastructure sectors, and its mature P3 market.

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5. More Frequent Mergers and Acquisitions It should also come as no surprise that mergers and acquisitions are on the rise

as foreign interests look to find a foothold in the Canadian construction market and Canadian firms look to prop up their capacity in order to compete on bigger jobs and/or against bigger competition. In addition, generational and capacity issues are affecting business succession strategies, also leading to more mergers and acquisitions. Acquisitions today are often more about acquiring people rather than a client list.

ernment contracts and collusion among

bidding [electronic], payment processing).

bidders and the media attention sur-

While there are many other trends

rounding public inquiries at the federal

affecting the construction industry in

and provincial levels, public sector clients

Canada, these trends and developments

are introducing new and additional anti-

seem to be consistent across the coun-

corruption and anti-collusion measures.

try. The Canadian Construction Associa-

6. Changing Clients

tion, through its partner associations and

9. Clients Downloading Costs

stakeholders, looks forward to working

There is an increasing trend on the

with its 20,000-plus members to explore

part of owners/clients to download costs

these issues and the role CCA can play

traditionally borne by the owner/client to

to the benefit of its membership and the

bidders/contractors, (i.e. prequalification,

Canadian construction industry. u

The purchasers of construction services – whether governments or the private sector – are facing many of the same labour and capacity challenges that contractors are facing. This is impacting the manner in which clients wish to interface with the design and construction industries. In addition, public sector clients are facing increasing volumes of work related to the renewal of Canada’s aging public infrastructure, while at the same time dealing with limited resources in terms of government fiscal pressures and the loss of their experienced in-house procurement and contract administrators to retirement. This is resulting in greater client demands of the industry, more risk transfer, and a greater tendency and desire to embrace alternative project delivery approaches and methodologies.

7. New Technologies and Innovations The quickening advancement of new technologies, methodologies and innovative practices will also continue to shape the industry’s future. Building information modeling (BIM), lean construction and integrated project delivery are examples of new technologies and practices that will change the way design and construction services are delivered in Canada.

8. More Stringent Public Sector Procurement Policies As a result of concerns regarding government corruption in the award of govSICA Construction Review 2013-2014


Helicopter Emergency Services Return to Royal Inland Hospital By Jillian Mitchell


n recent years, rapid transportation of trauma patients to advanced care centres, coupled with improvements in emergency medical services, has definitively increased national survival rates. As such, in August 2010, when Transport Canada advised the Interior Health Authority (IH) and the B.C. Ambulance Service of new industry regulations that warranted Royal Inland Hos-

pital’s (RIH) helipad unauthorized for air ambulance landings, a plan for a heli-pad upgrade was promptly put in the works. To begin, following the notification from Transport Canada, air ambulance landings were transferred to the Kamloops airport (an alternate short-term helipad) and patients were transported to RIH by ground ambulance, shares Brent Hobbs, network director, Interior Health

(IH) Patient Transportation Services – a temporary fix until the necessary upgrade received authorization. “Although ground transport from the Kamloops airport, and later on, from the City-owned property at Mission Flats, was a viable interim alternative, transport of critically ill or injured patients directly to tertiary centres is the most optimum for the patient,” says Hobbs.

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“Improved care pre-hospital can translate into a reduction in patient morbidity and mortality and reduced ICU and acute care lengths of stay in hospital.” Next, RIH’s extensive planning project, known as the Master Site Plan, was reviewed by the IH team to identify alternate locations for a site helipad. The Master Site Plan, however, did not envision an alternate site location in the immediate future, though a rooftop location is identified in the plan for the longerterm. The solution, then, was to expand the existing pad. As Rob Andrews, IH Capital Project manager, explains, the existing heliport resided on a level plateau cut into a steep embankment, and the only option that met Transport Canada regulations was to extend the landing platform to the east (to the south of the heliport, the embankment rises to a parking lot, to the north and east it descends to hospital access roads and to the west is the ambulance access road). Therefore, it had to be supported on columns and designed as a partially suspended platform and due to the soil conditions, the columns had to be supported by concrete piles extending well below the grade. Following formal approval, IH completed negotiations to acquire additional land under a licence of occupation agreement to accommodate the upgrade of the heliport. Accordingly, heliport consultant Ground Effect Aerodrome was contracted to provide engineering services for design and construction of the heliport upgrade, while geotechnical consultant

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Golder Associates was to provide investigation and assessment services to support the design of the new heliport. Greyback Construction Ltd. was awarded tender of the project that commenced June 2012 and wrapped up the following September. It was a standard, succinct job, as project manager Peter Neumann of the Penticton-based construction firm explains. During construction, the heliport was upgraded to 17.5 metres from 13 metres to


accommodate B.C. Ambulance Service’s 17-metre chopper (previously, RIH’s helipad was certified to accommodate helicopters up to 13 metres in length). As Neumann recalls, a few minor challenges were presented during construction, but were quickly surmounted. In the end, the project did not result in any impact to hospital operations, thanks to the proper coordination between Greyback and the hospital. In partnership with IH, the Thomp-

son Regional Hospital District (TRHD) provided 40 per cent of the funding to address the renovations to the existing helipad, which are estimated to cost $750,000; IH funded the remainder 60 per cent. On October 4, 2012, the new heliport was certified as an H3 classified heliport under Transport Canada regulations and was able to accommodate single and twin engine helicopters landings. Landings officially recommenced six days later, on October 10th.

“Improved care pre-hospital can translate into a reduction in patient morbidity and mortality and reduced ICU and acute care lengths of stay in hospital.”


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“The size and load limit of the heliport is designed to accommodate all helicopters currently operating in the helicopter air medevac environment as well as potentially accommodate future helicopter types that could be used for air ambulance,” says Andrews. “The heliport is equipped with perimeter lighting which will assist pilots in locating the heliport at a distance on low contrast days or fading light conditions. Although current heliport operations only support daytime landings, the perimeter lighting will allow for night landings if heliport operations should change in the future.” u 16 - 2550 Acland Road, Kelowna BC V1X 7L4

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Three Reasons

the General Contractor Should Purchase Course of Construction Insurance for their Projects By Lana Hunnie, Business Insurance Specialist, Capri Insurance Services Ltd.


eneral contractors have a unique responsibility when building a project. The gen-

eral contractor is responsible for making

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decisions with respect to the integrity of the project and is responsible for the on-site supervision during the construction process. The actual owner takes a

back seat to the general contractor with respect to many of the decisions and responsibilities. The commercial general liability policy

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each general contractor purchases specifically excludes “property in the care, custody and control” of the named insured (i.e.: the project is specifically excluded for physical damage while under the general contractor’s care, custody and control). In order to provide physical damage coverage for the project, including construction materials which are on site, a separate course of construction (COC) policy is required. It is commonly understood that a separate course of construction policy is necessary; however, the requirement for the general contractor to maintain control of the course of construction insurance is often missed. The three basic reasons the general contractor should arrange the course of construction insurance are as follows: 1.  The general contractor’s company name must be reflected on the COC to protect their interests. The policy can be in joint name (i.e. owner and general contractor); however, the general contractor must be a named insured. If

the general contractor is not listed on the COC policy, the general contractor could be subject to litigation or subrogation by the course of construction insurer for any losses which occur on the construction site. These losses will not be covered by the contractors general liability policy, as the COC is in the contractors “care, custody and control.” The appropriate responding policy is the COC. 2. The general contractor needs to maintain control of the insurance. The owner may indicate they wish to arrange the COC insurance and fail to follow through or lapse the coverage prior to completion. There are several cases where general contractors have been required to pay for uninsured losses due to the owner’s failure to purchase a COC policy. The subsequent lawsuit from the owner indicates the general contractor is responsible for all aspects of the construction project, including arranging the insurance.


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3. The third reason for the general contractor to arrange the insurance is with regard to what happens if there is a claim. If, during the construction process, the project under construction suffers an insured loss, the general contractor will need to communicate with the claims adjuster and deal with the repairs to the COC as well as continue with the balance of the construction project. If the general contractor is not named on the policy, they would have no right to discuss the claim with the insurance company adjuster, and the adjuster could in fact assign a different contractor for the repairs. Furthermore, any payment from the insurance company would be to the named insured on the policy, so if the general contractor has not been paid for materials and labor, it would be up to the owner to reimburse the contractor, not the insurance company. u

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BC’s Competitive Advantage: The Province’s Largest Underground Mine Celebrates a Successful First Year By Jillian Mitchell


n 2012, gross mining revenues reached a whopping $9.2 billion, while exploration expenditures hit a record $680 million. Evidently, the demand for BC resources is strong – and is expected to remain strong – thus wellpositioning the province for highly anticipated new developments. One such development is the New Afton mine near Kamloops, which achieved commercial production in summer 2012. The 100%-owned New Gold Inc. mine is the second major-metals mine to open in

BC since 1998 and is the largest underground metal mine, by daily tonnage, in Canada (not to mention the only block cave mine operating in the nation). The project included the construction of the new underground operation to mine the deep ore below the exhausted Afton open pit mine previously owned by Teck Corp. A new underground crush and convey system and a concentrator were also constructed as part of the project. Mineral rights were garnered by New Gold in 2000 and construction of the

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New Afton mine commenced in late 2007, explains New Gold Inc. general manager, Kurt Keskimaki. Today, the zero-water discharge facility focuses on the extraction of gold, silver and copper with a minimal environmental footprint and is operated under the internationally recognized environmental management system ISO 14001. “New Afton reached commercial production ahead of schedule in July 2012

and full capacity in September 2012,” says Keskimaki. “We now have an operating mine running above design capacity, and we just celebrated our first anniversary. Things are going quite well.” Industry veterans Acres Enterprises Ltd. quickly became an integral part of the New Afton primary contracting team. The company was contracted in 2009 for surface works including, but not limited to, a 138Kv substation, HDPE

lines (several kilometres), mill building infrastructure, cyclone buildings, drill piles, raw-water intake systems (lake intake and booster stations), new tailings storage facilities (TSF), 1 million cubic metres of earthworks, construction for five dams, 45,000 square metres of LDPE liner installation, and the construction of various sediment ponds. For Acres president Jason Paige, the project did involve a few unforeseen

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SICA Construction Review 2013-2014


challenges; however, the team was able to surmount each one. “You do what is needed to be done,” says Paige, “as every day lost to constructability issues had huge impacts to the mine operations and its profitability.” Kamloops-based Interior Plumbing & Heating Ltd. first came on the New Afton site in 2008, performing small servicerelated jobs. As project manager D’Arcy Feller explains, it didn’t take long before the firm was “hooking up administration trailers and construction offices, fuel piping to emergency generators and installing the pipe work at the batch plant,” which opened the door for the firm to

“successfully bid on several other large projects, both above and below ground.” A vast array of piping was required in the New Afton project, from welded stainless steel up to six inch, welded carbon steel up to 32 inch, HDPE up to 24 inch, and rubber-lined carbon steel up to 24 inch. To date, the IPH team has installed all of the site’s fire protection above and below ground and all the process piping and plumbing in the mill (over 19,000 metres of pipe ranging from one to 32 inches since September 2011), and custom fabricated a wide range of items, such as stainless steel hose hangers to be stationed throughout the mill,

as well as custom-made rubber-lined chutes and hoppers and custom 20-inch expansion joints. In total, the plumbing and heating company has provided “45 man years of work with New Gold, without a time loss injury,” a most proud accomplishment, says Feller. “We are pleased to have built such a great working relationship with New Gold and look forward to continuing that into the future,” he says. “Projects like this one bring great things to the city of Kamloops and the province in several ways, one being a tremendous amount of economic stimulus throughout construction, and continuing on for the life of the mine…the levels of stimulus that are involved in the day-to-day operation of these types of facilities, not to mention the hundreds of long-term high paying jobs left in the wake of construction.” First Nations contractors Sun Ridge Equipment Ltd. entered into a service agreement with New Afton in 2010 and currently provides onsite waste rock haul, earth moving, rock crushing, screening and dust control services, as well as aggregates supply and delivery services to New Afton. As a direct result of this contract, the firm has evolved from a one-truck operation to a fleet of 18 heavy-duty pieces of equipment. As

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co-owner Carrie Leonard explains, the company has learned a great deal about mining operations in general through the New Gold project. “We continually work hard to ensure we maintain a positive working relationship with New Afton, and we ensured that we provided a safe, reliable, dependable and cost-efficient business service,” says Leonard, whose firm recently won the Kamloops First Nations Contractor of the Year award for 2012. “Sun Ridge is continually growing and developing working relationships with other contractors in the mining industry.” Currently, an estimated 23 per cent of the mine’s work force is aboriginal, shares Keskimaki. In 2008, New Gold signed a participation agreement with the Tk’emlups and Skeetchestn Indian Bands that led to preferential hiring and contracting, as well as educational opportunities and royalties on production. Recruits were sourced through the BC Aboriginal Mine Training Association (BC MTA), who is also cited by New Gold as a key contributor in the project’s success to date, along with the region’s local communities. “The mine is a really positive undertaking, not only for us for but the local community,” says Scott Davidson, environment and social responsibility manager for New Gold Inc. “Seventy-five per cent of our workforce is originally from Kamloops and most everyone now working for us are located in Kamloops – between 400 to 500 people.” u


SICA Construction Review 2013-2014


Beautifying Orchard City

Kelowna’s Bernard Avenue Project Transforms Downtown into a Destination By Jillian Mitchell


rilliant mountain and lakefront views, vibrant public spaces, and a thriving cultural district highlight Kelowna as a prime hot spot in the tourist-oriented Okanagan Valley. And, as if to ice an already delectable cake, the city’s main street is poised to transition from an everyday spot to a destination all its own, thanks in part to a revitalization project by the City of Kelowna. Expanded outdoor patio and retail space, an extended walking area, street furniture and additional trees are just some of the more overt aspects of the Bernard Avenue revitalization project. However, beneath the street’s surface, aging underground infrastructure (sewer, water, hydro and cable) was also updated. Essentially, the entire avenue was “ripped out from doorframe to doorframe” during the city-funded project (fronting property owners funded 25 per

cent of the streetscaping cost), says Bill Berry, Director of Design and Construction Services at the City of Kelowna. “Everything that you can picture in that space, we replaced and rebuilt differently,” says Berry. “Rather than pop-in traffic coming downtown, [people will] actually go down to Bernard and hang out. That’s what we’ve tried to accomplish with the new design – to make it more vibrant.” As Berry explains, the original fourlane avenue was cut back to three (one lane each way with a central turning lane) and angle parking was omitted in favour of parallel street parking to gain additional real estate. Though approximately 60 parking stalls were lost, the reallocation of space allows for a conventional, six-foot-wide concrete sidewalk and 12-foot patio and retail space, and ample bike parking and lockers encour-



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Southern Interior Construction Association



age a greener mode of transportation. Kelowna-based consultant Focus Engineering and contractor CGL Contracting Ltd. were hired onto the city project, as they understood project sensitivity and vision, says Berry, and both teams went “out of their way to make this a good project.” In an effort to best cater to the avenue’s merchants, construction on the $14-million revitalization project was scheduled during the retail shoulder seasons (September to early December and March to June), shares City of Kelowna project manager Purvez Irani. As a result, the project was completed in three phases, each on different sections of Bernard Avenue: the first – at the east end of the downtown – in fall 2012, the second – nearest the lake – in spring 2013 and the final phase – in the centre, connecting the completed areas – in fall 2013. “The challenge with this project was the timing,” says Irani. “Generally, most construction happens in the summer months, but to accommodate merchants, we couldn’t work during the summers and winter holidays. However, this was one of the smoothest projects that I have ever been on. From the get-go, all three parties knew that we had to work together to make this happen. The teamwork was fantastic.” During scheduled construction, CGL Contracting ran crews almost 24/7 to meet the end date, says prime contractor Bob McWilliams, whose firm built the road and installed all of the street lighting and underground utilities. Sierra

Landscaping Ltd. was subcontracted for streetscaping, while Valley Curbing Ltd. was contracted for sidewalks. “We knew from the get-go that it was a very tight schedule, so from our side as general contractor, we had to implement certain schedules in order to meet the end date,” McWilliams says of the overtime. “In the end, we finished phase 2 fifteen days early thanks to the team effort.” Though BC weather was projected as a potential challenge, a mild winter and rainy-day solutions (sections of the sidewalk were boarded in so that concrete could be poured) kept the project on schedule and on budget. Rounding out the Bernard Avenue team, Focus Corporation was engaged to provide preliminary and detailed design, tendering and construction management; Golder Associates was then hired as the streetscape architect. One of the biggest project challenges, says Focus consultant Rob Fortuin, was to “get in there and get the job done with as little inconvenience as possible.” “Everything we do in this world is a team effort these days,” Fortuin says. “Because of the delicate nature of the project, we ended up with a team of people that proved to work really well.” Business liaison Kelly Kay was hired as the City’s go-between for this project, marking a first for the position. As Kay confirms, a conscious effort was made on the City’s behalf to support the downtown businesses and property owners following the two-year consultation period. On a daily basis, Kay was onsite with

Civil Construction Site Servicing Road Building Earth Moving

the merchants addressing concerns and requests. “Because the project affected the small-business district on our main downtown street, we really wanted them to be involved in the process and to have a comfort level with the construction because they were going to be directly impacted,” Kay says, adding that project construction attracted many locals to the scene. “The three phases were designed to avoid the businesses’ high-revenue seasons, and we worked with the businesses to accommodate them as much as possible throughout this process.” As all team members report, response has been positive from merchants and the general public, rendering the project a win-win. “From the owner to the consultant to the contractor, everybody was on the same team – that’s what made it a success,” adds Berry. “It’ll be interesting to watch how Bernard Avenue becomes something different.” u



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SICA Construction Review 2013-2014


Healthy Employees Brings a Healthier Bottom Line Provided by BCCA Employee Benefits


e know you care about your employees, but do they know? Communicating to your employees that they are important to you is something that might be overlooked. You expect that they know that their health and well-being are important to you. Caring about your employees means that you want them to be healthy for themselves, but also that they are healthy and able to work productively for you. Having healthy employees means lower costs for employers. Employees that are sick, involved in accidents or who have mental health or addictions issues quite often miss work. Absent employees cost employers money. Statistics Canada has reported that an estimated $12 billion is lost to workplace absenteeism each year, and studies show that companies spend 5.6 per cent of their payroll on absenteeism. Then there are the benefits costs associated with sick or injured employees. Keeping employees safe and healthy at work and home means that there are fewer Worksafe BC, short-term disability and long-term disability claims and reduced costs for prescription drugs and other extended health care services, like therapists. When you factor in loss of productivity, higher benefits costs, disability claims and temporary staffing,

having healthy and safe-aware employees can improve payroll costs by up to 10 per cent. Employers can play a role in ensuring that their employees remain healthy. Through work safety programs, as well as health and wellness programs, employers can promote awareness. A 2011 healthcare survey by sanofi-aventis indicates “a strong majority of plan members (72 per cent) feel their employers should be highly involved in encouraging healthy workplaces and employees.” Employees are saying that they would like health and wellness programs to be available. At a recent BCCA Employee Benefits event, benefits administrators at construction companies came up with suggestions for incorporating healthier choices into the workplace: • Lunch and learn education • Promoting the Employee and Family Assistance Program (EFAP) • Providing showers/bike racks/access to fitness facilities or memberships • Lunch time walking groups • Cooking/nutritional classes • Smoking cessation/weight loss programs • Healthier options in vending machines and snacks at meetings • Incorporate fitness at work • Preventative tests and screenings Kevin Zakus, CEO of BCCA Employ-

ee Benefits says, “Keeping employees healthy means that you reduce your benefits costs. This could translate into significant savings for companies that can accrue over time. Employers that take an interest in the wellness of their employees are also creating a cohesive and collaborative environment where employees are invested and are more engaged in their work. That provides a win for everyone.” Health and fitness programs can also help employees to deal with mental stress, boost energy, improve sleep and help employees to feel good about themselves. Wellness and safety are personal responsibilities, but employers can promote, educate and model the importance of health and safety and ways to achieve a healthier, safer lifestyle. BCCA Employee Benefits has several programs available to clients to help their employees focus on health, wellness and safety. There are many ways to help employees stay or become healthy, and each workplace has specific needs and challenges that it must address to get the best results. As with all positive change, things start with a first step. Letting employees know how important their well-being is to your company is a good start. u

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Alternative Dispute Resolution in Construction Disputes – Better Preparation Leads to Better Outcomes By Andrew Prior, Pihl Law Corporation


he majority of commercial or construction disputes settle through some form of nego-

tiation or mediation (referred below as ADR). Good ADR practice, however, should be seen to have greater significance to the construction industry. Construction disputes typically involve more parties, making litigation more complicated and expensive. On average,

the industry has more options to choose from for the form of ADR, necessitating a more sophisticated approach. Construction disputes often arise when the relationship is ongoing (mid-construction), when no party benefits from the end of construction. Although not always the case, the parties to the dispute therefore share a primary goal – seeing the construction complete – and may be able to salvage a working relationship. Furthermore, a party to ADR will commit organizational resources (the time of employees and decision makers) and usually retain legal counsel and experts. Companies may be relying on completion to make payroll and pay lenders or suppliers. A failure ADR may waste resources and the only chance to resolve the dispute before construction stops. Despite the elevated importance of ADR to the construction industry, there can be a tendency to assume that less

