Renovation breathes new life into historic high school
ADDRESSING A CRISIS
VICA’S Harm Reduction Program
NEW NANAIMO
corrections centre breaks old norms
Are you ready for a better solution to your housing needs?
For 50 years, Gordon’s Homes Sales has lead the way in providing Vancouver Island with high quality modular and manufactured homes, offering a cost effective alternative to conventional construction methods.
With a wide variety of floor plans to choose from and the flexibility to work with you on the home of your choosing, we’re a great choice for all your housing needs.
Our unique partnership with Ecklundson Construction allows us to offer turn-key packages for our clients, which alleviates coordination, scheduling, and stress while completing your project.
SINCE 1964, CAMPBELL CONSTRUCTION HAS BEEN MAKING VANCOUVER ISLAND A FINER PLACE TO LIVE, WORK, LEARN AND PLAY. IN FACT THE HUNDREDS OF PROJECTS SUCCESFULLY COMPLETED BY OUR COMPANY FORM THE VERY HEART OF VIBRANT ISLAND COMMUNITIES.
SPECIALTIES
• HIGH-RISE RESIDENTIAL
• MULTI-UNIT RESIDENTIAL
• SCHOOLS
• HOTELS
• OFFICE BUILDINGS
• SHOPPING CENTRES
250.475.1300
• THEATRES
• HOSPITALS
• RESTAURANTS
• PRIVATE RESIDENCES
• LIBRARIES
• WAREHOUSES
559 KELVIN ROAD | VICTORIA BC V8Z 1C4 | INFO@CAMPBELLCONSTRUCTION.CA
Proudly serving Vancouver Island and surrounding area. Our fleet includes light and heavy-duty pickup trucks, cube, etc.
We prioritize safety, reliability and functionality at DRIVING FORCE while offering:
• Customized Solutions and Rig Ups
• LINK telematics with Driver Behaviour monitoring and Carbon Emissions reporting
• Flex-fuel vehicles and fuel-efficient vehicle alternatives
• We can even deliver vehicles directly to your site
Flexible Rentals:
• No long-term fleet commitments
• Improved utilization with no purchase requirement
• Rent a single truck or an entire fleet scalable to any project size
We bring the value of on-the-ground lessons learned along with cutting-edge innovation to help you optimize your fleet. We welcome your logistical nightmares and impossible schedules. Contact us today!
22 What’s old is new
Renovations to Victoria High School will breathe new life into Western Canada’s oldest public high school
Radical Renovations
ACCOUNTING AND FINANCIAL AUTOMATION CAN HELP BUILD A STRONGER BUSINESS – BY MNP LLP 48 HOW AN ENFORCEABLE CONSTRUCTION CONTRACT CAN (UNEXPECTEDLY) ARISE – BY JENKINS MARZBAN LOGAN LLP
– NANAIMO SEARCH
60 THE OPERATING PRINCIPLE OF “GOOD FAITH” IN CONSTRUCTION CONTRACTS – BY CIVIC LEGAL LLP
62 YOUR TOOL TO NURTURE YOUR TOP TALENT –BY THE GOLD SEAL CERTIFICATION PROGRAM, CANADIAN CONSTRUCTION ASSOCIATION 64 CONSTRUCTION INSURANCE – STATE OF THE UNION – BY WILSON M. BECK INSURANCE (VICTORIA) INC. 66 INDUSTRY FOCUSED ON BUILDING FOR THE FUTURE – BY THE CANADIAN CONSTRUCTION ASSOCIATION
VICA WOMEN IN CONSTRUCTION 70 VICA YOUNG BUILDERS GROUP 72 MEET THE VICA BOARD OF DIRECTORS 76 YOUR VICA TEAM
78 VICA MEMBERSHIP LISTING 89 INDEX TO ADVERTISERS
B U I L D I N G
Y O U R D R E A M S
I N T O R E A L T I Y
B u i l d i n g c o m m e r c i a l a n d
i n d u s t r i a l p r o j e c t s o n
V a n c o u v e r I s l a n d s i n c e 1 9 9 0
F I S K C O N S T R U C T I O N I N C
2 5 0 - 7 5 5 - 9 7 9 4
W W W . F I S K C O N S T R U C T I O N I N C . C
@ F I S K C O N S T R U C T I O N
W e e n s u r e a s o l i d l i n e o f c o m m u n i c a t i o n
s
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.
IS PUBLISHED BY
DEL Communications Inc.
Suite 300, 6 Roslyn Road Winnipeg, MB R3L 0G5 www.delcommunications.com
Return undeliverable Canadian addresses to: DEL Communications Inc. Suite 300, 6 Roslyn Road Winnipeg, MB R3L 0G5 Email: david@delcommunications.com
While every effort has been made to ensure the accuracy of the information contained in and the reliability of the source, the publisher and/or the Vancouver Island Construction Association in no way guarantees nor warrants the information and is not responsible for errors, omissions or statements made by advertisers. Opinions and recommendations made by contributors or advertisers are not necessarily those of the publisher, its directors, officers or employees.
PRINTED IN CANADA | 03/2022
TOGETHER WE BUILD THE FUTURE...
For over a decade Hall having been building infrastructure with the highest standards of civil and industrial services across British Columbia.
Our team on Vancouver Island is continuing to invest in helping build the local economy, it’s infrastructure and create employment opportunities for the whole community.
From our civil division to our aggregates division, our goal is to create long term benefits for the Island through our expertise and commitment to invest, train and empower our local talented workforce.
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), Young Builders Network (YBN) 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.
Bowen Road Rehabilitation Project included raised bike lanes, landscaped medians, and underground utilities
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.
Tourism Tofino Visitor Centre
Awarded the 2020 Judges’ Choice Award by the Vancouver Island Real Estate Board
Cumberland Firehall
Denman Island Childcare Centre
MEMBER BENEFITS
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. Between our Capital Project Plan Series, Awards Gala, Constructon Conference, Lunch & Learns, or multiple family-friendly events, VICA provides exclusive networking opportunities for our members.
Our Young Builders Network (YBN), Women in Construction (WiC), and Under 40 (U40) networks in Victoria and Nanaimo 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.
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 are here to help you achieve your professional goals. Every year, we add new courses and workshops to adapt to our industry’s needs. In response to the pandemic, we have pivoted to a virtual classroom offering live, online instruction — perfect for those working remotely!
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.
Vancouver Island Construction Association
Proudly serving the industrial, commercial, institutional, civil, and multi-family residential construction sectors of Vancouver Island, the Gulf Islands and coastal BC.
There’s value in a VICA membership. Find out how and why.
Q&A with VICA CEO RORY KULMALA
With the many challenges we’ve been faced with this year, both in the industry and beyond, how do organizations and businesses evolve in order to increase agility and resilience?
Flexibility and the ability to adapt. Ultimately, adopting or creating new processes that fit around this paradigm is the current measure of success and survival. At the beginning of the pandemic, construction was deemed an essential service, so the industry was forced to create new processes in order to continue working.
There’s a whole realm of factors influencing the ecosystem of construction, material and labour shortages, supply chain disruptions, and the traditional attitude of doing things the way they’ve always been done. Necessity is the mother of invention. So, we are compelled to evolve and embrace technology and innovations. The element that allows us to be successful is that companies are being agile, flexible, and they are accepting adaptability rather than resisting it.
As business environments change and social networking evolves, what efforts are being made and - what efforts are necessary - to reach the marketplace and make important connections?
Technology has been our most important tool. It’s hasn’t always been ideal, but most people would rather have a meeting over Zoom than not have that meeting at all. We’ve been able to maintain business and forge personal connections through innovation, and it’s become a necessity to maintain all kinds of partnerships. It’s also provoking people to explore new skills and continue to seek out and learn new things.
What are some key initiatives VICA will introduce or promote in 2022, why are they important now?
We have been able to pivot our education opportunities to an online environment to keep those offerings accessible to our members. We have a great suite of professional development and industryspecific training and education, and we look forward to bringing back the in-person training and events.
We are continuing our Construct Your Future programs in Victoria and Nanaimo in response to our sector’s need for people. We were fortunate to have our funding extended for our Victoria program, and we launched CYF in Nanaimo last year which is going well. So far, we have been able to place over 100 people into our sector.
Our latest innovative service is our harm-reduction initiative. The Tailgate Toolkit is taking us out of what a typical construction association does, but we are amidst an opioid crisis that is impacting our workforce. We launched the initiative in September 2021, and it’s been expanded to the province, so we are working with our regional construction associations to deliver. We have received national exposure on this program and, as a humble Vancouver Island construction association, we’re mindful that our priority is to deliver to our province and that’s what we’re going to focus on.
We’ve been working on a community of practice with our island-based municipalities on providing a place where they can discuss construction-related procurement topics. We are also involved with the social procurement hub, which started on Vancouver Island and has expanded throughout the province. So, we’re also supporting that initiative on a provincial level.
What advice do you have for members (or anyone) for navigating through the coming year?
Be patient, flexible, and cautious. We will return to some level of normal, but I think that could take longer that we anticipate. Our sector has been extremely resilient through this, and we have fared much better than other sectors, but it hasn’t come without cost; we are all feeling the impact. We are stressed and we are overworked. Things are not looking to slow down in construction and finding talent will remain a challenge as will supply chain issues. But it may create new opportunities, so we must learn from this to create resiliency and stability in our communities.
In terms of advocacy, what is your focus for the next 12 months?
We are facing a housing crisis on the island, and the construction community is a big part of the solution, but we are often not consulted or given an adequate voice when discussing solutions.
Legislation and bylaws are being introduced that are counterintuitive to development, and that further stresses demand and effectively turns into hurdles for our sector. So we are working toward getting a seat at the table when discussing construction bylaws. We are looking for support and collaboration from our local governments that will help get our communities and infrastructure built. n
Q&A with VICA CHAIR CHRIS LYONS
As the new Chair of VICA, what VICA initiatives are the most important to you? What initiatives are you hoping to develop or expand this year?
With the ongoing labour shortage, we need to promote careers in the trades and construction industry to young people and new workers. It is critical we continue to encourage this through outreach in our committees and the Construct Your Future program. VICA has also created a harm reduction program ‘The Tailgate Toolkit’ to support existing workers in the industry. It’s important that we support our existing workers manage the stresses of the increased workload put onto them by this labour shortage.
From your perspective as the director of construction at Omicron Construction, what do you see as the biggest challenges facing the construction industry on the Island?
With no end in sight to the high volumes of construction work on the Island we are going to continue to face challenges with skill shortages and supply chain issues. As we report these issues to the public, hopefully that will help them understand our challenges within the industry. By bringing these challenges to the forefront and raising awareness, it gives the industry hard facts to point to as they communicate and work through these challenges with their clients. It also helps us promote our initiatives within VICA where we try to address these issues for the industry and more importantly our members.
What motivated you to become involved with VICA, and what does your involvement look like?
VICA has always been a big part of the construction industry for me, whether it was education courses or networking events, and my employers have always been members and promoted involvement. I have been directly involved with VICA in some capacity for about 15 years through my early involvement in the U40 group (currently the YBN) and now the VICA Board.
As a long-serving member of VICA’s Board and Young Builders Network (YBN), what are the most important things a board can do to effectively serve its members?
Listening to the members is critical to determining the issues most important to them, and the staff and Board are always open to hearing from members directly. There are numerous subcom-
mittees chaired by Board members that meet regularly to allow members from each sector a venue to raise the issues that are most important to them. Our diverse Board is able to take a cross section of the industry to ensure everyone is given a voice.
What advice would you give to someone who is considering joining an association such as VICA? Or joining the VICA Board or one of its committees?
Joining an industry association such as VICA is a great way to connect with the local construction industry as well as other VICA members, keep apprised of industry news, and gain access to the various educational and other services VICA offers. Volunteering at a committee or board level allows you to get more involved, become a voice in the construction industry, and really affect change on issues that are important to the industry. n
AN EXTRAORDINARY YEAR – AGAIN
IBy Chris Atchison, President, BCCA
if there has ever been a time that demonstrated the value of association membership, that time is now. Across Canada, community by community, we continue to witness extreme adversity in the form of fire, flood, pandemic, economic loss, and social injustice. Yet there’s something else happening too. An unparalleled collaborative effort continues to strengthen the ties that bind BC’s construction community.
Businesses who are members of construction associations can tap into a priceless system of information and support, both formally and informally. As one member located in the flooded Sumas Prairie put it recently, “I really feel for the businesses that have been flooded and aren’t part of the associations. I don’t know how I would be getting through this without the network that I have through my membership.”
