ECA Breaking Ground Winter 2020 by Edmonton Construction Association

shift goes digital and inspires different ways of thinking in a post-pandemic world

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Official Publication of the Edmonton Construction Association

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Looking ahead

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The ECA defines strategic objectives for 2021 and beyond

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A perspective-changing pandemic Designers and contractors adjust and find opportunity in a new normal

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TABLE OF CONTENTS 12

Message from the Executive Director of the ECA, John McNicoll

Winter 2020

ON THE COVER

Looking ahead The ECA defines strategic objectives for the next three years

Your ECA team

A perspective-changing pandemic: Designers and contractors adjust and find opportunity in a new normal

ECA incoming Chair Doug Hansen (left: Fillmore Construction) and current Vice-Chair Andrew Sharman (U of A) on location at the University of Alberta.

Shifting perspectives: SHIFT goes digital and inspires different ways of thinking in a post-pandemic world

Doing well by doing good: Afdhel Aziz talks about his company, his books, and how companies can make a difference in the world

Getting digital: Training at the ECA moves from in-person to online

Building a foundation of great leaders: The ECA brings FMI Corporation’s Emerging Leaders Institute to Canada for the first time

Trying something new: The EPSB builds new Dr. Anne Anderson school using IPD method

When two becomes one: Industry mergers and acquisitions see uptick in 2020

Going up! Transit takes flight with Prairie Sky Gondola

Building Edmonton Updated site provides a snapshot into the City of Edmonton’s 2020 construction season

Going the distance: DRIVE! Canada’s largest multi-level indoor go-kart track opens at West Edmonton Mall

The impacts of the COVID-19 pandemic on Edmonton’s construction sector Edmonton Construction Association

On the need for an innovative new system of highway management

Getting better and better: Exciting features coming soon to BuildWorks Canada

Bridging the gap: NAIT’s Bachelor of Technology program a great option for those looking to further their career in construction

Support mechanisms critical for women in construction

COVID-19 and force majeure

ACA advocacy update

Social procurement: What is it?

Index to advertisers

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ECA Breaking Ground Published by: DEL Communications Inc. Suite 300, 6 Roslyn Road Winnipeg, Manitoba R3L 0G5 www.delcommunications.com

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2020 ECA BOARD Board Chair Trevor Doucette Vice-Chair Andrew Sharman Treasurer-Secretary Rob McGrath Directors Derek Ciezki Jamey Singh Doug Hansen Greg Burghardt

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Message from the Executive Director of the ECA

Greetings to you and your construction team Our board sets strategic direction, and my staff and I bring those intentions into reality with operational planning and execution. Our goal is to be a high-functioning association and our board and staff are passionate about advancing the industry as a hub of construction excellence. Our success is not possible without strong members like yourself showing concern for the common good of our industry. The ECA has been developing our own Strategic Process Model (pictured on page 18), which clarifies how our board and management relate. Further details of our process are presented in this issue. Our board has renewal every year, and this year 16 candidates ran for four board seats. This speaks volumes about our members’ interest in leading our industry, and we are thankful for all those who courageously put their names forward. Thanks to all who ran and congratulations to those who were elected (unknown at time of writing). This edition of Breaking Ground has a diversity of great articles. As you read, you will get a current update on the state of issues facing our market and how your fellow member firms and owners are dealing with issues and challenges like COVID and our economy. You might find ideas that help your firm’s journey to success through constant improvement. You, and all our members are always gathering intel on our construction community and the trends that are shifting the way we build and do business. As always, the ECA is here to help member firms face the challenges of our market and find ways to strengthen your team.

We enable your firm’s growth through networking, procurement, education, and collaboration. We have pivoted much of this to online formats and thank you for adjusting with us. Your company can strategically leverage the ECA for maximum benefits and we are here to help you do that. Most of our members take advantage of our services beyond our BuildWorks information and opportunity service. If you are not as engaged as you would like to be, why not change your pattern and try some new approaches? This could be your year of ECA engagement. The lifetime members know the value this creates for their bottom line – the same can be true for you. Our association with board and staff works for you every day to enable your firms’ success. The ECA also advocates on your behalf, clarifying the highest levels of behaviour for our whole industry and the owners we all encounter with attention to best practices for project management, contracts, collaboration, and communication throughout each project. We will work to support you for a great year in business – thanks for allowing us to contribute to your success. In your service, John McNicoll

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Looking ahead The ECA defines strategic objectives for the next three years By Shayna Wiwierski

Edmonton Construction Association

to provide the strategic direction to

relates to our strategic plan, and this

our organization,” says Doug Hansen,

board retreat offered our team an

incoming ECA Board of Directors

opportunity to strengthen and challenge

chair, and project director at Fillmore

our vision.” After the framework was established,

Construction Management Inc. “It is always important to review and renew

there was a selection process for

our vision of good governance as it

determining which of those ideas that

PURPOSE

Advance the Industry as the Hub of Construction Excellence

VALUES

Collaboration Leadership Teamwork Member service

STR ATE G

OA IC S T R A THOU RD T E GHT G I LEAD ER C P L SHIP A N

STRATEGIC PROCESS MODEL

PILLARS

Collaboration Education Procurement Networking

3 YEAR STRATEGIC PRIORITIES

1 & 3 YEAR ECA KPI’S

1 YEAR GOALS AND PRIORITIES

QUARTERLY PRIORITIES

OPE

A TIO O P NAL NAG EM E R E A T XECU ENT TIO I O N A N LEA DER L P L SHIP A N

The ECA board recently met to determine the strategic vision for 2021 and beyond. The ECA board retreat happened from September 17 to 19, 2020, where a strategic planning visioning session took place. The physically distanced event was held to review the challenges of the year and also to look three years ahead to see where the ECA should go to support its members. The output from the session was to see how the association could remain relevant and have value proposition for members since the ECA is a member-based organization. “How do we address complex industry challenges, those that are concerning some of our members and how do we influence the system both with public and private owners,” says Andrew Sharman, vice-chair of the ECA board and vice-president of facilities and operations at the University of Alberta. “Where do we see these sorts of opportunities for the long term of the industry?” Before the retreat, the board hired consultants who met with every board member, as well as key people from the leadership team of the ECA staff. The consultants then moulded research from questionnaires and interviews to determine the highest priorities of board objectives relative to the board, the ECA, and industry. Those individual responses created a framework for discussions that took place at the retreat and it was a time to talk about the strongest emerging ideas and issues that the group felt they needed to address. “We have a board of directors that acts as a high-performance group

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“ We want to continue to create long-term relevance and utility for all procurement on BuildWorks, which is our construction information platform.”

came up fell into a common bucket. By looking at each bucket and what the board wanted to accomplish, four priorities were established. The first priority is to maintain a relevant value proposition as a reimagined member-based organization. That will include defining the ECA services and activities in new ways, as well as challenge historical thinking and serve members with a contemporary business model.

