We are a dynamic team of over 5,000 with a range of professions, backgrounds, and areas of expertise. This breadth of diversity in people and opportunities is one of greatest aspects of building your career with Bird.
As you unlock your potential, you are surrounded by a team that supports you every step of the way.
Currently available positions on Vancouver Island:
• Project Manager
• HSE Coordinator
• Superintendent
• Project Coordinator
• Carpenter/Skilled Labour
• Senior Planner/Scheduler
Nanaimo Correctional Centre Replacement Project
Campbell Construction Ltd has been an industry leader since 1964.
Our reputation as a General Contractor/Construction Manager is built on 58 years of Service, Quality and Performance.
www.langleyconcretegroup.com
22 Constructing a community Capital Park now complete
26 Collaborative Post-Secondary Campus
The new five-storey timber building in Langford will include a variety of classrooms and informal learning spaces, an Indigenous gathering space, a Learning Commons, and an Innovation Studio
34 Local One Partnering with community
46 Changing care delivery: New facility reflects new approach
62 Growning with communities
Seven decades of growth on Vancouver Island
76 You deserve the right tools
78 VICA events
12 YOUR CONSTRUCTION
16 Q&A WITH VICA CEO, RORY KULMALA
18 Q&A WITH VICA CHAIR, KATE ULMER
20 NO MARGIN FOR ERROR IN 2023 –BRITISH COLUMBIA CONSTRUCTION ASSOCIATION REPORT
30 EVERY PURCHASE HAS AN ECONOMIC, SOCIAL, CULTURAL, AND ENVIRONMENTAL IMPACT – BY BC SOCIAL PROCUREMENT INITIATIVE (BCSPI)
38 HEROWORK RADICAL RENOVATION
42 SUBSTANCE USE IN THE CONSTRUCTION INDUSTRY: THE EMPLOYER’S DUTY TO INQUIRE – BY ROPER GREYELL LLP
50 CERTIFICATES OF COMPLETION UNDER THE BUILDERS LIEN ACT – BY JENKINS MARZBAN LOGAN LLP
54 WHAT’S DRIVING THE LABOUR SHORTAGE IN CANADIAN CONSTRUCTION? – BY MNP LLP
58 HEALTH AND WELLNESS RESOURCES TO HELP YOUR EMPLOYEES – BY BCCA EMPLOYEE BENEFITS TRUST
60 PROMOTING TRADES CAREERS IN SCHOOLS; ARE WE DOING ENOUGH? – BY RORY KULMALA
66 BECOME A GOLD SEAL RECOGNIZED EMPLOYER
68 SECURING A STRONG FUTURE FOR THE INDUSTRY THROUGH COLLECTIVE ADVOCACY – BY THE CANADIAN CONSTRUCTION ASSOCIATION
70 WHY YOU SHOULD ADOPT CONSTRUCTIONSPECIFIC SOFTWARE AND HOW TO DO IT – BY THE NET EFFECT
72 VICA 2023 COURSE CALENDAR
78 VICA EVENTS
80 VICA COMMITTEES
82 VICA 2023 BOARD OF DIRECTORS
86 YOUR VICA TEAM
88 VICA MEMBERSHIP LISTING
102 INDEX TO ADVERTISERS
Serving over 900 trades students a year with campuses in Campbell River, Courtenay and Port Alberni
Foundation and apprenticeship programming across carpentry, plumbing, electrical, metal, mechanical, automotive, industrial automation and the culinary trades
Specialized programs in forestry, fabrication, joinery, automotive collision, women in trades and more
nic.bc.ca/trades
VISION & MISSION
Our Vision: To be a leading advocate and the premier member-based association serving the construction sector on Vancouver Island.
Our Mission: Our mission is dedicated to promoting the interests of the Vancouver Island Construction Association’s members as it provides its members with exceptional services and benefits.
GUIDING PRINCIPLES
VICA’s actions and decisions will be guided by the following principles:
Member Value: We are committed to ensuring the services and activities of VICA directly support the well-being and success of our member companies.
Corporate Sustainability: We are committed to ensuring that VICA remains viable through a strong membership base that is reflected in both the quality of its membership and the number of members.
Financial Sustainability: We are committed to planning and managing our finances in a financially responsible and transparent manner while focusing on prudent investments that benefit our membership and corporate health.
Industry Advocacy: We are committed to act in the best interest of our members and the construction industry, its stakeholders and people, and to ensure our industry remains safe, resilient and sustainable.
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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.
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District
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.
A VICA MEMBERSHIP IS MORE THAN JUST BEING PART OF AN ASSOCIATION
To be a VICA member is to be a member of a diverse community that shares the same vision: to build up this dynamic industry we are all proud to be a part of. Our goal at the Vancouver Island Construction Association is to connect you with the training and education, project and business development opportunities and labour you need to grow your business while saving you time and money.
Our broad membership base — comprised of women, men, young and old — brings unique skills and experience to the workforce. By coming together, we form a collective voice while contributing to the thriving construction industry on Vancouver Island.
MEMBER BENEFITS
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.
Throughout the year, VICA hosts multiple VICA-member exclusive events, providing an excellent opportunity to expand your professional network.
Through them, we promote and support the career paths of both young professionals and women looking to grow within the Island’s industry. Each network has a mandate of mentorship and community involvement, extending our reach beyond our industry.
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.
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.
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Q&A with VICA CEO RORY KULMALA
Looking forward into 2023 and reflecting on 2022, VICA CEO, Rory Kulmala, provides his insights on what the industry is facing and what is required to create and sustain momentum in the construction sector on Vancouver Island.
VICA continues to develop initiatives that help with workforce engagement, wellness, and education. Describe some of the initiatives that the Association will promote and expand in 2023.
One of the key initiatives that VICA will continue to promote is the Tailgate Toolkit Project. We’ve been fine tuning this project for a few years and have made great strides in the province as far as regional participation in the conversation. We are working on getting more companies involved so that we can provide training, spread awareness, and help reduce the stigma in our sector.
We’ve been fortunate to run our Construct Your Future Program for the last six years. It’s a great program that introduces and supports younger people getting involved in the construction industry. It helps get them embedded and find opportunities in the sector.
The training and work placements that we provide have been consistent, and our members are a big part of that. We have a great team supporting our participants and they’re finding employment in the construction industry. After last year’s successful pilot in Nanaimo, we would like to explore expansion into the mid-island and create a longer-term strategy for those regions.
We continue to support and promote the B.C. Construction Association, particularly with apprenticeship services, and we also support the BCCA Employee Benefit Trust and try to show members what benefits are available to them and how they can help their employees.
Education and training are a big part of the core initiatives that VICA provides to its members. How has VICA made education more accessible and what can members expect this year?
Post COVID, the online presence has become important for all organizations. We have continued to offer live online course formats as well as in-person courses. Some courses truly benefit from the in-person format, but we also acknowledge the difficulty in freeing up an afternoon or a group of days to take a course.
There are many skills that need to be maintained and developed throughout the year, so by offering education and training in both formats we are demonstrating that it’s feasible, viable, and attractive to anyone wanting to take a course or seminar.
We are always looking to enhance member value, so we are introducing more free information sessions. I call it ‘news you can use’ and we are developing more of these interactive info sessions that are free for our members.
We are also leveraging what we’ve built over the last few years, and the online delivery model gives us the ability to collaborate with other construction associations to deliver exceptional programming. We have received great feedback about what and how people learn, and we have great instructors.
We would like to see prompt payment become a top priority. There are significant problems with getting subcontractors paid and this adds financial stress in today’s market. “ “
VICA advocates to put construction industry issues in front of government decision makers and thought leaders. What advocacy issues and strategies are at the forefront this year?
Prompt payment is an issue that has been long looming over our heads. Having a strategy in place would help with the movement of money and reinforce the stability of our sector. Ontario and Alberta have put prompt payment into effect, and it is beginning to prove beneficial. So, I think it comes down to priorities. The government is dealing with big issues such as the housing crisis, toxic drug supply, and the homelessness that is punishing our province. Those priorities are overshadowing the government’s ability to deal with prompt payment.
We would like to see prompt payment become a top priority. There are significant problems with getting subcontractors paid and this adds financial stress in today’s market.
Our labour force has been stressed for many years, and we are working with the B.C. Construction Association, the Canadian Construction Association, and other partners and associations to promote and showcase the construction sector from a labour perspective. That means making education accessible and creating targeted strategies that help serve our economy.
Our local governments have to create better efficiency within their processes, and we’ve been advocating on that front and are having conversations surrounding procurement and procedure. So, we are a voice at that table.
What are the most significant issues impacting the construction industry on the Island?
Housing is driving a lot of demand on the Island, and we are seeing that housing trend permeated through most communities on Vancouver Island. Rising costs create uncertainty in our markets, particularly from an investment point of view.
I’m optimistic about the construction sector being robust through a perceived recession because of the demand we have on Vancouver Island. It might get a bit soft; we’re starting to see the housing market correct from last year which is a good thing.
However, costs are still high - material, fuel, labour – which has created some additional stress in our sector.
We are also working on some challenges surrounding the Community Benefit Agreement that the government is facilitating through B.C. Infrastructure. We want to ensure that local companies are getting access to the big projects taking place on the Island and embracing the investments in our communities.
Engagement is built around a vision that drives a common purpose among association members. How is VICA continuing to drive engagement?
Coming out of a pandemic, we’ve been looking at more opportunities to engage with our members and for our members to engage with other members. We brought back our annual golf tournament last year - one in Victoria and one in Nanaimo and they were both sold out. We also hosted the Christmas lunch which was also sold out.
Our flagship event, the Vancouver Island Construction Conference, returns in April. We have a great line up prepared for our members, and we will be presenting our VICA awards at the conference this year.
We also continue to support our local organizations such as the Pacific FC, Victoria Harbour Cats, and the Nanaimo NightOwls while using these fun events as opportunities to socialize and showcase the trades to new audiences.
There are several fundraiser events planned that support our Young Builders Network, U40, and Women in Construction network, which are very active committees that are doing a lot in terms of engagement.
We are trying to help members return to a level of normalcy while showcasing what we do as an association. It’s not death by networking; there is a goal of climbing out from under the rock, blinking your eyes, and seeing that the world is still here. People are ready, and we’ve been busier than ever. It’s been great seeing our members back together again and we look forward to continuing to support one another. n
Q&A with VICA CHAIR KATE ULMER
As the new Chair of VICA, what VICA initiatives are the most important to you? What initiatives would you like to promote or continue this year?
I feel that that the most important programs we should focus on should be those aimed at attracting and retaining people to the construction industry. We currently have a shortage of participants due to our older demographic retiring. This follows a period of fewer people entering the industry, so the shortage is even more acute. Examples of programs that support these initiatives include VICA’s Construct your Future program and the BCCA’s Building Builders. Both of these programs address the need to build capacity in the workforce.
From your perspective as the principal at Herald Engineering, what do you see as the biggest challenges facing the construction industry on the Island?
I believe that there are currently three main challenges facing us. The first is capacity – finding skilled people to fill construction roles, especially considering the high cost of living and the housing shortage here. It’s a lot harder to attract people to the island today, specifically because of these two factors.
Second is the escalating costs and volatile pricing of construction materials is another significant challenge in that it makes budgeting very difficult, especially if there are project delays.
And third, the Island’s new municipal government has resulted in changes to the permit process and building regulations. This has created some uncertainty and confusion for construction companies.
At Yager Construction we have a skilled crew of craftsmen that can take your project from start to finish. Whether it is a custom home, high-end finishing, a solid timber frame, renovation or a standard house build – our desire at Yager Construction is to offer the best quality work, from the very first time we meet with our clients and step foot on site to the time we hand our clients the keys.
As an active, long-serving member of the VICA Board – instrumental in creating the Women in Construction Victoria network – what are some important strategies a board can do to effectively serve its members and community?
