VRCA news feature
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Women in construction More and more B.C. women are blazing career trails in a field dominated by men | Pages C7, C8-C9, C10
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March 2016 saw the Government of British Columbia announce $1.8 million in funding for the Women in Trades Training (WITT) initiative through the Industry Training Authority. With an imbalance of proportional gender representation in the construction industry and a shortage of trained construction workers forecasted for the next eight years, there’s an even bigger need to highlight the opportunities available in the construction industry | Vancouver Regional Construction Association
PCL.com
constructive comment C7 VRCA shines light on opportunities for women
Building B.C.’s workforce
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The truth about compensating skilled tradespeople in B.C.
Market demand presents golden opportunities for skilled workers
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Legal Specs C11 How to navigate the subtleties of contract warranties
Hays Canada analysis: quality over quantity tops employer concerns
Five women who carved their careers in a male-dominated industry C8-C9
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Women bridge the trades chasm C10
Industry gears up to attract apprentices C5
Sharing your viSion. BUILDIng SUCCESS.
Budgeting for boom times
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April 12–18, 2016
special news feature | Vancouver regional construction Association
c2 podium ECONOMY: Building the workforce for B.C’s expansion Is construction becoming B.C.’s economic leader?
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ritish Columbia has become Canada’s economic rock star. After a strong performance in the past two years, B.C. is predicted to lead all other Canadian provinces in economic growth this year and top the charts on gross domestic product and employment growth. As one of the key drivers of the provincial economy, the construction industry is playing a leading role in B.C.’s economic success and surge in new jobs. As the leading authority in l ab ou r m a rket forec a st i n g, BuildForce Canada helps the construction industry plan and manage its workforce requirements through the release of its annual labour market data and analysis. BuildForce’s 2016-2025 Construction and Maintenance Looking Forward forecast shows a trend that sets B.C. apart from most other provinces. Its nonresidential construction sector is on the verge of a growth path or up cycle that is expected to boost construction employment in the province to a new record high in 2018 and 2019. D u r i ng t h is per iod, B.C.’s 80,000-member non-residential
construction workforce is expected to grow by approximately 17,000 jobs at peak, with as many as 80% of those jobs in large engineering projects. That’s the equivalent of hiring the entire population of a city such as Prince Rupert or Salmon Arm. This has the potential to be one of the largest construction up cycles anywhere in Canada. It requires a great deal of advance planning and a steady focus on recruiting, hiring and training now so that the industry is ready when the approvals process ends and projects are set to begin. These new infrastructure- and resource-related projects range from planned multibillion-dollar liquefied natural gas plants and pipelines to electricity generation and transmission, mining, light-rail transit expansion and transportation system upgrades including Patullo Bridge improvements and the massive George Massey Tunnel replacement project. Recruiting will intensify over the near term. The industry will need a mix of new workers, from those starting their careers in construction to skilled workers from outside of B.C.’s construction industry. These major engineering
Non-residential construction employment in British Columbia 100,000 90,000 80,000 70,000 Employment
Rosemary Sparks
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projects require specialized crews including welders, ironworkers, drillers and blasters, heavy equipment operators and mechanics. According to the 2016 Hays VRCA Salary Guide that tracks salary, recruitment and retention trends, there’s growing industry concern about finding enough
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Employment growth expected to be driven by proposed major LNG, pipeline, utilities, mining, transportation and other infrastructure projects
qualified candidates. “Construction employers are struggling to find candidates with the skills, experience and traits they need,” said Russell Carnley, senior manager, construction and property, at Hays Canada. “This is going to get worse as the most experienced construction professionals begin to retire.” Before projects get going, there’s a window of opportunity for B.C.’s non-residential construction industry to really focus on building its workforce. The timing is ideal for the industry to manage the skills transfer from those at the end of their construction careers to those at the start. The industry has an opportunity to mentor new recruits whenever possible. Ensuring there’s a good balance of apprentices, new trainees and experienced tradespeople working together can help counter the huge loss of skills and knowledge as baby boomers retire. While building a skilled workforce takes years, now is the time to focus on it. According to BuildForce, Canada’s construction industry is experiencing one of the most dramatic demographic shifts in its history. The birth rate is declining as the workforce rapidly ages. It’s estimated that as many as 250,000 skilled workers in Canada’s construction and maintenance workforce will potentially retire this decade. In B.C., well over 39,000 workers, or more than 23% of the construction workforce, could retire over the next 10 years. W h i le the nu mber of baby boomers leaving B.C.’s construction industry this decade exceeds the national average, there is the likelihood that industry could stretch its skilled workforce by encouraging workers nearing retirement to stay on. It needs these experienced workers during its anticipated
Source: BuildForce Canada
construction growth phase. In order to counter rising reti rements a nd constr uction growth, B.C.’s non-residential construction industry will need to recruit an estimated 32,000 workers between now and 2025. With many of the major projects and opportunities in more remote regions, the industry is counting on a mobile workforce, now more than ever. The mobility of workers from other parts of the province up to the north is critical. Without a workforce willing to move to where the jobs are, B.C. could face increased labour force challenges. It is also critical for construction employers to stay proactive in hiring, training and engaging the next generation. It’s not just about hiring for the up cycle but encouraging young people in B.C. to make construction a long-term career choice. If all planned projects get the green light, British Columbia is headed for a major increase in construction activity. It’s a province that is planning beyond market volatilities and investing in the future. So is the local construction industry. The most significant contribution that the industry can make to the B.C. economy is building a young, sustainable, local construction workforce. It’s this generation that will gain the skills and experience to lead the province through future waves of construction growth. • Rosemary Sparks is executive director of BuildForce Canada, a national industryled organization that represents all sectors of Canada’s construction industry. Its mandate is to provide accurate and timely labour market data and analysis, as well as programs and initiatives to help manage workforce requirements and build the capacity and the capability of Canada’s construction and maintenance workforce.
