Construction in Vancouver - Issue 1328

VRCA news feature

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hats off: New dean welcomed

New dean of construction Wayne Hand visits BCIT’s pipefitters shop as students welcome him to his new position with a tip of the hard hat. See story, page C12 | Jean Sorensen

VRCA Forum: Watts and Bell keynote speakers Two-day Whistler event geared to attract middle managers from across the industry

T

FINDit

he Vancouver Regional Construction Association’s (V RCA) fou r t h a n nu a l Construction Leadership Forum, May 8–9 at Whistler, kicks off

PCL.com

and closes with two dynamic industry speakers: Don Bell, a cofounder of WestJet, and Dianne Watts, Surrey’s former mayor who recently stepped down to

constructive comment C5 B.C. set to lead construction job growth through 2024 provincial view C10 Where are the construction industry’s poster children?

pursue a career in federal politics.

“These two speakers are builders in their own right with one having established a thriving Canadian carrier while the other

has forged a strong identity for Surrey with landmark structures such as the new city hall and library,” said VRCA president Fiona Famulak.

Onerous clauses in a contract can topple a company Overruns and delays hindering competitiveness Better-paid jobs await Women in Trades Training candidates Industry being driven by paper in a digital age

Sharing your viSion.

BUILDIng SUCCESS.

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Bell, who retired as executive vice-president at WestJet in 2007, continued on page C3

Spending on employee training yields big dividends ACE IT program helps students, industry Legal Specs column Have safety measures hurt the construction industry?

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April 14–20, 2015

special news feature | Vancouver regional construction Association

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Stepping up to safety

By Don Schouten, manager of construction, Industry and Labour Services, WorkSafeBC

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cross Canada, April 28 has been designated the Day of Mourning.

It’s a day when workers, families, employers, and others come together at ceremonies held around the province to remember those who have lost their lives to injury or disease on the job.

Last year, 173 B.C. workers died, and now, 173 families mourn their loved ones who didn’t come home.

In the construction industry, we’re once again reminded of a sobering fact that falls from heights continue to be one of the leading causes of serious life-changing injuries and death. Having spent over 25 years in the construction industry, I know that ladders are one of the most commonly used pieces of equipment on a work site. I also know they continue be one of the most dangerous pieces of equipment, if used incorrectly.

In fact, falls are the most frequently occurring incidents in the construction sector, seeing 995 reported falls from ladders between 2011 and 2013. Falls from ladders aren’t just something workers easily recover from either; they usually take a person off the job for an average of 96 days. Imagine losing one of your seasoned workers for three months, and having to train a new worker to replace him. Sometimes workers don’t come back to work at all.

Falls from ladders can cause serious, life-changing injuries — even death.

I think you would agree that this is unacceptable.

Anytime a worker is seriously injured or killed at work, the impact goes well beyond their pain and suffering.

The consequences and impact of that incident echo throughout their families, their coworkers, the work site, and the industry as a whole.

For these reasons, once again a main focus of WorkSafeBC’s construction high risk strategy will be on falls.

The following eight Classification Units (trade groups) within the construction industry have been identified as having the highest risk of injury due to falls: 721018 Drywall or Acoustic Board Installation 721051 Steep Slope Roofing 721019 Electrical Work 721049 Siding/Awning/Gutter Installation or Repair 721024 Framing/Residential Forming 721042 Plastering/Lathing or Stucco Work 721027 House or Other Wood Construction 721041 Painting or Wallpapering Prevention officers throughout the province will complete inspections on these eight high-risk trade groups.

They’ll address work being planned or completed at heights including work from ladders, scaffolds, staging,

walkways, work-platforms, steep roofs, vehicle decks, and other places where falls to a lower or on the same level could occur.

When conducting these inspections, officers will engage with everyone onsite who’s responsible for workplace safety (prime contractor, employer, supervisor and worker) to confirm they’re: • Planning work and training workers • Developing/implementing safe work procedures • Installing/providing appropriate equipment • Inspecting work surfaces, practices, and equipment • Revising equipment or procedures as required • Supervising the work being

completed Along with the inspectional campaign, WorkSafeBC is also partnering with the construction industry on a number of initiatives to focus attention on preventing falls. One of these initiatives will be to work with the Roofing Contractors Association of BC (RCABC) and the BC Construction Safety Alliance (BCCSA) to deliver a Steep Slope Roofing Symposium on Vancouver Island on April 25, 2015.

We’ll also continue to build off the success of the “Is this the right tool for the job?” ladder pilot project focussed on getting workers to consider whether a ladder is the right tool to use, and based on feedback, we’ll expand outreach to a larger group of employers. We also plan to develop the Builder’s Alert Initiative, which will address all aspects of safety in residential construction with an emphasis on fall prevention. This will include a web portal for this residential construction initiative as well as an interactive ebook.

We all have a responsibility to keep our workplaces safe year-round and to be sure everyone goes home safe. No matter what type of work or project you’re doing, always plan for safety like you plan any other part of the job by making sure you have the right tools and equipment to work safely.

And while safety in the construction industry is improving, there is still more work to be done. If we all commit to building a culture where health and safety is the priority, and we’re all encouraged to make a contribution, we can work to make fatalities and workplace incidents a thing of the past.

Resources For resources and more information on how to prevent falls from ladders, check out worksafebc.com/ safetyatwork.

Please let me know what you think of this topic or any construction safety issue. Call me at 604.214.6989 from the Lower Mainland or toll-free elsewhere at 1.888.621.7233. Or email don.schouten@ worksafebc.com. I’d like to hear from you.

Often, it is only when contract problems arise or there is a dispute that a contract is examined; however, at that point, it may already be too late, says construction lawyer Tyler Galbraith | Sakarin Sawasdinaka/shutterstock

LAW: Onerous clauses in a construction contract can topple a company

“It can wipe out a company”

Tyler Galbraith Construction lawyer, Jenkins Marzban Logan LLP

By Jean Sorensen

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greater number of onerous clauses are appearing in construction industry contracts today, and failure to understand a contracted liability can lead to a huge financial obligation, a Vancouver construction lawyer says.

“It can wipe out a company,” said Tyler Galbraith, a construction lawyer with Jenkins Marzban Logan LLP and author and lecturer on construction law.

He is also a member panellist on onerous clauses at the Vancouver Regional Construction Association’s (VRCA) Construction Leadership Forum in Whistler May 8–9.

Galbraith said contractors, subcontractors and suppliers are landing in trouble with these clauses because they simply do

not read the contract, or if they do, they fail to understand the severe impact that these clauses can have on a company. “It is a reoccurring theme and a problem in the industry,” he said.

Some onerous clauses that land unknown risks onto a contractor include waiver clauses, notice provisions, and limitation and exclusion of liability provisions.