I believe that the key is to create member opportunities for engagement and connection. Members understand the issues that are important to them. You need to ensure that you have the relevant committees available to them and then encourage them to participate in those committees. In order to be effective, you also need to strive for diversity in the make-up of those committees. Diversity will strengthen both the committees and VICA.
Why is it important to encourage people in equityseeking groups to consider construction as a viable career path?
The challenge to address industry capacity issues only increases if we limit participation. We need to understand what the barriers are to attracting and retaining non-traditional construction workers, and then we need to overcome those barriers. This may
involve disrupting some long-standing conventions and rules of the construction environment, but the industry will ultimately benefit from this. We need to include a diversity of opinions and experiences to continue to evolve.
What advice would you give to someone who is considering joining an association such as VICA? Or becoming involved with a VICA committee?
Joining is a great way to connect with people in the industry. VICA offers special education and networking events that are exclusive to members. The best way to take advantage of your membership is to participate. VICA also offers sector-specific committees and general networking/mentorship committees so members can pursue issues of particular interest to them.
The mentorship and people I have met over my years with VICA have proven invaluable. Mentorship alone is significant. Some people may not have those fits naturally in their day-to-day workplaces so accessing them through VICA can be extremely beneficial. n
NO MARGIN FOR ERROR IN 2023
By Chris Atchison, President, BCCA
Last year kicked off with the provincial government making an abrupt about-face on the most crucial business issue in B.C.’s construction industry: lack of prompt payment for work completed. It was not a good start to the year.
This is a government that has rested its portfolio on delivering housing but doesn’t seem to fully appreciate the fact that the contractors and tradespeople who build the housing are more vulnerable financially than they’ve ever been.
We are on the cusp of carnage for businesses in construction.
In October, BCCA published, “Reversal Of Fortune - An Economic Analysis of BC’s Construction Sectors”. It painted a very clear picture for B.C.’s lawmakers of the state of our industry, and it’s not a pretty picture:
• Investment in B.C.’s ICI industry was down 10.9% since Feb 2020
• The price of non-residential building was up 12.8%
• The non-residential building price index was up 19.6%
• There had been an 11% rise in labour costs
• Construction unemployment rate was the lowest it has been since 1976 at 5.8%
That’s a lot of risk for your construction business to navigate. With interest rates and inflation rising faster than your blood pressure, waiting to be paid is more unaffordable than ever.
BCCA and the four regional construc-
tion associations are advocates for you. It’s our job to work with whichever party is elected to build a stronger, more productive, and resilient construction industry in which your business can succeed.
For 2023 our advocacy efforts remain focused on:
• Prompt Payment
• Public Sector Procurement
• Contracts
• Workforce Development
I’ve already mentioned that the NDP government has been stalling on prompt payment legislation. We’ll keep the heat on, working closely with ECABC, MCABC, General Contractors Association, and over 30 other stakeholder groups.
If you’re bidding on public projects, you’re likely experiencing firsthand an erosion in the quality of documents. Best practices and fair, open, and transparent policies are out the window. That’s why we’ve started a series of “Owners Only” sessions to drive home to public owners that contractors will not bid on projects that present too much risk.
We’re also working hard to get some reality around contract terms. If you need help navigating a procurement or contract situation you can get in touch with VICA for some support and advice in partnership with BCCA.
Now let’s talk about workforce. Your team is getting smaller and more expensive:
Chris Atchison.
• B.C.’s construction labour force has shrunk more than 12% in the last two years
• Wages went up nearly 11% between February 2020 and May 2022
• The paid sick leave policy introduced at the start of this year effectively represents 2% of that increase
This is why BCCA is offering you cash and talent:
• BCCA has $21M from the Federal government to pay up to $40,000 per contractor for simply registering up to four first-year apprentices in 39 Red Seal trades
• There are no strings on what you can do with that money
• Register a current employee, or hire a new one, but you must register the first two no later than March 31, 2023, and the second two by March 31, 2024.
We know its hard to find the talent, so we’re running an aggressive recruitment campaign across B.C. called “Builders Life”. Its already brought in over 5,000 applicants – real people interested in an apprenticeship in the construction industry.
I can’t urge you strongly enough to tap into this talent pool. There’s no cost to you, we have experts vetting and matching candidates based on your needs. Just go to www.bccassn.com to find out more.
It’s going to be a tough year but we’re here for you. Take advantage of the resources VICA and BCCA have to offer. Why wouldn’t you? n
INNOVATION IN EVERY STEP
We build community spaces - from recreation centres to homes; from your local multiuse commercial space to your health centre - our mission is to provide products that inspire design and that are placed in perfect harmony within our communities. Throughout our 40 plus year history and the ever evolving trends, we’ve forged an enviable reputation for ourselves, which is reflected in the confidence we enjoy with professionals and consumers alike.
Constructing a community Capital Park now complete
By Melanie Franner
Looking at Capital Park today, one would be hard pressed to remember how it used to look: a parking lot, several low-rises, and 50-year-old office blocks. These days, Capital Park stands as a testament to the ability to transform and rejuvenate a neighbourhood. The new development, which complements the historic Victoria James Bay area and nearby Legislature, is now a mixed-use, “masterplanned community” that delivers to all Victorians alike.
The big picture
The new pedestrian-only community offers a variety of courtyards and pathways to provide easy access to various amenities. Joint venture partners Jawl Properties and Concert Properties spearheaded the drive to build over 235,000 square feet of office space, 155,000 square feet of residential space (rental and condominium), and over 20,000 square feet of street-front retail space. Construction on the $250 million multi-phase development began in 2015.
Capital Park comprises two office buildings at five storeys, with commercial space at street level, a mixed-use residential
building along Menzies Street, and three dedicated residential buildings (including seven townhomes) fronting Michigan Street, known as Capital Park Residence. Additionally, three heritage homes were fully restored and renovated during the revitalization and have been relocated and transformed into 13 residential suites.
A large amount of green space in the form of community gardens, rooftop terraces, and pedestrian greenways further complements the neighbourhood. At the same time, additional amenities such as the Victoria Public Library branch, Red Barn Market, and Good Earth Coffeehouse can be found in a stand–alone, purpose-built building.
“This is a very significant project for Victoria,” says Clint Plett, Associate, Structural Engineering, RJC Engineers (RJC). “Not many of these large sites are left in Victoria for a single project. Adding a mixed-use component with significant residential density to an office development meant it had to be well-planned and executed.”
RJC was the structural engineer of record for all project phases, including basebuilding structural design, retrofitting and
relocating the heritage buildings, design of all structural steel components such as mechanical penthouse and canopies, landscape design services, water features, and suspended radiant ceiling support. Additionally, RJC assisted with numerous tenant improvements in the commercial spaces.
Although the multi-phased approach posed some difficulties in sequencing, it also unearthed some exciting challenges.
“All the buildings were concrete construction, with a one-level connected parkade under all of this massive site,” says Plett. “But the foundation proved to be a mix of elements. You had rock, clay, and even a bit of till in certain areas of the site, which all required a different foundation system. That added some time and challenges. Secondly, the diverse bearing conditions meant that the buildings had different seismic risks. All of this needed to be taken into account.”
The result is a variety of foundation systems that include deep-drilled rock socketed caissons, rock-bearing caissons or pad footings, trenched bar foundations, large pad foundations, and some significant raft slabs.
“The variation of bearing conditions meant we needed flexibility in foundation system to incorporate into our design,” says Plett. He adds that RJC worked closely during all phases with its geotechnical engineer, Ryzuk Geotechnical Engineers, and the project’s construction manager and contractor Campbell Construction Ltd. “This collaboration proved essential to our success, as we were collectively able to make decisions considering construction time and cost as a team.”
Other issues for the RJC structural engineering team included the need to design a large cistern for water retention, accommodating the higher loads produced by having multiple green roofs, significant landscape loads and water features over the parkade, and the consideration for the future installation of solar panels.
Solar power was proposed as a future addition during the project’s design phase. The solar panel installation was completed in late 2022 atop the two office towers. The 251-panel system is anticipated to generate 114,000-kilowatt hours of electricity per year.
Wrapping it up
The RJC Building Enclosure Engineering team was also involved in the Capital Park project, responsible for determining the best choices for the building and parkade shell, cladding systems, fenestration, and roofing systems as they relate to the buildings construction and ongoing operational, maintenance, and repair functions.
“We worked very closely with the architect and owner to determine the best materials and sequencing of the assemblies to optimize the performance of the buildings,” says Sameer Hasham, Project Engineer, RJC.
Determining the best choice of materials and products is not a simple task and requires an experienced team to establish how and where those materials should be
used, along with how to best sequence and connect them.
“The various water features and terraced green spaces around the site proved to be an interesting element on this project,” says Hasham. “We collaborated with the architect and owner during the design and construction phase to determine how to best deliver the desired aesthetics while ensuring the structure was well protected.
“A designer put a superior concept on paper; we made it a reality. In particular, the waterfall feature along the retail pavilion required significant coordination during construction, as the cascading waterfall was assembled along the sloped exterior wall of the pavilion. Once in operation, it was quite dramatic to see the water rippling down the stepped basalt stone.”
The project also needed to focus on sustainability throughout the design and building process. “This was a LEED-Platinum/ Gold certified project, so it required a lot of consideration for durable envelope assemblies that complied with LEED requirements and checklists,” says Hasham.
New purpose
In the end, RJC hit the mark in all engineering disciplines, and Capital Park is now open for business – to residents, workers, and visitors alike.
“A project of this size needs a developer with an attitude that encourages communication and collaboration among the entire team,” says Plett. “Fortunately, Jawl and Concert had that. They were crucial to this project’s success.”
The multi-phase, multi-year project required a lot of resources, experience, and expertise from all segments of the construction industry. The result is a new city block for the thriving James Bay community. n
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The new five-storey timber building in Langford will include a variety of classrooms and informal learning spaces, an Indigenous gathering space, a Learning Commons, and an Innovation Studio.
By Lisa Kopochinski
With a completion date tentatively scheduled for fall 2024, the new $98 million collaborative post-secondary campus in downtown Langford will allow students more access to classes closer to home.
Located on Goldstream Avenue in one of Canada’s fastest growing communities, the campus is a partnership between Royal Roads University (RRU), the University of Victoria (UVic), Camosun College, and the Justice Institute of British Columbia (JIBC). It will also include space for programming by School District 62 (Sooke).
Serving the educational needs of students from Sooke and the Westshore munici-
palities of Langford, Colwood, View Royal, Metchosin and Highlands, the new campus will also serve students from First Nations throughout southern Vancouver Island, particularly those on the Westshore, including T’Sou-ke (Sooke), Pacheedaht (Port Renfrew), Scia’new (Beecher Bay), Xwsepsum (Esquimalt), Lekwungen (Songhees), and Malahat.
“The people of the Westshore have waited a long time to have another post-secondary campus in their community,” says John Horgan, MLA for Langford-Juan de Fuca. “Residents will now be able to further their education right here at home without needing to live in—or commute to—another city. I
know this will encourage even more people in the Westshore to get an education that is the key to future prosperity.”
The former Premier says that B.C. will have one million job openings in the coming decade, and four of every five of these jobs will require a post-secondary education or specialized skills training. “Our government will continue to make the investments necessary to ensure the skills gap is closed.”
Former City of Langford Mayor Stew Young agreed saying that providing postsecondary opportunity for Langford youth has been a top priority for council for many years.
“This unique partnership will serve resi-
The new $98-million collaborative post-secondary campus in downtown Langford will allow students more access to classes closer to home.
RENDERING: BOFORM, COURTESY OF HCMA.
dents across the entire Westshore, remove barriers to access and provide pathways to higher learning for all,” he says. “As Langford densifies the downtown core and creates a walkable, modern city, the addition of the urban campus will complement that vision and bring even more vibrancy to our fast-growing community.”