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Southern Interior Construction Association

CP-8432_6.25.13_dar.indd 1

thought needs to be put into the process, as a binding decision cannot be imposed by an outsider (an arbitrator or judge). This is a mistake, and when parties take this approach, it can often lead to an unanticipated failure to reach an agreement which then threatens construction. This article does not cover all of the aspects of complex ADR practice (a subject that fills many books). However, there are key preliminary topics which any party – whether owner, construction manager, trade, sub-trade or lender – should explore in advance of ADR to increase the likelihood of success. First, understand the exact ADR form being employed in the dispute. Procedurally, parties to a construction dispute can enter ADR a variety of ways and priorities may differ depending on the form of ADR. Some are common to any dispute – by agreement or as ordered by the court process. Some, however, are unique to the construction industry, such as contractual terms found in CCDC contracts (formal negotiation and then mediation) or other references to professionals (such as the design professional or a previously appointed non-binding arbitrator). The construction industry has more sophisticated options available to try to resolve disputes. However, it can make a significant difference if all parties are there by agreement versus a party having had to be dragged to the table. Is a party’s reluctance to discuss the dispute something that will have to be dealt with before the substance of the dispute can be discussed? Is there something about the process itself (for example a reference to a professional) that makes it more important to develop certain types

6/25/13 3:21 PM

of evidence? Don’t ignore the form of ADR when preparing. The next major topic has to do with information. Do you have enough information to understand the other side’s position? Do they have enough information about your position? If not, what steps can be taken to obtain that information and should that happen prior to ADR? That being said, ADR is intended to save resources – asking for too much information could be seen as trying to frustrate the process, so be realistic. Expert reports are often required in construction disputes. The production of preliminary or limited reports (touching on key areas) should be discussed and the exchange of “without prejudice” mediation reports is common, allowing parties to disclose initial positions at less cost and without risk if the dispute doesn’t settle. A meeting of the experts may also narrow the issues in dispute. Parties should then consider who the appropriate representative with authority to discuss and settle is (for all sides). Sending the wrong person, especially someone without true authority to address areas of dispute and settlement, is almost always counter-productive. Finally, and perhaps most importantly to construction ADR, is it understood what will happen if an agreement is not reached? Overly optimistic or pessimistic assumptions should typically be addressed as soon as possible because a party may modify its position if it understands the consequences of the ADR failing. It is essential to ADR planning and strategy to understand the alternative to a negotiated resolution. In summary, there is more to a successful ADR than sitting at a table and throwing numbers at each other. Sophisticated ADR practitioners will take into account the above issues, as well as others, when preparing. The better prepared a party is, the more likely they will obtain a result according with their interests. An unprepared party, meanwhile, may not even be aware of major concerns prior to entering into a settlement. Be the prepared party. u

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SICA Construction Review 2013-2014


On The Edge: MICA’s New Heli-Skiing Lodge Constructed in Record Time

By Jillian Mitchell


or many, the ideal getaway involves rest and relaxation. But for some, it also includes pushing the limits on adrenaline-pumping retreats. On the slopes of Mount Dainard, high above Kinbasket Lake, rests the Mica Heli Ski Lodge, a new luxury lodge catering to an affluent international clientele of adventure seekers. Mica Heli Guides Ltd. is the leading boutique heli-ski operator in the world. As such, it was imperative for the owner that the site’s amenities accurately reflect the company’s high reputation and standards – a request that was fully real-

ized by the designs of CEI Architecture. “To quote the owner, he said, ‘If I’m going to build something, I want to build something I’m going to be proud of’ and the details put in (to the design) in every way were top notch,” says Darryn Shewchuk, director of Sales and Marketing for Mica. “We wanted a lodge that was modern, contemporary, progressive, but at the same time we didn’t want to lose the warm, cozy, backcountry vibe that everybody loves so much.” As Tim McLennan of CEI Architecture explains, the design is a pragmatic response to the site issues as much as aes-


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thetics. The building itself was anchored into the site – hanging off of the edge of the mountain – so as to minimize the size of the building and retain the “cabin” feel, and the essence of the original lodge was respected by the provision of appropriately scaled spaces and through the use of natural, locally sourced materials such as stone and cedar. As for location, views from the building were maximized to provide a sense of excitement that foreshadows the customer experience on the slopes. “At the beginning of the design process, it was important to the client to

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keep the intimate and simple feel of the

places one of the site’s original aging ski

exterior. Unique to the project was the

original lodge,” says Tim McLennan of

chalets and includes 12 suites, staff ac-

use of cross-laminated timber (CLT) and

CEI Architecture. “As the design evolved,

commodation, retreat room and business

glulam for the floor structure and roof

a more current and modern form took

centre, a gourmet kitchen, dining room,

which eliminated the need for joists and

shape, which developed as a more ac-

lounge, ski shop and fitness centre. The

simplified the building process.

curate representation of the progressive

interior features wood, stone, and leath-

In addition, substantial efforts were

company that is Mica.”

er in a rich, natural colour palate, while

made towards minimizing the facility’s

stone and cedar accent the building’s

energy and water consumption, while

The new 15,300-square-foot lodge re-


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renewable construction materials were implemented where possible. The site must also produce its own power and draw its own water. As such, the design “strove to maximize efficiency while still providing a high level of comfort and safety for the staff and clients of Mica,” shares McLennan. Construction of the multi-million dollar project spanned a total of eight months, from April 2012 to December 2012 – a very quick turnaround for VVI Construction so as to kickoff the 2012-2013 ski season. As project manager Bruce Walker explains, the remote location – 160 kilometres north of Revelstoke, BC, at the intersection of three mountain ranges – also proved an interesting challenge to surmount (the site is only accessible by helicopter in winter; access by summer requires a combination of four-wheel drive and barge). As such, construction materials were barged to the site – approximately 200 trips in total – and a


Southern Interior Construction Association

work camp was built for the construction team of 45 who stayed on site. “It did take some coordination and some management time,” says Walker of the record-time completion, “not only through us, but the consultants were a good team to work with and also Mica themselves; they were fantastic. We worked seven days a week, 10 hours a day to ensure on-time completion, and the Mica people were just excellent. When you have co-operation like that, work was really enjoyable. I think that was key to the overall timeframe being met.” Meeting the tight timeframe was a challenge that many contractors felt was, perhaps, unattainable – all but VVI Construction, who assured the Mica team that the project would not only be complete by the scheduled deadline but that it would have a definite “wow factor.” In the end, the construction firm delivered on all accounts, assures Shewchuk.

“Without exception, for every single returning guest who came to the lodge, it was jaw-dropping,” he says. “We’re taking heli-sking to the next level in every way and we try to reflect that in everything that we do, from our logo to our website to our lodge. We’re always on the cutting edge. We were very happy with CEI, and of course, VVI; that’s like the eighth wonder of the world that these guys could (meet the deadline). It was mind-blowing!” u

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Going Geo:

Okanagan Skaha School District Completes Second Geothermal Upgrade By Jillian Mitchell


ritish Columbia rests soundly in the heart of “The Ring of Fire,” a region along the Pacific Ocean renowned for its abundance of geothermal energy. The clean and renewable source is, interestingly, one of the greenest ways to generate electricity, and as such, “going geo” is markedly on trend in BC – with much staying power. Last year, the Okanagan Skaha School District (No. 67) received a $1.2-million annual facilities grant from the BC government for its 2012 summer work plan, which includes, among other developments, the installation of a new geothermal plant at Penticton’s Princess Margaret Secondary, a facility that previously operated on boiler heat. As Doug Gorcak, the district’s director of facilities, shares, the main drivers behind the upgrade were cost-efficiency and environmental consciousness. “This system will save money in the

long run,” he says. “We know that putting a little more capital in the beginning may cost us more upfront, but schools in general, with 75-year life expectancies, can recoup the cost down the road, and then the savings carry on.” In addition, the low-emission system offers a predictability not shared by solar, wind and even hydroelec¬tric power, notes Gorcak, citing that the “power is continuous no matter the time of day, weather or season.” Additional funding from the FortisBC Efficient Boiler Program ($26,688) and the Ministry of Education’s Carbon Neutral Capital Program ($106,000) allotted for further expansion of the Princess Margaret Secondary geothermal field, well-positioning the neighbouring Skaha Middle School for connection to the system early next year; this secondary project is currently being tendered. Kelowna-based Christman Plumbing

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& Heating Ltd. was awarded tender of the Princess Margaret Secondary upgrade that commenced July 2012. The project, which consisted of a mechanical upgrade and the installation of a new geothermal field, wrapped in January 2013. “We put in 10 headers out there and 12 bore holes per header at the depth of 200 feet, so that’s 120 holes,” says project manager Mardy Matson. “We had a crew of three or four at any given time for the five months of concentrated mechanical efforts. There were no major hiccups throughout the job; we have a really good crew here that understands how to do things.” Industry leader GeoTility out of Kelowna was subcontracted for the geothermal portion, while Poole & Associates Mechanical Engineering Ltd. & JDQ Engineering Ltd. provided engineering services. As Matson confirms, all teams


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onsite coordinated with the school district to ensure school classes were not disrupted by construction. For Matson, geothermal is a welcome trend. “It’s nice to see schools going this route. Going green is good for our future; it’s good to be part of it. A lot of school districts are going the geothermal route, as long as the initial investment is available. But in the long run, there’s going to be payback for sure.”

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The Princess Margaret Secondary School geothermal upgrade marks the second project of its kind for the school district; the first, Penticton Secondary, involved the replacement of aging infrastructure and the addition of a new geothermal system in 2008. “We are quite happy with both systems,” says Gorcak of the district’s geothermal projects. “Because it was a multi-year approach at Princess Marga-

ret, we haven’t really seen 100 per cent of the benefits, but we will soon. The initial savings have reduced the energy consumption by almost 1,300 GJ of natural gas, reduced our carbon output by over 65 tonnes and saved about $13,000 in operating costs. These savings allow the school district to continue with other efficiency measures and continue to promote our environmental stewardship.” u

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Interview With

The Premier


ICA recently spoke with BC’s Premier and Westside-Kelowna MLA, the Honourable Christy Clark,

curement and tendering policies for

about issues relating to construction

can be improved to ensure fair, equi-

in BC. All questions were determined

table, and transparent practices for all

from member feedback.


public tenders (i.e. municipalities, school districts)? How do you think the process

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government level because we want to get the best deal for tax payers. We know that through an open process we can do that. As you may know, we have a committee, the Infrastructure Forum that has begun to work on our tendering process, particularly to ensure that small and medium-sized businesses have a really good crack at opportunities. I know the construction associations across the province have been really important in that. I do want to improve [tendering policies] to make sure that we are both finding that balance between the best deals for tax payer – which is absolutely the most important thing – and making sure that BC businesses get to be a part of the process and feel the benefit. SICA: There is growing trend of munici-


Southern Interior Construction Association

palities completing construction projects using their own forces. What is your stance on municipalities using their own forces instead of opening the project to public tenders? Premier Clark: Well, you know [municipalities] make their own decisions, and as the provincial government we can’t influence those decisions, nor should we. I hope that by using their own workforce it is because they are getting the best deal for tax payers. We don’t do that at the provincial government because we believe that the best way to get the best deal is to have open bidding. We are not going to stray from that. The Auditor General for Local Government [is going to] review tendering policies for local governments [in the] upcoming year. I think it’s in that process we will learn a lot more whether municipalities are getting the best deal for tax

payers in the way they tender, or don’t tender, projects. From my perspective, it’s only through open tendering that you can get the best deal. SICA: One of the biggest issues in the recent provincial election was BC’s economic growth. Since the election, what initiatives has your government taken to build our economy? Premier Clark: First, we passed the balanced budget, which is a fundamental building block of everything we want to do. It means we are controlling government spending and keeping taxes down. Because we [passed the balanced budget], our AAA credit rating was confirmed; this is another important building block of growing our economy. We have been aggressively pursuing the liquefied natural gas deals, and that’s

been moving along really quickly. We are doing everything we can do to move those projects along as quickly as we can. I am going on my fourth trade mission to Asia at the end of November to sell the liquefied natural gas opportunity, mining opportunities, and forestry opportunities. I am going down to Washington next week to sell our natural gas opportunity to investors there and make sure they know where British Columbia is. Our finance minister did a tour in the United States a couple of weeks ago, and he said the most common adjectives used for British Columbia were it’s a safe harbour for investment. I don’t think you can get a better reputation than that! People are recognizing that this is a safe reliable place to do business and get a return on investment.

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SICA: It is well known that there is

body, and the pipe has to be supplied by

projects. We know that British Columbia

vast economic potential in Northern BC.

somebody, and the electrical has to be

businesses can provide the best deal, we

While it is important that we invest in the

supplied, and the engineering has to be

can compete, but we have to make the

northern economy, how will your govern-

done, and the technology component has

introduction. We are going to become a

ment ensure that there is sizable growth

to be created. All this innovation is going

matchmaker to introduce BC businesses

of the economy in the Southern Interior?

to happen around it. This is going to hap-

to the LNG companies, really encourag-

This is important issue to our members,

pen all across the province.

ing them to use BC product, as much as

as many of them are bidding on jobs in

We just started a new project called

we can. Once we are successful [and]

other parts of the province or country in

LNG – Buy BC, and we are respect-

these relationships are made, you [could

order to stay in business.

ing our trade obligations, we believe in

be] a concrete supplier from British Co-

Premier Clark: I hope that British Co-

open bidding. What we are doing is very

lumbia, and you’ll have a part of the LNG

lumbian businesses will be the bulk of

purposely connecting BC businesses

project here, but maybe you’ll be work-

the beneficiaries of natural gas devel-

to these huge multinationals. We know

ing in Malaysia next. Maybe we will be

opment. So, yes, the pipelines will be

what happens is the folks from the big

exporting this BC know how and these

built across the north and the gas will

multinational will walk down the hall

BC opportunities all around the world.

be extracted in the northeast and it will

and say, “hey we need a concrete con-

That’s the ultimate goal. [It] will not just

be processed in the northwest. But the

tractor”, and they will go with the guy

be a BC project, but we will be support-

concrete has to be supplied by some-

that they have been using for the last ten

ing British Columbia companies to grow


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so they can make connections all over the world. SICA: What is your view on the bundling of public projects into large projects? This has the impact of limiting the scale of companies that could participate in the process, often resulting in fewer bids and higher costs. Premier Clark: Well, I think our officials would argue that this doesn’t always result in higher costs; the purpose of it is to result in lower costs. But I know the construction community is concerned about the impact on medium-sized, BC-based businesses, and I’m concerned about that too. That’s why we are doing the review I talked about earlier. I do want to get the best bang for the buck, but I do want to make sure that BC businesses get a really good crack at some of these projects. That work [is] underway now to see if we can find a way to do this: get full value for the dollar, and make sure that we are using more BC businesses.

I think the bundling – while it seemed to be a good idea at the time – certainly had some unintended consequences. BC businesses should be building BC schools if we can get the right deal. We should be supporting BC businesses. That’s why the review is underway, and it may turn out that your contention is proven to be correct, that we are not getting better value for the money by bundling it. That will open up a lot of opportunities for BC businesses. Even if you can get the same deal, why not use BC businesses? If the bid is the same, use a BC business. SICA: With the reintroduction of the PST, numerous contractors and trades are finding that some municipalities are not willing to cooperate with transition issues. There is no problem when the municipalities have used the standardized CCDC contracts but their own contracts do not have a clause with respect to changes in tax laws. How can the

government facilitate the participation of municipalities to work towards amicable resolution for all parties? Premier Clark: We do have a small unit in the ministry of finance that helps deal with some of these tricky issues around the transition. They are there to assist with these kinds of problems, and offer a ruling from the Ministry of Finance based on the tax laws. I know the construction industry worked really hard to maintain the HST; we all knew that going back to the PST would be complicated, but I don’t think any of us saw the possibility that the purchasers would use it to grind down the vendor. There is a place at the ministry where we can help with that. You just really hope that everyone will deal with each other in good faith and try and be fair about these things, not try to grind every last penny out of a contract. Questions around the PST transition can be directed to CTBTaxQuestions@ or 1-877-388-4440. u

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SICA Construction Review 2013-2014


The Lydia Boss Centre Brings New Life to the Kindale Developmental Society By Jillian Mitchell


very so often a visionary comes along and sparks a new way of thinking. In Armstrong, BC, that

visionary is Lydia Boss. Boss, who would have been 100 in 2012, was the mastermind behind the Kindale Developmental Society, an initiative that focuses on educational opportunities for persons with special needs (ages 19 and up), such as Boss’ own son Gary. With ample support from the local community, Boss built the original Kindale School in 1959, beginning the nonprofit’s 54-year legacy in Armstrong. Today, a new centre has been erected to carry on the founder’s vision and purpose, and many agree it’s a most appropriate means to commemorate Boss’

centennial – and a welcome addition to the city’s downtown core. Located on Patterson Avenue, the Lydia Boss Centre encompasses two stories and 6,300 square feet and houses the group’s administrative and program development offices on the main floor, as well as affordable housing – four one-bedroom units, two two-bedroom suites and one three-bedroom apartment – on the second floor, all of which have since been rented out by members of the community. “The Lydia Boss Centre has been a dream for 12 years,” shares Benita ‘B’ Elliott, executive director for the Kindale Developmental Society. “We’re most definitely happy with the new building and we have been able to add additional program space.” Maddocks Construction Ltd. was awarded tender of the $2-million facility. Construction began summer of 2012 and completed January 2013. Prior to construction, the residing Chinese laundry building onsite was removed (it was built out of the old unfired red brick, which becomes unstable after a period of time); Sun Country Cable donated the

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neighbouring lot for the build as well. The Lydia Boss Centre itself is a woodframe, stucco finish – basic, straightforward construction, says Maddocks owner Craig Main, other than the issue of flood planes. “It’s actually what I would call a 2.5-storey building,” Main explains. “The elevator has a third stop; the parking lot is below the main floor by half a storey. It slopes down to the creek at the back of the property.” Wider corridors and large automatic doors are notable features in the build where accessibility was a major focus. The suites themselves are built as stan-

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dard suites, says Main, but are prepped to customize individual needs of residents, if applicable. “The building was designed fairly simplistically. We were trying to focus on minimal maintenance – as well as keeping construction expenses minimal,” he says. “Kindale is a non-profit society, so we try to help them where we can in the community. From our standpoint, we try to help out our community and members in it. This is a major milestone for Kindale, and I’ve actually been working on this project with them for probably six years. It was a long time in the works.” Prior to the new location, the soci-


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ety operated out of an old office in the Century 21 building; the company donated the remainder of their five-year leased space to the society. (Century 21 had moved out of their Armstrong location two years shy of their five-year lease.) However, prior to the Century 21 space, Kindale operated out of a small house that was also donated to the society, one that had been renovated numerous times over Elliott’s 20 years with Kindale. “I used to tell the people in the office that it’s not every day that you work in an office with water features when it’s raining. You have to think positively,” Elliott

chuckles. “[The small house] certainly served its purpose over the years but it needed a new roof, new piping, and the foundation was a problem. It was just beyond repair.” Today, the society is comfortably settled in their new home, the Lydia Boss Centre, and Elliott couldn’t be more grateful, especially for the community’s endless support and encouragement. “The community of Armstrong and Vernon – the only word we can say is ‘awesome’. They are just fantastic!” says Elliott.” We believe in inclusion not seclusion, bringing community together, and they see the need in community.” u


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SICA Construction Review 2013-2014


Teamwork at its Finest: The Waneta Dam Expansion Project Celebrates a Successful Halfway Point By Jillian Mitchell


here is one telltale sign that confirms a project’s success – the numbers. For Team Waneta and

the Waneta Dam Expansion Project, the stats at the project’s half-way point have much to report – and it’s all good.

On track and on budget, the Waneta Dam Expansion Project will result in 400 jobs, over 75 per cent of which are local hires (within 100 kilometres of project) and an estimated $200 million in wages. Regional spending on goods and servic-

es exceeds $160 million to date. But as regional project manager Wally Penner of SNC-Lavalin suggests, perhaps the most prized digits of all involve the project’s safety record: zero major environmental incidents and only two minor lost time

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safety incidents logged with over 1.7 million person hours. Penner cites the mandatory safety and cultural awareness training, as well as regular morning meetings outlining the day’s work, as probable factors in the aforementioned achievement. “Everybody goes in aware of their jobs,” he says. “The hazards involved and every incident, whether it’s a sliver or a scratch, is recorded so we can watch for trends and be proactive.” Of course, the entire team is proud of

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the project’s stats to date, including triowners Columbia Power Corporation (32.5 per cent ownership), and Columbia Basin Trust (16.5 per cent), and Fortis Inc. (51 per cent), who will operate and maintain the site upon completion. Audrey Repin, director of Stakeholder and External Relations for Columbia Power Corporation, is quick to cite the team’s Community Impact Management Committee – a group of local shareholders, local and regional government representatives, First Nations and project represen-

tatives who meet monthly to encourage the project’s positive community impact – as an additional contributor to the project’s success to date. “There’s a considerable amount of monitoring that goes on – safety monitoring, environmental monitoring, workpractice monitoring – and with the Community Impact Group, all issues are dealt with in the community, first hand,” she says. “The public is regularly kept informed on the progress of the project and the owners are really proud of this. On a Indoor Air Quality - Is a major concern because it can have a serious impact on the health, comfort, and productivity of building occupants. Kimco offers scheduled filter changes, indoor air quality testing, carbon dioxide monitors and ultraviolet air purification to help manage the quality of air you breathe.

