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victoria’s
50 From waste to resource
VICA’s Crystall Ball Capital Project Plan Series
62 Building opportunities for fans and families
Longhouse Forest Products is a family owned company established in 1985. We are fully integrated manufacturing facility producing specialty lumber. Longhouse markets directly to the building project resulting in better quality control, costs savings, and increased customer satisfaction. Join us in celebrating 35 years, of mill direct sales to over 14,000 high-quality building projects around the world.
Photo credit: Architects: ltA Photographer: dr. roman trubka
vancouver island construction Association Awards: longhouse cedar – manufacturer of the Year
vISIoN & mISSIoN
Our vision: To be a leading advocate and the premier member-based association serving the construction sector on Vancouver Island.
Our Mission: Our mission is dedicated to promoting the interests of the Vancouver Island Construction Association’s members as it provides its members with exceptional services and benefits.
GUIDING PrINCIPleS
VICA’s actions and decisions will be guided by the following principles:
Member value: We are committed to ensuring the services and activities of VICA directly support the well-being and success of our member companies.
Corporate Sustainability: We are committed to ensuring that VICA remains viable through a strong membership base that is reflected in both the quality of its membership and the number of members.
Financial Sustainability: We are committed to planning and managing our finances in a financially responsible and transparent manner while focusing on prudent investments that benefit our membership and corporate health.
Industry Advocacy: We are committed to act in the best interest of our members and the construction industry, its stakeholders and people, and to ensure our industry remains safe, resilient and sustainable.
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PrESIDENT & CEO
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MANAGING EDITOr
Tammy Schuster
vICA EDITOr
Kelly Marion
ADvErTISING SAlES MANAGEr
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prInteD In CAnADA | 03/2020
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yoUr CoNSTrUCTIoN aSSoCIaTIoN
As the Vancouver Island Construction Association (VICA), we serve our construction community: the institutional, commercial, industrial, civil and multi-family residential construction sectors on Vancouver Island, the Gulf Islands and other coastal areas of British Columbia. With roots that date back to 1912, we’re one of the oldest construction associations in Canada.
As leaders in the industry, we believe in collaborating, sharing knowledge and making it more profitable to do business on Vancouver Island. We do this through advocacy and representation on regional, provincial and national policy and regulatory issues, and through spearheading formal and informal dialogue with local governments and the construction community at large.
WE bElIEvE IN buIlDING AN INDuSTry FOr A STrONG FuTurE
At VICA, we value diversity within the construction sector and are proud to be the association of choice for 450-plus small and large companies from the southern tip of the island to the northern point. We are a community of skilled professionals — from owners, general contractors and trade contractors to manufacturers, suppliers and purchasers of construction services — looking to connect, grow, learn and save. Through our courses and workshops, events, conferences and our Under 40 (U40) and Women in Construction (WiC) networks, we bring the industry together to create business opportunities while promoting industry excellence.
INDuSTry rEPrESENTATION AND ADvOCACy ThAT SPANS COAST TO COAST
We are proud to be a part of the BC Construction Association (BCCA) and the Canadian Construction Association (CCA), giving our industry members a national voice on issues and opportunities that affect everyone in the construction sector.
The Vancouver Island Construction Association supports and promotes the principles of fair, open and transparent procurement processes. Guided by ethical standards and practices, we strive to foster growth and economic stability for our members across Vancouver Island, British Columbia and Canada. We share this vision with our regional, provincial and national partners.
A vICA MEMbErShIP IS MOrE ThAN juST bEING PArT OF AN ASSOCIATION
To be a VICA member is to be a member of a diverse community that shares the same vision: to build up this dynamic industry we are all proud to be a part of. Our goal at the Vancouver Island Construction Association is to connect you with the training and education, project and business development opportunities and labour you need to grow your business while saving you time and money.
Our broad membership base — comprised of women, men, young and old — brings unique skills and experience to the workforce. By coming together, we form a collective voice while contributing to the thriving construction industry on Vancouver Island.
memBer BeNeFITS
VICA connects you with a broad network of skilled professionals, provides you with industry-specific training and education, gives you access to project opportunities and business intelligence that create success. As your island association, we’re here to serve your needs of today and tomorrow so that you can prosper for years to come. Connect, grow, learn and save with us and the construction community of Vancouver Island.
CONNECT WITh vICA
VICA events offer opportunities for you to expand your network, meet industry leaders and learn about issues and opportunities specific to the Vancouver Island construction sector. Our Capital Project Plan Series connects contractors with owners and offers business intelligence that is exclusive to VICA members.
Our Under 40 (U40) and Women in Construction (WiC) networks in Victoria and Nanaimo are our boots on the ground, so to speak. Through them, we promote and support the career paths of both young professionals and women looking to grow within the Island’s industry. Each network has a mandate of mentorship and community involvement, extending our reach beyond our industry.
GrOW WITh vICA
Companies large and small benefit from VICA's work in procurement and issues management, as they do with the project opportunities and bid results available through BidCentral. In addition to unparalleled, one-on-one support from our Project Services team, our members receive 24-7 access to project opportunities, a weekly project bulletin in their inbox, pre-bid notifications, downloadable plans and specs and more.
lEArN WITh vICA
VICA offers a robust training and education program fit for everyone in the construction industry, from seasoned project managers and estimators to new and aspiring leaders and administrative staff. Through online and classroom courses, we’re here to help you achieve your professional goals while obtaining your CPD Points and Gold Seal Credits. Every year, we add new courses and workshops to adapt to our industry’s needs. Grab a copy of our Training and Education Catalogue to get started! We are also proud to be your resource for Vancouver Island construction industry data. Members have access to quarterly construction reports and regular construction sector business intelligence updates to keep you informed with industry data and trends. In 2018, we launched our PreBid Report. In 2019, we’re introducing a fresh look and feel to our quarterly reports!
SAvE WITh vICA
VICA has identified strategic partnerships that result in immediate savings for members, from discounts on office supplies and fuel to preferred pricing on hotels and flights. These savings add up quickly to benefit your bottom line; in many cases, covering a large portion of your membership investment. VICA members also enjoy complimentary statutory declaration services, significantly reducing lawyer and notary fees.
BCCA Employee Benefits provides VICA members with traditional group benefits, hour bank plans, executive reimbursement plans and critical illness insurance. Designed specifically for the construction industry, our benefits plan ensures that you’re taking care of your biggest asset: your employees.
Q&a with vICa Ceo RoRy Kulmala
Starting off a new decade and no longer the new guy, Rory Kulmala reflects on the Vancouver Island Construction association, the construction industry on vancouver Island, and looks at the association’s future whether it’s big picture or a regular day of the week, “vICa has always had a good reputation. my job is to try to enhance it and make it a little bit better every day.”
as you head into your fourth year as VICa’s CEo, how has the association evolved over the past two years?
I think first and foremost we’ve had a much stronger focus on membership and engagement, which has been one of the mandates that I’ve assumed since taking the reins in 2017.
We are certainly promoting diversity in our membership by appealing not just to contractors, but to all businesses that support the construction industry. That’s always been one of the benefits of what VICA does; it really embraces the entire construction community and not just one segment of it.
We created initiatives such as Construct Your Future which has been an excellent program funded by the government to help bring new entrants to our work force, and I think those programs are really positioning VICA as an industry leader when it comes to advocacy and promotion of the trades.
We’ve seen our education program expand in both its content and target by offering greater diversity in the subject matter of the programs.
When it comes to engagement, we’ve created initiatives that really are targeted at bringing members together and sharing information with events such as our Capital Projects Plan luncheons which we’ve been organizing regularly for three years.
We’ve created initiatives such as Hard Hats in the Ballpark where we work with the Victoria Harbour Cats to showcase trades, women in construction, and U40 which leads into our efforts to support the community through various charities.
In your first Build Q&a, you spoke about resiliency in the industry, what are you seeing now among members?
I think we are still seeing a certain element of resiliency, but at a much more matured effort in the sense that we have maintained a pretty aggressive state of activity in the construction sector. I think we are seeing a market that reflects pace and maintaining the ability to serve the construction needs of our community. In this busy market there is opportunity, but it comes with challenges, and keeping up with that high standard is also a challenge.
Improvements are starting to come with technology and innovation, but this is one of those cornerstones that many companies find hard to adapt to when having to learn a new unfamiliar skill set or a new work methodology that has been unchanged for decades. The construction industry has always been, what seems to be, the last vestige of innovation and there is a challenge in adopting a mentality to embrace innovation.
There’s a lot of discussion in many markets about affordability particularly in the public realm. Affordability can be driven up by many factors such as cost of labour and materials, and bureaucracy imposes challenges when it comes to cost certainty. All of these factors can impact a company’s success, and ultimately we’re here to advocate for success.
Describe some of the main initiatives VICa will introduce or promote in 2020, and why are they important?
We have a strong momentum when it comes to
the activities that connect our members, so we will never lose sight of that. We don’t necessarily have a large mandate to shift what we’re currently focussed on, as long as we continue to adapt to market conditions and embrace innovation that best support our members.
We will always have our core education offerings, but we will continue to explore new training and education initiatives in order to remain relevant and purposeful to our membership. Many of our members are small- to micro-sized companies with under 10 employees, so we try to find initiatives and ideas that could help give that small business owner an edge and help their business. We are always looking for opportunities or feedback from members as to what they would like to see, so we’ll spend a little time and do a little research and put a course together.
This is part of a progressive model where we listen and observe what is going on in the marketplace, and try to put training and education together that the members need and want.
We have also partnered with the Coastal Communities Social Procurement Initiative, a social procurement hub on the island. We represent the construction industry to promote social procurement, create policy and influence, and help enhance communities that are pursuing social procurement to leverage value from their construction projects.
What excites and motivates you about working in the Vancouver Island construction industry?
There are so many different avenues that this industry affords for success. I often tell the people that join our Construct Your Future program that we can provide the first step which is to get them employed in construction, and the steps that follow are always going up. Using a Harry Potter met-
That’s how I view the construction industry; you just never know where this is going to lead and there are ample opportunities. “ “
aphor of the shifting staircases, you climb one staircase to one landing and then shift to a different staircase, all the while still travelling vertically. You start out on one path and then a new opportunity appears that takes you in a new direction. That’s how I view the construction industry; you just never know where this is going to lead and there are ample opportunities.
If you won the lottery, would you quit your job?
Absolutely, but I may come back as a volunteer after I finish travelling the globe, motor biking across the country, and sailing around the world.
When not in meetings or travelling, how do you spend your lunch break?
When I can get away I like to get out and
walk along the outdoor trail systems and waterfront near the office and listen to an audio book. I’m a Tom Clancy genre kind of guy.
Where do you see the association in the next week, year, or decade?
Our primary goal is to continue our advocacy efforts. As a construction association we lend our voice to important matters that pertain to our industry, particularly at a local level up and down the island, and we will adapt in whichever way our membership requires. We bring the interests of our industry to public owners to try to encourage and work with them to maintain the highest level of fair, open, and transparent procurement. n
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Q&a with vICa ChaIr
RogER yagER
as the Chair of VICa and serving as a director on VICa’s Board for many years, what VICa initiatives are most significant to you?
Rory and the VICA staff have put a lot of effort into connecting with members and gauging what they are interested in, whether it’s networking, education, or something fun.
VICA does a lot of good work in so many areas, but our most important commitment is to provide value to our members, and that could be in the form of member advocacy for procurement issues or education and training based on the needs of our members. Our education program has grown by leaps and bounds in the last few years. Many of our members are small businesses with less than 10 employees and providing them with resources that they may not have convenient access to is very important to us.
members of not-for-profit boards are typically passionate supporters of the organizations and industries in which they serve. How would you describe the characteristics, strengths, and depth of experience of the current VICa Board of Directors?
We have a fairly diverse group of people on the Board in terms of experience and expertise covering most of the areas that are involved within our industry including general contractors, suppliers, subcontractors, consultants, and associated members. We also have a diverse age range with the old guard (including myself) along with members who are under 40, so that gives us many different perspectives from not only various industry partners but also different demographics. It makes all of our conversations very open and candid about issues that we all face.
What do you see as the main challenges facing the industry on the Island? Both from your perspective as VICa Chair and as vice president of Knappett Projects Inc.?
The challenges from a Board perspective is really the same challenge from a business perspective. One of the biggest issues that the Association and the industry is facing is that we are experiencing a talent drought. There’s an abundance of work but not enough manpower to facilitate projects. People are retiring and the demographic is working against us, so our challenge is to look outside of the current stable of resources that we’ve had for the last decade.
I think we need to re-invigorate our industry. A career in construction is exciting and rewarding, and by engaging with under-represented groups and supporting and promoting our industry among high school and college students as a career of choice, we are ensuring we can keep up with the demand of the industry.
What advice would you give to someone who is considering becoming a member of VICa’s Board of Directors?
I would say first come with an open mind and with to willingness to listen. Listen but don’t be quiet. There is a lot of experience at that table with regard to issues that have taken place over the last decade within the industry, so spend a little bit of time listening and learning. But be engaged, ask questions, provide your opinion. We may not all necessarily agree on every point on the Board but that’s the point and it makes for a good conversation. We need to hear from all the facets of the industry.
magic eight ball predictions for 2020?
I think we’re in for another good year. We’ve had several years of unprecedented growth, and it looks to me like we will have another few years’ worth of that kind of volume. It looks to be very promising for 2020 and 2021 to keep our industry buoyant, productive, and successful. n
2019 A YEAR OF DIPLOMACY
As the only provincial organization representing B.C.’s industrial, commercial, and institutional construction employers across all labour affiliations, BCCA holds a uniquely influential position in our industry. Our job is to work respectfully with the government in power on your behalf. During a time of substantial ideological political activity such as B.C. is currently experiencing, the diplomatic approach can seem fruitless to those who are looking for blood. But it’s essential for success and we staunchly remain advocates, not activists. Along with a steady stream of project opportunities, 2019’s political and economic environment continued to present new challenges to productivity and growth for B.C.’s contractors:
• Community Benefits Agreement/Project Labour Agreement
• Small business taxes, including the Employer Health Tax
• Project cost impacts of steel and aluminum tariffs
• BC Labour Code Review
• Environmental Assessment Overhaul and Bill C-69
• Prompt Payment Legislation
• Public Sector procurement practices
• Potential introduction of compulsory trades Issues such as these can test relationships, but BCCA has successfully maintained respectful dialog across all levels and branches of the provincial government and with an everwidening circle of stakeholders. This, despite our legal challenge to the Community Benefits Agreement/PLA and strong continued objections to multiple policies that are counterproductive to the productivity and resilience of our industry.
The topic of the year is still the skilled workforce. There’s new narrative around it but the basic issue hasn’t changed: we don’t have the number of skilled workers that we need. Employers have made major strides when it comes to culture, benefits, training, and safety, but new barriers to progress are regularly introduced by political leaders who haven’t yet found the time to really talk with employers.
A large contractor that uses a union workforce recently lamented to me that “government doesn’t understand how to build an apprentice”. We heard similar frustrations from both union and open-shop contractors under the Liberal government. Our industry knows that no one can make a store clerk into a Red Seal in six months. On public projects, ideology needs to accommodate practicality. Construction employers have a tremendous social conscience, but first they have businesses to run.
For a full list of issues and an overview of our activity visit www.bccassn.com and go to the “Advocacy And Issues” section. BCCA continues to expand our suite of support programs and services, including the introduction of the Impact Mortgage Investment Corporation to help your skilled workers afford a home in the community where they work (www.impactmic.ca).
We take our role as the provincial representatives of VICA, NRCA, SICA, and VRCA very seriously. Let us know what you need. Subscribe to our newsletter. Follow us on social media. Take part. Let’s play to our strengths and work together.
Chris Atchison, BCCA President n
Bullying and harassment on the construction site
Over the past several years, there has been an increasing focus on the negative impact – and sometimes tragic consequences – that workplace bullying and harassment can have on workers’ mental health.