“I have been teaching for 10 years and I have often said to people, ‘If you get anything out of this course it should be that you read the contract before signing the document,’” he said, adding that contractors, subcontractors and suppliers all need to be able to spot the clauses and determine what the implications are in terms of risk and liability.

Galbraith is a member of the VRCA and the Vancouver Island Construction Association, is counsel to the BC Construction Association and a member of the Canadian Bar Association’s (B.C. branch) construction law subsection. He has authored and co-authored numerous articles including the holdback chapter and the priorities chapter in the British Columbia Builders Lien Practice Manual. He is also the B.C. editor of the British Columbia builders lien chapter in Debtor/Credit Remedies.

Galbraith said some individuals assuming contracts have enough experience to understand the liability that onerous clauses are placing on their companies. But if there is any doubt, the contractor should take the document to a lawyer, he said.

“T hat’s not a plug for me,” he said, explaining that it is

important for a contractor to understand what obligation his or her company is signing on to, and how onerous contracts can affect the price of the job bid.

Galbraith said he is not sure why those undertaking contracts in the industry often do not read the document before signing it. He said it could be the result of a past favourable working condition with the party issuing the contract, contract recipients wanting the work enough to disregard potential pitfalls, or just forgoing the initiative to investigate. “Or a combination,” he said. “But they could be taking on onerous obligation of which they are not aware.”

Galbraith said it is only when contract problems arise or there is a dispute that the contract is examined. However, at that point, it may already be too late.

“If you have delayed the project and you have not given proper notice, you can be on the hook,” he said, adding that those cost overruns for the project can climb into the millions of dollars and signal the end of a company.

At the VRCA-sponsored seminar, Galbraith will address the common types of clauses and set out strategies for dealing with and negotiating onerous clauses.

The session is interactive and participants attending the session are encouraged to bring their questions and share their experiences.

T he V RCA Con st r uct ion Leadership Forum is open to VRCA members and non-members. For more information and registration, please visit the VRCA website. •

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One of the desired results is measured by how the outcome was reached and ensuring that the outcome itself doesn’t leave smouldering problems.

Onerous construction clauses are becoming more prevalent in contracts today. Construction lawyer Tyler Galbraith of Jenkins Marzban Logan LLP takes on these clauses, showing delegates how to strategize around them and save some legal headaches downstream.

Safety still remains a key concern to today’s industry and is becoming a hot-button issue.

Are there too many rules and regulations? Has common sense left the workplace?

Those are all relevant questions to how safety is interpreted on the job site today. The session, titled “The Great Safety Debate,” is expected to be one of the most lively at the forum as veteran industry participants are introduced into the debate by Mike McKenna of the BC Construction Safety Alliance.

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was part of the team that founded the upstart airline WestJet in 1996 with three aircraft flying to five destinations and a motto that stressed that because the price was less, it didn’t mean less customer service. From the beginning, WestJet developed a team culture among its employees and a strong customer-service focus.

The carrier has been recognized

by Waterstone Human Capital as one of Canada’s most admired corporate cultures.

That approach to employees and customers has fuelled its rapid rise to the entity it is today.

It now flies to 88 destinations in Canada, Mexico, the U.S. and the Caribbean and codeshares with some of the world’s largest airlines to international destinations.

Bell and the team of co-founders won an award for Canadian Entrepreneurs of the Year 2000 and went on to win an Intern at ion a l E nt repren e u rs h ip Award for Outstanding Teamwork in 2001.

Watts, during her term in the mayor’s chair, worked to forge a strong identity for Surrey and create a city centre identity in the large Fraser Valley community. She was first elected as Surrey mayor in 2005 after serving nine years on Surrey council, and was re-elected to a third term as mayor in 2011 before stepping down in 2014 to seek a federal Conservative party nomination. A dynamic leader, she is known for spearheading key strategies for Surrey’s development, including its Economic Investment Action Plan and the Build Surrey program, which is the largest construction and investment program in the city’s history.

Watts’ public policy initiatives played a significant role in attracting investment and creating jobs. Under her leadership, Surrey achieved one of the lowest tax rates in Canada and was named one of the best places to invest in B.C. and Canada by the Real Estate Investment Network four years in a row.

In 2007, the city incorporated

Surrey has gone through one of its largest building programs during the three terms of former mayor Dianne Watts as it established a town centre and the Surrey City Development Corp. | City of Surrey

the Surrey City Development Corp. (SCDC), which has become a building block of the city’s move to create new buildings and partner with investors as it develops the city’s surplus lands.

It has also been instrumental in developing a Surrey city centre area and new industrial areas.

Conference geared to middle managers This year’s VRCA Construction Leadership Forum is geared towards middle managers from across the industry and will provide a range of panels and education sessions directed towards honing leadership skills.

“Revamped to meet the needs of the industry’s middle managers, the conference will address current issues, trends and

best practices,” Famulak said.

“It will equip delegates with tools they need to become wellrounded, effective leaders and to better manage industry challenges as they arise.”

Effective leadership translates into increased productivity.

“Work smarter – take control of your inbox” is one session that will help managers increase that productivity and get rid of actions that are productivity pirates or disrupt their focus. The session is hosted by Priority Management’s Brigid Flipse, a certified facilitator and coach, who will explain how to effect a formula for achieving productivity and results.

GO Productivity’s Matt Knight will outline why the industry h a s to c h a n ge a nd how t he

normal method of operating in construction today is showing fracture lines as projects land late or over budget. His talk entitled “Normal is broken – a case for collaboration” will show many of tomorrow’s construction leaders how to gain that productivity edge, work better with construction partners and instil more collaboration on the job site.

Leaders are also the individuals on the line to solve workplace problems. This year’s conference provides several sessions geared towards recognizing and resolving conflicts. Presenters Cheryl Otto and Kyra Hudson of Ounce of Prevention Solutions Inc. will outline the five main dos and don’ts when workplace conflicts arise.

Networking with speed and zip It’s not all work at this year’s leadership forum. There are several sessions set aside for networking, as well as a bit of fun and adventure.

“Networking has always been a hallmark of these conferences,” Famulak said.

“A nd getting out of the office to meet new people ca n lead to increased business opportunities, catching up on industry news, and new supplier opportunities.”

Pre-convention, there will be a speed-networking session held May 7 (pre-register at the VRCA office). On the following day, May 8 afternoon, delegates who are feeling adventurous can try Whistler’s Ziptrek attraction.

Or, they can enjoy a round of golf. For those who simply want a relaxing or pampering experience, there is the Scandinave Spa Whistler. Delegates also have the weekend, following the conference, to arrange their own social gatherings.