special news feature | Vancouver regional construction Association
April 12–18, 2016
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ECONOMY: Reality cheque The fresh truth about compensating skilled tradespeople in B.C. The British Columbia Construction Association
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f you’ve been paying attention, you know that competition for skilled workers in British Columbia is intense. Supply i s t i g ht a nd 9 4% of B.C.’s construction employers are hiring. The new BuildForce Canada report predicts a shortage of 15,000 skilled workers over the next eight years. This is down from a few years ago, but that’s no reason to be complacent. Too many retirements, too few new entrants and $296 billion in proposed construction projects mean employers need a human resources strategy. Economics 101 says that when there is not enough supply, prices go up. But do they? If you’re a construction employer putting a budget together, salary increases might not be on the cards. The BC Construction Association, Construction Labour Relations Association of BC and the Progressive Contractors Association of Canada teamed up to gather compensation information from employers and workers on the front lines across
B.C.’s construction sector. An impressive 900 respondents – all of them B.C. construction employers (55% of respondents) or skilled workers (45%) – answered straightforward questions about what they’re paying and getting paid. The big-picture results are shared in this article, with more information at www.bccassn.com. Here’s what we found. 1) Retention is about more than money: think benefits and company culture Our surveys show successful retention takes more than competitive compensation packages. Small employers are doing the best job keeping their workers, despite offering lower wages and fewer benefits. Large employers – those with 100 or more employees – are the biggest spenders but are suffering the weakest retention rates. Even though 69% offered raises last year and 80% are paying overtime, more than half lost workers due to pay. Benefits are everywhere. Employers need to offer the complete package to be competitive. Even the smallest companies (with fewer than five employees)
are offering health, registered retirement savings plans, training/mentoring and career planning. Only 15% of employers said they don’t offer any benefits at all. Are competitive forces closing the gap between small and large, union and open-shop employers? Any way you slice it, the construction workforce is highly mobile. Employers of all sizes can improve retention by developing personalized strategies that help skilled tradespeople onto a career path that builds loyalty. Take a note from the technology companies that offer simple perks such as “doughnut day” or the occasional round of Tim Hortons gift cards. Don’t be a skeptic – these types of perks go a long way, especially with younger employees. 2) Experienced people are your most valuable assets – treat them accordingly Skilled workers with 10-plus years of experience are much more mobile than other workers. Jou rney persons a re the most l i kely to ex press wage dissatisfaction. Experienced workers in their
prime earning years understand their value and are making sure they get their dues. Employers must find ways to deliver recognition and value beyond dollars; consider retention bonuses, succession plans, mentorship programs and ownership options to help you create value that can’t easily be found elsewhere. 3) Looking to new talent pools is good business Alberta’s workforce is shifting westward, which is good news for B.C. as it struggles with shortages. Nearly half of the employer respondents have hired a worker from the Alberta oilfields in the past year. Of the 405 skilled workers who participated in the survey, 15% were female. An impressive 70% of those women are apprentices; women are ready to work and are putting in the hours to get the skills they need. A third of the female respondents got raises last year, and most either already have their credentials (53%) or are actively earning them (27%). Tip: Don’t leave the money on the table If you’re wondering how you’re
going to develop a competitive HR strategy without breaking the bank, consider these excellent resources: 1) LNG Canada Trades Training Fund. This is a $1 million private fund from LNG Canada open to any construction employer in B.C. who would like help paying for apprenticeship training. All construction trades are eligible, and turnaround is quick. Employers don’t pay out of pocket and may submit for multiple employees. (www.bccassn.com/ lngcanada) 2) Skilled Trades Employment Program. Known as STEP, this program has 12 offices around B.C., staffed by 17 skilled trades placement specialists. If you’re a construction employer with a job to fill, they will source and screen candidates for you. If you hire a STEP candidate, the program can help that worker get job-ready with gear, tickets and other supports. (www.stepbc.ca) 3) BCCA Employee Benefit Program. Whatever your company size, this program has a package that will work for you. It is a non-profit plan provided and governed by the industry. (www. bccabenefits.ca) •
april 12–18, 2016
special news feature | Vancouver regional construction Association
c4 podium ECONOMY: Quality over quantity tops employer concerns Hays Canada analysis shows B.C. employers struggling to find the right talent for available jobs Russell Carnley
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onstruction remains a major driver in the Vancouver economy. For the first time, building permits in B.C. have reached levels higher than in 2007. The sector represents 8.1% of the province’s gross domestic product and employs 10% of the province’s workforce. With over $81 billion in construction projects underway in B.C., the impact the sector has on the province as a whole cannot be overstated. Skills in demand Three-quarters of employers say they are currently recruiting, with superintendents and project managers proving most in demand with one in three employers currently looking to fill these positions. The lack of available talent appears to be a quality-overquantity issue. More than threequarters (81%) of construction employers say quality of candidates is a major recruitment issue, while just half say that it is the low number of candidates in the market that is the challenge. Despite the shortage of candidates in general, employers are unwilling to compromise on finding talent with the precise combination of skills and experience required. More employers are offering training and certification support such as Gold Seal certification to overcome this challenge. The proportion offering training increased by 20 percentage points year-on-year, with 93% of employers saying they now offer training as part of their employee benefits, compared to 73% last year. One-third of employers stated that referrals from staff are their main recruitment tool, which is an effective approach to finding the best available candidates, including those who may not be actively job seeking. We recommend that employers extend their candidate networks by embracing
More B.C. construction-industry employers are offering training and certification support such as Gold Seal certification to foster and maintain a high level of skill among their employees | Kurhan/Shutterstock
social media and building a talent pipeline to fill hiring needs. Project managers and superintendents with highrise experience continue to be the most in-demand skill set from both general contractors and subtrades such as mechanical and electrical. Cross-sector demand means these candidates often have multiple options to consider. Competition for such professionals is becoming increasingly intense. Base salaries are rising and many employers are looking at incentives such as company cars, extra vacation and professional development to attract the candidates they need. Recruitment and retention insights Almost half of employers (47%) say they intend to increase salaries in 2016, with the remaining 53% saying salaries will remain stable. While the downturn of the Albertan economy means many skilled tradespeople will stay in B.C., many employers are still
From which of the following locations would the company consider recruiting construction management staff? Likely
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13%
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69%
10%
21%
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98%
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2% 2016 VRCA Salary Guide, Hays Canada
planning to recruit from outside of the province. Career progression remains the biggest retention challenge for employers, with 45% identifying it as the main motivator for people leaving the company. About half of the employers surveyed have a succession plan in place, which is higher than the rates reported in the national Hays Canada salary guide, indicating that B.C.’s construction employers are taking more action than employers in other provinces. However, of those without a current succession plan, only 28% say it is very or extremely likely that a plan will be
implemented in the next year. Succession pl a n n i n g, a nd communicating those succession opportunities to current and potential employees, is a key retention tool to prevent the most effective employees from leaving to find the career progression they want elsewhere. Hays recommends Employers need to differentiate themselves in the market to compete for talent. When candidates have multiple offers, the key factors that influence their decision are salary, benefits, company reputation and long-term career
opportunities. Only one company can pay the highest salary, so employers should set their companies apart with a solid value proposition of why candidates should work for them. Candidates want to work for progressive organizations that see the value in technology and have potential internal career paths that could allow them to progress in their careers without changing employers. Candidates who want to stand out should review their career objectives and be proactive about gaining important experience. As part of the annual performance review process, employers should determine areas where they most need improvement or experience and create a plan to address those areas, such as working with other functions to develop overall project understanding or taking a course to improve business acumen. • Russell Carnley is Hays Canada’s senior manager of construction and property for Vancouver.