Workplace bullying and harassment can take many forms, including verbal aggression, personal attacks, and other intimidating or humiliating behaviours. And it can have far-reaching impacts on worker health and safety, such as leading to absenteeism, lower productivity, anxiety, and depression.
In 2019, WorkSafeBC received more than one thousand bullying and harassment questionnaires, with approximately 90 coming from the construction sector. These questionnaires are forms submitted to initiate a WorkSafeBC response when employers are accused of not meeting their obligation to take reasonable steps to prevent bullying where a complaint has been made (for example, not investigating a complaint, not following company procedures, or not following a fair and unbiased process for investigation).
Last year, WorkSafeBC teamed up with the B.C. Construction Association to develop the B.C. Builder’s Code, a standard code of conduct for workers on construction sites. It is intended to help construction employers communicate a reasonable and consistent behaviour expectation to improve the safety, productivity, and retention of skilled tradespeople while reducing project risk.
Employers in B.C. are required to take all reasonable steps to prevent or mini-
mize workplace bullying and harassment. These steps include:
• Developing a policy statement that workplace bullying and harassment is not acceptable, and informing workers of the statement.
• Developing and implementing procedures for workers to report incidents or complaints of bullying and harassment.
• Developing and implementing procedures outlining the way in which an employer will deal with incidents or complaints of workplace bullying and harassment, including how and when investigations will be conducted.
• Informing and training workers and supervisors.
• Performing an annual review of policy statements and procedures for reporting and dealing with incidents and complaints.
WorkSafeBC’s role is to ensure employers have the proper policies, procedures, and training in place to address bullying and harassment, and that complaints are investigated and addressed. However, it is not WorkSafeBC’s role to resolve or me-
diate specific disputes or conflicts.
During site visits and inspections on construction sites, WorkSafeBC prevention officers will verify that proper policies, procedures, and training are in place.
A number of tools, both general and construction specific, are available at worksafebc.com. Users can type “bullying and harassment” in the site’s search bar to access these tools, which include guides, templates for creating policies and procedures, and training tools and videos, many of which are directed to the construction sector.
Workers or employers can also call the toll-free Prevention Information Line –1-888-621-7233 for more information on bullying and harassment prevention, or to report a concern.
Additionally, employers and employer groups can also request to have one of WorkSafeBC’s prevention officers provide an information session or presentation on bullying prevention and the roles and responsibilities of workers, employers, and supervisors. n
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Beyond the façade
Victoria’s Customs House works on inner self
One of the most prominent landmarks in Victoria’s Inner Harbour is getting a second chance at life – with a number of Vancouver Island-based construction companies playing key roles in transforming the century old building into a new, state-of-theart structure.
Customs House, one of the three ‘grande dames’ of Victoria’s harbourfront, is being transformed into a mixed-use commercial and luxury condominium complex that is promising to be one of the city’s most exclusive addresses. The building’s penthouse suite was recently pre-sold for a record-setting price of $10.79 million, even though the Government Street complex won’t be ready for occupancy until fall 2020.
The project has been a mammoth undertaking for Cielo Properties, which purchased the former post office and customs offices from the federal government in 2014. Soon after the sale, architectural and engineering studies determined that aside from its historic façade, the entire interior of the building would have to be replaced.
By Jim Timlick
Imagine retaining the walls of your house but replacing everything between, above, and below them and you begin to understand just how much of a challenge the project has been for the myriad of contractors and sub-contractors involved in the transformation of Customs House.
“It’s not a small façade, it’s three quarters of the building,” says Dean Steffins, managing partner of the Banyan Group of Companies and parent company of Banyan Construction, which is serving as the construction manager for the project. “It creates some challenges in terms of construction, moving materials in and out, and access. It has had to be very well sequenced in order to be able to move ahead efficiently.”
View from the crane.
Perhaps the most challenging aspect of the project has been ensuring Customs House’s exterior isn’t damaged while the interior of the old building was demolished and the new one built. It has required shoring the façade and placing concrete using more conventional methods. This was done to limit the amount of holes drilled through the façade and eliminate vibrational pressures associated with traditional concrete placing practices that could seriously damage the walls of the 105-year-old heritage building.
Banyan Structural, a separate division
Fax: 250.475.1957
Email: info@accutemp.ca
of the Banyan Group of Companies, is the formwork contractor building the structure. It elected to utilize a placing method known as shotcrete to construct the concrete columns supporting the façade. The method is commonly used in larger cities like Vancouver but has only been used on Vancouver Island in a limited capacity. The specialized concrete pump purchased by Banyan is the only one of its kind on Vancouver Island.
“We now have the in-house equipment and talent required to undertake structural shotcrete walls,” Steffins says.
Because the concrete used to build the columns is literally shot between two sides of a form using a pump, it dramatically reduces the external pressures typically associated with pouring concrete into a form. It also eliminated the need for additional bracing and prevented damage to the exterior walls.
“It’s a win-win because we don’t have to do as much bracing, we don’t damage the façade due to the bracing, and we save time because we don’t have to do all the work to put the bracing in place. It’s been fantastic to work with. It’s the perfect solution,” Steffins says.
The contractors involved in the project have also had to contend with the challenge of joining the new interior of the building with the historical façade. That’s particularly tricky when it comes to ensuring the heritage building’s elevations match with the interior of the new condo units and incorporating different types of materials from different building eras.
Behind (and inside) the façade.
“It’s definitely a challenge. They built things differently back in 1910,” Steffins says. “It forces you to think on your feet.”
Speaking of feet, the extremely small footprint of the site forced contractors to block off space on a number of adjacent streets to facilitate deliveries and load concrete.
And if you’ve squeezed past the structure in the block located between Government and Wharf Streets anytime over the past few years, you have seen the gradual transformation.
“In Victoria it’s a particular challenge because it’s such a tourist town,” Steffins says. “When the cruise ships come in we would have people come and stand around the fence three-people deep looking down into the hole. A huge priority for us is public safety and making sure everything is maintained and well-supported.”
Ryan Calabrese echoes those sentiments. Calabrese and his brother Mike are the owners of MR Crane Services, the company supplying crane services for the site. He says working in such a tight space can be really tricky.
“Normally, when you start up on a construction site, it’s clear ground so you have no obstacles or blind lifts,” he says. “In this case, the original façade is causing 80 per cent of the lifts to be blind and creating more obstacles to go around. It’s important that the rigger and the operator maintain good communication at all times.”
Banyan is currently supervising about a half dozen contractors onsite. That number will increase once work such as interior painting and drywalling begins later
The familiar site at Wharf and Government Streets.
this year. Banyan holds regular meetings with all contractors and staff to ensure all voices are heard and all concerns are addressed.
“That’s crucial,” says project manager Craig Thomas. “Jobs suffer if you don’t have that open line of communication. In order for a job to run smoothly and successfully you have to make sure everybody is in agreement and aware of the job progression plan at every step.”
When construction wraps up later this year, Customs House will have 57 one- ,
two- and three-bedroom condo units measuring between 600 and 4,250 square feet that will feature open floor plans, vaulted ceilings, towering windows, and high-end features such as cabinets imported from Italy. It will also offer one of the most majestic views in Victoria, nestled in amongst the British Columbia Parliament Buildings and the Fairmont Empress hotel and just a stone’s throw from the harbor front.
“It’s so cool to be part of a project like this,” says Calabrese. n
Converting Customs House from a century old office building into an elegant condominium complex has been a team effort.
That team is comprised of a number of Vancouver Island Construction Association members including:
• Gordon N’ Gordon Interiors Ltd. has been contracted to install the steel stud framing, drywall, and insulation work for the project. This includes installing an acoustic ceiling system, installation of door frames into the stud walls, and all boarding, mudding, and taping.
• CanWest Mechanical Inc. has been contracted to perform mechanical work on the project including HVAC systems, fire protection systems, plumbing fixtures, and drain installation to appliances.
• Island Floor Centre Ltd. has been contracted to install the interior floor for the project. This includes preparing floor surfaces and the installation of specified flooring material.
• Brewis Electric Company Ltd. has been contracted to perform electrical of work on the project. This ranges from the supply and installation of the building’s generator and providing connection to all electrical equipment, fixtures, and supplies provided by other subcontractors.
• Accord Metal Fabricators Ltd. has been contracted to perform miscellaneous metal work on the project including installation of embeds in the structural slabs and steel railings throughout the parkade and emergency exit stairwells.
• Alpine Insulation Ltd. is supplying and installing insulation for the project. This includes spray foam and spray applied thermal insulation.
bANks ON
Adrenaline and expertise
By Melanie Franner
People looking for a thrill of a lifetime will soon be able to find it at the new Eagle’s Flight Ziptour, the zip line experience taking adrenaline fiends across the mountain tops at Mount Washington Alpine Resort. Comprised of four separate spans, the two-kilometre line will allow riders to reach speeds of 100 kilometres per hour, while experiencing a total vertical drop of 415 metres.
It’s not a ride for the faint of heart, but it’s one that Dan Caley has experienced firsthand.
“Once you take the chair lift to the summit, you attach yourself to the first zip line, which instantly drops about 300 feet,” says Caley, director of maintenance and facilities, Mount Washington Resort. “I was confident in the structure, but I was still a bit apprehensive. At least now I can say that I have done it.”
That structural confidence of Caley is due to the work of several key industry players, one of which is Cumberland Ready Mix Ltd. “I’ve done some unique projects in my career, but this was pretty unusual,” says Tony Martens, president and general manager. “In my opinion, as soon as you start
working with helicopters, things take on a different perspective.”
The four spans required the building of eight structural towers, each of which had to be anchored in concrete. The main platform on the bottom required about 40 cubic metres of concrete, with each of the seven remaining platforms coming in at around 25 cubic metres.
The project was completed in two stages, with the first two spans officially opening to the public in August 2019. The
remaining two are expected to be open in time for summer.
One of the most difficult aspects of the $3.5-million project was the remote locations of the towers themselves – on the side of Mount Washington. “We ran into some logistical problems with access on the hill,” says Caley. “We initially guesstimated using helicopters to deliver the concrete to most of the towers. But our guestimates had that costing around $20,000 per tower so we looked at other options.”
One of these was to build a road, at a cost of $40,000, that could provide access to all but three of the towers. The new road meant that Martens and his crew would be able to perform the pours on all but three of the eight towers. Even then, it took some skill.
“Fortunately, we have a fleet of trucks that offer agility on steep inclines,” says Martens. “We really only had one truck assist, and that was mainly due to rain.”
Concrete for the last three towers was transported by helicopter. “Each helicopter trip took about five minutes,” explains Caley. “The bucket could carry about one third of a yard, with each pour requiring about 15 yards of concrete. Essentially, it took us an eight-hour day to do each pour.”
The good news is that the zip lines are structurally sound, as evidenced by Caley’s successful ride. And, the building of the access road has opened up new opportunities for the resort. “Our parent company is excited about the spin off that the zip line will bring, like food and beverage, scenic chairlift rides, and mountain biking,” says Caley. “There is a lot to do here during the summer.”
But, undoubtedly, the zip line will be the main attraction. “I haven’t tried it yet,” says Martens. “My excuse is that I am waiting until the whole line is open.” Martens’ delay tactics may soon be disappearing as the last two lines are tentatively scheduled to open to the public in May 2020. n
Lindholm Road, Victoria, BC 250-474-7725 custompro@customproexteriors.com www.customproexteriors.com
RUSS FANUCCHI
TEL: 250-383-5562
FAX: 250-381-5292
TEL: 250-383-5562
FAX: 250-381-5292
CELL: 250-818-1222 namdorreinforcing@shaw.ca
CELL: 250-818-1222 info@namdor.ca
Smooth landing ahead Apron IV Expansion paves the way for YYJ
By Jason Syvixay
with a mission to “be the best airport anywhere,” the Victoria International Airport’s master plan calls on short, medium, and longterm capital investments “that support the areas of highest growth with a maximum benefit to the users of the airport.”
Future expansions at Victoria Airport are strategically phased, inclusive of short-term (2012-2016), medium-term (2017-2021), long-term (2021-2026), and ultimate (2027-2031) developments — all to support an estimated total passenger traffic increase of 2.7 per cent per annum.
To enhance safety and accommodate longer haul routes for aircrafts, a 600-foot runway extension is proposed for 20232024.
“We have developed an incremental program of capital improvements,” says Scott Cunningham, director of facilities for the Victoria International Airport. “Each increment is based on demand rather than schedule and we strive for just-in-time delivery of each increment to meet demand as it arises. This helps us not get too far ahead of the curve and is one of the reasons why we are only one of two debt-free major airports in the country. This latest apron expansion positions us to effectively manage the growth in demand for aircraft parking over the midterm.”
The planning, design, and construction of Apron IV — the area of an airport where aircrafts are parked, unloaded or loaded, refueled, or boarded — is part
of the Victoria Airport’s medium-term phase, which calls for a $7.1-million-dollar investment to expand aircraft parking. Smack dab in the middle of six planned phases of development, Apron IV is anticipated to become the main commercial apron to service the air terminal building with 10 contact gate parking positions. According to the airport’s most recent progress update, excavation work, stormwater and drainage, electrical work, and the majority of lamp standards, have been completed. In addition, hand-placed concrete is complete, while paving began in late November.
Kinetic Construction, after just celebrating its 35th year anniversary of operations, was named the successful proponent chosen to construct the Apron IV
expansion. “It is an honour to work on a project like this,” says Kurt Cabral, project manager with Kinetic Construction. “The Victoria Airport is rapidly expanding and is a very visible, high-profile job. With Apron IV, we’re adding to our city in a positive way, and we get to be a part of something big. This expansion supports a larger goal to help attract more international flights and air carriers.”
As the prime contractor, Kinetic Construction had to operate within the confines of an international airport which meant lots of coordination between subscontractors and airport staff, along with increased security measures. “Holding weekly construction meetings afforded us with an opportunity to coordinate with the airport who would then coordinate with carriers,” says Cabral. “We had Commissionaire’s security on site, who knew us well and provided escort service, helped us gain access to the site, and made it happen in a smooth, efficient manner.”
Kinetic Construction subcontracted ground work, civil work, and underground plumbing utility work to Sparker Construction Ltd. and concrete paving to Proform Concrete Services Inc. “Proform had done earlier work at the Victoria Airport, so they were very familiar with the site,” says Cabral.
A unique feature that Cabral is very interested to see unfold is a glycol – used to de-ice planes — drainage system at the renewed de-icing stations. “The designs are still underway, but this will be a better way to deal with glycol and greywater,” he says.
Cunningham agrees, “The design contemplated the desire for the airport
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authority to collect de-icing materials at the new stands sprayed on aircraft during winter operations. This expands on the capacity we have at our recently completed de-icing facility and provides us with greater operational flexibility.”
Cunningham says that since creating the de-icing facility, the airport now has zero overrun of glycol leaving the apron even in heavy winter conditions. “This apron expansion builds on that success and gives us even more collection capacity.”
With the project progressing on time, Cabral reflects on what it means to work on projects in his city. “Sometimes I point out parts of the airport that I’ve been involved with to my kids,” he says. They often ask, ‘did you build that?’ It’s always a good reminder about the collaboration and tasks, both big and small, that need to be carried out to make a project happen. We’re so lucky to be working on a project like this. It’s not lost on me.” n
Apron IV and air terminal building phased expansion.
COuNCIL OF CONstRuCtION AssOCIAtIONs (COCA)
2020 Challenges
Dr. Dave Baspaly, President, COCA
COCA represents 20 construction associations with members from all parts of British Columbia, from every sector and every size of company, both union and non-union.
COCA’s mandate is to assist member construction associations and individual contractors with WorkSafeBC issues. There is every indication that 2020 will be a very challenging year for the construction industry with respect to workers’ compensation.