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The second priority is reimagining the role of information platforms, including BuildWorks, and defining how construction information services can add the most value to the ECA membership. “We want to continue to create long-term relevance and utility for all procurement on BuildWorks, which is our construction information platform,” says John McNicoll, executive director of the ECA. “As the hub of construction information, we are expanding pre-build and bid phase information and process, and helping people to leverage the data that we capture in our platform to constantly improve our added value to the industry and our members.” The third priority is to support the development of modern skills and capabilities across the construction sector. This will require the board and executive team to consider and define what it is that constitutes a modern skillset for the industry and then how the ECA can highlight, celebrate, and accelerate the development of these capabilities in a substantial way. Finally, the fourth priority is to address complex integrated industry-specific challenges. McNicoll says that the ECA has a focused role on enabling the development of integrated solutions to some of the most deeply rooted industry challenges. Examples he gives are: the building of industry-wide capacity in construction literacy; consistency in tendering; owner alignment; and vendor performance evaluation.

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“We want to build on the collaborative

through the uncertainties of this

“The group, both staff and board,

and inclusive approach that we have

pandemic together,” says Hansen.

are very excited about the next steps

already by using our ideas of the hub

“Together we will remain strong and

that will take place for us to continue

of construction, which is the idea

there will be much to learn for the future

to contribute leadership and service

that with so many people involved in

success of all our industry partners in

to the industry. It is our hope that the

construction, we need to deal with them

the hub of construction.”

whole industry will be thankful for the

all. The design community, the owners, the suppliers, the manufacturers, the trades, and the general contractors,” says McNicoll. Now that these priorities are determined, the ECA will then be

McNicoll adds that they encourage

good outcomes that the industry will

the construction community to get

produce,” says McNicoll. “All of that

in touch with the ECA to add to the

is in pursuit of the broader goals of

conversation and contribute their voice

advancing the industry and being the

to these objectives.

hub of construction excellence.” u

completing a contemporary assessment of the industry as a whole as a starting point to their work on coming up with solutions that will help the whole industry. They will do an assessment that is industry-wide and part of this will be a SWOT analysis (strengths, weaknesses, opportunities, and threats) for the industry. At the end of the assessment they will come up with the priorities for what the ECA will do to address these specific challenges. From the ECA board’s perspective, they are excited for what these priorities mean for the association, as well as what they mean for members. “I think COVID has reinforced that we need to really review what the value is to members and how we can best support members in difficult times, which were already there prior to COVID,” says Sharman, noting that there are a number of new board members this

• CONSTRUCTION MANAGEMENT

year and it has been beneficial to get their input. “COVID has just increased the challenges to the industry.”

• DESIGN / BUILD

Now that the priorities have been identified, the ECA will clarify their

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strategic intent and direction of the priorities for the next three years. The leadership team and staff will work with the board to clarify the next steps as to how these things will be achieved and then decide together the best way to commit to them. “The association is always looking to continue to deliver value to our members in so many ways now more

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A perspectivechanging pandemic Designers and contractors adjust and find opportunity in a new normal By Jason Syvixay

With COVID-19, we have seen how incredible feats can be accomplished even under great strain.

Without a doubt, COVID-19 has disrupted our communities, our streets, our homes, and our lifestyles. We have been challenged in many ways to adjust to a “new normal” — whether it has been to physically distance ourselves in public spaces, to wear masks in grocery stores or restaurants, or to work from home with kids and pets bustling in the background of our video calls. And while these past few months have been unprecedented, we have also learned immensely from this period of rapid change. Within weeks, we saw governments coordinating to launch financial assistance programs. We saw cities and communities repurposing hundreds of kilometres of road right-ofways to create space for pedestrians, spurring a huge demand for walking and cycling. We saw teachers coordinating online educational opportunities. We saw essential workers celebrated for keeping our grocery stores and public health facilities open and operating. Under regular circumstances, any one of these initiatives would have been a challenge, but with COVID-19, we have seen how incredible feats can be accomplished even under great strain. Edmonton’s design and development community, too, have shown how they can pivot in a matter of days to adapt to new circumstances. For Daryl Wiebe, president of KERR Interior Systems Ltd., the shutdown in Edmonton that occurred back in March of this year, while challenging, also presented his business with several new opportunities. “We had approximately half of our office staff working from home for To keep his staff safe and to comply with COVID-19 restrictions, AltaPro’s safety officer set up a QR-code for employees to scan through their mobile devices to obtain a survey to answer safety-related questions before entering their office space.

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Above: The VETS Group field crews and service technicians were provided with additional personal protective equipment (PPE). They also instituted a daily survey for all of their employees to complete, attesting to being symptom free and have requested everyone in a position not to maintain a six-foot distance [in an office, shop, and field] to wear a non-medical face covering. Right: AltaPro Electric made sure that sanitizer was installed at all key entrances, exits, and in washrooms on their job sites, and that signage was applied at major exit entrance pathways to clearly delineate and remind employees of physical distancing.

about two months,” says Wiebe. “While this was new to us, the positive was that our office staff learned how to work remotely, and saw how it could be very effective.” KERR Interiors originated in 1978 by friends Ken, Ed, Russ, and Ron — or KERR. They have had their fair share of ups and downs — rapid expansion and also hardship when the economy crashed in 2008. These lessons learned over time, as Wiebe describes, is one of the reasons why they were able to quickly adapt during this pandemic. “The need to continuously change and

improve is part of our culture.” The transition to working from home has led Wiebe and KERR Interiors to think about new procedures and technology to make virtual meetings easy and seamless. “Our staff love the option of working from home,” says Wiebe. “It is now in our company work manual for people to work from home a couple of days a week if it suits their schedule better. And the fact that we were already using technology has made it very easy to communicate virtually with clients.” For VETS Group, which is comprised

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also ensure client comfort, adds Rayner. “Our quick ability to institute additional measures has allowed us to get back on our client sites in a timely manner.” VETS Sheet Metal was founded in 1921 by First World War veteran Fred Rayner. VETS Sheet Metal focuses on industrial and institutional ventilation and dust collection system design, fabrication, and installation throughout Western Canada. VETS Facility Service focuses on preventative HVAC maintenance and mechanical system retrofits in Edmonton and Red Deer areas. For Bert DeBruin, CEO of AltaPro Electric, the transition for the office to working from home has led to less time spent commuting to and from meetings — resulting in an approximate 30 per cent increase in meeting time productivity. “Since COVID hit, I had to drive less for in-person meetings, as the industry has adapted to online meetings, including brief check-ins for coordination with our

project partners and estimating pursuits,” recalls De Bruin. “During this time, we also explored other cost-effective strategies as a team by collaborating more online, especially with the Integrated Project Delivery (IPD) model or seeking prefabrication options to limit the amount of people present at a construction site.” AltaPro Electric, formed in the tough times in 1987, provides a wide range of electrical services for institutional, commercial, light industrial, multifamily and assisted living complexes. In addition, they deliver renewable energy infrastructure for commercial and utility scale projects through photovoltaics (PV). To keep his staff safe and to comply with COVID-19 restrictions, AltaPro’s safety officer set up a QR-code for employees to scan through their mobile devices to obtain a survey to answer safety-related questions before entering their office space.