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special news feature | Vancouver regional construction Association
April 12–18, 2016
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EDUCATION: Industry gears up to attract apprentices What is the industry doing to fill the shortfall in skilled workers? Hayley Woodin
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he best mentorship Randy Callaghan of PCL Constructors Westcoast ever got was in Whistler at a time when he was an apprentice just starting out in carpentry. “I was my journeyperson’s first apprentice,” said Callaghan, a field personnel adviser responsible for hiring, supporting and mentoring talent at PCL. “He had just gotten his Red Seal, and he was so passionate about his trade. He was teaching us things we weren’t even doing, just to show us. And all of a sudden his work ethic really spilled over into me.” That passion remains strong in Callaghan, who is a steadfast advocate of industry support for young workers. He attends career fairs, speaks to high school classes and promotes a workplace-wide culture of mentorship. Apprentices represent 25% to 30% of PCL’s workforce, and he says that’s the key to tackling looming labour shortages. “The most important thing we’re doing is hiring them,” he said. “There aren’t enough employers hiring first-years.” Thousands of openings are anticipated in B.C.’s construction
industry come 2024, and the sector is one of five expected to generate 56% of openings in technology and sciences over the same time frame, according to WorkBC’s British Columbia 2024 Labour Market Outlook. Last year, the Vancouver Regional Construction Association’s education committee visited around a dozen Lower Mainland high school classrooms to build excitement around the many opportunities that currently exist or are imminent in the industry. “I started as a labourer and I really didn’t see an apprentice position as an opportunity that I had at that time,” said Niko De Marre, who speaks to students as part of his role as a director on the committee. “There are some myths out there that construction is a dead-end job.” The committee addressed the accessibility of trades with six teachers and 120 students at New Westminster Secondary School earlier this year. “It was very powerful,” said Karen Crosby, the school’s career programs co-ordinator. “They realized that there was a lot more to it – there was a lot more variety.” Introducing youth and young
adults to trades is a big component of what the industry is doing to attract apprentices. The British Columbia Institute of Technology (BCIT) runs Trades Discovery for Women, which allow students to try a trade over several days and fast-track their post-secondary application to that trade. “We’re seeing really strong enrolment in our constructionrelated technologies and trades,” said Wayne Hand, dean of BCIT’s School of Construction and the Environment. “One of the major things we’re promoting is the fact that work in the construction industry is a career.” This fall, BCIT will launch its first pilot under the Flexibility and Innovation in Apprenticeship Technical Training program, a federal project that explores ways of making it easier for apprentices to complete their technical training. BCIT’s first pilot will turn a second-year plumbing course digital, reducing by several weeks the time spent by apprentices in class and giving them the opportunity to complete a lot of their coursework online over evenings and weekends. In two years, plumbing, steam fitting, gas fitting and fourth-year refrigeration
will also be available online. “What that does is it allows them to stay working on the job longer and not have to step away from their employer in order to continue on with their apprenticeship,” said Hand. For that reason, such a program may make apprentices more attractive hires, and finding a job is the biggest challenge young workers in construction face, according to Christine Klar, the Vancouver apprenticeship adviser for the Industry Training Authority. Two years ago, Klar’s job didn’t exist. Today, she’s one of 15 advisers who answer questions that students, parents and employers may have about apprenticeship and retention. “The bottom line here is if you’re having a problem with retention, you need to look at the culture of your company,” Klar said. “If you have a culture of growing people, where people can learn through mentoring relationships, that’s a good place to work.” Fostering that culture of mentorship is the foundation of Western Pacific Enterprises (WPE). Ron Fettback, construction manager at WPE, works closely with the Western Joint Electrical Training Society and the Electric
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Joint Training Committee to ensure that skilled apprentices make up around 40% of his company’s staff. “We work closely with those two on the selection of apprentices and the mentoring of apprentices to bring them into the system,” said Fettback. According to the Canadian Apprenticeship Forum, hiring helpers and labourers as apprentices is a common practice of 52% of employers, and a new partnership between the BC Construction Association (BCCA) and LNG Canada may help encourage that practice. Launched late last year, the LNG Canada Trades Training Fund offers $1 million to cover 100% of tuition and book costs “almost exclusively to support employers who are hiring apprentices,” explained Chris Atchison, provincial manager of the BCCA’s Skilled Trades Employment Program . To date, nearly 200 students have benefited from the funding, and 40%-50% of them reside in the Lower Mainland. The program, like the federal Apprenticeship Incentive Grant and Apprenticeship Completion Grant, may help young workers choose to pursue careers in construction. •
April 12–18, 2016
special news feature | Vancouver regional construction Association
c6 news EDUCATION: Market demand presents golden opportunities for skilled workers Continued education separates high-quality candidates looking for career advancement Hayley Woodin
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ne out of 13 workers employed in Canada earns a living in the construction industry, but fewer than 10,000 hold their Gold Seal certification, according to the Canadian Construction Association (CCA). While the nearly five-digit figure marks a significant milestone in terms of how far the program
has come – the CCA presented the first 20 Gold Seal certificates in 1993 – B.C. companies would need to hire over two-thirds of Canada’s 9,000-plus Gold Seal professionals if they wanted to fill upcoming job openings in construction management with certified employees. “The certification sets an individual apart from their competition, which is particularly
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valuable in a market where there’s a skills shortage,” said Fiona Famulak, president of the Vancouver Regional Construction Association (VRCA). WorkBC anticipates the B.C. construction industry will need 7,200 construction managers to fill as many new job openings come 2024, a total that makes the position the fourth most indemand job in B.C., according to the province’s 2024 Labour Market Outlook. Contractors, supervisors and other roles in construction are expected to have another 2,200 openings as well; it is predicted that there will be 3,500 openings for senior managers in a variety of sectors, including construction. While certification is not necessarily a prerequisite for those jobs, Gold Seal programming prepares applicants with the skills needed to progress to management and senior construction positions. It also helps employment hopefuls stand out. “The Gold Seal certification demonstrates an individual’s commitment to learning, to their career and to excellence in the industry,” added Famulak. It’s a commitment that does not go unnoticed. Eight out of 10 human resources executives verify certification among job candidates, according to the CCA, and 33% of program applicants pursue it at the request of their employer, an indicator that a third of Canadian construction-related companies value the accreditation highly enough to include it as part of the job. “We see this a lot in Vancouver, as well as Alberta, that certain companies just look for people that are Gold Seal-certified for their projects or job sites,” said Anik Turpin, administrative assistant with the CCA’s Gold Seal program. That certainly is the case for