There are currently four studies – commissioned directly or indirectly by the provincial government – that examine WorkSafeBC legislation, policy, and practice. The studies examine every major aspect of workers’ compensation and the recommendations – so far as they are known – are very significant.
Among the recommendations are several that would be considered a major threat to the financial integrity and sustainability of the workers’ compensation system. For example, one set of recommendations within one study, the Bogyo Report, would have an estimated one-time cost of $2.4 billion. There would also be an ongoing increase in cost of $175 million per year.
More details about these estimated cost increases can be obtained from cocabc.ca. The bulk of the one-time cost of $2.4 billion would result from retroactive increases in compensation benefits. COCA is strongly opposed to any retroactive changes.
Another recommendation of the Bogyo Report would provide a lump sum payment to the estate of a fatally injured worker, even when there are no dependents. This recommendation is contrary to the basis of workers’ compensation which is to pay compensation benefits to workers and, in the event of a fatal injury, to pay benefits to the workers’ dependents.
Another recommendation would hold the directors of a corporation individually responsible for unpaid assessments relative to corporate debt.
COCA has opposed this because it places an unreasonable burden on the directors and would result in expensive and time-consuming legal disputes.
COCA has met with the Minister of Labour, Hon. Harry Bains, to voice our concerns and suggest alternatives. Further meetings will take place in 2020.
If needed, and when the time is right, COCA will be asking VICA members (and other COCA partners, including the BCCA) for their support in order to campaign against unfair changes.
COCA has advised the Minister of the very significant progress that has been made within the construction industry with respect to safeguarding workers. We see the prevention of workplace injuries and disease as the primary purpose for all stakeholders.
The WorkSafeBC statistical record demonstrates that, since its establishment in 1992, COCA and the industry have made huge improvements in occupational health and safety.
The proof of this is the dramatic reduction in the injury rate for the construction industry as a whole. We are currently at record low rates. The injury rate measures the number of wage loss claims per 100 person years worked.
In 1992, the year that COCA was founded, the injury rate for all of construction was 11.1 wage loss claims per 100 workers employed. In 2018, the injury rate was 4.0 wage loss claims per 100 workers employed. This is a remarkable improvement!
The primary goals for COCA are for our workers to go home safe and sound and for our member companies to work within a workers’ compensation system that has reasonable costs and regulations.
The year 2020 is an opportunity to make more progress and to ensure that any proposed changes from government are practical and financially responsible. n
wItH A LIttLE HELP FROM FRIENDs:
Community comes together
Canadians are known for their generosity when it comes to charitable causes. But what about a charity for the charities themselves? That’s where HeroWork comes into play.
“We describe ourselves as a charity that renovates other charities,” says Trevor Botkin, superintendent and trade manager, HeroWork Victoria. “Our mandate is to help local charities by either updating their existing infrastructure or raising it.”
HeroWork was founded in 2011 by Paul Latour as a way to harness the power of community while uplifting essential charitable agencies in society. Its projects have impacted Victoria and its surrounding communities to date, however, the organization has plans to replicate itself across Canada over the next 10 years.
HeroWork gathers community resources - in the form of time, expertise, funding, in-kind supplies, and of course spirit - to deliver two Radical Renovations projects each year.
“Our judiciary process is thorough,” says Botkin. “One of the criteria is the impact that the charity has on the community. We want to make the most impact we can in each project.”
Other criteria include the number of people the charity serves along with the charity’s reputation, standing, and stability within the community. “We look at what we can do and where we can provide the most leverage,” he says.
By Melanie Franner
One of the more recent Radical Renovations was for the Peers Victoria Resources Society, a grassroots agency that provides an array of outreach and drop-in support services for current and former sex-trade workers. Peers is the only agency in the city providing advocacy, social justice, and non-judgmental support for more than 600 people a year.
The project saw the interior redesign of the Peers’ building in Esquimalt, along with improvements to the outdoor area. The building itself is about 3,500 square feet, and the HeroWork team gutted many parts of it and added approximately 800 square feet to the second floor. The project included building a brand new kitchen, teaching space, shower area, dedicated dining area, clothing bank, nurse station, and housing.
The significant upgrade will help Peers’ ability to deliver important programs, such as nightly outreach, violence prevention and respsone, harm reduction services and resources, health advocation training, education, as well as a daily drop-in lunch program for up to 75 people.
Botkin says the Peers project, valued at $624,000, took six weeks to complete and involved over 100 community businesses and over 400 individual volunteers.
One of the local companies involved in the Peers’ project was Nedco, Division of Rexel Canada Electric Inc.
“We wanted to participate and give back and thought the concept was an admirable
one,” says Aaron Wass, branch manager at Nedco Victoria. “We were able to provide them with materials at cost, plus a monetary donation.” While Nedco has been involved with HeroWork projects in the past, this was his first time as the new branch manager.
“Everyone was so focused and engaged,” he says. “It was an awesome experience overall and provides a real sense of community. I haven’t experienced anything like it with any other type of volunteerism.”
Wass says that he looks forward to participating in the next project and says they have already set HeroWork up with its own separate account at the branch to streamline the process in the future.
“The grand opening proved to be a much more emotional experience than I expected,” he says. “I was proud to have played a small part in the project.”
Farmer Construction Ltd. is another company that can speak firsthand of working with HeroWork. The general contractor has partnered with the charity for many years and was also involved on the Peers project.
“We put it out to the staff for volunteer-
ing,” says Angus Scott-Moncrieff, senior superintendent for special projects, Farmer Construction. “The company and staff are proud to support the efforts of HeroWork. Typically, we do this through volunteering and providing the tools needed for various projects.”
Scott-Moncrieff describes the work that HeroWork does as a way to give back to the community. “We believe in supporting our community and HeroWork does this in a very efficient and meaningful way,” he says.
Botkin likens these Radical Renovations, which take place primarily over three or four weekends, as a type of modern-day barn-raising.
“Members of the community work side by side to get the job done,” he says. He describes the involvement of the construction trades and building suppliers as critical to the cause and he hopes that in addition to HeroWork being a customdesigned way for the construction industry to give back to the community, it also helps raise awareness of the importance of the organizations that are improved.
“We’re at the mercy of big hearts of our community,” says Botkin. n
Many VICA members and partners were involved in this and past HeroWork projects over the years, including:
B.C. Construction Association
B.C. Women in Trades
Butler Bros Supplies Ltd.
Camosun Women in Trades Training
Farmer Construction Ltd.
Gordon ‘N’ Gordon Interiors Ltd.
Heritage Masonry
Home Lumber & Building Supplies
Lewis Sheet Metal Ltd.
Nedco
Playsted Sheet Metal
Pro Pacific DKI
Redline Glass Ltd.
RJC Engineering Ltd.
Slegg Building Materials
Thomis Electric Ltd.
Trades Labour Corporation Victoria
Vancouver Island Construction Association
VICA Women in Construction
WSP Engineering
CANADIAN CONstRuCtION DOCuMENts COMMIttEE (CCDC)
the Canadian Construction Documents Committee (CCDC) is a joint committee with representation from architects, engineers, specification writers, contractors, as well as both public- and private-sector owners. All CCDC documents, including the contracts, forms, and guides, are developed and approved with the consensus of the committee members and their respective professional organizations. This ensures that all CCDC documents balance the interests of all of the major stakeholders of a construction project in a fair manner.
The CCDC plans to publish three new documents in 2020:
1. New edition of CCDC 2 ‘Stipulated Price Contract’
The CCDC will introduce a new milestone to trigger the handover of warranty, care, custody, and control. There will also be a new provision which addresses early occupancy by the owner.
Some of the CCDC 2 provisions that relate to project-specific processes will be moved to the new CCDC Master Specification for Division 01 ‘General Require-
ments’. This will minimize the need for supplementary conditions.
Changes have also been made to address new provincial payment legislations which govern payment under construction contracts (such as the Ontario Construction Act). These changes include the introduction of the new GC 8.2 – ADJUDICATION, adding ‘Payment Legislation’ as a defined term referred to in the payment provisions, and more.
2. New CCDC master Specification for Division 01 ‘general Requirements’
The new Division 01 master specification is fully editable, assisting owners and consultants in creating their project-specific general requirements specifications. Division 01 is organized into sections addressing common subject matters in accordance with MasterFormat’s standards. It is written in the simple imperative grammatical mood, and uses terminology consistent with the defined terms in other CCDC documents. Additionally, there are General Spec Notes to provide brief descriptions of the intended use of each section, explain the various options to assist the editing process, identify the need for coordination where coordination is required, and provide other supplementary guidance information.
Division 01 addresses the following subjects:
• Summary of Work
• Contract Assignment
• Assignable Contracts
• Work Restrictions
• Allowances
• Substitution Procedures
• Contract Modification Procedures
• Payment Procedures
• Project Meetings
• Construction Progress Documentation
• Submittal Procedures
• Special Procedures
• Quality Requirements
• Temporary Utilities
• Construction Facilities
• Temporary Barriers and Enclosures
• Temporary Controls
• Common Product Requirements
• Examination and Preparation
• Execution
• Cutting and Patching
• Cleaning and Waste Management
• Closeout Submittals
• Demonstration and Training
• General Commissioning Requirements
3. New CCDC 31 ‘Service Contract Between owner and Consultant’
As requested by the Association of Consulting Engineering Companies of Canada, the CCDC accepted the task of bringing ACEC 31 into the suite of CCDC documents. To fully integrate the new CCDC 31, some common provisions and general conditions of the existing CCDC contracts were added and the terminology was updated for consistency between documents. To better reflect what is seen in the current market, a number of other changes were also made, including adding a section addressing anti-bribery and increasing the required insurance limits and limits of liability.
The CCDC will be arranging seminars to introduce these new documents. They will be conducted by CCDC members who have worked on the development of the documents, and will provide important background on key provisions, outline significant changes to previous documents, and deliver valuable takeaways for those in attendance. n
Prepare your employees for their retirement years
By Arthur Chung, Chief Executive Officer, BCCA Employee Benefit Trust
In the coming decade, nearly one quarter of B.C.’s construction industry is expected to retire.
While most workers look forward to retirement, others are nervous about that phase of their lives. Do they have enough money set aside for retirement? How will they pay for medical bills when their company benefits end?
This is where the Vancouver Island Construction Association can help. Through VICA Employee Benefit Plans, members have exclusive access to two comprehensive retirement plans: Employment Retirement Savings Program (ERSP) and the Retiree Benefit Plan.
These plans serve as complements to the employee health benefit services offered by the VICA Employee Benefit Plans powered by BCCA Employee Benefit Trust.
The retirement plans also serve as valuable tools for construction businesses to ensure employees are well looked after, while enabling the businesses to recruit and retain a skilled workforce in this competitive market.
Employment Retirement Savings Plan
The ERSP provides employee retirement security to retirees. For your employees, making contributions through payroll is a convenient way to save for retirement. They will also benefit from low investment fees and have access to financial resources such as personal budgeting tools and investment education.
As a member of the ERSP, your company will receive support from group retirement plan experts, from the initial implementation to the ongoing plan oversight. The team of experts will support you in designing a retirement plan that aligns with your company’s specific goals and budget, while providing great value to your employees.
We can make the whole process easy with on-site enrolment and education.
To learn more about the ERSP or to request a consultation on your existing retirement plan, contact Westcoast Actuaries at 604-730-1898 ext. 5, or email: bccaersp@wainc.ca.
BCCa Retiree Benefit Plan
The BCCA Retiree Benefit Plan is a partnership with Pacific Blue Cross, which provides your employees with the option to convert to a customized health plan specifically for retirees.
This plan ensures a continuous coverage for health, prescription drugs, and dental expenses with no medical questionnaire. Details about the plan coverage are available online at www.bccabenefits.ca/retiree.asp.
In order to transition to the BCCA Retiree Benefit Plan for your retirement, the retiree must be 50 years or older, and must apply within 60 days of the date on which their group benefits coverage was cancelled.
To ask questions about the BCCA Retiree Benefit Plan, or to apply, contact Pacific Blue Cross directly at 604-419-2200 or email inhealth@pac.bluecross.ca. Please ensure to mention that you’re interested in the BCCA Retiree Benefit Plan when you contact Pacific Blue Cross.
MECHANICAL LTD.
MECHANICAL LTD.
MECHANICAL LTD.
MECHANICAL LTD.
MECHANICAL LTD.
PLUMBING • HEATING • GAS INSTALLATIONS
PLUMBING • HEATING • GAS INSTALLATIONS
PLUMBING • HEATING • GAS INSTALLATIONS
Offering your employees and prospective employees an employment retirement savings plan and a retirement benefit plan will help your company stand out in the competitive labour market because offering a retirement plan shows that you care about the wellbeing of your people.
Not only will you be able to save on taxes in particular retirement vehicles, you will also increase productivity.
PLUMBING • HEATING • GAS INSTALLATIONS
PLUMBING • HEATING • GAS INSTALLATIONS
465 JOHN STREET
TEL: (250) 920-3605
Show your employees that you’re in it for the long haul and keep them loyal for the long haul.
VICTORIA, B C V8T 5H1
465 JOHN STREET
465 JOHN STREET
VICTORIA, B.C. V8T 5H1
FAX: (250) 920-3608
TEL: (250) 920-3605
TEL: (250) 920-3605
For questions or concerns about benefits contact info@bccabenefits.ca. n
VICTORIA, B.C. V8T 5H1
465 JOHN STREET
465 JOHN STREET
VICTORIA, B.C. V8T 5H1
VICTORIA, B C V8T 5H1
FAX: (250) 920-3608
FAX: (250) 920-3608
TEL: (250) 920-3605
TEL: (250) 920-3605
FAX: (250) 920-3608
FAX: (250) 920-3608
Is it time to give your employees a piece of the business?
In the construction industry, the battle to attract and retain capable, motivated people – of any age – is a challenge. This is particularly true in regions like British Columbia where construction activity is high and mega projects like the LNG Canada terminal in Kitimat further exacerbate the competition for skilled labour. One way to attract and secure key employees while at the same time building long-term value for your business is through an Employee Share Ownership Plan (ESOP).
Sharing the pains and the gains
An ESOP allows employees to acquire an ownership interest in the company. It can take a variety of forms - equity shares, share options, profit sharing or some combination - but the basic premise is that some or all of the employees share in the risks and rewards associated with owning the company.
The advantages of an ESOP include attracting and retaining key employees, motivating owner-employees to improve productivity and efficiency, and increasing the value of the business for the benefit of both the old and new owners. You also get to choose the people who invest in the company. This gives you an opportunity to groom the next generation of leaders and, when the time comes, facilitate an ownership transition that retains the vision, values, and culture of the company.
ownership
changes everything
Employee share plans are common with construction companies because much of the value in the company is in its people. Margins are thin in construction, so if you can attract, retain, and motivate more productive people, it makes a difference.
Most project contracts are structured around meeting deadlines, with penalties levied against the contractor if timelines aren’t met. ESOPs provide an incentive to keep on time and budget when the rewards are personal. When the people managing the project are literally and figuratively invested in the company, they are more attentive to delivering quality and spending time and money efficiently as the success of the project reflects directly on the value of the company and their investment in it. Studies consistently show ESOP companies outperform non-ESOP companies in virtually every important measure. When done properly, the ESOP will increase company growth and profitability while lowering turnover and providing both old and new owners with greater personal financial success and a far more interesting and enjoyable workplace. There are also significant tax implications and savings for both the original and the new owners.
Start with why
There are, of course, some risks and costs associated with ESOPs. Done with-
Doug Tyce, CPA, CA, MNP
out enough thought and preparation, an ESOP can have disappointing results. A critical first step is to clearly define your objectives so you can design an ESOP that fits the unique needs of your company.
Key questions to ask include:
• What are your objectives for a profit sharing or employee share ownership plan? Are you attempting to attract new talent? Keep strong employees? Transition out of your business?
• Would you like to share profits with all your employees, or just a certain group such as your key managers?