Once staff are cleared to enter their office spaces or construction sites, they are met with a series of COVID-19 safety measures. DeBruin notes how sanitizer was installed at all key entrances, exits, and in washrooms, and that signage was applied at major exit entrance pathways to clearly delineate and remind employees of physical distancing. DeBruin says that through Merit Contractors there is an employee assistance program with Warren Shepell, which has resources for financial, stressrelated, relationship, and mental health issues, to name a few. “Employees might call in sick because of their COVID-19 symptoms, which have obviously resulted in some challenges,” says DeBruin. “But we have been flexible and remain open to supporting them through these difficult times.” With construction sites often limited with space and projects built in close quarters, DeBruin says that costs for construction have likely increased, such

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Shifting perspectives SHIFT goes digital and inspires different ways of thinking in a post-pandemic world By Jason Syvixay

The ECA hosted their annual SHIFT conference virtually this year on October 29, 2020.

Near the end of October of this year, the Edmonton Construction Association’s (ECA) SHIFT conference attracted an audience of nearly 100 owners, builders, consultants, constructors, and contractors in Edmonton. This annual event, which has historically taken place in-person since 2015, opted for a virtual gathering in light of current COVID-19 restrictions. While past themes focused on collaboration, critical decisionmaking, and disruption, this year, SHIFT turned its gaze on how to “Build Back Better” in a post-pandemic world. “This conference is all about aligning purpose with our work,” said Thomas Ziegler, one of the organizers of SHIFT and a project engineer at Al-Terra Engineering. Bright and early at 8:30 a.m. on October 29, 2020, Ziegler and co-host Lily Brooks, kicked off the conference, emphasizing the importance of 32

Edmonton Construction Association

a business focus on gender and racial inequality, reconciliation with Indigenous peoples, climate change, and sustainability. SHIFT participants have come to expect a whole bevy of benefits when attending the conference, from diverse keynote presentations to abundant networking opportunities to thoughtprovoking panel discussions. While different than previous years, the transition to a digital platform extended reach to new attendees from further parts of the city and province, and provided a safe and open space for direct collaboration. With a click of a mouse, professionals with a wide-range of expertise could easily communicate with one another and submit their questions and feedback. A keynote address by Afdhel Aziz, founder and chief purpose officer of Conspiracy of Love, zoomed in on how

business could be a force of good. Aziz shared case studies on how the philosophy of “doing good and leading with purpose” has been advanced successfully in the built environment, real estate, and construction industry. “The myth that purpose doesn’t lead to profitability is slowly being shattered,” Aziz said. He identified three shifts occurring as a result of COVID-19: consumers want to buy from businesses that do good; employees want to work with businesses that do good; and investors want to support businesses that do good. “Brands are growing twice with their commitment to purpose,” he added. Aziz’s research pointed to the global annual spending power of Millennials — $2.5 trillion — and how 95 per cent of this demographic would switch their spending habits to businesses that do good.

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A keynote address by Afdhel Aziz, founder and chief purpose officer of Conspiracy of Love, zoomed in on how business could be a force of good.

Aziz further noted, that “65 per cent of consumers say that a brand’s response in the crisis will have a huge impact on their likelihood of purchasing in the future.” The keynote presentation explored the silver lining of this pandemic; how COVID-19 has compelled business to reimagine what they can do. “Businesses can take the power of their supply chains and create change at scale,” said Aziz. He reflected on how several businesses pivoted during the pandemic to support the community, and how these shifts in fact enhanced their value proposition. Brands began to manufacture scrubs or PPE (personal

protective equipment), and used social media to acknowledge their complicity with racial and social inequities, a topic made salient by Black Lives Matter and other grassroots initiatives around the world. Delta Airlines went carbon neutral. McDonald’s made a commitment to source cage-free eggs by 2025. Restaurants began to purchase plantbased products, helping to generate less greenhouse gas emissions. These shifts, Aziz says, can connect a business’ brand to future consumers, employees, and investors. “If businesses want to be future proof, they need to think about how

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they will be attracting future talent and brainpower,” said Aziz, noting how 85 per cent of Generation Z employees want businesses to focus on corporate social responsibility. A panel discussion between Tim Coldwell, president of Chandos, and Marcia Nozick, CEO of Embers Staffing Solutions, illuminated topical perspectives around social procurement. “I am a strong advocate for social procurement,” Coldwell said. “I believe it is the future of the construction industry.” He noted that a company’s true purpose can be found in their buying decisions. Chandos recently made a

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“ Through our partnership with these organizations, we’ve helped dozens of people on their journey to full-time employment and have hired some of these temporary workers into full-time roles.”

commitment that by 2025 at least five per cent of their purchasing will be spent with social impact organizations, including certified social enterprises. “We’ve already been working with Embers in Vancouver and Women Building Futures in Edmonton, two social enterprises that help people facing barriers find meaningful employment,” Chandos’ website states. “Through our

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Edmonton Construction Association

partnership with these organizations, we’ve helped dozens of people on their journey to full-time employment and have hired some of these temporary workers into full-time roles.” Nozick noted how social procurement has strengthened development projects, and how partners have reaped the benefits. Nozick’s social enterprise, Embers Staffing Solutions (ESS), launched in 2018, providing “temporary and transitional jobs to people facing multiple barriers through low-barrier employment opportunities, helping thousands of individuals transform their lives and, in turn improve the health and safety of the communities in which they reside.” “An owner brought all of his project supervisors together and said, ‘from now on, if you need labour, you need to talk to Embers’,” Nozick recalled. “There is a perception that the workforce won’t be helpful. Fast-forward, development partners now promote us. We finish their jobs on time. And now they work exclusively with us on their projects. They’ve realized that they are going to get even better quality.” An audience member asked “How

can we influence social change when we are not management?” The panelists noted how leadership can and should be found at every level and stage of the development and construction process. Eladia Smoke of Smoke Architecture, a firm whose work includes communitybased and institutional projects working alongside Indigenous stakeholders, noted how non-managers can influence social change by asking good questions and doing their research. “When I was an intern architect, I would ask questions that others would not have thought about,” Smoke recalled. “I would provide extensive research to support my question, and low and behold, it would change and shift perspectives and the project itself.” Smoke represented Canada at the 2019 Venice Biennale Unceded exhibition as part of an international team of Indigenous designers and architects. As one of three Indigenous architects working in Canada, Smoke noted how representation matters. “When you hire those who are underrepresented in their industry, you can bet your bottom dollar that they will work tirelessly,” Smoke stated. “Our industries will only get stronger when we invite more to the table.” She noted how inequities facing communities and cities stand in the way of their greatness. “The more we support our natural systems, the better we will be. Those systems make us strong.” Coldwell responded to the audience inquiry, noting how the construction industry is unique, and that decisionmaking is not simply made at the top. “When the rubber hits the road, there is a lot of autonomy in the construction industry,” he said. “Project managers, superintendents make decisions every day. Everyone can lead and make an impact.” For these panelists, leadership and social change is about reinforcing relationships at every level, at every process, and at every stage. “People are waking up to not only

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Doing well by

doing good Afdhel Aziz talks about his company, his books, and how companies can make a difference in the world By Shayna Wiwierski

Afdhel Aziz is co-founder and chief purpose officer at Conspiracy of Love, which is one of the world’s leading brand purpose consultancies. He was also the keynote speaker at this year’s ECA SHIFT Conference, which was held virtually on October 29, 2020.