Victoria-based Durwest Construction is providing construction and management services for this impressive project.
The five-storey mass timber building will include a variety of classrooms and informal learning spaces, an Indigenous
gathering space, a Learning Commons, and an Innovation Studio.
The building will host multi-purpose gathering spaces and learning space for programs offered by Camosun College, School District 62 (Sooke), JBI, UVic, and RRU.
According to Education News Canada, this $98 million project includes a $77.8 million investment from the provincial government for the construction of the building, and $18.5 million from RRU for the land purchase, plus an additional
$500,000 for capital costs. Additional capital contributions include $1 million from the UVic and $200,000 from Camosun College.
The City of Langford has committed to invest in parking for the campus, as well as road infrastructure upgrades valued at $27.5 million, including $1.5 million in funding over 10 years for development and support of the Innovation Studio.
The project is also targeting a Zero Carbon Building™ design standard, as well as LEED® Gold certification, both of which are building standards administered by the Canada Green Building Council (CAGBC).
“Construction is already underway and concrete pouring happened throughout December,” says Carolyn Levesque, Associate Vice President, Operations & Resilience at Royal Roads University.
Levesque says the university is proud to present an innovative project seeking to achieve not only LEED Gold Certification—which is a government requirement for provincially funded capital projects— but also ZCB Design Standards, which are consistent with the university’s goals under its own Climate Action Plan.
“Durwest and the design team have sourced the expertise required to achieve these outcomes and they have enthusiastic partners in RRU and all other project stakeholders, who share common goals and views about sustainability in our community.”
As for challenges that the project team is facing, Levesque says they are essentially the same challenges recognized by the industry as a whole. “Supply chain delays, labour shortages, and economic conditions can all have an impact on projects of this scope. However, the project team has developed a detailed plan and is prepared.”
With its anticipated open date of fall 2024, the campus will accommodate approximately 600 students. However, by 2035-36, the campus is expected to be at full capacity and serve an estimated 1,300 full-time students. n
Every purchase has an economic, social, cultural, and environmental impact
The economic purchasing power of the construction sector is significant. As stated by the Canadian Construction Association, “In many ways construction is the backbone of the Canadian economy. It employs 1.4 million Canadians and accounts for 7.5 per cent of Canada’s GDP.” Additionally, according to the Office of the Parliamentary Budget Officer, we know the Canadian government will spend over $200 billion in the next ten years on infrastructure projects.
At the local and regional levels, construction-based businesses have been critical factors for employment and are economic drivers for our communities. The construction sector and public spending go hand in hand, and social procurement is an emerging best practice that can intentionally leverage this existing spending to maximize community capital.
Every community needs roads, schools, libraries, firehalls, and other public infrastructure. Imagine leveraging this enormous purchasing, hiring, and contracting power to not only build physical structures, but also to build community capital. Community capital means going beyond the old model of who offers the lowest price and instead considering which sup-
pliers provide the greatest community value in terms of jobs, training, supply chain, and environmental impact.
This has already begun to happen. As demand increases for social value suppliers and a diversified workforce, the construction industry is shifting from a business sector characterized as being driven by goals of ‘on budget and on time,’ to an industry that is responsive to community needs. By integrating principles of social procurement, construction companies and purchasers can now achieve multiple social and environmental goals across the industry.
From ending poverty to reducing the impacts of climate change, the construction industry holds a unique set of keys to influence these outcomes.
The Vancouver Island Construction Association (VICA), Buy Social Canada, and Scale Collaborative are working together as delivery partners for the British Columbia Social Procurement Initiative (BCSPI). BCSPI is a province-wide shared learning program that supports local governments and other public purchasers with training, coaching, tools, and resources to implement social procurement practices that can leverage their existing spending to
create additional social value outcomes for their communities.
What began as a Vancouver Islandbased pilot of a shared learning hub in 2019, has since expanded to a provincewide program thanks to support from the Province of B.C. Currently, almost 40 municipalities, regional districts, and other purchasers participate in the program. VICA provides a vital role within the project through ongoing collaborative engagement between BCSPI members and the construction sector.
BCSPI has identified four key social value outcomes that can be achieved when social procurement is integrated into construction projects:
1) Employment opportunities;
2) Training and apprenticeship opportunities;
3) Social value in the supply chain; and 4) Environmental goals.
Additional community development goals can also be realized on a project-byproject basis.
One example of how a major construction project can create employment, skills, and training opportunities is demonstrated in a BCSPI case study about the construction of Comox Valley Regional District’s water treatment plant.
The $126-million project included Infrastructure Canada’s Community Employment Benefits program and provided an excellent opportunity to incorporate social procurement concepts that included maximized employment, skills training, and apprenticeship opportunities for disadvantaged, equity-seeking, and marginalized people. At the conclusion of the project, employment benefit hours far exceeded the original projections. Hours for Indigenous people and apprenticeships more than doubled, and hours for under-represented populations more than quadrupled. The project was completed on time and on budget, and there were no additional cost implications associated with the inclusion of the social value criteria.
With the integration of social procurement in construction, we are harnessing the massive potential of public spending to create social value and transition from an industry whose purpose was seen merely as builders of structures ‘on time and on budget’ to an industry that is using their skills and capacity to contribute to building healthy communities.
Learn more at www.bcspi.ca.
Local One Partnering with community
By Melanie Franner
When Ryan Cherneski left his hometown of Saskatoon to undertake a renovation project on Vancouver Island, he had no idea that he would be setting forth on a whole new path. Fast forward three years and Cherneski and his co-partner Justin Morrison now operate Local One Construction with offices in Chemainus and Saskatoon.
A new start
Both men initially came to Vancouver Island to work on a school renovation
project. Neither had been to the Island previously.
“There was a water main that froze, causing a lot of damage in the school in Klemtu,” explains Cherneski. “It was supposed to be a small insurance job but with the extent of the damages, we ended up doing a full restoration of the interior of the school, along with a staff housing building that had similar issues.”
The projects took about six months to complete, and it was enough time to
change the course of their lives.
“We ended up forming very good relationships with several of the First Nations communities and just fell in love with the Island,” says Cherneski.
Community commitment
Falling in love with the Vancouver Island lifestyle is one thing but making a living on the Island is something else entirely. Fortunately, Cherneski and Morrison have benefitted from their commitment to hard work and dependability.
As a result, Local One has built a solid reputation in B.C., in particular with First Nations communities. Morrison estimates that about 95 per cent of their work involves First Nations projects. Although Morrison is proud to be Métis, he doesn’t promote his heritage as a competitive business advantage. The two men let their actions speak louder than their words.
“We are committed and reliable,” says Cherneski. “We have been doing general contracting work for the last 15-plus years. We are not afraid of hard work.”
Part of that work is developing ties to the community. “We always have an incentive to hire local people,” says Morrison. “We will post jobs where we are working and strive to hire local community members regardless of whether they need training or not. It all depends on the job.”
Local One also does on-site job training, and, if required, even offers educational courses. The company recently conducted two work-education programs with a local school, each involving 40 students.
This commitment to community has paid off. Of the six full-time individuals employed by Local One, five have been mentored through the company’s own training programs. “We always work with the communities in any way we can,” adds Morrison.
Project prowess
The breadth of construction experience afforded by Cherneski and Morrison means that the company can tackle projects of all shapes and sizes. Local One has
undertaken a variety of jobs that range from project management, consulting, design planning, new builds, and restoration and renovations on residential and commercial buildings, Big/Long House projects and the building of outdoor trails.
One of the company’s more recently completed projects is an education and administration facility for the Stz’uminus First Nations in the town of Ladysmith. The $1.6 million new build took about a year to complete and involved working with a design team from Vancouver.
“Our clients were extremely happy with the results,” says Cherneski. “The project exceeded all of our expectations and it made our relationship with the Stz’uminus First Nations that much stronger.”
Cherneski and Morrison credit the success of that facility to the Local One team being awarded with the multi-million-dollar expansion project on Stz’uminus First Nation land to their new Culture Centre & Long House Renovation project. The com-
pany hopes to break ground in early 2023. The plan includes an upgrade to the Long House and the construction of a new 5,000 square-foot Cultural Hall. The project will include the demolition and removal of the kitchen and dining half from the Long House, clearing and site preparation, structural remediation of the Long House, restoration of bench seating and roof, new washrooms, replacement of the dancer’s hall, entrance ways and sidewalks upgrade for universal access, and upgrades to the
current parking lot. They will also construction a roof extension for breezeway coverage between the Long House and the Cultural Hall, install a new commercial kitchen, storage space, and first aid room, along with other related work.
Strengthening bonds
The Local One west coast venture is proving to be a resounding success, with the company’s work ethic and experience paying dividends. So, too, is its commitment to community and culture – as dem-
onstrated by Local One’s ability to develop and foster close relationships with many First Nations communities.
“We’re definitely here for the long term,” says Morrison. “We have a large variety of projects we are currently working on, along with a number of new projects starting in 2023.”
The initial trip to Vancouver Island may have been considered temporary but it looks like both men now intend to stay for the long term. n
After more than 25 years, Hazelwood Construction continues to maintain stable growth, while steadily diversifying the company’s civil construction project portfolio. No job is too challenging and innovation is the key to our success.
HeroWork Radical renovation
Many cities in Canada have experienced an increased demand for supportive social services, and this is true of Victoria’s downtown community. Drive the neighborhood surrounding Pandora and Quadra Streets on any given day, and you will witness the harsh disparity that has taken hold of many people living in the community.
The Victoria Cool Aid Society is an organization that has been providing housing, shelter, support, and health services to some of the city’s most vulnerable people since 1968. Cool Aid’s Downtown Community Centre, located on 755 Pandora Street, serves over 6,000 people each year and is the only space of its kind in the region providing free programming to sup-
port individuals who are living in poverty or who are experiencing mental health or substance use challenges.
The Community Centre which serves as a community kitchen and provides supportive programming, daily drop-in meal services, and an emergency shelter space, has not seen any major updates since it was first constructed in the mid 1990s. The building was limited in terms of capacity, and it was disproportionately affected due to the pandemic.
In the fall of 2022, HeroWork completed a ‘radical renovation’ to the Downtown Community Centre by mobilizing local companies and hundreds of volunteers to perform a renovation in a condensed amount of time.
HeroWork is a local organization that transforms charities by transforming the buildings from which they provide their services. Performing urgently needed renovations to a charity’s facilities can allow that charity to increase its capacity and efficiency when serving individuals.
“Each project has its own unique challenge, and the last couple of years have been a big challenge,” says Trevor Botkin, General Manager at HeroWork. “But we had a rock-solid team and we’re completing these projects faster than what the market would typically see on a project of this size.”
For this radical renovation, the Community Centre received a restructured and more efficient main floor layout, updated and expanded community kitchen, new multi-purpose space, new exterior gathering place with landscaping redesign, along with updated lighting, plumbing, and HVAC systems, flooring, and paint. The facility also saw the addition of accessible and gender-neutral washrooms, computer stations, and additional storage solutions.
“The former layout was very closed off and it made it so that they were unable to run programs concurrently,” says Botkin. “This was largely due to the fact that the
kitchen was so small that as soon as they started doing anything related to food, they had to shut down the rest of the building.”
Botkin says that in order to create a kitchen that could withstand the required volume, they had to relocate it to the opposite side of the building. “That required pulling up all of the services and tons of concrete to be able to move all the new connections and plumbing.”
Crews also completely replaced the lighting throughout the building with new LED installations.
“It was a different approach from a typical project,” says Travis Fox, Project Manager for DenMar Electric Ltd., the primary electrical contractor for the project. “Our responsibility was to identify any electrical problems and concerns and then work together with other contractors on site to find solutions. We had to get in there, understand the scope of work, and then develop a timeline that worked for everybody using the proper manpower to achieve our goals.”