• Is your focus on sharing profits with your existing and future employees? Or is it only for current employees?
• How closely should profit sharing be tied to corporate performance? Do you want a profit-sharing system closely tied to specific performance areas, or is the sharing more subjective?
Employee share ownership plans have enormous value in the right situations and with proper planning. Before engaging in an ESOP, owners and employees should always seek independent legal, tax, and investment advice on how the proposed plan would impact them personally.
Doug Tyce, CPA, CA is a partner with MNP LLP and leads the firm’s Real Estate and Construction practice on Vancouver Island. For more information, contact Doug at 250-734-4368 or doug.tyce@mnp.ca. n
aBC Construction Company wanted to set up a retirement plan for its five founders that could be phased in over a 10-year period. They were looking for a way of transitioning ownership to a new group of people while paying off the original owners as they went their different ways at different times.
The model that was settled on was fairly common –they decided to sell most (90 per cent) of the shares to three key managers, then offer another 10 per cent to selected employees under an eSoP holding company. It was decided to offer shares to employees who had achieved a pre-determined level of responsibility within the company, thus demonstrating a level of leadership. employees also had to have been with the company for at least two years (to indicate stability).
The employees contributed 25 per cent of the share value in cash. This is particularly important in the case of succession, with owners who need to be paid out, the 25 per cent down payment is a way of getting cash immediately. The remaining 75 per cent of the share purchase was financed by an outside lender.
as a result of the eSoP, the company was able to both effect a smooth transition to new ownership while retaining its best employees and secure immediate financial benefit to the founders.
How certificates of completion (should) work under the Builders Lien Act
By Tyler Galbraith, Jenkins Marzban Logan LLP
Certificates of completion are central to the operation of the Builders Lien Act; they can trigger the claim of lien filing period and the holdback period. Section 7 of the Builders Lien Act establishes the process for the proper issuance of a certificate of completion. Despite this, the proper process for the issuance of certificates of completion is not always followed and, if the process is not followed properly, it can invalidate the certificate of completion.
The payment certifier
In order to be valid, a certificate of completion must be issued by the proper payment certifier. Each contract or subcontract has a payment certifier, either described in the contract, subcontract, or by default. The Builders Lien Act provides that the payment certifier is:
• an architect, engineer, or other person identified in the contract or subcontract as the person responsible for payment certification; or
• if there is no such person identified:
– the owner acting alone in respect of amounts due to the contractor, or
– the owner and the contractor acting together in respect of amounts due to any subcontractor.
Just because an architect, engineer, or other person is identified in a contract as the person responsible for payment certification, does not mean that person automatically becomes the payment certifier for a subcontract. Accordingly, it is impor-
tant to identify at the outset who the proper payment certifier is for each contract and subcontract.
Step one: Issuance of a certificate of completion
A certificate of completion cannot be issued by a payment certifier unilaterally. Rather, once the payment certifier is identified, on the request of a contractor or subcontractor, the payment certifier must, within 10 days after the date of the request, determine whether the contract or subcontract has been completed and, if the payment certifier determines that it has been completed, the payment certifier must issue a certificate of completion.
For the purposes of the Builders Lien Act, completed means substantially completed or performed, not necessarily totally completed or performed, meaning a head contract, contract, or subcontract is substantially performed if the work to be done under that contract is capable of completion or correction at a cost of not more than:
• 3 per cent of the first $500,000 of the contract price;
• 2 per cent of the next $500,000 of the contract price; and
• 1 per cent of the balance of the contract price.
A certificate of completion may be in the prescribed form and, if it is in the prescribed form, it is sufficient to comply with the Builders Lien Act. While the use of the prescribed form is not mandatory, it is recommended as other forms that do not contain the required information will be invalid.
Step two: Notification of the certification of completion
If the payment certifier issues a certificate of completion, the payment certifier must then, within seven days:
• deliver a copy of the certificate of the completion to the owner, the head contractor, if any, and the person at whose request the certificate was issued;
• deliver a notice of certification of completion to all persons who submitted a request under the Builders Lien Act in rela-
tion to the contract or subcontract; and
• post, in a prominent place on the improvement, a notice of certification of completion.
Note that the use of the prescribed for notice of certification of completion is mandatory, not permissive.
Consequences of improper issuance
of a certificate of completion and notification of certification of completion
The process for issuance of a certificate of completion (Step 1) and a notice of certification of completion (Step 2) are mandatory, not permissive, meaning the payment certifier is required to follow that process. If a payment certifier fails or refuses to issue a certificate of completion after a proper request is made, the court may, on application by the person who made the request make an order declaring that the contract or subcontract has been completed. If such a court order is made, the payment certifier must then comply
with Step 2.
Importantly, a payment certifier is liable to anyone who suffers loss or damage as a result if the payment certifier:
• receives a request for the issuance of a certificate of completion and who fails or refuses, without reasonable excuse and within the time specified, to issue a certificate of completion; or
• fails or refuses to fulfill Step 2.
Conclusion
The issuance of certificates of completion are of central importance to the proper functioning of the Builders Lien Act; however, the process is not always followed. The courts have held that improper issuance of a certificate of completion renders it invalid, which can have negative consequences for all involved. Accordingly, the mandatory process, including the use of prescribed forms, should be followed in order to reduce risk, increase certainty, and ensure claim of lien filing and holdback periods are properly triggered. n
Laws of attraction the key to landing and retaining people in the construction industry
By Mark Halsall
balancing out the workplace between personality types, depth of experience, and creative talents can be complicated when deciding on new hires. Especially when it comes to hiring the bright-eyed and mouldable newbie or the confident seasoned veteran with a solid stack of experience and references.
Showing age diversity in your team is beneficial when approaching new clients or projects. Experienced senior members have the knowledge and experience and provide a sense of security and wisdom to those who are still unsure of your company’s talents and strengths. Younger employees bring a fresh energy and perspective, not to mention they are a more affordable hire, especially if they are the right fit and settle in for a while.
But employers like Byron Tarby believe that younger workers who fall in the millennial category sometimes get a bad rap.
“I hear comments that millennials don’t want to work hard, they’ve got no drive, and lack initiative,” he says. “I’ve seen that in some, but I’ve seen more who have tre-
mendous ambition and great initiative.”
Tarby, managing director of National Contracting Solutions in Nanaimo, believes that engagement should be top of mind for construction companies wanting to attract and retain younger workers.
“I have found that if young workers are motivated and engaged, this is a key to drive their professional development trajectory and loyalty to a company.”
Tarby says maintaining that clear communication, emotional intelligence, and constant feedback are other factors which are highly valued among young workers today.
“I see great advantages to companies that provide their employees with challenging, stimulating opportunities and long-term career growth plans,” Tarby says. “I know for myself, if I feel I’m in a dead-end job and I’m not going anywhere, I’m out of there. I need to be in an environment where I can be constantly challenged and grow.”
Creating a work culture where employees feel valued, comfortable, and ripe with opportunities for growth will help to
attract and, more importantly, keep your employees.
Since those younger hires (the ones who grew up with cell phones and computers) are early adopters of new technology, Tarby recommends using social media as a procurement tool. “Construction companies that have good exposure on social media and can showcase their company culture, values, and projects will have a stronger platform when attracting young people to their workforce,” he says.
When procuring new crew members for his construction team, Daryl Wilson says he prefers to hire younger candidates because what they lack in experience is often more than made up for in energy and enthusiasm.
Wilson, co-owner of Butler Wilson Quality Construction in Nanaimo, says hiring younger, less experienced workers has been his strategy ever since he started his business. “I’ve been in the construction trade for 19 years, and my work is something I’ve been passionate about ever since I was young,” he says. “We always try to get a young crew with that
Daryl Wilson and Byron Tarby discuss hiring practices in today’s marketplace.
same energy and a passion for the trade. The younger guys have definitely been a target of ours since we started the business.”
Attracting and retaining younger workers can also act as additional insurance to your business. “If I’ve got a young crew that’s starting out in construction, then I have the potential to keep the same crew for 20 or 30 years, rather than having guys who are going to retire in a few years,” he says.
Like Tarby, Wilson believes the key to successfully procuring and retaining younger workers is engagement.
“One of our major goals is to take on really intricate and interesting projects, because I find that if a project is challenging and there’s a lot to it, it gives me opportunity to bring the young guys
into the discussion and get their ideas on things and make them feel like they’re involved in everything,” says Wilson.
He says by taking on a range of contracts to help to keep the work varied, from large new construction to major renovations, they can make different experiences available to the crew.
“I find that offering a complex project with a lot of details and a lot of diversity to keep their minds active and interested is definitely one of the contributing factors as to why we’ve had success with young people.”
Wilson does say one challenge with having a younger crew is that young apprentices often lack patience when it comes to learning the ropes of their trade and getting their ticket.
“I find that the 18-year-old guys want
to be a journeyman next year. They want to know everything, and they want to know it today,” he says. “I find that’s definitely the biggest challenge, teaching them everything they need to know as fast as they want to learn it.”
However, Butler agrees that this lack of patience can also be viewed as enthusiasm or the passion that he initially seeks in his potential hires.
Taking a more progressive approach to engagement involves ongoing two-way communication that allows employees to be heard and feel involved in goal setting, planning, and decision making, and creating a collaborative work environment are all keys to attracting talent. And, once you have attracted the right people to your team, increased engagement leads to increased retention. n
Employee of theweek temporary workers solution to workforce pinch
By Mark Halsall
when an extra pair of hands are needed to complete a project or a particular job on the construction site, hiring temporary workers is a viable solution, but it’s not without its challenges. As a reflection of the current thriving construction market on Vancouver Island, sometimes finding temporary employees can be just as difficult as finding full-time hires.
“When I was young and getting into the workforce, you had to be hungry to get a job, because there wasn’t as much of an abundance of work at the time,” says Phil Aitken. “You had to work hard and impress the boss every day just to get kept on.”
Aitken runs West Coast Waterproofing, a Victoria-based operation that offers waterproofing services for construction projects. He says his business depends heavily on semi-skilled labourers to fill temporary positions, but adds that finding reliable, good-quality workers can be a challenge. “What it boils down to, it seems, is that the more money you can offer, the more likely you are to be successful in getting a new employee,” he says.
Greg Reinhart, president of Rhino Labour, says his company receives requests from both large and small firms to help supply labour, and he notes that he receives a lot of calls these days. “We’re super busy,” he says. “There’s more work than people.”
Rhino Labour is an employment agency with three locations on Vancouver Island that specializes in filling temporary positions for construction and other manual industry work.
“Sometimes, employers may be stretched to their limits in terms of what their full-time workforce can handle,” says Reinhart. “They can use us in the meantime to get through those challenging times.”
Reinhart says that staffing agencies such as his perform an important service for contractors needing additional workers for tasks such as carpentry work, site first aid, traffic control, and site clean-up that may last from a few days to several weeks.
Rhino Labour also tries to help people find full-time work
Top: Rhino Labour associates, Xander Merry (front) and James Smith, performing skilled work at a construction site in Victoria.
Bottom: Rhino Labour associates performing construction site cleanup in Victoria.
rhino labour also tries to help people find full-time work by matching candidates with employers.
by matching candidates with employers, but Reinhart says some prefer temporary work. “Some people like having the diversity where they can do different things every day or every couple of days, so if they don’t want to work full time, they have that option,” he says. “But if they do, we ask them what they’re looking for and try to place them accordingly.”
Reinhart says it can be a more cost-effective option for employers to hire temporary associates from a labour company on an as-needed basis. If an employer is looking to fill a job shortterm or for less than a few months, the cost of hiring temporary workers is often cheaper than the cost of hiring permanent employees with benefits. Agencies are typically responsible for recruiting, screening, and hiring workers and will take care of administrative details such Workers’ Compensation benefits and tax remittances.
Temporary workers still require training and supervision regardless of how much experience they have, but it can allow employers to evaluate an employee without making a commitment, and it can be a good way to make progress on a job while searching for the perfect candidate.
Reinhart notes his company can also provide qualified people to assist construction companies doing restoration jobs or other kinds of work involving hazardous materials such as lead and asbestos removal.
“For our regular associates who are interested in doing that kind of work, we’ll put them through hazmat training so they will come out with their ticket and will have the necessary awareness to handle that kind of work and be proficient at that job,” he says.
Aitken says the pay for temporary labourers with no experience typically starts around $15 an hour. He adds the going rate for semi-skilled labourers is between $18 and $20 an hour, while skilled labourers can expect to be paid $20 an hour and up.
In addition to offering decent pay, Aitken says employers who depend on temporary labour should ensure workers are treated with patience and respect if they want them to perform well and keep returning.
“Having a good relationship with the employee is so important. Treat them with respect and you’ll get respect back. I think that’s the key.” n
Right: Phil Aitken of Westcoast Waterproofing working solo. PHOTO COURTESY: JOHN VAN DEN HENGEL
From waste to resource
City of Powell River’s wastewater treatment facility moving ahead
By Jason Syvixay
Nestled along B.C.’s Sunshine Coast where the mountains meet the ocean, the City of
Powell River is known for its hiking and biking trails, tranquil lakes, multiple beaches, and lush forests. It’s an outdoor adventurer’s utopia. With so many natural assets nearby and with increased declarations from Canadian cities to address the world’s growing climate crisis, Powell River is beginning to think through an environmental and regulatory lens. Powell River’s City Council voted to
upgrade its wastewater treatment facility in 2018. With both federal and provincial funding, this new plant builds on decades of conversations of desired renewal.
“We started this conversation 20 years ago,” says Mayor Dave Formosa. “But like most communities, it is often a difficult decision to arrive at because of cost. We are thankful for the financial support of the Government of Canada and the Province of British Columbia.”
Powell River’s Liquid Waste Management Plan describes strategies to ensure
safe treatment and discharge of liquid waste, compliant with federal standards, supporting public health outcomes and reducing environmental impacts.
“Our new treatment facility will significantly improve how we treat our wastewater and minimize our impact on the marine environment,” says Tor Birtig, director of infrastructure. ”The outflow is 100 metres beyond what the current outflow is, taking into consideration our personal health and impact on nature.”
Birtig says that planning efforts for the facility will involve the use of radar technology to understand how to route pipes without destroying trees.
825 Viewfield Road Victoria, British Columbia Canada V9A 4V2
825 Viewfield Road Victoria, British Columbia Canada V9A 4V2
Located near what is locally known as the old golf course lands, the new treatment plant will replace the existing three aging facilities and will be built on 10 acres of land. Wastewater from the existing facilities will be conveyed to the new wastewater treatment facility through underground pump stations and pipelines. Once the old facilities are decommissioned, the 825 Viewfield Road Victoria, British Columbia Canada V9A 4V2
aging sewer line at the beach located near Alexander Sreet will also be decommissioned.
The City of Powell River is also in discussions with Tla’amin Nation, who are awaiting funding commitments from Ottawa, to join the project.
Birtig believes its location is well positioned, buffered away from residential development. A lengthy, robust public engagement process invited Powell River residents to share their concerns and to learn more about how the treatment plan supports the greater good of the city.
“People, for obvious reasons, are concerned with odour,” says Birtig. Powell River’s administration took into consideration harmful impacts, such as noise and aroma, with respect to its site planning.
“Architecturally, it fits and reflects the landscape that it is located in,” says Birtig.
A glimpse into earlier renderings of the treatment facility showcase a mural made of trees and shrubs, a living wall, and a green roof which draws upon its surroundings. “These details are still being discussed. We’re also exploring whether we should keep natural trails or opt for groomed trails,” says Birtig.
The public will have an opportunity to weigh in on further design details once the project begins construction. Currently, the City of Powell River is preparing tenders for industry bids with construction sched uled to tentatively begin in late spring or early summer of 2020. The project is ex pected to take approximately two years to complete.
To learn more about the Powell Riv er Wastewater Treatment Facility, visit www.prwastewatermanagement.ca.