When it comes to purpose, companies have many different reasons why they are in business. To make money or to sell a vision are two major pillars of what drives brands to keep going. It’s no secret that the past few years have seen a shift in businesses; rather than just making a profit, a lot of companies are pivoting their business

model to be purpose-driven. They want to make a difference in the world. Whether that’s switching up their business to cut down on environmental waste, donating profits to charity, or employing marginalized groups. Afdhel Aziz is co-founder and chief purpose officer at Conspiracy of Love, which is one of the world’s leading brand

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purpose consultancies. With offices in Los Angeles, New York City, and London, England, they have helped Fortune 500 companies and iconic brands like Adidas, Microsoft, Facebook, and others on the topic of doing well by doing good. “We are seeing an explosion of interest in brands and companies asked to do more good in the world,” says Aziz, who is based in Los Angeles, but was born in Sri Lanka and lived previously in New York City and London. “The traditional definition of corporate social responsibility or corporate philanthropy are really being challenged, especially in the wake of COVID-19 and the racial justice protests with consumers demanding that brands do more to step up and help the planet and people.” After 20 years of working in marketing and brand management for major companies like Procter & Gamble, Nokia, Heineken, and Absolut Vodka, Aziz left his full-time job after writing his first book, Good is the New Cool, Market Like You Give a Damn, which was co-written

with Bobby Jones. The book focuses on a model of allowing companies to address environmental, civic, and economic issues in a way that grows their brand and business, while giving back to society and using branding as a force of good. The book was such a hit that it allowed Aziz to quit his job and focus full time on helping companies use this philosophy. He started up Conspiracy of Love in 2017 and fast-forward to 2020 where he is now also a professional keynote speaker with another book to be released later this year. Aziz was the keynote speaker at this year’s ECA SHIFT Conference, which was held virtually on October 29, 2020. He talked about the different ways in which the construction industry itself is an incredible opportunity to rethink its approach and become more innovative in helping society, as well as the world. One of these ways is looking at the role that they play in regards to climate change. Aziz says that the real estate industry accounts for about 40 per cent

of the world consumption of energy, while emitting around 30 per cent of the total greenhouse gases, and 40 per cent of its raw materials. As a sector, it has a staggering amount of influence on the world and he says that there is a real mind shift in terms of the industry waking up and realizing how it operates and what those commitments mean in order to fulfill their societal obligations to the wider world. “I think what is really fascinating is that alongside this environmental awakening and the consciousness, which is manifested in things like LEED certification becoming so popular and mainstream, there is also an understanding of the social impact that the construction industry can have in terms of how it can help people from disadvantaged backgrounds get careers and raise them out of poverty, raise them out of drugs, and help them get on a path to stability and success.” He gives an example of Chandos, which is 100 per cent employee owned

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“ Think about your customers as citizens with a broad range of interests and issues they would care about. Then ask yourself, what problems in their lives could you as a brand fix? and the only B Corp Certified commercial builder in the country. The company does impact sourcing, which is where they hire youth with disadvantaged backgrounds and then give them a job in the construction industry. Aziz says that this, in turn, allows those employees to turn their life around and become an independent citizen. “We were privileged to help [Chandos] think through their purpose strategy and messaging as well,” says Aziz. “They were already in a pretty incredible place, so we were lucky to work with them to help refine and polish what they were doing and give them some strategic clarity around which bits of their message to lift up and how the different elements, whether its environmental sustainability or impact sourcing, how they all fit together.” In addition to helping companies do good, Aziz is also looking forward to his second book, The Principles of Purpose, which is set to be released later this year. The book will be based on the work they do at Conspiracy of Love, as well as a Forbes column he writes where he interviews leaders in the space of business and social impact. “If Good is the New Cool was really

about how to create a purpose-driven brand, then The Principles of Purpose is about how to create a purpose-driven company economy,” says Aziz. “What we realized was it wasn’t just chief marketing officers, but chief executive officers who really needed a handbook and guide in how to transform a company into one that is truly purpose driven.” The book will consist of nine different principles that illuminate the path that a modern-day CEO should take in realizing how to inspire their employees. By doing that, their employees will then come up with new models of innovation to create things that do more good in the world as well. Tesla, Patagonia, and Ben & Jerry’s are a few examples he mentions that are putting purpose driven at the core of their business model and are showing that they are outperforming their competition. He mentions that they attract employees who really want to have their work have some meaning and feel like their careers have a purpose. So where is the best place to start when it comes to implementing a purpose-driven model? Aziz says that the purpose of a company or a brand is the intersection of two things; what the company is uniquely positioned to do

better than anyone else, and what the world needs, more specifically, what the consumers of the product or service the company provides, needs. At Conspiracy of Love, they go on a six-week deep dive program to look at both of those questions. They take a look at the origins of the company, why it was founded in the first place, and what the problem was it was trying to solve when it was created. They talk with its leadership, its employees, and then map out what their consumers want, what their potential customers and collaborators want, and map it against culture looking at the world. “Think about your customers as citizens with a broad range of interests and issues they would care about. Then ask yourself, what problems in their lives could you as a brand fix? Not just what your product could fix, but what your brand can fix in creating initiative to bring it to life,” he says. “That’s a good starting point if you think about being at the intersection of useful and delightful in that world of your customers.” For more information on Afdhel Aziz and Conspiracy of Love, visit conspiracyoflove.co or get in touch through LinkedIn. u

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Getting digital Training at the ECA moves from in-person to online

When COVID-19 hit North America earlier this year, the ECA soon had to pivot their model of offering their educational events in the classroom and switch from in-person to online.

By Shayna Wiwierski

Times are definitely changing. A big part of what the Edmonton Construction Association (ECA) offers is education sessions and networking events for those working in the industry. When COVID-19 hit North America earlier this year, the association soon had to pivot their model of offering these educational events in the classroom and switch from in-person to online. “Pre-COVID we were having scheduled in-class groups. Sometimes we would have 30 people, sometimes we would have two, but they would all be in the same classroom… There was a lot of printed material, sign-in sheets that were paper, stuff like that, and we were able to serve them lunch and present them with certifications,” says Taylor Lewis, education coordinator at the ECA. “Now everything has been shifted to online, so a lot of responsibility is now reliant on the Internet. They sign up and we email them the course material.”

The ECA was able to switch most courses to online starting at the end of April and since it’s all digital now, they are able to partner with other construction associations across the country in offering these classes. Lewis says they offer the same amount of classes, but more are able to run since instructors are now able to fill more spots since they take students from all over the country. For example, if the ECA only had one student for an in-person course, it most likely would have been cancelled since it wouldn’t be feasible for the instructor to travel to the ECA offices. Now, construction associations are partnering up to offer these classes nationwide, meaning that an online course might have participants from Edmonton, Red Deer, and Toronto. Since COVID hit, Lewis says that she has been in touch with about 12 different construction associations across the country to partner on offering training courses.

