Business Examiner Vancouver Island - June 2019 by Business Examiner News Group

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JUNE 2019

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NANAIMO Alair Homes Celebrates First Female to Win Project Manager of the Year

Grant Illuminated Signs Looks to Bright Future Under New Ownership Shaun Laughy Takes Over One of Vancouver Island’s Largest Full-Service Sign Companies

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INDEX News Update

Comox Valley

Nanaimo 7 Small Business

West Coast

Sales 31 Port Alberni

Digital Marketing

Human Resources 40 Movers & Shakers 42 Opinion 46

OUR 15 YEAR TH

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AMPBELL RIVER - After ne a rly 50 ye a rs i n business, Grant Illuminated Signs Ltd. is under new ownership. On May 5, Shaun Laughy and his wife, Clare, officially took over the business, and they have big plans for the future. Grant Illuminated Signs is one of the Island’s largest full-service sign companies. With a staff of 15 employees, the company does manufacturing, electrical service, cleaning, painting, installation, and maintenance. “Right now, we see the opportunity to further expand our activity in the Nanaimo market,” says Laughy. “We have recently taken on more work in Nanaimo, and have manufactured and installed new signage for HUB International. We are actively looking to grow in the area, as we see a need for the services

that we offer.” Founded in 1972 by Allan B. Grant a nd h is w i fe, Marilyn Grant, the company started by making hand-painted signs in the North Island. In 1978, Allan founded a second company to build illuminated cabinets, taking on major jobs in the North Island. Just eight years ago, Allan fully retired, letting management handle the day-to-day operations. In 2016, Allan passed away, leaving sole ownership of the company to his wife, who consolidated the two businesses under Grant Illuminated Signs. “Clare and I moved to the North Island in 2017,” says Laughy. “We had always wanted to own our own business, so when we got here, we spent some time looking at some options in the area. One SEE GRANT ILLUMINATED SIGNS | PAGE 11

Marilyn Grant handing the “key” to Grant Illuminated Signs to new owners, Shaun and Clare Laughy

Zsiros Project Proves Affordability of Sustainable Building North Island’s FirstNet Zero Home Completed, Stays Under $390,000 Budget

OMOX - J. Zsiros Contracting Ltd. has demonstrated the affordability of Net Zero, completing the North Island’s first home of this kind under its $390,000 budget. “The province would like to have all new builds Net Zero ready by 2032,” says Jim Zsiros, the company’s owner. “The big issue with these types of initiatives is always affordable housing. We need to ask: ‘how is this

going to impact first time buyers or younger couples trying to get into the housing market?’” According to Zsiros, since pilot homes began last year, Net Zero projects have stayed in the million dollar range and beyond. “These clients came to me last year, wanting to do something energy efficient,” he says. “I asked them about considering a Net Zero build. We started putting some plans together,

and came up with a budget of $390,000.” Initially, the project encountered some hiccups in order to meet labelling requirements through the Canadian Home Builders Association (CHBA). However, the project was completed i n due t i me, stay i ng under budget at approximately $386,000. “They wanted a smaller footprint, which helped with the

budget,” said Zsiros. “They are very practical people and weren’t wanting a huge house with a huge kitchen. When we came up with a design for the home, it was so simple that it would be easy to change it. We could have it as big as 2,000 feet, and it would still be around the $430,000 range.” The home included a metal roof line, which was hooked up to a SEE J. ZSIROS CONTRACTING | PAGE 14

NEWS UPDATE

JUNE 2019

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W h ite L ion D evelopments has proposed building a condominium development for adults 55-plus on A rbot Road. The 11,533-square-metre site at 2367 A rbot Road is currently home to the Piccadilly Bistro and the Westwood Tennis Club. T he compa ny i s proposi ng to bu i ld two th ree-storey condo structures resulting in 57 two-bedroom units. The developer has submitted a rezoning application to the City of Nanaimo. I f approved, the condom i n iu m s w i l l be for people aged 55-plus only. The project plan calls for constr ucti ng a publ icly accessible pathway to Westwood Lake trail and enhancing the city-owned portion of the lake-adjacent trail that runs behind the property. T he proposal calls for mostly underground parking with the exception of 10 stalls allocated for disability parking and guests. T he buildings will also be set back further from

the trail than the existing building on the property. The height of the proposed structure is no taller than the existing tennis c o u r t on t he prop er t y and none of the windows will face the neighbouring Bethlehem Centre. If approved, the Piccadilly Bistro and the tennis club would leave the property. Members and employees at the club as well as bistro employees are aware of the proposed project. The tennis club could relocate elsewhere if there is enough interest, though owner Cheryl Miller has expressed interest in retiring after over 20 years of ownership. The City of Nanaimo has received a rezoning request for the property, though a date has not been set for the application to go before council.

PARKSVILLE Morningstar Restoration Underway P a rk s v i l l e Q u a l i c u m Beach News The receiver manager of Morningtstar Golf Club continues to improve the facilities in the hope of

returning it to its glory days. To help achieve this G. Pow roz n i k G roup I nc. of G-Force Group, t h e court-appointed receiver, has hired Les Furber, the designer of the 6,983yard course that was considered one of the premier golf courses on Vancouver Island in the 1990s. Morn i ngsta r went i nto receivership last year, with reported debts of about $13 million. It is up for sale now but receiver ma nager Gary Pow ro z n i k s a i d p l a n s continue to review and enhance every major aspect of the property, business and golf experience and get it ready for a new, long-term owner. Furber visited Morningstar recently and met with general manager Randy LaRoche and golf pro Mark Forrest. Furber, who has designed and created more than 80 golf courses globally, said the game has evolved over the years and the objective he wants to achieve at Morningstar is to make the whole experience more palatable and enjoyable. “What we’re going to try to do is make the course SEE NEWS UPDATE | PAGE 3

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more friendly for the members, the green fee players and to speed up play and let people enjoy it,” said Furber. Restoring Morningstar to its former glory is not too far off, said Furber. “It’s on its way back,” said Furber. “It’s just a matter of injecting some money into improving things that would make the ease of ma i ntena nce better. That’s what makes people happy. We’re talking about bunkers, how we cut the roughs. It’s very mature now. It’s got a place in the upper echelons of golf and you can’t take that away from it.” Powroznik is also offering 22.8 acres of vacant land next to holes six and seven for sale, which is not part of the receivership and is under a different ownership. Les Furber owns Golf Design Services out of Canmore, Alta. Morningstar Golf Club is located at 525 Lowry’s Road, Parksville.

“Right now we’re slated for an early spring start next year,” he said. “With building completion probably around October.” Mailman added that he will be attempting to hire local as much as possible for the construction. The second development approved by council is located at 4721 Johnston Rd., which is currently an empty lot located beside a Chevron station. The proposed development, submitted by Raymond de Beeld Architect, is for a single-storey retail building with three retail units. One unit will have a drive-thru lane that exits onto Johnston Road. The retail units will front onto Johnston Road and Adelaide Street and a parking lot at the rear of the building, accessible by Adelaide, will include 17 parking stalls and several bicycle stalls. Both developments meet all zoning requirements and development permit guidelines, according to city officials.

VANCOUVER PORT ALBERNI ISLAND Two New Developments Approved for Alberni

Sluggish Spring Housing Market Continues

Alberni Valley News The City of Port Alberni has approved two new developments in town. The first, located at 4000 Burde St., is a plan from Seymour Pacific Developments and Broadstreet Properties for two, four-storey multi-family buildings. The first apartment will contain 71 units, while the second will contain 70 units and one rental office. A parking lot will include parking and bicycle stalls. “Many trees w ill be planted on the property and spread t h rou g hout t he site, wh ich should result in a pleasant aesthetic overall,” said city planner Katelyn McDougall during a recent council meeting. The applicant, Kris Mailman of Seymour Pacific, was in council chambers on Monday and confirmed that the apartments will be market rentals, rather than affordable.

Sales of single-family homes in May board-wide dipped by 12 per cent year over year but rose by 11 per cent from April in the Vancouver Island Real Estate Board area. Last month, 459 single-family homes sold on the Multiple Listing Service (MLS) System compared to 412 the previous month and 519 in May 2018. Sales of apartments dipped by seven per cent year over year while townhouse sales increased by 19 per cent. The British Columbia Real Estate Association reports that on a seasonally adjusted basis, sales in the VIREB area are close to 2014 levels, and current market conditions are expected to continue into the fall. Weak housing demand is also contributing to an increase in tota l active residentia l l istings across the province. In the VIREB area, inventory of single-family homes in May rose by 22 per cent from one year ago

(1,217 to 1,482). Active listings of apartments climbed by 18 per cent (287 to 339) year over year while townhouse inventory decreased by five per cent (197 to 187). Despite decreased demand, prices in the VIREB area are still rising, although those increases are softening. The benchmark price of a single-family home board-wide was $512,500 in May, a four per cent increase from one year ago. In the apartment category, the benchmark price climbed to $300,700 from one year ago, a six per cent increase. The benchmark price of a townhouse hit $445,500 last month, up seven per cent over May 2018. Trend-wise, VIREB’s housing

market has transitioned from one favoring sellers to one that is balanced. realtors are reporting some multiple offers on lower-priced properties, but higher-end homes are moving more slowly than they did in the sellers’ markets of 2016 and 2017. Regardless of market conditions, however, well-priced properties sell more quickly. VIREB represents over 1,000 realtor members in approximately 90 member offices on Vancouver Island (north of Victoria).

CHEMAINUS Mount Brenton Rebuilds

3 Storage Facility A year after a fire destroyed a golf cart storage facility at Mount Brenton Golf Club, the space is being cleared for a replacement structure to be built. L a st yea r on M ay 9, a f i re completely destroyed the club’s golf cart storage facility. Now, construction on the facilities replacement is expected to be underway within a month. The golf club has been working with the insurance company, their adjustor and the municipal office to rebuild on the space. The club has received a development per m it for t he SEE NEWS UPDATE | PAGE 4

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NEWS UPDATE

JUNE 2019

NEWS UPDATE CONTINUED FROM PAGE 3

replacement building. The former facility was located on a slope right behind some trees, requiring a geo-technical assessment to determine the stability of the bank. The Club lost about 120 carts in the fire and the new building will be almost identical to the original structure, handling the same number of carts. The club also has a new food and beverage provider and is actively promoting bookings for all sorts of functions.

CAMPBELL RIVER Mowi Achieves MultiSite Certification Mow i Ca n a d a We s t i s t h e world’s first aquaculture company to successfully achieve certification under the Aquaculture Stewardship Council (ASC) multi-site certification. Independent third-party auditors certified three Klemtu area salmon farms to the ASC Salmon Standard. Mowi Canada West now has 23 salmon farms certified to the ASC Salmon Standard, representing about 75 per cent of the company’s production. The three sites certified by the

council are Alexander Inlet, Goat Cove and Kid Bay - these salmon farms are operated in the Traditional Territory of the Kitasoo Xai’Xais First Nation. Mowi and the Kitasoo have had an agreement for salmon farming and processing for the past 20 years. Certification of multiple sites under the multi-methodology was announced by the ASC in August 2017 and became available to farmers seeking certification later that year. The final process was developed following two public consultations in 2016 and 2017 and outlined on the ASC website “reflects valuable input from numerous and diverse stakeholder groups, including producers, environmental NGOs and certification and accreditation bodies”. To achieve certification under the ASC Salmon Standard, farms are audited against 500 separate aspects of the site’s performance. It is considered to be the gold standard in environmental certification and was developed through a dialogue process involving Environmental NGOs and researchers. Mowi is working towards the goal of 100 per cent certification to the ASC Standard across all its sites by 2020. Mowi Canada West (MCW) operates salmon farms and processing plants in British Columbia, Canada. SEE NEWS UPDATE | PAGE 10

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LEASES 2,033 Sq. Ft. 2nd Floor Office Space – Downtown Nanaimo, T.N. includes HVAC, Hydro & Utilities. Available for Immediate Occupancy $9.50/SF + TN Light Industrial Space in Diver Lake Area 1,380 Sq. Ft. 2nd Level, Gross Lease + GST, Tenant pays own Hydro. Available Jan 1/19 $9.75/SF + GST 1,630 Sq. Ft. Main Level Unit - Downtown Nanaimo High Visibility location with use of sign on building, Heat (HVAC) & Hydro are included, DT-4 Commercial Zoning $2,000/Mo + GST 900 Sq. Ft. Commercial Unit Nanaimo - Corner Location, DT-2 Zoning uses within restaurant/retail/office & service industries $12/Sq. Ft. + TN 277 Sq. Ft. Office or Retail Space - Corner Unit in the Best Western Dorchester Hotel with direct street access $775/Month Plus Prop. Taxes 3,040 Sq. Ft. Commercial Space - Central Nanaimo - 2nd Level, Great Exposure on busy Bowen Rd close to Downtown $8/SF + TN 922 Sq. Ft. Quality Corner Office Space - Metral Centre - COR-3 Zoned Unit. 3 Offices, Board/conference room, bright reception, storage & private 2 piece washroom. Great Location in a great Complex $18/SF + TN

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JUNE 2019

Strategy Identifies Comox Valley Employment And Industrial Lands Opportunities C OMOX VALLEY – For those wanting to know what land opportunities are available in the Comox Valley, that information is already waiting. The Comox Valley Economic Development Society, commonly known as Invest Comox Valley, has produced an Employment and Industrial Lands-Based FDI (Foreign Direct Investment) Strategy, a ready-made document that identifies which lands are available, and where. Compiled in 2016 by MDB Insight, Van Struth Consulting, it projects forward to 2045. The Strategy developed a comprehensive inventory of current employment and industrial lands, analyzed the present employment and industrial land inventory relative to market choice and desirability, and assessed the market position and potential for the Comox Valley to guide longer-term development needs for light and medium industrial and employment land development. It also recommends specific land use, servicing, or development standards and policies to improve the region’s long-term competitiveness and distribute investment across the area, which helps forecast employment growth over the long term. Based on the Survey’s findings, five priority sectors have been identified that offer high growth and investment potential in the Comox Valley: Aquaculture/ Fishing, Agriculture, Tourism, Professional Services/Technology, and primary and secondary manufacturing. By 2045, the Comox Valley is expected to accommodate employment growth of 8,000 to 11,000 jobs. This would translate to an overall demand of 300-430 net acres of employment lands, not including growth in the institutional and resort/recreational sectors. The largest available land is zoned Industrial Marine, with 122.2 of 190 acres available. By city, for example, the Town of Comox has 67 acres of net industrial land available zoned Aeronautical Industrial, and 3.7 acres in commercial. Cumberland has 956.2 acres of net vacant industrial land available. Courtenay has 13.3 acres of Industrial Zone Two available, and altogether, Courtenay, Comox and Cumberland have 1,135.4 acres available. “Local governments in the Comox Valley are well aware of the importance of long-term financial sustainability,” says John Watson, Executive Director of Invest Comox Valley. “Maintaining and expanding a strong non-residential tax base is an essential component of this financial sustainability, due to the higher tax rates paid on industrial and business properties.

The new Comox Valley Hospital is an excellent addition to the infrastructure that makes it appealing for businesses and individuals to relocate in the Comox Valley, which continues to grow and expand These higher taxes not only provide additional revenue to local governments to provide services but also help to moderate the tax burden on local residents. “This Strategy provides the necessary background information to support longer term economic development and land use policy development in the Comox Valley.” Based on the findings of the Strategy, the recommended guiding vision and direction for employment and industrial lands in the Comox Valley is: “Through collaboration and coordination of planning, servicing, and development strategies among the Regional District, local governments, the K’ómoks First Nation, public agencies, businesses and non-governmental organizations, the Comox Valley will provide a continued supply of lands and spaces in urban and rural areas with the broad range of market choice characteristics that appeal to industrial and knowledge-based businesses internal and external to Vancouver Island. Domestic and international investment is pursued with the intent of balancing environmental stewardship and natural resource conservation with the enhancement of municipal fiscal sustainability, increased vibrancy of the regional economy, and the provision of quality employment opportunities.” The Strategy makes eight recommendations to guide industrial and employment lands development in the Comox Valley. It includes working with K’ómoks First Nation to identify and assess opportunities for employment and industrial lands development, and innovative solutions to development constraints, and developing the Bevan Road lands as the key industrial area in the Comox Valley, to accommodate long term employment growth. A number of important industries are identified as priorities, including: • Professional, scientific and

technical services – management, scientific and technical consulting services and architectural, engineering and related services. • Construction– residential building construction, other heavy and civil engineering construction, building finishing contractors, and other specialty trade contractors. • Forestry, fishing, mining, quarrying, oil and gas, including forest nurseries and gathering of forest products, fishing, support activities for forestry (i.e. pest control services, log hauling in the forest, timber cruising and valuation, etc.), logging, and greenhouse, nursery and floriculture production. Other export-oriented/non-retail industries that would be suitable include: • M a n u f a c t u r i n g – s u g a r and confectionery product

manufacturing, dairy product manufacturing, metal product fabrication (e.g. boiler, tanks and shipping containers, springs, wire), seafood product preparation and packaging, and veneer, plywood and engineered wood product manufacturing. • Agriculture (including aquaculture) – support activities for animal production (i.e. breeding services for livestock, artificial insemination services, cattle registration service, etc.), hog and pig farming, other animal production (i.e. apiculture, horse and other equine production, fur-bearing animal and rabbit production, etc.), and sheep and goat farming. • Transportation and warehousing – airport operations, servicing aircraft, repairing and maintaining aircraft, and inspecting and testing aircraft, support activities for water

transportation, i.e.: marine cargo handling, navigational services to shipping, ship repair and maintenance not done in a shipyard and lighter operations. Also, deep sea and coastal water tra nsportation, a nd other transit and ground passenger transportation. • Tourism and resort development – heritage institutions, travel ler accom modation, full-service restaurants and limited-service eating places, scenic and sightseeing transportation, recreational vehicle parks and recreational camps, other amusement and recreation industries and special food services. Watson points out there are short, medium and long-term opportunities. Immediately, opportunities exist for professional services and technology. Next, a deepening relationship with K’ómoks First Nation is expected to further the position of the Comox Valley as a centre for aquaculture and seafood processing. Further down the road, a goal is to explore the potential to develop an Eco-Industrial Park in the Bevan Road lands in Cumberland. “That would include identifying new partnerships and industries that can help to position the Comox Valley as a centre of excellence for environmental sustainability in primary and secondary manufacturing are some of the actions that should be considered,” Watson notes. www.investcomoxvalley.ca

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COMOX VALLEY CHAMBER DIANNE HAWKINS

he Comox Valley Chamber of Commerce is not on e to s hy away f rom long-term relationships, especially when those relationships are built around shared values such as advocating for local business, integrity and quality. These shared values are evident in the Chamber’s Corporate Partnerships, which are held with local businesses - CIBC and CIBC Wood Gundy, the Comox Valley Airport (YQQ), Chambers of Commerce Group Insurance Plan and OnDeck Systems/F12. Each of these local businesses not only support the community but also supports the Chamber’s efforts in advocating for and strengthening local business and not-for-profits in the Comox Valley.