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Building excellence with Gold Seal
Are you a construction management professional looking to build your skills, credibility, and career? Gold Seal Certification – the nationally-recognized industry standard for certification of Canada’s construction management professionals – brings many benefits to the individuals who attain it, from skills development to industry credibility, career advancement, solid connections, and more.
gold Seal for individuals –certified excellence
Gold Seal construction management professionals have attained the highest standard of excellence in the industry, have proven industry experience and are held in the highest regard. For them, their Gold Seal Certification means a lot.
“Gold Seal Certification’s focus on continuous improvement exposed me to professionals in specialities, using different methods, that I could never get on the job,” says Bonnie Hunter, GSC, project manager at Island West Coast Development.
Earning
excellence
And when you earn your GSC credential, you earn a lot: you demonstrate excellence through certified experience and nationally-recognized validation of your skills, competence, and knowledge; you build trust by gaining valuable ethics knowledge; and you keep pace with the industry through professional development, skills development, leadership development, and other ongoing education and growth.
Earning an edge
You’re also empowered by building confidence through real-world experience, constant improvement, and peer recognition. You’re not alone when you make connections with a network of well over 10,000 respected peers and feel a part of a large and inclusive group of like-minded professionals. All of that stands you apart and gives you a powerful competitive edge.
gold Seal for companies –showcasing excellence
When you fill your roster with GSC professionals, you’re showcasing your own professionalism to the world and high-
lighting the excellence of your employees.
“In my family business, the GSC has always been an important aspect for the company because it’s an asset for the company. We value it immensely and know it’s a great thing to have for ongoing education,” said Teri Urban, GSC, safety coordinator at a general contracting firm. “I’m going out and I’m making sure I have the extra education and that I’m striving to be my best, which in turns helps the company get projects.”
attract and retain excellence
Companies that build Gold Seal Certification into their hiring and training practices demonstrate that they are committed to the professional development of their employees and show that they are willing to invest in the ongoing education and advancement of their staff. That’s good for recruitment and great for retention.
make a difference with gSC
At the end of the day, Gold Seal Certification can make all the difference at decision time. Tim Casler, GSC, agrees, “When the company I work for is pre-tendering or applying for a project, having a GSC supervisor is a pretty big thing.”
Is gold Seal for you?
Construction management professionals certified by Gold Seal include estimators, foremen, owner’s construction managers, project managers, safety coordinators, and superintendents working in, or with, Canada’s non-residential construction industry. Applicants require a combination of industry experience, education, and training to challenge the Gold Seal exam and, if successful, to become a GSC. Learn more at goldsealcertification.com. n
Gold Seal certified
ackrill, richard S. aitken, robert W. akam, Steve J.
alcock, William C. alexander, Stefan ryan alger, robert Kenneth allen, Brady andersen, Jens C. anderson, russell S. andrew, Duane archer, ross argast, Paul
armstrong, ronald Jack ash, Stephen ashdown, a h roy atonissen, Jim
Baart, Johannes F.a Bahtooi, Behzad
Barclay, larry
Baril, Derek Barker, John
Barnes, Cameron
Barnes, John a Barnes, Paul e l
Bartlett, Sarah Bates, richard
Batters, Delas a Bauer, Christopher W. Bayko, rick (richard) Beattie, Dave
Beaubien, Jeremy
Beddows, Jason
Behrens, Daniel Nathan
Belanger, Jacqueline Benard, roy m
Berkes, Z. John
Berry, matthew
Birch, michael W.
Bischoff, Gerry R.
Bisgrove, Kevin
Biyak, Wayne
Blackburn, David G.
Boers, Ian
Bollinger, robert a Boot, Teunis
Bordian, Darryl
Bosma, Fred
Bowen, larry raymond
Boyechko, Ken
Bremer, allan v
Bremer, Barry l
Brewis, michael robert
Bridge, Peter rowland
Brown, mark r
Brown, michael
Bruce, Tawnya
Brundrige, Stuart F.
Buker, Perry m
Burchill, Tim
Burton, ralph eric
Butler, mike
Buys, Cor
Cabral, Kurt
Caflisch, Stefan
Caird, David T.
Caron, louis
Carr, Douglas
Carson, Tyler
Cawston, Kevin J.
Cessford, Tim
Chalecki, Christopher
Challen, Jacob
Charette, Gerald J.
Chouinard, Brad
Christensen, Colin Coons, roland h
Cowley, lorne Douglas
Coyle, Trevor
Cramer, Casjen
Crawford, russ
Cringle, Paul
Cronk, albert r
Currie, David
Curry, russ
Daniel, Christopher G.
Davidson, Kris
Davies, Graham
Davies, heather
de Goey, John G.
Dean, michael m
Delaney, Shawn
Delange, michael Wayne
Devault, louis
Dolan, Jeremy Donald
Doyle, Trevor
Driedger, Diedrich r
Duerden, richard G.
Duff, Michael Paul
Duncan, alana marie
Duncan, Joseph William
Dunning, Keith
Duran, Tulio
Dziepak, Christopher east, Colin easthom, richard C.
echlin, Blair
echlin, Blair
elliott, Chris elzinga, William (Bill) Troy emery, aaron James
engbrecht, Peter enns, Darren D. erb, David
esplen, Gordon r evans, mickey D.
Farey, Wayne Kenneth
Farkas, George
Farmer, murray a
Fast, alfred
Fellenius, Jan Bror
Felton, G.v. John
Ferris, John
Filipovic, mark m
Forseth, Jeff W.
Forsyth, eric
Foster, Thomas W.
Frenette, Joseph
Frost, David
Gabel, anthony richard
Galey, ronald ernest
Gardiner, Bill
Gardner, Gerald a
Garrett, robbie
Golinsky, victor Jearie
Goodwin, Karl
Graham, Jerry
Gray, Paul laurence
Green, richard
Gold Seal certified
Gronnestad, Kaare Grovum, Brett Gruber, matthew Grypma, Jacob Gerard Guelpa, Dennis Guldin, Jason Gyles, William hackwell, mark hagarty, michael Philip haldorson, robert W. hall, Colin andrew hall, David r hamel, Denis hamel, Terry G. hanna, James W. harpur, Douglas J. hayden, Steven K. hayes, Dean haylock, rennie J.|rennie J. hayward, Wilfrid F.r heathcote, Bruce Gerald heintz, Patrick henneberry, Shaun hermann, Garry heyer, Steve hobbs, Stephen hodgson, David Thomas hodgson, Keith D. holland, Stephen William holmwood, Brian hooper, David h Horkoff, James W. howe, Thomas hughes, Peter John hunter, Bonnie huson, Nathan Ianson, Dawn Ironmonger, Peter Jacob, Jason Jacob, Scott D. James, lorne W. Jennings, Peter a Jensen, W. Siegfried Johnson, William Donald Johnston, Jennifer Johnstone, Garth James Jokinen, Peter Jones, alan Jones, robert hugh Keais, leslie John Kelly, Shannon Kettlewell, John Kirk Kilmer, Ben
Knappett, John herbert Koeck, Christian D. Kokkelink, Bill Konefall, Christian r Krompocker, Scott Kuehnel, Stephen Kynoch, Steven lambert, John F. laperriere, michael m laundy, robert l lawton, Peter
lean, Bruce James leighton, harold r leighton, Wayne D. lentz, Stephen leslie, Jason lindokken, eric lindsay, Timothy l liudzius, mark a lizotte, Dale michael loetscher, Peter loewen, Dean l
Gold Seal certified
logan, Ian
lougheed, David r
loughridge, Trevor alan
lyons, Chris macIver, adam maclean, landon macpherson, angus G. mah, elizabeth malinowski, Clarke mallach, Fred mallon, ron maloney, Dennis
mangold, Patrick P. manns, Todd Norman margaritis, Fotis marinow, Stefan
marriott, John r martin, michael martin, Peter a.P. martini, Gene P. martini, louis J. mastin, John D. matthews, Derek mazzei, Benjamin mcBride, Shaun
mcCallum, Dennis F. mcDonald, David B. mcDonald, Kelly
mcFarlane, Tim W.
mcGowan, Paul mcGregor, rachelle mcIlwrick, len
mcIntosh, G. archie meagher, Terry meunier, l. Phil mikkers, Gerald miller, Patrick David miller, Stephen milligan, Doug
mitchelmore, Kirk moe, richard h mogerman, aaron monaghan, J. Patrick moniz, John m montgomery, Charles J. morand, Stephanie morris, Kenneth W. mose, Curtis allan mossman, Don Nedelec, michael David
Neil, Don Nelson, Jeff Newman, Derrick Brian andrew Newton, Douglas a Newton, John J.
Ng, Don Nielsen, John Noble, randy
Nychuk, Benny
Nygaard, ralph J. ogilvie, randy W. o’hanley, Katherine ormrod, Jon
Ostaffy, Thad A. o’Toole, Stephen Pacey, ronald Painchaud, Jeremy Pakvis, adam Palin, Steven h Palmer, richard Parker, roderick
Parsonage, Keith
Paterson, Douglas Patton, Todd Pearce, michael Perks, Warren e Piovesan, Frederick Plumb, Thomas Wayne
Plumpton, Clive W. Prowse, Shane Pullen, Dan W. Pye, Wayne T. Quin, Norman r rae, rick ramsay, Fraser m.D. randall, Derek James randall, Gordon J. rashbrook, Sid reed, lawrence Thomas renaud, r micheal renney, Dallas Clark rice, erin richard, robert a.J. richdale, robert alan richter, ruth rintala, larry risvold, Dale roach, Brian archibald rober, Paul C. roberts, matt roberts, Neil roberts, Stephen James rozon, morey K. ryan, Kyle Sarton, Frank S. Savage, emery a Savory, Doug Saywell, Sheldon Scheeren, John Scheuer, Wile K. Schippers, Jeanne Schippers, rob Schyf, SUnited Statesn marie Scroggs, Barry a r Scroggs, Brian a Sebastian, Steven Seitz, robert Selbee, Philip m Shaw, matthew Shephard, Derk
Shoemaker, David
Siddals, Prosper Siklenka, Terrence Keith Sinclair, Colin J. Sjerven, Scott
Slater, Jason
Slobodan, Tyler
Small, David Smith, Collin
Smith, ric Smith, Steven r
Gold Seal certified
Soares, John m
Soohochoff, John
Stastny, Josef r
Steen hawkins, Douglas robert
Stewart, Chad Stewart, Dirk
Stewat, Gerry
Stone, Brant
Stride, Gary
Sumpton, Kevin Suna, yosef
Svendsen, Paul vilhelm Neubert
Swift, Dean
Thackeray, Bob Timmer, Trynco Jan Toews, Kenneth
Torry, William James Gavin
Trafton, Stephen Bruce Trann, Bradley
Trenholme, John e
Tringham, Jeremiah Turnbull, James C. Ulrich, eric
Umphrey, Gerry a
van akker, Don
van de Goey, William
van Dyk, John henry
van herk, Brian
vandekerhove, Josh vandersteeg, murray
vink, Gerrit
voss, William h
Wagnor, Donald J.
Walker, David
Walker, russell Keith Wall, robert
Wallace, Gordon Wang, raymond Ward, matthew
Warnecke, Donald a Warrington, ronald
Weber, Trevor
Wells, Basil F.
White, Don G.
White, Duwayne Frederick
Whiteman, Travis Whyte, adam Wilkins, Steven michael
Williams, Chris
Williams, Jeffrey Williams, lew
Williamson, Travers Wilson, Glen a Wilson, mary-Jo Wing, Scott Douglas
Winkleman, matthew
Winnig, William N. Wong, mark y. D. Wood, Todd Woods, Brian
Woywitka, Nick Wyatt, allen r Wyatt, Devon york, Dan york, Fred earl york, richard young, David James yuill, Chris marks yundt, Keith r Zeeman, George Ziehr, Steve
VICA’s Crystall Ball Capital Project Plan Series
the Capital Project Plan Series (CPPS) is a monthly information session designed to connect contractors and owners and allow speakers from the public sector to present their capital plans and answer audience questions.
“We all want that crystal ball predicting where we are going to be in two, three, or five years from now,” says Rory Kulmala, VICA CEO. “None of us can say for sure, but our guests at the CPPS luncheons can provide an idea of what they are facing, along with the long-term plans and visions for their particular institution.”
In today’s session, sponsored by Marsh JLT, speakers from the University of Victoria and the Ministry of Transportation are in house to talk about some of their ongoing and upcoming major projects on the island.
“It’s always good to get together like this, share experiences, and take away some of the questions of who we are and how we work,” says David Perry, director of project management services at the University of Victoria.
Here to present the major projects that are taking place on campus over the next few years, Perry describes UVic as a small city in itself. With 21,800 students and 4,700 faculty and staff, the campus is larger than some of our local municipalities.
“We get a lot more money from provin-
cial and federal governments these days,” says Perry. “So we are going to be busy for the next six years.”
To meet the demands of expected enrollment, new projects that are in planning and pre-construction are the expansion to the engineering precinct, an addition to the law studies building, and a major overhaul of the student housing and cafeteria facilities. So expect more engineers and lawyers in the future.
The engineering precinct expansion is a $50.6 million-dollar project that includes a six-storey addition to the computer studies building, and a new two-storey building to house a civil engineering materials testing lab for a total of 73,710 square feet of new space.
The law building expansion is a twostorey, 23,680-square-foot addition that will house a new national centre for Indigenous law and reconciliation, the first Indigenous law program in Canada. This $19-million-dollar project does not include deferred maintenance necessary for the existing building, which was built in 1970s with little to no maintenance performed since, and will include an overhaul of outdated mechanical systems and envelope work.
Construction for both projects is expected to commence in 2021 and complete in 2023.
Finally, the student housing and dining
facilities which, at $158.4 million, is the largest project UVic has undertaken. It will see demolition of three buildings; the Cadboro Commons dining facility and the Emily Carr and Margaret Newton student residences. Two new buildings, totalling 345,620 square feet of new space, will include conference facilities and two 225seat tiered classrooms in addition to food services and student housing.
EllisDon Kinetic – a third-party joint venture between EllisDon and Kinetic Construction Ltd. and construction managers for the project — determined the best approach to help expedite the project was to compress all deconstruction into one phase. “We were able to shave about 16 months from the construction schedule, but it requires the use of a temporary dining facility,” says Mark Lugis, Kinetic Construction. “Starting in the spring or summer, installation of a 23,000-squarefoot modular food services facility will take place in parking lot B. Once it is set up as the kitchen and dining for the entire university, we will close down the Cadboro Commons and subsequently tear it down.”
The temporary modular dining facilities (formerly used in mining camps in Alberta) will serve starving students during the next three years of construction until ‘Building 1’ is operational in fall 2022, with ‘Building 2’ expected to be operational in 2023.
Lugis says the two new facilities will require approximately 19,000 cubic metres of concrete and approximately 170,000 square feet of cladding and glazing.
“About 98 per cent of the construction budget will be coming to tender and award over 2020,” says Nick Konecheck from EllisDon. “Tendering of buildings themselves will go out in the first quarter of 2020, with structural, envelope, mechanical, and electrical looking to start in August 2020,” he says. “Another package for interior work will be coming in the second half of 2020”.
All tender packages are expected to go out in early 2020 and will be posted on Bid Central.
Speakers from the Ministry of Transportation were also in house to highlight some of their $340 million dollars in announced and underway projects.
The most talked about project in the area that opened so smoothly most people forgot to notice it, the $96-million McKenzie Interchange switched off its traffic lights in December to allow traffic to flow freely in and out of Victoria along Highway 1. The remaining work on the project will now focus on the entry and exit ramps.
If you’ve ever driven along Highway 4 to Port Alberni, you’re familiar with the necessity for this safety improvement project.
The $38.1-million Kennedy Hill Project is a short but very intense project aimed at widening an extremely narrow roadway along Kennedy Lake and reducing the grade on a very steep stretch of highway.