For a full program and to register for the 2015 conference, visit the VRCA website. •

April 14–20, 2015

special news feature | Vancouver regional construction Association

c4 news EFFICIENCY: Construction overruns and delays hindering competitiveness

By Jean Sorensen

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pproximately 60% of construction projects come in over budget or behind schedule, said GO Productivity’s Matt Knight, a speaker at the Vancouver Regional Construction Association (VCRA) Construction Leadership Forum May 8–9, tailored for middle managers from across the industry. Knight is the managing director of growth services for the innovative Alberta company set up to look at ways to make Canadian companies, including the construction industry, more efficient.

That 60% figure doesn’t exactly resonate well for the North American construction industry as it heads into a productivity foot race with many other countries. But the acknowledgment that productivity is not what it should be is becoming a rallying call for the construction industry to do better. And that acknowledgment is not just in Canada.

“I’m cu rrently read ing the book Broken Buildings, Busted Budgets,” said Knight. The publication also nails down the message that the U.S. construction industry isn’t as productive as it should be. The University of Chicago Press-published text claims the trillion-dollar industry in the U.S. wastes $120 billion annually. Although the book is not new and was released just as the U.S. real estate market crashed, it remains topical as author and prominent construction attorney Barry B. LePatner argues for change in an industry rooted in a 200-year-old traditional operating mindset.

A study by universities in Australia and Denmark called Delusion and Deception in Large Infrastructure P rojects: Two Models for Explaining and Preventing Executive Disaster was published in the California Management Review in winter 2009.

The report cites The Economist’s

projection that infrastructure sp end i ng – repor ted at $2 2 trillion – over the next decade internationally is the “largest investment boom in history.” But it is again an industry riddled with inefficiencies and cost overruns in construction.

“Cost overruns and benefit shortfalls of 50% are common: cost overruns above 100% were not uncommon. For example, in one study of major projects in 20 countries, nine out of 10 projects had cost overruns,” the report said.

That growing international awareness that the industry is not performing well is causing not-for-profit companies, such as GO Productivity, to look for solutions for the Canadian market and the construction industry to take serious note. Knight has conducted seminars for the VRCA on how to increase construction productivity and will be a panellist at this year’s leadership forum at the session titled “Normal is broken – a case for collaboration.”

“We are talking about how what is normal today is broken and what are some of the better options – such as collaboration,” he said. “There is a lack of collaboration in the industry and people have always accepted that as part of the industry.”

It is a characteristic of the industry, he contends, and compares it to ordering a meal in a restaurant under the same conditions. The kitchen interprets the order according to how it sees it; there is only an estimated price of the meal; the price is tallied at the end and the client is expected to pay the price – plus the meal arrives an hour late. “No one would stand for that,” said Knight.

A core difficulty in the construction industry, according to Knight, is that construction contracts are parcelled out. “There are so many parties involved and they are just not communicating and collaborating,” he said. As

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Cost overruns are becoming common in the construction industry today, says GO Productivity’s Matt Knight, but there is a growing awareness that Canadian companies can operate more efficiently and building owners will go with the companies that bring in their projects on time and on budget | GO Productivity

one party finishes a portion of the work – which has been executed to increase that party’s revenue and decrease its risk – it is then passed to the next party without any consideration for that party’s needs. Each link in the chain is working to maximize its own strength without consideration of other links and the overall strength of the chain.

Knight said there are companies that are starting to see the rationale behind change – the ability to bring in contracts on time and on budget. “If you can build buildings quicker and on budget, you can build more buildings,” he said. That translates into more

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busi ness a nd profits for the growing awareness that other company. countries are focusing on inGO Productivity started as creasing productivity as well, Productivity Alberta and was and if Canadian companies do founded by the Alberta gov- not perform at their optimum ernment to help the province’s efficiencies, then foreign comconstruction and manufacturing panies will outbid them as they sectors become more product- move into Canada. ive, competitive and profitable.

“No one wants to be part of It transitioned into a not-for- an industry that is not getting profit corporation in October more productive. Most compan2011, and in November 2014 it ies realize there is the ability to took a national scope with the save on overtime and also not to new national company called GO come in over budget,” he said.

Both VRCA members and nonProductivity. GO Productivity helps companies identify gaps in members are invited to attend the productivity and then find ways Whistler forum. Visit the VRCA website to register for thePM conferto addressRCABC_BIV_3.8x3_Dairy_PRINT.pdf them.

1 2014-10-06 10:37 K n ig ht sa id there is a lso a ence in Whistler May 8–9. •

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B.C. set to lead construction job growth through 2024 B.C. industry needs to attract 58,000 new workers over 10 years

T Businesses will need to “skill-up” their middle managers and retain their senior managers Fiona Famulak President, Vancouver Regional Construction Association

he 2015-24 Construction and Maintenance Looking Forward forecast recently issued by BuildForce Canada notes that with big engineering projects in startup mode, and commercial and residential building gaining momentum, British Columbia’s construction job growth will lead that of all other provinces from now through 2024.

Most construction markets are expected to gain strength through the forecast period, with the new utilities, mining, pipelines, liquefied natural gas (LNG) and other resource projects leading the charge and expected to trigger growth in employment levels of some trades by up to 70% by 2018. Beyond 2018, growth will continue and be sustained by ongoing activity in the industrial, commercial and institutional construction sector.

What does this mean for employers? Regardless of LNG and whether or not a business is involved in resource-related projects, there will be a steady need for recruiting, hiring and training at a time when labour is in short supply.

It is broadly understood that the face of the construction industry

B.C.’s labour force will need to grow by 18,600 workers over the next 10 years | Toa55/Shutterstock

in B.C. is changing. According to the BuildForce Canada forecast, 39,400 construction workers are expected to retire over the next decade. That represents 24% of the current labour force. At the same time, B.C.’s labour force will need to grow by 18,600 workers to meet the demands created by increased construction activity.

We therefore need to attract approximately 58,000 new workers to the industry over the next 10 years.

More than ever before, businesses will need to “skill-up” their middle managers and retain their senior managers in order to weather the tight labour market.

If management erodes as a result of retirement, or the loss of good

people to competitors either in or out of province, it will limit the ability of the business to hire entry-level workers into an apprenticeship program, attract new blood into the company and provide them with ongoing mentorship support. In short, it will stifle business.

This is where the Vancouver Regional Construction Association (VRCA) and its provincial partner, the BC Construction Association, can assist. Our education and employment programs, all of which are tailored to the construction industry, and resources such as the VRCA’s 2015 Salary Guide (developed in conjunction with Hays Recruitment) are a few of the many ways in

which we support our members and industry at large to manage the skills shortage.

I also encourage you and/or your teams to attend the 2015 Construction Leadership Forum in Whistler, May 8–9. Revamped and tailored specifically to meet the needs of the industry’s middle managers, the forum will expose delegates to current issues, trends and best practices, and equip them with tools to become well-rounded and effective industry leaders.