“The number [of instructors] has gone up since it’s gone virtual. We have reached out and made connections with more online instructors. For example, we have an instructor who I reached out to to teach a course who is actually from Winnipeg. So now that person doesn’t have to come here and it’s more affordable and practical for us and her.” Perry Educational Services is one of the organizations that the ECA partners with in delivering these courses. Phil Perry, president of Perry Educational Services, says that prior to COVID he only taught in-person classes, but was quick to switch to online once the pandemic forced everything to shut down. Perry runs a variety of construction management courses for associations and organizations across the country. Since mid-April, he has gone to the Virtual Instructor-Led Training (VILT) method and uses the GoToTraining platform to facilitate the courses to

ECA Breaking Ground | Winter 2020 45

Perry says that he sees a huge difference between the Millennials and the Generation Z demographic compared to the Baby Boomers and early Generation X in terms of the reception of these courses.

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Edmonton Construction Association

associations and trade associations now advertise the course and they feed me the students and then I run it through my platform.” Perry says that there are many benefits to using the VILT model, including a reduction in travel time and travel costs for both the instructor and participants; he can train remote employees simultaneously from the office, home, site, or hotel room; he is able to offer more courses; and there are zero cancelled courses. He says that if someone books a course, then they get that course as his travel costs are now $0, meaning that there are no longer course minimums to make for a viable class. This is the first time that Perry Educational has offered their services online. Perry says that since construction is very much a face-to-face relationship industry, he has found it difficult in the past to build relationships through the online world. Overall though, the response to the virtual courses has been positive. He has heard feedback from students that although they miss the face-to-face interaction, they do like the convenience of an online platform. GoToTraining allows participants to use various polls, chat rooms, raise hand exercises, and more, so he is able to incorporate a lot of work that was traditionally seen in the classroom to online. Just like every other industry, participants were quick to adapt. Perry says that he sees a huge difference between the Millennials and the Generation Z demographic compared to the Baby Boomers and early Generation X in terms of the reception of these courses. He says that those who grew up with tech are finding it a lot more efficient, whereas those who are in their 50s or 60s tend to be a little more interactive in that they want to see you, shake hands, and have those side discussions with people in real life. Overall though, aside from a few minor hurdles, like training and how to use the online platforms, the courses have been going very well.

As for what the future holds, Perry thinks that online courses are here to stay in some capacity with some associations mentioning that they will never pay to have an instructor fly in again. “This is having businesses rethink things like the logistics and the travel costs. All that time as a project manager I would have one-hour meetings that would take two days out of my life because I would have to travel to and from for that meeting. I’ve been hearing more and more that people are recognizing how much they have lost in travel time,” says Perry, adding that now people can take these courses from wherever they are, whether it’s at home or the job site. “They don’t have to fight the traffic to go from the other side of Edmonton to the ECA for a course, or they can still take care of essential stuff during the day even when they are on a course. In some of my smaller centres, I have trained more people for them

this summer than I have in the last year because of the frequency of courses that we are now able to offer.” Having these virtual offerings is allowing for more access to courses than ever before, and both Lewis and Perry say that although this method has been forced on us, it will be a generational change in terms of how professional development courses are going. Perry says that as far as construction professional courses, he expects that when the economy comes back in Edmonton it will allow for more face-toface training to resume, but he thinks there will always be a virtual option. He also mentions the potential for hybrid training where part of the course is taught in the classroom and others are logging in. With that being said, he says the challenge is that you need another person to monitor the online people or you’ll run the risk of losing them. Lewis adds that having this hybrid

model would certainly be an option going forward in the future. She says that courses could feature two parts, where the first part is at home and online and then part two would be a follow up with an in-person interaction. Although it may be a while until the ECA is able to offer this hybrid model, Lewis says that the response so far to the online courses has been very positive and that participants are happy that there are other options for them. “People are willing to adapt, but that transition for some people that aren’t familiar with the online world, Zoom and all that, was quite difficult in the beginning,” she says. “The movement to online has been a positive experience and it kind of shows how people are able to adapt and not only continue communication, but at times, communication has been strengthened in my opinion.” u

ECA Breaking Ground | Winter 2020 47

Building a foundation of great leaders Edmonton Construction Association brings FMI Corporation’s Emerging Leaders Institute to Canada for the first time By Samantha Sommerfield

The Emerging Leaders Institute (ELI) held their first course here in Canada in early October 2020. Due to the COVID-19 pandemic, it was held virtually over Zoom.

It is something that is not formally taught in school, but once you are in your chosen career path, it is expected of almost every position in one degree or the other. What is it? Leadership. So, how are you expected to refine those soft skills when it was not formally focused on in your schooling? Well, those at FMI Corporation (FMI) believe their tailored offerings are the answer to that oversight and can guide you to become the leader you hope to be in your organization. For over 65 years, FMI has served the engineering and construction infrastructure and the built environment 48

sector with consulting services, as well as a variety of course offerings focused in leadership and talent development. As the founder, Dr. Emol A. Fails, is credited in saying on their website, “You don’t build a business, you build people, and then people build the business.” One of the courses FMI offers is the Emerging Leaders Institute (ELI). Up until now, the ELI course had not been available in Canada, but the Edmonton Construction Association (ECA) saw its value and worked with FMI to change that. The ELI is a four-day course where participants do a variety of exercises that focus on:

Edmonton Construction Association

• Personal assessments and individual development; • Experiential leadership opportunities; • Small-group construction company simulations; • Lessons on giving and receiving effective feedback; and • Essentials of leadership for the future of the construction and design industry. All this training hopes to ultimately lead participants through introspection, which then leaves them with a better outlook on how to become a wellrounded leader. “It is always eye-opening anytime you are able to take an outside look into yourself,” says Kelsey Butler, estimating team lead at Almita Piling.

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Those type of little steps that are taken in an environment that fosters a safe learning space are small but tremendously effective to build confidence in participants, as come Monday they have a firmer foundation to continue to build off of.

Butler took part in the first ELI course offered in Canada, which due to COVID-19, was held over a Zoom meeting in early October 2020. “This was the first course from ECA I have participated in. I took a new position with the company I am with at the beginning of the year, just prior to COVID-19, and it is a new leadership position,” says Butler. “Learning about communication was a huge draw for me with this course, and something I was most interested to learn more about logging into the Zoom meeting.”