“Widening approximately 1.5 kilometres on the highway is not a very long distance,” says Mike Pearson, district manager of transportation, Vancouver Island. “This section, if you know it, is barely two lanes up against a rock face and a lake. Commercial vehicles cannot stay in their own lane and it’s a huge safety problem that needed to be addressed.”
The safety improvements include widening the highway to accommodate two full lanes and 1.5 metres of paved shoulders, vertical realignments that reduce the existing 12 per cent grade along sections of the hill down to nine per cent at the bottom and four per cent at the top, along with rock slope stabilization and meshing to mitigate rock fall onto the highway and a rest area.
Blasting into the mountainside was necessary while maintaining an open line of traffic during the day being the only roadway accessing the eastern side of the island. “Even with over 300 blasts causing highway closure every night for two years, the community really supports the project and has responded to it well,” says Pearson.
“To demonstrate how tricky of a project this is, we have about 300,000 square metres of earth that we have to move which is the equivalent of 130 Olympic-sized swimming pools,” he says. “The height of these cuts is similar to the Sea-to-Sky Highway, some as high as 60 metres, which makes the Malahat improvement project look easy.”
The highway upgrades are on track to complete Summer 2020.
Another problem area addressed today is Highway 14. “We have started a program of improvements largely focussed between Sooke and Langford, as well as projects west of Sooke,” says David Edgar, transportation planning engineer. Expanding into four lanes and adding a median barrier to the 1.5-kilometre stretch between Connie Road and Glintz Lake Road, a $65.8-million-dollar project, means moving the highway to the other side of the Six Mile Pub. “When we studied this area, there wasn’t much we could do to work within the existing highway alignment,” says Edgar. “With the difficult terrain in the area, it makes sense to shift the highway and that’s a fairly significant job.”
Resurfacing 11 kilometres of roadway between Otter Point Road and Woodhaven Road (west of Sooke) is another $19.9 million dollars making for an $85.7 million-dollar investment into Sooke corridor improvements.
Future projects include a study into a Malahat emergency detour, an assessment of the E&N rail corridor, and a pedestrian and safety study of Cathedral Grove, which could likely lead to further announcements down the road.
CPPS events are exclusive to VICA members and held monthly in Victoria, Nanaimo, and Courtenay. The series brings representatives from all facets of the public sector for informal presentations geared at engagement and collaboration. For more information on upcoming events, visit vicabc.ca. n
New BC Transit operations and maintenance facilities for Cowichan Valley and Campbell River
More and more Vancouver Island residents are opting for greener, sustainable transportation options. That, and a growth in population, means some transit facilities are outgrowing their current locations.
In July 2018, BC Transit broke ground on two new operations and maintenance facilities in the Cowichan Valley and Campbell River. By spring of this year, transit systems in both communities will be operating out of new, larger, energy-efficient buildings.
The buildings are identical in design, with A49 Architecture and WSP providing design and consultant services. The project delivery model saw multiple tender packages issued prior to the final building completion package in 2018 in order to fast track the project, resulting in work for several Vancouver Island companies. With Stone Pacific Contracting Ltd. completing the scope of work in Cowichan Valley, Holdfast Metalworks Ltd., Nelson Roofing and Sheet Metal Ltd., and Archie Johnson Plumbing and Heating Ltd. each delivered their expertise to both project sites. Knappett Projects Inc. is providing general contracting services for both locations.
Both sites include an administrative/ maintenance building, three maintenance bays and parts storage, along with shipping and receiving areas. A separate service island and an outdoor covered storage area are also on both sites. Looking to the future, BC Transit designed the buildings to enable the addition of a fourth bay and a second story administration area should growth require that capacity.
The sustainable building design will support greenhouse gas reduction targets and other operational efficiencies. Additionally, each building has been constructed to be able to accommodate Compressed Natural Gas (CNG) buses in the future.
Cowichan Valley
Since 2001/2002, the Cowichan Valley transit system has seen a ridership increase of 140 per cent, growing from 195,000 to 470,000 riders.
Cowichan Valley’s transit operations and maintenance facility is staying in the same Duncan neighbourhood, but moving to 5271 Boal Road as the previous location is at capacity. Looking ahead to the future needs of the community, it was evident that an expansion was required. At 4.5 acres,
Campbell River operations and maintenance facility. The Cowichan Valley facility is identical in design.
the new location is almost double the size of the existing location, allowing for future growth. The central location maintains the benefits in cost-effective operations and limits the footprint on the environment.
The larger transit yard will accommodate a fleet of up to 50 buses that support local conventional and handyDART services, as well as the Cowichan Valley commuter routes, which provide service to Victoria.
Campbell River
In 2011, The Campbell River Transit Future Plan identified that a new facility was required in order to support service expansion and investment in alternative technologies. Since 2000, public transit use has grown by 91 per cent, and the City of Campbell River has set a goal to grow its ridership numbers to 2.4 million passengers per year by 2035.
The new Campbell River Operations and Maintenance Facility, located at 1235 Evergreen Road, will be the hub for transit activity in Campbell River. This centralized location provides access to key transportation routes and, at nearly five acres in size, the site will accommodate up to 50 buses,
in contrast to the 16 buses at the previous facility.
The 10,000-square-foot facility will incorporate all operating functions required to support existing and future levels of service.
Completion
Both the Cowichan Valley and Campbell River facilities projects received significant funding through the Public Transit Infrastructure Fund (PTIF), a joint initiative by the Government of Canada and the Province of British Columbia The projects represent commitments of $16.2 million in Cowichan Valley and $13.5 million in Campbell River, with approximately 75 per cent of the cost covered through PTIF and the remainder by each local government.
The Cowichan Valley Transit Centre is set to open in March 2020, with the Campbell River Transit Centre following in April 2020. n
Building opportunities for fans and families the westhills stadium adds to the sports experience
By Deb Draper
After $8.8 million in renovations and refurbishments, the largest multipurpose outdoor stadium on Vancouver Island is now located in the City of Langford. Home to Rugby Canada, Pacific FC, and the Westshore Rebels CJFL football team, Westhills Stadium is part of Langford’s City Centre Park, a recreational hub that includes an NHL-sized hockey arena, bowling alley, indoor adventure gym, and splash park.
The overhaul of Westhills Stadium, originally built to hold less than 2,000 fans, triples the spectator seating capacity to more than 6,000 fans and includes 18 VIP suites allowing unhindered views of the premium-grade artificial turf field.
Chad Bryden, president of Verity Construction, the general contractor on the project recalls, “We started with the existing stand on the south side of the field that had locker rooms, a bathroom, the old boxes, and bleacher seating and gave it a major renovation. The VIP box suites in the original stand were old-style design with small windows and limited viewing, so we added a lot more glass in front and in between each unit so as to be able to watch games at an angle.”
The Verity team continued on to build two new stands with terraced seating and under-seat storage, and a VIP zone along the Langford Parkway complete with corporate suites and an expanded outdoor area. The new gluelam standsengineered wood beam composed of wood laminations bonded together with moisture-resistant adhesives - were sourced from Italian designer BEAR Stadiums and supplied
by Rubner Holzbau. The modular structural pieces were shipped in more than three dozen containers over the course of four months for coordinated assembly on the field.
New washrooms, water bottle filling stations, and two new dressing rooms with skylights all contribute to the functionality of the new and improved stadium. Verity also constructed the Sarah Beckett Memorial Playground adjacent to the stadium grounds in honour of West Shore RCMP Constable Sarah Beckett who was killed in the line of duty in April 2016.
On the north side of the field, once an empty gravel lot, is a new fan experience plaza that accommodates up to 2,500 people and features a covered outdoor stage, synthetic turf, beer garden, and hookups for food trucks during the games and events. A pond with a fountain surrounded by palm trees, picnic tables, and lamps with speakers add to the flexibility of the stadium whether an event is entertaining fans or families.
The plaza was also one of the biggest challenges during construction. “That whole area is basically reclaimed land from what was originally a marsh, so we knew we would be dealing with peat,” says Bryden. “Under the supervision of geotechnical engineers, Scansa Construction Ltd. excavated the peat, then refilled and compacted new fill. As it was, it took about three months to get it down to the required compaction.”
VICA members Kal-Lay Plumbing &
Heating Ltd., Victoria Construction Ltd., Icon Sheet Metal Ltd., RTL Mechanical Systems Ltd., Van Isle Bricklok Surfacing & Landscaping, and Slegg Building Materials all contributed to the successful completion of the project which was a brisk 10-month process. Bryden says that work began in January 2019 and incredibly, the first stands were open by April with the entire project completing in August.
Langford is the fastest growing municipality in the CRD, and the vision for the stadium and park facilities was to increase
recreation opportunities and revenue for the whole community while bringing in greater sporting and entertainment events to the region. Looking at the end result, there is no doubt that this project was an unqualified success.
“It was a great community project for Langford and the area,” says Bryden. “It’s definitely unparalleled to have such a great facility in this area. Not only do the professional teams use it, but so do the kids on the weekend.” n
Effort = Concrete Results
2019 Celebrating
Held on the first Friday in December, the VICA Holiday Luncheon is typically the event that kicks the holiday season off. With food, friends, prizes, and – back for a second year – a photo booth, the lively luncheon is always a big draw selling out every year.
While the idea behind of the luncheon is always to celebrate the year, connect with colleagues, and have some fun, the Association always ties in creative and meaningful ways to make a positive impact on the communities in which we all work and live.
Through a live and silent auction, 50/50 draw, change challenge, and event sponsorship, VICA members helped to raise over $12,500 which was distributed to five inner-city elementary schools in Nanaimo and Victoria. This also marked the second year of the VICA Holiday Toy Drive where over one dozen members, industry partners, and individuals donated $7,700 worth of new toys to The Great Nanaimo Toy Drive, CFAX Santas Anonymous, the Ladysmith Resources Centre Association, and the Parksville Society of Organized Services.
Year after year, these community support initiatives are successful due to the generosity of VICA members. And with every year, the success of the luncheon is due to the highspirited involvement of the attendees and the behind-the-scenes merry-making holiday elves at VICA (we know how to throw a bash).
The 2020 Christmas Luncheon is scheduled for December 4 at Crystal Gardens. n
Reducing risk through digital
the drive toward digitalization and automation isn’t just about increasing productivity. It’s also about attracting the next, tech-savvy generation to the industry by making construction sites better places to work. New technologies are demonstrating the benefits that digital construction could bring to the workforce, whether through the use of robotics, wearable tech, virtual reality (VR), or 3D design.
Any technology that reduces the strain on the human body could make a huge impact. Tying rebar for steelwork is a case in point. In 2017, Stephen Muck, owner of Brayman Construction Corporation, devised an autonomous robotic arm, which uses artificial intelligence and machine vision to locate where lengths of rebar need to be tied together at laps. Muck estimated that the “TyBot” could save up to 50 per cent of the bridge-deck rebar labour function. In April 2019, a second robot was unveiled which lays rebar, another heavy manual task.
Such machines also bring commercial benefits, says Adrian Pellen, senior vice president and infrastructure segment leader in the US and Canada for Marsh JLT Specialty. “Workers’ compensation
adds significant cost to construction projects, with huge variations among different regions.”
Raising awareness
Technologies that heighten worker awareness on site are another fast-developing area. Three current examples include, the Spot-r system by Triax, which tracks where workers are, emits alarms, and logs falls; SmartCap, which uses electroencephalography to monitor drowsiness in machinery operators; and Cat Detect, Caterpillar’s proximity detection system.
VR can be used to raise awareness of potential hazards through immersive site-safety training. The Saskatchewan Construction Safety Association (SCSA) launched its popular “Hazard ID VR” training, which envelops students in a workplace scenario and challenges them to spot hazards in a game format. “Telling people how to stay safe isn’t enough to overhaul a culture that has historically struggled with safety,” says SCSA president Collin Pullar.
Embracing Digitalization
Meanwhile, the use of Building Information Modeling or advanced 3D modeling can improve how the construction of
a building is planned. As well as helping to avoid scheduling clashes that can lead to rework and unplanned activities, it highlights potentially hazardous works or sequencing to designers and constructors.
Digitalization can increase cyber insecurity, as more data floats in the cloud or is transmitted from device to device. The potential impact to on-site activities could be just as great as for those in the office.
The industry needs to enter a steep cyber learning curve as it digitizes, Pellen adds. “Insurers look at data on a retroactive basis, but in the aggregate. The next level up is looking at a basket of different construction projects and using prior loss experiences and predictive modeling to figure out where we’re having the losses, including from what geographies and which contractors. This will help clients isolate project participants with poor safety performance records, which was more difficult when just looking at aggregated data.”
Data Navigator, a proprietary web tool developed by Marsh, provides its clients with unprecedented insight into their construction projects. Data Navigator provides analytical and predictive modeling based on information including enrolment, safety observations, claims, and past project characteristics. By allowing clients to drill down by project, location, and contractor, the tool makes it easier to evaluate the performance of particular contractors, enabling targeted efforts to reduce the potential for risk.
“It has been quite successful.” says Pellen. “Data and analytics have allowed us to minimize clients’ full cost of risk and helped to eliminate too many bad apples that are at heightened risk of causing financial loss to projects.” n
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get involved
Under 40 COMMIttEE
By Jenn Walker
U40 victoria and U40 Central Island hold monthly social and professional development events, as well as annual events including Builders on the Barge, Chip Putt & Chat, and Charity Casino Night in support of the help Fill a Dream Foundation.
Young, motivated, and professional – these are a few words
A.J. Winters uses to describe his peers on the VICA U40 committee. Winters, U40’s current vicechair, found the group of like-minded individuals after a client of his recommended he look into it. The 30-year-old insurance broker had recently moved to Victoria from Edmonton and was looking to make connections within the construction industry.
“I attended my first event in 2014, which was a rooftop volleyball event at The Strathcona. Little did I know that this group would influence my life so much,” says Winters.
The U40 committee has two chapters, Victoria and Central Island, and aims to connect young professionals in the construction industry with other up-andcoming peers, while giving back to the community. Each chapter meets monthly for activities such as guest speaker events, mentorship breakfasts, and more casual social gatherings that include axe throwing and golf lessons.
The night of the volleyball event, Winters met and mingled with his current manager at Marsh JLT Canada, an insurance and risk management company that is active in the construction industry. That
connection moved his career forward and encouraged Winters to continue attending U40 events.
“The monthly meetings and social events give our members an opportunity to build and strengthen relationships within our industry,” says Doug Paterson, project manager at Farmer Construction Ltd. and current U40 chair.
“Relationships are really key in Victoria. We’re such a small city. The other day, I bumped into half a dozen members while out with my fiancé. And they aren’t just quick hellos—they’re genuine conversations, because I’ve worked on projects with these people, I’ve formed close friendships with them. That’s all thanks to U40,” he adds.
In the ten years since its inception, the network has consistently grown in numbers, and has made a significant impact in Vancouver Island communities. The committee hosts two major fundraisers every year: Builders on the Barge, a small-scale music-centred event on the Ogden Point Barge in August and a casino night in February.
These larger events are open to everyone, not just U40 members, and both events see between 300 and 400 attendees each year. The Charity Casino night is a member favourite, as it has a large turnout and has raised over $10,000 each year. Attendees dress up and “gamble” in support of the Help Fill A Dream Foundation, which provides support for children with life-threatening illnesses.
Collectively, since 2010, U40’s events
and outreach has raised over $370,000 for various charitable causes.
U40 has become a vital part of Vancouver Island’s construction industry. Winters says they have attracted a strong group of motivated professionals that want to net-
work and give back to their community. “We are consistently pushing our group to grow and offer the absolute best experiences for young individuals to learn, network, and succeed in our industry.” n
Women in CONstRuCtION
By Jenn Walker
As the construction industry evolves and embraces diversity and inclusion, VICA’s Women in Construction (WiC) committee is helping to empower women in all areas of the workforce.