The designation of the construction
industry as “essential” has been a boon for our workforce of 211,000, and during 2021 the job sites stayed vibrant, adaptive, and provided a beacon of normality during a surreal time. We owe a debt of gratitude to B.C.’s construction workforce and their employers. Along the way, the BCCA team reimagined and redeployed itself to continue its important work behind the scenes.
BCCA’s COVID-19 briefing and resource hub launched nearly two years
Chris Atchison.
ago and continues to offer necessary updates and bulletins. Our Virtual Hotline helps us connect with our industry in real time. Our subject matter experts are always ready with their professional insights. Now, with Omicron cases expected to surge, our COVID-19 resource will unfortunately be as necessary as ever.
On January 24, BCCA co-hosted a virtual town hall with VRCA on the topic of COVID-19 best practises for employers, including a focus on mandated vaccine policies. This event follows earlier province-wide sessions on Prompt Payment and the importance of association board service.
We hope that society will soon emerge fully from this pandemic phase, from the devastation of the recent floods and fires, and enter a period of economic recovery. BCCA is well-positioned to lead the provincial resiliency strategy for the construction sector and will continue to lean in to that role.
Throughout this year we’ve made
many accomplishments:
• Received a commitment from the provincial government to move forward with Prompt Payment Legislation, in partnership with the prompt payment working group.
• Held B.C.’s 4th Annual Construction Month.
• Deputy Ministers and Industry Infrastructure Forum (DMIIF) “reboot”.
• BCCA received an invitation from the Ministry of Jobs, Economic Recovery, and Innovation to be part of the BC COVID-19 Industry Engagement Table.
• Produced six episodes of our Inside Construction podcast covering topics such as prompt payment, mandator certification, CBA, opioids and addiction, and more.
• Presented to the Pacific Northwest Economic Region panel (https://vimeo. com/442884755) on the B.C. construction industry’s joint efforts regarding COVID-19.
• Received our second consecutive CCA Workforce Award of Excellence for championing diversity and inclusion in the construction industry.
• Expanded the Builders Code and its standard code of conduct expectation for all worksite in B.C.
I greatly benefit from, and remain appreciative for, an engaged and thoughtful Board of Directors who support the collective advancement of the B.C. construction industry. The required commitment is valued and I look forward to the ongoing leadership in governance and strategic direction as we continue to deliver value on so many fronts.
In 2022, BCCA embarks on a new three-year strategic plan which will carry us through – and beyond? – this pandemic. We are focused on the fundamentals: supporting construction delivery, building our workforce, and reinforcing community. Our mission is to support a productive and resilient industry, and we are here to serve. n
What’s old is new again
Renovations to Victoria High School breathe new life into Western Canada’s oldest public high school
By Jim Timlick
Victoria High School is the oldest public high school in Western Canada and has helped shaped the minds of thousands of young people since it opened its doors to students for the first time in 1914.
The century-old school is currently in the midst of a $77-million upgrade that will see it made seismically safe and expand its capacity by an additional 200 students by the time work is completed in 2023.
Talk to anyone who grew up in Victoria and odds are they will have at least one story they can share about the landmark building. Even people who didn’t attended the school feel a connection to it.
That’s something that Dallas Miles, construction manager and principal of Durwest Construction Management, the prime contractor overseeing the renovations, is fully aware of.
“It’s surprising how many lives this building has impacted, from the design team to the trades that are onsite to the very vocal and concerned community around it,” he says. “It’s a very well-loved artifact and school, and I don’t need to go very far to find someone who has gone to the school or knows somebody who has.”
Miles says it’s a challenge when renovating a building steeped
Birdseye view of Victoria High School Project. Photo provided by Durwest Construction Management.
in history and nostalgia such as this one. “You can’t put a price on the memories,” he says. “It’s going to take a little longer to renovate this building and do it the justice that it needs, but at the end of the day I think it will serve and provide a positive impact on the community and the people who have been a part of this school and its history.”
Work on the school began in September 2020 and was originally scheduled to wrap up in 2022. The completion date has since been pushed back to May 2023 due to several unexpected construction challenges including existing structural inadequacies that were uncovered as well as the pandemic, labour availability, and material shortages.
The project has essentially been broken into two distinct portions: seismic upgrades to ensure the safety of students and staff at the school; and cosmetic upgrades to enhance the look of the building and make it more functional based on today’s standards.
As part of the seismic upgrades, new concrete shear walls, or reinforced walls, are being added inside the building. The walls will be adjacent to the school’s existing walls and run from its basement all the way up to the top of the building to provide added stability. In addition, drag struts are being cored into the building’s existing concrete floors and will connect with the added shear walls. Those two elements will combine to form what Miles describes as a “skeleton of reinforcing” that will help protect the structural integrity of the building in case of a seismic event. This will also provide added support to all floors while the upgrades are being completed.
“It was built so long ago using materials that wouldn’t have boded well in the case of a serious seismic event,” he says. “These seismic supports are required to make it hold up and last in case of a serious event.”
Installing the drag struts in the building’s concrete floors was no easy task. Special hydraulic saws, known as dragon saws, had to be used to cut thousands of 12 x 18-inch holes in the concrete to accommodate the struts which are then refilled with concrete. The saws look like a cross between a diamond blade saw and a chain saw.
Interior work. Photos provided by Pacific Concrete Cutters.
Temporary shoring on second level. Photo provided by Durwest Construction Management.
As part of the cosmetic enhancements to the school, much of the interior of the existing building has been gutted. The interior upgrades will include new drywall, fresh paint, two new staircases, new ceilings, and a brand-new art studio and kitchen facility. The northernmost portion of the building, which was added in 2010, will remain mostly as is and continue to serve as an automobile maintenance area. Sprinklers are being added to all floors and the school’s existing fire alarm system is being upgraded.
One of the more interesting aspects of the cosmetic improvements to the building is that most of its intricate masonry enve-
lope is being nearly 100 per cent salvaged, restored, and seismically upgraded. That means that the school’s signature clay and terracotta exterior will look much the same as it always has. In addition, all of the grout lines will be redone to reestablish their moisture resistance capability and water tightness.
“The terracotta is unique,” Miles explains. “You can’t just go to a lumber store and buy a new terracotta brick. Thankfully, we don’t need to replace many of them. It’s mostly cleaning, fixing, or replacing the broken ones.”
One of the biggest challenges with upgrading the building’s exterior was ensuring vibrations caused during demolitions did not cause any existing cracks to grow. Crack-monitoring gauges were used throughout the process to ensure that didn’t happen.
Pacific Concrete Cutters (PCC) is one of the many local contractors playing a key role in upgrading Vic High. In addition to slicing slabs for the reinforced walls and cutting the holes in the floors for the drag struts, its performing a significant portion of the work in the school’s basement including the installation of new footings that will support the foundation and prevent settling.
Josh Dubee, the company’s owner and general manager, says the below surface portion of the work posed a real challenge for his workers. Many of the areas were too tight to access with standard demolition equipment or presented a safety risk. As a result, PCC deployed a number of remote-controlled BROKK robots to conduct excavation and other demolition-related tasks.
“We use them on a lot of demo projects so we don’t risk injuring our guys. It’s almost like a video game,” he says. “It’s pretty amazing when you see it working. It works like a much bigger machine.”
Dubee says part of the reason his company wanted to be involved in the project was the challenge it presented. “Not only is it an older heritage building,” he says, “But it also posed some pretty tight timelines.”
Herold Engineering is the structural engineering firm of record for the project and was responsible for the analysis and design of
Interior work. Photos provided by Pacific Concrete Cutters.
the seismic upgrades to the existing school building and design of the new addition.
Kate Ulmer, a principal and senior structural engineer with Herold, says part of what made this project different from many of the other seismic upgrades her firm has been involved in was its scale, including the complete replacement of the building’s mechanical and electrical systems.
Ulmer says that the biggest challenge involved in the project was the unique nature of the existing structure and the fact it is an extremely heavy building, with walls measuring three to five wythe in thickness.
“This was challenging and careful work carried out under the heavy, brittle existing structure and required some creative collaboration between us, the contractor, and the geotechnical engineer to come up with safe methods of supporting the undermined structure,” she says.
When Victoria High School reopens to the public in 18 months, students, staff, and visitors will definitely notice some differences. Still, Miles thinks most of them will be pleased by the fact that the building’s exterior character will remain largely the same with some select interior areas true to vintage character.
“It will look quite new on the inside, but it won’t have a new look on the outside,” he says. “It won’t be a 2021-style building. It will be a cleaned-up 1910 building on the exterior and when they go inside everything will look clean and refreshed.” n
Nanaimo correctional centre challenges old norms
By Melanie Franner
Designed to promote change, connection, and healing, Nanaimo’s Correctional Centre Replacement Project is pushing the boundaries of the traditional correctional facilities. “I think this will be the first facility of this kind, certainly in Canada, and quite possibly North America,” says David Friesen, provincial director of capital for B.C. Corrections. “It will definitely stand out among provincial correctional facilities across the country.”
A paradigm shift
The $167 million project will feature a series of purpose-built spaces to offer unique programming and access to supports and services. “The spaces will be designed to bring the outside in,” says Friesen, adding that the design ensures an abundance of light, unobstructed views, the use of wood products in living spaces, and opportunities for resident to connect with nature throughout the site.”
The new 200-room facility will support open, medium, and secure individuals. It will include Vancouver Island’s first provincial custody unit for women and will maintain the 190-room capacity for male residents – enough space to meet the central and north Island’s needs for the next decade. The existing facility will remain
in operation throughout construction.
Modernized spaces for educational, vocational, certified trades, and rehabilitative programming will also be central to the new facility, along with specialized areas for food services, health care, and complex mental health needs.
Indigenous ties
The facility will also support responsive programming with First Nations; in particular, the Snuneymuxw and Snaw’Naw’As, on whose traditional territory it will be constructed.
Members have been able to provide input into the design, and the province has committed to work with the First Nations communities to identify apprenticeship, employment, and sub-contracting opportunities during construction.
In addition, the project will also in-
clude Indigenous infrastructure and art in key areas throughout the facility, developed and implemented with close collaboration with the Snuneymuxw and Snaw’Naw’As.
“B.C. Corrections has a long history of engaging and partnering with First Nations,” says Friesen, who notes ongoing work with Elders to introduce or re-introduce individuals to culture and community is a priority of B.C. Corrections.
In the works
B.C. Corrections awarded the designbuild Nanaimo Correctional Centre Replacement Project to Stuart Olson Construction Ltd. in January 2021, and preliminary site works began in the spring of 2021. “The design-builder established an on-site presence in early 2021 and completed a significant amount
Omicron provides real estate development, design and construction services throughout Vancouver Island. Recent projects have added services where needed most and created attractive residential properties. New large-scale projects, the James at Harbour Towers, the Marriott in Nanaimo and Allandale District in Colwood, provide services that enhance communities, strengthen local partnerships and provide employment opportunities.
The James at Harbour Towers
BC Hydro Nanaimo
Wildcat Industrial at Allandale District
Nanaimo Courtyard Marriott
Rendering by: Turner Fleischer Architects and PEG Companies
of site clearing, deconstruction, and major earth works throughout the summer and fall. Foundational concrete work is now underway” says Friesen.
The project will promote an energyefficient design which will see the facility reduce energy use to the lowest level among B.C. Corrections’ existing facili-
ties.
Construction is expected to be completed in the spring of 2024, at which time staff and residents will move into the new facility. The existing facility will then be deconstructed through the remainder of 2024.
“The next milestone on this project will
be the one-year anniversary of the start of construction,” says Friesen, who adds that the date is fast approaching.
During construction, the project is anticipated to create 650 direct and 275 indirect jobs, plus 100 spinoff jobs associated with spending by those workers.
A call for action
The Nanaimo Correctional Centre Replacement Project is set to redefine the standard for how its correctional centres are designed and constructed, and it plans to expand on the correctional practices used throughout the organization. “This facility is designed to safely promote change and healing,” says Friesen. “It’s recognizing that these spaces are temporary homes for its residents.”
According to Friesen, the average stay for individuals in custody is around three months. Approximately 60 per cent of those in provincial custody struggle with mental health and addiction challenges.
Advocating change
“We have a very short period of time to encourage change and to help make a difference,” he says.
With construction still in the preliminary stages, Nanaimo’s new Correctional Centre is already making waves. The de-
sign’s commitment to everything from materials to culture to the normalized environment in which residents are accommodated is set to redefine the traditional mindset to incarceration.