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SICA Construction Review 2013-2014


project of this magnitude you have to be very careful, so the contractor is paying particular attention to safety. We’re really fortunate to have experienced contractors and workers onsite.” Since 2010, approximately 350 workers have been onsite during construction of the $900-million, 335-megawatt powerhouse downstream of the existing Waneta Dam. The design-build project will share the hydraulic head created by the existing dam owned by Tech and BC Hydro and will be poised to supply 60,000 homes with power upon production in the spring of 2015. Project elements include the construction of a hydraulic approach channel, an intake, two power tunnels, two hydro turbine generator units, and a tailrace, as well as a berm to

isolate the river from the excavation site and to assist with spring runoff. As Penner reports, to date the steel structure has been completed, as well as 80 per cent of the concrete work and 78 per cent of the civil work. The roof is on the powerhouse, however some siding remains unfinished to allow for ventilation. In addition, Repin also notes that clearing for the 10-kilometre transmission line has also been completed and tender for line construction will soon be awarded. “We’ve completed the majority of the in-river work,” adds Penner, “but we have to lower the tailrace (where the water returns to the river) and remove the powerhouse rock plug. That work will be starting around November and is one

of our last tricky environmental pieces. Then we have to remove the rock plug at the intake when complete and the head gates are installed. Another major piece of work is to complete the transition from the concrete tunnel to the steel liner.” Currently, the project is entering into the electrical and mechanical phase with civil construction focused on the intake, which will control the flow from the Waneta headpond through two parallel tunnels that will supply two Francis turbines in the new powerhouse. Transformers (over 136 tons each) are expected onsite in September and the first runner is scheduled to arrive in mid-November, the second in January. As Repin confirms, the project has received much in the way of community

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support. In fact, over 1,500 guests toured the site in June for Columbia Powers’ Community Day. The all-day festivities included tours of the facility, as well as live entertainment, First Nations cultural presentations, children’s activities,

a complimentary BBQ and informational displays. “We work hand and hand with the contractors, with the agencies, with the communities through all aspects of the project so that there are no surprises,”

she says. “When you have good relationships with the contractors, with the First Nations, with the communities, things go smoother. We are very proud of this project and we are looking forward to generating power in the spring of 2015.” u



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SICA Construction Review 2013-2014


A Construction Partnership SICA’s Consultant Contractor Owner Workshop Connecting Industry Players By Jillian Mitchell


hen there is teamwork and collaboration, wonderful things can be achieved. This philosophy is one that the SICA understands well – a prime example being their annual CCO (Consultant Contractor Owner) Workshop. The annual one-day event fosters open and constructive dialogue between the industry’s three sectors: the consultants, contractors and owners. Every February, the 100-plus delegates gather at the networking forum where they are treated to panel discussions, instructional workshops, and guest speakers pre-

senting on a variety of industry subjects. The goal is to identify common problems and common solutions, says SICA COO Bill Everitt, while fostering a collaborative approach. “The original premise of the CCO Workshop was to try to get the three main players of procurement – the contractor, consultant and owner – together into a number of different workshop environments and facilitate discussion around the procurement and construction process without having a project specifically being discussed,” says Everitt. “We’re just trying to get around the is-

sues before they become issues, and every year there’s always something new. Ultimately it’s about having good cooperation between the three disciplines.” In its 14th year, the workshop has featured a myriad of topics of interest, such as capital project planning, procurement methods and documentation; project scheduling; builders lien; environmental practices; annual legal updates; the value of Building Information Modeling (BIM) technology; the Bid Central system; and procurement models around P3 (private-public partnerships) and design-build, to name a few. A prime professional development offering, the event counts toward six core learning credits for Architectural Institute of British Columbia (AIBC), three Supply Chain Management Association BC SCMP Maintenance credits, and one Gold Seal credit. As the SICA COO explains, this development works well to attract members from other disciplines to the SICA event. “I think SICA and many construction associations across the province tend to be heavily contractor-based. But there’s a recognizable benefit to having other disciplines involved in what we do,” Everitt adds. “We’re reaching out

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more to the design community and to the owners, and I think we’re going to get more and more going forward with the changes with design-build. I think there’s room for other disciplines to help us move forward.” The collaborative approach is one that attracted Scott Chatterton, BIM manager of CEI Architecture, who presented on Building Information Modeling (BIM) at last year’s workshop. According to Chatterton, much value is to be garnered at the annual conference. “I think workshops like these are essential, and I think promoting them more to the owners is critical – and getting more design consultants there, and getting everybody involved – the structural engineer, the mechanical engineer, the electrical contractor,” Chatterton says. “We have had many years of ‘we do our part of the process and throw it over the fence for the next to do their part.’ It’s not efficient anymore, and we need more dialogue and more communication and collaboration. These types of conferences can help facilitate this.” Approximately 92 per cent of the region’s public owners are SICA members. Such is the case with fellow 2013 presenter and owner representative Mo Bayat, an active attendee and advocate of the CCO Workshop. “The intent of the CCO Workshop is to create a level playing field. SICA basically creates an information bridge from owners, consultants and contractors that all parties can benefit from,” says Bayat, director of Development Services Department for the City of Kelowna. “Personally, I firmly believe that we are all part and parcel of each other, and the only way the whole industry can succeed is if all the players work with each

other cooperatively, collaboratively and as partners. I’d like to see these relationships continue and strengthen and we can complement each other to become a stronger industry as a whole.” Long-time member Terry Brown of STBR Consulting Ltd. can attest to the evolution of the event over its 13-year run. In fact, the transition from an adversarial environment to a more collaborative environment has been most evident, as is the parties drive to reduce the friction of industry through workshops such as SICA’s CCO event. “With the three major players, there is a lot of commonality on the issues, albeit from different perspectives. All three

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sides benefit from the very open and relaxed, non-confrontational discussion; you really get a chance to learn and you get to walk a mile in another person’s proverbial shoes,” says the STBR president. “The industry as a whole is part of the community; it shouldn’t be an adversarial environment. There’s opportunity for a win-win all the way around, a symbiotic relationship.” This February will mark the 14th annual CCO Workshop, which will be held at the Delta Grand Okanagan Resort in Kelowna. Visit SICA online for event updates. u

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SICA Construction Review 2013-2014


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Under One Roof: Kal Tire’s New Head Office Fosters a Strong Team Culture By Jillian Mitchell


s the well-known adage goes, home is where the heart is. For Kal Tire, Canada’s largest independent tire dealer, that place is – and will always be – Vernon, BC. Established in 1953, the company named after local landmark Kalamalka Lake has grown from a single location servicing BC’s mining and forestry operators to one of the province’s largest privately owned businesses, operating in 19 countries with 5,300 team members

in three business segments (retail, commercial, and mining). And yet, throughout the company’s major successes, it is clear they have a true affinity for their roots. In 2006, land was purchased at 1540 Kalamalka Lake Road, the future site of the company’s new head office, known within the company as the Vernon Office. It was a vision that six years later would bring the majority of the company’s administrative team together under one


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roof – a means to foster more conversations and gatherings than the previous space-limited situation allowed. As Kal Tire chairman Ken Finch explains, the new building was guided by two key factors: to create the best possible working environment for Kal Tire team members, while being environmentally and socially conscious, as they have been for many years. “When we were designing the new building, we looked at a number of of-

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fices around the country,” states Finch. ”It was essential that we created a working environment that was appealing for our team members but also continued to foster the strong team culture we have at Kal Tire. We also wanted to build an office that incorporated elements of sustainability. As an organization, we are very conscious of the environmental impact we have and felt that if we could build a facility we could be proud of, our teams could be proud of and the community could be proud of, we would make every effort to do so.” Designed by Vancouver-based CTA Design Group, the three-storey, 80,000 square-foot building is a brilliant mix of glass, wood, brick, and exposed concrete and features a 150-seat cafeteria, outdoor patio, changerooms and shower facilities. As project manager David Penner explains, it was purposeful to create a three-story building – any higher and people would probably more often than not opt to take the elevator. With only


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SICA Construction Review 2013-2014


and an irrigation system supplemented by retained storm water. Locally sourced pine beetle wood from Kelowna accents the reception area, as well as one large wall in the atrium; another of the atrium walls is a “living wall,” or vertical garden, at 30 feet long by eight feet high. In addition, steel-post-and-beam construction anchors the high performance building envelope, which is complete with an insulated concrete tilt panel exterior, thereby reducing peak energy demands through the elimination of thermal breaks in the envelope. “The method of insulating concrete tilt panel walls is a fairly new process and 00229_TRI_SICA_2013_1-4_Page_Magazine_Ad.pdf



3:05 PM

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Southern Interior Construction Association

ous layer of rigid insulation between a structural concrete layer and an architectural concrete layer, while lying flat on the ground,” explains Penner, who works in the real estate and construction sector of Kal Tire. “For Kal Tire’s building, there was also the additional placement of brick veneer embedded into the exterior architectural concrete panel in some places. Once formed, the panel walls are then tilted up into place and welded together through a number of metal plates embedded into the concrete.” Groundbreaking for the new office took place in April 2011, while the official move-in date was October 8, 2012. During construction, Penticton-based general contractor Greyback Construction hired predominantly local crew and subtrades – a development that accurately reflected the tire dealer’s fondness for their home city. “Our company was founded in Vernon 60 years ago and the new office building is a commitment to our Vernon office team members and our community as a whole,” states Robert Foord, president of Kal Tire. “We chose to stay in Vernon because both the city and the province have been an integral part of the success of our organization and it is a great place to live. In addition, many of our team members’ families, including our own, have deep roots in the community. This location also moves our office closer to the heart of Vernon and the area has room for future development.” u

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aving good supplier relationships is a key priority for BC Hydro. Following the 2011 Supplier Engagement Review, BC Hydro has been working closely with industry to implement initiatives in response to industry feedback. Two key initiatives have been the review and revision of the construction contract documents and ensuring suppliers are paid on time.

Update Contract Documents The construction contract documents were selected as the first type of contract documents to be reviewed due to BC Hydro’s significant capital plan and requests from industry to address concerns with the construction contract documents. A joint working group with BC Hydro and industry (ICBA, BC Construction Association and BC Road Builders) was formed and the construction contract was reviewed and revised.

“The focus of the new construction contract is to make it easier for contractors to bid on opportunities and to work with the contract documents,” says Bill Earis, General Manager of Construction at BC Hydro. After extensive work and industry consultation, the existing construction contract templates were replaced in January 2013 by the new construction contract templates. The documents have been updated to provide a balanced approach to contract drafting; ensuring the contract fully defines both BC Hydro’s and the contractor’s rights and obligations; and adopts a structure and order aligned with industry leading practice. The intent is to ensure ongoing communication with industry and to update the contract documents on an annual basis or as needed. Information sessions were held for contractors across BC, including the

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Southern Interior Construction Association

Lower Mainland (April 25), Southern Interior (May 1), Vancouver Island (June 25) and the Northern Interior (July 9) to review the changes to the new construction contracts and bid process. “This is a shift in our contractual relationship and how we work with contractors. We are making these changes to make it better for contractors to engage with us and ultimately work together with our teams to deliver great work,” says Shelly Morrison, Manager of Strategic Procurement Programs at BC Hydro. “BC Hydro is in the midst of an exciting time for construction, with many new projects planned and many currently in flight.” Many of BC Hydro’s assets were built before 1970 – over 40 years ago. BC Hydro is refurbishing its heritage assets to ensure system reliability and undertaking new projects to meet future electricity demand in BC. These projects


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span the entire system and provide economic as well as business development opportunities in different communities and regions across the province. “By introducing the changes and standardizing the contract process, BC Hydro is preparing for the significant number of projects on the horizon,” says Earis. “I’m confident that with the new processes in place, it will benefit all of our BC Hydro contractors and ensure our projects are set up with the best possible infrastructure.” For additional projects and details read BC Hydro’s Service Plan, http:// service_plan.html or check out the BC Hydro Projects page, www.bchydro. com/energy-in-bc/projects.html.

On Time Payments Project: In addition to updating contract templates, the Supplier Engagement Review also highlighted slow payments as an area for improvement. The On Time Payment (OTP) proj-

Some of the major BC Hydro projects which are underway include: Project  

Total Cost  


Targeted Completion  

MICA SF  Gas  Insulated   Switchgear   Replacement  Project  

$199 million  

Replace the  switchgear  system  at  the  Mica  Generating  Station  to  ensure  the   reliability  of  this  key  generating  station  and  reduce  SF  (a  greenhouse  gas)   leakage.  The  switchgear  system  uses  500  kV  circuits  to  conduct  energy  from  the   MICA  underground  powerhouse  to  the  surface,  where  it  transitions  to   transmission  lines.  

Fiscal 2014  

Seymour Arm  Capacitor   $49-­‐58   Station   million  

Interior to  Lower   Mainland  Project  

$690-­‐725 million  

Merritt Area   Transmission  Project  

$58-­‐66 million  

Upper Columbia   Capacity  Additions  at   MICA  –  Units  5  &  6  

$627-­‐714 million  

Hugh Keenleyside   Spillway  Gate   Reliability  Upgrade  

$116-­‐123 million  

Ruskin Dam  Safety  and   Powerhouse  Upgrade  

$626-­‐748 million  

Fiscal 2015  

Construct a  new  138  kV  radial  transmission  line  from  the  existing  Highland   Substation  to  a  new  substation  in  Merritt  to  meet  the  increased  demand  for   power  in  the  Merritt  area.  

Fiscal 2015  

Upgrade the  spillway  gates  at  the  Hugh  Keenleyside  Dam  to  increase  public  and   employee  safety  and  ensure  the  gates  meet  flood  discharge  reliability   requirements.  

Fiscal 2016  

Construct a  new  500  kV  transmission  line,  approximately  255  km  in  length,   Fiscal  2015   between  the  Nicola  Substation  near  Merritt  and  the  Meridian  Substation  in   Coquitlam  and  build  a  new  series  capacitor  station  at  Ruby  Creek  near  Agassiz  to   help  meet  domestic  load  growth  in  the  Lower  Mainland.  

Install two  additional  500  MW  generating  units  into  existing  turbine  bays  at  the   Mica  Generating  Station.  The  new  units  are  similar  to  the  four  existing  units,  but   with  more  efficient  turbines.  Includes  construction  of  a  series  capacitor  station   located  near  the  mid-­‐point  on  the  existing  Mica-­‐Nicola  500  kV  transmission   lines.  

Fiscal 2015  –  Fiscal  2016  

This project  upgrade  will  meet  modern  safety  and  seismic  requirements  and   Fiscal  2018   replace  the  powerhouse  equipment,  which  is  in  poor  condition.  It  is  expected  to   take  six  years  to  complete  and  includes:  reinforcement  of  the  right  bank;  seismic   upgrade  of  the  dam  and  water  intakes;  powerhouse  upgrades;  and,  relocation  of   the  switchyard.  Once  completed,  the  upgraded  facility  will  be  reliable  and  safe   and  will  produce  enough  electricity  to  serve  more  than  33,000  homes.    

* For additional projects and details read BC Hydro’s Service Plan, about/accountability_reports/financial_reports/service_plan.html or check out the BC Hydro Projects page,

ect addresses barriers to prompt pay-

•B  C Hydro has set a target of paying

ments and has introduced the following

95% of invoices on time based on re-

changes to BC Hydro’s invoice approval

ceipt date. This target was achieved


last fiscal year and is expected to be




Construct a  500  kV  series  capacitor  station  adjacent  to  the  existing  transmission   lines  5L71  and  5L72,  which  run  between  the  Mica  Generating  Station  and  the   Nicola  Substation  near  Merritt.  The  capacitor  station  will  increase  the   transmission  capacity  of  the  lines  and  allow  the  Mica  Generating  Station  to   securely  deliver  its  full  station  output  with  the  new  generating  units  5  and  6  in   place.  



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SICA Construction Review 2013-2014


achieved again this year. This is a significant improvement from previous years. • Expanding the use of electronic funds transfers (EFT) means suppliers are paid overnight by electronic payment. This eliminates cheque processing and delivery delays and the need for the supplier to deposit the cheque. • The 2011 Government Review directed BC Hydro to increase the use of eCommerce for ordering and invoicing with suppliers. By March 2013, more than 40% of invoices were being received by BC Hydro using eCommerce, and this is expected to be increased to at least 60% by March 2014. • BC Hydro is tracking invoice payments by weekly and monthly metrics. This enables corrective action to be taken where invoice approvals are delayed. Tony Morris, BC Hydro’s Manager of Enterprise Procurement Policy and Services, is pleased with the work to date. “I’m responsible for improving the efficiency of BC Hydro’s invoice process-

ing and helping to ensure suppliers are paid in accordance with their contract terms. BC Hydro needs to provide suppliers with the confidence that they will be paid on time. We recognise cash flow is critical to our suppliers and that BC Hydro needs to pay its suppliers on time.” As both of these initiatives progress, BC Hydro is confident that together with

industry further strides will be made. “Over the next several months we will continue to work collaboratively with industry to obtain feedback on the new contract documents,” Morrison says. “In addition, we are beginning to review and revise the next set of contract documents for Supply and Install building on the learnings from the construction documents to further that work.” u

Proudly Building Infrastructure in Interior BC 56

Southern Interior Construction Association

Preparing for an Exit to a Third Party


here are two areas where business owners can gain real benefits when preparing for an exit. The first is up-front planning. The second is preparing your business for sale. Getting to know your market is an important first step. You wouldn’t sell a house without first checking the market to learn what other properties are going for. You also have to know what you’re selling. Often, we find people who have a notion to exit their business. But when it comes down to the bottom line, there are parts they don’t want to sell – or can’t sell. When preparing your private company for a sale, you need to rank your objectives. For example, do you want to maximize price, maximize the amount of cash received at closing, participate in management or ownership after the sale, transfer the business to the next generation or preserve the well-being of employees, customers or suppliers? Gathering market intelligence can confirm whether you have something

worth selling and establish a sense of its value. It is also vital to understand the buyer’s perspective; remember: this buyer will be the most important customer you will ever have. A buyer tends to lack emotion in their buying decision and focuses on their return on investment. The buyer may want to acquire a company with management depth or the purchase may be a strategic acquisition. Do you know the key value drivers of your business? Prior to embarking on the “sale process”, you should perform a thorough review of the business to identify inherent problems, get your records in order and dispose of excess or underperforming assets, rather than passing those on to someone else. You should also be careful of entering long-term commitments, since these could end up as an inconvenience for a prospective purchaser. During the planning process, you should review your corporate structure with your accountant to ensure that your after-tax proceeds on sale are also maximized.

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At the end of the day, if you are considering selling your business, remember these three key items: 1. Know your objectives and rate their importance. 2. The best time to sell is after proper planning and preparation. 3. The buyer will be the most important customer you will ever have, so ensure you have the process in place for ensuring high marketability and maximum value. To read more about exit strategies, visit and download “Nine Questions on Selling a Business.”

How KPMG Can Help We work with private companies on a daily basis and have the knowledge and experience to help. We know what buyers look for and how to position our clients to maximize value. Put KPMG’s reputation, resources and experience to work for you – contact us at 250-979-7150. u

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SICA Construction Review 2013-2014


2013 SICA Commercial Building Awards


very once in a while, one should stop and recognize the many achievements that have been made within our industry. In construction, it’s not just one individual that makes the project but the combined efforts of all parties that will make a building truly great. The 2013 SICA Commercial Building Awards, held on October 17, 2013, was the first for SICA as a key sponsor, and had the best attendance to date for the Business Examiner Thompson Okana-

gan, SICA’s partner in the event. The awards recognized excellence in design and construction within several categories of Industrial, Commercial, and Institutional projects throughout the southern interior. Just under 60 projects were submitted for consideration. Please accept our congratulations to all those nominated and in particular to our finalists. The process involved in deciding to develop a piece of land, agree on a design, commit the funds required, negoti-

ate the process, and finally to assemble the team of skilled trades marshalled by a general contractor never entirely certain of a successful outcome is daunting indeed. To do this while producing some of the most beautiful structures employing state of the art processes and equipment, systems controls, with the latest in environmental considerations is worthy of recognition. Congratulations to you all. Projects that received Awards of Excellence are noted below, to see all finalists visit:

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Southern Interior Construction Association

Business and Personal services

Kal Tire Head Office, 1540 Kalamalka Lake Road, Vernon Owner/Developer: Kal Tire Real Estate & Construction Services Architect/Designer: CTA Design Group Engineer: CTA Design Group General Contractor: Greyback Construction

Commercial Renovation


Golden Civic Centre, 810 10th Avenue S., Golden Owner/Developer: Town of Golden Architect/Designer: Len Brown Architect General Contractor: Olson Construction


Delta Grand Okanagan Resort 1310 Water Street, Kelowna Owner/Developer: Delta Grand Okanagan Hotel & Resort Architect/Designer: MQN Architects General Contractor: Edgecombe Builders

Mica Heli-Ski Lodge, 207 Mackenzie Avenue, Revelstoke Owner/Developer: Mica Heli Skiing Canada Architect/Designer: CEI Architecture General Contractor: VVI Construction


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Canem Auto Gallery, 884 McCurdy Place, Kelowna Owner/Developer: Canem Auto Architect/Designer: Garry Tomporowski Architect Ltd. General Contractor: Maple Reinders


North Shore Health Science Centre, 374 Tranquille Road, Kamloops Owner/Developer: MAIA Enterprises Ltd. Architect/Designer: Blue Green Architecture General Contractor: Unitech Construction Management


Waters Edge Condominium, 3865 Truswell Road, Kelowna Owner/Developer/General Contractor: MKS Resources Inc. Architect/Designer: GTA Architecture Ltd.