CIBC has been involved with the Chamber since 1919. While CIBC is in the business of helping its clients, employees and shareholders achieve their financial goals, they also support numerous charitable initiatives each year, such as YANA and KidStart. Being a Corporate Partner with the Chamber is just one of the ways that CIBC is supporting local entrepreneurs and the community. YQQ has been a member of the Chamber since 1998. YQQ represents a major hub of economic activity on Vancouver Island, providing both direct benefits, such as employment, and indirect benefits, to tourism, business, education and service industry sectors. YQQ has supported economic development and sustainability in the region, and together with the Chamber, the YQQ has joined with other like-minded businesses to ensure collective concerns are voiced. Chamber members since 1993, Chambers of Commerce Group Insurance Plan provides flexible benefit plans for small to midsize businesses, supports community events and local business. Their participation this year as a Corporate Partner is another way they are staying connected to the community.

OnDeck Systems/F12 has been a Chamber member since 1994 and has been providing IT solutions and support on Vancouver Island for over 25 years. In 2017 OnDeck Systems joined F12.net’s extensive network enabling them to improve their customer service and offer greater benefits to their customers. As a Chamber Corporate Partner, OnDeck Systems/F12 continues to support local businesses as well as brings awareness to innovative ways local companies can utilize technology. The collaborative relationships we have with our Corporate Partners allow us to continue helping make the Comox Valley a better place for business, not-for-profits and our community. Former Corporate Partners include Peninsula Co-op and Remax. If you’re interested in becoming a future Chamber Corporate Partner, contact Dianne Hawkins at the Comox Valley Chamber of Commerce. Dianne Hawkins, CEO of the Comox Valley Chamber: Building Good Business For more information on the Comox Valley Chamber of Commerce, visit: www.comoxvalleychamber.com or call 250-334-3234.

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NANAIMO

JUNE 2019

DONNA HAIS APPOINTED CHAIR OF PORT OF NANAIMO Kevin Gillanders Leaves RBC Royal Bank Post For Family Business

NANAIMO MARK MACDONALD

onna Hais of R.W. (Bob) Wall Contracting Ltd. has been appointed Chair of the Board of Directors at the Port of Nanaimo. “I am deeply honoured to have been given this opportunity to serve the Port of Nanaimo and the community in this position,” says Donna. “We are on the right course and I look forward to leading our team as we continue into the future.” Captain Fred Denning has been named Vice Chair. Former Snuneymuxw First Nation Chief Doug White has been named as the Province of BC’s appointee to the Board. ••• Cong ratu lat ions to Arlene Rolston, Corporate Secretary at the Port of Nanaimo, upon being named Co-Chair of the BC Chamber of Commerce Policy Review Committee, as well as being elected to the BC Chamber’s Board of Directors for the 2019-2021 term. The Greater Nanaimo Chamber of Commerce has received an award at the BC Chamber’s recent Annual General Meeting for being a leader in community and member engagement among large Chambers in 2018. ••• Port of Nanaimo Communications Director David Mailloux has been appointed Chair of the Board of Community Futures Central Island. David has served on the Board for a number of years. ••• C o n g ra t u l a t i o n s to C l i nton Miller on his gig speaking at the Royal LePage National

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L eadersh ip Con ference i n Kildare, Ireland. ••• Brad Knight of NAI Commercial has been elected to his second term as President of the Nanaimo Minor Hockey Association. Brad has a long and accomplished coaching career, including the first two years leading the Junior B Nanaimo Buccaneers of the Vancouver Island Junior Hockey League. Joining him on the executive is power skating expert Heath Dennison as Development Coordinator. Heath owns and operates Heath Dennison Power Skating & Hockey Skills, as well as working for the City of Nanaimo in ice maintenance. ••• The Buccaneers will have a new head coach this year, as Curtis Toneff has joined the Humboldt Broncos of the Saskatchewan Junior Hockey League a s a n assistant coach after two solid years leading the Bucs. ••• Josh Higgins has joined the team at AGS Business Systems in their sales department, after five years at the Business Examiner. We will miss Josh, and thank him for his hard work and wish him the best of success with AGS. ••• Congratulations to Nathan Thomas and Tyler Kyle on having their “Two Men and Their

Fishing Rods” television show picked up by specialty channel Wild Pursuit Network for their eighth season. The local fishing show started in Nanaimo with Shaw in 2011. Nat h a n i s t h e s o n of Tom Thomas, the long-time Advertising Manager at the Nanaimo News-Bulletin who also worked for CHUB Radio a s a sp or ts reporter. ••• A fter 19 yea rs at RBC Royal Bank, Kevin Gillanders has left to join his wife Katharine in their family business. Kevin was Vice President, Commercial Finance Services for RBC, based in Nanaimo. ••• Dan Grubac of Berk’s Intertruck Ltd. is pleased to note that the company has received Transport Canada approval as a recognized facility for testing, inspecting and repairing highway tankers and trailers. That work will be done at its Duke Point facility. ••• Brad Langerud has opened Halcyon Plumbing and Heating, a new plumbing and heating business, in Nanaimo. ••• VMAC has earned the “Great Place To Work” Canada Certification, based on the confidential responses from VMAC employees in a Trust Index Survey. VMAC is at 1333 Kipp Road in south Nanaimo.

••• The new Mahalo veterinary clinic is opening at 3-5767 Turner Road. They will treat a wide variety of pets. ••• A new three-storey mixed use building is being planned behind the Johnston Johnston & Associates building on Wellington Road. It will include offices on the first two floors, and on the top floor, eight residential units, which will overlook Long Lake. ••• A new Wendy’s restaurant will be going in beside The Brick at 6361 Ha m mond Bay Road i n north Nanaimo. ••• Island Pacific Transport is building a new dispatch facility and warehouse at 3331 Simpson Road next to Mack Sales. It is expected to open in June, and the company’s administration offices are in Ladysmith. ••• Strong Nations has moved its retail location to 102-5160 Dublin Way in Metral Station next to Central Drugs. It is keeping its warehouse at the Bowen Road location. ••• A tip of the hat to the Woodgrove Centre management team, for volunteering their services on May 31 to benefit the local Salvation Army and its Thrift Store on Bowen Road as part

of thei r “Giv i ng Back Day”. Marketing Director Nola Dunn notes the activity is in keeping with Woodgrove’s parent company, Ivanhoe Cambridge’ commitment to corporate social responsibility as a priority. “As Woodgrove Centre is one of the largest employers in Nanaimo, we are pleased to give back to our community and this is only one way in which we do that,” says General Manager Mark Fenwick. ••• Pedego Electric Bikes has announced plans to open an outlet at 101-5200 Dublin Way. Pedego has over 100 stores across North America, including one in Qualicum Beach. ••• Joining Tim Hortons at the new retail development at the corner of Bruce Avenue and 5th Street in Harewood will be Dollarama and a Fresh Slice pizza outlet. ••• A 24,000 square foot Steve Nash Fitness outlet will be opening soon at Country Club Centre. No word yet as to whether the former National Basketball Association star and two-time MVP from Victoria will attend the opening. ••• Carrington Lighting has purchased Illuminations Lighting Solutions Ltd. at 201-4300 Wellington Road, and plans call for renovations at the store. ••• At last! The Quality Foods in Northfield Plaza will be adding a Chinese food kitchen to its facility, and renovations are underway. ••• Mid Island Co-op’s Mid Island Liquor operation continues to expand, as the company has purchased a liquor store in Departure Bay, as well as another outlet in Duncan. Mark MacDonald writes about business in Nanaimo. Tell him your story by emailing him at mark@ businessexaminer.ca

JUNE 2019

CROWNE PACIFIC NETS FIRST PLACE VIREB WIN WITH THE LOOKOUT Developer Takes Home Two Awards for Campbell River Projects

AMPBELL RIVER Crowne Pacific Development Corp. is unlocking the potential of the North Island one project at a time. At this year’s 2019 VIREB Commercial Building Awards Gala, held on April 4 at the Florence Filberg Centre in Courtenay, Crowne Pacific took home two major awards. The Lookout won the top prize, an Award of Excellence (Multi-Family Apartment), while Brownstone Townhomes took home an Award of Merit (Multi-Family Townhome). Both projects are located in Campbell River. “Winning these awards meant a lot,” says owner and founder Brett Giese. “ We h ave been finalists in the awards for some of the earlier years, and have taken home some awards, but this marks our first Award of Excellence. “We’ve been pushing the envelope and setting the bar for the North Island, and thanks to Wensley Architecture, who helped create this amazing project, our efforts were rewarded.” Over the years, Giese noticed

Brett Giese, Owner of Crowne Pacific Development Corp. founded the company in 2005 at the age of 18

“We’ve been pushing the envelope and setting the bar for the North Island, and thanks to Wensley Architecture, who helped create this amazing project, our efforts were rewarded.” BRETT GIESE OWNER OF CROWNE PACIFIC DEVELOPMENT CORP.

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Crowne Pacific project The Lookout won the top prize, an Award of Excellence (Multi-Family Apartment) at the 2019 VIREB Commercial Building Awards that many of the multi-family projects geared toward a luxury market were being built in the Nanaimo area and further south. “Here in Campbell River, developments tend to focus on putting out an affordable product,” he says. “We took a bit of a gamble and built The Lookout which, by North Island standards, was a fairly expensive product. It had a price per square foot that we haven’t really seen up here until this point.” Located at 2777 North Beach Drive, The Lookout luxury condominiums boast spectacular views of the discovery passage. The development includes six penthouse suites with expansive outdoor living spaces, inviting ﬂoor plans, handcrafted millwork, and designer packages to accommodate any scale of entertaining, as well as a leisure gathering room and gym facility. Giese and his team completed the project with the help of David McGrath of Wensley Architecture. “With the success of the project, I was cautiously optimistic about winning the top award,” says Giese. “When we found out that we had won, I was pleasantly surprised. It’s nice to be recognized when you take a chance and

One of the Brownstone Townhomes unit backyards put your neck out. This award definitely means a lot.” In addition to its critical acclaim, the finished product has been well-received by the community. So far, 26 of the 27 units have been sold, and the last unit has a pending offer. “The Lookout building was the final piece of a master plan,” Giese remarks. “It was the final phase of a gated waterfront community that included a mix of waterfront luxury homes, patio homes, and more.” According to Giese, the region

of Campbell River north of the bridges hasn’t seen a lot of development. The city had some initiative to see some growth in that region, so Crowne Pacific aligned their project with the city’s vision. “This whole process began in 2008, and took a while to get going,” he continues. “The region is a bit of a transitioning area, with a marina surrounded by some commercial and some lower density residential. SEE CROWNE PACIFIC | PAGE 9

Congratulations to our client, Crowne Pacific Development!

104 - 3212 Jacklin Road, Victoria | P: 250.391.4933 | wensleyarch.com

JUNE 2019

The Lookout pushed the boundaries of North Island multi-family developments as one of the region’s first luxury projects of its kind

Brownstone Townhomes received a runner-up prize (Merit Award) at the same awards in the Multi-Family Townhome category

CROWNE PACIFIC CONTINUED FROM PAGE 8

“It was a slow start, but when the market shifted, we went at it in a bigger way, creating a community where it hadn’t been before. We slowly built up the community, so by the time we started developing The Lookout, people knew what we were about and the project was well-received.” Giese founded Crowne Pacific in 2005 at the age of 18, building

single-family homes on some of the lots that his father, who runs an excavating company, was developing. By 2009, he took on his first multi-family project and has been developing a combination of single-family and multi-family ever since. Giese was born into a family of builders as his parents, grandparents and great grandparents all worked in the industry. On most of his jobs, he functions as both developer and general contractor, taking care of

The development includes six penthouse suites with expansive outdoor living spaces, inviting ﬂoor plans, handcrafted millwork, and designer packages to accommodate any scale of entertaining, as well as a leisure gathering room and gym facility the day-to-day site work on each project. “ We s t i l l d o a l o t o f s i ngle-family, working with my dad’s excavation company,” he says. “We build as many as 30 single-family structures per year. On almost all our projects, we’re developer, builder, and owner.” Though the single-family side of the business is still going strong, a large portion of Crowne Pacific’s efforts are now dedicated to its multi-family projects. “ We ’ v e j u s t c o m p l e t e d a

Denise Mitchell Interiors – The Lookout Interior Design Congratulations to the Team at Crowne Pacific

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68-unit purpose-built rental project, and are currently working on a 79-unit purpose built project,” comments Giese. “We also work outside of Campbell River. We have completed some projects in the Comox Valley, i nclud i ng two 47-u n it pu rpose-built rental buildings in Courtenay.” Crowne Pacific shows no signs of stopping, as it continues to take on new single- and multifamily development projects in the North Island.

“I get a lot of personal fulfillment out of this job,” says Giese. “It becomes a bit like art in a way. You’re constantly in pursuit of under-utilized pieces of land and different opportunities, and when you find them, you come up with a vision. “It’s a m a z i n g to se e wh at the right project can do for an area. And once you complete enough of them, it’s amazing to see what it can do for the community as a whole.” Especially after the success of The Lookout, Giese is excited about the ways that developers can push communities in new directions, helping them to explore new horizons. “This work is never without a ch a l lenge,” he cont i nues. “T here is always going to be pol it ics, risks, a nd ga mble. T hat’s going to be prevalent throughout the course of the entire project. At the end of the day, however, It’s worth it.” Nearly 15 years after starting the business, Giese still gets excited at the beginning of each project. “ W h e n we s t a r t of f a d evelopment, it’s like a honeymoon stage,” he states. “That’s where the spark ignites, and from there, we find ways to get it done. Each project is a new challenge, and we’re constantly evolving to meet each one.” To find out more, visit www. crownepacific.com

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NEWS UPDATE

JUNE 2019

NEWS UPDATE CONTINUED FROM PAGE 4

NORTH ISLAND Pellet Plant on the Horizon in Port Alice

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A research and development company has expressed interest in converting the Port Alice pulp mill site into a pellet plant. Arterran Renewables is behind the proposal that intends to use waste wood left behind from logging as materials to be converted into pellets. In recent years, demand for pellets in countries like Japan and China is on the rise as they can be an eco-friendly source of fuel. The company’s process takes the leftover wood product and transforms it to create a product with a higher carbon and oxygen content and thus a higher energy and mass potential, making it similar to coal but cleaner burning. With minor modifications, this fuel source can substitute coal in existing energy plants. If Arterran’s plan to acquire the pulp mill is approved, they plan on using the existing plant’s conveyor belts, existing buildings to store their product and docks for moving product around. The company plans on developing a modular manufacturing facility off-site and then shipping and assembling at the mill site. Arterran Renewables is a five-member research and development company that is in the process of expanding into commercial operations. They are planning to use their own equity to build the Port Alice plant, so they can send samples of their product around the world. Once demand

is established, they plan on approaching conventional lenders to expand their business. Arterran has notified the Village of Port Alice and the Ministry of Forests, Lands, Natural Resources and Rural Development of their intentions, and are seeking partnerships with the owners of the pulp mill site (Fulida Holdings Ltd.) and the Quatsino First Nation. The company does not currently have any formalized agreements in place. They are currently engaged in negotiations with Fulida Holdings and are attempting to resolve issues with the Ministry before further proceeding with the project.

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Shaun Laughy Takes Over One of Vancouver Island’s Largest Full-Service Sign Companies GRANT ILLUMINATED SIGNS CONTINUED FROM PAGE 1

of the companies put forward was Grant Illuminated Signs, and we spent about 10 months investigating and engineering a deal. We were able to close as of the beginning of May.” Today, Laughy has taken on the role of managing business development and expansion while long-time employee, while General Manager Jonathan Calderwood handles the day-to-day operations. “I have every confidence in Jonathan’s ability to lead this tea m,” says Laughy. “We’re thrilled to have him here, and he’ll continue to lead the team in coming years. I have an interest in growing the company

both in terms of volume and geographical region, and am excited about the potential of this organization.” Grant Illuminated Signs currently fields 15 employees who regularly service everything from Nanaimo to the North Island, including Powell River. Their current manufacturing capacity enables them to serve an even larger area, partnering with subcontractors throughout Western Canada. Everything the company installs is built in-house in their CSA certified manufacturing facility. Each freestanding sign over four feet tall is built and installed in keeping with BC Building Code standards. The fleet is comprised of 10 vehicles, including three bucket trucks

and one crane truck. “Signs are a crucial part of a business,” says Calderwood. “We see signage as long-term advertising. One of our main focuses right now is on channel letters. These are illuminated letters that we manufacture individually. We have made these letters for companies like Tim Hortons, Metro Liquor, and Thrifty’s all over the North Island.” As their reputation for quality channel letter manufacturing grows, Grant Illuminated Signs has been called on for project in Vancouver and the Lower Mainland, as well as the Greater Victoria Area. “We go wherever our reputation takes us,” says Calderwood. O ther major projects have i ncluded a l l Western Forest

Products locations, Lewis Centre in Courtenay, multiple HUB Insurance locations, and Tyee Plaza in Campbell River (which included a very large free-standing sign). “ We a l so do qu ite a bit of work on vehicle graphics,” says

Calderwood. “Our team has a high level of skill in everything from metalworking to woodworking to project engineering. We have thousands of successfully completed projects, and we look forward to thousands more.” www.grantsigns.ca

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h i le buy i ng a n ex isti ng business typically involves more upfront cost, it also presents less risk than starting from scratch. It’s a common thought that, if a business is for sale, there must be something wrong with it. In reality, entrepreneurs sell their businesses for a myriad of reasons, including that the business no longer matches their lifestyle. Get prepared! Spend time building your acquisition team. If you don’t have a work i ng relationsh ip with a lawyer, accountant, commercial realtor or appraiser, then interview prospective companies to

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find the right fit. Your team needs to be independent of the seller and acting for you only. They are professionals that are knowledgeable about the businesses being sold in the community and can often suggest other business opportunities if the current opportunity does not work for you. You will want a business valuation completed by a licensed commercial appraiser independent of the seller valuation; especially if real estate is involved. Ensure that the seller provides 3 – 5 years of financial statements, prepared by an independent CPA, to be rev iewed by you r accountant. Consider if there are any leases that need to be assig ned or re-negotiated? In an asset sale (you purchase some or all of the assets owned by a business) your team needs to confirm the amount, value and existence of inventory, fixed assets, accounts rec eiva ble s a nd g ra nte d goodwill. In a share purchase agreement (where you pu rchase sha res i n the company rather than just the assets) your team needs to be satisfied with

all items listed under Asset P u rchase a nd Busi ness Valuation and with the legitimacy of any accounts payable. Search all necessary records to ensure the business is in good standing and there are no pending legal actions. Finally, you’ll want to consider the ongoing viability of the business, comp et it ion a nd sa les trends. If you are inheriting staff, find out the tenure and skill set of the existing employees as well as wage /benefit increases and pending retirements. Choosing to buy an existing business is a valuable entrepreneurial feat that will impact your life, your community and the lives of your employees for years to come. With the right connection and a lot of hard work on the transition, you may be the perfect person to turn a good business model into a great future for all involved. Jolynn Green is the Executive Director of Community Futures Central Island and can be reached at ed@cfnanaimo.org or 250-591-7499

JUNE 2019

EDGEWOOD NANAIMO REFLECTS ON QUARTER CENTURY OF TRANSFORMATION ‘House of Miracles’ Continues to Change Lives

ANAIMO - This April E d g e wo o d N a n a i m o celebrated 25 years of changing lives. Founded in 1994, the Nanaimo private residential alcohol and drug addiction treatment centre began with a vision to open Western Canada’s first facility of its kind. The vision became a reality thanks to founder Jane Ferguson and her then husband, Neal Berger, who built the centre’s initial 40-bed facility. “In the early years, requirements of the field weren’t nearly what they are now,” says Executive Director Dr. Christina Basedow. “It was less of an academic focus, as the 12-step program was still the primary treatment model for addiction treatment. Even though our treatments h ave b e c om e more soph i sticated, we maintain our heartbased approach to this day.” In 1998, the facility grew to 54 beds and expanded its extended care program. In 2002, Edgewood completed a major expansion, adding a new lecture hall and a west wing, which included 80 residential beds and 30 extended care beds.