“We have received inquiries from all across the country and beyond,” says Friesen. “I think this speaks to our overarching call to re-imagine our correctional system.” n
Planting the seed of change Mass timber growing strong
By Melanie Franner
The new headquarters for Oakcrest Park Estates Ltd. is one of the latest projects on Vancouver Island to take advantage of
mass timber construction. This method of construction is gaining acceptance all across the world, with Natural Resources Canada identifying some 500 projects in
Canada alone in its recently released report: The State of Mass Timber in Canada in 2021.
Currently, the National Building Code of Canada (NBCC) limits the height of mass-timber high rises to 12 storeys, but evolving technology will see that surpassed in the very near future. Planning is already underway for the Canada Earth Tower in Vancouver. The 40-storey building will be a hybrid design that uses Cross Laminated Timber (CLT) on glulam posts and beams, along with a concrete podium. It could become the tallest mass timber structure in the world.
Beauty inside and out
The Oakcrest Park Estates headquarters is notable for its construction method, as well as its aesthetics. The timber post-and-beam superstructure offers three floors at 5,000 square feet each, set atop a semi-underground parkade. A sus-
The exterior of the Oakcrest Park Estates headquarters is a three-floor timber post-and-beam superstructure set atop a semi-underground parkade.
pended concrete slab with two concrete stairwells at each end of the building provide the main support for the mass timber building that sits atop.
“The use of mass timber construction allows for some very interesting design flexibility,” says Stewart Story, managing partner, Story Construction, the construction managers for the project. “In this case, the design incorporated a curved floor plate that provided an organic curvilinear feel to the building.”
The building used a combination of spruce CLT floor panels and fir glulam columns to provide a cozy wooden feel both inside and out. “The feedback we have received from people who walk through it is how comfortable it feels for a commercial office building,” says Story. “There’s a real warmth embodied in the solid wood interiors.”
One of the advantages inherent in mass timber construction is the design efficiency and flexibility – both of which are apparent in the Oakcrest Park Estates headquarters. Significant environmental and sustainability benefits are also well established, as is the speed of assembly.
From the ground up
Fabrication of the engineered panels and glulam beams for the new headquarters took place off site. Efficient installation required that the exact sequential pieces were delivered to the site at the right time.
“The building went up in seven days,” says Story, who adds that all the heavy lifting took place well before then. “It takes a huge team effort from the design and build teams in the pre-construction and pre-planning stages. The structure is essentially constructed offsite in a manufacturing facility. You need to precisely coordinate all of the variables, including in this case, getting it shipped across the province in the middle of winter.”
Assembly of the structure took seven days and crews managed to get the panel flying sequence down to six and a half minutes each.
Even with months of calculated preplanning, the installation team benefited from the hands-on learning curve. “We found that throughout the seven days of installation, our crew was achieving faster install sequences as they progressed,” says Story. “We were craning in 8’ x 40’ mass timber posts, beams, and panels that required rigging to the crane, flying into position, and then unhooking. Our crew managed to get this panel flying sequence down from 12 minutes to six and a half minutes each.”
Oceanview Mechanical Ltd. also experienced a bit of a learning curve on the project. The company was responsible for all the mechanical, including the plumbing, sheet metal, air ducting, controls, insulation, fire sprinklers, and air balance. Ryan Sanderson, project manager, Oceanview Mechanical, says the job took
250-475-8882
Wall & Ceiling Contractors
250-475-8882
250-475-8883
richard@wescor.ca
www.wescor.ca
250-475-8882
250-475-8883
richard@wescor.ca
www.wescor.ca
250-475-8883
richard@wescor.ca
www.wescor.ca
825 Viewfield Road Victoria, British Columbia Canada V9A 4V2
2813 Quesnel St. Victoria, British Columbia Canada V8T 4K2
825 Viewfield Road Victoria, British Columbia Canada V9A 4V2
about one year to complete. “It was a big job,” he says, adding that the mass timber method presented a need to rethink a couple of things. “Typically, the electrical and HVAC system are installed in the ceiling panels of the floor we are working on. This building used a heat recovery Mitsubishi VRF system, which creates very efficient heat transfer throughout the building and allows for simultaneous heating and cooling and flexible zoning
throughout the space. The raised-floor system used in this building meant that we had to install those services under the floor below and we had to use a variety of techniques to install and fasten mechanical equipment and piping.”
The company’s crew had to adapt from the mechanical engineered design to accommodate the floor’s inner grid system by working around obstacles, which proved difficult especially for the larger
duct work and equipment. The fire sprinkler system had many irregular angles and was piped to follow the walls to make the most aesthetically pleasing final result.
They also had to create a detailed schematic as they went along. “The floors were going to be covered, in this case with glued-down carpet,” says Sanderson. “So, we had to identify those items that would need to be accessed for regular maintenance – like each piece of equipment and valve – and mark down where they were located in the schematic.”
The raised-floor system similarly posed a challenge for the team at Amped Electrical Contracting, which was responsible for all of the electrical work on the project.
“Conventional construction methods typically have the capacity to run the conduit and cable in the ceiling,” says Esteban Torres, owner, Amped Electrical Contracting. “Mass timber can turn things upside down because of the raised floor system. It requires that the floor above essentially feed the floor below.”
Like others who worked on the Oakcrest Park Estates headquarters, Torres found that mass timber required a lot more coordination between the different stakeholders. But it was nothing that couldn’t be accommodated.
“Having done this mass timber project, we certainly feel comfortable in doing another,” he says. “It proved to be a very good experience for us.”
Reaping the rewards
The benefits of mass timber construction have been well documented. But perhaps a little less realized is the benefit to those who are fortunate to work on these types of projects. “It’s very rewarding to be able to drive by the building and be proud to have been involved,” says Torres.
Story expresses a similar sentiment, pointing out that many of his team are likewise struck by a sense of accomplishment. “It was a very exciting project for the crew to be involved in because they were instrumental in having it go up so quickly,” he says. “At Story we pride ourselves on taking on challenging architectural projects, and this end product is truly an amazing space to walk through. Everyone who worked on the project found it a very satisfying adventure – both during the installation and after.”
Mass timber required a lot more coordination between the different stakeholders. But it was nothing that couldn’t be accommodated.
Opportunity abounds
The State of Mass Timber in Canada in 2021 report shows that the interest in mass timber projects continues to grow. The report states that Canada is the world leader in building with wood. With bigger and taller buildings already in the planning stage within our borders, it seems that the potential of mass timber buildings is limited only by industry itself. n
Design - Install - Maintain
Strategic Mechanical provides new installations, repair and maintenance for residential and commercial plumbing, HVAC, refrigeration, sheet metal and fire protection on Vancouver Island and the Sunshine Coast.
100+ Years of Experience
Strategic Mechanical is the only stop you need when it comes to plumbing, HVAC, refrigeration, sheet metal or fire protection. From design assist to installation and maintenance, Strategic Mechanical can handle your projects complete mechanical needs. With over 100 years of experience in our office, we can find the most current and cost-effective materials and methods for you to build better and save money.
FortisBC’s got big rebates for new home construction
How do you build high-performance, energy-efficient homes that provide buyers with comfortable features and affordable ongoing energy costs? FortisBC’s New Home Program offers a solution. It provides rebates to builders and developers of detached and semi-detached homes when they incorporate high-efficiency natural gas space and/or water heating. But the process starts long before breaking ground. “It comes down to preplanning,” says Tanya Rumak, program manager for FortisBC’s New Home Program. “Once a home is under construction it’s very difficult to change its design to account for energy-efficiency improvements. That’s why we recommend you contact us early in the planning stages of a project. We’re here to help and we have solutions that’ll make it easier for you to meet your greenhouse gas intensity requirements,” she added.
The company has offered the New Home
Program since 2011, but in 2018, they aligned it with the BC Energy Step Code, an energy-efficiency performance standard that takes a whole home approach to maximize efficiency and minimize emissions. And in support of the Province of B.C.’s climate action targets, FortisBC has demonstrated that homes can achieve Step Code 3 and higher using natural gas. “Even better is that when a new home gets connected to our gas system it provides the homeowner with the option to choose carbon neutral renewable natural gas and potentially other low-carbon options we’re exploring, using our existing gas system,” said Rumak. The program provides versatility to builders as well, with two options—home performance Step Code rebates ranging from $3,000 to $10,000 per home, or highefficiency natural gas water heater rebates from $500 to $1,200 per home. The home performance option also offers an Integrated Design Process (IDP) rebate for builders pursuing Step Code 3 or higher
of up to $7,000 per home, to a maximum of $50,000 for multi-family developments. “The IDP is not common practice in residential construction, but we’ve seen how it can optimize the energy-efficiency of a home in the most cost-effective way,” says Rumak.
Additional rebates are also available for high-efficiency EnerChoice® natural gas fireplaces ($500), ENERGY STAR® gas dryers ($100), drain water heat recovery systems ($250), connected thermostats ($100), and energy advisor support ($800). To qualify for rebates under the New Home Program, applications must be submitted within six months of project completion or by December 31, 2022, whichever comes first.
Encouraging builders to build high-performance homes by offering rebates is just one of the many ways FortisBC is working toward its goal to reduce its customers’ greenhouse gas emissions by 30 per cent* by the year 2030. The initiative, called 30BY30, was launched in late 2019 and has already achieved an emission reduction of 420,000 tonnes of carbon dioxide equivalent (CO2e) and customers have reduced their natural gas use by more than one million gigajoules. That’s enough energy to heat more than 11,100 homes in B.C. for a year!
Before you get started on your next new home construction project, contact FortisBC’s energy solutions team on Vancouver Island by visiting fortisbc.com/energyteam. Your energy solutions manager will work with you to discuss the best options for your budget and the project and put you in touch with a certified energy advisor. For more details on the program visit fortisbc.com/newhomerebate.
That’s energy at work.
*From 2007 levels. n
When we all come together
HeroWork’s Radical Renovations
It’s a time marked with crisis in our region – housing shortage, mental health, and fatal drug use on top of a pandemic – but it has all served to
shine a light into those areas of society that have gone overlooked for too long. Since 2011, HeroWork has been a bright light in Victoria as they continue to fulfill their objective to rebuild organizations that rebuild communities.
HeroWork is a charity that transforms other charities through comprehensive renovations that enables charities to better serve their clients. They gather resources from the construction community in the form of time, expertise, funding, and inkind supplies to deliver two Radical Renovation projects each year.
In 2021, HeroWork - with its legion of volunteers - renovated facilities for the
Indigenous Perspectives Society and The Salvation Army Addictions & Rehabilitation Centre (ARC). All facility upgrades are designed to complement the important work and services that each of these organizations provide to a community in need.
The Salvation Army ARC
The Salvation Army ARC, on the corner of Johnston and Wharf Streets, was a project that completed in July 2021. It was the biggest project undertaken by HeroWork valued at $1.1 million.
The Salvation Army houses men who are struggling with addiction and poverty. They provide over 140 beds to clients in need along with addiction recovery, de-
The project involved updating the facility’s men’s lounge and renovating residential dormitories and emergency shelter allowing for an additional 12 beds.
tox programs, education, and vocational training. This facility required a substantial overhaul to its commercial kitchen and various repairs that would help increase their shelter capacity.
“The Salvation Army project was a hugely ambitious renovation,” says Trevor Botkin, executive director and project manager, HeroWork. “But the impact it makes on the community is absolutely massive.”
The organization serves 15,000 meals a month from a kitchen that had not been updated for 40 years. Crews performed a complete reconstruction of the large commercial kitchen, including new HVAC, electrical, and plumbing services, as well as installed state-of-the-art kitchen equipment into the professionally designed kitchen.
Crews redesigned, remediated, and rebuilt the food service area with a newly configured workflow to improve efficiency, allowing for a 20 per cent increase in production. They updated the facility’s men’s lounge and renovated their residential dormitories and emergency shelter allowing for an additional 12 beds.
“We had some incredible donors, suppliers, manufacturers, and tradespeople step up to help us get that job done,” says Botkin. “Given the pandemic, the shortage of trades in our city, and all the supply chain issues, the community stepped up for HeroWork and stepped up for The Salvation Army so that they can continue to provide their incredible services in a more functional way.”
White Cap Supply Canada offers two locations in Victoria to serve your construction and safety product requirements. From concrete chemicals and forming, tools and safety supplies to masonry, geosynthetics and more, visit us in two convenient Vancouver Island locations.
Crews installed state-of-the-art kitchen equipment into the professionally designed kitchen where The Salvation Army serves 15,000 meals per month.