Flooring Canada, 325 Banks Road, Kelowna Owner/Developer: Flooring Canada Architect/Developer: Hans P. Neuman Architect Inc. General Contractor: MGC Construction Ltd.

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Southern Interior Construction Association


wine industry

Landmark Office Building 1632 Dickson Avenue, Kelowna Owner/Developer: Al Stober Construction Ltd. Architect/Designer: Meiklejohn Architects Inc. General Contractor: Al Stober Construction Ltd.

Kelowna Mountain Welcome Centre 454 Carona Crescent, Kelowna Owner: Kelowna Mountain Bridges & Vineyards Developer: The Consiglio Group 2011 Architect/Designer: Mark Scheurer Architect General Contractor: Willex Metalworks

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SICA Construction Review 2013-2014


Made in BC

Dr. Ray Taheri

School of Engineering Students at UBC’s Okanagan Campus Wow Industry with Their Capstone Project Innovations By Jillian Mitchell


tudents at the UBC’s Okanagan campus Engineering Capstone Program are garnering much at-

tention as of late – and rightfully so, boasts senior instructor Dr. Ray Taheri.

Take, for example, the iPhone communications platform developed for Cisco Systems that will soon be marketed; or the iPhone attachment developed for Campbell Scientific used to measure the

pH level in swimming pools; and last but not least, the bicycle-detecting device designed for motor vehicles in an effort to encourage safety for cyclers and drivers, alike. All of which resulted from the

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Devyn Farr doing calculations / Photo credit: Jody Jacob

capstone student projects at the School of Engineering (SOE). Dr. Taheri, who teaches mechanical engineering, is not the only one thoroughly impressed with capstone stu-

dents – many of the participating companies are dazzled, as well. According to the senior instructor, it’s not uncommon to receive positive feedback; particularly, “A group of fourth-year students came

up with this? This is amazing!” As a result, there is a waiting list of companies eager to participate in the program. “Our capstone program has become very popular and there’s a lot of support

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SICA Construction Review 2013-2014


“This capstone program speaks well for students. Many employers look at the result of the capstone and, in many cases, the students working in the group get hired by the respective companies.” from local communities,” Dr. Taheri says. “This year, we’re going international – with one project in Tibet and one in Africa.” The SOE’s program is geared towards fourth-year engineering undergraduates and encompasses six credit hours from September to April. Program cornerstones include industry-related group work and real-life project application facilitated by a university faculty member. Each year, the program produces 30 to 40 student projects decided upon in one of three ways: students can procure their own projects based on their desired

career path; faculty members will initiate contact with a variety of companies and tailor a project list for students to select from; and finally, companies contact the school and express interest in working with the program’s students. Traditionally, capstone programs are segregated by each engineering department. In the SOE, not only is cross-discipline collaboration among mechanical, civil and electrical students encouraged, but several projects also involve UBC’s School of Management students. Upper-year management students are also encouraged into the capstone pro-

gram to facilitate well-rounded project groups, which, as Dr. Taheri describes, is “very beneficial for students to learn from their peers in different disciplines,” adding that many engineering projects encompass business elements. To date, the capstone project course is in its fifth year. More than 400 students have participated as a part of their academic curriculum, an undertaking that has pleased not only the SOE but the university as well, much to the benefit of both students and Okanagan-based companies. “I used to work for a company and was

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in the position of hiring students as new engineers,” says Dr. Taheri. “One of the areas that I was always interested in was project-based learning and group work. This capstone program speaks well for students. Many employers look at the result of the capstone and, in many cases, the students working in the group get hired by the respective companies.” Major perks to industry include an estimated $20,000 in kind per project, resulting from the combination of student work-hours (more than 500), faculty support and the use of university facilities. In addition, companies retain the respective intellectual rights to the project. From the university’s perspective, the capstone program also helps to maintain and strengthen the educational institution’s relationship with industry, while at the same time enhancing industrial relevance. “Industry perhaps might not know about university and how it works. The program, then, is a stepping stone for collaboration between the university and industry, making this initial contact a narrow bridge between industry and university,” says Dr. Taheri. “Widening this bridge will be easy because you already have a connection. I am very excited about the direction that capstone is going, and I hope our school will be a pioneer in the capstone for the rest of the country, and perhaps North America.” Working closely with the UBCO School of Engineering is the Southern Interior Construction Association (SICA) in an effort to blend the interest of engineers with those of the contracting community. “SICA is happy to be part of the UBC engineering capstone program with the hopes of furthering contractors’ ties with the engineering and design sectors,” says SICA COO Bill Everitt. “To that end, we support the capstone project where applicable to our members, and we sit on the university’s ION (Innovation Okanagan Network) committee to help guide the faculty’s direction.” u

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SICA Construction Review 2013-2014


Bidding Law: What’s in the Name? by David Hughes


id, Tender, RFP, RFQ, RFI – chances are you have heard all of these terms before. But what

are the legal differences between each of these documents? A lot of people believe that what an owner calls a document determines the way it is treated legally. For example, I’ve heard it said that “because it’s only an RFP, the owner can do what he likes.” This is not necessarily true; in fact, there may be no meaningful legal difference between these documents. What matters, in every case, is not what the document is called but whether or not it forms Contract A. Contract A was a concept developed by the Supreme Court of Canada in 1981 in the case of Ontario v. Ron Engineer-

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Southern Interior Construction Association

ing & Construction (Eastern) Ltd. [1981] 1 SCR 111. At its most basic, Contract A is the contract that is formed when a bidder submits a compliant bid in response to a bid call from an owner. The owner owes all compliant bidders a duty of fairness and equality. This means that an owner is bound to consider all compliant bids and to disqualify all non-compliant bids. In many construction tendering cases, the owner is required to accept the lowest-priced compliant bid. If the owner wrongly disqualifies a bid, or accepts a non-compliant bid, the bidder that would otherwise have been awarded the final contract (but for the owner’s error) is typically entitled to damages for lost profits. The practical effect of this is to require a high level of care on the part of owners if they are in Contract A. In order to see whether a bid document creates Contract A, a lawyer will look to the content of the document for evidence of the owner’s intent to form Contract A. Such evidence can be found in things such as mandatory requirements, whether or not bids can be withdrawn and whether or not some form of security deposit is required. What the document is called may be some evidence of the owner’s intent, but as Madam Justice Dillon stated in Tercon Contractors Ltd. v. British Columbia [2006] BCSC 499, “[t]he label or name of the tender document is not a determinative factor”. The more a document contains mandatory requirements, indicated by words such as “must” and “shall”, the greater the evidence that the owner is in Contract A. Not allowing the withdrawal of bids and

requiring a security deposit or bid bond are further evidence of Contract A. Practically speaking, this means that you can have RFPs and RFQs (and bid documents with other names) that are binding because the language in them creates Contract A and also RFPs and RFQs that are non-binding because they don’t create Contract A. Tenders are almost always binding, but this is because their terms make them so, rather than because of the mere fact of being called a tender. RFIs are typically non-binding, but again that is because of their express terms. Having worked as in-house counsel for an owner, I know that we often spent a lot of time trying to craft our language so that we weren’t in Contract A. However, a lot of owners and bidders aren’t aware of this. So, if you feel like you have been treated unfairly in a bid process but you can’t do anything about it – because it’s only an RFP, RFQ or RFI – think again. Because of the language the owner used, it may have unwittingly created a Contract A with you and given you certain legal rights. So, the answer to the question “what’s in the name?” is “not a lot” – it’s Contract A that matters. If you have a question about your rights in a bid process, consider contacting a lawyer who has experience in this area and can advise you on what rights and remedies you may have available. u

* David Hughes is a Partner with Forward Law LLP who practices in the area of construction law. Before joining Forward Law, he was Senior Legal Counsel with a major Crown Corporation, where he worked on numerous competitive bid processes and the resulting contracts.

A Beacon of Hope

BC Hydro’s Peace Canyon Dam Retrofit a Success By Jillian Mitchell


omplementing the rich evening setting of north central BC, the Peace Canyon Dam is akin to a beacon, brilliantly illuminating BC Hydro’s commitment to the area’s 200,000 residences. During the dam’s recent roof upgrade, the beacon along the Peace River provided much comfort to the Flynn Canada/Glass Canada Inc. team, who immersed themselves in the province’s wilderness, camping riverside until the project’s completion. “With a remote project, you’ve got to be a little more dynamic and have to adjust a little more than working in the city,” says manager Kirtis Bergen of the Flynn Canada Ltd. Kelowna branch. “It’s beautiful country up there. It was quite entertaining camping along the river and the guys had a good time – dirt biking, fishing, barbequing. Without happy men, you’re not going to get anything done.” From May to September 2012, Bergen and his team of 14 were contracted to retrofit the roof of the Peace Canyon Dam, which encompasses a large powerhouse, visitors’ centre and administrative building and stands 50 metres (165 feet) high, 534 metres (1,752 feet) long, containing 515,000 cubic metres of concrete. After all was said and done, ap-

Photos courtesy of Flynn Canada and Topside Consulting

proximately 681 squares of two-ply SBS, a new 23-square standing seam metal roof on the administration building, and a 1,200-linear-foot modern aluminumframed, double-paned glass model (with 520 individual glazing units set at 45-degree angles) was installed during the $2.3 million building envelope retrofit – the first upgrade in the dam’s 35 years. During the project, the existing ballast and insulations were removed off of an inverted roof assembly and new vapour barriers, insulations, overlay boards, twoply SBS roof systems complete with new rubberized expansion joints at all intersecting walls, and aluminum flashings were installed. The metal roof over the

existing exposed concrete structure had new A/V barriers, insulations with subgirts, top slip sheet, and custom-rolled metal seam lock panels rolled onsite to

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SICA Construction Review 2013-2014


cies not to dump water – spilling water is money wasted – and they’re responsible for meeting power requirements, so you can’t just shut down half the dam if one of the other dams can’t pick it up,” he says. “So it was kind of a trickle effect for us all the way through. We had scheduled dam shutdowns in our contract, but due to the high waters, they had to push those dates and we ended up working nights, as demand for power dropped

suit the specific lengths. All work was

your typical “commercial roofing, metal

completed under the RCABC (Roofing

roofing and curtain wall, and windows”

Contractors Association of BC) Roof Star

job. Logistics at times proved challeng-

10-Year Guarantee program with inde-

ing, he says, and some of the project

pendent inspections completed by Top-

consisted of night work so not to disrupt

side Consulting Ltd.

hydro service or cause financial losses for

As Bergen explains, work on the industrial-type project was anything but


Southern Interior Construction Association

the owner. “BC Hydro is under tight contingen-

and they were able to shut down some of

Garibaldi Glass Manufacturer Inc. out of

plant during construction. As a result,

their generators.”

Burnaby, BC.

work had to be done in sections while

Glass Canada Inc. was responsible for

Furthermore, the make-up of the

the rest of the project remained covered.

installing the dam’s new skylight – all

sealed units was tempered SN68 by

“This was the largest skylight we’ve

520 pieces of glass. The new, low mainte-


nance skylight, which offers a 25- to 30-

glass. The tempered was added to give

year lifespan, consists of high efficiency

the windows strength while the lamina-

clear glass panels that optimize natural

tion protects everything below, on the off

light, as opposed to the original skylight

chance a window does break (the pieces

(circa 1980) with a fibreglass and alu-

will not fall to the floor below).




ever done; pair that with the fact of the logistics we’ve never encountered before – the project’s remoteness and the water factor,” says Dotschkat. “It was a pretty quick turnaround, but having said

minum makeup that restricted natural

As general manager Debra Dotschkat

that, it was delayed. Any time there was

light. United States Aluminum of Canada

of Glass Canada Inc. explains, the most

bad weather we had to shut down. But

Ltd. out of Langley, BC supplied the new

important part of the project was ensur-

Hydro was very accommodating and ev-

curtain, while the glass was supplied by

ing that no water penetrated the power

erything went smoothly.” u

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SICA Volunteers Awarded for Excellence


013 was a wonderful year for a few of SICA’s committed volunteers and members. Long-time volunteers Terry Brown (STBR Consulting Ltd.), Phil Long (Maple Reinders Inc.), and Patrick Waunch (Rambow Mechanical Ltd.) were honoured with prestigious awards recognizing their dedication and commitment to the construction industry. On January 18, 2013, Terry Brown and Phil Long were awarded with medals commemorating Queen Elizabeth II’s Diamond Jubilee. The Queen Elizabeth II Diamond Jubilee Medal is a commemorative medal to honour 60,000 deserving Canadians in a variety of fields. “SICA is extremely proud to have two of its longterm members recognized for such an

auspicious award. Phil Long and Terry Brown have played a significant role in the development of construction industry standards over the years,” says SICA COO W.E. (Bill) Everitt. Despite his demanding career as an operations manager at Maple Reinders Inc., Phil has dedicated over seven years to the local construction industry through his volunteer involvement in the Canadian Construction Association (CCA), BC Construction Association (BCCA), and as a member of SICA. He is best known for his calm demeanour, sense of humour, and dependability. Terry Brown is being celebrated for over 24 years of protecting the interests of the construction industry. His volunteer work includes sitting as the Chair-

Angela McKerlich and Patrick Waunch

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man of the SICA board of directors, board member of the BCCA, and volunteer with the CCA. His efforts continued with his roles on the BCCA Council of Construction Associations (COCA), Canadian

Construction Sector Council, Canadian Construction Documents Committee (CCDC) and the Workers Compensation Board of BC. Phil and Terry now count themselves

among 60,000 Canadians recognized for making a significant contribution to their peers, community, and nation over the course of their lives. On September 19, 2013, long-time

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SICA member and volunteer Patrick Waunch was honoured for his dedication to the association and the industry with a scholarship in his name at Okanagan College. The SICA Patrick Waunch Scholarship will benefit students enrolled in the mechanical building trades at Okan-

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Southern Interior Construction Association

John Hollar, Patrick Waunch and Bill Everitt

agan College. “We wanted to take the opportunity to create something that would recognize Patrick Waunch, who has contributed so much to this industry,” said Bill Everitt. “This annual award of $3,500 will make it easier for students to get their certificates in refrigeration, air conditioning, sheet metal, and plumbing.”

Patrick has been dedicated to the construction industry for many years, having served on the SICA board of directors for a total of 14 years, representing SICA on the BCCA board and CCA board. He is Chairman of the Public Advisory Committee to the Okanagan College and Chairman of the Trade Contractors

Council for the Canadian Construction Association. Patrick, Terry, and Phil represent a few of the many dedicated individuals that have been involved with SICA over the past 44 years; without these individuals SICA would not be the successful organization that it is. u


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SICA Construction Review 2013-2014


Gold Seal Projects Increase Professionalism and Profile by Stephanie Wallace


ith the construction season now underway, firms looking to new and innovative ways to gain additional exposure while improving the overall skillset and professionalism of their management staff can consider registering their project as a Gold Seal project. Across the country, Gold Seal projects are a reflection of experience, competency and excellence in the management of construction. In these projects, a firm works with their local construction association and the Gold Seal certification program to jointly promote Gold Seal as part of a construction project. The objective is to educate non-certified workers about Gold Seal certification and to honour those who have earned their certification by the end of the project. “We’ve seen a growing number of interested firms in Canada who want to explore how they can register a Gold Seal Project,” says Barry Brown, Chair of the Gold Seal committee. “Gold Seal projects

help increase a project’s exposure and the tangible benefits of certifying employees are felt well beyond a project’s completion. It is a great marketing tool, as well as an excellent way to promote ongoing excellence within a company.” Currently, there are no civil projects in British Columbia that have registered as Gold Seal projects and just one other across Canada. However, increasing interest in the program is expecting to see these numbers grow. Any construction company that would like to promote their excellence in the management of construction and would like to promote Gold Seal certification are encouraged to participate in the program. The process is quite simple, whether it is through contacting the local construction association or filling out the form on the Gold Seal website. There are a number of benefits to registering a Gold Seal project, including co-branded promotional material, the opportunity to be featured on the Gold

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Southern Interior Construction Association

Seal certification website, and media exposure through press releases, websites and social media. At the same time, staff members receive new learning opportunities, including optional onsite workshops for management staff and contractors, and Gold Seal certification ceremonies for those that have earned their Gold Seal certification during the project. The end result – the completion of a Gold Seal project – is project certificates for all involved, including general contractors, owners, subcontractors and all other associated parties. “As construction firms and owners continue to see the value of Gold Seal certification, we are anticipating an increasing number of projects to be registered as Gold Seal projects,” Brown adds. “Gold Seal certification continues to be recognized as the industry’s most respected certification and Gold Seal projects are reflective of that. They are a great way to promote the work that we do to those in our industry and to those outside of it.” More information about Gold Seal projects can be found at

Last Call for Senior Practitioners Until the end of 2013, construction management professionals with more than 15 years of experience as estimators, owners’ project managers, project managers or superintendents who meet the educational requirements can apply for a GSC as a Senior Practitioner without challenging the Gold Seal certification exam. Visit certification-gsc/ for details and to apply. u

Gold Seal certified Ambrozy, Andrew – General, Project Manager Ansell, Timothy O. – Roadbuilding, Project Manager Arnold, Jeff – General, Project Manager Ashmore, Charlie – General, Superintendent Avery, Terry – General, Superintendent Balfour, John F. – Mechanical, Project Manager Balfour, Kevin – Roadbuilding, Estimator Barnes, Glenn – General, Project Manager Barry, Joseph – Roadbuilding, Superintendent Barry, Tim – Roadbuilding, Superintendent Becker, Rocky C. – Insulation, Project Manager Bennison, Graham S. – Roadbuilding, Project Manager Bentzen, Howard – General, Superintendent Beruschi, David D. – General, Project Manager Betts, Gerry – Electrical, Project Manager Bilawchuk, Wayne – General – Project Manager, Superintendent Blewett, Victor R. – General, Superintendent Blonarowitz, Collin John – Roadbuilding, Superintendent Bonderud, Chris – Roadbuilding, Superintendent Bossert, Theodore W. – General – Project Manager, Estimator Bourassa, Mike – Construction Safety Coordinator Bouwmeester, Cornelis J. – General, Superintendent Bradford, Paul – General, Superintendent, General, Estimator Bridge, Jody Dennis – Roadbuilding, Project Manager Brown, Terry – General, Project Manager Brydon, Scot M. – General, Project Manager

Bucknell, Charles H. – Mechanical, Project Manager, Mechanical, Superintendent Burleigh, Jason Paul – Construction Safety Coordinator Butler, Stephen M. – Door/Wind/Glaze, Superintendent Callahan, Doug – Roadbuilding, Project Manager Carels, Shawn – General, Superintendent Caul, Gerald B. – Electrical, Project Manager Cesnik, Joze – General, Superintendent Chernoff, Nick Peter – Concrete, Project Manager Chester, Wayne Douglas – Electrical, Superintendent Chevalier, Darren Brent – General, Project Manager Christensen, Roy A. – Owner’s Project Manager, Christman, Ron – Mechanical, Superintendent Church, Lloyd Cameron – General, Superintendent Clark, David – Electrical, Project Manager Comeau, Philippe Leonard – Sheet Metal, Superintendent Corcoran, Dave R. J. – General, Project Manager Corke, George – General, Project Manager Cousins, Stephen Ward – General – Project Manager, Estimator Cox, Sari, Mechanical – Project Manager Crawford, Doug R. – Electrical – Project Manager, Estimator Cruickshank, Greg – Roadbuilding, Project Manager Cumming, Thomas A. – General, Project Manager Cuzzocrea, Joseph – Roadbuilding, Superintendent Dalgleish, Robert Ian – General, Project Manager Dalgleish, S.B. (Sinc) – General – Project Manager, Estimator

Darche, Simon L. – General, Superintendent Darling, Don – Owner’s Project Manager, Davies, Leslie – Mechanical, Project Manager Davies, Robert H. – Mechanical, Project Manager Davy, Ken – Roadbuilding, Superintendent de Rooy, Ken – Struct. Steel, Project Manager DeCol, Guiseppe – General, Superintendent Descheneau, John Robert – Electrical – Project Manager, Estimator Dibella, Mario Joseph – Electrical, Project Manager DiPasquale, Dennis – General, Estimator Dool, Walter F. – General, Project Manager Dorssers, Dan – Roadbuilding, Superintendent Douglas, Scott W. – Roadbuilding, Estimator Downward, Peter John – General, Project Manager, Estimator Duncan, Graeme A. – General, Superintendent Dutil, Richard J. – Electrical, Estimator Eisele, Anton – General, Project Manager Elliot, T. Alistair M. – Roadbuilding, Superintendent Eng, Kenneth R. – General, Project Manager Ernewein, Gordon – General, Superintendent Falladown, Tom – Roadbuilding, Project Manager Fallowfield, Ron – General, Superintendent Feller, D’Arcy – Mechanical, Superintendent Finnson, Richard – General, Superintendent Fish, Dale – General, Project Manager