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Justin Mattioli, project manager at Graham Construction, who makes Gold Seal certification a requirement for those coming up the ranks at work. “Chasing that as a goal forces them to sign up for courses, and those courses really focus on the development of their own career,” Mattioli said. “Some of the key courses with the VRCA that deal with leadership skills and soft skills are very important.” Graham Construction is the second-largest employer sponsor of Gold Seal applicants in the country, after Pacific Construction Ltd., and Mattioli says the benefits of encouraging labourers, apprentices and journeymen to pursue it are worth it. “It’s a very clean way to determine their capabilities as a project manager,” he said, adding that there are those in the industry who consider themselves project managers, yet keep having to challenge the exam. “The certification affords an easy way to tell who knows their stuff.” Since his own beginning in the industry, Mattioli never considered not getting his Gold Seal accreditation, which he earned earlier this year. “All my mentors had it,” he said. “Growing up in the industry, everybody that I looked up to had their Gold Seal.” While many do pursue their Gold Seal at the request of their employer, even more pursue it in the spirit of continuing education, and for their own selfenhancement. That applicants
themselves know their value, and the value they can bring to a current or potential employer, is a pillar of the program and the primary reason 59% of all applicants pursue certification. “It’s a way to reflect your skills, your experience, enhance your job mobility, showcase your commitment to your profession and … give yourself a competitive edge in your career,” Turpin said. “Gold Seal is about personal excellence and what you want. If an employer is looking for someone that’s certified under Gold Seal, they kind of know that you stand out because you have that certification,” she said, adding that many employers consider Gold Seal an important asset when making hiring decisions. At the VRCA, multiple Gold Seal-accredited courses offer local industry representatives the opportunity to earn the whitecollar skills their blue-collar training didn’t cover. These include courses that range from leadership and social networking to estimating and blueprint reading. For the first time this year, the VRCA’s annual Construction Leadership Forum will offer registrants Gold Seal credits toward their certification. Held in Whistler May 6-7, the conference will include two engaging panel discussions on industry issues, seven sessions on professional development, productivity and safety, keynote speakers, networking opportunities and one credit toward Gold Seal. •
special news feature | Vancouver regional construction Association
April 12–18, 2016
C7
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Ladies, our industry needs you VRCA shines light on opportunities for women in the skilled trades
Fiona Famulak
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istorically, women have not had a huge presence in the construction industry. With the exception of the Second World War, when Rosie the Riveter drew countless women into factories to learn trades, women have been largely absent from the construction work site. Given that women’s overall participation in the Canadian workforce is steadily increasing and is currently listed at 47.3%, we hope that change is on the cards for our industry. Within the broader construction industry, women do have an increasing profile. You will find them not only in clerical positions at the head office, but also running companies, designing buildings, managing projects – and leading associations! However,
in all those construction-related occupations, the actual number of women working on the tools is still very low, hovering around 5%. The Canadian Apprenticeship Forum report Women and Apprenticeship in Canada, published in 2016, indicates that women represent only 2.5% of carpentry apprentices in Canada, 2.2% of plumbing apprentices and 1.8% of those involved with heavy equipment. Just 3.3% of electrician apprenticeships are held by women, and 6.3% of welding apprenticeships. While these low numbers are discouraging, they are actually steadily increasing year over year. Trades are traditionally very male-dominated, and any young woman eager to pursue one of the many opportunities that exist in the skilled trades has to be ready to dig deep and lead the way for other young women. They may face discrimination, inadequate facilities, few mentors and unwelcoming workplaces. However, their leadership will not be in vain, as demonstrated by the women profiled in this edition of Construction in Vancouver. With baby boomers retiring and construction activity steady in B.C., accessing an underutilized yet very capable labour source is an appealing solution to many in the
industry. Recognizing this, government, industry associations and training providers are helping break down the existing barriers and hurdles. For example: •The Canadian Apprenticeship Forum has proactively produced a number of excellent papers analyzing the role of women in the trades and promoting the business case for hiring female apprentices. Its tips and strategies for recruiting and retaining women on the job site are particularly useful. See Hiring and Training Women in the Skilled Trades: The Business Case for Employers. •The B.C. Industry Training Authority is eager to open doors for women. Its Women in Trades Training programs are focused on providing much-needed support to women interested in entering apprenticeships. The initiative funds seven different programs that collectively raise awareness, provide training, assist in finding jobs and help mentor women through the challenges they inevitably face. •B.C.’s colleges have been very proactive in supporting women. The British Columbia Institute of Technology, for example, has been successfully offering a Trades Discovery program
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for women for many years. The program introduces women to a variety of trades and gives them the confidence and skills to pursue a career in the industry. Perhaps the greatest challenge for a woman trying to enter into the trades, however, is finding that first job that can lead to an apprenticeship. However, once she gets that chance and can show her abilities, the prevailing attitude of the industry is a practical one – if you can do the job, we want you on it. Finding that first job is a critical step in the path to success and is an area where industry associations have stepped in to help. The Vancouver Regional Construction Association (VRCA) has been a long-term partner with the BC Construction Association’s Skilled Trades Employment Program (STEP). STEP has spent over a decade working to connect members of many underutilized groups – not least of whom have been women – with construction employment that leads to apprenticeships that have cleared a path to rewarding and lucrative careers. Support groups and mentoring programs also help women enter and ultimately stay in the industry. The Vancouver-based
Canadian Construction Women has been developing a women’s network since 1981. Organizations like the Women’s Enterprise Centre also have a number of robust programs that support women in the industry. Not enough women have yet entered the trades to make a significant difference to the construction workplace. However, the participation of women across all occupations in the industry is steadily increasing. At last count, Statistics Canada listed the percentage of women in all construction occupations at just over 11%. Research has indicated that cultural change is more likely to happen when participation rates top 15%. We are therefore approaching a tipping point in the industry. It will no doubt take many years before construction sites are filled with women. However, the trend is established and VRCA and its partners are committed to help pave the way for the Rosie the Riveters of the 21st century. • Fiona Famulak is president of the Vancouver Regional Construction Association, the largest regional construction association in B.C., which represents more than 700 member companies.
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April 12–18, 2016
special news feature | Vancouver regional construction Association
c8 NEWS PEOPLE: Five women who carved their own careers
Heather James, chief executive officer, Active First Aid Inc.
Alma Garnett, Chief Executive Officer, Convoy Supply Ltd.
As the owner of Active First Aid, Heather James has been involved in the first-aid industry for the past nine years. Before starting Active First Aid, she spent her firstaid career as a life guard and an emergency medical responder in industrial settings. She presently holds her Occupational First Aid Level 3.