The front entrance of Edgewood today “One of the major tu rn i ng points in the company occurred when our founder, Jane, died in a tragic plane crash,” says Basedow. “After her passing, the owners sold it to five individuals, all of whom were employees. This created a more collaborative ownership structure and resulted in a change in our direction.” After several expansions, the facility now covers almost 10 acres and offers residential programming, trauma specific programs, family programs, and outpatient services. In 2014, the Edgewood Health Network (EH N Ca nada) was formed in an effort to provide a truly national option to patients, families health care practitioners and employers/organizations.

Today EHN Canada consists of the Edgewood Treatment Centre, Bellwood Health Services, Clinque Nouveau Depart and EHN Whiterock Detox & Treatment Centre bringing over 130 years of combined experience. “In collaboration with EHN Canada, the Edgewood treatment centre in Nanaimo has worked over the last few years to design a nationwide program with excellent treatment,” says Basedow. “We have a variety of price points with different options and differing levels of intensity. “Over the last five years, we’ve worked to create a lot of diversity in our treatment programming. We can treat every case from the highest level of complexity to the lowest.”

In addition, Edgewood now offers programs rich in: cognitive behavioural therapy (CBT), dialectical behavioural therapy (DBT), one-on-one counselling, behavioural interventions, occupational therapy, trauma specific programming, and medication assisted treatment (MAT). For those who can’t afford the high cost of treatment plans, Edgewood has a bursary program that provides free treatment for up to 10 patients a year. This results in over a quarter million dollars worth of free treatment given on an annual basis. M a n y o f t h e c o m p a n y ’s employees have close

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personal connections to addictions recovery. “In Nanaimo, about 50 per cent of our staff are in their own form of long-term recovery,” says Basedow. “This is celebrated in our organization and provides a different level of connection to our patients. “Edgewood is sometimes called ‘the house of miracles.’ It’s such a sweet saying, because what we have in our therapeutic community is a hope-based treatment program. It’s not a sterile setting. It’s very warm, very loving. As staff members, we bring our hearts to work.” To find out more, visit www. edgewoodhealthnetwork.com

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J. ZSIROS CONTRACTING CONTINUED FROM PAGE 1

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1,000 imperial gallon water reserve container. The kitchen appliances were high quality and energy efficient. The project included triple glazed windows, which helped to maintain a consistent temperature throughout the home. Throughout the process, the owners had some flexibility with their purchases, resulting in a high-quality finished product. The project went beyond Net Zero standards by utilizing a solar grid. “I was really excited about doing this project,” says Zsiros. “For me, it’s a good way to judge how a Net Zero home could fit into an every day budget. We could have knocked off another $30,000 from the cost if we didn’t hook up the solar grid. “With the province looking at either Net Zero ready or Net Zero by 2032, this project will give people a good idea of the cost of what you can and can’t do.” This project is now the object of community pride. Dianne Hawkins, CEO of the

Comox Valley Chamber of Commerce states, “We are thrilled to hear of Jim Zsiros’ success. It’s a huge step in the right direction with regard to sustainable building. As the Comox Valley continues to grow, we all need to look at what our footprint is in our community so our children and grandchildren can enjoy the beauty that we have. We are looking forward to seeing more projects like this in the future. Thank you to Jim Zsiros for stepping out!” After the success of this first project, Zsiros hopes to build more Net Zero homes i n the future. “We are trying to educate and build better-lasting, better-quality homes,” he says. “This was a good test for us, showing what we could put into a house that isn’t a mansion with all the bells and whistles. We could build one under $400,000, and even a budget of $500-550,000 would build you a pretty nice custom Net Zero home.” Find out more at www.zsiroscontracting.ca

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JUNE 2019

VI CAMELOT HOMES BUILDS METICULOUS CARE INTO EVERY PROJECT Company Celebrates 40 Years of Quality Construction

A R K S V I L L E - E lega nt house styles with modern design and award-winning craftsmanship can be accessed by every homeowner in the central Vancouver Island area, courtesy of multi-faceted, award winning VI Camelot Homes Ltd. Known for its quality workmanship and attention to detail, the company was chosen as BC Builder of the Year in 2012. This award is the jewel among the host of awards and honours earned during the company’s 40-year history: 20 Canadian Home Builders’ Association Gold Care Awards; numerous Georgie Awards, including BC Builder of the Year; BC Custom Home Builder of the Year; Best Custom Millwork; Best Kitchen; People’s Choice; Best Outdoor Living Space; Best Media Room plus Best Custom Home Over 3 Million Dollars. Show-stopping builds like Music by the Sea and the airy, breathtaking blend of stone and timber that is the Sproat Lake home have given the company a well-deserved reputation as a premium builder. Music by the Sea is a favourite for magazine spreads, with unique crafted touches like a harp built into a staircase banister. The owner is a professional musician so the house features musical motifs, including an intricately carved wooden door panel by Jeremy Humpherville of Coastal Carvings in Coombs. Additional creative touches by Humpherville are integrated throughout the home. The mansions may get the magazine covers but owner Dan McLeod points out these projects tend to overshadow much of the work the company does, which is building and renovating more modest family homes. “We’ve done those opulent show homes but we also do more typical construction, and we bring the same commitment to quality to both,” Dan says.

Owner Dan McLeod equipped the company’s new cabinet and millwork shop with the best-of-the-best in woodworking tools

“It takes a lifetime of work, 7 days a week, to get here.” DAN MCLEOD OWNER, VI CAMELOT HOMES

Office Manager Jamie Fretz agrees. “We build a normal house as well. Most of what we build is affordable family homes with Camelot quality.” Proof of this are the awards received by the company honouring exceptional work on more modest projects, including: • Eaglewood Village Estates, recog n ized w ith a gold CARE award for best spec home under 2,000 square feet; • Silver for the best single-family spec home 2000 to 2500 square feet;

• Gold and Silver for best small residential interiors measuring less than 1,750 square feet; and • Gold for the best residential renovation, the charming, Cape Cod cottage Ten Firs. In 2013 VI Camelot Homes was also named BC’s Best Certified Green Builder of the Year, recognizing the company’s commitment to environmentally responsible construction. One company speciality is custom timber frame houses, a look which is especially appropriate for west coast construction. VI Camelot Homes reaches back centuries to bring traditional hand crafted mortise and tenon joinery into modern homes. Projects are assembled using the highest quality BC Douglas fir timber, or western red cedar. Each piece is closely inspected and hand selected to be straight and strong.

VI Camelot Homes is also progressive. This year the company celebrated its 40 years in construction by restructuring to integrate new, interactive software into their operation. This new program gives clients around the world real time access to their construction project. They have just launched a new website, with a stunning gallery of their work. “We can do whatever it is you wish to do,” says project manager Dave Lampman. “Everyone’s wish list is different.” The system allows future homeowners to fine-tune their wish list for their new home or renovation at any point as the project unfolds. VI Camelot Homes can offer flexibility because most of their build team are in-house. For example, they have their own on-site cabinet shop, where they build cabinets using only the best quality materials available. The cabinetry installed in Camelot Homes must last the life of the

home. The new cabinet shop was incorporated in the company’s newly renovated 6700 square foot building in Parksville Industrial Park. The company moved to the 1.3-acre property from Qualicum 18 months ago. The shop boasts the best of the best: European tools, large clean work areas, and spray booth. “All custom millwork and finishes are done in-house,” Dan said. Cabinet Shop Manager Peter Olsen, a cabinet maker for 30 plus years, also brings a degree in civil engineering to his craft. He works one on one with clients to design, build, and oversee the installation of all the cabinetry. The shop produces mantels, shelving, cabinets – all of which are also available in new home builds or as renovations. Dan knows what it takes to produce quality. He started working SEE VI CAMELOT HOMES | PAGE 16

Congratulations to Dan and the team at V.I. Camelot Homes on your 40th Anniversary! ~ from Dan, Jake and the Paciﬁc West and United Floors family.

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JUNE 2019

VI CAMELOT HOMES CONTINUED FROM PAGE 15

in construction part-time when he was 15 and still in high school. His employer was the original owner of Camelot Homes, which was established in 1979. Dan started with painting and framing and – over the years – worked in all the trades. “It takes a lifetime of work, 7 days a week, to get here.” Now, as the company owner, he makes sure other young people get a similar chance to succeed. VI Camelot Homes is currently sponsoring four apprentices to their trade certification. “If employers don’t do that, how will people have a chance to come into this industry?” The company usually has 20 to 25 employees. From digging the hole in the ground to installing finishing details like the custom-milled trim work, much of the work done by VI Camelot draws on in-house crews. There is an excavation crew, a framing crew, electricians, painters, interior and exterior finishers, a nd more. Ma ny compa n ies choose the route of hiring outside sub-contractors but then have less quality control. “We have tota l schedu l i ng control over all the work we can do ourselves,” Jamie said. This helps projects stay on-time and on-budget. Homeow ners who wa nt to renovate or update their home can hire the pieces of VI Camelot Home that they need. It might be a refresh-by-paint or an excavation or a bathroom renovation. “You can book our excavator, painters, siding crew, or order new custom-made cabinetry – whatever you need, we will make it work.” A popular renovation is adding large view windows or removing walls to take advantage of the amazing island views from many properties. Owners of older homes who do not want to move can substantially improve the livability and equity in their home by renovating to enhance their view property. A l l cl ients get the sa me SEE VI CAMELOT HOMES | PAGE 17

Another award winner for VI Camelot was the under 2000 square foot spec home built for Eaglewood Village Estates

Move outdoors in style with a timber frame gazebo, which can be part of a new build or added as a renovation

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JUNE 2019

Combined stone and timber frame the lake views visible from throughout this custom home Music by the Sea, constructed for a musician, earned multiple awards for VI Camelot Homes, including best home over $3 million and BC Builder of the Year. One feature is this incredible staircase, with custom wrought iron and a full-size harp integrated into the banister

Sleek and modern, one of the many kitchen builds done by VI Camelot Homes, either as part of a new home or as a renovation

You’ve really outdone yourselves Congratulations to V.I. Camelot Homes It is always a pleasure doing business with you.

VI CAMELOT HOMES CONTINUED FROM PAGE 16

attention to detail and quality. “All our projects are important to our team,” Dan said. Over the decades, VI Camelot has built hundreds of homes throughout central Vancouver Island, from Nanaimo to Campbell River and west to Port Alberni. Being better doesn’t necessarily mean more expense. Dan notes a top, award-winning builder is more budget-friendly than many people realize. Clients booking a renovation get the same services, ongoing project updates, and opportunity to interact with the crew as any new build. If a client stops by a job site, crew members will welcome and work with them, while ensuring safety is observed. Being in business for 40 years also means the company has a solid list of proven suppliers, many of whom have been with the company for decades. “They’re

part of the reason we’ve been successful. We have incredible suppliers and trades,” Dan said. “Clients often remark about how good our suppliers and trades are to work with, which makes me want to stay with them.” Everyone – employees, trades, and suppliers - gives 100 per cent, no matter the size of the project, Dan said. “I have some of the best in the industry.” He is quietly proud that his small team from central Vancouver Island has been named the best in BC more than once. Coming soon is a new hands-on option for clients. A large display space has been cleared to create a showroom for custom kitchens, whether new-built or renovations. Having this on-site display benefits both the clients and the team who will oversee the project, since both can view options and discuss them first-hand. Also recent is more commercial work for the company. Owners of commercial properties began

approaching VI Camelot requesting quotes on their projects. This new field is growing and while the company will continue to build homes and do renovations, they are also enjoying the new challenge. Although it has become a truism, Dan attributes some of his company’s success to ensuring everyone is enjoying the work. “When people love what they do, you get the best quality and creativity. That shows throughout the project – from interacting with the clients to putting the final touches on a renovation or new build.”. Evidence of how this attitude produces success is displayed on the company’s new website, which includes an extensive portfolio of projects. There is something for everyone, from opulent dream homes to comfortable family homes to smaller renovations that dramatically increase a home’s livability and value. www.camelothomes.ca

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Congratulations to V.I. Camelot Homes on your 40th Anniversary!

WOMEN IN CONSTRUCTION

JUNE 2019

IVORY DESIGN PUTS INSPIRED SPIN ON ISLAND PROJECTS Demand for Local Interior Design Firm Surges

ANAIMO - Only in its fifth year in business, Ivory Design Co. already boasts an impressive portfolio. Offering interior design services to residential and commercial projects on Vancouver Island and beyond. “I am probably most proud of my commercial experience,” says Ivory Design owner/operator Alana Dick. “With my 18 years experience I’ve completed hundreds of commercial projects across Canada. I was given some pretty amazing opportunities at a young age which helped hone my abilities early.” A l a n a fo u n d e d Iv o r y D esign in 2014 after her previous

employer entered semi-retirement. What began as a leap of faith paid off, as the company has since grown, becoming one of the most sought-after interior design firms in Nanaimo. Alana’s services are typically booked up months in advance, thanks to constant referrals and a strong economy. Some of Alana’s early work involved the interiors of McDonald’s restaurants. Since then, she has worked for mu ltiple hotel chains, including Coast Hotels, Best Western Hotels, and Choice Hotels. “ My f avor ite p roje c t s a re based on the clients I’m working with and the creative freedom they give,” she says. “With the right client a project as simple as an office could quickly turn into one of the most creative projects I’ve worked on. “I’m currently focusing on

small, creative, detailed commercial spaces such as restaurants, cafes, salons and retail. These types of projects often come with passionate clients who are inventing a new career for themselves. I love being a part of that process! I also enjoy the challenge of gutting a house and recreating it top to bottom, inside and out.” Alana has honed her skills to offer an approach to design that helps her clients explore new possibilities. “My spin on design and the design process is unique,” she says. “I don’t see design the way most people do. I push the design boundaries and with that I help my clients learn more about themselves and their unique tastes. I want the best for my clients and if they trust the process the outcome is exciting for us all.” “When I’m fortunate enough to work with open, trusting clients my best work comes out,” she continues. “My personal style is eclectic, organic modern with cues from the past. I love a well mixed space full of texture, light, white and natural materials.” After nearly two decades of work i n g i n a nd a rou nd t he construction industry, Alana states that she has had a positive experience. “I f I spea k for mysel f a s a woman and my experiences, I would say challenges are rare but can exist,” she says. “The construction industry is tough but doesn’t have to be. For me it’s about respect, good communication and the way you present yourself. Successful projects have team players who respect each others craft and knowledge regardless of gender. Challenges don’t exist in a respectful, open environment.” W hen asked why women should consider entering the world of construction, Alana remarks, “If you are a natural born talent and are interested in the construction industry peruse it! Be prepa red to be challenged - the challenge is worth it.” Instagram: @ivory.design. company (PHOTOGRAPHY BY SONJA SPAETZEL)

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WOMEN IN CONSTRUCTION

JUNE 2019

WOMEN IN CONSTRUCTION Changing Construction Landscape Demands Diversity Labour Shortages, Technology, and Societal Changes Bring More Women into Construction Industry BY ROBERT MACDONALD

erhaps more than ever before, the doors are wide open for women entering the construction industry. With rapid changes in technology, an economic boom, and labour shortages hitting Vancouver Island, construction leaders are sounding the call: more women are needed in the construction industry. Perhaps the most significant issue driving the push for increased workforce diversity is BC’s labour shortage. Last year, BuildForce Canada’s annual report included the following summary of BC’s construction industry: “British Columbia’s near-term growth outlook is strong relative to other Western provinces, but much of the available surplus workforce released from Alberta when the oil price fell in 2015 and major project activity declined, has already been absorbed in British Columbia or by other provinces. Relying on the supply of out-of-province workers may become increasingly difficult going forward. Meeting ongoing labour demands will be contingent on the industry’s ability to continue attracting and training workers from outside construction or from outside the province as many of the province’s major projects reach peak demand requirements.“ This report showed that the next decade will likely see the exit of nearly 41,000 skilled workers due to retirement or mortality (about

International Women’s Day, the provincial government issued a statement along with industry partners including the BCCA, Industry Training Authority, WorkSafeBC and LNG Canada, announcing a new initiative called the Builder’s Code 22 per cent of the current labour force). This is contrasted with an estimated 33,000 first-time new entrants expected to be drawn from the local 30 and younger population. “Construction in BC is undoubtedly facing a skilled worker SEE WOMEN IN CONSTRUCTION | PAGE 20

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JUNE 2019

WOMEN IN CONSTRUCTION CONTINUED FROM PAGE 19

shortage, even though we’re making tremendous strides in appealing to youth, women, Indigenous populations, and new Canadians,” said BC Construction Association (BCCA) President Chris Atchison in a 2018 interview. “We must stay committed to a progressive culture shift in construction and embrace necessary changes. This includes ensuring a safe and productive workplace for everyone. “In essence, we’re reaching out to non-traditional sources of labour and construction, especially targeting youth. The aging construction workforce, where twothirds are 45 or older, simply won’t be able to fill all of the job opportunities. We want to embrace all labour sources, and need to ensure that the safety standards and measures of productivity endure no matter how the face of construction changes.” In the coming decade, the province’s population growth is expected to average about one per cent per year, and migration is poised to become the key driver of BC’s aging population. With the gap between births and deaths continuing to narrow, the recruitment of non-traditional sources of labour and construction is crucial to ensure the well-being and continued growth of the industry. For this reason, many industry professionals are campaigning to create more inclusive workplaces to accommodate a growing number of female tradespeople. In its recently released National Summary covering the years 2018 to 2027, BuildForce projected that the present skilled labour shortage that is impacting companies across the nation will continue to worsen. In the summary of the BuildForce Canada

Women are able to bring unique perspectives that make companies stronger report, Bill Ferreira, the group’s Executive Director said the industry has to take steps to head off a potential labour crisis. “This decade, Canada needs as many as 277,000 construction workers to meet SEE WOMEN IN CONSTRUCTION | PAGE 23

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WOMEN IN CONSTRUCTION

JUNE 2019

ALAIR HOMES CELEBRATES FIRST FEMALE PROJECT MANAGER OF THE YEAR “Laura is an incredible Women Shine in NanaimoBased Construction Company

ANAIMO - Women are thriving in key leadership positions at Alair Homes. This year, project manager Laura Quilty became the company’s first female Project Manager of the Year at an annual retreat in Austin, Texas. Women like Laura are able to thrive in Alair Homes franchise locations, thanks in part to the company’s u n ique approach to resident i a l con st r uct ion management. Accord i ng to COO Stu Hopewell, the company implements a system that erases many of the headaches associated with home building and renovation. “For decades, the construction industry has done things the same way: take a deposit, start the project, finish the project,” Hopewell remarks. “Our focus, however, is on getting the consulting side of the project done before we even start. This means that a lot of the challenges and surprises that emerge during a typical construction process are dealt with ahead of time.” This process means that delays are kept at a minimum. With all materials selected at the beginning, Alair is able to coordinate trades schedules ahead of time, which is typically one of the main causes of delays on a project. “When things do go wrong, we manage the issues,” says Hopewell. “If something goes sideways, we hold a debrief and change the process so that it

communicator, which is crucial in this business. Since the DIY trend started, most clients know a portion of what they want done, but don’t know the whole picture. They want us to educate them, and when they’re

Chiara Sulyok, one of Nanaimo’s project managers, often receives glowing reviews from her clients, and is known for her excellent organizational and communication skills

educated, they’re making better decisions. The project manager role is all about communication and education, and Laura excels at both.” STU HOPEWELL COO OF ALAIR HOMES

Laura Quilty receiving the Project Manager of the Year award at Alair Homes’ annual retreat never happens again. This way, we don’t repeat the same errors year after year and decade after decade.” Due to the unique focus of an Alair Homes project, the work of a project manager requires multitasking and organizational skills. Over the years, Hopewell

Thanks to its unique system and welcoming culture, women are thriving at Alair Homes

has noticed that an experienced builder is not always the best fit for a project management position at Alair. “Because our model is so unique, it’s not as important to get a project manager with a lot of past construction experience,” he says. “If you have personality, work ethic, and a commitment to follow the process, you can be very successful very quickly.” One of Alair’s Nanaimo-based proje ct m a n a gers i s Ch ia ra Sulyok. Sulyok has a varied education that includes training in Environmental Sciences, Horticulture, and Carpentry. Before joining Alair 4 years ago, she was working in landscaping. “She c a me ab oa rd a rou nd 2015, and was able to use her personality and people skills to communicate with clients and trades, keeping them educated and informed throughout the process,” says Hopewell. “She was able to do these things at a high level, keeping the budget and schedule in line. She has worked on award-winning jobs, and her client reviews are out of the park. She didn’t come in with a massive amount of experience. She was able to follow the process and do a good job, so she quickly moved into a project manager position.”