Attendance at the forum is eligible for the Canada-B.C. Job Grant and therefore presents employers with the opportunity to provide their middle managers with industryspecific professional development at very affordable rates.

Don’t underestimate the power of knowledge. Our resources are your resources. Use them to attract and retain the people you need (and secure the training they need) to position your company for the incredible opportunities that lie ahead. • Fiona Famulak is the president of the Vancouver Re gional Cons truc tion Association, which is the largest regional organization in B.C., and is a member of the BC Construction Association.

April 14–20, 2015

special news feature | Vancouver regional construction Association

c6 Q&A Better-paid jobs await Women in Trades Training candidates WITT initiative open to women of all ages, backgrounds and skill levels

Another reason stems from the fact that skilled tradespeople are in demand – which means jobs and opportunities for a lifelong career that is able to grow and evolve over time

Erin Johnston Director of training delivery, Industry Training Authority

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omen in Trades Training (WITT) is a prog ra m t h at c a n le ad women to higher-paying jobs and more challenging careers with new skill sets that are highly sought after in the coming years as B.C.’s skills shortage increases.

The average wage of a tradesperson is double that of a person working in retail today. In this Q&A, the Industry Training Authority’s (ITA) Erin Johnston, director of training delivery, outlines how the program is attempting to raise the percentage of female apprentices in the province to 15%, and also how women wanting a career in construction can use the WITT program.

Q. What is the WITT program?

Why was it established and how does it fit into the ITA?

A. ITA’s WITT initiative connects women of all backgrounds with funded training opportunities across B.C., helping them overcome barriers to entering the trades. It can provide training, financial assistance and support for eligible women who might be thinking about a career in the trades but are unemployed or employed and low-skilled.

Participants include women who are looking for higher-paying or more challenging careers, single parents who need to increase their income to support their family, or women who are returning to work after a long stay at home.

The WITT initiative is funded through the Canada-British Columbia Job Fund Agreement (CJF) and is overseen by ITA. It is part of ITA’s long-term strategy to match the skills of women apprentices with the needs of B.C.’s labour market.

Q. What are the ways that this program can help women who might want to seek out a career in the trades? Are there counsellors in place that might help a woman determine a path and support her as she goes through the system? Is there financial help?

A.T hrough CJF funding, the ITA WITT initiative currently works with seven different partner organizations across B.C. to provide training or introductory training programs. (These partners are the BC Construction Association, the Skilled Trades Employment Program, Camosun College, Okanagan College, Thompson Rivers University’s School of Trades and Technology, Tradeworks Training Society, UA Piping Industry College and Vancouver Island University.)

Training can include general skills upgrades, technical trades training and career counselling.

Programs offered through ITA’s WITT initiative provide women with hands-on experience, financial assistance, safety training, child care and career counselling

to help them determine their career path and become valuable, well-rounded employees. The initiative’s funding also covers costs such as tuition for training programs, transportation, child care, tools, books or work clothes.

The WITT initiative is open to women of all ages, backgrounds and skill levels. More specifically, the program caters to women who are: unemployed and have not collected or been eligible for employment insurance over the past three years (or five years for receipt of maternity/parental benefits); or employed individuals who are unskilled, in particular, employed individuals who do not have a high school diploma or a recognized certification or who have been assessed with low levels of literacy and essential skills.

They also must be legally entitled to work in Canada, living in B.C., not a full-time postsecondary student, not a high school student and not participating in another CJF agreement-funded program.

Q. What are the career prospects for a woman who wants to enter trades?

A. The average wage of a tradesperson is double that of a retail job. Another reason stems from the fact that skilled tradespeople are in demand – which means jobs and opportunities for a lifelong career that is able to grow and evolve over time. For others, it could be the job satisfaction – being able to work with your hands and work with a team.

Q. Are there trades that women seem to prefer and others where there is a lack of women but still good opportunities?

A. In general, women are still highly under-represented in the “non-traditional” trades (i.e., trades other than hairstylist, baker and professional cook).

However, there is a large opportunity for women to get involved

in these trades. In particular, it can be expected that there will be high demand for the following trades over the next few years: carpenters, heavy equipment operators, electricians, welders, steam/pipefitters, sprinkler system installers, millwrights, painters and decorators, heavyduty equipment technicians and plumbers.

Q. Are there success stories in B.C. regarding the Alberta construction company on your WITT Facebook page that has 50% of its employees as women?

A. A great example of a success story that we have seen recently is by a smaller company called J&S Reclaimed Wood Custom Fu rn itu re t h at desi g n s a nd builds custom furniture and i nteriors, ha ndcra f ted from reclaimed antique wood. The company founders, Steve McFarlane and Josh Hooge, pride themselves on seeking out the best candidates for the job, regardless of gender.

Joinery requires attention to detail, a sense of proportion and design, personal organization, the ability to effectively multitask multiple jobs as a team and excellent communication skills in a fast-paced environment, and they have found women to be the most successful candidates for the job.

They currently have two apprentices working with them, both of whom are women. Josh and Steve ensure they foster a respectful work environment by va lu i ng thei r employees’ contributions and listening to their opinions. Their working environment is focused on every project being a result of team effort, and achievement is always celebrated as a team.

In addition to J&S Reclaimed Wood Custom Furniture, ITA h a s re cog n i z e d some ot her companies including BC Hyd ro, Black l i ne Ma ri ne Inc., Lacey Construction Ltd. and PCL

Constructors Westcoast Inc. as employers who exemplify some of the best practices for recruiting, hiring and retaining women in the trades.

Q. How is the program doing statistically? Are tradeswomen growing in numbers?

A. Currently, there are approximately 3,900 registered female apprentices in B.C. This number may include some, but not all, of the 3,200 women who have participated in WITT programs.

More women are completing training programs through ITA’s WITT initiative and entering “non-traditional” careers such as plumbers, electricians, sheet metal workers, carpenters and heavy equipment operators.

When ITA started delivering WITT programs in 2009, only 8% of all registered apprentices were women – now it is 10.5%.

The goal is to achieve 15%, because that’s when things start to change. Workplaces become more accommodating and welcoming, and momentum starts to build.

Q. Is there anything else that you can tell us about the program that is important to know?

A. As part of ITA’s goal to increase the number of women in skilled trades, ITA developed Leveling the Field: A Best Practices Guide to Employing Women in the Trades. The guide was developed through feedback and support of employers and apprentices around the province, and 15 employers/industry associations from Metro Vancouver, Vancouver Island, B.C. Interior and the Okanagan.

The best practices guide promotes consistent hiring practices that will help employers find and keep the best-qualified person for the job. The guide will help employers understand what they can do to reduce barriers for qualified tradeswomen entering the workforce. •

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PLANNING: Construction industry driven by paper in a digital age

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he British Columbia construction industry is still clinging to a paper mentality in a new digital age, says a Vancouver architect and digital modelling specialist who will speak at this year’s 2015 Construction Leadership Forum being held in Whistler May 8–9.