The Indigenous Perspectives Society
The Indigenous Perspectives Society: Centre of Excellence in Community Education (IPS) is a not-for-profit social organization that provides support to Indigenous children, families, and communities. For over 25 years, IPS has offered training programs, information referral, and counseling support for members of foster caregiving communities throughout B.C.
The IPS building was originally a tool and die shop and then became a stationery
supply store, before IPS took it over. Creating more space and function was a goal for this project but updating the aesthetics of the building and introducing cultural relevance was of significant importance as well.
“Our first goal was to expand the training space by 35 per cent which equates for a capacity increase of an additional 50 people,” says Botkin. “This need is driven by demand from the public they serve and the many people who are requesting their services.”
To facilitate the creation of a larger training space, Botkin says crews had to demolish the main floor and move the washrooms and kitchen to the side of the building. They added additional washroom facilities, including accessible and gender-neutral stalls, and four breakout rooms. Crews installed new flooring, lighting, HVAC system, and replaced the outdated electric panel with two new modern panels.
They increased operational efficiency and sustainability by adding new insulation, redesigning the layout and flow of the workspaces, incorporating natural lighting, and adding exterior window shades on the face of the building to help regulate the temperature. They also addressed a common complaint that the temperature was unbalanced throughout the building by installing an additional rooftop air handler giving the new training space its own separate system.
During the process of a Radical Renovation, each organization leads the design process, while the HeroWork team offers
suggestions and provides options to help realize the vision.
“There was quite a bit of work to do between designers and trades working along with IPS to really make the building speak to the nature of the amazing work they do,” says Botkin. He says they brought in almost 4,000 square feet of cedar for various design elements and artwork for the interior and exterior of the building.
“We really wanted to add amazing ar-
chitectural features to the buildings that help celebrate Indigenous cultures,” says Paul Latour, CEO and founder of HeroWork. “From an impact perspective, when people walk onto the property and into the building there is a sense of culture and safety and a good sense of what’s taking place inside.”
Latour says that this year they had approximately 300 - 500 volunteers contributing to the projects with 4,500 volunteer
hours logged overall. “The great work that they did not only for their companies, but for the community shows Victoria has certainly stepped up under challenging circumstances to empower these builds to happen.”
The members of HeroWork were recently honoured by IPS with an Indigenous Blanket Ceremony. “It was very special, very profound, and quite meaningful,” says Latour. “It is a blessing and a
The Indigenous Perspectives Society facility now has increased training spaces, updated service areas, and it reflects a sense of culture and safety.
privilege to be able to renew a building for an Indigenous organization at this time in our history. Our hope is that by mobilizing all of these community resources together to create this legacy of renewal, we can somehow help to foster the road to reconciliation. This is an important theme to this project, and it is an example of what can be done when we all come together.”
The next Radical Renovation is planned for the spring at the Cool-Aid Society’s Community Centre on Pandora Avenue. For more information, visit Victoria.herowork.com.
VICA Members who participated in 2021’s Radical Renovations
• Andrew Sheret Limited
• Associated Sheet Metal Products Ltd.
• Bricklok Surfacing & Landscaping
• Butler Concrete & Aggregate Ltd.
• Camosun College Women in The Trades
• City of Langford
• Durwest Construction Management Inc.
• ECCO Supply
• EH Price Limited
• Emco Corporation
• Farmer Construction Ltd.
• Flynn Canada Ltd.
• Island Floor Centre Ltd.
• J. Lee Diamond Drilling Ltd.
• Lewis Sheet Metal Ltd.
• M. Griffin Ltd.
• M’Akola Housing Society
• Mayco Mix Ltd. (Division of LeHigh Hanson Materials Ltd.)
• Playsted Sheet Metal
• Pomerleau Inc.
• RJC Engineers
• Redline Glass Ltd.
• RemovAll Remediation Services Ltd.
• Strong Construction Group
• Thomis Electric Ltd.
• Trades Labour Corporation
• TriCity Finishing
• Vancouver Island Construction Association
• VICA – Construct Your Future Program
• Victaulic
• WSP Canada Inc.
• WestShore Chamber of Commerce. n
Supporting mental health in the construction industry
Arthur Chung, CEO, BCCA Employee Benefits Trust
The British Columbia Construction Association Employee Benefit Trust (BCCA EBT) says it’s about time that the importance of maintaining mental health is as amplified as maintaining physical health.
Over 53 years ago, the British Columbia Construction Association (BCCA) established the BCCA EBT. According to Arthur Chung, chief executive officer of the Trust, the initiative was started by a group of business owners who wanted to provide coverage to employees that weren’t on a union benefits plan. As a result, they created a fund that paid out health expenses incurred by those employees and their families.
“For the past 12 years, we’ve self-administered the plan for the BCCA and
regional construction associations, such as the Vancouver Island Construction Association (VICA),” says Chung. “We administer health, dental, and pooled benefits, which are group life insurance, accidental death, critical illness, and disability.”
Chung says the goal of the Trust is to encourage employers to look at benefits as a necessary part of the total compensation package for employees to stay healthy and productive – not as a perk of the job or a cost. It is the employer’s responsibility to ensure employees’ mental and physical health are looked after, and the BCCA EBT helps employers do that. For example, when the COVID-19 pandemic started in early 2020, the Trust anticipated, and later confirmed, that it would cause a lot of stress. So, they
quickly determined that they needed to increase and promote access to their mental health supports.
One significant change the Trust made was temporarily increasing the psychology benefit limits on their plans. The average benefits plan allows psychology benefits from $300 to $500 per year, but the Trust bumped it up – with no cost to the employer or employees – to $2,000 per year. That’s almost four times the original allowance.
“That’s a number we are flexible with,” Chung says. “If we see claims where people are starting to pay out of pocket, we’ll adjust it. It’s not a fixed support we are providing at this point.”
Another initiative the Trust put forth is access to therapy via a partnership with MindBeacon, which offers internet-
based cognitive behavioural therapy (iCBT). However, they are doing things differently than most benefits providers. Normally, when one visits a mental health professional, they pay per visit and are reimbursed after submitting the claim to their benefits plan. With the MindBeacon partnership, the BCCA EBT removed the hurdle of employees having to pay out-of-pocket and have seen an increase in usage of therapy.
“Whether they need three sessions or 10, it will be a one-time cost born by the Trust,” Chung says. “The employer or employee doesn’t have to pay a penny for that access.”
Further, the Trust’s communications and marketing department provides ongoing mental health education and awareness of resources such as their employee and family assistance plan. The program is accessible for all employees and members of their households – not just their dependents. Chung says plenty of employees are in situations where they live in multigenerational and/or multi-family households. The Trust recognizes and does their best to support varying family units.
The Trust also sponsors webinars put forward by VICA, BCCA, and other regional construction associations.
Chung says that many people feel uncomfortable asking for help. That is why the Trust wants to be part of the solution by helping employers and employees easily access the resources they offer.
“VICA has been very productive and involved,” Chung says, adding that the mental health mission began with the Builders Code established three years ago. The Code started as a way to increase diversity and the presence of women in construction, but quickly grew into discussions about mental health, bullying, and workplace harassment.
Although the Trust started offering these initiatives during COVID-19, they know the need for mental health supports will be a lifelong requirement. According to the Canadian Health and Life Insurance Association, mental health claims have gone up 24 per cent at the end of 2020, which represents over $420 million across the country.
“In many ways, the industry sees this as a positive thing, because more people are seeking help,” Chung says. “Especially in construction – we are always encouraging people to access the plan and get access to the care and help they need.”
For more information about BCCA EBT benefit plans, visit bccabenefits.ca. n
Build a stronger construction business with cloud accounting and financial automation
By Dallas MacCorquodale, CPA, MNP LLP
The basics of accounting haven’t changed in centuries: you still need to reconcile incoming numbers with outgoing numbers. Even today, this can be time consuming, requiring you to sift through paperwork, input data, chase down invoices, and finish payrolls.
But technology has changed the conversation about how accounts are recorded, from paper ledgers to computerized spreadsheets to today’s cloud accounting and bookkeeping solutions. What makes cloud accounting different and more effective than ledgers and software is the ability to interconnect with other systems.
Moving your accounting system into the cloud enables seamless sharing of financial information with your external accountant, your finance team, and other interested parties from any internet connection. It also makes your operations more efficient and effective by breaking down information and system silos.
Payroll, accounting, project management, and sales teams historically work under separate systems used independent of the other. This created duplication and a higher probability of errors in your data. Now data can be shared across teams, resulting in increased collaboration, better information, and minimal duplication.
Using data to build a better business
Work smarter, not harder. This is a
“ “
Work smarter, not harder” is a common phrase in the construction industry — and it applies to financial management as well.
common phrase in the construction industry, and it applies to financial management as well: automation is at the heart of cloud accounting. By connecting systems such as your payroll, bank account, and project management software, cloudaccounting systems allow significant automation of tedious, time-intensive tasks.
While automated functions save you time to focus on growing your business, you still control the approval process. Automated programs such as MNP’s ease accounting and bookkeeping solution enable business owners to establish key points such as setting approval limits, timing, other signatories, and multi-factor authentication.
Cloud accounting and bookkeeping platforms also can help you identify opportunities for improvement. By using the insights delivered by the platforms, you can plan your cash flow better. For example, you can use the data to see how long it takes for receivables to be paid by certain customers and better understand what cash flow might look like – and time payments accordingly.
In conclusion
By modernizing a company’s financial and operational systems, construction companies save their financial staff time, which they can use to supply better insight into projects, trends, and company key performance indicators to provide tangible value to the company - rather than having them worry about just getting the information into all the various systems correctly.
These new opportunities can help you run your business more effectively, saving time and contributing to your bottom line.
Dallas MacCorquodale, CPA, is a member of MNP’s Real Estate and Construction team in Nanaimo. Dallas’ services include cloud-accounting implementations, financial process improvement consulting, and forward-looking corporate and personal tax planning and compliance. To learn more, contact Dallas at 250.734.4360 or dallas.maccorquodale@mnp.ca. n
Born and raised in Nanaimo, Dallas is the kind of accountant who takes getting to know his clients seriously so he can truly help them succeed. But this analytical problem solver’s career didn’t start out with numbers.
Did you always want to become an accountant?
No. I started my adult life in the military, where I worked in the Communications division with radio, satellites and crypto systems. I spent 12 years in active duty, including time in the Middle East. I decided to go back to school and became interested in accounting. It’s very structured, and involves problem solving and figuring out the best solution for people, which I enjoy.
What is your role with MNP?
I’m a business advisor who works with private enterprises. Most of my clients are in the real estate and construction industry — developers, builders, sub-trade contractors. I also work a lot with people who have personal real estate tax problems because they are subdividing land, have multiple rental properties, or have some sort of complex real estate tax issue. My other area of focus is on technological solutions. I can help implement new paperless cloud accounting solutions, and help clients put information into the system in a way that gives them actionable insights into their business.
What’s the common thread that runs through your clients?
The common thread is around business and succession planning: clients have a vision in mind on where they want their business to be or how they want it to grow but may not know how to execute on that vision. My job is often to help them understand the phases and lifecycles of a business and the steps they need to take to make their vision a reality.
How do you approach a client conversation?
On the first visit, I approach it as a doctor seeing a first-time patient. I ask a lot of questions, and some might seem invasive or not pertinent. But if I don’t have the full picture of what’s going on, I can’t diagnose the
Meet Dallas MacCorquodale, Business Advisor, Real Estate and Construction at MNP
problem and arrive at a solution. Once I have the big picture, I can look for opportunities the client might not even realize are possible, and we can go from there.
What’s the number one piece of advice you’re giving clients right now?
Keep focusing on where you’re going and planning how you’re going to get there. The economy is hot right now and businesses are growing, but it’s stressful growth because they’re understaffed. Many clients are just homed in on keeping it going. But it is still important to take a step back when you can and put your focus on the bigger picture.
What do you do when not working?
I enjoy the outdoors, whether I’m out for a walk, snowboarding, kayaking or hiking. And I’m a big movie buff.
What is the best thing about living in Nanaimo?
Nanaimo has everything you could want in a town. It has tons of outdoor activities, all the shopping you could want, and it’s a hop, skip and jump from Vancouver and Victoria. It has all the best facets of life. That’s why it’s growing so much!
To learn more about our Real Estate and Construction services and how MNP can help you, contact Dallas MacCorquodale at 250.734.4360 or dallas.maccorquodale@mnp.ca.
“My job is often to help clients understand the lifecycles of a business and the steps they need to take to make their vision a reality.”
– Dallas MacCorquodale, CPA
Scan the code to watch Dallas’ video profile.