Laura Quilty, named Project Ma nager of the Yea r, represents a similar success story. Hopewell praises her for her ability to manage and mitigate tense situations, clearly communicating with both clients and tradespeople. “Laura is an incredible communicator, which is crucial in this business,” he says. “Since the DIY trend started, most clients know a portion of what they want done, but don’t know the whole picture. They want us to educate them, and when they’re educated, they’re making better decisions. The project manager role is all about communication and education, and Laura excels at both.” Women are thriving at Alair thanks to a combination of the unique female touch and the company’s innovative process. Company-wide, roughly 15 per cent of employees are female, but women ma ke up a much higher percentage of A lair’s project managers. Alair’s head office staff is comprised of roughly 60 per cent fema le employees. With the trends in demographic changes in this traditionally male-dominated workforce, Alair Homes stands as a shining example of the capabilities and strengths of women in construction. Founded in Nanaimo in 2007, Alair quickly expanded across North America, growing to 120 locations. “Our head office is here in Nanaimo, where we house almost 50 staff,” says Hopewell. “We deal with all the backend support for each location, such as accounting, payroll, marketing, legal, and more. This allows each location to focus on what they’re best at: building a beautiful home or renovation.” www.alairhomes.com

JUNE 2019

FAUCET PLUMBING & HEATING CELEBRATES 30 YEARS

Founded by Bruce McHattie in 1989, Faucet Plumbing celebrates its 30th anniversary this year

“Though we are in a new Third-Gen Journeyman Brings Progressive Approach to Long-Standing Business

ANAIMO - Third-generation journeyman Mark McHattie is taking Faucet Plumbing & Heating Ltd. to places it has never been before. This year, the commercial and residential trades company is celebrating its 30th anniversary. For the last three years, Mark and the team have adopted a new progressive approach to the business, embracing new technology and innovative business practices to drive Faucet Plumbing into the future. As a result, the business has experienced unprecedented growth, expanding both staff and fleet to serve a central-island market. Mark’s father, Bruce, founded the company in 1989, moving from Vancouver where Mark’s grandfather also owned his own plumbing business (where Bruce underwent his apprenticeship). “For most of the company’s history, my dad kept the business small, focussing on residential and service projects,” says Mark. “I worked all across Canada for

era with a new mindset, we stay focussed on doing quality work. We’re always working to find better, more efficient ways of doing things, and are forward thinking.” MARK MCHATTIE

Over the last three years, the team has grown from two people to 15 journeymen and apprentices about 10 years, getting hands-on experience in project management, quoting, supervision, and client interaction before moving back to get involved in the family business.” Si nce retu rn i ng, Ma rk has g row n t he compa ny f rom a two-man operation to a team of 15 plumbers with five vehicles. As of June 1, the company has moved into its new 1,800 sq

The company fields a fleet of diesel vehicles, increasing both the fuel efficiency and reliability of their vans and trucks

ft warehouse and office at 2535 McCullough Road. From day one, Faucet Plumbing has kept quality and good workmanship as its top priority, developing a strong reputation and getting repeat business from its contractors. “Though we are in a new era with a new mindset, we stay focussed on doing quality work,” says Mark. “We’re always working to find better, more efficient ways of doing things, and are forward thinking.” The company uses the latest technology wherever possible. Recently, the team began using an advanced quoting software to increase efficiency. All of their on-demand hot water heaters use new technology called ProPress, eliminating the need for soldering. A d d i t i o n a l l y, t h e Fa u c e t Plumbing team uses a diesel fleet for fuel efficiency to get to their job sites. When asked why the company has been so successful in the last three years, Mark responded: “We have a progressive mindset, and customer service is always at the forefront. We have also experienced a lot of growth through

key partnerships with companies like Tectonica Management, Ballard Fine Homes, WestUrban Developments, a nd McMann Homes.” As the company continues to grow, it still remains a family business. Bruce continues to be involved with the company in an advisory role. Mark’s brother Trevor is also an integral part of the team, working in the field as a journeyman plumber. “Both Trevor and I completed our training under our dad, and all three of us attended trade school at BCI T,” com ments Mark. As the team continues to grow and innovate, Faucet Plumbing is looking at future expansion in new areas. “Right now, we’re specializing in multi-family projects,” says Mark. “We have a lot on the go right now. We’re currently working on a 46-unit apartment building in Downtown Nanaimo and a 59-unit apartment building on Uplands. We also keep a busy residential department.” To find out more, contact Mark McHattie at faucetplumbingltd@ gmail.com

JUNE 2019

WOMEN IN CONSTRUCTION

Information compiled by the federal government suggests that women comprise approximately 54 per cent of the nation’s workforce, but represent less than 10 per cent of Canadian construction industry employees

WOMEN IN CONSTRUCTION CONTINUED FROM PAGE 20

labour demands and counter rising retirements,” he said. “With these challenges in mind, the industry will need to step up recruitment efforts and do all it can to encourage far more new Canadians, women, and Indigenous people to join Canada’s construction workforce.”

The need for women in the construction industry goes beyond merely filling the gaps in the labour shortage. Many of the Island’s construction leaders believe women have unique strengths to bring to the field. Deborah Patterson, President of Victoria’s Citta Interiors (part of the Citta Group) has been working in the industry for over 30 years. “I’m one of the founders of the

company, so we’ve had women with us from the very beginning, almost 35 years ago,” she says. “I think we’ve proven how much women can offer this industry. We bring our own perspectives and our own strengths, and we help our male co-workers see things that they might otherwise miss.” Citta Group’s Vice-president and construction manager Mike Dalton states, “In our company,

WOMEN BUILD FOR CHANGE IN INDUSTRY AND IN COMMUNITY Women in Trades Program Changing Jobsite Demographics

uilding change was boosted twice over at a special event the first weekend in June. F i rs t a d i re c tor of t h e BC Tradeswomen society – a governing partner of the BC Centre for Women in the Trades (BCCWITT), organized a large group of area tradeswomen into a work party. The event included mentors to help them hone their skills and get on-the-job tips from experienced tradeswomen. “ Yo u a l m o s t n e v e r s e e a w o m a n o n a j o b s i t e ,” s a i d Kristine Byers, a Red Seal carpenter and recruiter for the BC Regional Council of Carpenters (BCRCC). Therefore, being able to work in a group with other women was unusual. “We were able to do impromptu mentorship, explain issues relevant to female tradespeople, and share techniques.” Second, t he project t hey selected was itsel f about change. The group worked on a current volunteer HeroWorks

initiative to transform a former juvenile detention centre into a recovery centre. Local trades are volunteering their time to the renovation. Once completed, the faci l ity w i l l provide small, private rooms for previously homeless men. The space will include a shared dining room, activity spaces, and support services to help the residents rebuild their lives. Participants in the BCCWITT project – who are themselves harbingers of change – worked as weekend volunteers to support change for others. T h is cha ng i ng of ex pectations to increase the number of women in trades was enhanced in 2017, when BCRCC representative Jordan Kersch approached Camosun College Training Coordinator Karen McNeill. Karen developed a Women in Trades training program, which encouraged women to consider the trades as a viable career. Similar programs are now offered by GT Hiring Solutions, Vancouver Island Construction Association, John Howard Society, and School District 62. To further encourage women to shift careers into the trades, t he prog ra m fou nd equ ivalencies between previous jobs

and jobsite work. Soft skills like communication, project management, and problem solving are needed both for a coffee shop and for a construction site. Identifying these transferrable skills made it possible for women to leverage previous work experience into their new careers. The building boom in Victoria opened apprenticeship placements for women, especially in carpentry. Training costs are covered by the Union. Apprentices receive top industry wages and benefits. As the women sign on, a building boom and worker shortage give the industry good reason to ignore gender. Jordan noted feedback from contractors is positive: crews w ith fema le members tend to meet or exceed deadlines. Early numbers are encouraging. Between 2015 and 2018, the percentage of women on BCRCC job sites jumped from 2 percent to 4.3 per cent. “Women can do these jobs,” said communications lead Travis Tambone. “We want women to start choosing the trades as their first career option.” http://www.bcrcc.ca https://www.bccwitt.ca

Women are finding key positions at each level of the construction process we see a value in having both men and women on our team. It’s not positive or negative on either side; it’s just different. The difference in perspective rounds out our company with different perspectives, and we’re better for it.” At Nanaimo-based Alair Homes, the company’s innovative approach to design build has created a set of requirements for each project manager. As the company

embraces technology and endeavors to become more organized, the place of careful planning and communication becomes crucial for a project manager. Recently, a high per centage of the company’s 120 franchise locations have been hiring a high per centage of women for these roles. These women are in turn SEE WOMEN IN CONSTRUCTION | PAGE 25

WOMEN IN CONSTRUCTION

Let’s build B.C. better.

The BC Building Trades is proud to partner with the Community Benefits Coalition of BC. Learn more at letsbuildbc.ca

continues to challenge ourselves

JUNE 2019

BC WORKERS BENEFIT FROM PUBLIC INFRASTRUCTURE UNDER COMMUNITY BENEFITS AGREEMENTS “(This) shows my Taxpayer Funded Projects Build Both Infrastructure And Better Lives

RITISH COLUMBIA - Taxpayers are getting more than just the project on the blueprint with B.C.’s new construction framework. Under a Community Benefits Agreement (CBA), major public infrastructure projects in our province are doing double duty by building better lives for workers and their communities. CBAs are supported by the Community Benefits Coalition of B.C., which was started by B.C. companies and members of the labour movement who believed that taxpayer-funded construction projects should also benefit the broader community. CBAs were introduced by the B.C. government in July 2018. Attached to government-funded projects, CBAs integrate work for locals, skills training, apprenticeship opportunities, and fair wages into the construction of provincial infrastructure. A percentage of jobs go to those traditionally underrepresented in the skilled trades sector: apprentices, Indigenous workers and women. Current projects under the program are the Pattullo Bridge

daughter that I’m a proud ironworking woman who can work alongside men in the trades.” MEIKA OSETSKY WORKER ON CBA PROJECT

replacement a nd Highway 1 improvements, the Broadway SkyTrain line, and the widening of the Trans-Canada Highway from the Alberta border to Kamloops. Workers on CBA projects are paid an equitable wage based on their skills and experience during the job and the overall community benefits from increasing the skills of the work force. Heavy equipment operator Sonny Plante, a member of the Nisga’a Nation, says the agreements “give opportunity to not only the people (here), but people around the province itself, border to border.” Under CBAs, money paid to workers on B.C. public contracts stays in their home communities to benefit everyone. Plus, workers gain additional skills in the booming construction sector to build better futures for themselves and their families. Reinforcing ironworker Meika

Osetsky said the opportunity “shows my daughter that I’m a proud ironworking woman who can work alongside men in the trades.” Another woman who benefited from a similar program was Jasmine Wagner, a single mother who turned to welding to support herself and her son. Even before she completed her pre-apprenticeship from the United Association Piping Industry College of BC, she was hired to work on the Kitimat Modernization Project. The agreements eliminate the exploitation of temporary foreign workers, who are to be hired only after exhausting all other reasonable sources of qualified labour in BC and the rest of Canada. And those workers, too, if they are hired, would be entitled to the same wages as Canadians – unlike the case of workers from Latin America hired to work on the Canada Line in 2008. Those workers were paid less than $5 an hour. One group of Costa Rican workers later won a $2.5 million settlement against the contractor, with the help of the Construction and Specialized Workers’ Union. According to an August 2018 online survey conducted by Research Co., seven out of 10 BC residents favour the CBA program. https://researchco.ca/2018/08/09/ community-benefits-agreements/

WOMEN IN CONSTRUCTION

JUNE 2019

WOMEN IN CONSTRUCTION

“All British Columbians

CONTINUED FROM PAGE 23

rising to the top as top performers in their field. This year, the company celebrated its first ever female Project Manager of the Year, giving the honour to Vancouver’s Laura Quilty. Sooke-based Westcom Plumbing & Gas was founded by Mary-Anne Bowcott. During her time working as a female tradesperson, Bowcott has noticed that she has some surprising advantages over her male counterparts. “People have been very supportive, and love having me come into their house,” she said. “A lot of women are uncomfortable with having men come in when no-one else is around, so they feel more at ease working with a female tradesperson. I can also fit into some really small spaces, and I’m not claustrophobic, so that’s a bonus.” In spite of the advantages of a diverse workforce, the industry has a way to go before women are fully integrated into the traditionally male-dominated world of construction. Information compiled by the federal government suggests that women comprise approximately 54 per cent of the nation’s workforce, but represent less than 10 per cent of Canadian construction industry employees – a statistic that may actually inflate a more disheartening per centage. “I believe the statistics include women who work in the office

deserve the opportunity to share in the benefits of our thriving economy.With a construction industry that’s booming and thousands of tradespeople needed, the Province is proud to This Builder’s Code would expand the definition of construction safety beyond physical standards to include stress or distraction caused by discrimination, bullying, hazing, or harassment and in administrative capacities in those numbers, and essentially lump all ticketed trades not just construction trades under the overall umbrella of construction. This would include persons such as hairdressers, which are certainly not part of construction,” explained Kinetic Construction’s Katy Fairley, a Director with the Canadian Construction Association (CCA). “If we were to drill down into those numbers, and from what I know through personal experience, the actual per centage of women directly working in the industry in an active role would likely be closer to five to seven per

support BC’s construction employers in making sure everyone on a jobsite knows what’s expected and can work safely and productively.” MITZI DEAN PARLIAMENTARY SECRETARY FOR GENDER EQUITY.

cent, so obviously there’s lots of room for improvement.” According to Fairley, while progress has been made, the present small per centage of female involvement is an obvious sign that there’s still plenty of room for improvement. “There’s no escaping the fact that the older segment of our industry is leaving which creates a real potential for women,” she concludes.

“We’re now acutely feeling what a labour shortage does to construction and it’s not a problem you’re going to fix by looking at only 50 per cent of the population, you simply have to put it on the table for the other 50 per cent as well, make it an option and women will recognize it and take it.” At a growing rate, industry leaders are realizing the critical need for increased diversity in the construction workforce. A 2017 article from Mediaplanet Canada and the CCA stated, “The gender imbalance is most pronounced in on-site occupations and skilled trades professions. Fewer than four per cent of women choose careers in these occupations, though there are some regional variations. The Western provinces have been most successful in recruiting women into the industry, with women now accounting for 15 per cent of all construction employees in Alberta, of which about 30 per cent are in on-site construction occupations. Women in Saskatchewan also tend to be more inclined to work in on-site construction, as nearly 40 per cent of women in the province’s industry are employed in these occupations. Across the rest of Canada, however, female participation in the trades remains stubbornly low, despite ongoing industry and recent government efforts to promote careers in the trades to women.” This year, on International Women’s Day, the provincial

25 government issued a statement along with industry partners including the BCCA, Industry Training Authority, WorkSafeBC and LNG Canada. This statement announced a new initiative called the Builder’s Code, which “aims to retain more women in the construction trades by creating a supportive, inclusive work environment that works for everyone.” One of the initiative’s primary goals is to have women make up 10 per cent of BC’s construction trades by the year 2028. This would make BC the first province in Canada to accomplish such a goal. This code would include a voluntary standard code of conduct for all workers on construction sites in the province. It would also expand the definition of construction safety beyond physical standards to include stress or distraction caused by discrimination, bullying, hazing, or harassment. “All British Columbians deserve the opportunity to share in the benefits of our thriving economy,” said Mitzi Dean, Parliamentary Secretary for Gender Equity. “With a construction industry that’s booming and thousands of tradespeople needed, the Province is proud to support BC’s construction employers in making sure everyone on a jobsite knows what’s expected and can work safely and productively.” www.builderscode.ca www.bccassn.com

OMICRON TAKES ON MAJOR ISLAND PROJECTS “Omicron is looking to the Catherine Reimer Reveals What Makes Omicron Unique

ANCOUVER ISLAND For Catherine Reimer, Construction Manager at Omicron Canada Inc.’s Victoria office, being a woman in the construction industry doesn’t seem unusual. “Being a woman in this industry is great, and it’s becoming a lot more common,” she says. “We have several women working at our Victoria office, and we all feel like peers here. Nobody makes a big deal about our gender, and we are respected and treated well within the industry.” This is Reimer’s fifth year with the company, an integrated firm, that designs, engineers, and builds projects throughout Western Canada in the residential, mixed-use, institutional, industrial, and commercial market sectors. As a LEED Certified Project Manager, with a degree in Building Engineering, and over a decade of industry experience, Reimer believes women have a lot to offer when it comes to construction. “Women tend to bring their own unique perspectives to this industry, and when that’s embraced, businesses and communities

future when it comes to this industry. In addition to our integrated delivery model, our embracing technology is part of this vision.” CATHERINE REIMER CONSTRUCTION MANAGER AT OMICRON CANADA INC.

benefit,” she says. Reimer is one of many women who thrive in Omicron’s collaborative environment. With offices in Victoria and Vancouver, the company fields a team of 135 in-house real estate strategists, engineers, designers, architects, and builders who work together to deliver projects. Current Vancouver Island projects include the Marriott Hotel in Nanaimo, The James at Harbour Towers in James Bay, the mixeduse Eagle Creek Village development in View Royal, and a 19-acre mixed-use employment centre in Colwood. “We’re really excited about The James at Harbour Towers,” says Reimer. “We’re transforming a hotel into 219 market rentals”. “Some of the spaces on the top floors have been converted into two-level penthouses, which has involved a lot of careful planning.