The course is developed into different modules which are tackled throughout the four days. After each section is finished, the facilitators encourage participants to fill out an exercise asking questions revolved around where you thought you excelled and where you thought you could improve. Afterwards, the information is collected and supportive advice is provided by the facilitators to participants to guide them towards growing that natural leadership ability. “You come out of this course with a

lot of introspection, like what do I need to do to get this certain task done?” says Butler. “One of the things they touched on that was interesting was how certain communication types and certain personality types seem to gravitate to various sides of the industry – your estimator might be this type of thinker where your salesperson might be this other type.” People of all different titles, from CEOs to contractors, enter the room – in this case virtually – but once the course starts the titles go out the window. “Being able to interact with people who are in similar positions, and people who have had more time and experience was very valuable,” says Butler. Rebecca Yarema, safety coordinator at Kamwin Electric Ltd., took part in the course as well and echoed the same sentiment Butler had with the ability to interact with a variety of people. “This course allowed me to connect with others and realize that I’m not the

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Edmonton Construction Association

only one without site experience, and that we all have an important role in this industry,” says Yarema, who has been in her current safety coordinator role for one-year. “The opportunity to lead others during the simulations was most beneficial for me, as it allowed me to step out of my comfort zone on a smaller scale.” Those type of little steps that are taken in an environment that fosters a safe learning space are small but tremendously effective to build confidence in participants, as come Monday they have a firmer foundation to continue to build off of. “You could say the worker I was the day before this course is different from the one that came into work the following Monday,” Yarema confirms. One of Yarema’s biggest takeaways from the course was learning how different we all really are, and how that translates to the workplace. “We all have different personality types and it’s important to recognize that in others,” she says. “It makes for a better leader, and realizing this helped me because I won’t be taking things as personally anymore.” Yarema and Butler both agree that they would highly recommend this course to anyone who is even slightly interested. “It has helped me gain confidence in working with all different types of people,” says Yarema. Adds Butler, “They reinforce you in knowing that you have a lot of these soft skills and this course is here to guide you to expand on those and give you the confidence to do so in a supportive space. Everyone to a certain extent has the ability to be a natural leader, but without working on those skills, and refining them, you are really missing out.” u ECA Breaking Ground | Winter 2020 51

Moving the Industry Forward “Suppliers and subcontractors now have greater assurance of competing on a level playing field. General contractors are assured of completed bids that cover the entire scope of the project. Owners benefit because they can compare ‘apples-to-apples’ compliant bids on clear definitions. In the end, everyone wins.” —Ken Gibson, Alberta Construction Association

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The Dr. Anne Anderson School is the third project that the Edmonton Public School Board (EPSB) has built using the IPD model. Photo by Stephen Gibson.

Trying something new The EPSB builds new Dr. Anne Anderson school using IPD method

Edmonton will soon be getting a new high school in the southwest area of the city. Currently under construction and set to be completed in early 2021 for the fall 2021 school year, Dr. Anne Anderson School, named after the well-known linguist, teacher, and writer of the Cree language, will be a Grade 10 to 12 school for around 2,000 students. This particular

school is being built using the Integrated Project Delivery (IPD) model, which is an approach that integrates people, systems, business structures, and practices together to harness insights of all parties to optimize project results, increase value to the owner, reduce waste, and maximize efficiency. This school will be the third project that the Edmonton Public School Board

Edmonton Construction Association

By Shayna Wiwierski

(EPSB) has built using this model. They had built the Mill Creek School first as a trial for IPD and found the process to be very beneficial and appreciated the collaboration between the trades and design groups. “When we did Mill Creek, it was just a test to see what IPD was like. We had heard of this new delivery method, it had been done in Red Deer to build a high school and elementary as a twoschool project and the school board was really happy with the success of those schools, so we thought let’s try this,” says Terri Gosine, director of integrated infrastructure services for EPSB. “Our thought was let’s try this more collaborative model. We are a collaborative division where we teach collaboration to our students, so why wouldn’t we try this?” IPD differs in scope to building in that everyone involved has a common

goal of aligning the business interests of all project parties for the success of the project itself. The team works collaboratively, rather than separately, to build the project. This is done through promoting efficiency, open communication, and the sharing of information and joint problem solving. “At a normal job, where you bid on the project, everybody and every subtrade in general are butting heads because we want to protect our own profit and we want to be as fast as we can be. It doesn’t matter if we screw somebody else, or hinder them; we want to be as quick as we can be,” says Darryl Wiebe, president of KERR Interior Systems Ltd., the drywall and steel-stud acoustic ceiling contractor on the project. “In an IPD project, it’s just a very different approach where we do what is best for the project. It might cost me more money, but it might save somebody else more than what it is costing me. It’s better for the project, and at the end of the day we are all going to make more money.” Construction for the two-storey 19,394-square-metre project started in June 2019 and they are set to complete it in the spring of 2021, a few months ahead of schedule. The school, located at 35 Avenue SW in Heritage Valley, will be designed for 21st century learning and will adapt to the variety of ways

that kids learn. It will feature individual learning spaces where students can go and have some quiet study spaces. Gosine says that the school is built around communities, whether it’s having students from one grade together or a group of students based on subject matter. Each community will have washrooms for those students, and teachers will have their own collaborative spaces within there as well, so there is a lot of inter-connectivity between the instruction and socializing spaces. In the centre of the building is what the architect calls the Agora, which is a student gathering area that focuses on a central fireplace. Around that is a stylized teepee, which is in honour of Dr. Anne Anderson, and each of the teepee poles has Cree language on it that represents things that were important to the namesake. The EPSB has also collaborated with the City of Edmonton on this building as they have received $5 million to add to the gymnasium space. In that particular part of Edmonton, they don’t have a community centre, so the City gave the school extra funding to add a third gym to the building. The gym will feature a running track around the top of the three gyms, so participants can see down through the running track into each level. This school will be the first one in the

district with a running track. Once completed, the school is aimed to achieve LEED Silver status. So far, construction has been going well on the project and the use of IPD in building it has been very beneficial to all involved parties. Aaron Giebelhaus, project manager with Clark Builders, says that this is their fourth IPD project. Compared to the traditional method of building, he says that the process for this is different. “One difference from the start is team members coming together early on and working through the validation period. The owner has a budget to work to and the team uses target value design to essentially validate that the budget is suitable to build the scope of work that the client is looking for,” says Giebelhaus, who adds that this is the first IPD project he has worked on. “Team members come together early on and work towards that common goal.” Giebelhaus adds that there is a significant learning curve in IPD compared to other contract types. He says there are varying degrees of experience on the team, but they all come together to find new and different ways to do things. Aaron Corser, senior project manager with Clark Builders, adds that there is a great deal of trust and collaboration

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www.kerrinterior.com ECA Breaking Ground | Winter 2020 55

In the centre of the building is what the architect calls the Agora, which is a student gathering area that focuses on a central fireplace. Around that is a stylized teepee, which is in honour of Dr. Anne Anderson. Photo was taken on Orange Shirt Day, a day that celebrates reconciliation events and activities.

Construction for the two-storey 19,394-square-metre project started in June 2019 and they are set to complete it in the spring of 2021, a few months ahead of schedule. The school, located at 35 Avenue SW in Heritage Valley, will be designed for 21st century learning and will adapt to the variety of ways that kids learn. Photo by Stephen Gibson.