ALL
IN
ONE CONVENIENT LOCATION
• High Grade Clear Softwoods • Western Red Cedar • Douglas Fir • Yellow Cypress • Kiln Drying • Moulder Profiles • Pre-Staining • Delivered To Your Site • Fire Treating – Class A Non Toxic CAN/ ULC-S102-10 l Astm E2768-11-30
Photo Credit: Martin Knowles Photo Media
Nanaimo Cruise Ship Terminal, Nanaimo
Photo Credit: Architects: LTA
Photographer: Dr. Roman Trubka
The tender process, memorandums of understanding, and letters of intent
How an enforceable construction contract can (unexpectedly) arise
By Tyler Galbraith, Jenkins Marzban Logan LLP
Abinding contract requires a meeting of the minds. Determining whether there has been a true meeting of the minds is not a question of merely identifying the subjective beliefs or expectations of the parties. The test for determining whether the parties formed the necessary consensus is an objective one, requiring a consideration of the outward expressions of the intent of the parties. In the construction context, the fact that the parties have agreed to work together on a building project is not, in and of itself, enough to create a legally enforceable contract; however, there is ample authority for
1/4 Page Vertical Ad - 3.375” x 4.625”
When it comes to complex construction issues, it helps to have experience on your side.
the proposition once there is agreement as to the nature of the construction, the timeline for completion, and the price there is an enforceable agreement. Accordingly, where each of these requirements exist, a construction contract may be formed unbeknownst to the parties and irrespective of whether a formal agreement has been signed.
A construction contract may be formed by operation of the tender process itself. Under the law of tender, a call for tenders constitutes an offer by the owner to consider the bids it receives and to enter into a construction contract to complete the work where a bid is accepted. A bidder accepts that offer by submitting a bid that complies with the requirements set out in the tender documents. However, a bid also constitutes an offer by a bidder to enter into Contract B (i.e. the construction contract) with the owner. Where a bid is accepted by an owner Contract B arises, the terms and conditions of which are contained the bid documents. In these circumstances, and subject to the terms and conditions of the bid documents, once the owner accepts a bid, Contract B is formed between the parties without the necessity of executing a formal agreement.
After bids have been received and reviewed, it is not uncommon for a bidder to receive a letter of intent from an owner advising that the bidder was successful, and the owner intends to enter into a construction contract with the bidder. The letter of intent may also provide the agreed price, scope of work and schedule, contain directions for the successful bidder to proceed with planning, mobilization and procurement, and request certain documentation like insurance certificates and WorkSafe BC clearance letters. Depending on its wording, the letter of intent may constitute acceptance of a bid thereby forming Contract B under tender law or may form the basis of a construction contract itself where it contains agreement as to the nature of the construction, the timeline for completion, and the price. This is true even where the letter of intent provides for the subsequent issuance of a construction contract.
Similarly, parties may enter into a memorandum of understanding setting out their understanding regarding the pursuit of
a particular project or the performance of certain work. While “an agreement to agree” is not an enforceable contract, and neither is a list of guiding principles to be negotiated into specific rights and obligations, if the parties have agreed on all essential terms (i.e. the nature of the construction, the timeline for completion, and the price) and merely intend to incorporate those terms into a future formal agreement, there may be an enforceable agreement. On this point, the fact that a memorandum of understanding (or letter of intent) contemplates the execution of a subsequent construction contract is not determinative of the existence or absence of a binding construction contract. The question is whether the execution of a future construction contract is a condition precedent to there being an enforceable contract or merely an expression of the parties’ intention regarding how the transaction will be carried out. What is clear is that the mutual assent of the parties essential to the formation of a construction contract is determined objectively, not based on the subjective belief or understanding of the parties. As can be imagined, there are significant legal and practical consequences that flow from the subjectively unintended formation of a construction contract for all involved. It is therefore imperative that the parties express themselves clearly and unambiguously in their tender documents, letters of intent and memorandums of understanding in order to reduce or eliminate the risk of whether or not an enforceable construction contract has been formed. n
A Leaky Roof Lets In More Than Just Rain
New lease on life Search and Rescue headquarters get a complete makeover
By Jim Timlick
Alongtime fixture of Fourth Street in Nanaimo recently received a new lease on life – and that could go a long way in helping the life-saving efforts of a local volunteer-run organization.
In November, work was completed on a $2.4 million upgrade to Nanaimo Search and Rescue (SAR) headquarters on Fourth Street. The overhaul was jointly funded by the City of Nanaimo and SAR through an anonymous donation made to the organization.
The SAR building was constructed in
the 1950s and originally served as a firehall before it was converted in the 1970s when it became home to the Harewood Activity Centre. SAR moved into the building about eight years ago and shared space with other tenants until signing a 25-year lease with the city three years ago for exclusive use of the facility beginning in 2020.
Although the building remained structurally sound, the renovations were required to bring it up to date with current provincial building codes. Much of the work involved bringing the structure in line with the province’s latest seismic
building requirements. In addition, a new sprinkler system, back-up generator, fire alarm, exterior overhead doors, and ventilation system were added.
As part of the seismic improvements, the exterior of the building had to be taken back to bare concrete or concrete blocks. In these areas, steel strapping was installed to reinforce it. In areas constructed of wood, structural steel members were added on the exterior of the building to provide the required structural reinforcement.
“While it’s very pretty and it makes the outside of the building look very lovely as it’s part of our architectural detailing, it actually serves as an exoskeleton for the building,” says Donna Hais, CEO and general manager of R.W. Wall Contracting, which served as the project manager for the project.
The roof of the building’s upper truck bay was also seismically reinforced by installing a shear wall. Additionally, holddown anchors had to be installed in order for the truck bay doors, which had been fixed shut, to be reopened. A rope tower that ran from the main floor to the ceil-
The renovated facility came in under budget and almost a full year ahead of schedule.
Built in the 1950s, the Nanaimo SAR facility before its $24-million upgrade.
ing also had to be reduced and seismically upgraded.
Hais says one of the most challenging aspects of the seismic upgrades was having to fill some of the hollow concrete blocks that were used in the original construction. Since most of the blocks were staggered, that made filling them with freshly poured concrete difficult.
The inside of the building had to be gutted essentially. All new floors, including non-slip epoxy floors in the truck bays, were installed as well as new drywall. New windows, LED lighting, several offices, kitchen, and training area were also added.
Hais says that the building is unrecognizable from it’s pre-renovation condition. The only remaining familiar feature is the wheelchair ramp near the front of the structure. “It was kind of like building a new building but working around a skeleton that was already there. Everything looks brand new,” she says.
Although working around such an old structure can often be difficult, Hais says that wasn’t the case with the SAR building. In fact, her company and its team of contractors were pleased with how well it had stood the test of time. There was very little rot to deal with and the original roof was built so well it required only minor repairs.
Nanaimo-based DenMar Electric served as the electrical contractor on the project and was responsible for installing all of the building’s new electrical systems including the generator, data and phone outlets, lighting, and power.
Darren Hodgson, a project manager with DenMar, says the biggest challenge for his crew was incorporating much of the existing wiring into the new wiring layout plan. “Tracing out wiring in existing drywalled walls is never an easy task,” he says, adding that designing conduit runs around multiple structural beams also proved challenging.
It’s worth noting the SAR building upgrades came in slightly under budget and almost a full year ahead of schedule. The city fast-tracked its share of funding for the project, which meant all of the work
had to be completed at the same time rather than in two phases as originally planned.
“It meant we had to stack phase two on top of phase one and get it done in the same timeframe,” says Hais, who is also the current board chair for the Nanaimo Port Authority. “It was challenging but it just proves how great things can happen when everybody works together.”
The timing of the upgrades could not have been better. Nanaimo and some of
the neighbouring communities this SAR chapter serves are growing as are the demands for its services, with between 50 and 60 calls for assistance in a typical year. Hais says the enhancements to its homebase will allow SAR to offer more on-site training to its members and allow them to store all rescue vehicles in one location rather than throughout the community as it had to before. Most importantly, she adds, it should lead to improved response times in the region. n
Know what’s below.
BE AN INDUSTRY LEADER
Stay on time and on budget by requiring the use of BC 1 Call before your team breaks ground. Build BC 1 Call into all your construction project plans.
Visit bc1c.ca/industryleaders
2022 VICA Course Calendar
VICA is proud to provide essential skills training for the construction industry that allows members to GROW, LEARN, CONNECT, and SAVE while boosting bidding, leadership, technical, safety, and fundamental skillsets.
February
CCDC 5A/5B: Construction Management Keys to Success Live, ONLINE 18-Feb-2022 to 24-Feb-2022
Project Management
LIVE, ONLINE Training 22-Feb-2022 to 25-Feb-2022
Effective Construction Meetings & Meeting Minutes
LIVE, ONLINE Training 22-Feb-2022
Subcontractors’ Guide to Lean Construction LIVE, ONLINE Training 23-Feb-2022
CCA 1 – 2021 Changes | Live, ONLINE 23-Feb-2022
Project Close-Out LIVE, ONLINE Training 23-Feb-2022 to 24-Feb-2022
Bonding & Insurance Basics LIVE, ONLINE Training 24-Feb-2022
March
Managing Change in Construction LIVE, ONLINE Training 1-Mar-2022
Bluebeam Revu: Basics LIVE, ONLINE Training 1-Mar-2022 to 2-Mar-2022
Responding Successfully to RFPs LIVE, ONLINE Training 1-Mar-2022 to 3-Mar-2022
CCDC2-2020: Significant Changes & What They Mean for You | Live, ONLINE 2-Mar-2022
Construction Drawings 101 LIVE, ONLINE Training 2-Mar-2022
CCDC 5A/5B: Construction Management Keys to Success | Live, ONLINE 16-Jun-2022 to 23-Jun-2022
Construction Estimating LIVE, ONLINE Training 20-Jun-2022 to 23-Jun-2022
Project Management
LIVE, ONLINE Training
27-Jun-2022 to 30-Jun-2022
Construction Industry Ethics
LIVE, ONLINE Training 25-Jul-2022 to 28-Jul-2022 to LIVE, Online
212,800
$62,398
VICA’s Harm Reduction program
It seems that everyone you speak to has a story, knows of someone, or has firsthand experience with the illicit drug poisoning epidemic which has plagued British Columbia since 2016. Since the onset of the COVID-19 pandemic, drug toxicity deaths have skyrocketed, with 2021 setting a record number of deaths. Many industries across the province have had to come to grips with this grim reality, the construction sector included.
According to the B.C. Coroner, where employment history was known, nearly 20 per cent of those who died of toxic drug poisoning between August 2017 and July 2021, were employed in trades, transport, or equipment operation. To combat the growing numbers of drug poisoning deaths, the Vancouver Island Construction Association (VICA), in partnership with Island Health, developed the Tailgate Toolkit harm reduction initiative.
After running successful harm reduction workshops with Island Health in 2018, VICA was approached by Island Health again in 2020 to develop an industry-specific harm reduction program for the construction/trades in response to the growing number of overdose/drug poisoning events.
“Our industry was at a crossroads”, says Rory Kulmala, VICA CEO. “This was clearly a problem that was affecting our sector. This epidemic was becoming too large to simply stick our heads in the sand and pretend it wasn’t affecting us.”
After an extensive stakeholder engagement process, as well as input for the Tailgate Toolkit Project Steering Committee, the Tailgate Toolkit Project took shape in 2021, consisting of four pillars: On-site Toolbox Talks, Supervisory Training, industry support group, and region-specific resource guides for employees and employers.
“By developing an industry-specific program, we hoped to make the content
relevant and relatable for our audience, with the end goal of fostering an environment where anyone struggling with substance use is able to discuss it without fear of stigma,” says Kulmala.
Colby Young, the program lead for the Tailgate Toolkit, is aware of the knowledge gap which the program fills. “When we begin a talk there is always some awkwardness among the crew, but as the talk goes on, we have participants share their experience or approach us after and ask us questions about supports or resources,” he says. “At least one person in every group knows someone who has died
from drug poisoning or has someone in their life who could benefit from what the program delivers – that really underlines the importance of our work.”
Since September of 2021, Tailgate staff have delivered over 30 on-site/virtual toolbox talks across Vancouver Island to over 400 participants, as well as multiple supervisory training sessions.
In January, the program was awarded a near $1 million grant from the Ministry of Mental Health & Additions to expand the program provincially. With the new funding, the Tailgate Toolkit will host additional coordinators in Victoria, Van-
couver, and Kelowna with a mandate to serve the entire province.