It’s an older structure and we are adapting it to modern requirements. When it’s complete, it’s going to be quite an impressive building.” With Omicron’s design, engineering, and building staff all working under the same roof, collaboration is a major part of every project. As a result, clients are continually impressed with Omicron’s completed projects. Today, roughly 80% of Omicron projects come from repeat clients. “Omicron is looking to the future when it comes to this industry. In addition to our integrated delivery model, our embracing technology is part of this vision. ” says Reimer. “This is especially evident in our design and development side. Recently, we’ve been using virtual reality in innovative ways, allowing clients to use VR goggles to walk through a space and get a sense of the final product. “This not only gives the client an accurate vision of the finished product, but also allows us to save time and money by catching potential issues at an early stage.” At Omicron this focus on collaboration and integrating technology is what allows for a more effective flow of information between departments, connecting each level of the construction process from top to bottom. For more information, visit www.omicronaec.com

Proud to be part of the community. T 1 877 632 3350 W omicronaec.com The James at Harbour Towers Inspired Rental Living in James Bay jamesbayliving.com

JUNE 2019

COAST MOUNTAIN CONSTRUCTION PROJECTS HAVE MAJOR IMPACT ON FIRST NATIONS COMMUNITIES Wayne Hawthornthwaite Recognized for Three Indigenous Housing Projects

ANAIMO - After nearly 30 years in business, Coast Mountain Construction has been impacting ind igenous com mu n ities a l l over Vancouver Island and the BC Coast. This April, three Coast Mountain projects were featured at the 2019 Vancouver Island Real Estate Board (VIREB) Commercial Building Awards, held at the Florence Filberg Centre in Courtenay. At the awards, the Tla-o-quiaht Container Housing Project, located near Tofino, brought home a Merit award in the MultiFamily Non-Market category. Coast Mountain projects Tlucha Children’s Facility near Tofino (Institutional) and the Toquaht Nation Duplex Project in Macoah Village (Multi-Family Non-Market) were also recognized as finalists. At the event, judges singled out the Tla-o-qui-aht Container Housing Project for its unique concept and execution. The structure was a demonstration project funded by the Canada Mortgage and Housing Corporation (CMHC) to see the viability of recycling shipping containers as components in a housing project. The completed structures show a variety of sizes and layouts with 21 units in total. There are five single-family homes at 1,200 square feet and 16 micro units within two 8-plex buildings at 320 square feet each. It was built with the help of Boni Maddison Architecture in Vancouver. “This was a federally funded project,” says Wayne Hawthornthwaite, Coast Mountain’s owner and founder. “The goal

The Tlucha Children’s Facility near Tofino (Institutional) was a Finalist for the Commercial Building Awards was to see if this was a feasible method of construction. We built a variety of plans to test it out, and at the end of the day, it was about double the cost of conventional construction in order to meet our building code guidelines for seismic, insulation and exterior envelope.” Though the project was successf u l ly completed , H awthornthwaite doubts that similar projects will be financially feasible in the future. “In my opinion, the numbers prove it isn’t the best option,” he continues. “From what I saw, it doesn’t make sense in our climate.” Though the experiment may not have come up with the desired results, the finished product impressed the judges enough to garner second place recognition. In addition to the container housing project, the company was recognized for the Tlucha SEE COAST MOUNTAIN | PAGE 27

The Tla-o-qui-aht Container Housing Project took home an Award of Merit at the 2019 Vancouver Island Real Estate Board (VIREB) Commercial Building Awards

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JUNE 2019

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COAST MOUNTAIN CONTINUED FROM PAGE 26

Children’s Facility at the Ty-Histanis subdivision near Tofino. “T h is was a fa ntastic project to work on,” says Hawthornthwaite. “We built about 100 homes in that community, with each house connected to a geothermal system. Now we’ve added the daycare, as there are enough families living there to justify it. It completes the community, adding some important infrastructure. “We are in the midst of doing a similar project for Ucluelet First Nation. These child care facilities are such important parts of these communities. They give parents the opportunity to go to work and rest easy, knowing that their child is taken care of in a safe environment.” The third project was a set of duplexes built for the Macoah Village, part of the Toquaht Nation. Before Coast Mountain completed the project, the community only had about a dozen homes. “Adding this many homes was a huge step for them,” says Hawthornthwaite. “They were designed for families.

“We treat them fair with our pricing, and put our heart into the buildings,” he says. “It’s fulfilling to help a nation out. We work with the community, and they know we’re not just trying to get their money.” WAYNE HAWTHORNTHWAITE OWNER AND FOUNDER OF COAST MOUNTAIN CONSTRUCTION

“We wanted to build homes designed more towards the client’s needs with more usable space thus helping the client afford the utilities vs the standard 2 storey box home with an unfinished basement that has been a standard for too many years. We didn’t want to just build a standard two-storey home with an unfinished basement. We wanted to build a smaller home with more usable space so the

Wayne Hawthornthwaite, owner of Coast Mountain Construction client can afford the utilities.” Coast Mountain Construction was founded in 1990. Previous to entering construction, Hawthornthwaite was working in the commercial fishing industry. “My family had a fishing boat, where I worked for a number of years,” he says. “I took an apprenticeship in carpentry when the fishing industry started to dry up.” Hawthornthwaite and his company have been working with First Nation communities since 1996, when he began working with the Stz’uminus First Nation. From there, he built a strong reputation, developing connections with community leaders throughout Vancouver Island and beyond.

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“We’ve worked hard to change the way First Nation housing has been done,” he says. “Standards used to be very low on these buildings. They would be completed to minimum standards and appraised by the government, but never properly inspected. “We’ve worked hard to change those standards and address these issues we have witnessed from the past. We have our homes independently inspected from top to bottom by certified building officials in order to ensure that First Nation communities receive the same level of inspections as anyone else would expect off of a reserve. Before we started doing this, these projects went to the lowest tender, and nobody was overseeing their work. The result was extremely unfortunate.” A statement on the company’s website reads, “We only work with the most skilled of craftsmen in order to spare no effort in building a beautiful, sturdy and functional home. Our customers also have the opportunity to work with our subcontractors and suppliers to select brick, carpet, countertops and the other details that make the house we build the home of their dreams.” It continues, “It is our obligation at Coast Mountain Construction to ensure that our customers get the most for their money. That’s why we are dedicated to providing custom homes at reasonable prices.” In the future, Hawthornthwaite plans on continuing to build in

this niche market. “We treat them fair with our pricing, and put our heart into the buildings,” he says. “It’s fulfilling to help a nation out as most are underfunded and need guidance to find the most efficient way to spend their limited resources. We work with the community, and they know we’re not just trying to collect a cheque, but are in the community for the long run to build capacity and to pass on the knowledge we have learned along the way.” When building these homes, the Coast Mou nta i n tea m works closely with the tribe and residents to create finished product they could all be proud of. “ W hen you d r ive t h rou g h Ty-Histanis, for example, the homes each have distinct looks. We give the people a choice for colours and other creative decisions. It gives them more pride and ownership, and helps them to create more of an identity.” Hawthornthwaite currently sits on several training boards, and is helping to develop a project that will help community members find employment in the trades. Coast Mountain is currently involved in a pilot project in the Tofino area, where an apprenticeship teacher is brought into a remote community to teach apprenticeships. So far, the program has been very successful, with a much higher retention rate than usual. To find out more about the company, visit www.coastmountainconstruction.ca

Commercial • Residential

Congratulations to Coast Mountain Construction on all your success! 2936 3rd Ave, Port Alberni P: 250.724.5677 E: flooringdepot@telus.net www.pafloors.ca

WEST COAST

JUNE 2019

Tofino’s ‘Mushroom Man’ wins Top Chef Canada Season 7 Westerly News OFINO - After weeks of cooking his heart out on Top Chef Canada, the nation’s most prestigious culinary competition, Tofino’s Paul Moran has emerged victorious. Moran, the executive chef for 1909 Kitchen at Tofino Resort + Marina, celebrated the win on May 20 surrounded by family and friends at a season finale viewing party at The Hatch Waterfront Pub. I n t he ‘ Wi n ner Ta kes A l l’ final episode, the judges called Moran’s dishes “sophisticated, artful, and delicious.” They said he showed culinary maturity beyond his years. One judge hailed the crispy confit pigeon leg Moran served as his last main as “one of the best dishes he’s eaten in his life.” “I come from a long line of foragers. My great grandma in Austria, that’s how she fed the family was foraging wild plants and mushrooms and selling them at the farmer’s market. That’s how she made a living,” said Moran, who met his fiancée Danielle in Tofino a couple years ago. Originality and cooking philosophy, notes Moran, is likely what made that fine difference between winning the title of Top Chef Canada and the $100,000 grand prize and packing up his

Paul Moran, Tofino Resort + Marina’s executive chef and the newly crowned Top Chef Canada champion knives empty handed. “Obviously, the win is good for myself, but it’s also great for everyone that works here and it’s good a testament to all their hard work. Without the team, I wouldn’t be where I am; I wouldn’t have been able to go to that. I’m super appreciative of the team that we have here and happy to be a little bit more visible in

the community,” said Moran, adding that the food and beverage team at Tofino Resort + Marina is about 75 people strong. The seventh season of Top Chef Canada was filmed last September and October. “It’s a long time to keep a secret like that,” said Moran, who had to sign a confidentiality agreement with Food Network Canada. At

the casting audition in Vancouver, Moran made the judges a wild mushroom dish. “That was it. They told me I was on a few weeks after that.” Tofino’s Lisa Ahier, executive chef at the award-winning Sobo Restaurant, attended the season final viewing party. She noted that she thought Moran would be the winner from day one.

“I think he’s fantastic. I think he’s a nice, young man. He’s worked very hard and his heart’s in the right place,” Ahier said. “I know his background. I know how he’s trained. I know how he is with his family. I know how he is as a human. All those factors are top chef qualities. He’s not a one flash in pan. From dessert to appies to fish to foraging… he’s got all of it.” “What I really liked was his family connection. I think with food it’s from the heart and if you don’t connect your food to your heart and your family I just don’t think it translates to as many people,” she said. Moran said it was great to see everyone show up for the viewing party. “We had a lot of support from a lot of the local restaurants and businesses here in town. A lot of our local guests who have been supportive since we opened. So far, I’ve been getting a lot of positive feedback from people in the community to say the least,” he said. A s for bei ng $100k r icher, Moran said he doesn’t have much planned for the loot quite yet. “We’ll see what happens in the future. I’m committed to staying here in Tofino and here at 1909,” said Canada’s Top Chef, also known as the ‘Mushroom Man’.

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JUNE 2019

Alberni Valley Regional Airport To Replace Aging Weather Station Alberni Valley News ORT ALBERNI - The Alberni Valley Regional Airport has received nearly $65,000 in grant funding to replace its weather station. The money is coming from a BC Air Access Program grant and will help pay for 75 per cent of the total cost. The Alberni-Clayoquot Regional District, which manages the regional airport, had budgeted $100,000 to replace the weather station in its 2019 financial plan. “The Alberni Valley Regional Airport is in need of a new weather station for a couple key reasons,” said Rob Williams, general

manager of environmental services for the ACRD. “First, the current system is no longer supported by the manufacturer and therefore cannot be certified by Transport Canada. Secondly, this new station will provide real-time weather data that is required for our application to Nav Canada for implementation of our GPS approach, which is a final component of the expansion project,” he said. The BCA AP grants, $8 million in total, were awarded to 16 regional airports for 21 different improvement projects. The BCAAP program is in its fifth year and serve rural airports—many

in remote northern communities that struggle to make needed improvements without support. Applicants are assessed on many factors, including demonstrated need, safety and travel benefits, environmental improvements, links to long-term vision and community support. This year’s recipients have planned projects that will improve airport safety, support medevac and wildfire suppression services, improve economic benefits for the communities that surround them, and reduce environmental risks and greenhouse gas emissions. There are more than 300 public airports, heliports and water

aerodromes in BC. The existing automatic weather observation system at the Alberni airport is operational, but not supported. “It’s to support airport operations. It’s for any pilot in-bound or out-bound to know what the weather is,” Williams said. That includes pilots transiting the area. There are two webcams set up at the weather station as well, giving pilots a view of the area, but not specific information. Without a weather station, pilots flying in the area must rely on the next available weather station, which means Comox, Nanaimo or Tofino—all areas

where the weather can be quite different than in Port Alberni at any given time. Installing the new weather station is the final step in the AVRA’s application for a published GPS approach to the airport. work to level an access road at the north end of the runway will be completed by the end of summer. The GPS application has been submitted “and we hope to hear back for implementation for 2020,” Williams said. Meanwhile, the ACRD’s airport advisory committee will schedule another meeting to discuss creating a vision for the airport and its future uses.

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JUNE 2019

CARBON FOOTPRINT AT ZERO FOR CR WHALE WATCHING ADVENTURE TOURS “We get to drive boats, Adventure Company Fueled by Sustainability

AMPBELL RIVER - When nature is your playground, you treat it with care. Campbell River Whale Watching Adventure Tours (CRWW) has reduced their carbon footprint to zero. Any fuel they use to take guests to view whales and wilderness is countered by their sponsorship of protected forest. W hen Stephen Gabrysh and Tyler Bruce took over CRWW almost a year ago, the company already had a Certified Silver Rating for Sustainable Tourism. The rating reflected company founder Jack Springer’s eco-upgrades to low-flow toilets, LED lights, and energy efficient engines. Those measures also earned the company, and Springer who stayed on as general manger, a 2018 Tourism Vancouver Island Sustainability Award. T he new owners wanted to b o o s t t h e i r e nv i ro n m e nt a l action. Completely berthing their boats wasn’t an option, so they looked for a way to ‘trade off’ the rest of thei r ca rbon footprint. Their choice was Wilderness International, a joint Canadian-German venture that gives environmentally conscious companies blocks of forest to rescue. In 2018, Campbell River Whale Watching preserved 1.7 acres of old-growth forest, which was enough to counter the company’s carbon footprint by one-and-ahalf times. This year they’re ramping up their efforts to reduce their carbon footprint twice over. They are also inviting their guests to participate. For every passenger that books a tour, one square metre of old-growth forest will be protected. That passenger will have the square metre of forest registered in their name and will be sent the geo-coordinates for that patch of woodland along with a Wilderness International certificate.

watch the wildlife, have fun – and save the forest.” STEPHEN GABRYSH CAMPBELL RIVER WHALE WATCHING ADVENTURE TOURS, CO-OWNER

Recipients can visit the Wilderness International website and view the square metre of forest preserved in their name. Involving the guests has two goals. First, it gives each client a personalized, meaningful gift to commemorate their West Coast adventure. Appropriately, the forest being preserved is on Canada’s west coast. Second, Tyler and Stephen hope that the guests will also be inspired to personally contribute to the Wilderness International program, which will lead to more forest being preserved. Campbell River Whale Watching’s goal is to preserve 3.7 acres of forest in 2019. Participating in the program allows them to be as environmentally responsible as possible. “We’re a nature-based company,” Stephen observed. “We recognize that part of what we do damages nature, so this lets us compensate for our carbon footprint.” Guests aboard the company’s boats get a close-up look at why nature needs to be preserved. During the peak season, the company takes about 500 people a week on tours that showcase the natural

Owners Stephen Gabrysh and Tyler Bruce believe they have the best jobs in the world

Proof of fun, all smiles on an adventure tour beauty of Vancouver Island. They offer several different adventure tours. Their most popular is the full day Grizzly Bear tour, which is only available from mid-August to mid-October.

Offered in partnership with Homalco First Nations, the ninehour tour takes advantage of the salmon run in the Orford River to give guests a safe, ringside view of the giant bears.

“It’s a well-rounded day. You see bears, sea lions, seals, eagles, porpoise, dolphins, and whales,” Tyler said. SEE CRWW | PAGE 31

SALES

JUNE 2019

FIVE THINGS TO COVER DURING ONE-ON-ONE SALES MEETINGS Many managers look at one-on-one meetings as an excuse to closely evaluate mistakes the

SALES JOHN GLENNON

salesperson made. That’s a meeting no salesperson looks forward to

M This graphic from the Wilderness International website shows the location of one square metre of saved forest. Donors can offset their carbon footprint by purchasing forest for preservation

Dining with bears – from a safe distance – is an unforgettable experience

CRWW CONTINUED FROM PAGE 30

T he adventu re sta r ts w ith a two-hou r boat jou r ney to Bute Inlet which usually includes wh a le sig ht i ngs a nd other wildlife. Landing in Bute Inlet, participants are taken by sma l l tou r va ns to v iewing platforms overlooking the

river. Intent on foraging for salmon in advance of hibernation, the bears ignore the audience. The two-hour boat ride back to Campbell River usually includes more whale sightings and other wildlife. F r o m M a r c h t o O c t o b e r, the company offers different l e n g t h s of w h a l e w atc h i n g tours, starting with a four-hour

experience. There are also six and eight-hour tours. Each boat holds a maximum of 12 people, so the company meets demand with multiple boats: four high speed Zodiacs for the adventurous and 3 covered cruise boats. They also offer fishing trips. Adrenaline junkies love the Ocean Rapids Tours, available only a few days a month at peak tides, when the speed of the rapids reaches 14 knots. When a Zodiac pushed by 600 horsepower engines smashes through a standing wave, the impact is like a natural roller coaster. “It’s extremely unique and very fun,” Stephen said. “We run through the standing wave and get everyone wet.” New this year are several landbased tours, which will give visitors an additional opportunity to experience the culture as well as the natural beauty of the island. For Stephen and Tyler, acquiring this business gave them their dream jobs. Both have backgrounds in boating, fishing, and hiking the wilderness. “We do everything we love to do and make it our job and share it,” Tyler said. Stephen agreed. “We get to drive boats, watch the wildlife, have fun – and save the forest.” campbellriverwhalewatching.com

Proud supporter of Campbell River Whale Watch, congratulations on all your success! 5410 Argyle St, Port Alberni P: 250.724.5754 E: sales@portboathouse.com www.portboathouse.com

any managers are surprised to hear us suggest that it’s important to meet one-on-one with every salesperson on staff at least every other week. Some even say it’s impossible! But it’s not. If you keep the meetings brief ... if you think of these interactions as check-ins rather than as opportunities to “fix” people … and if you carefully plan these meetings along the lines outlined below, you will find that they not only fit easily into your schedule, but that they also save time you would otherwise have spent putting out fires. Here, then, are five important things for you to cover during your regularly scheduled oneon-one meetings. By the way, if you cover these points regularly and predictably, and make a habit of sending along your agenda well ahead of time, you can establish a predictable ongoing cadence with each salesperson. The nice thing about such a cadence is that it allows you both to use your (limited) time efficiently, without either of you having to “wait for the download.” 1 . S E T YO U R U P-F RO N T CONTRACT. Get agreement on the purpose of the discussion, the time allotted (we recommend ten to fifteen minutes), and the specific issues or questions that each person wants to address. You will probably also want to confirm that there will be no interruptions. (Important side note: The sales rep should be setting exactly the same kind of contract with his or her prospects, so be sure you effectively model the best practice here! www.sandler.com/blog/selling-sandler-way-upfront-contracts-podcast) 2. LOOK AT WHAT’S WORKING. Always start with positive reinforcement. Brief ly focus on something positive the rep did since your last meeting offer authentic, heartfelt praise. Don’t offer fake praise! That will undermine the bonding and rapport necessary for a good checki n meeti ng. Ma ny ma nagers look at one-on-one meetings as an excuse to closely evaluate mistakes the salesperson made. That’s a meeting no salesperson looks forward to. By focusing on something the salesperson

did well, you ensure that that behavior will be repeated! 3. DISCUSS THE LAST MEETING’S ACTION ITEMS … AND PR EV IEW ITEMS FOR THIS W E E K . Fol low t h roug h a nd check in on the status of any specific commitments the rep made to you during your last meeting. Identify any to-do items you want to be sure the rep accomplishes before your next meeting. 4. TALK ABOUT THE COOKBOOK. Your salesperson should have a clear behavioral plan outlining specific, measurable business development activities that he or she is accountable for performing on a daily and weekly basis. Think of this as a cookbook – a recipe for success. (For more on the cookbook concept www.youtube.com / watch?v=E3_kzLUsm00) Examine the performance numbers together. Discuss their implications for the salesperson’s, and the team’s, income when the measured behaviors are extrapolated over the month, quarter, and year. 5. GET A CLE A R V ER BA L COMMITMENT. Near the end of this brief meeting, you will probably have identified one or two particularly important things that you definitely want to see some action on before the two of you get together again. In the moments before you wrap up, set expectations by asking for a clear verbal commitment that the salesperson will take action in these one or two critical areas. Hearing the salesperson speak the actual words is important. When people commit to something verbally, they are far more likely to get it done! Cover these f ive key a reas in each and every one of your check-in meetings, and you’ll keep your team on track! John Glennon is the owner of Insight Sales Consulting Inc, the authorized Sandler Training Licensee for the Interior of British Columbia.