The new kitchen, complete with upgraded appliances, is now approximately five times larger than the old kitchen. The renewed space means that the Cool Aid Society will be able to triple the amount of their programming and increase the number of people who are served at the community centre from 6,000 to 12,000 annually.
Teams also updated the outdoor area located in the back of the building creating a gathering space as well as an outdoor kitchen. “One of the goals of every community centre is to bring the community together,” says Botkin. “Especially during the pandemic, we saw the Community Centre affected a great deal because they had a lack of indoor space, plus it wasn’t designed for outdoor gatherings.”
Volunteers collapsed the existing tem-
porary structure and constructed an outdoor cooking area complete with a built-in barbeque and pizza oven. Western Forest Products provided timber to construct a permanent 20’ x 30’ pavilion and the landscaping was overhauled creating a lush gathering space.
“We redid the landscaping and brought it down to a more manageable place while making it more aesthetically pleasing,” says Botkin.
The entire building is now fully accessible with automatic doors allowing visitors using mobility aids to move freely between spaces.
Since the space is used as an emergency shelter space the project had to be completed before the cold weather set in. That meant starting the project in August which was a challenge with people typically being on vacation or having children home from school. However, Botkin says that they set a volunteer record on this project. “We normally run around 500 volunteers per project, working approximately 5,000 hours,” he says. “On this project, we had almost 700 volunteers.”
Donating time, resources, and materials has given hundreds of volunteers the opportunity to be a part of a collaborative effort that supports something bigger.
“It always feels good to get out there and be part of the community in this way,” says Fox. “There was a great energy on site, and it was a good experience. Our team enjoyed it and we’re happy to go back and do it again.”
HeroWork’s next project is scheduled for the spring at Power To Be, an organization that helps provide access to youth, families, and adults living with cognitive, physical, financial, and social barriers that want to experience the outdoors. The project will renovate their facility located at Prospect Lake. n
VICA members who contributed to the Radical Renovation at the Cool Aid Society Downtown Community Centre provided by HeroWork
Andrew Sheret Limited
Banyan Group of Companies Ltd.
Butler Concrete and Aggregate Ltd.
Camosun College Women In Trades Training
Denmar Electric Ltd.
Farmer Construction Ltd.
H.I. Mechanical Inc.
Harbour City Kitchens
Houle Electric Ltd.
Island Floor Centre Ltd.
J.Lee Diamond Drilling Ltd.
Kinetic Construction Ltd.
Lewis Sheet Metal Ltd.
Monk Office Supply Ltd.
Namdor Reinforcing Steel (1987) Ltd.
Pinchin Ltd.
RJC Engineers
Redline Glass Ltd.
Removall Remediation Services Ltd.
Slegg Building Materials
Tri City Finishing
VICA Construct Your Future
Victaulic
HeroWork thanks all the businesses and individuals that helped with time, resources, and donations for this Radical Renovation.
Substance use in the construction industry The employer’s duty to inquire
By Andrew Nicholl, Roper Greyell LLP
This article addresses the connection between the crisis of problematic substance use in the construction industry and an employer’s duty to inquire (a human rights duty), for provincially regulated employers in B.C.
According to the B.C. Coroners Service, 35 per cent of the 6,007 people who died due to illicit drug toxicity between August 1, 2017 and July 31, 2021 were employed and half of those employed worked in the trades, transport, or as equipment operators. According to a survey of construction workers in B.C. by the Construction Industry Rehabilitation Plan and WorkSafeBC that has been cited in a number of news articles, one in three construction
Different stakeholders, including employers, are working on various fronts to address this crisis. For example, a growing number of employers in the industry in B.C. have participated in the VICA-led Tailgate Toolkit Project.
The author has had the opportunity to present on the duty to accommodate to participants in the Supervisor Training program that is provided as part of the Tailgate Toolkit Project. Many participants (who represent employers) speak of the moral obligation and urgency they feel on this topic. But it is not easy or straightforward.
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For a number of complex reasons, many workers dealing with mental health or substance use challenges do not talk about it and one of the goals of the Tailgate Toolkit Project is to break down these barriers. In this author’s view, breaking down such barriers will also enhance workplace safety by reducing the risk of employees performing work when not fit to do so and improve the ability of employers to comply with their human rights obligations, as explained below.
The Duty to Inquire
Addiction and substance use disorders are recognized as a disability under the B.C. Human Rights Code. This means that if an employee has such a disability, they are entitled to certain protections, and their employer has certain obligations under the Code.
In general, employers are only legally
obligated to accommodate disabilities they know about and where a failure to accommodate would result in adverse employment-related consequences for the employee with a disability. However, the duty to accommodate arises when an employer knew or ought to have known that an employee needs accommodation. Therefore, sometimes human rights obligations are triggered even where an employee has said nothing to the employer, due to a human rights concept called the duty to inquire.
In the context of a potential substance use disorder, this means that an employee’s behaviour can lead to a duty to inquire with the employee, even if nothing is reported. For example, if an employee with an otherwise stellar attendance record suddenly starts arriving late or missing work entirely, an employer may have a duty to inquire or investigate whether a disability could be the cause of the employee’s absenteeism issues.
These conversations must be approached with sensitivity and care. Identifying the problematic behaviour (e.g. punctuality/attendance), inquiring about the person’s well-being, and offering information about an employee assistance plan or other source of support are some of the questions that may need to be asked.
If those inquiries reveal that the employee may have a disability (e.g. a potential substance use disorder), the employer will also likely need to seek additional
information (e.g. medical) to substantiate the disability and address the specific accommodation requirements (e.g. limitations and abilities). While a critical step in the accommodation process, employers also need to be mindful of employee’s privacy rights when making such inquiries.
Ignorance is Risk
Even if you set aside the many other business, operational, and legal pressures faced by employers in the construction industry, the practical challenges of addressing potentially problematic substance use in the workplace are extensive, particularly given the prevalence of reported problematic substance use in the industry.
For example, staying on budget and on time, while managing multiple projects, a dynamic workforce, and limited resources, are all factors that make it harder to identify and engage with employees who might need help. In addition, while not without limits, the duty to accommodate is onerous and requires accommodation up to the point of undue hardship for the employer. Employers who are not aware of, or shy away from dealing with such situations face significant risks.
First, as explained above, failing to comply with the duty to inquire can lead to human rights risks if an employee suffers an adverse employment consequence and files a human rights claim or grievance. It may seem easier to avoid asking questions that could trigger the accommoda-
tion process but employer decisions that appear completely reasonable on their face can be found to contravene human rights law if an employer does not ask such questions in appropriate circumstances.
Second, failing to make inquiries or shying away from addressing potential concerns might also expose an employer to liability under occupational health and safety legislation and create additional risk in the workplace if it leads to an employee performing work when they are not fit to do so. This is particularly risky given the safety sensitive nature of construction work.
To be clear, these legal obligations exist in addition to the moral obligation that many Tailgate Toolkit Project supervisor training participants speak of. But they all compel the same general approach: developing a workplace where supervisors and managers do not shy away from difficult conversations and developing a culture where employees are comfortable disclosing that they might need help.
This is a challenging and complex issue for employers to navigate, including having conversations with employees and seeking medical information. Therefore, we encourage employers to consider getting legal advice if there is a concern about problematic substance use in your workplace.
Andrew Nicholl is a lawyer at Roper Greyell LLP, practising in management-side labour relations and employment law with a focus on employers in the construction industry. Andrew is passionate about working with construction industry stakeholders to better ensure safe and productive workplaces. He can be reached at anicholl@ropergreyell.com.
While every effort has been made to ensure accuracy in this article, you are urged to seek specific advice on matters of concern and not to rely solely on what is contained herein. The document is for general information purposes only and does not constitute legal advice. n
Changing care delivery New facility reflects new approach
By Melanie Franner
When Providence Living at
The Views opens in mid2024, it will showcase a brand new care-delivery approach to patients with dementia. The 156-bed residence will be more like a village than an institution – fostering a sense of community among residents, visitors, and staff.
“We’re changing the experience of care for our residents,” says Mark Blandford, CEO, Providence Living. “We’re moving from a task-driven approach to socialrelational care.”
Island Health signed the project development agreement with Providence Living in 2019, calling for the building and operation of a dementia village in the Comox Valley. The new $156.2 million centre will replace the existing long-term
care facility currently operating as The Views at St. Joseph’s.
Building blocks
The new approach to care embodies the highly successful De Hogeweyk model, which encourages “re-humanization” of long-term care. The Dutch-inspired archetype has created an entire gated village for people with dementia.
This new approach necessitated a completely different type of building design, one that has been further influenced by the pandemic.
“We signed off on the project just before COVID-19 hit,” says Blandford. “The detailed planning on the design took place concurrently to all of us being deployed operationally so we were able to
incorporate quite a few additional protocol measures required to manage issues like COVID into the final stages.”
The result is a series of new architectural changes that foster mini communities within a larger context, while adhering to new safety controls.
For example, the old congregate setting of having four residents per room has been replaced with individual rooms, each with its own washroom. The new floorplan allows for rooms to be separated into groups of 12 for improved management of infectious disease outbreaks such as COVID-19.
Each 12-room “household” offers a kitchen and utility room so residents can make their own breakfast and lunch or do their own laundry at a time of their
Rendering of Providence Living at The Views, showing centre courtyard and gardens with chapel and spiritual space.
choosing. Staff will be available to assist in these tasks and to accompany residents to an on-site grocery store for supplies.
“We will be able to completely segregate each group of 12 rooms,” says Blandford, who adds that other increased safety protocols include additional handwashing sinks and separate entrances and exits for staff. “We’re adhering to safety protocols while striving to deliver a balanced approach to an enhanced daily life for our residents.”
The goal behind the innovative new model will be to ensure resident involvement in everyday activities within the household or the wider, secure village. The focus will be on individualized smaller groupings that will nurture a sense of belonging.
Amenities will include community gardens, child daycare, Island Health funded adult day programs, and a community space, studio, chapel, and dedicated Indigenous spiritual space, designed in collaboration with the K’omoks Nation.
An on-site bistro (open to residents and visitors), hair salon, and other sup-
port services will also be on-site – with the opportunity for more to be added in the future.
“This is a 10-acre site,” says Blandford.
“Our hope is to offer more supports, like additional retail and primary care, right on site. We want to offer a care village as opposed to a care facility.”
SKILLED GRADS READY FOR HIRE
In the works
Construction on the Providence Living at The Views is already well underway. “The last pour of the suspended slab was done in the first week of December 2022,” says Greg Ciura, Senior Specialist, Structures at WSP. “And there are many wood-frame walls already fabricated and stacked on site ready to be installed.”
WSP, the structural engineering consulting firm for the project, offers a wellestablished local presence throughout
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the province, including offices in Victoria and Nanaimo.
Ciura describes the Providence Living three-storey building as a typical residential wood-frame on a concrete podium construction. But he quickly adds that the build itself is anything but typical.
“The large oval footprint of the building is unique,” he says. “This makes the structural design and construction more challenging. There are seismic-design challenges created by the very large and non-rectangular floor and roof diaphragms. For fire protection purposes, the building is divided by two fire walls. All of this adds to the complexity of the build.”
The building’s first storey (which is partially underground) will include the parkade, kitchen, laundry, service rooms, offices, and amenities. The upper floors enclose two smaller buildings in the courtyard; a chapel and an Indigenous spiritual space.
WSP began working on the design in the spring of 2021, and Ciura estimates that the structure will be completed by mid-2023.
“Fortunately, access to the site is very good,” he says. “The View at St. Joseph’s (the long-term care facility currently on site) remains an active site but a portion of the old hospital was demolished beforehand so there is ample room to work on the project.”