“T he biggest challenge the AEC [architecture engineering and construction] industry has is that it’s still driven by paper,” said Geraldine Rayner. “We have the ability to access all the digital information but we are not using it effectively.”

Rayner has 30 years of experience in the AEC industry as both principal and project manager/ architect, using a variety of software to deliver projects and, in particular, overseeing the use of Revit and Navisworks within a building information modelling (BIM) environment.

Rayner’s presentation at the forum this year will help explain how the transformation can be made to digital, and how to ensure when a company moves to a digital format that information can be easily moved from one company’s digital system to another.

She will also highlight some of the advantages of going to

At this year’s Construction Leadership Forum, digital modelling specialist Geraldine Rayner will help explain how companies can make the transformation from paper documents to digital | Paulista/ Shutterstock

digital plans or drawings for a project rather than using paper plans. She likens it to using the computer or a mobile device to find someone’s number online. “No one uses the old paper phone book anymore,” she said.

“Yet our industry is still dealing with piles of paper drawings and piles of paper specifications

which are sent to the contractor to build on,” she said. And all these extra piles of paper enclosed in binders are sent to the project owner to sort through and add into his or her own system to meet various needs.

A more efficient means is to create one digital document and reuse that document as it moves

through the various phases of construction and finally into the owner’s hands, she said.

She said the digital revolution is in effect already as computer-aided drawings (CAD) are common and BIM is advancing the process through a variety of software programs on the market today. But, she said,

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those using digital modelling for buildings need to be aware of how the various software programs transfer information between users.

To e n s u r e t h a t t h e r e i s a smooth transfer, those creating the document need to adhere to basic rules.

Rayner says the process must be governed in the same way that traffic rules give drivers shared expectations. “You can predict how people will behave – they will stop at the red and go at the green light,” she said.

The same kind of expectation has to occur when BIM systems are used for designs. “When you are providing a piece of information [about a building’s structure], you have to provide it in a predictable manner,” she said.

A p ply i n g her BI M proje c t management expertise, Rayner has worked with owners, operators, contractors and designers to ensure that this new digital process, employing database software, is implemented effectively for the benefit of all construction process parties.

The ultimate goal is to provide a data-rich digital document that owners can easily access for key information and integrate into their system. •

April 14–20, 2015

special news feature | Vancouver regional construction Association

c8 Q&A TRAINING: Spending on employee training yields big corporate dividends Houle has over 300 apprentices presently working throughout B.C. looking to survive and grow can make.

We invest in all of our people regardless of their role. To be the best, you have to have the best people in every position

Robert Lashin President, Houle Electric

BC

will face a severe skills shor tage i n t he nex t decade as baby boomers exit the workforce, taking vast amounts of knowledge from all industries including the construction sector. Those companies planning ahead are expected to come through the transition intact with the skilled manpower on hand to handle the demographic changeover as well as respond to increased construction activity. Houle Electric is a B.C.-headquartered company that is heavily investing in its employees, with 300 apprentices on staff, journeymen constantly being upgraded and a budget that allocates $1,000 per year for employees to pursue professional development. Houle Electric president Robert Lashin believes investing in people is one of the best investments that a company

Q. Why and when did Houle begin looking at enhancing the skills of individuals within the company?

A. We have always done this.

Continuing education and skill building have always been a priority and the key to future success.

Q. When you invest in people, is it in everyone from your clerical staff through to your journeymen? Can you describe how you invest in people? Is the investment to help people better understand their job, expand their knowledge of the job or to get to the next skill level?

A. We invest in all of our people regardless of their role. To be the best, you have to have the best people in every position. We offer $1,000 per year for employees in professional development. Our field employees have training opportunities offered to them depending on their role. When they are apprentices, it is on-the-job and core-apprenticeship training. When they become journeypersons we offer courses on skill upgrades, leadership and safety to help grow our next set of leaders.

Q. How many apprentices has Houle taken on preparing for the shift of older journeymen retiring?

A. We have over 300 apprentices presently working for Houle.

They are an essential part of our workforce. Apprentices are our future Red Seal journeymen and future foremen. It is the only way to ensure a high-quality workforce as our company continues to grow.

Q. Is creating an atmosphere of mentorship within the company part of investing in people? Or is that kind of relationship necessary or important?

A. Houle Electric recognizes the value of mentorship and the highly important role it plays in the continuity and sustainability of our business. Houle has invested in a mentorship program with the objective of identifying key mentors within the organization and creating a structured approach to mentorship of our staff in and out of the field. This also plays a key role in our succession planning and Houle’s drive toward ongoing growth and success.

growing responsibilities, progressed through becoming a journeyman electrician in the Victoria regional office to a foreman, then superintendent and eventually to his present role.

Dennis also further enriched his career at Houle through outside involvement, having served as president and past treasurer for the Vancouver chapter of the Electrical Contractors Association of BC. Involvement in other outside organizations is a prevalent practice among many Houle Electric managers. Another example is Shawn Boyd, our Vancouver regional manager, who started his career with Houle Electric as an apprentice in Nanaimo.

Q. What is the payback for Houle in investing in its staff, apprentices and journeymen?

Are there case examples inhouse of individuals who have started as apprentices and are now divisional managers as they have moved through the ranks? Where individuals have brought new knowledge back to the company that has benefited it?

A. We have many examples. By investing in its staff both in the field and in the office through continuous training and mentorship, Houle enables the building and growth of an internal pool of skills, expertise and values to sustain the company’s already rapidly expanding customer base and operational footprint across Western Canada.

One notable example, among others where this investment has been fully realized, is the company’s vice-president for operations, Dennis Carlow. Dennis had started at Houle as an apprentice but, with mentorship, training and continuously

Q. How does investing in people help to draw in business and to bid on contracts?

A. Having the right people with the right skills and experience on your team can mean the difference between winning and losing major contracts. Oftentimes, at the proposal and pre-qualifying stages of a large potential project, a large percentage of the weighting is in your personnel and their experience.

Q. Many companies find it hard to release their apprentices to go back to the classroom or provide an opportunity for individuals to continue their education. How does Houle do this, especially in some of its rural operations where staff might be limited?

A. Not letting your apprentices complete their education is short-term thinking. For the future health of the company our employees need to be properly trained. Houle maintains a core staff of both senior and mid-level employees at any given

time, recognizing that there will be fluctuations caused not only by ongoing training needs of its personnel, but because of the reality of the economy and shifting lifestyle needs of each individual.