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Gold Seal certified Flamand, Oscar – General, Project Manager Forsyth, James R. – General – Project Manager, Superintendent Franzen, Rick – Roadbuilding, Superintendent Fraser, Clement – Sheet Metal, Superintendent Freeman, Geoffrey Bernard – Mechanical, Superintendent Fretz, Daniel – General – Estimator, Superintendent, Project Manager Froess, Bob C. – Roadbuilding, Superintendent Galbraith, Adam – Roadbuilding, Project Manager Galigan, Philip A. – General, Superintendent Gawne, Larry – Roadbuilding, Superintendent Gervais, Janot – General, Project Manager Gilowski, Ron – Roadbuilding, Superintendent Ginter, Ron W. – General, Estimator Glave, Ron – Construction Safety Coordinator Gothe, Ronald – General, Project Manager Goulet, Garth – General, Superintendent Graham, Donald David – General Project Manager Graham, Gwen – General, Project Manager Graham, Robert – General, Project Manager Greenall, John – General, Project Manager Gulak, Brian Charles – General, Superintendent Gutsche, Steven A. – General, Project Manager Haggkvist, Don – General, Superintendent Hall, Robert Scott – Owner’s Project Manager, Hardwicke, Wayne – General – Project Manager, Estimator Harrison, Brian Edward – Sheet Metal, Project Manager Hartskamp, Dean – General, Superintendent Hayashi, Brian Paul – General, Project Manager Hayes, David L. – General, Superintendent Hayter, Marvin C. – Roadbuilding, Project Manager Hayter, Scott Myles – Roadbuilding, Superintendent Head, James – Roadbuilding, Project Manager Healey, Bruce – General, Superintendent Heigers, Jacobus Johannes D. – General, Project Manager Helmer, Maximilian Kasi – Roadbuilding, Superintendent Henderson, Justin W.C – Mechanical, Project Manager Hett, Jordan – Electrical, Superintendent Hickling, John Thomas – Owner’s Project Manager, Hildebrandt, Kenneth A. – General, Estimator Hoiland, Bill – Owner’s Project Manager, Hornung, Doug – General, Superintendent Horochuk, Daniel – Owner’s Project Manager, Horsfield, Scott C. – Roadbuilding, Superintendent Hrabchuk, Chris – Roadbuilding, Superintendent Hrabchuk, David Andrew – Roadbuilding, Superintendent

Hrabchuk, Larry – General, Superintendent Huolt, William Scott – General, Superintendent Hutton, Glenn Allan – General, Project Manager Imthorn, Kevin John – General, Project Manager Jackson, Beau – Roadbuilding, Superintendent Jackson, Steve W.J. – Owner’s Project Manager, James, Michael – General, Superintendent Jensen, Hans Kristian – Masonry – Superintendent, Project Manager, Estimator Jepsen, Bryan Paul – General, Project Manager Johansen, Martin – Owner’s Project Manager, Johnson, Warren Dale – General, Superintendent Kabotoff, Lionel – Roadbuilding, Superintendent Keith, Douglas Brian – General, Project Manager Kenyon, Doug – General, Estimator Kenyon, Larry – General, Project Manager Kenyon, Matthew – General, Project Manager Kinnee, Kim Ellis – Mechanical, Project Manager Klotz, Shaun C. – Roadbuilding, Superintendent Koeck, Ernie – General, Project Manager Kooyman, Cornelis – Struct. Steel, Estimator Kostiuk, Andy – Roadbuilding, Superintendent Krak, Allan – General, Project Manager Krogh, Tim – General, Project Manager LaBar, Len – General, Superintendent Lacroix, Serge – Owner’s Project Manager, Laird, James E. – Roadbuilding, Superintendent Lalonde, John Grant – Mechanical, Project Manager Langton, David G. – Door/Wind/Glaze, Estimator Lansing, Francis L. – Door/Wind/Glaze, Project Manager Larsen, Helmuth – General, Superintendent Laursen, Karl A. – General, Project Manager, General, Estimator Leacock, Randy – General, Project Manager Lechkun, David – Roadbuilding, Superintendent Lewis, Alun Christopher – General, Superintendent Liddicoat, Robert W. – General, Project Manager Lipinski, Rick – Construction Safety Coordinator Little, George E. – Electrical, Project Manager Long, Philip Charles – General, Estimator Lowenstein, Keith – Roadbuilding, Project Manager Lucas, Robert – Struct. Steel, Superintendent Ludwig, Glenn – General, Superintendent MacDonald, Thomas Robert – General, Project Manager MacLeod, Robert N. – Mechanical, Superintendent Maddocks, James Barry – General, Project Manager Madell, Andrew A – Roadbuilding, Project Manager

Maglio, Terry – Roadbuilding, Superintendent Mailey, John R. – General, Estimator Maloney, Patrick – General, Superintendent Marshall, Rupert William – General, Project Manager Mason, Bernie – General, Superintendent McCafferty, Shaun – General, Superintendent McElroy, Kenneth Wayne – Mechanical, Project Manager McEwan, Gary – General, Project Manager McGrath, Alvin Keith – General, Estimator McLellan, Ken – General, Superintendent McWilliams, Bob – Roadbuilding, Superintendent Medlicott, Dorian – General, Project Manager Meiner, Herb – General, Project Manager Melissen, Mark R. – General, Project Manager Michel, Richard W. – General, Project Manager Milligan, John – Roadbuilding, Superintendent Milsom, Stephen – General, Project Manager Moore, Christian – General, Superintendent Moore, Kenneth W. – General, Superintendent Morrison, James K. – General, Project Manager Mosher, Glenn – General, Superintendent Muir, AllanWayne – Construction Safety Coordinator Mummery, John – General, Superintendent Murphy, Kelly Francis – General, Superintendent Murray, David – Construction Safety Coordinator Nadeau, Denis J. – Sheet Metal, Estimator Nagel, Gerry – General, Superintendent Neuman, David R. – Door/Wind/Glaze, Project Manager Newbold, Daniel J. – Door/Wind/Glaze, Project Manager Newlands, Bill – Electrical, Project Manager Newman, Robert N. – General, Superintendent Nodes, Joe – General, Project Manager Ouimet, George – Drywall, Project Manager Owen, Chris A. – Mechanical, Project Manager Owen, Richard – Mechanical, Project Manager Paige, Jason W. – General, Estimator Palik, Leonard Douglas – General, Project Manager Panopoulos, Brandon – General, Project Manager Papke, Bodo – General, Project Manager Parks, Gary J. – Mechanical – Project Manager, Estimator Pasitney, Gerald – Electrical, Project Manager Pasitney, Troy – Electrical, Project Manager Pearson, Don – Roadbuilding, Project Manager Pelletier, David G. – Mechanical, Project Manager Penner, David – Owner’s Project Manager, Perepolkin, Clifford W. – Mechanical, Project Manager

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Southern Interior Construction Association

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Gold Seal certified Petersen, Craig – General, Project Manager Pisio, Nick Anthony – Mechanical, Project Manager Pohl, Bernd – General, Superintendent Quanson, Wayne Graham – General, Estimator Rae, Ken – Insulation, Project Manager Raitt, Gregory R. – Roadbuilding, Estimator Rasmussen, Gavin – General, Superintendent Reichert, Victor J. – Mechanical, Superintendent Reid, Scott – General, Project Manager Rendek, Terrence Antony – General, Project Manager Reutlinger, Walter – Roadbuilding, Project Manager Reznik, Ray J. – General, Estimator Ridley, David B. – Mechanical, Project Manager Rietman, Robert Michael – Roadbuilding, Superintendent Robertson, Charles Richard Jame – Landscaping, Project Manager Robertson, Paul S. – General, Superintendent Robertson, Terry James – Mechanical, Superintendent Sanders, Mark – Roadbuilding, Superintendent Sawatzky, David – General, Superintendent Sawchuk, Jason Jon – General, Superintendent Schlachter, Joseph Arthur – General, Project Manager Schneuker, Greg – General, Superintendent Schoeman, Gregory Lee – General, Project Manager Schuster, Don – General, Project Manager Selles, Eric Peter – Roadbuilding, Superintendent

Semeschuk, Bradley – General, Project Manager Seminoff, Mike – General, Superintendent Setterstrom, Wayne M. – General, Superintendent Shannon, Clifford – General, Superintendent Shauer, Bobby – General, Superintendent Simpson, Brian J. – General, Project Manager Simpson, Paul – Mechanical, Superintendent Simson, Garry – General, Project Manager Small, Danny – General, Superintendent Staples, Mike – Electrical, Superintendent Staysko, Dave – Roadbuilding, Project Manager Stewart, Ron – Roadbuilding, Superintendent Strachan, Jim – Roadbuilding, Superintendent Sulphur, Terry Kevin – Roadbuilding, Project Manager Swain, Don P. – Roadbuilding, Superintendent Swaine, Bill – Roadbuilding, Project Manager Switzer, Randy Allan – Electrical, Estimator Taylor, Donald A. – Electrical, Project Manager Ternier, Terry J. – General – Estimator, Project Manager Thomas, Gareth – General, Project Manager Thor, Gilbert – General, Superintendent Timmer, Earl Allan – Construction Safety Coordinator Timmers, John – General, Superintendent Tompkins, Rick – General, Superintendent Trozzo, Darren – Roadbuilding, Superintendent Trudeau, Robert L. – General, Superintendent

Van Der Werff, Kees – Roadbuilding, Project Manager Walker, Bruce L. – General, Project Manager Waluga, Michael T. – Roadbuilding, Superintendent Warnaar, Cornelis – Struct. Steel, Project Manager Watt, Kevin – Roadbuilding, Superintendent Waunch, Patrick Joseph – Mechanical – Superintendent, Project Manager Webber, Morgan D. – Roadbuilding, Superintendent Webster, Brook – Roadbuilding, Superintendent White, Kenneth Paul – General, Project Manager Wilkinson, David Bruce – General, Project Manager Wilkinson, Jerome – General, Project Manager Wiltse, Harold Gordon – Electrical – Project Manager, Estimator Winterbach, Tyrone – Drywall, Project Manager Wittman, Craig A. – General, Project Manager Wodinsky, Eugene Scott – Construction Safety Coordinator Wyse, David G. – General, Project Manager Young, Gary – General, Superintendent Zaitsoff, Barry Howard – Electrical, Estimator Zeeman, Andrew – Roadbuilding, Superintendent Zima, Daniel – General, Superintendent Zimmerman, Dominic J.R. – Mechanical – Superintendent, Project Manager Zmudczynski, Adam – Owner’s Project Manager Zwaagstra, David – General, Superintendent

Gold Seal listings are provided by the Canadian Construction Association (CCA). If you find any errors, please contact SICA and we can confirm CCA has the correct information.


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Okanagan College Responds to Industry Needs with $33 Million Renovation to Revitalize Trades Facilities by Melanie Franner

trades and apprenticeship students who receive training in Kelowna has more than doubled, according to John Haller, Dean of Trades and Apprenticeship at Okanagan College. Haller attributes this to the college’s ability to accommodate a growing number of students – thanks in part to facilities leased off-campus – along with a well-earned and solid reputation. “We have a reputation for our trades program being the best in British Columbia, if not in Canada,” he says.


oncern about the lack of skilled tradespeople is something that Okanagan College has taken to

heart, with a $33 million expansion and renovation program already underway at its Kelowna campus trades facilities. The three-phase project is scheduled to be completed in the spring of 2016 and will consist of 6,264 m2 of new space and 4,385 m2 of renovated space. Over the past 10 years, the number of

Serving the Industry Okanagan College has come to specialize in two different types of trades programs. The first is a typical four-year true apprenticeship program where participants come back to the college each year for an intensive six to 10 weeks of technical training. The second is referred to as the Foundation Program, which consists of pre-apprenticeship programs where students participate in a six- to 10-month intensive course to prepare


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them for a first-year, true apprenticeship program. “The Foundation Programs are probably the most popular ones right now,” explains Haller. “We are currently seeing a lot of women coming into the trades in general, but most of them are coming into the Foundation Programs. The same holds true for middle-aged to older people who are in the midst of seeking a new career.” Haller adds that those programs focused on gaining employment in northern BC or Alberta are filling up the quickest, such as welding, electrical, carpentry, plumbing and heavy-duty mechanics.

Under Construction The first year of construction in the college’s aggressive renovation plan has just wrapped up. It involved a major expansion to the heavy-duty/commercial transport mechanics building, plus renovation to the shop space and the creation of an impressive outdoor canopy held up by towering wood beams manufac-



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SICA Construction Review 2013-2014


tured by Structurlam Products of Penticton. This canopy essentially expands the shop space for students and will be home to a large solar-panel array system that will generate energy for the complex. All of this to the tune of $6.5 million. “We started on the design stage last August,” explains Gary McEwan, Manager of Special Projects with PCL, the construction manager on the project. “Construction began in November 2012 on the heavy-duty mechanics shop and in March 2013 on the trades canopy, and it was finished by August 2013.”

Flynn Canada Ltd. was hired by PCL to supply and install the metal roofing on the canopy. The 30-year old company has 18 branches across the country, with its Kelowna branch undertaking the college assignment. “We did the all-new metal roof to the trades canopy,” explains Flynn Canada Kelowna’s Branch Manager Kirtis Bergen, who adds that it was a 20-gauge, G-90 galvanized 308-deck cladding profile consisting of approximately 16,000 square feet. “We also did the cost-savings redesign on the gutter system at the

college and we are also doing the rainwater leaders.” Some of the interior work at the heavyduty mechanics shop was undertaken by MJB Wall & Ceiling Ltd. The 10-year old company had between four to six employees working on site for about two and a half months in order to install all of the steel studs, drywall and t-bar ceiling. “We were invited by PCL to bid on the project,” says Al Pereverzeff, Director of MJB Wall & Ceiling. “It was a straightforward job for us that we completed on time and on budget.”

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Southern Interior Construction Association

there was a bit of co-ordination involved in making sure the doors weren’t going to be in the way.” In all, the company installed six overhead doors in the shop, which a twoman crew accomplished in two different phases over a few days.

nology that we’re teaching,” explains Haller. “We’re going to be training by example.”

Mutually Beneficial Another interesting aspect of the ex-

Next Phase

Myron’s Door & Gate Systems Inc. took on the job of supplying and installing the new overhead doors in the heavy-duty mechanics shop. The company has a long-established reputation in the Kelowna area for service and commercial installation work. “They were standard commercialconstruction overhead doors,” notes Martin Lord, Myron’s Door & Gate Systems Inc. Sales Estimator. “The college plans to eventually put in a crane rail so

“We want to be leaders in the construction industry in regards to the tech-

The second phase of the renovation project will involve the demolition of portions of the college’s old buildings and existing classrooms, with phase three being the construction of the new 6,264 m2 of space. When fully completed in 2016, the Okanagan College Kelowna will provide room for 2,408 students, including the 753 who currently have to attend off-site facilities because of existing space limitations. An interesting feature of the construction project is that the existing 4,385 m2 scheduled to be renovated will be done to meet LEED Platinum certification green design principles and will also be energy neutral. This will reduce the college’s operational costs by $220,000.

pansion and renovation plan is that the college itself will be responsible with sourcing $5 million of the total budget, with $28 million being provided under the province’s Skills and Training Plan. Not to be deterred by this, Haller is rising to the challenge and actually excited about the prospect. “Our goal is to have naming opportunities for the shops, classrooms and building itself,” he concludes. “The government is expecting industry to be a part of this building, and we’re thrilled with the idea. We have wanted to nurture stronger ties with industry for a long time now and we look at this as the perfect opportunity to begin the process.” u


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SICA Construction Review 2013-2014


Revitalized Old Main Building

photo: TRU Marketing/ Communications

Opens This Fall at Thompson Rivers University By Lisa Fattori


ith renovations to Thompson Rivers University’s (TRU) Old Main building near completion, students and faculty of the university can look forward to a modern facility that is an architectural showpiece in the centre of campus. Originally constructed in the early 1970s, the two-storey building now has a 40,000-square-foot third and fourth floor addition to house the university’s new Faculty of Law. The revitalized Old Main building complements

the innovative new buildings on campus, such as the recently constructed House of Learning, and furthers TRU’s ongoing expansion plans for the university. “Old Main has a large footprint and is a building with very valuable real estate in the centre of campus,” says Cliff Neufeld, Senior Project Advisor to the President at TRU. “Before, it was a very utilitarian building that was designed to house classrooms. The third and fourth floor addition completely change the image

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of the building. The existing 40-year-old windows were replaced, which created the opportunity to tie the first two floors in with the new addition.” Construction of the $20 million project began in April 2012 and is expected to be complete by the end of October 2013. The first two floors will continue to house classrooms, department offices and student services, while the new addition will include Faculty of Law classrooms, lecture halls, reading rooms and

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May 5 – Started demolition of east May 29th, 2012 – 3rd panel side existing roof being lowered into position

a library. Three sets of stairs and a new elevator connect the law school with the rest of the building. Through a design competition, the team of Diamond and Schmitt Architects and Stantec came up with the winning design for the new Old Main Building. The building’s most striking feature is its curved roofline, reminiscent of Mt. Peter and Paul, which are recognizable landmarks of the Kamloops horizon. The design team took inspiration from the painting Mount Paul by Group of Seven painter A.Y. Jackson. The extensive use of wood for the roof, exterior cladding and interior finishes also won the design team points for incorporating BC’s Wood First policy, enhancing the building’s aesthetic appeal and reducing material costs. “Initially, we thought we would have to construct with steel, then realized that we could use timber,” says Michael Leckman, a Principal at Diamond Schmitt Architects. “We were happy to be working according to BC’s Wood First policy and timber was going to be more cost-effective, as well. By using timber, we could prefabricate the roof off-site and construct very quickly. The roof was started six months ahead of construction, then shipped to the site and installed in place in three days.” Complementing the roof’s lightweight, prefabricated wood panel system are wood soffits that also curve in and out, creating another silhouette. Wood features include the use of pine beetle kill wood, and interior wood ceilings for some rooms echo the wood roof of the building. The scope of work included seismic upgrades by adding straps onto existing concrete joists. “The seismic work

Asbestos abatement – This has to June 2012 StructureCraft-Bracing, be setup at EVERY column upgrade back framing and stitching as well as hoisting roof panels at west side, up to grid line 18.

brought the building up to standards and

columns on the first two floors were re-

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SICA Construction Review 2013-2014


July 2012 – Rutland Glass-Installing July 28, 2012 – Installing Z-girts to October 2012 – Completed aluminum frames/glazing at 3rd north wall of A block. Hardi siding Installing exterior soffiting at north level at South A-Block (40% complete) eyebrow canopy

inforced to accommodate the loads from the additional floors,” says Brian Christianson, a Principal at Stantec Inc. “The exterior shell of the building was constructed in the summer of 2012. We had to build around the existing mechanical penthouse, because it had to remain operational throughout the construction process.” Although it is not striving for LEED certification, the building is a LEED compliant project with several green features incorporated for enhanced energy-efficiency. The building addition contains high R-rated insulation and updated mechanical and electrical systems. Extensive glazing enables the use of passive solar to harvest sunlight, and clear storey windows throughout corridors enable interior spaces to be illuminated with natural light. Occupancy sensors further minimize the building’s reliance on artificial lighting. A high-end LED, dimmable lighting system is flexible, more efficient

and longer lasting. “Through lighting, we were also able to make the architecture of the building really stand out,” says Reg Longmore, Project Manager and Estimator for Houle Electric. “We used strip row LED light fixtures to emphasize the architecture running down the hallways and, outside, an arching light system to emphasize the curve of the roof. At night time, the spectrum of light will follow the profile and really highlight the roofline.” The mechanical system was upgraded with a new high-efficiency boiler, air handling equipment and cooling tower. “The third and fourth floors have a multizoned, forced air and hydronic baseboard heating system,” says D’Arcy Feller, Project Manager for Interior Plumbing and Heating Ltd. A VAV box gives each room custom controls so occupants can control the temperature of a room to suit their own comfort.” Installation of the mechanical system

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August 2012 – Welding structural steel for west side snow deck and anchoring metal fascia at north side.

meant shutting down areas of the building at certain times and coordinating the delivery of materials, particularly when school was in session and parking lots were full. In fact, accommodating the schedule of a fully operational building, all the while meeting tight deadlines, was one of the biggest challenges throughout both phases of construction. “We stripped off the roof in May 2012 and had to have it water-tight by September for classes to resume in the lower floors,” says Aaron Toews, Project Manager for Yellowridge Construction. “Weather was a big factor; it rained more in Kamloops that May and June than it had in 50 years. Crews worked seven days a week to get the job done. With a renovation, you’re working in a building with staff still there, so it’s a challenge working around that.” The new Old Main building is a beautiful asset to the TRU campus. The Hardi board exterior, brick accents and expansive windows completely change the appearance of the original structure and transform the building into a bold, recognized landmark. The interior of the building is equally impressive, with new modern learning spaces for Canada’s newest Faculty of Law, with ample space to accommodate the student body as it continues to grow. “We had an opportunity to connect the Old Main building with the landscape and to re-centre the design and energy of the entire campus with this new addition,” Leckman says. “This building and the House of Learning are integral to shaping the outside spaces and making them more dramatic. With the new addition, the Old Main building is now a visual anchor for the campus.” u

TRU-OM Ph2 – third floor framing and door liners started.