Edmonton Construction Association

when working on IPD projects. He says that in learning IPD, there is an increased vulnerability since they don’t have all the answers and don’t know what they are doing all the time. At the same time though, that’s what makes these kinds of projects rewarding. “It’s fun. As a team, you consult the team’s problems,” says Corser. “People quite often will say ‘we did it this way once and it worked, or we tried this on another project’. It’s quite a lot of fun; very little command and control type of approach to either solving problems or just purely managing and executing the work.” IPD is also beneficial in that allows for a very fluid process of construction administration. Corser says that in a traditional contract delivery model, where everyone is securely siloed

with the contractual rights, obligations, and duties, there is a more formalized process in doing things, which can slow the project timeline down. In IPD, all parties are on the same page heading for the same goal. You don’t have the in-depth conversations about whose responsibility it is as it relies on everyone involved. He says that when there is a problem, solutions are often enacted in a matter of days, if not hours, because it’s a very fluid process where everyone is on the same team heading in the same direction. IPD allows for a much more effective flow of work on site, as well as in the design process since it allows them to effectively manage their design work flows instead of going back to redesign if there are any issues. Although there are a lot of positives in terms of IPD, Corser mentions that there are some negative aspects as well. He says it can be time consuming as not a lot of the construction community is used to doing an intimate high level of detail forecasting in terms of productivity, labour hours, and work flows. He says it’s a skill set that is just being developed and it can look like more work, especially from an administration and project management level. Since there is more transparency between parties, they are all sharing their information at the same time, so there is a lot of management work that goes into it. Another challenge Corser mentions is that in order to enter into a contract of this type, you have to have the owner embrace it. He says that although IPD has been used extensively in the United States, here in Canada it’s still relatively new. “It’s a new contract; new to lending institutions and new to owners. It does have some inherent risk with it as no one wants to be the Guinea pig, so to speak,” says Corser. “I think there is a challenge in the marketplace, especially in uncertain financial times in taking on the risk of something kind of new… Not to use clichés, but those of us who have drunk the Kool-Aid really don’t want to

go back to doing things the traditional way. There are so many benefits.” With the school nearing completion, Gosine says that the IPD method has been successful and would like to continue using it for projects in the future. This particular project was a big one for the EPSB with the school budgeted at $69,909,397 (with $59,747,137 for construction) and was part of their Capital Plan. The school district is also currently building another

school using the IPD method and Gosine says that she would like to continue with this method in the future as well. “I would say the process has been really great and that they are a highperforming team, maybe the most highperforming team we have worked with to date,” says Gosine. “Just the fact that everyone sitting at the table is equal, no one gets more say than anyone else. I really appreciate that piece of it.” u

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Building Edmonton Updated site provides a snapshot into the City of Edmonton’s 2020 construction season

The City of Edmonton had a significant year for City-led construction, which in turn created more than 10,000 jobs in the Edmonton region.

By Samantha Sommerfield

In general, it is safe to say that the year

“As hard as it is to say, there was a

the current pandemic landscape and

2020 could easily be compared to an

silver lining, there was less traffic on

its impacts. They discuss different ways

obstacle course, as with each passing

the streets and so we were able to get

they can work together to continue

month there was a new hurdle in the

out on the roads and get moving on

delivering on projects and doing so in a

way. The pandemic affected everyone

projects [once COVID-19 industry safety

safe manner.

in one way or another – and for the

precautions were put in place],” says

construction industry in Edmonton,

Banford. “It has been a very ambiguous

contractors, and Edmontonians is top

it added pressure to an already busy

time, but I am incredibly proud of how

priority for us in everything that we

construction season.

well the industry, our staff and team got

do. During the pandemic, we took

creative and looked outside of the box,

extra steps working with contractors

businesses, and doors, closed and we had

and we were successful in continuing to

to ensure that the places where we

to figure out how to move forward in this

deliver on projects.”

continued to work and build were

“March 14 was basically the day a lot of

pandemic,” says Jesse Banford, acting

The Edmonton Construction

“The safety of our employees, our

safe, and provided adequate space for

branch manager, infrastructure delivery,

Association, along with other

workers and the public to physically

Integrated Infrastructure Services at the

associations, joined together and created

distance from each other,” says Banford.

City of Edmonton.

the Alberta Joint Industry Response

“Safety has always been an integral

Team. This team works with industry

part of the culture in the construction

partners to address issues related to

industry. Hazard assessments are done

However, Banford believes that there was a small silver lining to COVID-19. 58

Edmonton Construction Association

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The City of Edmonton’s Building Edmonton platform originally launched in 2017. It recently underwent an upgrade in June 2020.

carefully, and health and safety plans are strictly enforced for everyone’s protection, whether it is business as usual or operating under a state of local emergency.” Finding this silver lining and working with the Edmonton Construction Association and the Alberta Joint Industry Response Team, ultimately led

the City of Edmonton to a significant year for City-led construction, which in turn created more than 10,000 jobs in the Edmonton region. Projects like the Valley Line LRT and the Groat Road Bridge connect people and places across the City. The work that goes into these infrastructure projects today is about investing in something for

citizens to use and enjoy for generations to come – long after the pandemic is over. As of October, there are close to 300 active projects on the go within the City, which can be found on the City of Edmonton’s Building Edmonton website (building.edmonton.ca). “Sometimes folks underestimate how many projects the City has on the go, and how many different kinds of projects we’re managing. Right now, we’ve got 280 projects on the go; 94 per cent of those are on budget and 84 per cent are tracking on schedule,” says Banford. Building Edmonton was originally launched in 2017 after realizing the information previously provided in a paper copy could be shared more effectively with the public through a modernized digital platform, and recently underwent another upgrade in June of 2020.

South Branch 7650-40 Street SE, Calgary, AB T2C 2V4 Phone: 403-273-9511 • Fax: 403-273-8610

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Edmonton Construction Association

advisor with communications and engagement at the City of Edmonton.

As of October, there are close to 300 active projects on the go within the City, which can be found on the City of Edmonton’s Building Edmonton website (building.edmonton.ca).

The site features multiple ways to filter information, including asset type, city ward, and project phases. It also has an interactive city map that pinpoints each project, with some projects, such as the LRT, provided in linear mapping. In addition, it allows anyone to click and expand different assets that dive into further details about a particular project. “Our previous version was built in Tableau and was not mobile-friendly or citizen-centric, whereas now we see the mapping of projects in a user-friendly tool that can be filtered by the stages any given project is in, what ward it is in, or what type of asset it is,” says Banford. “Depending on who you are or what you aim to find out, you can filter it to your needs and expand the project to find out more about what is happening in your neighbourhood.” This platform is another opportunity to demonstrate to Edmontonians the overall health and status of the City’s capital program. As hard as the pandemic challenges were, working with industry partners to keep projects moving ensures the City is maintaining and building the city we need today, and in the future.

Building Edmonton provides a quick snapshot of that to citizens. “We are continuing to build Edmonton and we are continuing to build Edmonton safely – and if we are able to provide information up-front that people want to know, we hope that it will in turn continue to foster our relationships within our communities,” says Connolly. u

As hard as the pandemic challenges were, working with industry partners to keep projects moving ensures the City is maintaining and building the city we need today, and in the future.