The average voluntary turnover rate in Canada was 7.3% as of 2013. Houle Electric falls well below this rate at between 1.5% and 3% due to its high standards of employee care and safety, which as an aside has earned it Deloitte’s esteemed designation as one of Canada’s Best Managed Companies since 2012. This does become more of a challenge in the rural areas, and to address this, in some cases where it is possible the company will shift employee roles and locations to suit varying needs.

Q. Is investing in people a corporate value that runs throughout the company and is endorsed by all levels within the company?

A. Yes. From senior management to department, regional and division manager to project managers and in all administrative and operational roles, the investment in people is a corporate value that resonates throughout the entire organization. Every year, one or two departments within the company participate in a three-day, out-of-office seminar that engages staff within each department on company values, leadership, best practices, management guidelines and team-building activities. The seminars are typically in more relaxed venues such as Whistler Blackcomb, the Okanagan and other getaway locations to promote a less formal atmosphere.

There is no monetary requirement from employees participating in these seminars, only their time and commitment. •

TRAINING: ACE IT program helps students, industry Apprenticeship classes keep kids in school and increase graduation rates

By Jean Sorensen

B

ritish Columbia’s Accelerated Credit Enrolment in Industry Training (ACE IT) program is proving to be a success in the 60 B.C. school districts where it is implemented, and providing a good supply of trades trainees for B.C.’s proposed large-scale projects, says a Thompson Rivers University (TRU) dean of trades who spent years studying the program and recently completed a doctoral thesis examining its impact on the B.C. education system.

The ACE IT program is the inclass component of a high school apprenticeship. ACE IT students are youth apprentices registered with the Industry Training Authority (ITA).

“It is working very well,” said trades and technology dean Lindsay Langill, adding the stakeholders a re benef it i ng. T he multiple stakeholders are the B.C. ministries of Education and Advanced Education, school district administrators and others involved in the educational curriculum and policy design, nationally and internationally.

Langill found that the program also kept many students in school who might have left, thereby improving graduation rates in schools and giving students who chose a skills path a head start on their career.

Langill said that not all of the 60 school districts provide a complete range of programs. But he feels as a result of his study that the ACE IT program is best taught within the college environment, and this co-operative learning process between high schools and colleges is a positive move.

TRU is putting this finding in practice in part by becoming the first university to offer the new education model for senior high school students wanting to explore the trades. TRU is partnering with the local school district at the North Kamloops Trade and Technical Centre, which is a school district asset, though TRU is providing the staffing and course.

“We have created trade sampler courses for grades 10 and 11,” he said. Students can either take a semester in mechanical or in construction. The mechanical

sample puts students in contact with mechanics from the auto service, heavy-duty, commercial transport, and truck, trail and motorcycle subsectors.

On the construction side, they are exposed to carpentry, electrical systems, plumbing and pipefitting as well as aspects of heating and air conditioning.

Students can continue into the ACE IT program if they choose a particular trade as a career choice.

This sampler course, started in February, has been highly successful, he said. •

s p e c i a l n e w s f e a t u r e | V a n c o u v e r r e g i o n a l c o n s t r u c t i o n A s s o c i a t i o n A p r i l 1 4 – 2 0 , 2 0 1 5

c9

legal specs

‘By reference’ clauses in trade contracts aren’t effective

by Norm Streu and Christopher Hirst

M

ost trade contracts incorporate “by reference” the terms a nd conditions of the prime contract.

The best practice is to avoid incorporating terms and conditions by reference altogether

Q. Are these clauses effective?

A. Short answer: not really. The general rule of interpretation is that a trade contractor is only bound by the terms of the principal contract to the extent that the term incorporating the prime contract is explicitly set out in the trade contract. Where the term purporting to incorporate the prime contract is ambiguous, the court will look at the trade contract to determine “on its face” whether incorporation by reference was intended. The court will also consider the intentions of each party to be bound by the term as demonstrated by their actions and correspondence.

Q. What if the trade contractor never even sees the prime contract?

A. The prime contract is rarely attached to bidding documents, and the tight timelines involved in the bidding process do not always allow trade contractors to investigate documents not related specifically to their work.

An extremely common resulting

Very often, a trade contractor on a project has neither been provided with a copy of the prime contract nor reviewed any of its terms | Halfpoint/Shutterstock

situation is that despite incorporation by reference language in the trade contract, the trade contractor has never been provided with a copy of the prime contract or reviewed any of its terms. If the trade contractor was not, at a minimum, given access to the prime contract or at least the relevant sections of it, a court may decide that it was not incorporated into the agreement at all.

Similarly, where the trade contractor is given only parts of the prime contract, the trade contractor will likely succeed with an argument that the incorporation by reference is restricted to only those portions of the prime contract actually provided to it. On the other hand, where the prime contract is available for review, courts have held that a trade

contractor is obligated to make further inquiries into obtaining a copy of it for review. If that is not done, the trade contractor may well be bound by the prime contract including any applicable burdensome terms or conditions.

Q. What is the best way to avoid problems with incorporation by reference?

A. One would think that the most comprehensive incorporating clause, for example one that holds the trade contractor to all of the terms of the prime contract, would be the most binding on the parties. In reality, these clauses actually leave the most room for disagreement because the relationship between the owner and the general contractor is quite a different one than the

relationship between the trade contractor and the general. Similarly, a clause that just generally incorporates the prime contract by reference has been interpreted to incorporate only the terms that specifically apply to the trade contractor and not all of the general conditions of the prime contract. This also leaves ample opportunity for dispute. Attaching the specific prime contract terms desired to be incorporated into the trade contract is a better way of ensuring in the event of a dispute that such terms are found to form part of the trade contract. Ultimately, however, the best practice is to avoid incorporating terms and conditions by reference altogether and including within the body of the trade contract those terms of the prime contract that are meant to be incorporated. By using a self-sufficient trade contract that contains the relevant terms of the prime contract, the parties will avoid all uncertainty as to what is meant to be included. • Norm Streu is president and chief operating officer of the LMS Reinforcing Steel Group. Christopher Hirst is a partner and the leader of the Construction & Engineering Group, Alexander Holburn Beaudin + Lang LLP. This article was prepared with the assistance of articled student Samantha Boyce.

April 14–20, 2015

special news feature | Vancouver regional construction Association

c10

Provincial View

Where are the construction industry’s poster children?

Sector needs to market itself to the next generation

Do you see the potential in that young face, or just the hassle?

Manley McLachlan President, BC Construction Association

T

h e c o n s t r u c t i o n s e ctor is widely recognized as suffering from image problems. Today’s young people don’t see it as a rewarding career path. Perhaps more importantly, neither do their parents. This is old news but that doesn’t change the fact that something needs to be done about it.

Government is making an increasingly big noise about the trades, but the truth is that unless construction employers make an even bigger noise, they’re not goi ng to get the attention they need to fill the excellent jobs – and careers – they have to offer.