April 2013 – third floor east side has drywall and upper shaft work in progress.

June 2013 – Reading room bulkhead framing in progress.

February 2013 – Removing pressure plates/ glazing and mullions at north elevator shaft, levels three and four.

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July 2013 – Steel framing done in reading room and ready for geometric ceiling to start.

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SICA Construction Review 2013-2014


Celebrating our Industry at the 3rd Annual SICA Chair Dinner By Carolyn Mann

Howard Strong Industry Builder Phil Long


Owner Consultant Award – City of Kelowna

Gold Seal – Eugene Scott Wodinsky

n September 12, 2013 SICA held the 3rd Annual Chair Dinner, a night where SICA celebrated

who are celebrating anniversaries with

Howard Strong Industry Builder Award is

the association. Members are honoured

given to an individual who, through his

for every five years of membership. This

actions over an extended period of time,

the achievements of our peers and our

year SICA is fortunate to celebrate three

has contributed in a manner beyond the

industry. This year SICA had the opportu-

40-year anniversaries, and we’re excited

expectation of daily business. Phil has

nity to celebrate so many great achieve-

to offer recognition for 45 years of mem-

dedicated many years to our industry,

ments. The association is fortunate to

bership at next year’s Chair Dinner.

and he’s currently is the Vice-Chair on

have such dedicated members, and the Chair Dinner celebrates this dedication.

For the first time, SICA recognized

the SICA Board Executive, Chair Gov-

Gold Seal Certification and scholarship

ernance and Nominations Committee,

Every year SICA takes an opportunity

recipients at the Chair Dinner. Both the

BCCA Board Director, and a CCA Board

to thank our tireless volunteers; without

Gold Seal and scholarship recipients


them, SICA would not be the successful

show a dedication to continued educa-

SICA offers a Consultant Owner

organization we are. It takes these indi-

tion; it was an honour to bestow their

Award every year to recognize the own-

viduals to work together, sit on our board,

awards in front of their peers and future

ers/consultants who have an active role

and participate in numerous committees,


in supporting the industry. The City of

for a common goal of bettering the indus-

SICA is privileged to award the How-

Kelowna was deemed deserving of this

try, to make us an effective association.

ard Strong Industry Builder Award to a

prestigious award due to their participa-

In addition, SICA recognizes members

truly deserving individual, Phil Long. The

tion at several SICA functions, including

Scholarship Recipients


Southern Interior Construction Association

Patrick Waunch Scholarship

David Ryan Sawatzky

Long-term Member Capri Insurance

Honorary Member Dan Horochuk

the Consultant Contractor Owner (CCO) Panel 2013, CCO Workshop Presentation, regular attendance at our Public Construction Committee and Civil Infrastructure Committee meetings, the Canadian Construction Association Gold

Long-term Member Burnco

Long-term Member Betts Electric

Seal Review Committee, and participation on the Municipal Self-Performing Work issue. We thank the City of Kelowna for always being available for discussion with our members and a reliable source of information.

Finally, SICA recognizes our outgoing SICA Chair, Gary McEwan, for his tenure in that position. It is no easy task being SICA’s Chair; we all appreciate the time and commitment that comes with the role. u

SICA Construction Review 2013-2014



State-Of-The-Art Internet Data Centre in Kamloops By Lisa Fattori


he recent opening of a new TELUS Internet Data Centre (IDC) in Kamloops marks a new era of data storage capabilities in a stateof-the-art facility. Touted as one of the most energy efficient data centres in the world, the IDC is built to LEED Gold standards and uses up to 80 per cent less power than other data centres of similar size. Building units that house servers are modular and can be added on to grow the facility as storage needs increase. Flexible, secure and as eco-friendly as it is economical to operate, TELUS’ Kamloops IDC is equipped to meet the needs of the high tech world today and in the future.

The Kamloops IDC is modelled after a similar energy-efficient data centre that TELUS opened in Rimouski, Québec in September 2012. Having outgrown its BC facilities, the company built a new data centre in Kamloops to better serve British Columbian customers, including small businesses, large corporations and government bodies. Kamloops was chosen as an ideal site because of its seismically safe location, away from the coast. The city also has access to clean hydroelectric power, as well as TELUS’ network. Kamloop’s low-humidity climate enables a greener mechanical system that uses outside air to cool equipment; and nearby Thompson Rivers University provides a local skilled workforce that TELUS can draw on to fill positions at the facility. “We looked at expanding existing facilities, but we wanted to achieve the greatest energy efficiency, and that meant building a brand new centre,” says Lloyd Switzer, Senior VP of Network Transformation for TELUS. “Trying to get that full set of considerations was challenging. We looked at over 50 sites before deciding on Kamloops.” Built to LEED Gold standards the Kamloops IDC is in keeping with the TELUS brand, which incorporates the principals

of environmental sustainability. The superior energy efficiency of this centre is made possible by the combination of green hydro-electricity to power the building and a free air-cooling system that cools the servers. Essentially, the building’s refrigerant-based cooling system absorbs heat, which is then cooled by outside air. Typically, data centres have to move a lot of air to cool servers, which requires a lot of electricity, but the Kamloops IDC cooling system moves very little air. The centre’s power usage effectiveness (PUE) rating (a measure of how much electricity is going to power servers) is 1.15, significantly less than the 1.6 PUE rating given to other data centres. “Some data centres have a PUE of 2, which means that it takes as much elec-

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tricity to cool the computers as it does to power them,” Switzer says. “Our 1.15 PUE rating means that only 15 per cent of electricity is used for cooling and all other power is going to the computers. We do have a supplementary mechanical system, but free air cooling is so efficient that we’ll only have to operate the air conditioner 40 hours for the whole year.” The $75 million IDC is located off of McGill Road in Kamloops, on a 16-acre site. The building is divided into two segments: the administrative building constructed on site and an 11,000-squarefoot modular unit that houses the servers. Six additional modular units will be added as new space is needed. Resembling a hockey arena, each modular pod will be attached to the existing structure, with a centre hallway providing access to each unit. With a modular design, TELUS will be able to expand the facility using technology available at the future time of expansion. As building technologies improve, the facility can be upgraded to become even more efficient. “In the ‘90s, companies built mega data centres and it took ten years to fill them,” says Kevin Connor, Project Director for project development and construction firm Skanska. “Modular units are great for technical clients because these companies can deploy capital incrementally and expand their buildings as their data needs grow.” As a mission-critical project, the TELUS IDC required the expertise of Skanska, a Swedish- based company that specializes in constructing data centres around the world. The nature of the services provided by the IDC demanded that the facility had a high level of reliability, with many built-in redun-

dancies. Sophisticated electrical systems are highly sensitive and require an ultra clean environment. Modular units built off-site in a controlled factory setting have the pristine conditions that are essential for an IDC. Construction of the Kamloops IDC began in October 2012, with the facility completed and operational by July 2013. With the addition of six more modular units, the Kamloops IDC will eventually cover 215,000 square feet. The first phase created 200 construction jobs, with 95 per cent of workers coming from the Kamloops area, and the facility will provide 75 permanent jobs at full capacity. Site preparation included blasting bedrock before constructing the administrative building. A concrete slab foun-

1328 McGill Road Kamloops, B.C. V2C 6N6

dation was constructed for the modular unit, and services were extended to the area. The pre-fabricated modular unit took six months to construct by a manufacturer in Green Bay, Wisconsin. The unit arrived on site in 50 pieces and took just over two months to assemble. Both the administrative building and the modular unit were constructed at the same time, which saved significantly in construction time. “A shortened construction cycle is one of the greatest benefits of the modular design,” Switzer says. “The work on-site was done in parallel to the construction of the module that was built in a factory. It saves a lot of time and enables us to get an asset in service more quickly.” u

Tel: (250) 372-8448 Fax: (250) 372-5193 Email:

SICA Construction Review 2013-2014


Education is Power! “Our aim is to provide a flexible course of studies that will meet the unique needs of adults entering the construction industry.”


n today’s challenging job market it is necessary that you continue to learn and grow if you want to have the

competitive edge over your peers. Here are some reasons why you should consider continuing your education:


Southern Interior Construction Association

• More Employment Opportunities • Improved Job Performance • Better Health & Wellness • Changing Careers • Job Security • Better Wages

Continuing education certification programs can increase your chances for greater employment opportunities in high-skill, high-wage and high-demand positions; improve your job performance by learning new techniques and technologies; and help you to enjoy a healthier lifestyle through employer health care programs. They can also help you to advance up the corporate ladder or pursue a new career path, provide you with a much better chance to retain your employment, and perhaps increase your income. The enemy of learning is “I already know that.” If we think we already know something, we seldom learn anything new about it. Continued education is the key to our success. We must keep our minds open and be willing to learn new things to keep current with the changing trends. We didn’t start learning on our first day of school, so why stop once we have graduated? Life is a full-time educational plan with many lessons to be learned. It may take time, it may take effort, but the important thing to remember is that you can do it! Enrolling in continuing education programs is an investment worth taking. Learning can be both interesting and engaging, and the more education you have, the more desirable you will become. The Southern Interior Construction Association (SICA) is an accredited training institution with the Private Career Training Institutions Agency (PCTIA). SICA offers a variety of education services such as: skill development, safety, and e-learning (online) courses, seminars, workshops, youth and preapprentice programs. SICA strongly encourages men and women to pursue a career in the construction industry and

to be an expert in their field. SICA recognizes the importance of certification and offers the Carpentry Refresher course for carpenters to challenge their Red Seal exam. We also provide assistance for those going through the Gold Seal application process and offer a Gold Seal Orientation four times a year – free to members. SICA established the Howard Strong Scholarship program, which awards ten scholarships yearly for individuals to pursue post-secondary education within our industry. In addition to our education services, SICA also offers an Occupational Health & Safety Program to help employers understand their duties and responsibilities for health and safety in the workplace. If life is truly about lessons, we must continue to learn. The goal of education is not just knowledge; it’s action. Contact SICA today for all of your in-

When it comes to complex construction issues, it helps to have experience on your side. Jenkins Marzban Logan LLP, serving SICA members since 1994 Mike Demers

Tel: 604 896 3158

David Mckenzie

Tel: 604 895 3155

dustry-driven education needs to gain the competitive edge in today’s challenging job market. u

900–808 Nelson Street Vancouver. BC V6Z 2H2 Tel: 604 681 6564 Visit our web site:

SICA Construction Review 2013-2014


Highlighting the Importance of Essential Skills industry will be losing many of the experienced skilled workers through retirement and migration to other provinces. He recognized the importance of training our upcoming workforce and supported our initiative of engaging employers in the process of “skills upgrading” for trades certification. On a positive note, Minister Virk took our information back to share with the Shirley Bond, Minister of Jobs, Tourism


ICA recently wrote a letter to the Minister of Advanced Education, the Honourable Amrik Virk, to present an idea surrounding the integration of Essential Skills in the workplace. This captured the Minister’s interest, and on September 27, 2013, SICA staff

had the opportunity to meet with the Minister to discuss the issues through a personal meeting. The Minister listened intently and shared our concerns about raising the level of Essential Skills in our industry. He stated that, in British Columbia, our

and Skills Training, and tweeted to his followers about our meeting. It was a great opportunity to meet with the Minister, and we are looking forward to further communications in addressing the educational and training needs for our industry. u

General Contractor / Petroleum Specialists To Deliver Everything We Would Expect Ourselves...

Petrocom construction ltd.

Head Office 17505 —109A Ave Edmonton, Alberta T5S 2W4

Proud members of the Southern Interior Construction Association (SICA)

Retail & Commercial Petroleum Construction Commercial / Industrial Construction Wand & Touchless Carwash Facilities Construction Management Services Pre-Eng Buildings Design Build


Southern Interior Construction Association

Ph: (780) 481-5181 Fax: (780) 481-5180 Kelowna Office 1635 Gregory Road Kelowna, BC V4T 2V6 Ph: (778) 754-0030 Fax: (778) 754-0033


Want to win a 1/4-page ad – valued at $999.50 – in the next issue of the SICA Construction Review magazine? Download a QR reader app from your smartphone’s app store and scan the code at right to win!





SICA Construction Review 2013-2014


A Good Time to Get a Bonding Facility? by Bob Sloat, Director Business Development – Western Canada, Surety Association of Canada

tionship: you will get to know the surety broker and the underwriter in the surety company itself, and they will get to know you well. Since the surety is guaranteeing your company's performance, it needs to gather and carefully analyze much information about you and your firm before it will agree to provide bonds. Undergoing this process is a great exercise for most contractors – as you will learn about industry standards, best practices, and benchmarks for successful operations. Often, a contractor will not be successful obtaining a bonding facility the first time through – but you always come away knowing what you need to do to


here is no denying it – these are challenging times for the construction industry, especially small to mid-sized contractors and suppliers; not just in the Interior, but everywhere in the country the stresses are showing up. Every other day, it seems, we hear about another problem that has cost yet another contractor his company and livelihood. So what is it about a “bonding facility” that could help in these times? To back up a little – the most common form of bond is one that guarantees the performance of a contractor under a construction contract (known as a "Performance Bond"). The performance of the contractor (called the “principal” in the bonding world) is guaranteed to an owner (an “obligee”) by a bonding company (the “surety”). Bonding companies have been guaranteeing the performance of contractors since the dawn of written construction contracts. How does this work?


Southern Interior Construction Association

get one, and why it is a good idea to take Essentially, bonding companies work through brokers to screen (“prequalify”) contractors who have proven themselves good business people and worthy of trust. There is no size limit, by the way – small contractors can obtain bonding facilities for jobs that they are capable of doing, and have a track record of doing successfully. Your bonding facility will “grow” with you as your company grows through successful projects. Even though most sureties are also large insurance companies, qualifying for bonds is more like obtaining bank credit than buying insurance. Like your bank, a surety wants to know you and your company well before committing its assets. That’s the rub, of course: if a bonding company backs you on a bonded contract and for any reason you don’t or can’t perform, it must step in and ensure the project is completed on your behalf. Most applicants spend a lot of time and effort establishing their first relationship with a surety. And it is a rela-

the necessary steps. And you will learn about best practices, “ratios” and so on that are invaluable to know about for the long-term health of your business. To set up a bonding facility, your first step is to discuss your needs with a qualified surety broker. A professional surety broker will guide you through the bonding process and help you establish a business relationship with a surety company – you can find such a broker by logging onto, and clicking on “Enter here to find a Surety Broker” from the home page. So – why not get a head start? Find out what you need to establish a bonding facility. You will learn a lot. And it will open up a world of opportunity that unbonded contractors cannot access! My contact coordinates are available on the Surety Association of Canada website – or just call the SICA office and they can put you in touch with me. u

Index to Advertisers Acutruss Industries(1996) Ltd.................. 82

Geometrik Manufacturing Inc.................. 72

Okanagan Testing Group.......................... 37

Allmar International.................................. 90

Gibraltar Cable Barrier Systems............... 69

Oliver Redi Mix Lp.................................... 18

Aplin & Martin Consultants Ltd.............. 84

Glass Canada............................................. 74

Olson Construction................................... 61

Artistic Awning.......................................... 93

Glen Mckillop............................................. 57

Pacific Western Fire Protection Ltd......... 17

Ashton & Associates Inc........................... 36

Global Payments Canada......................... 38

Pcl Constructors Westcoast Inc............... 7

B&l Machine Shop................................... 20

Greyback Construction............................... 4

Petrocom Construction Limited............... 92

B. A. Robinson Co. Ltd.............................. 21

Guillevin International Co......................... 87

Pihl Law Corporation................................ 29

B.a. Blacktop (Cranbrook)........................ 63

Harris Rebar............................................... 19

Rambow Mechanical Ltd......................... 40

Baron Insurance Broker Group................. 32

Harrison Industrial Contracting............... 58

Ramco Floors............................................. 73

Bartle & Gibson......................................... 39

High Point Plumbing + Heating............... 34

Refrigerative Supply.................................. 64

Bat Construction....................................... 14

Houle Electric Limited.............................. 60

Riemann Painting...................................... 43

Bc Liberal Government Caucus.............. 16

Hpf Engineering Ltd................................ 70

Robertsonâ&#x20AC;&#x2122;s Clothing & Shoes................. 12

Bcca Employee Benefit Trust................. 27

Inland Technical Services Ltd.................. 73

Roys Shoes & Repairs............................... 55

Bit Electrical & Gas Fitting Ltd................ 20

Interior Plumbing & Heating.................... 75

Ryder Roofing............................................ 42

Brentwood Enterprises............................. 24

Jade Electric Ltd........................................ 82

Salvador Ready Mix.................................. 65

Britech Hvac............................................ 15

Jardine Lloyd Thompson Canada Inc...... 80

Stbr Consulting Ltd................................ 38

British Columbia Building Trades.......... 101

Jds Energy & Mining Inc......................... 80

Brock White Canada.................................. 47

Jenkins Marzban Logan Llp.................... 91

Btr Fire Protection Ltd............................ 30

Keldon Electric & Data Ltd....................... 79

C&g Insulation 2003 Ltd.......................... 34

Kelowna Steel............................................ 24

C&j Erectors Ltd....................................... 40

Kemp Concrete Products Ltd................... 22

Cantex Okanagan Construction Ltd........ 81

Kimco Controls Ltd................................... 43

Capri Insurance......................................... 13

King Creek Enterprises Ltd...................... 30

City Of Kamloops....................................... 71

Krueger Electrical Ltd............................... 49

Combined Mechanical

L&s Contracting Ltd................................. 78

Contractors Ltd...................................... 19

Lennox Industries Canada Ltd................. 18

Core Engineering Services Ltd................ 46

Levelton Consultants Ltd......................... 70

Cruiser Contracting................................... 25

Lutcor Construction.................................. 41

D & G Mech (1997) Ltd............................. 50

Lynx Brand Fence Products..................... 44

D & T Developments................................. 88

M&k Ready Mix........................................ 63

Dalgleish Construction Ltd....................... 89

M. Weiss Masonry Inc............................... 70

Daryl Evans Mechanical Ltd.................... 35

Mackay Llp............................................... 83

Decor8 Painting (1990) Ltd....................... 73

Maddocks Construction......................... 103

Delnor Construction.................................. 56

Maple Reinders.......................................... 61

Delterra Engineering Ltd.......................... 62

Marquardt Mechanical............................. 14

Vector Project Group................................. 62

Dependable Automatic Door & Gates..... 22

Marson Mechanical Ltd............................ 99

Venture Mechanical Systems Ltd............ 38

Djm Contracting....................................... 81

Mcgregor & Thompson Hardware........... 57

Vernon Paving........................................... 55

Dmc Fire Protection Ltd........................... 76

Midvalley Sheet Metal Ltd........................ 26

Vvi Construction....................................... 31

Eckert Electric........................................... 25

Miller Equipment Rentals......................... 71

Waterkind Consulting Service Ltd........... 42

Eecol Electric............................................. 26

Mqn Architects......................................... 38

Western Financial Group............................ 5

Empac Engineering................................... 42

Nathan Stone Slinger Service................... 55

Western One Rentals & Sales................... 65

Encan Construction.................................. 55

National Concrete Accessories................ 35

Westside Equipment Sales & Rentals..... 60

Excel Ventilation........................................ 99

Nixon Wenger Llp..................................... 85

Wilson M Beck Insurance Services

Farrer Rentals Rencon............................... 45

Northern Trailer......................................... 75

Kelowna Inc..........................................IFC

Firesafe Sprinkler Systems Inc................. 70

Ok Excavating........................................... 46

Winn Rentals Ltd....................................... 77

Focus Coproration..................................... 23

Okanagan Aggregates Ltd......................... 6

Winter Plumbing & Heating Ltd.............. 50

Fortis Bc C/o Wasserman & Partners........ 9

Okanagan Audio Lab Ltd.......................... 42

Wolseley Canada....................................... 68

Forward Law Llp....................................... 66

Okanagan College..................................... 33

Zimmer Autogroup.................................... 11

Strathcona Mechanical Limited............... 54 Sunco Drywall Ltd..................................... 59 Superior Propane....................................... 81 Team Construction Management Ltd..... 58 Terracom Systems Ltd.............................. 78 Tgc Consulting Ltd.................................. 37 The Cat Rental Store................................. 51 Thompson Valley Erectors Ltd............. OBC Tomtar Roofing & Sheet Metal Ltd.......... 53 Top 40 Woodworks Ltd............................. 76 Topside Consulting................................... 67 Travelers Guarantee Company Of Canada............................................... 28 Trisura Guarantee Insurance Company............................... 52 True Consulting Group............................. 37 Twin River Plumbing & Heating.............. 81 Underhill Geomatics Ltd........................... 88 Valley Plumbing And Heating.................. 54

SICA Construction Review 2013-2014




Providing leadership and promoting excellence for the benefit of our industry.

Connect with us!