With chapters located in both Victoria and Nanaimo, WiC has grown to almost 300 members in the last six years. Monthly meet ups include guest speakers, behind-the-scenes tours, and panel discussions.
“We are a group that promotes and supports anybody who identifies as a woman in construction,” says Kathy Price, from Knappett Projects Inc. and the WiC chair in Victoria. “Our demographic spans from anybody who works in, or is connected to, the industry. You don’t have to work for a general contractor. You can be an accountant, an architect, an engineer – or in insurance, supply, and safety.”
In a traditionally male-dominated industry, it’s not uncommon for there to be only one or two women working at a company. For many, the monthly meetings and events help build a sense of belonging.
“The networking can help to promote your career. We have many members who have changed positions or been promoted, because they are now in front of others in the industry,” says Price.
Anu Mayer, account manager at Island Aggregates and chair of the Nanaimo chapter, sees the committee as an initiative that builds a strong representation of women in the construction industry.
“We work together – with men, not against them – to promote women in the business. Men are welcome to come to our events to show support,” says Mayer.
Monthly meet ups are a chance to connect face-to-face with professionals who members may only know from e-mail communication or conference calls.
“It’s really about connecting those dots to the people that we often just talk to on the phone or see an email from. And so, you build a stronger relationship that would benefit your company and your career,” says Price.
As the number of women working in construction grows, groups like WiC become crucial. In Spring 2019, the province and the B.C. Construction Association introduced The Builders Code, which aims to have women make up 10 per cent of B.C.’s construction trades by 2028. Currently, women only comprise 4.7 per cent.
The committee has created a supportive, empowering environment for women to thrive in the construction industry, regardless of their job title.
“Women in the accounting sectors who come to our meetings will ask, ‘is it ok that I’m here?’” says Price. “You are a woman in construction. You are working with site managers and general contractors. You are welcome here,” she says. “The answer is yes.” n
New townhomes fit the bill
while the Comox Valley continues to be a desirable place to live, low vacancy rates and high housing costs is putting pressure on the housing market. In a city experiencing a rental-housing crunch, Azalea’s new multi-family city homes in Courtenay offer the latest in townhome development. The 34 rental units also deliver on privacy, amenities, and location.
“These are unique units in that each one is two storeys, like you would find in a typical townhome as opposed to a rental apartment,” says Louise Turch, project
coordinator at Saywell Contracting Ltd., construction manager for the project. Also like a typical townhouse, each rental unit offers in-suite laundry and storage, along with a private front entrance and lush landscaping. “Everyone has their own private patio to enjoy the outdoors,” says Turch.
The Courtenay city homes project mirrors another project that Saywell Contracting completed in Nanaimo in 2017, which consisted of 36 units split into two buildings. Turch says that the Courtenay project took approximately 11 months to complete and drew upon the skills of a va-
By Melanie Franner
riety of subtrades. “We used some of the same people from the Nanaimo project, as well as local people from here in Courtenay.”
Edgett Excavating Ltd., operating for 45 years as one of the Comox Valley’s longeststanding civil excavation companies, performed the ground preparation on site. “We were contracted to do all of the civil works for the project,” says Bruce Henderson, president. “We were responsible for all of the infrastructure, which included the stormwater detention, sewer and water mains, and all of the building and footing excavations.”
Hendersen and his crew were on site for an initial six weeks and then back as required to work with the other trades. “The highlight for us on this project was the project management team,” says Henderson. “Saywell had everything figured out beforehand, so it all went very smoothly without any hiccups or snags along the way.”
Nanaimo-based Wiltsey Contracting
Ltd., founded in 2006 and employs between four to six people, was contracted for the finishing carpentry, including doors, trims, casings, window lines, and hardware. “We were onsite for about three months,” says Ward Wiltsey, president. “It was a good job for us, and everything went very smoothly on this one.”
The new Azalea city homes are centrally located along the Courtenay River
Heritage Walk, which offers access to all amenities, shops, and restaurants, and is a five-minute drive to downtown.
“This is an upscale rental property in an area with a very high demand for rentals,” says Turch, who adds that the units have been occupied since May. “It’s the perfect choice for people who are downsizing from their home, millennials, and everyone in between.” n
Sunday Funday HardHats in the Ballpark
trade in your steel-toed work boots for a pair of flip flops as VICA presents the third annual Hardhats in the Ballpark (no hardhats required).
Each June, VICA teams up with the Victoria HarbourCats for a fun little Sunday of breakfast, beverages, and baseball at Royal Athletic Park. The special event is an opportunity for VICA members to bring their family and friends out for an afternoon in the sun and “do” some sports without actually doing the sports.
Prior to the opening pitch, members and their guests are invited to the park for a private catered breakfast, chance to meet the players, and exclusive access to the batting cage. During the game, members and guests are invited to watch the game from a VICA VIP viewing area on the third base line.
It truly is a special day to be a part of the skilled-trade community. Last year’s event brought over 300 VICA members and guests to the park. This year’s Hardhats in the Ballpark is on Sunday, June 21 which has the HarbourCats playing the Cowlitz Black Bears. Watch for announcements in the VICA newsletter. n
The noisy business of construction
Connect Hearing works to prevent hearing loss
Noise-induced hearing loss is one of today’s most prevalent occupational health problems, and repeated exposure to noise levels of 85 decibels (dBA) over an eight-hour shift can result in permanent hearing loss.
Construction can be a very noisy business, and preventing hearing loss is a serious concern for everyone involved. WorkSafeBC reports that without proper
hearing protection, 15 minutes of exposure to the noise of a pneumatic nail gun, one hour around a dozer, and a mere seven and a half seconds near a pile driver is enough to damage to your hearing. It is estimated that carpenters are exposed to an average of 91 dBA during a shift, while even electricians work consistently in 89 dBA levels.
This is why provincial noise regulations require that employers take steps
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hearing testing.
By Deb Draper
to protect workers’ hearing, and that all construction workers have their hearing tested annually. For more than 35 years, Connect Hearing Industrial has been helping companies build an effective hearing loss prevention program.
Ken Foley, office manager at Connect Hearing Industrial in Victoria, says the provincial regulations state employers must offer hearing tests to their employees while on the job, so Connect Hearing
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WorkSafeBC reports that without proper hearing protection, 15 minutes of exposure to the noise of a pneumatic nail gun, one hour around a dozer, and a mere seven and a half seconds near a pile driver is enough to damage to your hearing.
brings their mobile units on site for testing. “We have two sound booths in each truck,” he says. “This gives us the ability to test two people every 15 minutes to keep things moving along as quickly as possible.”
Foley, who has been with the company for 13 years, four in the industrial division, has recently taken over for Bob Casmey, long-time office manager and active VICA supporter, who hung up his headphones and retired this year.
“Our provincially certified audiometric technicians provide the annual hearing testing that is required by WorkSafeBC for any employees exposed to loud noise as part of the company’s hearing conservation program.” says Foley. “This also includes providing proper hearing pro-
tection and posting warning signs about hazardous noise environments.”
Connect Hearing also recommends and provides custom-fit hearing protection because of the many advantages over disposable foam. “They are more comfortable, easier to keep clean, and last a long time,” says Foley. He says that while they do cost more up front, there is a savings of 80 per cent over using the disposables and are covered under many health insurance plans. “Using two foam earplugs every day over five years ends up being a much higher cost than investing in a pair of our custom-fit earplugs.”
Made out of medical grade silicone, this hearing protection comes in a variety of colours and styles based on the amount of noise that must be filtered out. Some
models are designed with an acoustic filter that allows speech frequencies to be heard while still filtering out damaging noise levels.
Connect Hearing has gone beyond helping companies comply with noise regulations to offer qualitative and quantitative respirator fit testing. “Anyone who has to wear a respirator on the job and is exposed to dangerous particles must have a fit test every year to make sure their respirator is fitting and sealing properly,” says Foley.
It all comes down to not only fulfilling safety regulatory requirements, but also to ensuring that the construction industry is performing at its best, today and into the future. n
Influence. Engage. Deliver.
CCA looks back on 2019
By Mary Van Buren, President, Canadian Construction Association
Year two of our five-year strategic plan was one that had the Canadian Construction Association (CCA) focused on increasing its profile as a trusted thought leader and strong industry advocate on issues that matter to our members. Together we are creating a more proactive, responsive, and engaging association.
The power of the industry in influencing the government #Construction4CDNs
Being an election year, 2019 was a great opportunity to elevate our issues of concern to the government. We launched our campaign, #Construction4CDNs and its associated website (construction4cdns. ca), to call attention to the importance of strengthening investor confidence, supporting innovation and technology, planning and funding a long-term infrastructure strategy, and attracting a skilled, diverse, and tech-savvy workforce. Over 1,000 letters were sent to candidates demonstrating the strength of working together to the benefit of the industry.
Hill at Home
These four issues also formed the basis of our Hill-at-Home initiative – a first for CCA – that had members meeting with local MPs in their ridings to amplify the industry’s voice in the summer leading up to the election campaign. CCA held 58 meetings, six of those with cabinet ministers and one with the Leader of the Official Opposition.
National Construction Day
Tuesday, November 26, 2019 marked CCA’s first annual National Construction Day. In collaboration with our partner associations, this day recognized and celebrated the dedicated, hard-working men and women instrumental in building and connecting our communities through infrastructure. Over the course of the day, we are proud to say that #Construction4CDNs was trending in Canada –cracking the top 10 at midday on Twitter!
A video highlighting the exciting and diverse careers and people that make up our industry was launched in connection with National Construction Day and as part of our larger Talent Fits Here initiative. There will be more to come on this inspiring new campaign in 2020, but we invite you to visit cca-acc.com/nationalconstruction-day to watch the video.
Thanks to everyone who helped make Construction Day a success. Your tweets and re-tweets highlighting all the wonderful initiatives of our partner associations and members throughout the day was inspiring.
Prompt payment
CCA advocated for, and was successful in, having the government use a consultative process prior to finalizing legislation on federal prompt payment. Following the report in June 2018, which addressed CCA’s concerns and recommendations, prompt payment legislation was officially introduced on April 8, 2019 as the Federal Prompt Payment for Construction Work Act, a sub-section of Bill C-97, the
Budget Implementation Act of 2019. We are proud to announce that the Federal Prompt Payment for Construction Work Act received royal assent on June 21, 2019. The date of its official enactment remains undetermined, but, according to various related documents, is designated to come into force “on a day to be fixed by order of the governor-in-council.” CCA will be working with the government on the development of policies that would make the legislation as efficient as possible.
Enhance member services
CCDC DOCUMENTS
CCDC documents are a great example of how the industry – from owners to architects and contractors – work together. We have issued a few new and revised CCDC documents:
• Revised CCDC 23 - A Guide to Calling Bids and Awarding Construction
• New CCDC Master Specifications Division 00
• New CCDC 30 - IPD Contract
CCA conducted CCDC seminars attended by over 700 delegates in close to 30 cities in partnership with local construction associations. In late 2019, CCA piloted an introduction to CCDC documents webinar that has been viewed by over 350 people. Using technology strategically to share knowledge with more people, this webinar was a compliment to our faceto-face seminars and is an important step forward in being digital first in communications, content, and services.
GOLD SEAL ONLINE
The Gold Seal Certification program’s transition to online exams included everything from an update to the application portal to the actual exams themselves. Moving to a digital platform enhances the experience as well as enables faster marking and collecting feedback.
BECOMING A BEST-IN-CLASS ASSOCIATION
CCA’s board has grown to 90 directors, well outside association standards for optimal and effective decision making. At a special general meeting in September, CCA board and members unanimously endorsed the final recommendations brought forward by the governance renewal working group. The new model will result in a smaller board; a new national advisory council to represent five sector voices, including civil, trade contractors, general contractors, manufacturers, suppliers and services, and local construction associations (LCAs); and two new board committees (audit/finance and nominations/governance), leading to increased opportunities to engage more people with the CCA.
Elevate the industry’s image: use #CDNConstructiongives
Through CCA’s #CDNConstructionGives campaign, we have highlighted the charitable and community initiatives that companies, individuals, and partner associations across the country have undertaken in their regions. From local charity fundraisers to volunteering time and equipment for community projects, our industry is an integral part of the neighbourhoods in which they work. Our industry also continues to promote the skilled trades as an excellent opportunity for all Canadians to consider as a career path.
The government and Canadian public, however, are not aware of how much you do in support of your communities;
whether it is hiring at-risk youth or organizing food drives. With over 4.5 million impressions since we started the campaign last summer, together we are raising the profile of the industry as a good corporate citizen and an employer of choice! See all #CDNConstructionGives action on cca-acc.com/cdnconstructiongives.
let’s stay in contact
Please email me at mvanburen@cca-acc. com if you have any feedback or comments on how CCA can serve you better. Hear what is going on by subscribing to CCA’s newsletter at bit.ly/ccasubscribe, by following @ConstructionCAN on Twitter, or by looking up Canadian Construction Association on LinkedIn. n www.currentmillwork.com
meeT yoUr BoarD
roGer yaGer Knappett Projects Inc.
Chair
Roger is the Vice President of Knappett Projects Inc. and has been involved in the construction industry for nearly 25 years. With his experience in all facets of the industry, Roger brings a unique perspective and understanding of current issues to the Board. Very involved in both VICA and BCCA, Roger serves as Chair for VICA S&P Committee, is a BCCA Director and Chair of the BCCA S&P Committee.
JameS ClaPP
JLT Marsh Specialty Vice Chair
James is a construction surety insurance broker with over 18 years of experience and over 150 clients across B.C. and Alberta. He spends the bulk of his time reviewing tender and contract specifications, ensuring his clients understand and comply with insurance and bonding requirements, and alerting clients to any onerous conditions. As a former surety underwriter, James also brings a strong background in construction accounting.
Omicron Construction Ltd. Treasurer
Chris is the Senior Project Manager for Omicron Construction Ltd. in Victoria. He has 12 years of experience in general contracting followed by five years of experience in Integrated development, design, and construction. During his career, he has worked on renovations, multi-family residential, commercial, and institutional projects as a contractor, developer, and design builder. Chris has also been involved with the VICA U40 executive since its inception and is currently the past chair.
Kate is a registered professional engineer and the Manager of Herold Engineering’s Victoria office. She has over 15 years of experience as a structural consultant and works on a wide variety of local institutional, commercial, and residential projects including new builds and seismic retrofitting. Kate volunteers with the Women in Construction executive committee, the City of Victoria Civic Heritage Trust conservation committee, and the Engineers and Geoscientists of BC.
Flynn Canada
Past Chair Director
David is a Branch Manager and Partner of Flynn Canada Ltd. and brings more than 30 years of construction-industry experience. Recognized as a team player and a leader with forward-thinking ideas, Dave took every opportunity to learn more about the industry and cultivate his career. By placing emphasis on profitability, communication, and mentoring, Dave’s extensive construction background ranges from onsite experience to a business owner/partner.
Stuart is the Director of Operations with Mazzei Electric. He has been working in the construction industry for the last 16 years, predominantly in supply, sub-contracting, and manufacturing. Over that time Stuart has had the opportunity to work with operations across Canada, the USA, Japan, South America, and the UK. Now overseeing branches in Victoria and Nanaimo, he brings an appreciation of the whole breadth of the construction community on the Island and beyond.
BarClay ellIS
Trades Labour Corporation
Victoria – Director
Barclay has been the President of Trades Labour Corp. Victoria, a blue-collar staffing agency, for the past ten years. He was born and raised on Vancouver Island and is very proud to give back to his community. For the past five years, he has served on the VICA U40 Victoria Executive Committee in the role of Events & Communications Director. VICA U40 Victoria’s events include the Annual Charity Casino, which has raised over $50,000 for local charities, and Builders on the Barge, which brought together 200 construction personnel for a day of live music and networking.