A group effort
Just as Providence Living at The Views will introduce a new resident-centric model of care to the province, it will also inspire those who are involved in the project itself.
“The nature of this project, even for me personally, has made it such a great joy to work on,” says Ciura. “There is such a good connection with the project manager, architect, the contractor, and all the other consultants. We all share that sense that this is going to be a special place and I think we all strive to do better because of it. Everyone is connected and working together.”
The last section of the suspended slab poured in December.
HOW POMERLEAU IS REFURBISHING AN ESSENTIAL PIECE OF WEST COAST INFRASTRUCTURE
Esquimalt, British Columbia is home to federally-owned Esquimalt Graving Dock, the largest non-military hard bottom dry dock on the west coast of the Americas. The dock continues to provide essential services to the Royal Canadian Navy and Canadian Coast Guard fleets in the Pacific. It provides large economic advantages to the region’s industrial marine sector by providing world-class ship repair, refit, and maintenance.
To ensure the longevity and success of the dock, which is nearly 100 years old, Pomerleau, a leader in the Canadian construction industry, is refurbishing the existing infrastructure for Public Services and Procurement Canada (PSPC).
The repair and extension of the eastern end of the dry dock by 36m, is nearly complete. The existing structure was refurbished by installing rebar and reconstructing the damaged concrete in between the granite slabs and walls that form the dock. 1900m3 of concrete was demolished and 3700m3 was cast in place. In total, 500m2 of damaged concrete was repaired. Drainage repairs were made and cracks to the granite were sealed.
The extension will add nearly 20% capacity to the dock. The project will increase its capacity to lodge vessels up to 150 metres long.
The nature of the project indicates the need for a team that responds well to a fast-paced environment. Project Manager, Alexandre Jean believes adaptability is the most valuable skill to have when working on the dock. “Due to the nature of the project, and because the infrastructure is nearly 100 years-old, priorities can change at any time and are subject to the requirements of the structure. Our tasks are constantly evolving, and our team is well adapted to this aspect of the work,” said Jean.
Much of the work done on the project is self-performed, meaning the labour is sourced and managed in-house. Pomerleau hired a team of skilled trades to perform the labour instead of subcontracting the main scope and works. The concrete, formwork and rock excavation for this project were managed by Pomerleau. The blasting of 18000m3 of rock and excavation of soil was a part of the extension, which led to the construction of the slab and walls.
“There are many benefits for the client concerning self-performed work,” said Jean. “It gives way to a streamlined process of work. The clients can count on our expertise and our enhanced authority over the schedule and planning, without having to deal with third parties.”
The team is working hard and putting in a lot of hours. Most of the construction activities were completed on a seven-day working calendar, including a night shift to complete this challenging project. All the efforts have been deployed within a short period of time to ensure the client’s activities at the dock can resume safely and efficiently.
Certificates of completion under the Builders Lien Act
By Tyler Galbraith, Partner, Jenkins Marzban Logan LLP
Certificates of completion under the Builders Lien Act trigger both the claim of lien filing and holdback periods for contractors and subcontractors. Accordingly, certificates of completion play an important role in the construction process but are often misunderstood or confused with other certificates (e.g. certificate of substantial performance). It is important, therefore, that all parties be familiar with their rights and obligations concerning certificates of completion.
The Builders Lien Act provides that on the request of a contractor or subcontractor, the payment certifier must, within 10 days of the request, determine whether the contract or subcontract has been completed and, if the payment certifier determines it has been completed, the payment certifier must issue a certificate of
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completion. If a certificate of completion is issued, the payment certifier must, among other things and within seven days, deliver a copy of the certificate to the owner, the head contractor (if any), and the person at whose request the certificate was issued and post, in a prominent place on the improvement, a notice of certification of completion. Accordingly, for a certificate of completion to be valid, it must be requested by the correct person, prepared by the correct person, prepared in the correct form (more or less) and properly issued.
Proper Request: A contractor should request the issuance of a certificate of completion from the payment certifier for its contract with the owner and a subcontractor should request the issuance of a certificate of completion from the payment certifier for its sub-
contract with a contractor or other subcontractor. If the request comes from the wrong entity, it will not be properly made and the certificate of completion, if issued, will be invalid.
Proper Person: Under the Builders Lien Act the person responsible for issuing certificates of completion is the “payment certifier”. The payment certifier is either the person identified in the contract or subcontract as responsible for payment certification or, if no person is identified then (i) the owner acting alone is deemed the payment certifier in respect to amounts due to a contractor and (ii) the owner and contractor acting together are deemed the payment certifier in respect of amounts due to a subcontractor. Only the proper payment certifier can issue a valid certificate of completion. It is therefore recommended that the parties expressly identify in the contract or subcontract who the payment certifier is to avoid confusion and ensure requests are made to the proper person.
Proper Form: The Builders Lien Act provides that a certificate of completion “may” be in the prescribed form contained in the Builders Lien Act Forms Regulation, and if it is, it is sufficient for the purposes of the Act. A payment certifier should issue a certificate of completion in the prescribed form otherwise there is a risk the certificate of completion will be invalid because it does not contain the required information, which risk can be easily avoided.
Proper Issuance: The Builders Lien Act provides that if a payment certifier determines that a contract or subcontract is complete it must “issue” a certificate of completion. The Builders Lien
Act further provides that once a certificate of completion is “issued”, both the claim of lien filing and holdback periods are triggered. Unfortunately, the Builders Lien Act does not define what “issue” means; however, once a certificate of completion is issued it must be “delivered” and a notice of certification of completion “posted”.
The courts have held that there can be no effective notice where a certificate of completion does not contain the required information and a notice of certification of completion is not posted in a conspicuous location on the improvement. There must be a clear warning to those who may be affected by the issuance of a certificate of completion to make the process valid. In the circumstances, a payment certifier should meet its delivery and notice posting obligations to ensure that a certificate of completion is properly issued. It is recommended that the location on the improvement where notices of certification of completion will be posted be communicated (through some form of documentation) to ensure all parties know where to look.
Certificates of completion are well known in the construction industry but often misunderstood. The process for issuance, delivery and notification is set out in the Builders Lien Act but not always followed. The above ways to simplify the process in advance are recommended. However, it is up to the parties to know, understand, and follow the process to ensure certificates of completion are validly issued and enforceable. n
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What’s driving the labour shortage in Canadian construction?
By Mary Lawson, Partner and Organizational Renewal Leader, MNP LLP
Labour shortages are top of mind for Canadian construction businesses across the country. As you know all too well, delivering high-quality projects means hiring and retaining highquality people.
As you assess the labour landscape, and why this monumental challenge exists, you’ll gain new insights about how your company can manage it.
What are construction companies dealing with?
The data helps separate facts from myths as you build your workforce strategy.
The Business Development Bank of Canada (BDC) released a report with labour statistics and insights for multiple industries, including real estate and construction. Here are some key takeaways.
Across all industries:
• 55 per cent of entrepreneurs say they are struggling to hire
• 64 per cent say that a worker shortage limits their growth In construction:
• 50 per cent of respondents say they have difficulty hiring
• More than 62,000 employees left the industry between February 2020 and August 2021, either due to retirement or employment outside of construction
While the current economic volatility can be attributed to pandemic disruptions, these employee shortages are long-term trends — they began long before 2020 and will continue long after.
Why is there a labour shortage in Canada?
So how did we get to this point?
Aging population
Baby Boomers are still the most populous generation in Canada; according to Statistics Canada*, Millennials (people born between the early 1980s and the mid 1990s) won’t outnumber them until 2029. As Baby Boomers age, they’re leaving the workforce faster than Generation Z (people born between the mid 1990s and late 2000s) is entering.
COVID prompted many people ap-
proaching retirement age to exit a few years earlier than planned. We’ll continue to see a significant number of retirements over the next few years.
Behavioural trends among younger generations
Gen Z are taking longer to finish school and start their careers than previous generations. Labour force participation among teenagers, including summer jobs, is much lower now than in decades past. This, combined with the fact that Gen Z are less numerous than Millennials and Baby Boomers, creates a natural reduction in the total labour pool.
Shifting priorities
The pandemic prompted many people to think big picture and ask themselves what they truly value in their careers and their personal lives. What’s commonly called the “Great Resignation” is a result of this mass re-evaluation of priorities.
Young people joining the workforce care more about factors like environmental impact, diversity & inclusion, social involvement, and work-life balance than the retirees leaving the workforce. This trend pre-dates COVID and should be treated as central to your hiring strategy.
Addressing myths
Many managers and decision-makers in the construction industry believe COVID subsidies and EI programs are de-incentivizing people from entering the workforce. In reality, COVID programs have ended, and people are working; unemployment in Canada is near record lows.
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 Dallas can help you, go to mnp.ca/meetdallas.
“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.
Many also believe worker shortages are a direct result of the pandemic and will be short lived. The truth is more nuanced. While the pandemic sped up many of the trends that led to the current shortage of skilled labour, it did not create them.
What can I do about it?
Your construction business needs to tailor its own approach to dealing with labour shortages. Here are some examples of solutions you can consider.
The full picture of compensation
Yes, money talks, but it’s no longer the only one in the conversation. Young people with ambition are looking for good jobs with advancement opportunities, benefits packages, flexibility, and great working conditions. If your situation permits it, leveraging employee share ownership or profit-sharing programs can build a sense of loyalty and buy-in among your people.
If your solution to the problem is to throw money at it, you’ll find it expensive and inefficient. Your competitors can easily poach employees who are only motivated by their salaries.
Purpose and wellness
Your staff want to feel that their employer shares their values. Invest in clarifying and communicating your company’s reason for being, and show your workers the positive impact their work is having. If your projects benefit communities, talk about it. In fact, talking with your employees regularly will help you find out what they enjoy doing and give them more opportunities to do it, while ensuring appropriate transfer of knowledge and skills.
Make wellness inseparable from your corporate culture and, if possible, compensation. Think outside the box when creating wellness packages that encompass mental, physical, and emotional support. Not every employee will take advantage of these benefits, but even just having them available creates goodwill and shows your people they’re valued.
Work environment
Invest in creating a work environment that is more welcoming to a broader base of people. Invest in internal training and cultural improvement to create a workplace that embodies respect and inclusion.
That investment pays dividends long term and can turn into your competitive edge.
Contact us
To learn more, contact Mary Larson, Partner and Organizational Renewal Leader at MNP.
How our health and wellness resources could help your employee during difficult economic times
By Arthur Chung
The BCCA Employee Benefit Trust (BCCA EBT) was established over 50 years ago with a mission to ensure employees in the construction industry are looked after. We have always kept our purpose and remain committed to meeting your needs during these evolving times. As an organization responsible for the lives of more than 8000 employees under 430 employers, we continue to work towards this end, particularly during these unprecedented times.
We remain committed to offering our members the right resources available for mental and financial crises.
Health and wellness resources can help employers reduce employee turnover and increase worker morale as well. This is because it reduces workers’ stress and helps them work productively. It is also good business practice since high worker morale increases employee productivity and loyalty towards the company. Additionally, these programs can help employees cope with difficult economic conditions. A health and wellness program can help employees fight these problems and stay on the right path back to health.
It is crucial for us to support construction industry employers, their employees, and their families during these times of uncertainty by providing various mental health resources through our Employee and Family Assistance Program and MindBeacon.
Mental Health Resources
We provide our members with quality mental health resources to help manage stress, anxiety, and depression. Our Employee and Family Assistance Program helps our members access counsellors to discuss their challenges, provide actionable solutions to manage symptoms of stress and anxiety, and help them plan their financial futures through the Credit Counselling Society. We also provide access to a series of webinars on various mental health topics to plan administrators.
If one-on-one counselling is not for you, we also provide to our members MindBeacon, which provides guided digital therapy and Stronger Minds, a free set of modules for self help.