Southern Interior Construction Association #104-151 Commercial Drive Kelowna, BC V1X 7W2 T: 250.491-7330 F: 250.791.3929


Our education services connect you to all the courses and certifications you will need to be successful in this industry. For more information contact

SAVE! Perks & Discounts

All members receive discounts with any of our affinity partners. Join today to save at Petro-Canada, Global Payments, BCCA Employee Benefits (just to name a few). For more information contact

Projects & Tendering

FIND YOUR NEXT PROJECT! With access to BidCentral, BCâ&#x20AC;&#x2122;s largest planroom you will always be able to find and target the projects you want. Our project services team helps to ensure that your bid process is both efficient and fair. For more information contact

Networking HAVE SOME FUN! In this industry, sometimes its more about who you know & Events than what you know. With our various events, dinners, and

conferences you will meet key players in the local construction industry. For more information contact


A membership with SICA allows you to have your issues heard on a national, provincial, and municipal level. We work tirelessly to ensure a smooth, fair, and transparent building process. For more information contact

SICA Membership Listings 2013-14 #

Advanced Powerlines Ltd. Kelowna | 250-712-0754

Argus Properties Ltd. Kelowna | 250-763-6789

BC Housing Penticton | 250-493-0301

Aecom Canada Ltd. Kelowna | 250-762-3727

Armada Steel Kelowna | 250-769-3510

BC Hydro – Vernon Vernon | 250-260-7219

Aerial Contractors Ltd. Vernon | 250-832-7225

Arterra Construction Ltd. West Kootenay | 250-869-2416

BC Tech Engineering Services Inc. Kelowna | 250-491-9282

Affordable Floors East Kootenay | 250-489-9123

Arthon Contractors Inc. Kelowna | 250-868-6550 Ext 208

BCCA Employee Benefits Other | 604-683-7353

Agrecomm Construction Penticton | 250-495-4905

Artistic Awning Co. Ltd. Kelowna | 250-861-3855

BDO Canada LLP Kelowna | 250-763-6700

A-1 Steel Div. of A-1 Machine & Welding (1986) Ltd. Vernon | 250-542-2354

Allen Markin Inc. West Kootenay | 250-365-7287

Ashton & Associates Recruiting Inc. Kamloops | 250-574-5869

BDO Canada LLP (Kam) Kamloops | 250-372-9505

Accent Inns Kelowna | 250-768-3680

Allied Blower & Sheet Metal Vernon | 250-503-2533

Accurate Door & Hardware Co. Kamloops | 250-374-0880

Allmar International Kelowna | 250-491-3000

Ace Overhead Doors Kamloops | 250-372-8880

Alpha Roofing & Sheet Metal Inc. – Kamloops Kamloops | 250-374-0181

1 & 2 Electric Ltd. Vernon | 250-545-3254


1022117 AB Ltd. West Kootenay | 250-365-5790

A A & T Project Developments Inc. Kamloops | 250-851-9292

Ace Sheet Metal & Cladding Kamloops | 250-579-1927 Aco Systems Ltd. Other | 905-564-8733

Anchor Construction Services Ltd. Kamloops | 250-374-9036 Andrew Sheret Limited – Kamloops Kamloops | 250-372-7720

Acoustic Solutions Other | 780-423-2119

Andrew Sheret Limited – Kelowna Kelowna | 250-762-5205

Acres Enterprises Ltd. Kamloops | 250-372-7456

Andrew Sheret Limited – Vernon Vernon | 250-545-1381

Action Steel Sales (okanagan) Ltd. Penticton | 250-492-7822

Andrew Sheret Ltd. – Penticton Penticton | 250-493-9369

Acutruss Industries (1996) Ltd. Kelowna | 250-766-3331

Anvil Ironworks Ltd. Kamloops | 250-573-1115

Adasak Mechanical Kamloops | 250-299-7383

Aon Reed Stenhouse Inc. Kamloops | 250-376-1133

ADM Electric Ltd. West Kootenay | 250-304-8262

Aplin & Martin Consultants Ltd. – Kelowna Kelowna | 250-448-0157

Advanced Mobile First Aid & Safety Kelowna | 250-870-7209 98

Arcona Roofing & Sheet Metal Ltd. Kamloops | 250-374-2818

Southern Interior Construction Association

Aspen Electric Ltd. Kamloops | 250-554-1622 Aspen Point Construction Other | 250-863-8540 Aura Wealth Management | Raymond James Kelowna | 250-979-2718 Avkon Construction Ltd. Kelowna | 250-717-7796 Ayres Fencing Installations Kamloops | 250-371-2777

B B.A. Robinson Co. Ltd. Penticton | 250-492-2000

Bear Mountain Construction Ltd. – Kelowna Kelowna | 250-768-3565 Bennett Contracting Ltd. Kelowna | 250-491-0400 Best Integrated Technologies (BIT) Electrical & Gas Fitting Ltd. Kelowna | 250-808-8666 Betts Electric Ltd. Penticton | 250-492-3221 Big Steel Box Kelowna | 250-763-9660 Black & McDonald Ltd. – Kelowna Kelowna | 250-448-4361

B.C. Fasteners & Tools Ltd. Kelowna | 250-868-9222

BLJC – WSI – Kamloops Kamloops | 250-314-3081

B.F. Roofing Ltd. West Kootenay | 250-693-5412

BMS Integrated Services (SICA) Other | 604-676-0136

BA Dawson Blacktop Ltd. – Kamloops Kamloops | 250-374-0341

Bolt Security Systems Kelowna | 250-861-1001

Baron Insurance Broker Group Vernon | 250-545-6565

Bonaparte Indian Band Kamloops | 250-457-9624

Bartle & Gibson Co. Ltd. Kelowna | 250-807-4050

Border Holdings Ltd. East Kootenay | 250-427-3628

BAT Construction Ltd. – Kamloops Kamloops | 250-573-1222

BPR Construction Ltd. Kelowna | 250-491-2763

City of Kamloops Kamloops | 250-828-3450

Care Systems Services Ltd. Vernon | 250-558-5409

City of Kelowna Kelowna | 250-469-8724

C & G Insulation 2003 Ltd. Kelowna | 250-769-3303

Carrier Enterprise Canada, LP Kelowna | 250-491-2665

City of Kimberley East Kootenay | 250-427-5311

C & J Erectors Ltd. Kamloops | 250-682-3528

Carver Construction Ltd. Kelowna | 778-753-3800

City of Nelson West Kootenay | 250-352-8204

Cabete Construction Inc. Kelowna | 250-864-0761

Cascade Aqua-Tech Kelowna | 250-868-1331

City of Nelson, Nelson Hydro West Kootenay | 250-352-8240

Caliber Sport Systems Vernon | 1-855-718-9787

Cascade Stucco Ltd. Kelowna | 250-765-7663

City of Penticton Penticton | 250-490-2555

Callahan Property Group Ltd. Kelowna | 250-717-3000

Caseline Holdings Ltd. East Kootenay | 250-428-6683

City of Salmon Arm Vernon | 250-803-4000

Canadian Joist & Deck Corp. Other | 519-962-9637

Central Okanagan Mechanical Insulation Ltd. Kelowna | 250-766-9213

City of Vernon Vernon | 250-550-3646

Canadian Western Masonry & Concrete ltd. Kelowna | 250-765-8960

Certified Coatings Specialists Inc. West Kootenay | 250-365-5900

CanCADD Imaging Solutions Ltd. Kelowna | 250-860-3425

Chapman Mechanical Ltd. Vernon | 250-545-9040

Bronag Contracting Ltd. Kelowna | 250-868-3320

Cantex-Okanagan Construction Co. Ltd. – Penticton Penticton | 250-492-7622

Chapman Sand & Gravel Ltd. Vernon | 250 546 3340

Bryco Projects Inc. Other | 604-422-0046

Capri Insurance Services Ltd. Vernon | 250-542-0291

Bry-Mac Mechanical Ltd. Vernon | 250-558-3975

Capri Insurance Services Ltd. – Kamloops Kamloops | 250-828-2135

Butler & Butler Tile Setting Ltd. Kelowna | 250-765-5000


Brekco Builders Corp. Kelowna | 778-480-4288 Brentwood Enterprises Ltd. Kamloops | 250-372-1191 Bricor Mechanical Ltd. DBA – Ace Plumbing & Htg Kelowna | 250-861-6696 Bridgeport The Floor Store Ltd. Kamloops | 250-374-7144 Britco LP Kelowna | 250-766-0009 Britech HVAC Ltd. Kelowna | 778-753-5575 Broadway Management Limited (BML) Kamloops | 780-792-8190 Brock White Canada (Steels) Kelowna | 250-765-9000 Brock White Canada (Steels) Kamloops | 250-374-3151

BTR Fire Protection Ltd. Kelowna | 250-707-1377

City of Armstrong Vernon | 250-546-3023 City of Cranbrook, Corporation of the East Kootenay | 250-489-0219

Burnco Rock Products Ltd. Kelowna | 250-769-7865

Carbon Copy Digital Kelowna | 250-575-7716

City of Enderby Vernon | 250-838-7230

1375 Industrial Road Kelowna, B.C. V1Z 1G4 Bus: 250-769-5202 Fax: 250-769-5214 E-mail:

Columbia Diesel – A Division of Weir Consolidated Ltd. East Kootenay | 250-344-6647

Command Construction Ltd. Kelowna | 250-768-1018 Commercial Signs Kelowna | 250-808-2793 Community Roofing Co. Ltd. Vernon | 250-549-4500

Medical & Industrial


Colonial Countertops Kelowna | 250-765-3004

Combined Mechanical Contractors Ltd. Vernon | 250-542-6213

CIMA+ Kelowna | 250-860-2257

Buccaneer Contracting Ltd. Penticton | 250-486-3239


College of the Rockies East Kootenay | 250-489-2751 ext 3529

Christman Plumbing & Heating Ltd. Kelowna | 250-765-0066

Capri Insurance Services Ltd. – Kelowna Kelowna | 250-869-3813


Clark Builders Other | 780-395-3300 ext. 3409

Gas Piping Systems

Mark Jones Tel: (250) 319-0359 #2-2900 Rawson Road Chase, BC V0E 1M2

Fax: 1-888-741-0192

SICA Construction Review 2013-2014



Cardan Enterprises Ltd. Kelowna | 250-861-8823

Braddik Roofing and Sheet Metal (2010) Ltd. Kamloops | 250-319-7373

Competition Glass Co. Ltd. Kelowna | 250-860-7155

Dan Maglio Contracting Ltd. West Kootenay | 250-352-9734

Donald’s Machine Works Ltd. Vernon | 250-542-5557

Evolution Metals Ltd. Kelowna | 250-870-0755

Con-Ex Civil Contractors Ltd. Kamloops | 250-374-1588

Danmar Construction Ltd. Kamloops | 250-819-7662

Dow Building Solutions Other | 604-472-7266

Excel Ventilation Ltd. Kelowna | 250-769-5202

Constructive Solutions for Business Other | 604-878-8100

Dannburg Contract Floors Ltd. Kelowna | 250-762-7337

Dueck Enterprises Inc. East Kootenay | 250-426-5460

Copcan Contracting Ltd. West Kootenay | 250-362-3382

Expocrete Concrete Products Ltd. (SICA) Kelowna | 604-270-8411

Darrel Worthington Drywall Ltd. Kamloops | 250-851-5095

Dulux Paints Kamloops | 250-372-8133

Coral Environments Ltd. Kelowna | 250 762 8626

Daryl-Evans Mechanical Ltd. Kelowna | 250-765-3555

Dusk Building Systems East Kootenay | 250-341-6075

Core Engineering Services Ltd. Kamloops | 250-314-9999

Dawson Construction Ltd. – Kamloops Kamloops | 250-374-3657


Corix Water Products Ltd. (Kel) Kelowna | 250-765-8668 Corix Water Products Ltd. (Kamloops) Kamloops | 250-374-7909

Decor 8 Painting (1990) Ltd. Kamloops | 250-828-8718

E E.H. Price Ltd. Kelowna | 250-765-7226

Delnor Construction Inc. Kelowna | 250-765-7351

Ecco Supply Adv Ecco Heating Products Ltd. Kelowna | 250-860-6451

Delterra Engineering Ltd. Kelowna | 250-215-7663

Eckert Electric Ltd. Penticton | 250-492-8001

Demidoff Equipment Ltd. Kamloops | 250-299-2144

Edgecombe Enterprises Inc. Kelowna | 250-491-8655

Cox Painting Ltd. Kelowna | 250-762-8516

Dependable Automatic Door & Gates Ltd. Kelowna | 250-878-1649

Eecol Electric (Sask) Corp. – Kamloops Kamloops | 250-372-0630

Cranbrook Flooring 1999 Ltd. East Kootenay | 250-426-8471

Desjardins Contracting Ltd. Kelowna | 250-764-4076

Cranbrook Interior Woodwork Limited East Kootenay | 250-426-8562

DHC Communications Inc. West Kootenay | 250-352-0861

Corix Water Products Ltd. (Vernon) Vernon | 250-545-8998 Cortez Construction Ltd. Kamloops | 250-372-5950 Corwest Builders Kelowna | 250-869-4960

Cruiser Contracting Ltd. Kelowna | 250-860-2839 CSL Masonry Ltd. Vernon | 250-558-0995 Cumming Construction Ltd. Penticton | 250-492-5955 Custom Concept Painting Vernon | 250-503-2530

Diamond Lil’s Trucking Ltd. Kamloops | 250-374-1549 Dig It Contracting Ltd. Kelowna | 250-450-9300 Dilworth Painting & Decorating Ltd. Kelowna | 250-491-0681 District of Elkford East Kootenay | 250-865-4000

Eecol Electric Ltd. Kelowna | 250-762-0557 Elite Roofing Kelowna | 250-558-3545 EllisDon Corporation Kelowna | 1-604-247-1072 Emco Corporation – Kamloops Kamloops | 250-372-0186 Emco Corporation – Kelowna Kelowna | 250-765-3653 Emco Corporation Ltd. East Kootenay | 250-426-6251

District of Sicamous Vernon | 250-836-2477

Emil Anderson Construction (EAC) Inc – Kelowna Kelowna | 250-762-9999

D & G Mechanical (1997) Ltd. Kelowna | 250-765-4422

District of Summerland Penticton | 250-494-6451

Empac Engineering Ltd. West Kootenay | 250-365-8455

D & S Electric Other | 250 392 1015

District of West Kelowna Kelowna | 778-797-8877

ENCO Construction Ltd. Kelowna | 250-575-9104

D & T Developments Ltd. Kamloops | 250-372-2852

DJM Contracting Ltd. West Kootenay | 250-362-2151

Erban Construction Kelowna | 250-317-1034

Dalgleish Construction Ltd. Kamloops | 250-372-8448

DMC Fire Protection Ltd. Kamloops | 778-469-1273

Evans Fire Protection Ltd. Kamloops | 250-376-0296



Southern Interior Construction Association

Extreme Excavating Ltd. Kamloops | 250-372-5454

F Fairway Insulation Ltd. Kelowna | 250-212-8330 Falcon Refrigeration Kelowna | 250-769-8741 Farrer Rentals Vernon | 250-545-9108 FBC Kelowna | 250-861-8006 Felka Drywall (2008) Ltd. Kelowna | 250-862-4807 Finish It by MJ Homes Ltd. Kamloops | 250-682-0873 Firesafe Sprinkler Systems Inc. Vernon | 250-833-0994 Flynn Canada Ltd. – Kelowna Kelowna | 250-766-6070 Focus Corporation Kelowna | 7782144891 Foothills Acoustics Ltd. Kelowna | 250-765-1089 Forma Construction Ltd. Vernon | 250-542-2858 Fortis BC Inc. Kelowna | 250-717-0809 Forward Law LLP Kamloops | 250-434-2333 Fretz Construction Ltd. Kamloops | 250-376-2959 Friction Fit Insulation Inc.- Surrey Other | 604-572-5288 Fulton & Company Kamloops | 250-372-5542

G Gabe’s Painting & Decorating Ltd. Kamloops | 250-374-4331

Garry Tomporowski Architecture Kelowna | 250-979-1668

Global Payments Direct Other | 800-361-8170 ext 76004

Gateway Mechanical Services – Kelowna Kelowna | 250-763-7076

Global Roadway Maintenance Kelowna | 778-755-5810

GE Capital Canada Kelowna | 250-762-5120

Go Geo Drillers Ltd. Vernon | 250-832-1960

Guillevin International Co. – Kelowna Kelowna | 250-860-2259

Homes and Land Magazine Kelowna | 250-764-8858 Horizon Electric Inc. Kelowna | 250-861-4777


Horizon North Manufacturing a division of Horizon North Camps and Catering Partnership – Kamloops Kamloops | 250-828-2644

Hancon Constructors Ltd. Vernon | 250-306-4230

Genelle Improvement District West Kootenay | 250-693-2362

Graham Construction & Engineering Inc. – Kelowna Kelowna | 250-765-6662

Harris Rebar Kelowna | 250-766-0608

Geometrik Manufacturing Inc. Kelowna | 250-769-1500

Grant Thornton LLP Kelowna | 250-712-6800

Harrison Industrial Contracting Ltd. Kamloops | 250-828-1996

Geotility Geothermal Installation Corp. Kelowna | 250-762-5776

Grayhawk Industries Ltd. Kelowna | 250-765-1531

Hebditch Holdings Ltd. Other | 250 426 3835

Great West Refrigeration Ltd. Kelowna | 250-763-4117

Heimann & Sons Masonry Inc. Vernon | 250-546-8633

Greenscape Landscaping Ltd. Penticton | 250.492.7596

Heritage Roofing & Sheet Metal Ltd. West Kootenay | 250-354-2066

Greyback Construction Ltd. Penticton | 250-493-7972

High Point Plumbing & Heating Ltd. East Kootenay | 250-426-5352

Hub International Barton Insurance Brokers Kamloops | 250-372-3155

Grizzly Metal Fab Inc. Kelowna | 250-766-1566

Hil Tech Contracting West Kootenay | 250-364-0900

Huxley Interiors Ltd. Kamloops | 250-571-0379

Ground Source Drilling Ltd. Kelowna | 778-753-2778

Home Building Centre Vernon | 250-545-5384

HW McLean Construction Ltd. Other | 250.689.0220

Glass Canada Inc. Kelowna | 250-454-9923 Glen McKillop & Associates Inc. Kelowna | 250-765-2204 Glendinning Insurance Services (561910 BC Ltd) Kelowna | 250-764-0142

Houle Electric Limited – Kelowna Kelowna | 250-765-9660 Howell Electric (1984) Ltd. – Kamloops Kamloops | 250374-5771 Howell Electric (1984) Ltd. – Kelowna Kelowna | 250-860-7511

PCommitted to safety PApprenticeship Training PHighly Qualified PJob ready

B.C.’s Unionized Construction Workers

#209 - 88 Tenth Street, New Westminster BC V3M 6H8


P: 778.397.2220



SICA Construction Review 2013-2014



Gipman Millwork & Design Limited East Kootenay | 250-426-4974

Houle Electric – Kamloops Kamloops | 250-828-7939

I Ideal Home & Commercial Painting Kelowna | 250-717-7569 Infinite Source Systems Corp. Other | 604-294-6557

K & C’s Construction & Renovations Ltd. Kamloops | 250-319-6104 Kal Tire Vernon | 250-542-2366

Inland Glass & Aluminum Ltd. Kamloops | 250-374-7306

Kal West Contractors Ltd. Vernon | 250-542-2307

Inland Technical Services Ltd. Kamloops | 250-828-2767

Kal-West Mechanical Systems Inc. Kelowna | 250-765-6610

Integrated Fire Protection Ltd. Kelowna | 250-765-3482

Kalwood Cabinets Vernon | 250-549-1927

Interior Health Authority Kelowna | 250-870-5831



Interior Plumbing & Heating Ltd. Kamloops | 250-372-3441 Interior Reforestation Co Ltd. East Kootenay | 250-426-5988 Interior Roofing (2011) Ltd. Penticton | 250-492-7985 Interoute Construction Ltd. dba BA Blacktop (Cranbrook) East Kootenay | 250-426-7205 Inter-Valley Electric Kelowna | 250-767-3149

J Jade Electric Ltd. Kelowna | 250-763-2525 Jardine Lloyd Thompson Canada Inc. Other | 604-583-9800 JC Paintworks Kamloops | 250-574-4690

Kamco Installations Ltd. Kamloops | 250-374-3934 Kami Carpets Ltd. Kamloops | 250-374-7787 Kamloops Indian Band Kamloops | 250-314-1542 Kamloops Tile Works Ltd. Kamloops | 250-374-1300 Keale Construction Services Ltd. Kelowna | 250-469-2805 Keldon Electric & Data Ltd. – Kelowna Kelowna | 250-861-4255 Keldon Electric & Data Ltd. – Penticton Penticton | 250-493-7177 Kelowna Lite Kast Kelowna | 250-491-8425 Kelowna Roofing (1984) Ltd. Kelowna | 250-765-4441 Kelowna Steel Fabricators Ltd. Kelowna | 250-763-5117

King Creek Enterprises Ltd. East Kootenay | 250-402-9081 KM Contracting ( R1310 Holdings Ltd.) Kamloops | 250-319-7276

Lloyd and Gale Construction Services Ltd. Kelowna | 250-470-3827 LNB Construction Inc. Kamloops | 250-378-4524