PaUl Gray
Farmer Construction Director
Paul is a ‘born-and-bred’ Victorian. He has spent the past 13 years working at Farmer Construction Ltd. and has recently become one of the company shareholders. His experience working at Farmer alongside previous Board members — Brian Scroggs, Barry Scroggs, and Gerrit Vink — has given him an enormous appreciation for the long-term impact our industry has on the surrounding community. Paul has a natural desire for organization, process, and procedures, and is currently working at Farmer as Chief Estimator. As a VICA Director, he plans to look at issues in the industry to support and encourage fair and realistic procurement practices both for GCs and subcontractors by owners and consultants.
meeT yoUr BoarD
DavID leWIS
Alpine Insulation Director
David became one of two owners of Alpine Insulation in 2013 and has worked largely in the commercial side of business since then. Over the course of his professional career, he has participated in board governance from a variety of viewpoints. He understands the value associations can bring to their membership in terms of tangible rewards such as health benefits and insurance programs, as well as from a strategic standpoint in terms of policy development and lobby work. He also understands that directors are effective by providing strong, clear, focused guidance and a commitment to work at the committee level.
marK lIUDZIUS
Kinetic Construction Ltd. Director
Mark Liudzius is the Executive VP, Director of Operations, and Chair at Kinetic Construction, where he has been since 1997. In addition to being a member of ASTTBC, Mark is also a LEED AP and has his GSC in Project Management. He has been a member of various committees for BCCA and VICA for a number of years. Mark started out as a carpenter and has gained extensive industry experience throughout his career, and he now coaches junior staff members for guidance and career development.
National Contracting Solutions – Director
Since moving to Nanaimo in 1997 from South Africa, Byron immediately found comfort within the welcoming community of his beautiful town, in particular amongst the construction industry. Through the VICA Board, he hopes to continue contributing to a growing and developing community which has offered him so much. As a carpenter by trade, complimented with a Bachelor’s of Management and a PMP Designation, Byron obtained both practical and managerial knowledge to be an effective board member. With over twelve years of project management experience in diverse industries, he aims to leverage his knowledge to develop strategic and creative solutions.
Scott is a Project Manager with AFC Construction in Courtenay, B.C. He has a diverse background managing commercial, industrial, and residential projects from both mechanical and general contracting perspectives and over 30 years of experience in the construction industry on Vancouver Island — which is also his place of birth. Scott is currently Chair of the Civil Contractors Council and, as such, is committed to ensuring island civil contractors are well supported by VICA. Prior to volunteering on the VICA Board, he volunteered on the Comox Valley Airport Commission for seven years.
ChrIS WIllIamS Houle Electric Director
Chris is currently the Victoria Branch Manager at Houle Electric where he has risen through the ranks over the past 20 years. Chris was born and raised in Victoria and has been actively involved in the enormous growth and change in the construction industry on the Island as a construction electrician, estimator, and project manager with Houle. As an active leader of Houle’s dedicated support to VICA, he has also shown his energetic participation in the U40 committee for the past six years, the last three as part of the leadership team. As a board member, Chris looks forward to actively participating in discussions and committees that support and encourage the successes of local companies as well as promoting the benefits of VICA membership.
Chris Williams (houle electric ltd.) and Byron Tarby (National Contracting Solutions ) are the newly elected directors voted in at the vICa 2019 aGm held at both the Victoria and Nanaimo offices on November 7, 2019.
“This is an exciting time in construction on Vancouver Island, as innovation and development are continually advancing. I am delighted to be part of the VICA team that is at the forefront of this progression – supporting, educating, and informing our contracting community.”
– Byron Tarby, National Contracting Solutions
“It is a great honour to be elected to the Vancouver Island Construction Association’s Board of Directors. I look forward to working with this great group of industry leaders and continuing the excellent work for our members and the industry on Vancouver Island.”
– Chris Williams, Houle Electric Ltd.
yoUr vICa Team
CoNSTrUCT yoUr FUTUre
The Vancouver Island Construction Association’s Construct Your Future provides an opportunity for 17 to 29 year olds to learn about the many career paths in construction, as well as the roles, responsibilities, and safety requirements.
SharloT BeaTTy
Program Coordinator
ConstructYour Future
BIll
o’BrIeN
Job Developer
ConstructYour Future
Administrative Assistant
ConstructYour Future
www.vicabc.ca/CyF
0827746 bC ltd. dba Advantage Steel
Cobble Hill | 250-743-8981
3D Geomatics Inc.
Nanaimo | 250-756-4500
4 Seasons Fire Prevention Services ltd.
Colwood | 250.381.6617
50th Parallel rebar ltd.
Campbell River | 250-923-2231
99 Framing Construction Inc.
Nanaimo | 250-667-4587
AAA rebar Only ltd.
Victoria | 250-652-6461
AbbA Floor Coverings ltd.
Nanaimo | 250-758-5588
Abl Masonry ltd.
Lantzville | 250-741-7669
AccessSMT
Victoria | 250-383-8666
Acciona Facility Services Canada ltd.
Victoria | 604-622-6553
Accord Metal Fabricators (2004) ltd.
Victoria | 250-474-2557
Accutemp refrigeration, Air Conditioning & heating ltd.
Victoria | 250-475-2665
Action Door Service Inc.
Victoria | 250-383-2795
Advantage Crane - Division of Pro Crane Inc.
Victoria | 250-920-9691/844-920-9691 (Toll Free)
Advicas Group Consultants Inc.
Victoria | 250-383-1008
AECOM-Graham joint venture
Victoria |
AFC Construction
Courtenay | 250-897-1789
Agius builders ltd.
Courtenay | 250-334-3061
All Metals Installations ltd.
Nanaimo | 250-244-3788
Alliance Engineering Works (1985) ltd.
Saanichton | 250-544-2020
Allied Glass & Aluminum Products (2007) ltd.
Victoria | 250-388-5108
AllTErrA Construction ltd.
Victoria | 250-658-3772
Alpha roofing & Cladding Inc.
Saanichton | 250-544-0169
Alpine Insulation ltd.
Victoria | 250-384-0985
Andrew Sheret limited
Victoria | 250-386-7744
Anfield Electric
Victoria | 250-880-1802
AON reed Stenhouse Inc.
Victoria | 250-388-7577
Apex Steel & Gas ltd.
Victoria | 250-386-2929
Apple Electric ltd.
Campbell River | 250-830-0997
Aral Construction ltd.
Victoria | 250-384-1425
Archie johnstone Plumbing & heating ltd.
Nanaimo | 250-754-2232
Architrave Design build
Gabriola | 250-616-5899
Associated Sheet Metal Products ltd.
Saanichton | 250-652-6628
A-Tech Doors Inc.
Victoria | 250-384-2259
Athecon Projects Inc.
Port Alberni | 250-732-5599
Atlas Truss
Nanaimo | 250-754-1400
Aurora roofing ltd.
Coombs | 250-248-2202
b.r. ventilation ltd.
Victoria | 250-812-8314
banyan Construction ltd.
Victoria | 250-213-7475
bayside Mechanical ltd.
Sidney | 778-426-2116
bC Construction Safety Alliance (bCCSA)
New Westminster | 604-636-3675
bC Thermal Applicators ltd.
Nanaimo | 250-758-9712
bC Transit
Victoria | 250-385-2551
beacon Construction Consultants Inc.
Victoria | 250-385-7899
belltech Electric Inc.
Victoria | 250-360-2233
bennett Sheet Metal & heating ltd.
Courtenay | 250-334-3621
bentley Systems
Calgary | 403-221-9370
benton & Overbury ltd.
Victoria | 250-474-1251
memBerShIP
bernhardt Contracting ltd.
Victoria | 250-857-2432
bGC Partners Inc.
Abbotsford | 604-807-3899
biamar building Systems ltd.
Victoria | 250-883-2604
bickford Enterprises ltd.
Saanichton | 250-652-2309
blue valley Mechanical ltd.
Shawnigan Lake | 250-388-3536
bowerman Excavating ltd.
Port Alberni | 250-723-8775
brenric Construction ltd.
Victoria | 250-382-3505
brewis Electric Company ltd.
Victoria | 250-383-5157
britco lP
Nanaimo | 250-722-2203
british Columbia Construction Association (bCCA)
Victoria | 250-475-1077
british Columbia Ferry Services Inc.
Victoria | 250-978-1140
brock White Canada
St. Paul | 250-384-8032
brookfield Global Integrated Solutions
Victoria | 778-875-7415
brunnell Construction ltd.
Cobble Hill | 250-733-0657
built Contracting ltd.
Parksville | 250-951-0260
business Development bank of Canada (bDC)
Nanaimo | 250-390-5753
butler brothers Supplies ltd.
Saanichton | 250-652-4484
butler Wilson Quality Construction ltd.
Nanaimo | 250-618-3269
bv Developments Management Inc.
Victoria | 250-590-9111
C & W Campbell homes ltd.
Victoria | 250-658-8226
Cameron Project Services
Victoria |
Camosun College
Victoria | 250-370-3802
Campbell Construction ltd.
Victoria | 250-475-1300
Campbell river & District Chamber of Commerce
Campbell River | 250-287-4636
Canadian Construction Association (CCA)
Ottawa, ON | 613-236-9455
Canadian Western bank
Courtenay | 250-334-8888
Canem Systems ltd.
Victoria | 250-475-1955
Canpro Construction ltd.
Victoria | 250-475-0975
CanWest Mechanical Inc.
Fanny Bay | 250-871-2204
Capital City Paving ltd.
Victoria | 250-652-3626
CapriCMW Insurance Services ltd.
Kelowna | 250-860-2426
Cardan Enterprises ltd.
Victoria | 250-861-8823
Cascade Aqua-Tech ltd.
Victoria | 250-381-3623
Cascadia West Contracting ltd.
Victoria | 250-883-1543
Casman Projects (bC)
Saanich | 250-652-2950
Cat’s Eye Contracting ltd.
Victoria | 250-590-1959
CCM Construction ltd.
Sidney | 250-655-5087
Centra Windows Inc.
Victoria | 250-412-3909
Central Glass (Duncan) ltd.
Duncan | 250-748-2575
Century Group Inc. Constructors
Victoria | 250-727-6560
Chinook Scaffold Systems ltd.
Parksville | 250-248-1980
Circon Construction ltd.
Victoria | 250-658-0449
City Construction ltd.
Nanaimo | 250-585-8801
City of langford
Langford | 250-478-7882
City Service Plumbing & heating ltd.
Victoria | 250-744-3900
Civic legal llP
Vancouver | 604-639-3639
Clark & Pattison (bC) ltd.
Victoria | 250-386-5232
Clearlite Glass (bC) ltd.
Saanichton | 250-652-8090
Clemco Mechanical (2010) ltd.
Saanichton | 250-361-9996
Clyde Snobelen landscaping ltd.
Brentwood Bay | 250-652-9984
CMF Construction ltd.
Nanaimo | 250-754-6223
Coast City Construction ltd.
Victoria | 778-350-0272
Coastline Fire Protection Inc.
Shawnigan Lake | 250-929-3939
Coho Communications ltd.
Langford | 250-474-2214
Colliers Project leaders
Victoria | 604-692-1102
Columbia Fuels
Victoria | 250-213-7808
Comox valley Chamber of Commerce
Courtenay | 250-334-3234
Connect hearing (Island hearing Services)
Victoria | 250-413-2141
Construction Drilling Inc.
Duncan | 250-746-4408
Constructive Solutions for business Inc.
Vancouver | 877-777-1107
Convoy Supply ltd.
Victoria | 250-474-5733
Cornerstone Tile (2009) ltd.
Nanaimo | 250-756-9996
Corvidae Environmental Consulting Inc.
Sooke | 250-609-0199
Cottam Enterprises ltd.
Victoria | 250-590-2700
Cougar Pacific Systems Corp.
Victoria | 250-360-2128
Cowichan Woodwork ltd.
Cobble Hill | 250-743-5804
CSM heating & ventilation ltd.
Victoria | 250-812-1173
Cumberland ready Mix ltd.
Cumberland | 250-336-8515
Current Millwork ltd.
Parksville | 250-954-1691
Custom Pro Exteriors ltd.
Victoria | 250-474-7725
CWh Construction
Victoria | 250-883-8111
Daeco Installations ltd.
Union Bay | 778-585-7879
Dalcon Construction (2001) ltd. Cobble Hill | 250-743-1449
Daughter’s Painting Inc.
Shawnigan Lake | 250-888-0921
Dave McDonald Electric ltd.
Victoria | 250-474-3234
Del Communications Inc.
Winnipeg | 204-667-0376
Denford Construction Management ltd.
Victoria | 250-385-1505
DenMar Electric ltd.
Nanaimo | 250-758-8464
Dennis Smith Construction ltd.
Victoria | 250-661-1656
Depend-A-Dor repairs & Installation ltd.
Victoria | 250-383-4225
Discovery Diesel Electric ltd.
Campbell River | 250-286-9621
MeMbership
Doka Canada ltd./ltee.
Burnaby | 778-877-1453
Domingo & Company Construction ltd.
Victoria | 250-896-5525
Don Mann Excavating ltd.
Victoria | 250-479-8283
Draycor Construction ltd.
Victoria | 250-743-9077
Dryco Systems Inc.
Duncan | 250-746-6251
Duncan Cowichan Chamber of Commerce
Duncan | 250-748-1111
Durwest Construction Management Inc.
Victoria | 250-881-7878
Dyler’s Window Fashions
Sooke | 250-381-2122
E.h. Emery Electric ltd.
Victoria | 250-383-6961
Eb horsman & Son ltd.
Campbell River | 250-287-9265
ECCO Supply
Victoria | 250-361-3395
Ecklundson Construction ltd.
Nanaimo | 250-758-9436
Edgar and Miner Floor Coverings
Victoria | 250-388-6208
Edgett Excavating ltd.
Courtenay | 250-339-6100
EECOl Electric Inc.
Victoria | 250-475-7578
Eh Price limited
Victoria | 250-475-1500
Elite Metal Works ltd.
Saanichton | 250-652-6538
EllisDon Corporation
Richmond | 604-247-1072
Emco Corporation
Victoria | 250-475-6272
Empress Painting ltd.
Victoria | 250-383-5224
Erb Technical Contracting ltd.
Saanichton | 250-665-7636
Erickson roofing ltd.
Nanaimo | 250-758-5440
ESC Automation Inc.
Nanaimo | 250-756-3006
Excel Contracting ltd.
Victoria | 250-388-0047
F & M Installations ltd.
Nanaimo | 250-753-1214
Fairwinds Enterprises
Nanoose Bay | 250-468-7054
Farmer Construction ltd.
Victoria | 250-388-5121
Filcon builders Inc.
Victoria | 778-838-1087
Fineline road Marking ltd.
Victoria | 778-265-3184
Finishing Touch Painting ltd.
Victoria | 250-995-2510
Five Star Paving Co. ltd. Saanichton | 250-544-4994
FlOCOr Inc.
Nanaimo | 250-758-1551
Flotech Mechanical System Specialists (2004) ltd.
Victoria | 250-475-3719
Flynn Canada ltd.
Saanichton | 250-652-0599
Footprints Security Patrol Inc. Nanaimo | 250-753-6944
FortisbC
Surrey | 250-755-9957
Foster Air Conditioning ltd.
Victoria | 250-475-0500
Fournier Excavating ltd. Nanaimo | 250-754-7390
Frenette Exteriors ltd.
Victoria | 778.676.5667
FX Insurance brokers ltd.
Victoria | 250-818-2678
G & E Contracting lP
Victoria | 250.915.4368
G & G roofing ltd. Nanaimo | 250-585-0041
EXCAVATING LTD.
Radio
Geobreak Solutions Inc. Nanaimo | 250-740-1940
GeoScan Subsurface Surveys Colwood | 250-891-9364
Gordon ‘N’ Gordon Interiors ltd. Victoria | 250.474.2100
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