Alma Garnett is president of Convoy Supply, Canada’s leading wholesale construction materials distributor with more than 40 locations in Canada and the U.S. Pacific Northwest. A 30year industry leader and entrepreneur, Garnett built Hunter Panels LLC from concept to front-runner in energyefficient polyiso manufacturing. She is the 2015 recipient of the Vancouver Regional Construction Association’s Outstanding Woman in Construction award.
Ashley Grant, project manager/Estimator, Houle Electric Ltd. Ashley Grant joined Houle Electric in 2006 as an on-site administrator. After two years and moving into a project co-ordinator role during that time, in 2009 she became the first female project manager/estimator for the electrical construction division in the Vancouver regional office.
Liliana Andjic, division manager, Houle Electric Ltd.
a young girl my dad said, “You’ll never be as successful as a man,” so I took it as a challenge.
have this construction mentality, but everyone seems to have a place in construction.
James: I was working as temporary first-aid attendant, but when the recession hit in 2009 I was first to go. I joined an entrepreneurial program and started to learn how to run a company. For the first two years I was doing all the work myself until I got enough business to hire my first employee.
James: I’m a very confident person but it was definitely intimidating. My passion is first aid and I know how to get on with guys, but walking on [to the job site] was very intimidating.
was, without a doubt, the most rewarding adventure of my life, until my current position at Convoy, that is. Today, Hunter Panels is one of the largest manufacturers in the world.
Carly Smith, electrician, NRG Electric Ltd. Having decided that a career change was needed, Carly Smith moved across the country in 2009 to pursue her passion of becoming a qualified electrician. Not deterred by the male-dominated industry, Smith pursed her qualifications and joined NRG Electric Ltd.’s apprenticeship scheme. On December 31, 2015, she completed her apprenticeship and became a fully qualified Red Seal construction electrician.
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l most as ma ny women a s men pa r t icipate i n the Canadian workforce – 47.3% to be exact, with very little variance at the provincial or metropolitan level. Yet only 11% of the Canadian construction industry is made up of women. Helen Goodland of Brantwood Consulting caught up with five prominent women in construction to ask them what it is like to be a woman in this male-dominated industry. The women were Alma Garnett, chief executive officer, Convoy Supply Ltd.; Ashley Grant, project manager and estimator, Houle Electric Ltd.; Carly Smith, electrician, NRG Electric Ltd.; Heather James, chief executive officer, Active First Aid Inc.; and Liliana Andjic, division manager, Houle Electric Ltd.
Grant: I started in a hardware store and a colleague introduced me to her husband, who worked for Houle Electric. My first job at Houle Electric was on-site administration; after two years of hard work, people saw potential and I was given the opportunity to become an estimator and project manager.
What was your first experience in construction? Garnett: I considered becoming
Andjic: My background is engineering, which is also a maledominated industry. When I was
an architect but couldn’t get away from my passion for literature. I completed my degree and moved to Los Angeles and worked in the music and film business. I was in my 20s when my cousin started a roofing distribution company in Boston and asked if I could help with the startup. I said yes, “but only for six months” – that was in 1984, and here I am, still in the industry.
Smith: I was working as a janitor and decided to get back into the electrical industry. To be honest, I just wanted to earn an honest living. These days there are very few jobs where you can earn an honest living. What was your first impression of the industry? Grant: There were more personalities in construction than I was expecting. I thought they’d all
Smith: The wood and gasoline – it smelled like camping – it felt nice and comfortable. I felt a little nervous but that didn’t last long as everyone was getting their work done. No one was standing around and watching. What have been your best and worst experiences of the industry? Garnett: I’ve only worked for three companies in our industry. I founded Hunter Panels in 1998, a startup rigid polyiso insulation manufacturing company, and that
Liliana Andjic has been living and breathing electronic security systems for almost 15 years and is now the division manager for Houle Electric’s security division.
Andjic: I drive around Vancouver and everything has something to do with construction, so it’s great to be part of this ever-changing community. Worst experience? Well, I always say obstacles are an opportunity to do things better. James: I also like to drive around the city and show my friends what I’ve built, even if I was only on the job site for a few minutes. Is swearing standard on a work site? Andjic: You can’t generalize or say that it’s standard. I’m sure it happens. I’m sure there’s just as much passive-aggressive activity in the office.
special news feature | Vancouver regional construction Association
April 12–18, 2016
c9
News
in a male-dominated industry James: Being a woman made a lot of guys uncomfortable. Guys were very reserved [around me] so I would whip out my dirtiest joke and they would go back to being normal. What do women bring to the industry? Garnett: Women have a particular skill in bringing people together, building consensus and working in collaboration. Women are wired differently to handle multi-tasking, for example. They had to be. Think of the primitive cultures – women had to manage the fire, keeps predators away, feed and clothe the children and deal with a constantly shifting environment of potential danger, all the while nurturing the family. Construction is an industry of constant change, and so I think that women can bring that ability to manage change effectively. Does gender matter? Garnett: I don’t think it matters but it’s still a major factor; we can’t deny that. Life is about skill and talent, and you do have to differentiate yourself in the workplace. I’ve heard lots of comments about women over the years, like “Isn’t it amazing, she’s so great and she’s a woman.” That’s funny stuff. Grant: “Isn’t she young and she’s a woman.” But gender shouldn’t matter. Andjic: There are still some aspects of it. It’s historical really. Fifty per cent of the Canadian workforce are women yet only 30% of them get to C-level. Women a nd men ta l k about achievement differently. Men talk about “I did this and I did that,” whereas women are more collaborative and talk about “we.” James: Yeah, gender matters! I can work on a site and a lot of the guys like me, they think I’m great, but there’s still the prejudice that women don’t work hard enough. But women also play up their gender to get out of the hard work. This one issue damages all of us. Smith: Unfortunately it does. There are still a lot of men and you’re still the entertainment. My crew treats me with respect because they know I will work. It is getting much better because there are more employers who are seeing the advantages of hiring a woman. Where do you look for mentors? James: I bounced around a lot but I worked hard on this one site and they decided to keep me – as a first-aid attendant and tool gofer. The supervisor took me under his wing and mentored me on safety. Through his mentoring I saw that safety and first aid go
hand in hand. He didn’t treat me any differently just because I was a woman. He was very non-discriminating. Andjic: Houle Electric has great people. There’s a culture of mentorship at Houle. People are very empowering. I also have mentors through TEC Canada (www.teccanada.com), which is a memberbased community for technology people. Garnett: No one has ever finished learning. Generally, all of my construction industry mentors have been men – customers, suppliers, friends, co-workers – because in the ’80s and ’90s there were very few senior women in the industry. William Jelin, my boss at NRG Barriers, stands out for me as a great mentor because he gave me ownership of my job and confidence from the first day. I have always learned by doing and by reading, so I dive into my work and I dive into a lot of books. When I need advice I reach out to my colleagues, both male and female. Grant: it’s always important to have people around for guidance. I have a couple of mentors who I know I can go to for advice. There aren’t too many women estimators so my mentors are men. But gender doesn’t matter – it’s who has the knowledge you want to gain and finding someone that can teach you in a way that makes sense to you. Smith: When you’re an apprentice everyone knows more than you, so just learn. Faith Dempster from STEP [the Skilled Trades Employment Program, www. stepbc.ca] has been an amazing mentor. What advice would you give to young women wanting to enter the trade? Grant: Research the career, and if you’re interested, then take a chance. Believe in yourself and people will believe in you. I would tell people to get into construction – there are great opportunities in the industry to grow. We are big-picture thinkers and there are loads more opportunities now for women. Andjic: If that’s your passion, then follow it. When you get past the fear and judgment you can succeed. Smith: “Come on in, it’s a ball!” If it’s what you want to do, then everyone deserves a chance. You can do a whole lot more than you think you can. But you’ve got to really want it. You’ve got to be hungry for the hard work and the knowledge. What should the industry do to attract more women? Andjic: More education to the
general public. We also need to give young individuals the opportunity in the industry. Show them that there are career opportunities available. Grant: Construction isn’t just tools. You shouldn’t just think that you have to work on the tools. There are many opportunities. Garnett: Finally there’s enough critical mass that women in construction groups are coming together. Associations such as the [Vancouver Regional Construction Association, www. vrca.bc.ca] help to encourage networking.