Knox Fire Protection Inc. Kelowna | 250-979-1616

Loomis Kelowna | 250-470-4618

Kodiak Drywall Ltd. Kelowna | 250-765-3033

Lortap Enterprises Ltd. Kelowna | 250-769-9460

Kon Kast Products (2005) Ltd. Kelowna | 250-765-1423 Kone Inc. Kelowna | 250-491-1838 Kootenay A-Plus Systems West Kootenay | 250-368-9253 KPMG MSLP Kelowna | 250-979-7150 K-Rod Steel Ltd. A Div of Varsteel Ltd. Kamloops | 250-374-5253 Krueger Electrical Ltd. Kelowna | 250-860-3905 K-West Commercial Flooring Ltd. Kelowna | 250-575-3613

L L & S Contracting Ltd. Kelowna | 250-860-2331 Laing Roofing Ltd. Kelowna | 250-765-3866 Lakeside Development Corp. Vernon | 250-260-1822 Landmark Mechanical Install. Ltd. East Kootenay | 250-367-9903

Lutcor Construction Vernon | 250-241-0055 Lynx Brand Fence Products (2004) Inc. Kelowna | 250-765-1468

M M & K Plumbing & Heating Co. Limited East Kootenay | 250-426-7448 M & K Ready Mix Ltd. Vernon | 250-545-7238 M. Weiss Masonry Inc. Kelowna | 250-762-7259 M3 Steel & Fabrications Ltd. Kamloops | 250-374-1074 MacKay LLP Kelowna | 250-763-5021 Maddocks Construction Ltd. Vernon | 250-546-9551 Madge Contracting Ltd. Kelowna | 250-765-1180 Maglio Building Center West Kootenay | 250-352-6661 Maglio Installations Ltd. West Kootenay | 250-352-7939

Kemp Concrete Products Kamloops | 250-374-1552

Latina Landscapes & Maintenance Kamloops | 250-372-0994

Ken Olson Ltd. (Olson Construction) East Kootenay | 250-344-0277

Ledcor Construction Ltd. – Kelowna Kelowna | 250-491-2991

Maple Reinders Inc. (SICA) Kelowna | 250-765-8892

Kentash Holdings Ltd. Penticton | 250-488-1375

Lennox Industries Canada Ltd. Kelowna | 250-768-4460

Marquardt Mechanical (BC) ULC Kelowna | 250-763-2770

Kettle Valley Moulding & Millwork Kelowna | 250-765-1521

Levelton Consultants Ltd. Kelowna | 250-491-9778

Marson Mechanical Ltd. Kamloops | 250-319-0359

Jordans Contract Sales – Kelowna Kelowna | 250-861-8656

Kimberley Electric East Kootenay | 250-427-5115

Litewood Services Ltd. Other | 250-869-2124

Martech Electrical Systems Ltd. West Kootenay | 250-365-2115

JVL Excavating Inc. Kelowna | 250-769-5556

Kimco Controls Ltd. Kelowna | 250-491-2282

Littco Insulation and Drywall Kelowna | 250765-6444

MBE Contracting Kelowna | 250-878-0112

JDS Energy & Mining Inc. Kelowna | 250-763-6369 Jenkins Marzban Logan LLP (SICA) Other | 604-895-3158 Jordans Contract Sales – Kamloops Kamloops | 250-372-7515


Southern Interior Construction Association

Maloney Contractors Ltd. Kelowna | 250-769-2395

McGregor & Thompson Hardware Kelowna | 250-860-6282 McNiven Masonry Kelowna | 250-765-7042 MDG Contracting Services Inc. East Kootenay | 250-425-9943 Meiklejohn Architects Inc. Penticton | 250-492-3143 Mercury Steel Ltd. Other | 800-661-1613 Mertion Excavating Ltd. Vernon | 250-542-9394


Pacific Western Fire Protection Ltd. Kelowna | 250-765-3473

Okanagan Aggregates Ltd. Vernon | 250546-3088

Palladian Developments Inc. Other | 2507600058

Okanagan Audio Lab Ltd. Vernon | 250-542-1686

Paradise Climate Controls Inc. Penticton | 250-809-0600

Okanagan College Kelowna | 250-762-5445 ext 4606

Parastone Developments Ltd. East Kootenay | 250-423-4136

Okanagan Drywall Ltd. Kelowna | 250-769-0187

Pashco Blasting Ltd. Kamloops | 250-828-7970

Okanagan Fire Protection Services Ltd. Kelowna | 250-765-0660

PCL Constructors Westcoast Inc. – Kelowna Kelowna | 250-868-8394

Okanagan Indian Band Vernon | (250) 542-4328

Performax Painting Ltd. Kelowna | 250-870-6662

Okanagan Materials Testing Kelowna | 250-860-9955

Peters Bros Construction Ltd. Penticton | 250-492-2626

Nielsen Roofing & Sheet Metal Ltd. Penticton | 250-492-3916

Okanagan Plumbing & Gas Fitting Ltd. Kelowna | 250-765-4505

Petrocom Construction Ltd. Kelowna | 780-481-5181

Nightingale Electric Kamloops | 250-550-0217

Okanagan Stainless Ltd. Kelowna | 250-765-6549

Piedmont Sheet Metal (Okanagan) Ltd. Penticton | 778-476-5953

Nixon Wenger LLP Vernon | 250-542-5353

Okanagan Valley Masonry & Stone Works Ltd. Kelowna | 250-870-1432

Pihl Law Corporation Kelowna | 250-762-5434

N & H Contracting Ltd. Kamloops | 250-374-1323 National Concrete Accessories – Kamloops Kamloops | 250-374-6295 National Concrete Accessories – Kelowna Kelowna | National Leasing Other | 250-764-0252

MGC Construction Kelowna | 250-448-0020

Network Bonding & Insurance Services Inc (SICA) Other | 604-294-1236

Mibroc Developments Inc. Kamloops | 250-374-0224

Network Telsys Inc. Other | 403-294-3030

Mid City Roofing Sheet Metal (2008) Ltd. Kamloops | 250-376-7663

Nexbuild Construction Kamloops | 250-573-2103

Mid Kam Installations Ltd. Vernon | 250-542-8407 Midvalley Sheet Metal Ltd. Kelowna | 250-765-8688 Miller Equipment Rentals Ltd. Kelowna | 250-769-0960 Mills Basics Kelowna | 250-212-9667 MJB Wall & Ceiling Ltd. Kelowna | 250-765-7051 MM Insolutions Ltd. Kelowna | 250-460-1320 MNP LLP Kelowna | 250.763.8919 Modern Paint & Floors Kelowna | 250-860-2444 Modern PURAIR Kelowna | 250-765-6828 Mountain View Electric Ltd. Vernon | 250838-6455 MQN Architects Vernon | 250-542-1199 Myron’s Door & Gate Systems Inc. (Kel) Kelowna | 250-860-0516 Myron’s Door & Gate Systems Inc. (Kam) Kamloops | 250-374-5655

Norelco Cabinets Ltd. Kelowna | 250-765-2121 Norgaard Ready-Mix Ltd. Kamloops | 250-378-5121 Norsteel Building Systems Ltd. Other | 250-769-3846 Northern Hardware Ltd. Kelowna | 403-243-5401 Northern Trailer, a division of Horizon North Camp & Catering Partnership Kelowna | 250-765-1349

Olympic Roofing Ltd. Kamloops | 604-690-8654 Onward Industries Kelowna | 250-808-2382


OK Project Solutions Kelowna | 250-878-5292

Pipe Dreams Fire Protection Ltd. Kamloops | 250-682-3388 Pittman Construction Ltd. Kamloops | 778-469-2063


Plan B Contractors Inc. Kelowna | 250-717-8234

P J S Systems Inc. Other | 604-395-4164

Ploutos Enterprises Ltd. Kelowna | 250-860-7740

P5 Millwork & Design Vernon | 250-550-7255

Points West Audio Visual Other | 250-861-5424

Nufloors Penticton Penticton | 250-492-0627

O O.K. Excavating (Div. of Green Leaf Ent. Ltd.) Kelowna | 250-765-4902 Ogopogo Stucco & Masonry Inc. Kelowna | 250-575-8124 OK Builders Supplies Ltd. Kelowna | 250-763-3622

CRAIG MAIN 2355 Pleasant Valley Road Box 546, Armstrong, B.C. V0E 1B0

PHONE (250) 546-9551 | FAX (250) 546-8900 EMAIL

SICA Construction Review 2013-2014


Powder Ventures Excavating Ltd. Kamloops | 250-851-1021

Redbuilt LLC Kelowna | 250-212-6864

Power Paving Ltd. West Kootenay | 250-551-6141

Refrigerative Supply Ltd. Kelowna | 250-763-3114

Power Vac Kelowna | 250-404-4255

Regional District of Central Okanagan Kelowna | 250-469-6170

Powermax Contracting Ltd. Kelowna | 250-276-8560 Powertrend Electric Penticton | 250-809-1767


Premier Plumbing & Heating East Kootenay | 250-489-4131

School District #05 Southeast Kootenay East Kootenay | 250-417-2054

South Okanagan Concrete Products Ltd. Penticton | 250-495-7556

School District #06 – Rocky Mountain East Kootenay | 250-342-9243

Southgate Electric Ltd. Kamloops | 250-828-2206

School District #08, Board of Education West Kootenay | 250-354-4871

Southwest Glass Ltd. Kamloops | 250-374-5303

Regional District of North Okanagan Vernon | 250-550-3729

School District #10 (Arrow Lakes) West Kootenay | 250-265-3638

Regional District of Okanagan Similikameen Penticton | 250-490-4103

School District #22 Vernon | 250-549-9210

Pro Crete Ltd. Kelowna | 250-765-2350

RH Drywall Insulation Ltd. Kelowna | 778-363-4100

School District #23 – Central Okanagan Kelowna | 250-491-4000

Professionals’ Choice Painting & Restoration Ltd. Kelowna | 250-808-5918

Riemann Painting (2003) Inc. East Kootenay | 250-426-6597

School District #53 Penticton | 250-498-3481

Rite-Way Fencing Inc. – Kamloops Kamloops | 250-314-9569

School District #58 (Nicola-Similkameen) Kamloops | 250-315-1113

Pronto Enterprises Ltd. Kamloops | 250-372-9644 Pushor Mitchell Kelowna | 250-762-2108

Q Qualico Painting Kelowna | 250-868-6002 Quantus Electric Ltd. Kelowna | 250-765-1400

R R & R Reinforcing Ltd. Kelowna | 250-765-2077 R.A. Bruce & Associates Inc. Kelowna | 250-491-9210 R.S. Foundation Systems Ltd. Other | 403-569-6986 R355 Enterprises Ltd. Kelowna | 250-765-9860 Radian Mechanical Inc. Kelowna | 250-861-4636 Rambow Mechanical Ltd. Kelowna | 250-762-8999

Rivermist Holding Ltd. Kamloops | 778-471-6441 Robertson’s Clothing &Shoes Inc. Kelowna | 250-762-4424 Romanesque Interlock Kelowna | 250-470-8121 Rona Inc. Kamloops | 250-372-2236 Roys Shoes Boots and Repairs Kelowna | 250-763-5696 Rutland Glass (1994) Ltd. Kelowna | 250-765-9400 Rydal Contracting Inc. Kelowna | 250-801-5531

S S&K Forming Ltd. Kelowna | 250-491-7535 Saenger Enterprises Ltd. Kamloops | 250-393-2427

Ramco Floor & Tile Kelowna | 250-860-2277

Sagebrush Environmental Systems Inc. Kamloops | 250-376-6163

Raven Glass Ltd. Kelowna | 250-454-9650 RBC Royal Bank Kelowna | 2508684196 104

School District #67 – Okanagan Skaha Penticton | 250-770-7700 School District #73 – Kamloops/ Thompson Kamloops | 250-851-4420 School District #83 Vernon | 250-832-9415 Scott Alan Plumbing Kelowna | 778-753-1101 Scuka Enterprises Ltd. Kelowna | 250-765-0136 Secure-Rite Mobile Storage Inc. Kelowna | 250-861-3955 Select Window Fashions Kelowna | 778-753-5970 Selkirk College West Kootenay | 250-365-7292 Shanahan’s Ltd. – Kelowna Kelowna | 250-765-5255 Sierra Landscaping Ltd. Kelowna | 250-766-2312

Specialty Machine Works Ltd. Penticton | 250-493-4310 Splatsin Vernon | 250-838-6496 Ext 215 SRM Concrete Penticton | 250-494-9889 St. John Ambulance Kelowna | 250-762-2840 Standard Roofing Corporation Vernon | 250-833-1992 Stantec Consulting Ltd. Kelowna | 250-860-3225 STBR Consulting Ltd. Kelowna | 250-979-8260 Steel-Craft Door Products Ltd. Kelowna | 250-765-4765 Stemmer Enterprises Ltd. Vernon | 250-832-7357 Stewart Mortgage Corp. Kamloops | 250-372-1995 Sticks and Stones Design Group Kelowna | 250-712-9282 Straight Line Contracting Ltd. Kamloops | 250-319-0635 Strathcona Mechanical Ltd. Kelowna | 250-763-3879 Structurlam Products Ltd. Penticton | 250-492-8912 Stuart Olson Dominion Construction Ltd. – Kelowna Kelowna | 250-763-2798

Silver Springs Venture (1994) Ltd. Kelowna | 250-860-3047

Sun Valley Painting & Decorating Corp. Kamloops | 250-372-0027

Salvador Ready Mix LP East Kootenay | 250-426-7283

Silver Spur Construction Ltd. Kamloops | 250 371 3413

Sunco Drywall Ltd. Kelowna | 250-807-2270

Sawchuk Developments Co. Ltd. Kelowna | 250-765-3838

SilverRock Land Corp. Vernon | 250 558-0999

Superior Propane – Kamloops Kamloops | 250-374-2285

Southern Interior Construction Association

Systematic Mill Installations Ltd. Kelowna | 250-765-0028


Thyssenkrupp Elevator (Canada) Limited – Kelowna Kelowna | 250-763-2804

Twin River Plumbing & Heating Kamloops | 250-376-0221

Village of Lumby Vernon | 250-547-2171

Twin Rivers Controls Ltd. West Kootenay | 250-365-2009

Village of Nakusp West Kootenay | 250-265-3689

T.A. Rendek & Associates Ltd. East Kootenay | 250-428-9445

Tin Craft Heating & Air Conditioning Ltd. East Kootenay | 250-919-3517

T118 Enterprises Ltd. Kelowna | 250-769-2903

TKI Construction Kelowna | 250-491-1130

Underhill Geomatics Ltd. Kamloops | 250-372-8835

Tomtar Roofing & Sheet Metal Ltd. Kelowna | 250-765-8122

United Floors Kamloops | 250-374-1223

Top 40 Woodworks Ltd. Kamloops | 250-374-9002

United Landscapes Kelowna | 250-860-3753

Top Gun Painting Ltd. Vernon | 250-547-0166

United Rentals – Kamloops Kamloops | 250-374-8818

Topline Vehicle Centre Ltd. Kamloops | 250-374-7899

Universal Solar Films Ltd. Kelowna | 250-712-9818

Total Office Kelowna | 250-717-1626

University of British Columbia – Okanagan Campus Other | 250-807-8613

WCG International HR Solutions Kelowna | 250-491-4287

Urban Appeal Landscaping Ltd. Kamloops | 250-318-5604

Wells Drywall Acoustics Ltd. Kamloops | 250-371-7048

Urban Systems Ltd. – Kamloops Kamloops | 250-374-8311

Wesco – Castlegar West Kootenay | 250-365-0545

Urban Systems Ltd. – Kelowna Kelowna | 250-762-2517

Wesco Distribution – Canada Inc. – Kelowna Kelowna | 250-862-8200

Talius Vernon | 250 832-7777 Tamarack Centre (Pellex Holdings Ltd) East Kootenay | 250-426-2231 Taylor & Son’s Ltd. Kamloops | 250-828-0045

Team Construction Management (1981) Ltd. Kelowna | 250-868-8326

Town of Osoyoos Penticton | 250-495-6191

Vision Painting Ltd. Kamloops | 778-471-4745 VVI Construction Ltd. (Vic Van Isle) Vernon | 250-837-2919 VVI Construction Ltd. – Kelowna Kelowna | 250-861-5768

W Wales McLelland Construction Other | 604.638.1212 Warnaar Steel Tech Ltd. Kelowna | 250-765-8800

Team Foundation Systems Ltd. Kelowna | 250-686-8325

Trail Roofing Ltd. West Kootenay | 250-364-2900

Terracom Systems Ltd. Kelowna | 778-755-5808

Trainor Mechanical Contractors Ltd. West Kootenay | 250-352-7588

Terry’s Masonry and Renovations Kamloops | 250-319-6418

Trane – Kelowna Kelowna | 250-491-4600

TGC Consulting Ltd. Kelowna | 250-766-4110

Travelers Insurance Company of Canada Other | 604-682-2663

Valhalla Environmental Consulting Inc. Vernon | 250-275-1471 Ext 3

Tri City Canada Inc. – Kamloops Kamloops | 250-372-5576

Valley Canvas & Awning(1994)Ltd. Kelowna | 250 860 6628

Triggs Engineering Ltd. Kamloops | 250-372-3687

Valley Curbing Ltd. Kelowna | 250-860-8742

Thermo Design Insulation Ltd. Kelowna | 778-754-5670

Tri-West Fence & Gate Ltd. Kelowna | 250-491-4445

Valley Plumbing & Valley Heating Kelowna | 250-491-0680

Thompson Nicola Regional District Kamloops | 250-377-8673

Tri-Wik Fire Protection Inc. Kelowna | 250-868-2311

Thompson Valley Erectors Ltd. Kamloops | 250-377-3533 Ext 205

True Construction Ltd. Kamloops | 250-573-4631

Van-Kel Irrigation A Div Emco Corporation Kelowna | 250-762-3180

Thompson Valley Painting Contractors Ltd. Kamloops | 250-372-9923

True Consulting Group – Kamloops Kamloops | 250-828-0881

The Cat Rental Store – Kelowna Kelowna | 250-491-9512 The Guarantee Co. of North America (GCNA) Other | 604-687-7688

Thompson Valley Roofing Kamloops | 250-851-5269

Tundra Windows Doors & Hardware Inc. Penticton | 250-492-0069

Thunder Hill Sand & Gravel East Kootenay | 250-349-5275

Turn-Key Controls Ltd. Vernon | 250-549-4753


Wesco Distribution Canada Inc. – Kamloops Kamloops | 250-374-2112

West Kootenay Mechanical 2001 Ltd. West Kootenay | 250-364-1541 Westbank First Nation Kelowna | 250-769-4999 Westburne Electric – Kelowna Kelowna | 250-860-4988

Vector Projects Group Ltd. – Kelowna Kelowna | 250-763-1013 Venture Mechanical Systems Ltd. West Kootenay | 250-365-4999

West Kelowna Plumbing &Solar Heating Ltd. Kelowna | 250-769-7477

Westburne Electric Supply – Cranbrook East Kootenay | 250-426-6263

Vernon Paving Ltd. Vernon | 250-546-3163

Westburne Electric Supply (BC) – Kamloops Kamloops | 250-374-1331

Village Green Hotel Vernon | 250-542-3321

Westcana Electric Inc. Kelowna | 778-484-5523 SICA Construction Review 2013-2014



Taylor Pro Training Ltd. Kelowna | 250-765-7624


Western Financial Group (Network) Inc. Kelowna | 250-762-2217

Westhills Aggregates Limited Partnership Penticton | 250-492-2225

Wildstone Construction & Engineering Ltd. Penticton | 250493-3947

Wolseley Mechanical Group – Kelowna Kelowna | 250-860-4991

Western One Rentals & Sales Kelowna | 778-755-2600

Westside Tile Division of 575266 B.C. Ltd. Kelowna | 250-861-9099

Willex Metal Works Kelowna | 778-478-9644

Wolseley Waterworks Group – Central Water & Sewer Kelowna | 250-765-5186

Western Roofing Master Roofers – Cranbrook East Kootenay | 250-426-0156 Western Roofing Master Roofers Ltd. Kamloops | 250-374-0154

Westway Plumbing & Heating (2011) Inc. Kamloops | 250-372-1277 Westwood Fine Cabinetry Kelowna | 250-860-3900

Western Storage Kelowna | 250-769-8551

Wilco Contractors Northwest Inc. Other | 780-447-1199

Wilson M. Beck Insurance Services (Kelowna) Inc. Kelowna | 250-763-3840 Winn Rentals Kelowna | 250-491-1991

WSR Equipment Sales & Rentals Kelowna | 250-769-7606


Winter Plumbing & Heating Ltd. Kelowna | 250-491-2106

Zap Welding West Kootenay | 250-352-6978

Wolseley Mechanical – Kamloops Kamloops | 250-374-7711

Zenith Metal Cladding Ltd. Vernon | 250-832-0428


Zirk Mechanical East Kootenay | 250-919-0341

Become a SICA Member As a member of the Southern Interior Construction Association (SICA), your organization receives information on all the construction projects in the region, educational resources, safety resources, and benefits programs specifically designed to improve all aspects of your business. SICA acts as a unified voice for all construction associated companies in the Southern Interior for legislative and political affairs. Your membership supports these efforts. Membership with SICA is for one year. Each membership can be paid once (annually), twice (semi-annually) or monthly. Fill out the online application form at If you need assistance, please email or call (250) 491-7330.


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SICA Construction Review 2013-2014  
SICA Construction Review 2013-2014  

This “SICA Construction Review” magazine is published annually and highlights many projects in the southern interior of BC, providing indust...