We are thankful for the support of our regional construction associations for helping us share mental and financial health resources with the construction industry when needed most. We are also grateful to our plan members for allowing us the privilege of taking care of their teams throughout these unprecedented times.
For more information on benefit plans offered by the BCCA Employee Benefit Trust visit bccabenefits.ca, email info@bccabenefits.ca, or call 1-800-665-1077. n
Are we investing enough?
By Rory Kulmala, VICA CEO
Last year, the Greater Victoria School District 61 (SD 61) announced that it would be replacing the Cedar Hill Middle School without a woodworking shop – something that currently exists in the school. I certainly followed up with letters to the superintendent of SD 61 and various ministries conveying my concerns to this decision. While my concerns were acknowledged, no adjustments to the replacement plans were made. It seems that this is a growing trend that, if gone unchecked, could have significant consequences down the proverbial road.
There is a growing shortage of skilled workers in the construction industry.
One of the most effective ways to address this shortage is to focus on educating and training young people in construction trades. This is done through vocational schools, apprenticeships, and other training programs that provide hands-on experience and practical skills in areas such as carpentry, electrical work, plumbing, and masonry. By investing in these programs, we equip our youth with the skills and knowledge they need to succeed in the industry, while also meeting the growing demand for skilled workers. As Minister Mercier said recently, “If you want to buy a house, get into the skilled trades”.
Investing in youth education in the construction trades is not just good for the in-
dustry and the economy, but it is also good for our society. It provides young people with the skills and knowledge they need to build successful and fulfilling careers, which can lead to increased self-esteem, personal satisfaction, and community engagement.
Moreover, the sooner that this investment starts, the sooner the seeds of opportunity are planted with our youth, including at our middle schools. Promoting trades in middle school is extremely important because it helps students discover their interests, prepare them for the future, diversify their career options, and address the skills gap. By promoting trades at this stage, students can learn about the dif-
ferent options available and gain a better understanding of what they need to do to pursue their chosen career path.
Many of the jobs that will be available in the future will require skills in trades such as construction, manufacturing, and healthcare. By making these tactical investments, we can help prepare students for these job opportunities and ensure that they have the skills and knowledge needed to succeed in the workforce.
By promoting trades as a viable alternative to more traditional academic pathways, we help diversify a students’ career options and open new opportunities for them. Recognizing that many students may not initially be suited or have an interest in a post-secondary education, having the trades better promoted and supported at the middle/secondary school level provides students with more options.
The current education system can be seen as biased towards university education, with a strong emphasis on academic subjects and university/college readiness. This can have unintended consequences, as high schools prioritize academic subjects that are considered important for post-secondary admission and success. In some cases, vocational or technical education may be de-prioritized in favour of academic subjects, even though vocational and technical skills are just as valuable and clearly in demand in our job market.
I am by no means suggesting that a post-secondary education is not important. University education provides valuable skills and knowledge and may lead to higher earning potential and better job opportunities for many students. Even our construction sector needs many critical skills that universities and colleges provide such as engineers, architects, and technical specialists. The important thing is to ensure that all students have access to a
variety of educational options, including vocational and technical education, and that they are not pushed into a particular path based on biases or systemic factors.
Perhaps it’s time to rethink how we fund and support our middle and high schools.
Can we design and build schools around a child’s learning interest and ability vs an obsolete funding formula? Can we develop curriculum that balances practical
skills with academic ones? Can we develop learning curriculums that incorporate apprenticeships into their high school success rather than having special programs that try to do so? By doing so, we can help to address the skills shortage in the industry, create job opportunities for young people, and build a brighter future for our communities. n
Growing with communities
Seven decades of growth on Vancouver Island
Lombard Precast Inc. has been serving the Vancouver Island civil underground industry for over seven decades. Now, with it’s new home in Duncan, it can continue to grow healthy and robust communities from their brandnew production facility and the future looks bright.
Lombard Precast was started in the 1960s by the Josephson family on their farm in Metchosin, B.C. The family owned and operated the business until the mid1980s when it was purchased by Precon Products of Abbotsford, B.C., with Dennis Josephson being the second-generation operational owner. In 1989, both compa-
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 experience gained over 30+ years working for major contractors, I can help you strengthen the foundations your company already has and prepare it to be successful in the growth that lies ahead.
Offering both business and project services, my goal is to shatter the glass ceiling of what contractors currently accept as a profit margin while maintaining and even increasing their competitiveness.
www.mtcasl.com | 250-668-8050
nies were purchased by Langley Concrete and Tile Ltd., resulting in production equipment upgrades to help Lombard Precast take advantage of the existing market on Vancouver Island.
Langley Concrete also started from a humble farm located in Aldergrove, B.C. in the 1940s and is still owned and operated by the Omelaniec family today. In 1960, Langley Concrete was incorporated and subsequent generations of the family have worked vigorously to modernize and expand the business.
One of the challenges that Lombard Precast was facing was that the land on which their operations were situated was specifically designated ALR land and did not have the ability to expand. Recognizing the need to modernize and create a more efficient facility for Lombard Precast, the ownership group of Langley Concrete secured a property located in the southern end of Duncan, and began the undertaking of designing and building a new facility that would allow the company to get involved with the substantial growth occurring in the Vancouver Island market.
New precast facility in Duncan, BC.
Computerized concrete mixing system.
The new, state-of-the-art 45,000 squarefoot production facility located at 4315 Hillbank Road in Duncan began full production in 2020, replacing the 18,000 square-foot Metchosin facility. With over 5,000 sqare feet of office space, the new Duncan Production Facility is now a hub of precast manufacturing, sales, and distribution. It boasts brand new equipment including computerized concrete mixing and delivery systems, high-efficiency precast production machines, welded wire mesh production equipment to ensure Lombard Precast can continue to serve the Vancouver Island market well into the future.
Lombard Precast now serves the Vancouver Island markets from Victoria to Port Hardy and has the ability to serve the Gulf Islands, Sunshine Coast, Haida Gwaii, the mainland, and anywhere there is demand.
From its humble beginnings in Metchosin, Lombard Precast can continue the legacy of producing quality precast products from its new facility in Duncan. It is the start of yet another exciting chapter in the history of precast production in B.C. Growing with communities, providing essential precast concrete products, and improving quality and working conditions for the entire Lombard team. n
Prebench manhole equipment and precast production machines.
YOUR ONE-STOP SHOP FOR INNOVATIVE ENGINEERING AND FABRICATION SOLUTIONS
Niik Steel is a full-service fabrication, construction, and engineering service provider, delivering your project from start to finish on budget and within schedule. This is achieved through our complete range of in-house resources and our collaborative, personable approach to our clients. Niik’s broad skills and industry experience make for a one-stop shop capable of delivering your project from design, steel fabrication and procurement to construction and delivery. We work with our clients to deliver customized value-for-cost solutions to their specific project requirements.
Our 30,000 square feet manufacturing facility boasts two 88 feet gantry cranes, CNC drill lines and beamlines, 35-ton overhead cranes, ten-ton cranes, 12 fabrication stations and a Wheelabrator surface preparation machine, and a painting facility. Our highly skilled supervisors, engineers, fabricators, and painters produce the highest quality and precision steel components. We believe in taking an innovative approach to our projects and automating the process whenever possible. This ensures quality and efficiency in our operations and is carried through to the work we do for our clients.
The higher the risk, the higher the premiums; insurers need to safeguard their companies from high claim amounts and protect their profitability. In the current corporate climate, there are many risk areas for which insurers have not had to previously account, including the ramifications of COVID-19, the implications of Hurricane Ian, the continued concerns over climate change, the Russian/Ukrainian conflict, rising inflation, the looming recession, and cyber security risks. All of these play a huge role in determining insurance premiums, but for many insurance companies, there are too many unknowns. This has resulted in increased underwriting scrutiny and accelerated premium rates. Below are the risks that are plaguing 2023:
Inflation and Recession
Rising inflation from the aftermath of Covid-19 and the looming threat of a global recession will be the biggest concern for insurance companies in 2023. With inflation impacting everything from distribution, replacement, and property damage costs, carriers and underwriters are struggling to create competitive products and pricing structures that also protect profitability and efficiency. Although the majority of COVID-19 restrictions have been lifted and life is more or less resuming it’s normal pace, insurance markets have not escaped it’s impact. Global insurance markets will continue to be negatively affected by volatility in capital markets and weaker growth, meaning insurance markets are likely to shrink as a result of the economic slowdown. Adding to the unpredictability of insurance industry trends is the potential for class action lawsuits from Business Interruption claims. Trends in the insurance industry remain unpredictable and all of these factors could put upward pressure on premiums.
Catastrophes/Climate Change
Hurricane Fiona estimated at $800 million. In British Columbia, insured losses for the winter storm and king tide in December 2022 will reach $80 million. A combination of high claims values, additional living expenses related to massive evacuation efforts, prolonged reconstruction and prevalent higherthan-average construction costs will contribute to a increased pressure on rating.
Russian/Ukrainian Conflict
Unfortunately, the final consequences and impact of the Russian/Ukrainian war is still unknown. However it’s safe to say that the effects of the conflict will be felt in a myriad of ways throughout the global insurance market. Already, we have seen properties being destroyed, even further disruptions to the supply chain, and inflationary prices on everything from food and shelter to gas and energy. Since the financial repercussions of war generally have devastating consequences on the global economy, companies and organizations should be vigilant in their business activities in 2023. Even if the Russian/Ukrainian conflict were to resolve in 2023, significant direct and indirect losses have already been felt and have manifested themselves throughout the globe, which could have a ripple effect on insurance premiums.
The Takeaway
The uncertainty (ie: risk) factors that are expected to plague the insurance space will make 2023 a very challenging year for some lines of coverage. However, as insurance companies tweak their offerings to adapt to the changing environment, most coverage lines could still overcome the predicted hard market resulting in smaller than expected rate increases. Though some lines will struggle more than others, if insurers remain competitive and innovative with their products and polices, implement virtual and/or cloudbased solutions to procedures and operations, the commercial insurance space should recover well. If most uncertainty factors such as inflation, residual impacts of COVID-19, and threat of a global recession wane significantly by the third quarter of 2023, more stable insurance pricing is likely.
The damage and loss created by Hurricane Ian will have a significant impact on the global insurance industry in 2023 with some publications estimating a total of $74 billion in total damages. Additionally, the National Flood Insurance Program could see an additional $10 billion in losses from storm surge and inland flooding. In Canada, 2022 was the third worst year for insurance damage in the country’s history. Weather related catastrophes reached almost $3 billion, with the top two events being the Derecho storm in Ontario and Quebec at $1 billion and
Wilson M Beck Insurance can provide guidance in navigating the changing insurance market and minimizing any negative impact.
GOLD SEAL CERTIFICATION Become a recognized employer
The Canadian Construction Association’s (CCA) Gold Seal Certification Program can help your company attract, grow, and retain top talent.
By Chanel Roberts, Manager, Education and Gold Seal Certification Program, Canadian Construction Association
With over 11,000 Gold Seal Certified (GSC) professionals across Canada, CCA’s Gold Seal Certification Program is the industry’s nationally recognized certifica-
tion. Gold Seal construction management professionals have attained the highest standard of excellence in the industry, have proven industry experience, and are held in high regard. Through professional
development and continued mentorship, this professional certification program is focused on helping individuals achieve excellence through education, training, and skills development.
Become a Gold Seal Employer
Employers who support their employees’ professional development are seen as industry leaders. Becoming a Gold Seal employer capitalizes on the integrity and prestige of the Gold Seal Certification and profiles your commitment to excellence in the management of construction.
Key advantages of being a Gold Seal employer include:
1. Demonstrating your preference for construction professionals who have earned a nationally respected certification.
2. Industry recognition for supporting continuous professional development.
3. Maintaining a competitive advantage and ensuring that clients understand that your company’s construction projects consistently set the gold standard with Gold Seal Certified professionals.