Take a look in the mirror. Use your rear-view if you’re in the truck. What are you doing to connect with your future employees? A re your shoulders chip-free? Do you see the potential in that young face, or just the hassle?

The BC Construction Association’s (BCCA) 2015 Construction Business Survey makes it clear that the image problems go two

ways. B.C.’s construction employers don’t seem much more excited about today’s youth than the youth seem to be about the trades. Here are a couple of real quotes from respondents: “Kids these days want a cushy job designing video games. They don’t want to get their hands dirty.”

“Young people are looking for big money with no hard work.”

Maybe this is a generational issue. My kids were never impressed that back in Saskatchewa n I wa l ked f ive m i les to school in the snow barefoot, uphill both ways.

The fact is that if construction employers aren’t excited about the next generation, and that same generation isn’t excited about construction, then we are potentially at an impasse that doesn’t serve anyone or anything.

There are many smart, capable, hardworking young people out there who don’t consider the construction trades because they don’t know what the potential is.

They don’t know that there is huge opportunity to develop management and technical skills that can take you far.

Each and every one of us can do something to increase awareness. To open more minds, let’s show off a little.

At the BCCA, we’d like to hear your story. If you started out on the tools and are now enjoying a successful career in management and leadership, if you have experiences to share with the next generation, please contact us. We’d like to hear your story, and if you’re willing we’d like to share it.

Whoever you are, next time you’re being social with people outside of the industry, take the initiative to talk it up. Here are some points for you: •In B.C. today, only one of every 85 students enters the trades after high school. We’d need

•Construction is increasingly a

The construction industry needs to reach out to educate the next generation about the rewarding careers offered by the sector | Goodluz/ Shutterstock

that figure to be one in five in order to fill all the jobs available. (Meanwhile, every year we graduate 3,000 teachers for 500 jobs.)

global industry. You can take your skills anywhere you want to go.

•In business you start in the mailroom and with grit and determination end up in the corner office. In construction you start on the tools and with grit and determination end up in the corner office – if you want, you can build it to suit your needs. Make it a penthouse.

•Canada has more university graduates earning below the poverty line per capita than any developed country. I call these the “philosopher baristas.” Kids and parents need to be making more informed, productive choices with their education. Educational institutions need to be making more relevant programs for their students.

•The unemployment rate for youth in B.C. is about 14%.

Meanwhile construction unemployment rates are at decade lows and are getting lower.

•Two out of every three people i n con st r uct ion to d ay a re getting close to retirement.

Successful construction companies are looking for smart young people to lead the way, and they’re ready to invest in training and experience.

Let’s agree: there’s huge opportunity ahead. Many are willing to work for it. Neither side can be lazy.

Leadership and advancement of employees is crucial to the development of the sector, but employers need to realize that the general public does not see construction as an advancement-friendly career path.

We need to make career dev e l o p m e n t m o re a p p a re n t, cha mpion those who have climbed the ladder from the tools to the corner office and get that message actively out to today’s bright students.

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Number of new workers we will need in the next decade to fill construction job openings in B.C. (BuildForce) Number of unemployed British Columbians under the age of 25 (BC Stats)

Number of B.C. construction companies hiring new employees this year (BC Construction Industry Survey) Number of B.C. construction companies that don’t engage in programs to attract young people, like school visits or training programs (BC Construction Industry Survey) Yearly wage of a B.C. construction worker over and above someone working in sales and service (BCCA Stat Pack 1.0)

insurance companies recruit hard at B.C. universities and colleges. It’s time to take a page out of their playbook. • Manley McLachlan is the president of the BC Construction Association, which represents four regional construction associations throughout the province and serves as a lobbying force for the construction industry on provincial and federal issues.

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s p e c i a l n e w s f e a t u r e | V a n c o u v e r r e g i o n a l c o n s t r u c t i o n A s s o c i a t i o n A p r i l 1 4 – 2 0 , 2 0 1 5

c11

news

WORKPLACE: Have stringent safety measures hamstrung the construction industry?

Rules and regulations cannot replace workplace common sense and awareness

By Jean Sorensen

H

a v e s a fe t y r u l e s a n d regulations hamstrung the construction industry to the point it is becoming inefficient?

That’s the great safety debate shaping up as one of the panel discussions at the Vancouver Regional Construction Association’s (VRCA) fourth Construction Leadership Forum to be held May 8–9 in Whistler.

“The question we are asking is whether safety has become the overriding concern – is it too much of an issue?” said Mike McKenna, executive director of the BC Construction Safety Alliance. McKenna will introduce construction industry veterans who will tackle the question of how much safety is too much. McKenna said an industry representative will argue that, perhaps, “we are no longer construction companies practising safety but safety companies doing construction.”

T he pa nel’s debate w i l l be broken into four mini-sessions, said McKenna, with each attempting to debate some key area

of safety and construction. The sessions look at real issues today on the construction site, such as risk perception, lack of site awareness and the loss of common sense, as well as the growing amount of paperwork related to safety that companies must manage today.

Risk perception will be debated by an industry safety professional who will examine how the perception of danger is often exaggerated in the workplace, said McKenna. He gives the example of someone riding in a rollercoaster, aircraft and vehicle.

While the roller-coaster may seem the most dangerous, it has less risk to passengers than the aircraft, which has less risk than riding in a vehicle. There is the greater risk of having an accident driving one’s vehicle. “Yet no one thinks about that aspect of safety when they get into their vehicle in the morning,” he said.

McKenna said the iconic photo Lunchtime atop a Skyscraper (by photographer Charles C. Ebbets in 1932) exemplifies how the industry’s safety sense has changed in many ways. The photo

depicts men seated on a girder near the top of the GE Building (formerly the RCA Building in New York) which is a 70-storey structure and the centrepiece to the Rockefeller Center, a complex of 14 structures. The photo was a stunt promoting the new building and the men actually were shot at an angle to make it appear that they were over 840 feet in the air when they are only a few stories above ground.

But the 11 men sitting on an I-beam are wearing no safety equipment and are nonchalantly dangling their feet in the air with lunch buckets on their laps.

“T here was one fata l ity i n the whole construction of that building and that person was run over by a truck,” McKenna said.

“These men in the photo had no hard hats and no steel-toed boots.

But this was their chosen profession and they had spent years developing their skills.” The men

relied on their knowledge of the workplace more than the safety gear, which was sparse to none during the Dirty ’30s.

The panel will debate whether safety rules are reinforcing a lack of common workplace knowledge on modern job sites.

“The quality of the skills is not what it was once,” McKenna said, adding that the industry is coping with that recognition. “We are trying to keep them safe and going by default rules and regulations.

But how far can you mandate common sense?”