“This new funding will enable us to reach new audiences throughout the province, leveraging the relationships we’ve built with our fellow regional construction associations and the support of the B.C. Construction Association,” says Kulmala. “We are continuing to work toward an industry that is healthy, safe, and inclusive, and we feel that the Tailgate Toolkit will help achieve that goal.”
For more information about the Tailgate Toolkit harm reduction initiative, visit www.thetailgatetoolkit.ca. n
New perspectives at the table UVic Student Housing and Dining Project
By Jason Syvixay
Construction of the new student housing and dining facilities at the University of Victoria is the largest project UVic has undertaken. It’s also a project that Chris Hurley is excited to be working on. Hurley, a lead foreman of Houle Electric, says that in his 12 years with the company, this project is a tremendous opportunity to innovate and collaborate with many different trades and tradespeople. “We stepped up our game,” he says. “It’s great to be part of such a high-profile, technical project. When you come together for a big job like this, you have to collaborate to make it successful.”
The UVic Student Housing and Dining Project includes two new buildings totalling 345,620 square feet of new space, and it will include conference facilities and two 225-seat tiered classrooms in addition to food services and student housing. The housing facility will add 621 new beds for students currently living off campus
and the new dining facility will have an increased serving capacity of 8,700 meals per day.
Houle Electric, the lead electrical contractors for the project, have been providing their services and expertise across B.C. for over 75 years. The company’s Project Planning Services (PPS) team works to support projects with improved scheduling and installation planning. For the UVic Student Housing and Dining project, the PPS team is proactively identifying challenges and solutions including the use of prefabrication and layout drawing coordination.
Collaborating with other trades, the PPS team creates pin-point accurate layout drawings for identifying complex in-slab design – streamlining the installation process on site. With up to 10,000 feet of PVC conduit installed per floor, these drawings have proved to be an incredible asset.
Hurley attributes the high-profile nature and sustainability values of the proj-
ect as the driving forces to what is a truly integrated multi-trade collaboration, with many partners all working toward the same end goal — to construct one of the largest Passive House projects in Canada. Passive House is a standard for energy efficiency, a method to reduce a building’s ecological footprint.
“It’s a race to the top,” said Rochelle Crowley, a project coordinator with Houle. “Passive Houses are becoming the new standard. They are good for the environment, cost-effective to run in the long-term, and designed to last a very long time.”
Its design is oriented toward community living with diverse spaces for gathering and connection. It is rooted in a sustainability goal of meeting LEED® (Leadership in Energy and Environmental Design) v4 Gold and Passive House standards — considered the most rigorous standards for curbing greenhouse gas emissions and decarbonizing buildings.
“With the construction of the acclaimed University of Victoria student residences, Canadian companies such as Houle are demonstrating world-class expertise and leadership as they meet the challenges of building to the low carbon Passive House standard,” says Chris Ballard, CEO at Passive House Canada. “As the low-carbon Passive House standard becomes more prevalent in building, Canadian companies with experience in Passive House building will be well positioned for new business opportunities. Building to the Passive House standard is not rocket science, but it is building science and it does require some special knowledge.”
The Student Housing and Dining Project will also decarbonize through a variety of features, including use of mass timber, kitchen electrification, and heat recovery. The commercial kitchen accounts for a significant amount of the building’s energy use, so it has been designed to be considerably more energy efficient than a conventional kitchen.
“Because the building is all about reducing its carbon footprint, there is a focus on electrification,” says Hurley. Houle’s provision of electrical, security, communications, building automation, and audio-visual solutions includes the installation of one of the largest PHIcertified commercial kitchens to date, which is estimated to decrease projected greenhouse gas emissions for one of the
buildings by 83 per cent.
The Student Housing and Dining Project began construction in January of 2020, with staggered construction continuing until early 2023. Students are expected to move into the first building in September of 2022.
For updates on the project, visit www. uvic.ca/campusplanning/current-projects/new-student-housing/. n
It’s your business. You’ve nurtured it, grown it and made it successful - congratulations! Now there are even bigger opportunities ahead, but are you ready? Using
The operating principle of “Good Faith” in construction contracts
By Adrienne Atherton and Marcela Ouatu
In 2014, the Supreme Court of Canada (SCC) ruled in Bhasin v Hrynew that the parties to a contract must perform their obligations and exercise their rights under a contract in good faith. This is a “big picture” concept, but can have very real implications when a dispute arises. The SCC recently provided guidance on what this duty means for those involved in contract administration.
Per Bhasin, once parties are bound to a contract, the common law imposes a duty to perform contractual obligations honestly. This duty is not an implied contractual term, but applies as a general doctrine irrespective of parties’ intentions. This duty of honest performance requires that each party to the contract: (1) act honestly; (2) have regard to the legitimate con-
tractual interests of the other parties; and (3) not act in a manner which is arbitrary, capricious or intended to cause harm to the other party. That said, the duty does not require a party to sacrifice its own self-interest.
Recently, the SCC issued two further judgments that provide further guidance on the application of this principle.
In C.M. Callow Inc. v Zollinger, CM Callow Inc. (Callow) and a group of condominium corporations (Baycrest) were parties to a two-year winter maintenance contract (the “Winter Contract”) and a separate summer services contract (the “Summer Contract”). The Winter Contract allowed Baycrest to terminate the contract for convenience upon giving 10days written notice. During the first year
of the Winter Contract, Baycrest decided to terminate it, but delayed informing Callow to avoid jeopardizing the performance of the Summer Contract. Based on discussions with Baycrest, Callow was under the impression that Baycrest was likely to renew the Winter Contract. To incentivize Baycrest to renew the Winter Contract, Callow performed work outside of the Summer Contract free of charge. Baycrest was aware of Callow’s mistaken belief but did nothing to correct it. In the fall, Baycrest gave Callow the requisite notice of its termination of the Winter Contract.
According to the SCC, while parties to a contract can provide for unfettered rights to terminate, such a right must be exercised in keeping with the duty to act
honestly, which requires the party to refrain from lying or otherwise knowingly misleading the counterparty about matters directly linked to the performance of the contract. The SCC held that, while there was no positive duty to disclose its intentions, Baycrest breached its duty of honest performance because it deceived Callow through active communications and failed to correct Callow’s misapprehension.
In Wastech Services Ltd. v Greater Vancouver Sewerage and Drainage District, Wastech Services Ltd. (Wastech) and the Greater Vancouver Sewerage and Drainage District (Metro) entered into a longterm contract regarding the transportation of waste. Wastech was to be paid a reduced rate for the transportation of the waste to two of the three waste facilities contemplated by the contract. Metro had absolute contractual discretion in determining the minimum amount of waste to be transported to the facility with the regular rate. In 2010, in order to reduce its costs, Metro made an allocation decision that significantly reduced Wastech’s profits under the contract.
The SCC noted that the duty to exercise contractual discretion requires that the parties exercise the discretion reasonably, meaning that the exercise of discretion must be connected to the purpose for which it was granted to the party enjoying it. The SCC emphasized that the duty of loyalty is not to the other party, but to the bargain. The SCC held Metro did not breach its duty of good faith because the purpose of Metro’s discretionary power was to secure flexibility to account for variable factors (e.g. waste volumes, operating costs, capacity) in order to maximize efficiency and reduce costs, and it was found that Metro exercised its discretion in line with that purpose.
Takeaways
• Act honestly and not capriciously or arbitrarily;
• Be careful to avoid making misleading, erroneous, or false statements;
• Act consistently with the purpose for which the contractual discretion or right was granted.
About
Adrienne Atherton (adrienne@civiclegal.ca) is a partner and Marcela Ouatu (marcela@civiclegal.ca) is an associate at
Civic Legal LLP, a British Columbia law firm with expertise in local government law, land development, construction, procurement and complex contract matters. Adrienne is a Canadian Bar Association Practice Advisory panelist in Civil Litigation, Construction Law, Municipal Law and Administrative Law. n
COHO COMMUNICATIONS LTD
anything is possible
• Over 30 Years of Expert Installations and Service
• Intercom/Telephone Access Specialist
• Commercial Sound Systems
• CCTV
• Security Cameras
• Card Access
947 Walfred Road | Victoria, British Columbia Email cohocom@shaw.ca | Call 250-474-2214
250.479.8283 // donmann.com
4098 Lochside Drive, Victoria, BC V8X 2C8
GOLD SEAL CERTIFICATION –Your tool to nurture your top talent
By Chanel Roberts, Manager, Education and Gold Seal Certification Program, Canadian Construction Association
The Canadian Construction Association’s (CCA) Gold Seal Certification program can help your company attract, grow, and retain top talent. Through competency assessments, professional development, and continued mentorship, this professional certification program is focused on helping the industry achieve excellence through education, training, and skills development.
Use competency assessments to nurture talent
Many great foreman, estimators, project managers, safety practitioners, and superintendents start in a different role and
move up the chain over the years. It is important to have a formal framework to identify talent, discuss future opportunities, and chart a learning and mentoring path for progression.
Gold Seal’s competency assessments, which form the heart of its program, can help guide the growth of the skills of your workforce. The assessments define the knowledge, skills, and abilities that construction professionals working in Gold Seal designations should possess regardless of company field, size, or geography.
“One of the great things about competency assessments is that they can be used for much more than Gold Seal exam preparation,” says Alistair Robertson of Learning Forty-Two, an adult
learning and development specialist who led the most recent update of Gold Seal designations and exams. “HR departments, managers, and employees can use them to help identify areas for ongoing skill development through relevant training or other learning opportunities. The competencies themselves can even be used to help hire new and evaluate existing employees.”
Lunch ’n’ Learns are helpful tools to get employees excited about Gold Seal. CCA organizes a public information webinar each month and can also deliver one tailored to your company or group.
Getting your project recognized as a Gold Seal project is also a great way to get all eligible jobsite staff certified, subtrades included, and gain visibility for your commitment to professional development.
Get the best people for the job
Including information on Gold Seal Certification in your website’s careers section and in job postings can benefit your company in many ways. Having a clearly defined and articulated way of growing talent and investing in professional development is a big perk for applicants and can help differentiate your company from the competition. By asking for certification in job postings or by listing it as an asset, you can showcase your appreciation of professionalism and your support of professional development.
Prevent the brain drain
According to the job site Indeed, “no room to grow” is the top reason why people leave their jobs. Knowing that your employer invests in their staff is a strong motivator.
Establishing a mentoring program where Gold Seal Certified staff members help those who are just starting on their process is a great idea. Some companies have appointed an admin, HR, or training contact to assist with applications.
Celebrating success
When your staff members receive their GSC, that’s cause for celebration! Some ways that employers can mark this occasion include framed certificate presentations and newsletter, website, or social media announcements. Some companies also proudly display their employees’ GSC certificates on a special wall.
Learning does not stop at GSC. We have a growing number of Gold Seal Certified professionals with two or three GSCs in different designations as they have moved from one certifiable designation to another. There is also the renewable Professional, Gold Seal Certified (P.GSC) credential whereby enrolled GSCs must demonstrate having worked in their designation for a minimum of 2,000 hours and earned 30 credits worth of updated activities every two years.
To learn more about Gold Seal Certification, visit our website at ccaacc.com/workforce-excellence/gold-seal or contact our staff at goldseal@cca-acc.com. n
“Seasons greetings from the team at MEC Projects. Thank you for all your support throughout the years”
Construction insurance –State of the Union
By Wilson M. Beck Insurance (Victoria) Inc.
Insurance has always been important. However, with the rapidly changing global insurance market, expertise in insurance has never been more important. This is particularly true when it comes to construction insurance.
Construction is the backbone of the Canadian economy. It has seen significant growth over the last several years, even with the challenges created by COVID-19. The Canadian Construction Association advises that construction employs over 1.4 million people in Canada and generates about $141 billion to the economy annually, accounting for 7.5 per cent of Canada’s gross domestic product. In short, protecting this industry truly matters.
The “Hard” Insurance Market – How and Why We Got Here
Like the stock market, the insurance market goes through cycles. It typically exhibits several years of softening rates and underwriting requirements, creating a buyer’s market. This is followed by a few years of correction to allow for underwriting profits, thus creating a seller’s market. In late 2019, we began to see signs of the in-
surance market correcting/hardening and it has continued since. During this time, insurance companies around the world have increased their rates dramatically and reduced their available capacity. Deductibles have increased and warranties (the procedures that must be followed for coverage to be valid) have become much stricter and more onerous. This has resulted in what’s commonly referred to as a hard market.
This has been driven by several factors:
Reduced Investment Returns
Over the last 30 years, most insurance companies’ profits have come from investments, not insurance premiums. Here is a rough breakdown of their capital allocation:
20%: Money that must remain in reserves to pay anticipated claims.