4. Opportunities for Gold Seal Project recognition, providing increased promotion and exposure for featured projects.
5. Advocating for the Gold Seal Certification Program.
Get the best people for the job
Including information on Gold Seal Certification on your website’s careers section and in job postings can benefit your company in many ways. Having a clearly defined way of growing talent and investing in professional development is an incentive for applicants and can help differentiate your company from the competition. By asking for the certification in job postings or by listing it as an asset, you can showcase your appreciation and support of professionalism.
Gold Seal Projects
Having your project recognized as a certified Gold Seal Project is also a great way to encourage eligible jobsite staff to become certified and gain visibility for your commitment to professional development.
Gold Seal Projects promote the value of Gold Seal Certified professionals on a project site and educate those who are non-certified about the value of certification. A Gold Seal Project demonstrates a company’s ability to manage and undertake challenging construction projects and showcases their professionalism and expertise in the construction industry.
To learn more about Gold Seal Certification, visit cca-acc.com/workforce-excellence/gold-seal.
To learn more about Gold Seal Projects, visit cca-acc.com/workforce-excellence/ gold-seal/gold-seal-projects/.
To inquire about becoming a Gold Seal employer, contact the Gold Seal team at goldseal@cca-acc.com. n
Building long-term relationships based on service and transparency
Contact us today to book a complimentary review of your investment portfolio.
RBC Dominion Securities 730 View Street, Suite 500, Victoria, BC V8W 3Y7 www.jason-easton.ca
RBC Dominion Securities Inc.
CCA securing a strong future for the industry through collective advocacy
By Mary Van Buren, President, Canadian Construction Association
Representing 20,000+ member firms, the Canadian Construction Association (CCA) is proud of our mission to inspire a progressive, innovative, and sustainable construction industry.
The key to our success is working with valued partner associations like the Vancouver Island Construction Association. We are powered by your engagement. Together, we are driving change on key issues that make a real impact, not only for the industry but for all Canadians.
A smart infrastructure plan backed by investment
As the industry’s national advocate, CCA has been working to help shape a long-term plan for sustainable infrastructure investment. In our meetings with government leaders and reinforced by our advocacy strategies, CCA has always maintained that one size does not fit all. Every region and municipality, including
our Indigenous communities, have different needs and priorities.
We need to move from quick fixes to a strategy that focuses on long-term solutions and value for Canadians in the regions they live. It is why we engage with our local construction association partners and members – to learn first-hand what is important to you and your community.
Our industry can be the path to green and road to economic prosperity, but we need supportive policies and a national plan backed by a long-term investment strategy. Working with our partners at the Western Canada Roadbuilders & Heavy Construction Association, we released a report, From Shovel Ready to Shovel Worthy, to strengthen our case for a national trade-enabling infrastructure plan. It identifies key trade gateways and corridors across the country, including Western Canada, that will link resources to indus-
try, people to jobs, and products to market. We are also supporting a media and government relations outreach campaign to create more momentum and support for this initiative.
Workforce an urgent priority
It’s not news to anyone that Canada is facing its most severe labour shortage in over 50 years. There are over 93,000 open jobs in construction that the industry is struggling to fill nationwide because of baby boomer retirements, pandemic aftershocks, and, quite simply, a public misconception about careers in construction.
More than 70 members from across Canada and representing all sectors of the construction industry met with parliamentarians from all parties to discuss the labour crisis and urgent need to Rebuild Canada’s workforce NOW during CCA’s annual Hill Day on November 15.
Although we applaud the federal government’s recent decision to welcome up
to 500,000 newcomers per year for the next three years, this is not enough. Policies that attract and utilize the construction skills and experience of immigrants and newcomers were a key ask. Solutions raised by CCA members included modernizing Canada’s immigration policies, working with the provinces and territories to ensure skills matching is well aligned between jurisdictions, and updating the Temporary Foreign Worker Program.
Canada’s future growth depends on our ability to attract, develop, and retain top talent, and the Canadian construction industry recognizes the benefits of a diverse, inclusive, and equitable work culture. Our Talent Fits Here initiative is a national public awareness campaign designed to attract workers by positioning construction as a career of choice.
Fair procurement
CCA’s semi-annual Meech Lake meeting with government leaders resulted in a commitment to establish a working group on procurement and project delivery methods. We also embarked on a fact-finding mission this summer to learn first-hand from members about their challenges with current procurement practices. Dubbed the Standard Practices Tour, CCA visited Vancouver, Edmonton, Winnipeg, St. John’s, and Montreal in June.
We are creating resources to educate owners on the challenges identified by our members, as outlined in the report. Procurement needs to adapt to encourage innovation, account for long-term value and sustainability, promote the use of alternative delivery models, and support shared risk. Too often contractors take on the risk of project costs and delays due to the shortage of workers, materials, and supply chain disruptions.
Action-backed policies to support green infrastructure
We know that construction has a major role to play in achieving Canada’s net zero targets, and the federal government must
act now to support businesses in their decarbonization efforts over the coming decade. CCA and our partners are aligning on our message that governments must update the building codes, provide incentives for businesses, share climate data, and create a list of approved “green” materials.
Stay in touch!
You can count on CCA to be a collab-
orative partner to the Vancouver Island Construction Association, providing helpful tools, sharing best practices across the country and being your voice with the federal government.
Stay in the loop by subscribing to CCA’s newsletter at bit.ly/ccasubscribe, by following @ConstructionCAN on Twitter, or by looking up Canadian Construction Association on LinkedIn. n
houle.ca
Construction Software
Why you should adopt Constructionspecific software and how to do it
By Tim O’Brien, The Net Effect
Operating a construction trade business while balancing organization, financial controls, and day-to-day management can be a challenge. Most contractors are in the same position, and you are not alone in your quest to find a better way to run your business. If you want to be more profitable and efficient and have the desire to grow, utilizing construction-specific software will help you operate a more effective and successful business.
Construction software has made significant advances in the past few years with programs and apps that are easy to use and affordable for small contractors. These programs take advantage of smart phone technology and cloud computing, and they are less costly to implement than ever.
Many of the key pain points that contractors suffer from can be addressed by incorporating new software tools to help manage your projects, payroll, scheduling, or any part of your business.
Discover the right software
Just like building a house, you need a good set of plans and a roadmap to help ensure success. To find software that best meets your company’s needs we recommend a four-step plan.
1. Understand your company profile. Not all construction software is created for every trade. Some are designed specifically for GCs, subtrades, or project management. One software will work great for a service trade, while another is specific to those who work on fixed price contracts. Are you a commercial contractor or residential? Do you have less than 10 clients per year or hundreds of clients? You first need to narrow down your company profile to help determine the best software solution.
2. Conduct a pain point evaluation. Identifying your problem areas will help you decide which software will best provide a solution. Do you struggle with creating a quote or estimate? Is scheduling your staff a constant headache? Can you track your job costs accurately? Is payroll too time consuming? Then, consider which areas are currently the biggest challenge, and what issues are the highest priority. By answering these questions, you can better plan your search.
3. Perform a constraint evaluation. By undergoing a comprehensive constraint evaluation, you can determine your limitations. There are four categories of constraints to consider: Time, desire, skills, and budget.
Time: When is the best time of the year for you to consider adopting a new software tool? Do you have a slow season? Is your year end a consideration? Can you put aside a specific amount of time each week to dedicate to your search? Plan this out to ensure you have a handle on your bandwidth and manage your time effectively.
Desire: Is the ownership of the company motivated to make the change? Will the management of the company be on board with adopting a new business process? Will your staff be open to change? Finding the champion within the company to lead the process will help keep the project moving forward.
Skills: Does your company have people who can learn and utilize a new software tool? Can you ask your staff to learn a new digital process? Does your staff all have smartphones and are they comfortable operating a new app? Will you need to hire new team members to meet the needs of a new software and process? With a good plan, can your staff adapt to a new tool if it makes their jobs easier?
Budget: There is no easy cocktail napkin formula to calculate a return on investment in software. But when you look at your pain points and add up the costs of inefficiency and losses due to poor financial controls, you can intuitively start to create a range. Also, consider the time saved once new, more efficient processes are put in place. Even simple changes like time tracking on personal smartphones with automatic payroll will create time savings that you can put a value to.
4. Perform a software evaluation. Armed with these first three steps, you can now consider a software evaluation. The key considerations will be:
1. Is it designed for your size and type of company?
2. Does it solve the problem(s) you are looking to fix?
3. Is it user friendly?
If you simply have one specific area that you want to start solving, can you find something targeted to do just that job? Would that be a time-tracking app, estimating software, project management tool, or maybe something to schedule your staff? If you have more than one pain point to consider, then there may be a more comprehensive company management solution to consider.
It’s important that you take the time to narrow your search down to a few differ-
ent choices, and then decide on your priorities in order to evaluate and compare the different software options. Create a manageable plan and timeline to evaluate your business, then develop a roadmap for the adoption. Make use of available grants that can help you find support through the Canada Digital Adoption Program (https://ised-isde.canada.ca/site/canadadigital-adoption-program/en). And lastly, be patient with the process.
The Net Effect is an organization designed to help Canadian construction and trades businesses navigate the growing construction software ecosphere. To learn more, visit theneteffect.ca. n
2023 VICACourse 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.
March
Wednesday, March 1, 2023
Managing Change in Construction
LIVE, ONLINE Training
Presenter: Phil Perry, B.Sc.
Wednesday, March 1, 2023
Project Close-Out
LIVE, ONLINE Training
Presenter: Lee Kelly, M.A.A.T.O., P.GSC
Thursday, March 2, 2023
Specifications 101
Live, ONLINE
Presenter: Phil Perry, B.Sc.
Thursday, March 2, 2023
Construction Drawings 101
LIVE, ONLINE Training
Presenter: Phil Perry, B.Sc.
Tuesday, March 7, 2023
Construction Risk: Identify,Analyze, Mitigate
Live, ONLINE
Presenter: Ralph Lembcke, P.GSC, Ryan Simmons, CET, GSC
Tuesday, March 7, 2023
Builders Lien Act
LIVE, ONLINE Training
Presenter: Tyler Galbraith, LL.B
Tuesday, March 7, 2023
FREE! Supervisor Training: Tailgate Toolkit
Presenter: Colby Young, BSW, DPSM
Tuesday, March 7, 2023
Bluebeam Revu: Basics
LIVE, ONLINE Training
Presenter: Morgan Garry, BSc
Wednesday, March 8, 2023
Managing Shop Drawings, Samples and Submittals
LIVE, ONLINE Training
Presenter: Phil Perry, B.Sc.
Wednesday, March 8, 2023
Strategic Planning for Growth
Live, ONLINE
Presenter: Wayne Newell
Wednesday, March 8, 2023
Project Accounting & Cost Control
LIVE, ONLINE Training
Presenter: Tim Williams, MBA, B.Econ., CPA, GSC, BGC Partners Inc.
CCDC2-2020: Significant Changes & What They Mean for You
Live, ONLINE
Presenter: Terry Brown, P.GSC
Thursday, June 15, 2023
Construction 101
LIVE, ONLINE Training
Presenter: Debbie Hicks, B.Sc
Tuesday, June 20, 2023
Lead to Succeed
LIVE, ONLINE Training
Presenter: Tony Healy, BA, CEC
Tuesday, June 20, 2023
Project Management
LIVE, ONLINE
Presenter: Tim Williams, MBA, B.Econ., CPA, GSC, BGC Partners Inc.