At the same time, that common knowledge that might have been handed down from employee to employee over the years has been eroded. Many of today’s younger employees have not grown up in a handyman environment with tools or don’t have the level of physical fitness necessary for the work. McKenna gives the example of wanting to prevent someone

Mike McKenna | Executive director, BC Construction Safety Alliance

How far can you mandate common sense?

from hitting their hand with a hammer and putting in stringent safety procedures. But those procedures may not be followed or understood unless the individual has had some experience with being hit by a hammer.

“Safety is not always a sexy topic,” sa id McKen n a, who stressed he is not advocating doing away with safety regulations.

But, he said, safety today is topical on job sites and becoming more of a hot-button issue. The debate surrounding how much safety is too much safety promises to be one of the most interesting sessions at the leadership forum, he said.

Panel members include: John van Dyk of Canadian Cutting & Coring Ltd. (contractor and former chair of the BC Construction Safety Alliance); Jeff Lyth, senior safety professional; and moderator Dave Earle, the Construction Labour Relations Association of BC’s director of human resources and government relations.

For more information on the Construction Learning Forum or to register for this event, please visit the VRCA’s website. •

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April 14–20, 2015

special news feature | Vancouver regional construction Association

c12 NEWS EDUCATION: New BCIT construction dean adding value to applied learning

T

he British Columbia Institute of Technology’s (BCIT) new dean of the School of Construction and Environment, Wayne Hand, hopes to add new dimensions to applied learning, an aspect of education that the school is known for.

Hand, who served as associate dean before his appointment as dean, believes new enhanced dimensions of learning can only raise the calibre of candidates emerging from the school.

“Our school encompasses the trades programs, a wide range of part-time studies education programs, trades and apprenticeship programs (through the Industry Training Authority of B.C.), technology programs, bachelor, master and research centres. Our school offers programs on both the built and natural environment,” he said. In each of these areas, the focus is on bringing marketable skills to the student.

“It is really about providing applied learning.”

One new focal area where Hand sees opportunity to add value is in crossover programs that take a student from one area and provide insight into how that trade or technology affects other areas of construction or applied knowledge.

He said BCIT is ideally positioned to deepen that aspect of learning as it teaches both the technology and trades. “The relationship between the trades and technology at BCIT is very unique,” he said.

It is an aspect of learning that is paralleling what is happening on construction projects as a greater focus on collaboration is occurring at the beginning of a project between the designers, contractors and subtrades to achieve the most efficient building at the best price point.

As an example, Hand points to BCIT’s breadth of skills that can all be drawn together in a concrete beam fabrication project.

“We have thought – why don’t we design a concrete beam?” he said. It would combine the skills of the school’s civil engineering program (a four-year bachelor course) with the trade skills of students in the concrete and steel reinforcing trades plus those of carpentry skills for formwork.

The beam could be brought to the engineering lab afterwards for load-to-failure testing by students, which could help all disciplines better understand how their applied learning affected

Construction in the resource sector, whether for LNG development or building roads into a new area of the province, is affecting the environment, and BCIT’s school of construction graduate students in the sustainable resource management program are part of the picture as new mines, mills and LNG plants are developed. Students are shown with instructor Jace Standish (left) and new school dean Wayne Hand (right) | Photo courtesy of BCIT

the end product.

“This is the type of practical applied learning that includes students from trades and technology programs that is difficult for other institutions to duplicate,” said Hand.

Innovative teaching has also been a hallmark of BCIT since it first opened its doors as the first polytechnical school in B.C. at the Burnaby campus in 1964. In 2010, it became the first nonuniversity in Canada to offer an engineering degree accredited by Engineers Canada. It also operates the largest welding program in the province, with three shifts a day cycling through the school’s workstations.

This new dimension of learning has already added to the school’s interior design program with a new course entitled Systems and Trade Liaison. Hand said the designers can add value to a project by knowing how the structure is built and the various systems that go into a building and how those systems need to placed.

“They go into the shop area and are given a lecture on such things as the electrical and lighting – they get to see how these systems

Wayne Hand | dean, School of Construction and Environment, BCIT

Our school offers programs on both the built and natural environment

are installed from Red Seal trades instructors that have first-hand experience,” he said. Another course provides hands-on experience with tools in a joinery course that also allows them to explore wood and veneers.

These courses close the gap between design and construction.

“We are trying to give our students an appreciation for taking what you draw or create on paper and how it actually gets built,” he said.

BCIT is also introducing new deg rees to better serve new emergent market needs. “We have a new mining and mineral resource engineering degree,” he said. “It is starting this fall.”

A new master’s degree program in ecological restoration offered in collaboration with Simon Fraser University is being reviewed by the B.C. Ministry of Advanced Education and will complement the undergrad program now in place. The program, Hand said, will provide an opportunity to link the focus on environmental stewardship with the construction and mining sectors.

BCIT’s school of construction has a strong relationship with the Aboriginal Community Career Employment Services Society (ACCESS), which brings educational opportunities to the First Nations community. Over the years, BCIT has partnered with ACCESS in the delivery of

training in over 30 trades, including welding, boilermaking, steel fabrication, carpentry, piping, electrical and, most recently, marine fitting.

Hand sees continued opportunities to extend learning beyond the campus classroom. In the past, BCIT has brought training to rural areas.

“Recently, we delivered a parttime course in house inspection for the Skeetchestn band near Kamloops that provided them with information on what they needed to maintain their homes but also what is needed in a home inspection,” Hand said. The course spread over six weeks provided the participants with the knowledge to move forward in a home inspection career after certification or work in maintenance/renovations.

H a nd i s promot i ng on l i ne learning with the school to reduce the number of hours that students outside t he L ower Mainland need to spend in the classroom. “Many people find it hard to leave their jobs to come back to school. It is also expensive to live in the mainland area,” he said.

Regardless of the delivery system, Hand’s focus is on adding value to the students who register for programs. It is that bottomline attribute that is keeping the trades and technology course f u l l, a nd i n ma ny there is a

six-month wait-list for classroom space.

BCIT’s construction school has a mature student base, with many already having cycled through college or university and knowing the difference between academic knowledge and applied learning. The average and mean (most) ages of apprenticeship students are 27 and 25, respectively, and 97% of this group are male, while those taking a course that is a trade or a technical study have an average and mean age of 24 and 22, respectively, and 93% are male. Those pursuing technology careers are 25 and 24 years old, on average and mean, respectively, with 72% male. In the part-time studies, the age figures are higher, with the average age 34 and the mean 31, and 71% are male.

After half a century of operations at the Burnaby campus, the BCIT construction programs have undergone change and will continue to change, said Hand, pointing to the international exchange program that has seen students go to and come from technical institutions in Italy, Germany and Finland. Such students exchange design concepts and applications in a construction industry that is punctuated by international companies and changing technologies.

“It is becoming a global market,” Hand said. •