JUNE 2019

Caycuse Recreation Site, New Tourism Hub For Nitinaht Lake

OURTENAY – Nitinaht Lake, a world-renowned desti nation for w i ndsurfers and kiteboarders, will soon be home to new visitor re c re a t i o n a m e n i t i e s . D eveloped by the Ditidaht First Nation, the Caycuse Recreation Site project will receive $237,000 in funding support from the Island Coastal Economic Trust. “Windsurfers and kiteboarders, as well as West Coast Trail hiking enthusiasts, have historically been our target markets at Nitinaht Lake,” explained Ditidaht Development Corporation

CEO Bryan Cofsky. “These new visitor amenities will serve to draw broader and more familybased markets into the area, supporting the development of new businesses, services and sustainable employment opportunities for our rural community members.” The Caycuse Recreation Site project will feature the development of new facilities which include 52 new campsites and related cultural tourism elements. The project will also include the development of 5.1 km hiking trail access to the Looper Creek Canyon, a unique cave system

ch a racter i zed by l i mestone karsts and watery narrows that has potential to gain regional and provincial recognition. “We have long-term aspirations for this area, defined in our “Unleashing the Nitinaht” plan, a tourism initiative to transform Nitinaht into a world-class tourism destination,” said Ditidaht First Nation Chief Robert Joseph. “The project will enable us to build on our existing expertise in cultural recreation and trail management, and serve as a stepping stone to attract new visitor markets while continuing to build our vision where

we are leaders of change, not recipients.” T h e p ro j e c t , w i t h a to t a l budget of more tha n $1.2 M, has also been designed to integrate employment and skill training opportunities for the community. “In the past few years we have seen a growing trend in the development of remote Indigenous tourism hubs in several parts of the Island and Coastal region,” said ICET Chair Josie Osborne. “Visitors are seeking authentic experiences and are interested to learn directly from Indigenous communities and tourism

operators about their territories and culture. The Ditidaht First Nation is creating opportunities to do just that.” An economic analysis of the project demonstrates that 3-5 yea rs post-complet ion, t he additional campsites, trails, and related activity will generate an additional $775,000 of tourism spending per year, leading to 4.9 permanent new jobs. During the 6-month construction phase, 14 temporary full-time equivalent jobs will be created. Construction is now underway with completion anticipated by the end of November.

PORT ALBERNI

JUNE 2019

#EXPLOREPORTALBERNI

PORT ALBERNI PAT DEAKIN

ort A lbern i is doubl i ng d ow n on p a r t n e rs h ip s with tourism stakeholders, co-operative marketing efforts and utilization of several social media channels to increase awareness of our community and its potential as a base camp for west coast adventures. In recent videos and blogs, the arts and the Huu-ay-aht First Nation’s ancient village of Kiixin have shown potential visitors and residents other aspects to what is normally thought of as Port Alberni’s offerings. In another cheeky posting, folks are invited to ‘Get High #ExplorePortAlberni’ by hiking up to any of several lookouts that surround the City or to take the Vancouver Island Soaring Centre’s glider flight (based at the Alberni Valley Regional Airport) for an unparalleled view of Sproat and Great Central Lakes, the Alberni Inlet

and the mountains between Port Alberni and the Pacific Rim Park, Tofino and Ucluelet. The co-operative marketing is made possible by contributions from Alberni Valley Tourism, the City of Port Alberni, the Huu-ayaht First Nation, the Five-Acre Shaker, Twin City Brewing and the Electoral Area of Bamfield all leveraged by a grant from Destination BC. A terrific company called Seekers Media is assisting with the work by bringing blogger Rachel Bollwitt (Miss 604), videographer Chris Wheeler (Après Wheeler), content manager and photographer Nancy Shields, and owner Jim Barr (Doc Pow) into the Valley to experience and then feature these adventures. In addition, the City has just contracted photographer and vlogger Chris Pouget to create content for a website as well as Facebook and Instagram channels devoted to #ExplorePortAlberni. Chris’ work is made possible in part by a grant from the Island Coastal Economic Trust for an Investment Attraction Digital Hub project. The City and Alberni Valley Tourism are also working with Tourism Vancouver Island to promote the adrenaline type adventures offered in the area by West Coast Edge ATV, West Coast Wild’s Zipline, the Vancouver

BC Ferries Introduces Term Limits

Island Soaring Centre glider flights and the fast boats rented by the Fish & Duck for water-skiing, wakeboarding, wake-surfing and tubing along with a few more relaxed adventures like the tube float down the Stamp and Somass Rivers. If you are looking for a new experience and a different view of the Alberni Valley, we invite you to check out #ExplorePortAlberni. Regardless of your plans or spontaneous trips, we hope you have a wildfire smoke-free, safe and happy summer. Pat Deakin is the Economic Development Manager for the City of Port Alberni. He can be reached at 250-720-2527 or Patrick_deakin@ portalberni.ca

C - An amendment was recently passed to the Coastal Ferry Act, resulting in three BC Ferries board members being forced to resign. T he amended act sets term limits of board members at a maximum of eight consecutive years, resulting in the resignations which took effect on May 22, 2019. The member’s forced to resign include chair Donald P. Hayes,

P. Geoffrey Plant and Brian G. Kennings. John Horning has been named the incoming chair and commended Plant, Hayes and Kennings for their years of service to the crown corporation. During their terms, BC Ferries raised and invested over $1.5-billion in the province’s coastal ferry service, added 11 new ships and streng thened B C Fe r r i e s’ e nv i ron m e nt a l initiatives.

Game Developer Acquired by Swedish Studio

ICTORIA - Victoria-based game developer Kixeye has been acquired by Swedenbased game software development studio, Stillfront. Kixeye was founded in 2009 and is owned by founders Will Harbin, Paul Preece and Dave Scott who are venture capital investors and current and former employees. The company was purchased for $90-million US in cash and as much as another $30-million US if they are able to reach certain financial targets in 2019. Kixeye’s products include War Commander, War Commander: Rogue Assault, Vega Conflict and Battle Pirates. Battle Pirates is the top-grossing game on Facebook and Kixeye has generated a profit

of $13.5-million US in the first quarter of this year. The company has additional development centers in the United States, Australia and Vietnam and the deal will see the company’s key employees and management team remain with the company. Stillfront is a global conglomerate of gaming studios that describes itself as focusing on free-to-play online strategy games. Dorado Games, Playa Games and Imperia Online are among the studios owned by Stillfront. This is the companies 11th acquisition in the past nine years. The sale is expected to be finalized by July 1.

RM BUSINESS SOLUTIONS FOUNDERS BOAST DECADES OF SENIOR MANAGEMENT EXPERIENCE Consultant Team Grows Businesses with Hands-On, Practical Approach

A NA I MO - W h at a re some of the greatest barriers to continued business growth and how do business owners overcome them? Rick Warwick and Malcolm Hargrave, CPA, CGA, founders of RM Business Solutions, have dedicated many years in helping small to medium-sized business owners tackle this question. “If companies don’t make the right changes as they’re growing, the owners will often get so busy firefighting that they lose the ability to tackle some of their biggest problems,” says Warwick. “This is often when we get a phone call and intervene. When we come in, we can quickly identify what the problems are and offer downto-earth, practical solutions.” Both founders of RM Business Solutions have decades of experience in senior management. Warwick has extensive experience working as both a General Manager and Operations Manager in IT environments and the manufacturing industry.

Hargrave compliments Warwick’s operational skill set with extensive financial experience as a CFO, VP Finance, Director of Finance, and Corporate Controller, working in major, high-profile corporations. The two developed a business relationship while Hargrave was working as a consultant for several Island-based companies. “I have an extensive financial background, so when a client’s needs were more on the operational end of things, I would call on Rick for help,” says Hargrave. “We worked together on several projects, and eventually decided to go out on our own.” “Because of our professional histories, we can offer clients advice that comes from handson experience,” says Warwick. “We’ve worked with companies from 2 million, right up to 20 million, and often we can quickly identify what’s needed to overcome some of the most common barriers.” For example, when Hargrave was called in to a Victoria-based business repairing high-end yachts, the company was in serious financial difficulties, and any turnaround would be challenging and lengthy. “I brought in a new accountant and general manager, and together

we turned the company around, growing it from approximately $2.7 Million to over $6 Million in annual revenue in just three years,” he says. “By the time I finalized my contract, profits had soared and the number of employees had doubled from 25 to over 50.” Recently, Malcolm and Rick were brought in to help a Nanaimo company, designing, selling and servicing water systems, to look into some variances with inventories and gross profit margins. “Malcolm came in initially and fixed some of the financial issues, however it turned out that operations were the root cause of the problem,” says Warwick. “After Rick and Malcolm made some key changes, the company’s revenues, operations and financials improved, and the owner was able to sell the business shortly after.” A s R M Bu si ness Solut ions takes on new clients, their proven experience will help other Island businesses achieve similar turnarounds. Warwick concludes, “Both of us have a lot of knowledge and experience working for larger companies, and we know how to bring a disciplined approach to small business and how to create success.” www.rmbusiness.ca

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JUNE 2019

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DIGITAL MARKETING

JUNE 2019

WHOSE MARKING YOUR DIGITAL REPORT CARD? cost effective than most people. The Business Examiner’s digital division, BE Digital, is offering free online marketing assessments through our Snapshot Report service for the months of June and July. If you’d like to know where your business stands online, relative to the competition, email BEdigital@businessexaminer.ca, using the subject line “Report Card”.

DIGITAL MARKETING JOHN MACDONALD

h i le my n ieces a nd nephews a n x iously await report card re- Most businesses are doing really well in a few areas online. But rarely, if ever are they doing well in sults and the looming threat of across the board summer school, your business’ digital grades are available in real How about social media? Are time, all the time. you managing all your channels Critical online measures like from one simple dashboard? Are Business Listings, Reviews, So- you posting on multiple channels cial Media, Website performance, on a regular basis? Are you monDigital Advertising and SEO are itoring posts for potential leads, a statement to current and po- or what the competition’s next tential customers as to how you promotion will be? stand up against the competition. What about your website? Is How many different places it optimized for mobile? Is the are your company’s name, ad- content loading quickly? Goo· Generate Leads dress, phone number and website gle and the other major search listed online? Not a big deal to engines place a big priority on · Get Found Online you? Google cares, and so do the these things. · Improve Your Search people trying to find you. Are you actively marketing onAre you responding to reviews line to develop new business? Rankings – both positive AND negative – When a customer searches for on Google, Yelp, Trip Advisor, the competition, are you paying · Overtake Your Facebook and the Better Business to come up first? Are you adverCompetition Bureau? It matters, now nearly 75 tising to them as they walk into per cent of the population views competitor offices and stores? the rating beside your Google My Most busi nesses a re doi ng Ideal for Growing Business page the same as a per- really well in a few of the 5 areas sonal recommendation from a outlined. But rarely, if ever, is a Businesses friend. company doing well in all 5. Words and Images are what Communication Beyond responding to reviews, For most businesses without a Ink Social Media & Public Relations isdepartment all are you proactively seeking them large marketing it - getting your message out to the outabout from your customers? The can be challenging to have good masses clearly, concisely and grades powerfully. responses have the ability to pro- online across the board. Whether it be press releases for your vide major insight into problems Thankfully there’s outside help company, writing for your website, you didn’t even know you had. that can do the work fast and more

John MacDonald is the Director of Business Development with the Business Examiner News Group. Call him at 604.751.0819, or visit www. bedigitalmarketing.ca.

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JUNE 2019

DENMAR ELECTRIC CELEBRATES 25 YEARS “DenMar Electric has Owners Credit Diverse, WellTrained Staff for Company’s Longevity

maintained longevity and success by diversifying its staff, encouraging,

ANAIMO – It’s been 25 years since DenMar Electric Ltd. first opened its doors. Under the ownership of Chris Turnbull and Rick Bayko, the company has experienced steady growth effectively building a strong reputation across the island as a high quality, customer service-oriented residential and commercial electrical contractor. DenMar’s vast array of expertise ranges from new construction to renovations and everything in between. Dennis and Maureen McLeod, Bayko’s parents, founded the company on July 4, 1994. “It started with just the two of them owning a single van, sharing an office with one of their customers,” said Bayko. “The early beginnings of DenMar started with small service work in both the residential and commercial sector and steadily grew. Hard to imagine, DenMar had no computers; everything was done manually and written by hand.” Turnbull first joined the company in 1995, but worked elsewhere for a few years, returning when he and Bayko decided to purchase the business in 2006. “Rick and I were good friends for years before we bought the company,” says Turnbull. “We talked about doing something together for a while, so when the opportunity to purchase DenMar came up, we jumped on it.” Upon taking over the business, Turnbull and Bayko brought in more technology, changed and expanded the estimating system and added more computers. Quickly DenMar expanded beyond the area of small service work, taking on major projects and thriving in the midst of a construction boom.

and training them along the way to perform a wide variety of duties associated with the business.” RICK BAYKO CO-OWNER OF DENMAR ELECTRIC LTD.

After just two years, the company had grown from 13 employees to 55. After having to reduce to 25-30 employees during the recession era, the company has once again grown, and now fields 50 plus employees from its head office in Nanaimo. “DenMar Electric has maintained longevity and success by diversifying its staff, encouraging, and training them along the way to perform a wide variety of duties associated with the business,” says Bayko. “Chris and I recognized early on that we cannot be the ones expected to perform all the tasks. We had to continue to step up and train the staff to work as a team, support each other, and do an outstanding job. Retaining staff allows for the company to excel with happy, confident, knowledgeable employees who are able to successfully assist clientele. Additionally, employing younger staff brings energy to the company and the ability to train and stay current in the workforce.” Mitchell Dent who has been with the company for the past four years comments, “DenMar has a great client base with lots of repetitive business, allowing us to get to know clients and project managers that we work with and establish

Some DenMar Vehicles in front of the company’s Nanaimo Office

DenMar’s vast array of expertise ranges from Commercial to Industrial to Residential work

One of the residential properties that DenMar has worked on a relationship. There’s a sense of achievement when we have repeat customers and general contractors who ask for us by name.” Another employee, Travis Fox, states, “at DenMar, we get to learn in a fast-paced, positive environment. I work alongside journeymen who have been with the company for 10 or more years,

offering a vast pool of knowledge. The culture amongst the crew is amazing.” Travis has been with the company for the past eight years and comments that “the career progression is unmatched, bigger and better challenges are only ever a request away. The diverse types of jobs completed by DenMar provide an excellent opportunity for those who really want to take their electrical career to the next level. After being with the company for eight years, I still find myself tackling new, exciting installations. Though the construction industry has highs and low, DenMar has time and time again gone the extra mile to keep me working.” For Bayko and Turnbull, creating a positive work environment starts at the top. “We strive to lead by example,” says Bayko. “Our goal is to assist our employees with personal growth by being approachable and willing to provide training and knowledge in their careers, helping them to become the best that they can be.” With a team of employees who are constantly learning and becoming more skilled in their trade, DenMar Electric has a high level of flexibility when it comes to

taking on new jobs. This flexibility enables them to live up to their motto: “We’ll be there today!” “Our guys can do pretty much anything in the electrical field,” says Turnbull. “Because they’re so diversified, we have a lot of employees to choose from when we get a call. “We schedule our staff every day on an actual schedule, so everyone knows where everyone is and the tasks that are at hand. If somebody calls and needs us at 1:30, someone will be there to help them. Not a lot of companies can do that. Some days are harder than others, but we stick to it. The number of people and quality of people we employ makes this goal possible. Commenting on the longevity of DenMar, Bayko states, “I feel one of the keys to success is to make everyone a raving fan of DenMar Electric. Nothing is perfect and issues inevitably can arise, it’s about how you handle those issues moving forward. To DenMar, building and keeping strong relationships with clientele is our number one priority.” The company also recognizes the importance to give back to its community. Both Bayko’s and Turnbull’s families have actively played sports in the community and DenMar, having seen the need first-hand, have sponsored multiple sports teams. They have also supported charities like the Nanaimo Child Development Centre and the Salvation Army, and have provided services for the Relay for Life. “The owners and staff share a huge amount of heart,” says Nicole McDonald, who has been with DenMar for the past 11 years. “The commitment and generosity of not only the company, but also the staff, make me incredibly proud to be a part of this team. I’ve seen support from the DenMar family in life and in business, in good times and hard times.” www.denmarelectric.com

JUNE 2019

Population Growth Continues To Strengthen Vancouver Island’s Economy Charte red P rofessional Accountants of British Columbia ccording to the Regional Check-Up report by the Chartered Professional Accountants of British Columbia (CPABC), the Vancouver Island/Coast enjoyed another year of solid economic expansion due to continued population growth. T h e r e g i o n ’s p o p u l a t i o n grew by 1.4 per cent or 11,822 residents to 857,144 in 2018, although growth has slowed from previous years due to a decline in the number of new residents from other provinces, in particular Alberta, which has seen

some economic recovery. Continued growth in population led to steady increases in demand for the region’s services. “Ou r serv ice sector added 14,300 jobs last year. Seven of our 11 service industries expanded in response to population growth and strong service dem a nd . Not su r pr i si ng ly, employment in retail services, health care and social assistance, and public administration saw the largest job gains in the service sector,” said Chuck Chandler, FCPA, FCA, partner at Grant Thornton LLP in Victoria. Popu lation g row th a lso

cont i nued to suppor t t he housing market in the Vancouver Island/Coast. Despite declines in housing sales for the second consecutive year, average housing prices continued to climb, increasing by 7.3 per cent in Victoria. T he total value of building permits also increased by almost 10 per cent, largely due to higher residential spending. “Despite slower housing activity across the region, the real estate market continued to drive much of our economic expansion in 2018. Industries rel ated to rea l estate, such as construction and finance,

insurance, real estate and leasing, continued to grow, indicating ongoing demand and confidence in our region’s market,” noted Chandler. Given the steady population growth and ongoing tourism activity, it was surprising that the region’s accommodation a nd food ser v ices i ndu st r y lost 4,200 positions. One explanation could be related to labou r shortages across the region, which made it difficult for businesses to recruit lower level jobs. In 2018, Vancouver Island/Coast employers reported an average of 12,430 vacancies per quarter, which

was 21.5 per cent more than the prior year. The Vancouver Island/Coast Development Region encompasses Vancouver Island and the central coast of the B.C. ma i n la nd from Powel l R iver to Ocea n Fa l ls a nd Bel l a Coola. The Development Region makes up approximately 17 per cent of the provincial population. The CPABC Regional CheckUp reports look at British Colu mbia’s eight Development Reg ions as a place to work, invest, and live. The reports are available online at: www. bccheckup.com.