35%: Money that is required to run the business.
45%: Money that can be invested to generate profits.
Insurance companies are required to hold billions of dollars in reserve in the event of a required payout for a catastrophic loss. These funds are only allowed to be invested in GICs, which for the last 30 years
have generated an average return of 8 per cent. That revenue line has kept insurance rates steady. But, with GIC rates falling dramatically in recent times due to historically low interest rates, that revenue line is now almost nonexistent.
Increased Operating Costs
Just like your business, insurers’ operating costs have increased due to higher employee salaries, increased technology costs, and more stringent safety and health (COVID-19) protocols.
Increased Catastrophic Losses
Catastrophic events have significantly increased over the last decade, well beyond the worst-case scenario projections made by actuaries 10 years ago. This is due to the significant increase in hurricanes, wildfires, and flooding. It has been reported that over the last decade, there were more than 100 climate disasters that have each totaled over $1 billion in insured losses. During the first 10 months of 2021, in the US alone, there have been 18 of these $1 billion plus climate events. Obviously, Western Canada has seen its share of recent climate disasters, as we have all witnessed first-hand in recent months.
New and Evolving Risks
New and evolving risks have emerged, such as cyber-attacks, pollution liability, director & officer’s liability, and increasing litigation costs. To make matters much worse, another unexpected challenge arrived in the form of COVID-19. The insurance industry was not prepared for the fallout from a global pandemic which both increased claims and reduced premiums from businesses being shut down or operating at limited capacity.
Increased Cost of Construction and Supply Chain Risks
Both the increased cost of construction inputs, as well as supply chain disruptions need to be considered when evaluating your insurance coverage. If you were to file a claim today, would the coverage that you previously purchased be enough to cover the full current replacement cost?
Costs are one component, but time is another. There are quite a few things, including delays and other impacts of COVID-19 on supply chains and interruptions in international shipping routes that are causing replacement goods to take significantly longer to arrive. Thus, you might be able to source replacement items, but will they arrive in a timely fashion? It’s not uncommon now to hear of supplies taking 10-14 weeks to be delivered. And that’s if they aren’t hit with another delay during that process.
The world has changed; your insurance limits need to be reviewed to ensure that they are still sufficient to cover the current cost of your project. Your valued broker can help you determine if your coverage is adequate for the current replacement cost of your project.
What to Expect at Your Next Policy Renewal
The increase in high-value claims payments, labour shortages and reduced un-
derwriting capacity all impact the state of the construction insurance market globally, especially in the areas of general liability and project insurance. Currently all indicators point to a continued hardening or at best flattening of the insurance market, depending on the class of risk. Harder hit contractor classes include mechanical & plumbing, marine, demolition, structural steel, structural concrete, and foundation work. General contractors have also experienced significant liability rate increases due to long tail claims.
Regardless of your trade, be prepared for the following:
• Rates and deductibles may increase
• Policy wordings, warranties, conditions, and limitations may be more restrictive
• Insurers may not offer automatic renewals
• Insurers will require more time and detailed information to offer terms
• Property insurance for certain classes may be a challenge to place
• Several large reinsurers and insurance companies have scaled back; there is limited capacity in the market
• Project insurance may be difficult to place (Wrap-up and Builders Risk)
Manage the Risk with the Help of Your Broker
Costly claims have brought stricter underwriting. The importance of using an in-
Insight + Ingenuity
In today’s world, workplace issues have never been more complex.
By combining the latest information with deep historical knowledge of workplace law and extensive experience within the construction industry, Roper Greyell is able to provide the highest quality legal representation and strategic advice for our construction clients.
Insight pulls us together. Ingenuity sets us apart.
Learn more at ropergreyell.com/expertise.
1850 - 745 Thurlow Street Vancouver, BC V6E 0C5 T 604.806.0922 W ropergreyell.com
surance broker with expertise in construction is critical. The presentation of the risk to underwriters has become increasingly more material as insurers need a more indepth understanding of the risk.
Underwriters are being much more selective and want to see stable, well managed companies with solid safety controls. Underwriters are also overwhelmed with new submissions and facing staffing shortages, so the relationship they have with your chosen broker is more important than ever.
As such, the role of the insurance broker has evolved over the years, now acting as valued advisors, providing education and risk management strategy. Every account is underwritten individually and ultimately pricing will be affected by risk control strategies and loss histories. Insurance brokers need to demonstrate that their client is better than average and demonstrate why. A prudent broker will be in touch well in advance of the renewal date, to proactively negotiate your renewal terms. This is because additional time may be required to canvas the insurance marketplace, review wordings for any reduction of coverage, and determine any potential impact on your business. Additional quality controls and preventative measures may be required as a condition of the renewal terms. Your broker should provide guidance in these instances. n
Industry focused on building for the future
CCA priorities include strategic investment in infrastructure, workforce development, and changes to procurement
By Mary Van Buren. President, Canadian Construction Association
There is no debate. The infrastructure we design, build, and maintain must anticipate a rapidly changing world, where future climate, technologies, and social needs will be very different from today. But to achieve this, we need a considered and coordinated plan backed by a longterm investment strategy.
Infrastructure enables trade, powers businesses, connects workers to their jobs, creates opportunities for communities, and protects the nation from an increasingly unpredictable natural environment. It also supports workers, providing millions of jobs each year in building, design, and maintenance, accounting for over 1.4
million jobs in Canada.
As the industry’s national advocate, the Canadian Construction Association (CCA) has been working to ensure the federal government understands the importance of fair and transparent procurement, consistent and sufficient investment in infrastructure, and attracting a skilled workforce.
These issues will be CCA priorities for 2022, and have already raised with key elected parliamentarians during our annual Hill Day on November 30 and in our response to the federal government’s National Infrastructure Assessment. Our united industry reinforced the need to develop a long-term infrastructure invest-
ment strategy, secure the right skills for the industry now and in the future by attracting a diverse and inclusive workforce, and expand project delivery models that support fair procurement.
Investing in infrastructure will secure Canada’s growth economy
Setting national goals around building sustainability into our infrastructure is key to our future economy. The economy needs reliable infrastructure to connect supply chains and efficiently move goods and services across borders. The funds must be predictable, flow quickly, and be aligned with provincial, municipal, and Indigenous needs.
The creation of an independent advi-
sory body can align governments at the provincial and municipal level to address infrastructure deficits across Canada. The stability of having multi-year project pipelines, based on evidence and independent expert advice, would also enable the development of the necessary skilled workforce and encourage private sector investment.
Supporting value and innovation through fair and transparent procurement
With productivity and sustainability issues on the rise, including net zero carbon targets and shortages in material and labour affecting profit margins, now is the time to modernize procurement practices. To build the infrastructure needed across the country and recruit the workforce of the future, federal procurement strategies need to adapt to encourage innovation, account for long-term value and sustainability, promote the use of alternative delivery models, and support shared risk.
Building the workforce of the future
The construction industry is facing a serious workforce shortage that will impact our progress on building for the future. Skilled tradespeople cannot be created overnight. Now is the time to focus on building workforce capacity and boosting skilled training programs.
A strong federal partner is also needed to help the industry recruit, train, and retain tomorrow’s workforce. Applying quotas when the workforce simply does not exist will not solve the root issues. Instead, the industry must be seen as a career of choice, particularly among underrepresented groups. This can be achieved through partnership between industry and government, including funding for CCA’s Talent Fits Here campaign and programs that support building workforce capacity.
Stay in touch!
Canada will be counting on the construction industry to build back better. You can count on CCA to be a collaborative partner to the Vancouver Island Construction Association, providing helpful
Stay in the loop by subscribing to CCA’s newsletter at bit.ly/ccasubscribe, by following @ConstructionCAN on Twitter, or
Please email me at mvanburen@cca-acc.com if you have any feedback or comments on how CCA can serve you
Women in CONSTRUCTION
To build a community, provide development opportunities, and support and promote women within the construction industry. Throughout the pandemic, the Women in Construction (WiC) committee upheld their standing mandates and continued to hold their monthly networking events (typically taking a break in the summer and end of year).
“As virtual events became compulsory, our focus was to provide content that was relevant to current market conditions and trends, such as affordable housing, gentle density, and labour engagement and retention,” says Jessica Sidhu, project manager, Kinetic Construction, and chair of WiC Victoria. “With this topics and engaging guest speakers, we maintained our attendance numbers throughout the year even
with many experiencing Zoom fatigue.”
Virtual events included a scavenger hunt for WiC’s eighth birthday, presentations from the VICA Women in Construction award nominees, and a bird feeder and mini toolbox build event.
“Committee members created the toolkit packages, arranged delivery to the attendees, managed the virtual event, and delivered the prizes. There was a lot of logistics involved,” says Joelle Belanger, manager, Pinchin Ltd., and vice chair of WiC. “It was an event where not only our members were involved, but their families could also take part.”
WiC Victoria was also able to organize two in-person events at the end of the year, a walking tour of heritage homes in the Vic West neighbourhood and their annual winter social held on a local pub patio.
Both provided much needed in-person social time with industry colleagues.
Working with changing public health orders, the committee felt it was important to continue hosting events to help maintain engagement. Organizing a virtual event sometimes involving just as much preparation and organization as an in-person event, plus channelling a bit of outside-of-the-box innovation to bring it all together…separately.
“It’s been challenging, but we have relied on the creativity of our executive and the constructive feedback from our members to try and appeal to many,” says Aimee North, project manager/estimator, Campbell Construction, and WiC communications director. “Throughout the pandemic, WiC has pivoted to focus more on highlighting our members; the industry leaders
WiC executive members from Victoria and Nanaimo are represented during WiC Week.
who have expertise in different sectors. The WiC executive team has been working on some great ideas for the future when we can again meet in person.”
In March 2021, WiC went social and launched Instagram accounts for both their Nanaimo and Victoria chapters, and the committee is actively creating content, interacting with followers, and crafting their online presence.
“With the amount of support we have received from our members and the industry in general, we are confident that WiC will continue to grow and produce high-quality events,” says Sidhu. “WiC will continue to provide a platform to showcase the diversity in WiC and share successes.”
For more information about WiC Victoria and Nanaimo, go to vicabc.ca or visit them on Instagram.
Even in the face of a global pandemic, the Young Builders Network (YBN) found a way to support one of their favourite local charities, the Help Fill A Dream Foundation.
Now in its eighth year, and their fifth year partnering with the foundation, the network was able to raise $15,000 — an impressive amount given the circumstances.
“We in the construction industry have been fortunate to have avoided many of the financial hardships which other industries are still grappling with, so naturally we felt compelled to give back to the community”, says A.J. Winters, YBN chair. “So many of us have children of our own, and our hearts go out to parents struggling with children who have life-threatening illnesses. We’re proud to contribute what we can.”
Limited by pandemic restrictions, this year’s event looked a bit different than times past. In lieu of a charity casino, the network opted for a virtual whiskey tasting with samplings from Macaloney’s Caledonian Distillery, as well as a mixology class from Scott Van Wyck of Swans Pub. On top of that, toss in a silent auction, musical bingo, and a dance party and you’ve got a recipe for a good time.
“We are so grateful to YBN and VICA for their continued support”, says Craig Smith, executive director, Help Fill A Dream Foundation. “We are humbled by the collective passion, enthusiasm, thoughtfulness, and innovation of this group. It is a true pleasure to work with everyone at YBN, and their energy is infectious. Help Fill A Dream has been making dreams come true for 35 years and it is thanks to the continuous commitment of groups like YBN and VICA that we have never had to say
no to a child that qualifies for support.”
Party Prohibition: A Virtual Tasting Event by YBN was held on March 26, and a cheque in the amount of $15,000 was presented to the foundation in August.
“We’re proud of our networks for taking on initiatives to support local families through community partners like Help Fill A Dream,” says Rory Kulmala, CEO, VICA. “In a year where it was difficult for our members to get together, I commend the YBN group for their creative thinking resulting in a great event.”
YBN continues to meet monthly to develop ways to provide value for VICA members including their new podcast, The Builders and the Tools. Available on most podcast platforms, each episode is hosted by Winters, along with Barclay Ellis and Daniel Byrne, and together they speak with construction leaders from across the industry.
To learn more about VICA’s committees, including U40 Central Island, visit vicabc.ca. n
MEET YOUR BOARD
CHRIS LYONS
Omicron Construction Ltd.