Wednesday, June 21, 2023
Project Planning for Success
LIVE, ONLINE Training
Presenter: Lee Kelly, M.A.A.T.O., P.GSC
Wednesday, June 21, 2023
CCDC 5A/5B Overview
Live, ONLINE
Presenter: Terry Brown, P.GSC
Wednesday, June 28, 2023
Bonding & Insurance Basics
Live, ONLINE Training
Presenter: AJ Winters, CRM, CAIB, ACSB, Cody Friesen. CFA
You deserve the right tools
A look back on the first year of VICA’s Harm Reduction Project
By Owen O’Rourke, Manager Communications and Marketing
There is much to be proud of when reflecting on the work done over the first year of Vancouver Island’s Tailgate Toolkit Harm Reduction Project. The project, a first of its kind in British Columbia, was created in response to the disproportionate number of men in construction, trades, forestry, and transportation dying from illicit drug poisoning.
In 2022’s BC Coroners Service Death Review Panel: A Review of Illicit Drug Toxicity Deaths, the report found of the 35 per cent of those employed at the time of their death, over half of those worked in trades, transport, or as equipment operators. To address this crisis, the Vancouver Island Construction Association, through
funding from the Ministry of Mental Health and Substance Use, The Canadian Mental Health Association, and the Community Action Initiatives, created the Tailgate Toolkit. Initially funded by Island Health as a pilot on Vancouver Island, the program was expanded provincially in January 2022.
“When you’re trying to shift the culture of an industry, which is notoriously slow to adopt ideas and processes, there are some frustrating moments,” says VICA’s CEO, Rory Kulmala, “But, I must admit, we were overwhelmed with the appetite of the industry to have the Tailgate Team get out in front of the crews. Despite those who are adamant that there isn’t a problem within
our ranks regardless of the statistics, the diversity of companies participating in our program leads me to believe that most companies recognize this is a problem and wish to be part of a solution.”
Since the January expansion, the program has placed four regional coordinators in the offices of B.C.’s regional construction associations, delivering 137 on-site Toolbox Talks to nearly 3,000 members of the construction industry. Additionally, through the program’s 16hour Supervisor Training course, they’ve equipped 69 leaders with the confidence to recognize, support, and refer crew members in need. From January to October, the Tailgate Team distributed nearly 8,000 individual resources, with region-specific information on mental health services, overdose prevention sites, chronic pain, and Indigenous-specific resources.
Part of challenging the status quo starts with changing the culture of a company’s leadership team. Through the program’s Supervisor Training, the Tailgate Team sits down with company leaders (site, office, or ownership) for four, four-hour sessions exploring the complex issues surrounding substance use and toxic drug poisoning in the construction industry.
“Through feedback received from training participants, we can confidently say nearly all our participants’ understanding of stigma related to substance use and the current overdose crisis increased following the training,” says Colby Young, Proj-
ect Lead for the Tailgate Toolkit. “This is extremely important, as recognizing the barrier that stigma presents is necessary in creating an environment in which folks are comfortable seeking help.”
A recent participant reflected on the program and gained a new perspective on the topics discussed. “The training opened my eyes to some of the stigmas that are out there but also reinforced my belief that with positive feedback and support, people can rebound from anything that is detrimental to their and others well being. Because truly no one suffers alone. There
is always someone who cares and is suffering through a loved one or colleagues’ issues.”
Supervisor Training also features a panel of expert guest speakers, including lawyers, pain specialists, and folks specializing in Indigenous perspectives.
“Often participants are unaware of the employer’s Duty to Accommodate,” Young explains. “When an employee discloses that their alcohol or substance (illicit or non-illicit) use is negatively impacting their ability to work, having two practicing lawyers explain the responsibilities of
both the employer and employee is really valuable.”
Moving forward into 2023, the Tailgate Team is eager to continue to work with site leaders and on-site workers as well as continue to educate those beginning their journey into the trades. Since February of 2022, the regional coordinators have been speaking directly to classes at local trade colleges about substance use, mental health, and pain management.
“The workshops have gone really well based on feedback from students and faculty,” says Ron Perkin, Pipe Trades Foundations Program Leader at Camosun College in Victoria. “The harm reduction workshops have always been very well received by our students. I am always impressed at how engaged students have been by asking questions and sharing their experiences and stories.”
If you would like to learn more about the Tailgate Toolkit, visit their dedicated website at www.thetailgatetoolkit.ca. n
VICA Events
After two pandemic-laden years, VICA was excited to roll out our most ambitious event schedule to date. This included the return of the VICA Golf Tournament, a new partnership with the Pacific Football Club, two Hardhat in the Ballpark events, our Summer Sizzler Member Mixers, and our VICA Christmas Luncheon. It was such a pleasure to reconnect with VICA members in-person, and we look forward to bringing our members more memorable events in 2023.
VICA Committees
www.vicabc.ca/about-us/vica-committees
VICA’s Committees are an important part of the Board of Directors‘ function and responsibilities. They have been established to assist with meeting the Association’s goals, objectives, and ultimately, its mission.
Under 40 & Young Builders Network have created a young executive’s network that helps provide an atmosphere to build relationships within the construction community and to support and promote careers in the industry. The networks also serve to present information, professional development, and leadership or mentorship opportunities that will benefit the individual U40/YBN members and their respective companies. Young Builders Network in Victoria meets once per month and Central Island U40 meets every two months. Both chapters hold special events throughout the year. www.vicabc.ca/about-us/u40
Women in Construction (WiC) Network aims to increase female participation in the construction industry while providing fun and interesting opportunities to network, learn about projects, and promote mentorship and growth. With chapters in Victoria and Nanaimo, WiC membership is open to all who support women working in construction and who are passionate about the industry. WiC Victoria meets once per month and WiC Nanaimo meets once every two months. Both chapters hold special events throughout the year. www.vicabc.ca/about-us/ women-in-construction
The General Contractors Council, Trade Contractors Council, and Civil Contractors Council all meeting twice per year to address issues relevant to their field. The councils, with the assistance of staff, provides information and makes recommendations to the Board of Directors.
The Standard & Practices Committee supports and promotes recognized best practices from a regional perspective. The Committee meets twice per year and makes recommendations to the VICA Board of Directors and may facilitate discussions between organizations in the construction community. n 0827746 BC Ltd. (DBA)
& WELDING 1345 FISHER ROAD, COBBLE HILL, BC V0R 1L0 250-743-8981 C: 250-715-8951 E: pat.advantagesteel@hotmail.com
Tectonica Management Inc. is a Nanaimo based project and construction management company with a proven track record on projects ranging from tenant improvements and light industrial buildings through to multi family subdivisions, mixed use commercial and challenging renovation/ rehabilitation projects.
Our Project Management services include project feasibility analysis, land acquisition, subdivision or consolidation, municipal permitting processes, financing, design processes, procurement processes, contract management services, quality control and quality assurance, and macro-level project budgeting and scheduling.
As your Construction Manager, we work alongside you as your agent and form an integral part of your design and construction team. By providing professional construction, costing and scheduling expertise to the project team, we ensure your goals and objectives are known, understood and respected while balancing the competing interests of design, cost and time. Working collaboratively alongside you, we involve you at every stage of the project process, from pre-construction and trade contract selection through construction, initial occupancy and post-construction.
We place our clients project goals at the core of the decision making and creative process and our team understands that success is a collaborative team effort. Our work revitalizing the Uchucklesaht First Nations traditional village on the Kildonan Inlet is a great example of how strong collaboration between multiple partners can realize meaningful change for our clients and their citizens. We enjoy working on creative and challenging projects where we are able to add value to the process and end product.
MEET YOUR 2022-2023 BOARD OF DIRECTORS
KATE ULMER
Herold Engineering Ltd. Chair
Kate is a registered professional engineer and a principal of Herold Engineering in Victoria. She has over 20 years of experience as a structural consultant and works on a wide variety of local institutional, commercial, industrial, 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.
STUART CUTHBERT
Slegg Building Materials Vice Chair
Stuart is the general manager with Slegg Building Materials. He has been working in the construction industry for 17 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.
BARCLAY ELLIS
Trades Labour Corporation Victoria – Treasurer
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.
SCOTT TORRY
AFC Construction Secretary
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 also serves on the Civil Contractors Council, and he volunteered on the Comox Valley Airport Commission for seven years.
CHRIS LYONS
Omicron Construction Ltd.
Past 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 actively involved with VICA’s U40(YBN) committee.
JAMES CLAPP
Wilson M. Beck Insurance (Victoria) Services Inc. Director
James Clapp, a managing director at Wilson M. Beck Insurance, is a construction surety insurance broker with 23 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 Gray is the vice president, CEO, and principal at Farmer Construction Ltd. He is an Applied Science Technologist and member of ASTTBC as well as being Gold Seal Certified as an estimator. His experience working at Farmer Construction alongside several previous Board members has given him an enormous appreciation for the long-term impact our industry has on the surrounding community.
BYRON TARBY Makon Project Ltd. Director
Since moving to Nanaimo in 1997 from South Africa, Byron immediately found comfort within the welcoming community of his beautiful town, particularly amongst the construction industry. 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 14 years of project management experience in diverse industries, he aims to leverage his knowledge to develop strategic and creative solutions.
MEET YOUR BOARD
CHRIS WILLIAMS
Houle Electric Director
Chris Williams is the Victoria branch manager at Houle Electric and has risen through the ranks there for over 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.
MORLEY WILKINS
Method Chartered Professional Accounting Director
Morley Wilkins is a partner at Method Chartered Professional Accounting where he specializes in providing business advisory and construction related services. Prior to joining Method, he worked as the CFO at Campbell Construction Ltd., in the public sector at BC Transit, and articled at Trenholme & Company Chartered Professional Accountants LLP. He has an MBA from the University of Victoria and a BA in Information Technology from York University. Morley also volunteers as a CPA Mentor and provides future students support and insight that can broaden their mindsets.
Durwest Construction Management Director
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 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 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.
Contracting 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.
MARK DONAHUE
EllisDon Director
Mark is an operations manager at EllisDon, and with 20 years of experience in the construction industry he brings a broad viewpoint of the market and expertise in various aspects of the industry. As a long-term resident of Victoria who has worked extensively in major projects, he offers a fresh perspective on some of the shifts taking place in the marketplace that will impact VICA members. By working closely with the VICA Board and the local industry, he hopes to support the Association and their members as an active contributor to the growing construction community on Vancouver Island.
MARK WONG
Kinetic Construction Director
Mark joined Kinetic in 2003 and brings over 30 years’ experience as an estimator and project manager to the team. After obtaining his Bachelor of Science from the University of Victoria in 1991, Mark worked on a vast array of project types that provided him with an excellent comprehension of building drawings. He is adept at writing detailed plans for every construction phase in the building process, ensuring each process is thoroughly documented with the correct standards and specifications.
In his capacity as Chief Estimator, Mark provides guidance and leadership to Kinetic’s overall estimating department while remaining a handson estimator on key projects. Some of his most notable past projects include the Camosun College Centre for Trades Education and Innovation, the Sidney Community Service Building, Port Hardy Airport Terminal Building Replacement, and the Abbotsford Regional Hospital and Cancer Centre Emergency Department Expansion.
YOUR VICA TEAM 2023
RORY KULMALA, Chief Executive Officer
AMIE FLINT, Director of Operations
DAWN CHARITY, Manager, Member Services (Nanaimo)
CHENELLE FALCONER, Manager, Training and Education
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
BIANCA BROWN, Job Developer
JASMIN MORLEY, Program Support
TAILGATE TOOLKIT TEAM
www..thetailgatetoolkit.ca
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.
COLBY YOUNG, Harm Reduction Project Lead
CHRISTINA COLE, Harm Reduction Coordinator, Interior
LORNE SOBCZYK, Harm Reduction Coordinator, Northern BC
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AAA Rebar Only Ltd.
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Aaron Yager Construction
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Andrew Sheret Limited
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Apex EHS Services
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Apex Steel & Gas Ltd.
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Archie Johnstone Plumbing & Heating Ltd.
Nanaimo | 250-754-2232
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