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JUNE 2019

THREE GENERATIONS SERVE CLIENTS OF VENT AIR Twenty Years of Sheet Metal Behind Family Dynasty

OMOX VALLEY – Twenty years ago, when Gordon (Gord) Adams started his business in the Comox Valley, he didn’t know he was starting a family dynasty. Now when he looks at Vent Air Heating and Refrigeration, he sees a thriving company with 11 employees and eight vehicles. He also sees family: the company employs three generations of the Adams-Russell clan. When he started his grandsons were 1 and 5 years old; now they are part of the company. Jesse is a journeyman Sheet Metal Mechanic and Dylan is finished his first year of schooling, working towards becoming a journeyman as well. Also on the team are Theo and Tracy, Gord’s son-in-law and daughter. Theo has been with the company for approximately 15 years and is Gord’s right hand man. Tracy has recently joined the family dynasty and works part time in the office. A lifelong commitment to sheet metal work runs in the family. Gord, himself started working with sheet metal in Alberta as a teenager. He has put 43 years into the industry. In 1999 he saw an opportunity to pour his expertise into his own business. The local HVAC/Plumbing company he had worked for closed its doors. He made the decision to take a chance on himself. “I invested in my own future,” Gord reca lled. A Master Journeyman, he visualized a business staffed by professional, journeyman mechanics that would serve the growing population of the valley. He also wanted the satisfaction and flexibility of working for himself. “It was slow at the start,” he admits. To generate business, he approached some of the valley’s most reputable general contractors and offered his experience.

Team VentAir includes three generations of the same family. Shown are (left to right) Luke, Dan, Zach, Dylan (grandson – apprentice), Theo (son-in-law – journeyman), Gord (owner), Jesse (grandson – journeyman), Jake, Wes, and Alex He also travelled south to Parksville and north to Campbell River, proving his company’s expertise by installing all types of HVAC systems: residential, multi-family and commercial. “We appreciate the many contractors who have stuck with us over the years. We have established good working relationships with a lot of great people. Without them we would not be in business today.” Having his own fabrication shop allowed Gord to produce custom work when needed, which increased the company’s value to contractors. Vent Air’s reputation grew with the increasing demands for construction in the central and north island. In keeping with his vision for quality work, Gord sought out qualified tradesmen and established an apprenticeship program within his company. He currently has four apprentices working their way to obtaining their certification. On the current crew are multiple certified tradesmen and a fully qualified gas fitter for gas installation of furnaces, fireplaces, BBQ boxes, on demand hot water heaters, etc. At present the company is

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working on an 84-unit townhome project in Cumberland and providing top quality HVAC as well as all the gas work. One dramatic change Gord has seen over the past two decades is increased focus on energy efficiency. “Energy efficiency in equipment is improving all the

time, especially in the last six to seven years. Houses are tighter and people are more concerned about efficiency and saving money.” Examples are use of heat pumps that both heat and cool buildings; high-efficiency gas furnaces that utilize 90 per cent or better of generated heat; and condensing

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hot water tanks for on-demand hot water. Many of the new products are Wi-Fi enabled, so homeowners can monitor or adjust settings from their cell phone, computer, or tablet. Vent Air Heating and Refrigeration specializes in heating, cooling, ventilation, gas and refrigeration. HRV (Heat Recovery Ventilators) systems are the most popular and most economical to run for ventilation today. Heat pumps make the most sense when it comes to heating/cooling homes. Energy efficient and economical to run, they provide heat in the winter and air conditioning in the summer. Despite all the technological improvements, Gord recognizes that the work his company does is mostly out of sight and therefore often out of mind. Something people only think about when the need arises. He is now looking forward to retiring in the next few years, handing off the company to the next generation. “I’m happy with how its grown over the years. I feel like we’re set for many years ahead.” www.ventairhvac.ca

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JUNE 2019

Security Service Based on ‘We Care’, ‘We Know’, ‘We Deliver’ Company Offers Both Digital And Human Monitoring

Ready to patrol are team members (left to right) Natalie Duncan and Annalisa Cook

The Blanchard Security team bases its service on a mantra of ‘we care, we know, we deliver.’ In the centre are owner Marc Blanchard and his wife Geri

BY VALORIE LENNOX

“Part of what we do is reveal the

truth.”

AMPBELL RIVER - Marc Blanchard and his team care about the same things as their clients: homes, businesses, treasures, and overall safety. Over the past decade, this Campbell River security company has consistently demonstrated their “We Care” attitude. It started with a favour for a friend. Marc was working in the computer field when a client asked him to fix an in-home video surveillance system. It had stopped working and the company who originally installed it had vanished. Marc had never worked with video surveillance but the system was based on a computer network, so he did his best and was able to repair the system. He recognized the community needed that skill. “There was a vacuum for this kind of service work and it was something that mattered. I wanted to help people in a more meaningful way.” He saw the security systems as important tools that protected the assets that people cared about. He established Blanchard Security in 2008, choosing “We Care” as the company’s primary value. That led into the second key value: “We Know”. To make that statement, Marc and his team became experts in video surveillance. “All we did was live and breathe surveillance cameras. We learned about video analytics, lenses, exposure settings, infra red night vision, PTZ controls and more.” Any video surveillance system is only as good as the image it produces, so Blanchard Security tweaks every installation for optimum image clarity. “We’ve all seen the ‘have-you-seen-this-person images from video systems that are so fuzzy that all you can tell is whether the person is male or female, the height, and hair colour – and that’s it. I could never feel good about installing something that ineffective for a client. “Part of what we do is reveal the truth.” Although the company’s initial expertise was in video surveillance, Marc notes the

MARC BLANCHARD

mission statement is “We Deliver.” To honour that commitment, Blanchard Security expanded its services to include security guards. Humans can do some tasks better than digital watchers. Security patrols watch businesses and neighbourhoods at night and security guards keep people honest

in retail stores. With the addition of security guards and extra monitoring contracts, the company’s office has grown to 2300 square feet from 600 square feet. Blanchard Security employs 14 people and serves more than 600 clients. blanchardsecurity.com

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JUNE 2019

Qualicum Beach And Parksville To Share Services Of Fire Chief On Interim Basis

he Town of Qualicum Beach a nd the City of Parksville announced through the ongoing partnership, an agreement has been reached to share the services of the City of Parksville’s fire chief for an interim period while the future structure of the Town of Qualicum Beach Fire Department is assessed. Chief Marc Norris will serve in a shared capacity as fire chief for the Town of Qualicum Beach and the City of Parksville beginning June 10, for an initial six-month appointment. During this time, they will continue to work on greater collaboration between the two organizations to find mutually beneficial opportunities for both departments. Both the Town of Qualicum Beach and the City of Parksville are fortunate to have a working relationship which supports this innovative arrangement. Marc Norris joined the Parksville Volunteer Fire Department as a junior member in 1990, working as firefighter leading to a promotion to lieutenant in 2001. In 2002, Marc was the

successful candidate for the fulltime career deputy chief position responsible for operations, training and fire prevention. In March 2016, Marc was promoted to chief of the City of Parksville. Chief Norris is committed to elevating training throughout the fire service and was recognized by the BC Fire Training Officers Association as trainer of the year in 2010. Marc remains an active instructor for fire training agencies in the Province of BC and has served on the executive of the BCFTOA. Marc holds a degree in Public Safety Administration. “We both firmly believe there is great value in increased collaboration between our communities. We are pleased Fire Ch ief Nor r is h as accepted this important and supportive challenge and we believe he will continue to demonstrate excellence in service for our communities as we move forward together,” said Parksville Mayor Ed Mayne and Qualicum Beach Mayor Brian Wiese in a joint statement.

CULTURAL DIVERSITY IN THE WORKPLACE: BUILDING A STRONG TEAM

HR ALLY SMIT

ultural diversity in the work place was once si mply considered the right thing to do, however, research has now confirmed that it positively impacts company profitability. In the McKinsey & Company “Delivering through Diversity” report, a strong correlation was found between ethnic diversity in the executive team and stronger profitability. In their 2018 findings, companies sitting in the top-quartile for cultural diversity were observed to be 33 per cent more likely to have industry-leading profitability. At its base, the importance of a diverse workforce lies with the differences in employee perspectives. These perspectives, which

are formed as a result of one’s experiences, environments, and knowledge, can provide for enhanced context, discussion and ways of looking at opportunities. The more culturally diverse the workforce, the more varied the perspectives, and the greater the opportunity to create new ideas and strategies. Although there are many benefits to having a culturally diverse workforce, it is important for employers to consider how they will create and manage their multi-cultural teams. Here are some key points to consider: Be Respectful and Curious: It is important to ensure that all team members are respectful and willing to understand and learn the differences across cultural norms and work styles. In a culturally diverse environment, there may be differences in how individuals work within a team, how they manage uncertainty, and their attitudes towards leadership. Encourage team members to put in the effort to better understand each member within the team, where they come from, and what expectations they may have around tackling work. Encourage Informal Brainstorming: Barriers related to language differences or cultural

norms may make it difficult for an employee to feel comfortable contributing to a project or task. One way to overcome this is to encourage informal brainstorming led with open-ended questions such as “how do you think we should approach this project?” to encourage equal participation. It is vital to ensure that each member of the team feels as if their voices are being heard and their ideas are respected. Celebrate Diversity and Enjoy Com mon a l it ie s: To b u i l d a strong multi-cultural team, it is important to create a culture where diversity is celebrated and commonalities are explored. Diversity within teams can be celebrated through the use of a multicultural calendar (Canada’s Multicultural 2019 Calendar), or through a potluck where everyone is invited to bring a traditional food item from their cultural background. Through this celebration of diB1 versity, team members can learn –page S more about each other, identifyWaRd B1 ge a B paucket g commonalities, and build relatione – R dS B Fillin VI ships; all vital factors in ensuring aWaR at Wd Ba et o e ck strong and productive team .VIR Bu lling CR Fi Rd at Co Wd Re » Ro C Rd nd Co Ally Smit is part of the 13 sla Re Chemistry 20 rI » s ve nk

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WHO IS SUING WHOM

JUNE 2019

WHO IS SUING WHOM The contents of Who’s Suing Whom is provided by a third-party resource and is accurate according to public court documents. Some of these cases may have been resolved by publication date. DEFENDANT 1185285 BC Ltd 4669 Willingdon Avenue, Powell River, BC PLAINTIFF Chan Nowosad Boates Inc. CLAIM $32,133 DEFENDANT Admiralty Leasing Inc. 205 – 791 Goldstream Avenue, Victoria, BC PLAINTIFF Lorri Dawn Popoff CLAIM $14,972

CLAIM $60,282

CLAIM $10,842

CLAIM $31,738

CLAIM $205,209

DEFENDANT Bronte Heights Developments Ltd. 1626 Garnet Road, Victoria, BC PLAINTIFF Don Mann Excavating Ltd. CLAIM $53,249

DEFENDANT King Edward Hotel Ltd. 5170 Argyle Street, Port Alberni, BC PLAINTIFF Quang Van Nguyen CLAIM $35,156

DEFENDANT S & I Hardwood Floors 1885 Feltham Road, Victoria, BC PLAINTIFF Dwayne Epp CLAIM $8,984

DEFENDANT Garden City Tree & Landscape Ltd. 104 – 9717 Third Street, Sidney, BC PLAINTIFF Trident Marine Contracting Ltd. CLAIM $42,800

DEFENDANT Landtran Logistics Inc. 2300-550 Burrard Street, Vancouver, BC PLAINTIFF HMTQ Province of BC CLAIM $31,738

DEFENDANT Methodic Falling Ltd. 2383 Hoover Road, Campbell River, BC PLAINTIFF Chan Nowosad Boates Inc. CLAIM $32,133

DEFENDANT Habanero Homes Ltd. 2 – 177 Fourth Street, Duncan, BC PLAINTIFF Roofmart Pacific Ltd. CLAIM $10,603

DEFENDANT BC 0108815 5170 Argyle Street, Port Alberni, BC PLAINTIFF Quang Van Nguyen CLAIM $35,156

DEFENDANT Hollyhock Farm Ltd. 445 Highfield Road, Mansons Landing, BC PLAINTIFF Wizards 4 Environmental Technologies Inc. CLAIM $16,926

DEFENDANT Blackfish Sales Ltd. 1352 16th Avenue, North Vancouver, BC PLAINTIFF Juan He

DEFENDANT HTO Enterprises 1995 Ltd. 104 – 3680 Uptown Boulevard, Victoria, BC PLAINTIFF R M P Athletic Locker Limited

DEFENDANT Lordco Parts Ltd. 22866 Dewdney Trunk Road, Maple Ridge, BC PLAINTIFF Caara Haynes CLAIM $35,326 DEFENDANT M48 Investments Ltd. 3637 Shelbourne Street, Victoria, BC PLAINTIFF Alexis Dunn CLAIM $35,156 DEFENDANT Marshall Trucking Inc. 990 – 1040 West Georgia Street, Vancouver, BC PLAINTIFF HMTQ Province of BC

DEFENDANT Moneris Solutions Corporation 10th Floor 3300 Bloor Street West, Toronto, BC PLAINTIFF Pacific Geodynamics Inc. CLAIM $6,334 DEFENDANT NJS Transport Inc. 74 Lyndbrook Crescent, Brampton, BC PLAINTIFF HMTQ Province of BC CLAIM $31,738 DEFENDANT No. 158 Corporate Ventures Ltd. 201 – 19 Dallas Road, Victoria, BC PLAINTIFF Alexis Dunn CLAIM $35,156 DEFENDANT North Island College Foundation 2300 Ryan Road, Courtenay, BC PLAINTIFF Liberty Steel Buildings Inc.

DEFENDANT Seabrook Developments Ltd. 723A Vanalman Avenue, Victoria, BC PLAINTIFF 0831524 BC Ltd. CLAIM $10,875 DEFENDANT Ulster Transport Inc. 201 – 33832 South Fraser Way, Abbotsford, BC PLAINTIFF HMTQ Province of BC CLAIM $31,738 DEFENDANT WOM Mastercraft Construction Ltd. 201 – 19 Dallas Road, Victoria, BC PLAINTIFF RCS Resolution Construction Systems CLAIM $21,473

MOVERS AND SHAKERS

JUNE 2019

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NORTH ISLAND The Northern Sea Wolf begins service on June 3 rd on the seasonal route between Port Hardy and Bella Coola. BC Ferries is holding a celebration open to the public on June 3rd from 7:00 pm – 9:00 pm at Bear Cove Ferry Terminal to celebrate the addition to the crown corporation’s fleet. North Island College has received a Kwak’wala name for its Port Hardy/Mount Wa d d i n g to n R e g i o n a l campus. The campus was given the name Mixalakwila, which translates to “ma ker of what’s been dreamt about.”

CAMPBELL RIVER

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business in the Walmart Supercentre at 1477 Island Highway. Ron May is the top salesperson of the month for Bill Howich Chrysler while Justin Lynn is the top performer of the month for Bill Howich RV & Marine. Bill Howich Chrysler is at 2777 North Island Highway and Bill Howich RV & Marine is at 1632 Coulter Road. Discovery Passage Aquarium celebrated its grand opening towards the end of last month at 621 Island Highway.

COMOX VALLEY

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Colleen Evans

Col leen Eva ns, C E O of t h e Ca mp b el l R iver Chamber of Com merce and currently-sitting city councilor, announced she will retire from her role w ith the Cha mber th is summer. The board has been working on a succession plan and is beginning the search process for Colleen’s replacement. T he Scene i n Ca mpbel lton is t he second pr ivately-ow ned company to receive approval from Campbell River city cou nci l to operate as a non-medicinal cannabis retail store. Dustin and A sh ley Schook a re t he owners behind the new store. McDonald’s celebrated the grand opening of its newest outlet in Campbell River from May 31 – June 2. T he shop opened for

Leaders in Environmentally Accountable Foodservice (LEAF) recently named Locals Restaurant one of Ca n ad a’s top si x most sustainable restaurants. The award recognizes the company’s push towards eco-friendly operations, which includes sourcing local goods and produce, increasing the environmental efficiency of their equipment, minimizing food waste and more. Locals is at 1760 Riverside Lane in Courtenay. Ryan and Marnie Isherwood are the new owners of CARSTAR Courtenay at 2805 Kilpatrick Avenue. Ryan has over 20 years of experience in the Collision industry as a technician and owner. Telford, Toneff & Boyd welcome Jenn Wells to their team of professionals as a funeral director. Jenn will be serving the families of her home region – Comox Valley and Campbell River. Blinds & Bubbles

Boutique is moving into the Home Hardware outlet in Courtenay at 610 Anderton Avenue. The Comox Valley’s first event/co-working space, 4 Corner Studios, has opened for business at 2002 Comox Avenue. Co-owners Marc Gerrard and Nick Redway are behind the new space that serves as a gathering place for locals and visitors to hold workshops, a rt shows, meetings and private events while offering co-working amenities. The co-working space includes a private meeting room, seats for 10 and unlimited coffee. Bayview Strata & Rental Services congratulates its newest licensed Strata Agents – Erika English, Rebecca Lawson and Maria Klee. The company has offices in Courtenay, Parksville and Campbell River. Westview Ford welcomes Ryan Grabowski to its team as a sales consultant at 4901 North Island Highway in Courtenay. Both Rocky Mountain Coffee Co. locations and The Social Room are now permanently closed. Rocky Mountain Coffee Co. had locations in North Island Hospital’s Comox Va lley and Campbell R iver campuses. Blinds Bubbles Boutique Cleaning & Repair Centre is now open for business at Unit 111 – 2270 Cliffe Avenue. T he Pen i nsu la Co-op gas station at 699 Aspen Road in Comox celebrated its grand reopening after undergoing renovations. Part of the renovations included installing original SEE MOVER’S AND SHAKERS | PAGE 43

MOVERS AND SHAKERS

JUNE 2019

MOVERS AND SHAKERS CONTINUED FROM PAGE 42

driftwood art and a scenic mural made by local artist Alex Whitcombe of Driftwood Creations. Peninsula Co-op amalgamated with Comox Valley Co-op in 2016 and now operates the Comox location and the cardlock on top of Mission Hill.

Brodie Hornstein to its team at 780 Grant Avenue. Dr. Hornstein provides chiropractic and athletic therapy services to his clients.

after him.

business and is at 4679 Elizabeth Street.

PORT ALBERNI

Courtenay council has approved Bowser Cannabis to open a store at Courtenay Mall. The shop is the fourth cannabis retailer permitted to operate in the city.

Alberni Storage is now open for business at 4730 Cherry Creek Road. The company provides storage lockers with a wide range of storage space in heated and alarmed buildings.

Carley Bowyer h as opened Smoothology in the Adelaide Plaza at 4548 Adelaide Street. The new shop offers a range of smoothies, without sugar or juice fillers, that are vegan and dairy free.

Tian has opened Arbutus Nail & Beauty Salon at 536C 5th Street in Courtenay.

Congratulations to John Wells, the top salesperson of the month for Galaxy RV Sales & Service at 605 Crown Isle Boulevard.

Searle’s Shoes is celebrating its 25th anniversary at 250 Fifth Street in Courtenay. The store is owned by Derek and Cathy Newnes who bought the store in May 1994.

Sean Bullock is the new manager for Courtenay Collision at 2701 Moray Avenue in Courtenay. Sean has 34 years of automotive field experience in the Comox Valley.