Is this the right tool for the job? • Assess the hazards before using a stepladder • Consider a safer alternative • Develop and follow safe work procedures
Smith: Nothing – I think the industry is going in the right direction. ... How much do you change the work site to attract more women? It takes a strong woman to do this job. I think that changing the industry to accommodate a wider assortment of women is wrong. The more you change, the worse it becomes for people already in the industry. What does your career look like in 10 years’ time? Garnett: Convoy Supply Ltd. is owned by a global company. I see my future role evolving in a more strategic direction, all the while keeping close to Convoy. Grant: I still see myself running projects but on a grander scale, and mentoring people, helping them to grow through it. Helping people along the way is where I see myself. Andjic: I see my division growing substantially. All new building systems are changing, so I see myself having a larger team that drives more innovation. When I get comfortable I look for more challenges. Smith: Working in renewable energy with NRG Electric, having completed the Sustainable Energy Management course at [the British Columbia Institute of Technology]. James: As a female business owner, I’m looking at expanding the business into other areas similar to first aid and safety. I want Active First Aid Inc. to be the WestJet of occupational first aid and safety.
Shared views
All five women have carved out their own unique paths in construction, but all shared many commonalities, such as a belief in the importance of collaboration and collectiveness, and all agreed that women have unique traits that benefit construction irrespective of the role they play in the industry. •
For resources on ladder safety visit worksafebc.com/safetyatwork.
April 12–18, 2016
special news feature | Vancouver regional construction Association
c10 podium PEOPLE: Women and trades: bridging the chasm Dawn McCooey
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ne of the fundamental assumptions about supporting women in trades, or women in business, is that this is a “gender” issue. But as the construction industry faces the threat of industry downturn due to labour shortages, overlooking the pool of skilled females in the trades presents a threat to the industry, which is a key driver of the provincial economy. The BC Construction Association predicts that over 15,000 construction jobs in the province will be unfilled due to labour shortages by 2024 – threatening to slow an industry that has current B.C. projects with a total value of over $81.7 billion. Status of Women Canada reports that women continue to have low representation in the skilled trades and other traditionally male-dominated industries. In 2012, fewer than 12% of construction jobs were held by women, while 2% of carpentry and 1.9% of plumbing apprentices were female. But while there are unfilled jobs on one side of the bridge and skilled workers – women – on the other, bridging the labour gap is a complex issue. Fortunately, many leaders in industry, government, employer associations and other organizations have recognized the importance of gender diversity in all industries and are working together to encourage women to consider trades as a viable career option – and, more importantly, to support them once they enter the trades. Women’s Enterprise Centre (WEC), the leading business resource for B.C. women who own a business or are thinking of starting a business, is one organization that is taking action to support the economic contributions of women in B.C. By promoting conversation and collaboration among supporters of women in business – as entrepreneurs, in senior leadership and in traditionally male-dominated industries – WEC has helped achieve significant strides for gender diversity. Blueprint for change: building with an action plan For the past two years, leaders have gathered in Vancouver at the B.C. economic forum Women as a Catalyst for Growth to address the hurdles that women face in the construction industry and
Women’s Enterprise Centre skills development manager Dawn McCooey (centre) with AnnaMarie Peterson, apprentice heavy equipment operator, and Ashley Duncan, apprentice pipe insulator, BC Building Trades | Women’s Enterprise Centre
in emerging and science, technology, engineering and mathematics-based industries. The working forum, organized by the Greater Vancouver Board of Trade, Women’s Enterprise Centre, the WEB Alliance and the Premier’s Women’s Economic Council, resulted in Women as a Catalyst for Growth: A B.C. Action Plan, available at weballiance. ca/resources. The plan identifies several barriers for women in construction but also includes actions that government/industry, organizations and individuals can take to support women in trades. Some of the main recommendations for action include: •Build and foster the talent pipeline. •Invest in training and retention of women. •Integrate flexibility and respect into culture and practice. •Promote leadership, accountability and responsibility at all levels. •Identify visible role models, mentors and champions. Following the forums, WEC received funding from Status of Women Canada to conduct regional dialogues throughout B.C., in part to identify barriers and opportunities to advance
more women in trades and science, technology, engineering and mathematics. Over 50 sponsors and partners signed on to support the Catalyst for Growth events, including the BC Construction Association and Canadian Construction Women. Taking action: mentoring women in trades Seeing an opportunity to offer its award-winning mentoring program to women in trades, WEC is now collaborating with industry leaders to provide role models and structured mentorship to women who are venturing into non-traditional roles. Since launching its mentoring prog ra m i n 2007, W E C h a s matched over 850 female entrepreneurs with mentors – experienced women in business who offer advice, guidance and support. This year, thanks to funding from the Ministry of Small Business and Red Tape Reduction, WEC incorporated women in trades initiatives into its mentorship program. In partnership with some of the organizations supporting women in trades, including the Industry Training Authority, Electrical Contractors Association of BC,
Electrical Joint Training Committee, Okanagan and Camosun colleges and others, WEC delivered some exciting mentorship models aimed specifically at supporting women in all stages of their careers in the trades. More than 60 women participated in a series of mentor advisory forums – free phone-in sessions with a panel of industry experts and experienced women working in the trades. The most common request following the sessions was “How can we stay connected?” WEC also offers its peer mentoring model – a very structured, action-learning model that helps participants solve real problems in real time with the support of the trained facilitator and a group of six to eight peers. At the peer mentoring group at Camosun College, participants are working on a live community project, building a dollhouse for a non-profit organization while solving problems arising from the day-to-day challenges of women working in the trades. To increase the reach of the program, WEC has trained 15 women-in-trades leaders around the province – from northern B.C. to the Interior and Vancouver
Island – to facilitate groups in their areas. To date, two peer mentoring groups for women in trades have been launched in B.C., and WEC is already seeing reports of the early-stage success of these programs. As any engineer will attest, bridging a chasm – whether real or metaphorical – starts with a securely embedded foundation. As one WEC mentor, the owner of a B.C. construction company, notes, “You can’t just build the bridge to connect women with trades – you have to have a plan and then maintain and support it.” Support for women in the trades goes beyond jobs and skills training. Fortunately, key players in the province are looking seriously at opportunities to provide role models, champions and mentors. • Dawn McCooey is skills development manager with the Women’s Enterprise Centre, which was established in 1995 by Western Economic Diversification Canada to assist women in starting and expanding businesses in B.C. Since then, the centre has grown to become the leading business resource for B.C. women who own a business or are thinking of starting a business.