Chair
Chris Lyons is the director of construction for Omicron Construction Ltd. in Victoria. He grew up in construction, and after graduating from university he worked as a general contractor for 12 years followed by eight years working in an integrated development, design, and construction company. Throughout his career, he has worked all facets of construction, gaining experience which allows him to represent the industry accurately on the VICA board. In addition to his time on the board, Chris has been involved with the U40(YBN) committee, holding the chair position in 2016.
KATE ULMER
Herold Engineering Ltd.
Vice-Chair
Kate is a registered professional engineer and the manager of Herold Engineering’s Victoria office. She has over 18 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 B.C.
Mazzei Electric Treasurer
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, Nanaimo, Kelowna, and Fort St. John, he brings an appreciation of the whole breadth of the construction community on the Island and beyond.
Barclay has been the president of Trades Labour Corp. Victoria, a blue-collar staffing agency, for over 10 years. He was born and raised on Vancouver Island and is very proud to give back to his community. He has served on the VICA Young Builders Network (YBN) Executive committee in the role of events & communications director. VICA YBN’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.
Services – Past Chair
James Clapp is a managing director at Wilson M. Beck Insurance, is a construction surety insurance broker with 22 years of experience and over 300 clients across North America. He spends the bulk of his time reviewing tender and contract specifications, alerting his clients to any onerous conditions and ensuring they understand and comply with insurance and bonding requirements. As a former surety underwriter, James also brings a strong background in construction accounting.
PAUL GRAY
Farmer Construction Ltd. Director
Paul is a ‘born-and-bred’ Victorian. He has spent the past 14 years working at Farmer Construction 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.
LIUDZIUS
Kinetic Construction Ltd. Director
Mark Liudzius is the executive vice president, 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 several years. Mark started out as a carpenter and has gained extensive industry experience throughout his 40year career in construction. He mentors and coaches junior staff members for guidance and career development.
SCOTT TORRY
AFC Construction Director
Scott is a project manager with AFC Construction in Courtenay. 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 the current chair of the Civil Contractors Council and, as such, is committed to ensuring that 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.
MARK
MEET YOUR BOARD
BYRON TARBY Makon Projects Ltd 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 13 years of project management experience in diverse industries, he aims to leverage his knowledge to develop strategic and creative solutions.
CHRIS WILLIAMS
Houle Electric Ltd. Director
Chris Williams is the Victoria branch manager at Houle Electric and has risen through the ranks there for 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. He has shown his support for VICA as an active leader of Houle’s dedicated support to VICA, as well as his energetic participation in the VICA Young Builders Network for the past seven years, the last four as part of the leadership team.
Campbell Construction Ltd Director
Morley Wilkins is a Chartered Accountant who, prior to joining Campbell Construction, worked in the public sector at BC Transit and articled at the CPA firm Trenholme & Company. He has an MBA from the University of Victoria and brings over 10 years of experience in strategic planning, information technology, and risk management. Morley also volunteers as a CPA mentor and provides future students support and insight that can help broaden their mindsets.
Allison Greaves is the human resources manager and a principal with Durwest Construction Management. She is experienced in strategic planning and executive management. She has over eight years of experience in the industry and is an advocate for human resources and women representation in the industry. She is the founder and co-facilitator of ‘BuildingWell’, a CPHR BC & Yukon Community of Practice for the construction industry, offering peer support to over 100 businesses including many VICA members. She is a proud supporter of the Construct Your Future Program and provides sponsorship to several apprentices and newcomers to the industry. She is an active community member, holds a diploma in Human Resource Management, is a CPHR Candidate, and is honoured to be a director with VICA.
JAC-LYN MICKELSON
MGM Mechanical Ltd. –Director
Jac-Lyn Mickelson is the vice-president of MGM Mechanical. She serves as the human resources manager, safety officer, and security officer; she also has a gift of bringing people together and supporting their staff in many ways. Previously, she was a teacher with the Victoria School District for 10 years. Her experience as a teacher and a business owner has given her opportunities to utilize a variety of skill sets which she is excited to bring to the VICA Board. She brings her creativity, enthusiasm, and tremendous appreciation for the Vancouver Island construction community and looks forward to collaborating with this dynamic team.
JOSH FAYERMAN
Milestone Equipment Contracting Inc. – Director
Josh Fayerman, president and founder of Milestone Equipment Contracting, was raised in Nanaimo and is proud to call the Harbour City home. Josh started in the construction industry swinging a shovel at a very young age. From a family with three generations of general contractors, Josh gained knowledge of the construction industry and committed himself to the best possible construction practice and to ensuring the local construction industry is positively progressing, engaging future generations, and leveraging technology.
SAMER AKOURI
AccessSMT Ltd. Director
Samer is the general manager of AccessSMT Holdings Ltd., a door, hardware, and construction specialties supplier for the province of British Columbia. With over 20 years of sales leadership and operations expertise in supply, building materials, and manufacturing within the construction industry, he brings a unique vision for the future of construction for Vancouver Island and across Canada. Currently, Samer runs all five AccessSMT branches in the province and looks forward to lending his voice and work alongside the construction community through VICA.
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.
BILL O’BRIEN Program Lead
JENNICA GRAHAM Job Developer
ROSIE MANHAS Program Lead
DAVID SMART Program Specialist
SHANIA EILANDER Job Developer
www.vicabc.ca/about-us/our-people/vica-team
TAILGATE TOOLKIT TEAM
The Tailgate Toolkit Project is an innovative program aimed at increasing access to harm reduction services and ideas for those working in the construction industry.
Program Lead
Vancouver
GREG HEMMINGER Coordinator,
COLBY YOUNG
CHRISTINA COLE Coordinator, Interior
BIANCA BROWN Coordinator, Vancouver Island
0827746 BC Ltd. dba Advantage Steel
Cobble Hill | 250-743-8981
1090938 BC Ltd.
Duncan | 250-516-8881
3D Geomatics Inc.
Nanaimo | 250-756-4500
A-Tech Doors Inc.
Victoria | 250-384-2259
AAA Rebar Only Ltd.
Victoria | 250-652-6461
Aaron Yager Construction
Sidney | 250-940-5315
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
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
AFC Construction
Courtenay | 250-897-1789
Agius Builders Ltd.
Courtenay | 250-334-3061
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
Apex Steel & Gas Ltd.
Victoria | 250-386-2929
Aral Construction
Victoria | 250-384-1425
Archie Johnstone Plumbing & Heating Ltd.
Nanaimo | 250-754-2232
Architrave Design Build Gabriola | 250-616-5899
ARRM Electric Ltd.
Victoria | 250-381-0024
ASI Contracting
Shawnigan Lake | 250-590-3867
Associated Sheet Metal Products Ltd.
Saanichton | 250-652-6628
MEMBERSHIP
Athecon Projects Inc.
Port Alberni | 250-732-5599
Atlas Building Systems & Coastal Windows and Doors Nanaimo | 250-754-1400
Aurora Roofing Ltd.
Coombs | 250-248-2202
Axiom Builders Inc.
Vancouver | 604-433-5711
B.R. Ventilation Ltd.
Victoria | 250-812-8314
Banyan Group of Companies Ltd.
Victoria | 250-213-7475
Barkley Project Group Ltd.
Nanaimo | 250-390-2627
Bayside Mechanical Ltd.
Sidney | 778-426-2116
BC Thermal Applicators Nanaimo | 250-758-9712
BC Transit
Victoria | 250-385-2551
Beacon Construction Consultants Inc.
Victoria | 250-385-7899
Belltech Electric
Victoria | 250-360-2233
Benton & Overbury Ltd.
Victoria | 250-474-1251
BGC Partners Inc.
Abbotsford | 604-807-3899
Biamar Building Systems
Victoria | 250-883-2604
Blackrete Builders Inc.
Victoria | 250-216-8765
Blue Anvil Labour Leasing Services
Victoria | 250-382-3113
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
Brock White Canada
St. Paul, Minnesota | 250-384-8032
Built Contracting Ltd.
Parksville | 250-951-0260
Business Development Bank of Canada (BDC)
Nanaimo | 250-390-5753
Butler Concrete & Aggregate Ltd.
Saanichton | 250-652-4484
Butler Wilson Quality Construction Ltd.
Ladysmith | 250-618-3269
Cameron Project Services
Victoria
Camosun College
Victoria | 250-370-3802
Campbell Construction Ltd.
Victoria | 250-475-1300
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
Carbon Safety Solutions
Nanaimo | 250-734-1373
Cardan Enterprises Ltd.
Victoria | 250-861-8823
Cascadia West Contracting Ltd.
Victoria | 250-883-1543
Casman Projects (BC)
Saanich | 250-652-2950
Cat’s Eye Contracting Ltd.
Victoria | 250-590-1959
CBRE Global Workplace Solutions
Victoria | 250-386-0000
CCM Construction Ltd.
Sidney | 250-655-5087
Centra Windows Inc.
Victoria | 250-412-3909
Central Glass (Duncan) Ltd.
Duncan | 250-748-2575
Central Walk Mayfair Shopping Centre Inc.
Victoria | 250-383-0541
Century Group Inc. Constructors
Victoria | 250-727-6560
LAYINGFOUNDATIONS FORTHE FUTURE
Chandos Construction
Burnaby | 778-372-6940
Circon Construction Ltd.
Victoria | 250-658-0449
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
Coastal Community Credit Union
Nanaimo | 250-729-2569
MEMBERSHIP
Coastal Countertops & Cabinets
Parksville | 250-248-4593
Coastal Promotions
Victoria | 250-479-2242
Coastline Fire Protection Inc.
Shawnigan Lake | 250-929-3939
Coho Communications Ltd.
Langford | 250-474-2214
Columbia Fuels/Chevron
Victoria | 250-213-7808
Compass Electric Ltd.
Victoria | 250-800-2169
Connect Hearing (Island Hearing Services)
Victoria | 250-413-2141
Construction Drilling Inc.
Duncan | 250-746-4408
Convoy Supply Ltd.
Victoria | 250-474-5733
Cornerstone Tile (2009) Ltd.
Nanaimo | 250-756-9996
Corporation of the District of Saanich
Engineering Depratment
Victoria | 250-475-5575
Cottam Enterprises Ltd.
Victoria | 250-590-2700
Cougar Pacific Systems Corp.
Victoria | 250-360-2128
Creative Concepts Construction Inc.
Nanaimo | 250-797-4499
Current Millwork Ltd.
Parksville | 250-954-1691
Custom Pro Exteriors Ltd
Victoria | 250-474-7725
Suppliers of Aluminum Windows, Storefronts, Cur tainwalls, Glazed Canopies, Skylights, Glass and Glazing to projects across Vancouver Island.
Suppliers of Aluminum Windows, Storefronts, Curtainwalls, Glazed Canopies, Skylights, Glass and Glazing to projects across Vancouver Island.
Asbestos drywall removal to replace vertical plumbing stacks is no longer an issue. Nu Flow cured in place pipe renewal offers no disruption to living spaces and no demolition and reconstruction costs. Rehabilitate your old plumbing stacks quickly and mess free with Nu Flow.
NO DIGGING!
Asbestos drywall removal to replace vertical plumbing stacks is no longer an issue. Nu cured in place pipe renewal offers no disruption living spaces and no demolition and reconstruction costs. Rehabilitate your old plumbing stacks quickly and mess free with Nu Flow.
NO DIGGING!
Trenchless repair means your floors, yard, deck and driveway are left untouched! Your certified Nu Flow installer has the proper training and experience to get the JOB DONE RIGHT. Nu Flow’s pull-in-place method can handle the most difficult repairs including large vertical pipes and multiple bends.
PERMANENT SOLUTION!
Trenchless repair means your floors, yard, trees, deck and driveway are left untouched! Your certified Nu Flow installer has the proper training and experience to get the JOB DONE RIGHT. Nu Flow’s pull-in-place method can handle even the most difficult repairs including large vertical pipes and multiple bends.
PERMANENT SOLUTION!
By creating a pipe inside a pipe, Nu Flow’s process means no more hard scale build-up root intrusion, PERMANENTLY!
By creating a pipe inside a pipe, Nu Flow’s process means no more hard scale build-up or root intrusion, PERMANENTLY!
A CCTV camera reveals a blocked, breached and/or cracked pipe.
The pipe is cleaned with a scorpion cutting tool.
ACIPP Liner is pulled into place and the bladder inflated.
After curing the bladder is removed leaving behind a “pipe within a pipe”.
A CCTV camera reveals a blocked, breached and/or cracked pipe.
The pipe is cleaned with a scorpion cutting tool.
ACIPP Liner is pulled into place and the bladder inflated.
After curing the bladder is removed leaving behind a “pipe within a pipe”.