Malinda Mazzocchi

Brian McLean Chevrolet Buick GMC cong ratu lates Malinda Mazzocchi on being the dealership’s top salesperson of the month. The dealership is at 2145 Cliffe Avenue in Courtenay. CBI Health Centre Physiotherapy & Chiropractic welcomes Dr.

Habitat for Humanity Vancouver Island North was recently presented with the Epic Engagement Award at the Habitat Canada National Conference in St. John’s, Newfoundland. This was one of five awards presented at the Conference Awards Gala which celebrates over 50 local Habitats across Canada. Comox Valley Nursing Centre (CVNC) is celebrating its 25 th anniversary at 615 10th Street in Courtenay. North Island College honoured the legacy of former president Dr. Lou Dryden by naming the atrium of the trades building

43 Wolf’s Breath Vape Shop has also opened in Adelaide Plaza at 4544 Adelaide Street, moving from its previous location on Johnston Road. Darryl Sm ith h a s move d h i s h o m e-b a s e d b u s i n e s s SEE MOVER’S AND SHAKERS | PAGE 44

Mini Price Dollar & General Store celebrated its grand opening on June 1 at its outlet on the corner of Third Avenue and Angus Street. Finishing Touches is celebrating its 40th anniversary at 4558 Elizabeth Street. Allure Beauty Spa celebrated its grand opening on June 2 at 4815 Johnston Road. The new spa provides nail, pedicure and lash extension services to their clients.

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Slammers Gym celebrated its fifth anniversary on June 2 at 4110 6th Avenue. J & L Drive-In is celebrating its 50 th anniversary at 4222 Gertrude Street. CJ’s Place Restaurant is now open seven days a week from 8 am to 7 pm at 5170 Argyle Street. Clarkstone & Dearing Notary Corporation is in its 25th year in

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MOVERS AND SHAKERS

MOVERS AND SHAKERS CONTINUED FROM PAGE 43

– Mountainview Computers to a storefront with Treasure Trunk Liquidators. Healthy Habits has announced they will move into the former Pine Restaurant space on Third Avenue this summer after completing renovations. The company is currently in a shop at 2916 3rd Avenue. Flandangles Kitchen and Gifts Shop has opened a sister business, Gibson’s Fine Linens, next door to its space at 3036 3rd Avenue. The new shop carries bed, bath and kitchen linens and accessories. The Donut Shop at Harbour Quay is now owned by Jan Marchant, who has worked in the shop for 14 years. Jan acquired the shop from previous owner Mike Barrowcliff who decided to sell the operation. The shop is open from 7:00 am to 4:30 pm every day and offers fresh doughnuts and coffee.

TOFINO-UCLUELET The winner of the annual Top Chef Canada competition is Paul Moran, executive chef at 1909 Kitchen in the Tofino Resort and Marina, who beat out runner-up Phil Scarfone for the title on television and claimed the $100,000 top prize. The Tofino Long-Beach Chamber of Commerce hosted its annual business awards at The Shore and announced this year’s winners. This year’s winners and categories were Long Beach Lodge Resort in Customer Service Excellence; Mady

Greyson of Tofino Brewing Company in Employee of the Year; Ocean Outfitters Tofino Adventures in Green Business of the Year; Central Westcoast Forest Society in Non-Profit of the Year; Summit Bread Co. in Best New Business; Picnic Charcuterie in Best Small Business; Chocolate Tofino in Best Business; and Rhino Coffee House in Business Leader of the Year. T he Tofino Harbour Authority recently held a celebration for their 20 th anniversary. Sound Acupuncture and Integrated Therapies announces they are expanding Acupuncture services offered in Ucluelet to include Tuesdays. Sound Acupuncture is at 1576 Imperial Lane in Ucluelet. Warren Barr and Lily Verney-Downey have opened Pluvio Restaurant + Rooms at 1714 Peninsula Road in Ucluelet. Warren is the former executive chef at the Wickanninish Inn in Tofino, and Pluvio is the former location of Norwoods Restaurant. Pluvio is proving to be very popular with guests and offers an outstanding array of dishes, with amazing presentations. The District of Ucluelet has hired Rick Geddes as its first full-time fire chief. Before taking on the new role, Rick was the deputy chief for the Sproat Lake Fire Department and acting unit chief for the BC Ambulance Service.

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announces that Carolyn Shaw has joined its team at 203 – 5160 Dublin Way. Carolyn has 25 years of experience assessing and treating vestibular disorders (vertigo, dizziness and imbalance), musculoskeletal and neurological problems.

Kiwi Cups Hair Salon has moved to a new location at Unit 1 – 675 First Street in Qualicum Beach. Parksville Chrysler Dodge Jeep announces that Bert Frost has rejoined its staff after a four-month-long absence. Parksville Chrysler is at 230 Shelly Road. Family Ford announces that Gerry Kilby is the dealership’s quarterly MVP. Family Ford is at 410 East Island Highway in Parksville. Caoimhe (Keeva) Kehler has been appointed chief administrative officer for the City of Parksville. Kehler has been the city’s acting administrative officer since January 2019. The Lighthouse Country Business Association (LCBA) elected a new board of directors at their recent annual general meeting held at Arrowsmith Golf & Country Club. The incoming executive includes Dietmar Baumeister-Quint as president, Carrie Powell-Davidson as vice-president, Betsy Poel as secretary and Glennys MacDonald as treasurer. Sitting on the board are Edie McPhedran, Rina Knoesen, Roland Stussi and Lawrence Setter. Parksville city council voted in favour of approving four applications for non-medical cannabis retail stores in the city. The new proposed shops include BC Cannabis at 826 Island Highway, Buddha Farm at 491 Island Highway East, Oceanside C-Weed at 3A-154 Middleton Avenue and Kaya Connection at 102 – 124 Craig Street. The applicants will now be considered by the Liquor and Cannabis Regulation Branch (LCRB) before receiving final approval to open. The Mount Arrowsmith Salvation Army thrift story held a grand reopening for their store at 192 Island Highway West. Some changes to the space included rearranging items for sale in the shop, polishing floors and allocating a space just for books. School District 69 board of education announced the retirement of superintendent and chief executive officer Rollie Koop. The search for a new superintendent will commence soon.

John Rogers is celebrating the 30th anniversary of his company John’s Bedrooms at locations in Nanaimo and Courtenay this month.

Phone: 250.668.8050 www.mtcasl.com

Alpha Gold & Silver is now open for business at 32 – 1708 Townsite Road. Construction Advisory Services

49th Parallel Bargain Bin & Thrift Store opened its garden center for the season at Unit 3D - 1824 Cedar Road.

Dr. Penelope Bartlett and Dr. Peter Haslett a n nou nced they a re leav ing the practice at 173 Fern Road West in Qualicum Beach. Dr. Henni Putter will take over the practice on September 1 st 2019.

NANAIMO

Call Mark Taylor P.Eng., G.S.C.

JUNE 2019

LifeLabs has opened for business in Nanaimo North Town Centre.

Joan Thistle

Around the World Travel welcomes Joan Thistle to its team of travel experts at 163 Commercial Street. Snuneymuxw First Nation celebrated the grand opening of the Saysutshun Concession on Newcastle Island. The new business provides food and beverage services with a rustic and traditional style menu with to go options and friendly customer service. Nanaimo Toyota a n nou nces Barry Davies is their top salesperson of the month for the dealership at 2555 Bowen Road. Derek Kennedy was the top salesperson of the month for Harris Nanaimo at 2575 Bowen Road. Church Pickard congratu lates Eric Landry on successfully passing the Chartered Professional Accountants’ Common Final Examination and becoming the firm’s newest Chartered Professional Accountant. Church Pickard is at 25 Cavan Street.

Jeff Lott

Nanaimo’s Jeff Lott was one of 24 British Columbians recently presented with a BC Achievement Community Award at the recent BC Achievement Community Awards ceremony held at Government House in Victoria. Lott was recognized for his work as a stem cell courier with the Bruce Denniston Bone Marrow Society. Over the years, he has taken over 20 international trips to pick up and transport stem cells for Vancouver General Hospital and BC Children’s Hospital. Lott was also president of the BC Summer Games in Nanaimo in 2014. The new Shell gas station has opened at the Island Highway and Lantzville Road, owned by Snaw-Naw-As First Nation.

LADYSMITHCHEMAINUS Resonance Hearing Clinic marks its 10th anniversary with four locations across the island including a clinic at #106 – 9844 Croft Street in Chemainus. Emily Weeks is the new Chemainus Visitor SEE MOVER’S AND SHAKERS | PAGE 45

MOVERS AND SHAKERS

JUNE 2019

MOVERS AND SHAKERS CONTINUED FROM PAGE 44

Centre manager. Weeks graduates from the Vancouver Island University (VIU) Tourism Management Program at the end of the year and worked as a tourism summer student from VIU last year. Misfits Fitness Studio & Health Bar is opening at 9780 Wi l low St reet in Chemainus. The new fitness center provides personal training, functional fitness and group fitness classes as well as a health bar that serves up smoothies, espresso, healthy snacks and blended healthy beverages. Ladysm ith RBC ma nager Allison Brind is one of 47 recipients of the RBC Global Citizens Award. As part of the award, Brind is travelling to Ghana in Africa to work on a community project. Ladysmith Credit Union (LDCU) celebrated its 75th anniversary at their recently held annual general meeting. Among the highlights at the meeting were that 2018 was LDCU’s second-highest net operat i n g i ncome, a nd t he

highest net income ever for the organization. Ladysmith Maritime Society announces that Roberta Bowman is the new marina manager. Roberta has a wealth of marina experience including seven years as marina manager of Sewell’s Marina in West Va ncouver. L adysm it h Maritime Society is at 610 Oyster Bay Drive. Discovery Honda congratulates its top stars of the month for their dealership at 6466 Bell McKinnon Road. They are Guy Jones and Trevor Sheck. T h e C h e m a i n u s Va lley Cultural Arts Society (CVCAS) selected Richard K. Schick, representing RWDI Air Inc. of Victoria, to be their consultant to undertake an independent feasibility study for the proposed CVCAS arts center.

COWICHAN VALLEY Pacific Homes is celebrating its 60 th anniversary at 3730 Trans-Canada Highway in Cobble Hill. Reg Davis of Countrywide

Village Realty Ltd. is celebrati ng h is 50 t h yea r i n real estate. Countrywide Vi l lage Rea lty is at 145 South Shore Road in Lake Cowichan. Island Home Furniture is moving next to its sister store Merit Home Furniture in downtown Duncan at 3230 Norwell Drive. Kaatza Station Museum recent ly celebrated its g ra nd op en i n g at 1 25 B South Shore Road in Lake Cowichan.

Vancouver • Langley • Victoria • Nanaimo • Kelowna • Kamloops • Nelson

Rocky Point Engineering is a leader in the building engineering industry.

Martin Drakeley joins the Municipality of North Cowichan in the new position of manager of fire and bylaw services.

• Performance Based Mechanical Design • Whole Building Energy Modeling

• Mechanical System Audits • Commissioning Services

The Hospital Auxiliary Thrift Store (HATS) recently celebrated its 10 th anniversary at its Station Street location in downtown Duncan. After 83 years of serving the Cowichan Valley, Whittome’s Travel closed its doors effective May 31, 2019. The company is closing down due to the retirement of Sharon Viala and Barb Gardiner. Meanwhile, Sherri Brubaker is joining Marlin Travel at 921 Canada Avenue.

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OPINION

JUNE 2019 A division of Invest Northwest Publishing Ltd. Vancouver Island Office 25 Cavan Street,Nanaimo, BC V9R 2T9 Toll free: 1.866.758.2684 Fax: 1.778.441.3373 Email: info@businessexaminer.ca Website: www.businessexaminer.ca

PUBLISHER/EDITOR | Lise MacDonald SALES | John MacDonald – john@businessexaminer.ca, Josh Higgins – josh@businessexaminer.ca WRITERS | Val Lennox, Robert MacDonald WEBSITE | John MacDonald – john@businessexaminer.ca

IS THE NDP’S GOAL TO REDUCE RESIDENTIAL REAL ESTATE BY 20-30 PER CENT? WHO KNOWS?

MARK MACDONALD

ver lunch, a businessman in Kelowna shared that in a recent conversation, BC’s Finance Minister Carole James told him it was the NDP government’s goal to reduce the value of the province’s residential real estate market by 20-30 per cent. I sought to have that verified, starting by directly contacting James via email. I was “intercepted” by Chandler Grieve, Senior Public Affairs Officer/Media Relations for the Ministry of Finance. After a phone call, I sent the questions to him directly via email, and Grieve’s first response was that he had no recollection of the meeting. I responded that I wasn’t trying to determine whether there was a meeting or not – that the question was what needed to be answered: “Is it the goal of Finance Minister Carole James to see the value of residential real estate in BC decrease by 20-30 per cent?” The generic response included a

statement made earlier in May by James, which noted “we needed to deal with a housing crisis and we needed to deal with speculation in the market. When you have people who can’t find places to live in the communities that they work in. . .you have a crisis and we have to deal with it. We are looking at everything from sales, to home starts, to affordability prices, to vacancy rates. . .” To which I responded again to Grieve, looking for a simple answer. “How about just answering the question straight up: ‘Is it the Minister’s goal to reduce the price of residential real estate 20-30 per cent?’ The answer, I would think, would be yes, or no.” No response. No surprise, really. It could have easily been a flat “No”. Yet if James’ alleged comments are true – and we’ve given her and her office every opportunity to say whether they were or weren’t – that should send shudders down the spines of every homeowner in the province. Home ownership is the backbone of financial strength for most families, as its Capital Gains exemption means any upward price gains aren’t taxed and become a large part of retirement planning. Yet even as neither James nor Grieve will confirm the 20-30 per cent reduction goal, the NDP government’s predictable ideologically-driven policies are having an

increasingly concerning effect on the real estate market. Their preferred “rich versus poor” diatribe manifests itself with policies like the “speculation tax”, which hammers selected communities where individuals own second, third or more residences – even if they’re only summer homes. Their foreign buyers’ tax, which was mainly aimed at Asian investors, has reduced what was a torrent of purchases down to a drizzle. Real estate boards throughout the province continue to report reductions in sales volumes from 10-20 per cent month over month, and significant reductions year over year. And yet, still, the NDP plods on, pursuing a path that has actually increased prices in some areas, simply because the supply has dwindled. Meanwhile, civic councils, which are often NDP farm teams largely due to public sector union funded pushes behind NDP candidates who ultimately vote on their labour contracts (somehow that’s not a conflict), make it increasingly difficult to develop and add product to the real estate market. Which produces scarcity, which drives up prices. The NDP is now boasting about rent controls, much to the delight of supporters. What they fail to realize is that

the unintended consequences of this squeeze is that developers put rental housing projects on hold. Why make an investment if you can’t get a decent return? The NDP’s response to that: Government funded low income housing. Which costs much more than the going rate for those built by the private sector. And, lest everyone forgets, it’s not “government” money. It’s ours. It is taxpayers funding those units. To compete, taxpayer funded subsidies in hand, with the private sector – that pays the lion’s share of tax already. Rent controls are obviously popular with renters, but as with most government policy, there are negative implications. A Ch a r tere d P rofe s s ion a l Accountant explained that rent controls also discourage apartment owners to renovate existing units, knowing they can’t recoup their investment through increased rents, as they normally would in a true free market. So if new apartments/accommodation units aren’t being built, what happens? Scarcity – and another failure to address the problem of availability. On the other hand, what is currently happening is the private sector, sensing opportunity due to extremely low vacancy rates, is the building of rental housing/ apartments everywhere, it seems.

They know their buildings will be filled immediately. One Island developer was a year and a half away from completion of a sizeable apartment block, and noted that half of the units are spoken for. The other thing that happens is, renters currently in older housing units see an opportunity to “move up” and seek tenancy in the new projects – which leaves vacancies where they used to live. They can manage to pay a little more for something new, and their former abodes become, effectively, a wave of “low-income housing”. So if the NDP’s goal is to reduce the residential real estate market 20-30 per cent, that won’t make housing affordable for untrained workers, either. But wait, if they raise the minimum wage. . . No, that won’t work. Minimum wage jobs were never intended to be mortgage paying occupations. But the NDP doesn’t get that either. It’s frustrating to watch the NDP nonsensically tinker with an economy that was doing just fine, thank you very much, for the past number of years. A team of rank amateurs fiddling with economic issues in real time, seemingly completely unaware of the potentially devastating results of their ideologically-driven policy. Who pays for that? Everyone, including their own traditional supporters.

GOVERNMENT SPENDING MUST BE A FEDERAL ELECTION ISSUE

THE FRASER INSTITUTE JAKE FUSS, TEGAN HILL AND JASON CLEMENS

s the fall federal election ap proa che s, p ol it ic a l commentators will bombard Canadians with sometimes misleading rhetoric. But Canadians need facts, not fiction, to make well-informed decisions. Such rhetoric undermines the public’s understanding of good policy and on one key issue, creates confusion around the size

and role of Canada’s federal government in recent history. Appropriate size of government is critical, as it shares a close relationship with economic growth. Two measures can properly determine the size of the federal government: spending (as a share of the economy) or per person spending (adjusted for inflation). Immediately after taking office, Prime Minister Justin Trudeau increased program spending. As a share of the economy, federal program spending increased from 13 per cent in 2014 to 13.9 per cent in 2015. At the end of this government’s term in October, this year’s federal budget projects program expenses will reach 14.3 per cent of gross domestic product. So the share of government spending has increased (relative to economic growth) since the last federal election. Similarly, per-person spending

(inflation adjusted) immediately jumped from $7,740 in 2014 to $8,282 by the end of 2015. In 2018, per-person program spending (in f lation adjusted) reached $8,869, the highest point in Canadian history, including the Great Depression, the 2009 recession and both world wars. Clearly, under the Trudeau Liberals, the size of the federal government has increased. Yet the size of government can’t be branded by political party. Prime Minister Stephen Harper also increased the size of the government. According to data from the federal Department of Finance, the Harper Conservatives increased per-person spending (inflation adjusted) from $6,992 in 2005 to $7,740 in 2014 – an increase of 10.7 per cent. Prior to Harper taking office in 2006, federal government spending as a share of the economy was 12.5 per cent. By the end of his tenure, Harper had

increased spending (as a share of GDP) to 13.0 per cent. No matter how you slice it, the Harper Tories increased the size of the federal government. The expansion of government under both Harper and Trudeau stands in stark contrast to the reform period led by Liberal Jean Chretien. By the end of his tenure as prime minster, Chretien had reduced the size of government (as a share of GDP) from 17.1 per cent in 1992-93 to 12.5 per cent in 2003. Moreover, in 1999-00 and 2000-01, federal program spending as a share of the economy was reduced to 11.8 per cent – a level not seen in decades. Per-person spending tells a similar story. Before Chretien took office in 1993, per-person program spend i ng was $6,995. At its lowest point, Chretien reduced this number to $5,806. Although per-person spending inched up to

$6,670 near the end of his tenure, the amount was still lower than when he took office. Some political commentators may suggest a Liberal government means more spending and larger government, but that’s not necessarily the case. Chretien reduced the size of government during his time in office. As Canadians prepare to vote in the fall, it’s crucial to remember both the importance of sound fiscal policies – balanced budgets, smart and prioritized government spending, and competitive taxes – and the history of previous governments. The resounding economic success of the Chretien government can serve as an ideal model for future governments, regardless of the party. Jason Clemens, Jake Fuss and Tegan Hill are analysts with the Fraser Institute

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