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special news feature | Vancouver regional construction Association
April 12–18, 2016
c11
legal specs
How to navigate the subtleties of contract warranties Norm Streu and Christopher Hirst
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The fact that [warranty clauses] sometimes distribute that risk unfairly will normally not matter
uried near the end of most construction contracts are contractual warranties. These clauses rarely receive much attention or comment, but a recent court decision has highlighted the risks inherent in these common clauses. I n Greater Vancouver Water District vs. North A merica n P ip e & Steel Ltd., the water district (GVWD) contracted with North American to supply steel pipe for a waterworks project. The GVWD and its consultants had prepared the design and specifications for the steel pipe that was to be supplied by North American. In the contract, North American gave two relevant warranties to the GVWD with respect to the steel pipes. Fi rst, Nor t h A merica n warranted that the steel pipes would conform to
the specifications, and second, that they would be “free from all defects arising at any time from faulty design in any part of the goods.” Unusual wording one would think, given that the design had not been undertaken by Nor th A merica n. Even more troubling was that the design was deficient and, accordingly, while North American supplied pipes that met the design, the pipes were defective. The court found that on a plain reading of the contract, North American not only had contracted with GV W D to deliver pipes that met GVWD’s design but had also “warranted and guaranteed that if it so supplied the pipe, it would be free of defects arising from faulty design.” The cou rt fou nd that these c l a u s e s w e re n o t m utually exclusive and held that they were separate contractual obligations that reflected an agreed
distribution of risk. Accordingly, in the court’s view, North American was liable for any damages that resulted from the design defect and it simply did not matter whose design gave rise to the defects. The court further found that while such a clause could be considered to distribute risk unfairly, such unfairness was a matter for the marketplace, not for the courts to adjudicate on. The court went on to comment that such a distribution of risk in a contract can be “dangerous” as contractors may refuse to bid or, if they do so, may build in costly contingencies. The court also advised that those who do not protect themselves from the potential risk posed by such a warranty “may pay dearly.” In conclusion, the court stated that owners were u n l i kely to benefit from a transfer of risk where contractors would be faced with the prospect
of potentially disastrous consequences a nd that the parties to construction contracts should more practically address the assumption of design risk as the failure to do so creates the potential for protracted and costly litigation. W hat makes this case particularly interesting, or perhaps alarming depending on your point of view, is that North American was found liable for supplying a pipe that had been constructed in accordance with the design supplied by GVWD even though that design was defective. In essence, North American agreed, perhaps unknowingly, in the warranty provisions to assume the design risk associated with the GVWD’s design. As demonstrated in this case, warranty clauses can distribute substantial risk in a construction contract. The fact that they sometimes distribute that risk unfairly will normally not
matter. Accordingly, giving careful attention to what warranties you may be providing with respect to a particular project is an effective tool in managing your risk, as is defining and limiting the remedies available under the contract for a breach of the warranty. To paraphrase the Court of Appeal in the Nor t h A mer ic a n c a se, those who do not spend the time to protect themselves from the potential risks posed by a contractual warranty may end up paying dearly. • Norm Streu is president and chief operating officer of the LMS Reinforcing Steel Group. Christopher Hirst is a partner and leader of the construction and engineering group with Alexander Holburn Beaudin + Lang LLP. Construction in Vancouver first published the Legal Specs column on contract warranties in its April 2014 edition. It has been updated for this edition.
EDUCATION: Building careers in construction Skills building on the business side of construction Hayley Woodin
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on s t r uct ion i s ju s t a s much about building careers as it is about building buildings. With BuildForce Canada forecasting close to 40,000 retirements in both B.C. residential and non-residential markets between now and 2025, plus thousands of job openings anticipated for managerial, supervisory and other senior construction positions over a similar time frame, the next decade will offer significant opportunities for those interested in career progression and willing to pursue the related training.
“The pace of change in the industry, the competitive marketplace and need to leverage best practices wherever possible, is driving the need for the industry to adopt a culture of continuing education,” said Fiona Famulak, president of the Vancouver Regional Construction Association (VRCA). The VRCA offers many options for employers and employees to embrace that culture of continuing education. The association offers courses in the areas of business development, computer skills, leadership and management, law and safety year-round. Many also give participants credits toward
Gold Seal accreditation, including such courses as supervisory and management skills; communication, negotiation and conflict resolution; and construction project management. The Construction Leadership Forum provides an opportunity for employers and employees alike to build their industry network while participating in a full roster of educational sessions and panels. For the first time this year, the forum will also offer attendees a Gold Seal credit upon successful completion of the conference. Outside of the two-day conference, hosted at the Fairmont Chateau Whistler on May 6-7,
a commitment to developing rounded, effective industry leaders is behind the rest of the VRCA’s programming. T he a sso ci at ion of fers 60 in-class courses aimed at supporting blue-collar expertise with the management, leadership and white-collar skills that help further careers. New to this year’s roster are several courses delivered directly in response to industry demand, including a course in change order management, and one in social networking for the construction industry, both of which are Gold Seal-accredited.In March, the Homeowner Protection Office (HPO) implemented
an enhanced licensing system that requires residential builders looking to apply for or renew their licence to attain 40 points’ worth of continuing education across seven core competency areas, including construction management and supervision, legal issues and business planning. The VRCA’s tender, contract and builders lien law and introduction to construction bluepr i nt re ad i n g cou rses h ave already been HPO-accredited, and more accredited courses are on the way. For more information on the VRCA’s program offerings, visit vrca.bc.ca. •
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April 12–18, 2016
special news feature | Vancouver regional construction Association
c12 News ECONOMY: Budgeting for boom times Peter Mitham
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deliverables for the Lower Mainland as identified in the budget
even years ago, the federal govern ment a n nou nced $12 billion for infrastructure projects from Corner Brook to Kamloops to create jobs and keep cash flowing. The late Jim Flaherty, then the country’s finance minister, solemnly declared as the financial crisis became the Great Recession, “Making new investments is more challenging in such a time; but it is also more necessary than ever.” In March, municipalities and construction workers once again had their eyes turned to Ottawa in the hope that the new Liberal government under Prime Minister Justin Trudeau, with finance minister Bill Morneau, would deliver on a pledge to invest $125 billion in infrastructure over the next 10 years. The hopes were fuelled further by a pledge to double the commitment in the first three years of their mandate, to $10 billion annually. But the question was, as it was seven years ago, where would the money go, and to what projects? With an electoral base in Ontario and Quebec and tough times in Alberta, what does infrastructure mean as the new administration looks beyond the Rockies to Vancouver?
was secured that helped sustain those jobs.
Looking back A review of results from the last major dose of federal infrastructure spending is helpful. “Canada’s Economic Action Plan,” as the three-year investment program was known, saw Ottawa support 30,200 projects through a combination of direct investments and tax reductions totalling $63 billion between 2009 and 2012. The government outdid itself in the area of infrastructure, spending approximately $14.5 billion, which was $2.5 billion more than originally planned. Provincial, territorial and municipal government projects totalled 7,500, while more than 2,500 projects saw renovations, repairs and upgrades completed at federal facilities. I n add it ion, Fi rst Nat ion s housing projects numbered in the thousands. T he gover n ment rep or te d in 2012 that the initiative had created a net total of 610,000 jobs nationally. That translates into an average of one job for every $103,279 of federal support. Construction jobs weren’t broken out, but a rough calculation suggests that the spending supported more than 140,000 construction workers. The scope of the program was possible through arrangements that secured provincial funding on top of federal commitments. In the case of infrastructure, a much, much larger provincial contribution of $24.8 billion
Looking forward Weeks of waiting culminated in a federal budget that, on the surface, offered up a long-term vision that earmarked $120 billion for infrastructure spending over the next decade, about $5 billion less than originally promised. It effectively picked up where the last program terminated, continuing investments in the fundamental infrastructure of the nation, yet doing so in a strategic way that responds to social concerns as well as supporting projects in the larger economy. Transit infrastructure is a case in point. Trudeau told a New York business crowd the week before the budget that initial infrastructure spending would support projects that lack sex appeal, such as maintenance and recapitalization, and other projects that quietly proceed w ithout the glamour of photo opportunities or ribbon-cutting ceremonies. The budget is long on line items for refurbishing federal research facilities, First Nations health clinics and the renovation and retrofitting of existing social housing projects. These all need attention, but are hardly the shiny new projects that attract attention. However, the budget has also pledged $3.4 billion for transit projects across the country. These have the potential to not only create work for contractors and subtrades, but act as the backbone for add itiona l
$370 million for accelerated design, implementation and construction work for Metro Vancouver transit infrastructure $212 million to upgrade the Lions Gate wastewater treatment plant in West Vancouver to make it resilient to climate events
Funding for transit projects is one of the main facets of the 2016 federal budget | shutterstock
developments. The rise of transit-oriented projects in Vancouver is an example of what’s possible. But there’s a catch. T he formu la for a llocating the funding is ridership-based, meaning that B.C. is on track for a mere $460.5 million of the amount budgeted. And that’s for all of B.C., not just Metro Vancouver, which estimates suggest could receive just $370 million. Yet the Mayors’ Council that governs TransLink has outlined $7.5 billion worth of projects. The province has pledged to cover a third of the costs if Ottawa and local municipalities can figure out how to assemble the funding. This brings total funding from senior levels of government to approximately $3 billion and leaves the mayors looking for more than $4.5 billion to fund their dreams. Another area where funding was much anticipated is social housing. The public and institutional nature of these critical social projects saw Vancouver stake $250 million worth of land in the hope that Ottawa would commit $500 million in funding for social housing. It did, sort of. But again, the numbers don’t quite meet expectations. The budget has promised $2.3 billion in funding for affordable housing countrywide, which included $504.4 million slated for affordable housing (a doubling of the investment in Ottawa’s affordable housing initiative) plus $85.7 million for rental housing and $111.8 million for tackling
homelessness. All this cash isn’t f low ing to the Lower Mainland; in fact, the budget says a “significant portion” will flow to the provincial and territorial governments, “which can iden-
tify communities where the need for affordable housing is greatest.” The important thing, however, is that money is flowing. The investments outstrip those of 2009 and reflect a long-term vision that lays the foundation for years’ worth of work. It may not all come at once, but it will come, and come steadily.
Greater certainty Indeed, if the country’s mayors emerge underwhelmed with allocations for their top-line demands, local construction firms a nd Va ncouverites ca n ta ke heart from the wealth of detail in the budget document. Seven years ago, Ottawa was mum on the projects it preferred, as well as how much municipalities might be expected to ante up when specifics were announced. This year’s budget is full of specifics, ty ing the government to a list of deliverables. This has the potential to create discontent with some municipalities, but it also means our local community and industry can prepare for what’s coming over the course of the next five years, and even the next decade. In addition to infrastructure spending, the budget pledged $3.4 billion over five years to maintain and upgrade national parks and ports of entry and
$60.4 million over five years for a new RCMP forensic laboratory co-located within the RCMP’s regional headquarters in Surrey
other federal infrastructure. The remediation of contaminated federal sites across the country is also a priority that will see not just builders but affiliated professionals in engineering and geotechnical firms employed. While many details have yet to be announced – a host of studies and consultations to develop ongoing strategies for the renewal of infrastructure is planned – the budget promises good times for the construction sector and recog n i zes its f u nd a menta l place in Canada’s economy. If there’s one thing construct ion compa n ie s cou ld h ave wanted from the budget, it was a lower small-business tax rate to help smaller companies make the most of revenues flowing from the fresh opportunities. This has been deferred indefinitely, and the lack of certainty has given some the jitters that it won’t happen at all – especially in view of the significant deficits the government is projecting as a result of its investments. Yet the spending aims, in the words of the budget document, to support “those who need it most and create good jobs that help grow Canada’s economy in a clean and sustainable way.” Indeed, if the broad-based spending proves as successful as what Ottawa unleashed in 2009, up to 1.2 million new construction jobs countrywide will result. All things being equal, that could work out to more than 170,000 positions in B.C. over the next decade – a solid foundation for the long-term health of the sector.•