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ECA Breaking Ground | Winter 2020 61

When two becomes one Industry mergers and acquisitions see uptick in 2020 By Jason Syvixay

In a way, artists, musicians, and athletes participate routinely in mergers and acquisitions. Painters and their masterpieces are curated for art exhibitions. Songs are sliced-and-diced and remixed. Athletes are drafted and traded. These industries are no strangers to mergers; to stay relevant or to drum up visibility for their work, they sometimes have to collaborate. This notion of collaboration is a zeitgeist of the moment, with many creatives working together to amplify or illuminate their work. Often these partnerships are formed because of a common interest or because of a professional motivation. For example, in 2006, the animation studio Pixar, famous for productions like Toy Story, 62

was bought by Disney. Instagram was purchased by Facebook, and Facebook’s competitor, Yahoo, was purchased Tumblr. The list goes on. These transactions, while financial in scope, were also done to bolster creative outputs. For the construction industry, Logan Day, strategy and transactions partner at EY Canada, shares that mergers and acquisitions present many opportunities for businesses to grow their market share and expand geographic footprints. “As the pressure to automate increases and the demands of the workforce evolve, acquiring can also help to enhance capabilities across varied functions such as IT, talent, R&D, and technology,” says Day. “In today’s

Edmonton Construction Association

According to marketplace.org, the summer of 2020 – while a difficult time because of COVID-19 – was a busy time for mergers and acquisitions across industries.

environment, acquisitions are an avenue leading to synergies that can help to build resilient and financially sound businesses for the long term. They can aid in reducing back office costs, rationalizing large amounts of equipment, and securing larger bonding.” According to marketplace.org, the summer of 2020 — while a difficult time because of COVID-19 — was a busy time for mergers and acquisitions across industries “with more than $1 trillion worth of transactions around the world in the third quarter.” In July, Bird Construction Inc. acquired Calgary-based construction services company Stuart Olson Inc. in a deal valued at $96.5 million. Combined, this merger is expected to generate 5,000

jobs across Canada, an expected annual revenue of $2.5 billion, and a cost savings of $25 million by the end of 2021. So, has the pandemic accelerated mergers and acquisitions? “Continued consolidation in the Canadian construction industry is likely given the fragmented nature of the market,” says Day. “Across Canada, we’re seeing an uptick in infrastructure spending due to aging infrastructure and the government’s commitment to spur economic growth. This is a benefit to civil contractors, but not all.” The larger projects being released by public and private sectors are increasing bond requirements that small firms don’t typically have the balance sheets to support. “These smaller companies will likely look to sell, merge, or partner in order to take on larger projects,” says Day. “Industry players with healthy balance sheets, on the other hand, will be looking to strategic mergers and acquisitions.” Day cautions that large construction players will enjoy the benefits of economies of scale, but will need to demonstrate high levels of leadership, change management, discipline, and liquidity to succeed. When the pandemic subsides, Day predicts that consolidation and acquisitions will be inevitable. He notes, however, that while acquiring businesses and assets impaired by COVID-19-related economic challenges presents opportunities, it also comes with significant risks. With an end date for this pandemic increasingly uncertain, companies eager to move towards a merger or acquisition should start by asking the right questions. “It’s important for companies to take the requisite mitigation measures and build out new strategies and action plans that address both short- and long-term uncertainties and build resiliency — including acquisitions, vertical integration, diversifying suppliers, and increasing automation,” Day concludes. u

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Going up! Transit takes flight with the Prairie Sky Gondola By Tammy Schuster

Taking a ride on a gondola usually means you are strapped into a pair of skis and headed to the top of a snowy mountain at Sunshine Village or Lake Louise. But, stepping onto a gondola may soon mean that you are heading to work in downtown Edmonton or hitting a new dinner spot in West Rossdale on a Saturday night. Prairie Sky Gondola Inc., a private company, aims to be the newest, most efficient form of experiential transportation in the region. And, once in operation, it could inspire other Canadian cities to incorporate urban gondolas into communities to promote development. “Edmonton currently lacks a way to connect downtown and Whyte Avenue,” 66

Rendering of the West Rossdale Station, which will play a significant role in transit-oriented development and support the vision of the River Crossing Business Case, a City-approved plan for the redevelopment of West Rossdale.

says Victoria Buffam, engineer at

minutes. Thus, making it a very efficient

DIALOG. “As our two main entertainment

commuting option, as well an added

and cultural hubs, there isn’t an effective

attraction for the tourism industry.

way to get from one neighbourhood to

“It is outside of the box in terms of

the other, so the gondola system will

what we are used to in transportation,”

allow people to explore more regions of

says Georg Josi, principal at DIALOG.

Edmonton.”

“People are skeptical at first, but it’s

With five unique stations in three

incredible how quickly they understand

communities over Edmonton’s river

the potential when you describe the

valley in the core of the city – all in

project in more detail.”

alignment with existing city plans and

Josi said he himself was skeptical when

priorities – Prairie Sky is very likely to be

he first heard about the concept. “But

a catalyst for city builders while having a

with the topography that we have in

very minimal impact on natural areas.

Edmonton with the steep river valley and

The gondola system, which consists

the convoluted traffic configuration that

of 86, 10-person cabins arriving and

are in those areas, the urban gondola is

departing every 20 seconds, has been

the best option.”

designed to take guests end-to-end in 13

Edmonton Construction Association

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Prairie Sky Gondola’s system, which consists of 86, 10-person cabins arriving and departing every 20 seconds, has been designed to take guests end-to-end in 13 minutes.

connectivity between Edmonton’s most important nodes, the project reactivates the famed power plant building in West Rossdale for the first time since it was decommissioned. “The old power plant is a beautiful building with enormous potential for forward-thinking development, but there are major challenges accessing it,” says

Josi. “The gondola would unlock so many opportunities in that area and I think that’s when it starts to make sense.” Josi believes that the area where the power plant is located has great potential for sustainable development, but it can’t be done without better connectivity. He says that the station locations will play a significant role in transit-oriented

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Edmonton Construction Association

development and support the vision of the River Crossing Business Case, a Cityapproved plan for the redevelopment of West Rossdale. The vision for the stations is that they each be cohesive enough as a group of buildings but each site would be unique to the areas of city in which they are located. “We are trying to strike a balance,” says Buffam. “We don’t want to hide the mechanics because it’s interesting to see how something works. However, the design still needs to integrate into the urban realm.” Translucent skin wrapped around each building that highlights the inner mechanics will light up at night creating a delicate illuminating effect tracing through the city. Each station will have experiential programming and be commercially activated. In West Rossdale specifically, near the power plant site, there are thousands of years of Indigenous history. Prairie Sky is grateful to act as a vehicle for reconciliation while contributing to improved social and economic outcomes for the Indigenous community in the region. Prairie Sky’s urban gondola is in Phase 2 of project development and has a full team of consultants engaged in the contribution and completion of the business case scheduled to go before Edmonton City Council in January 2021. The line itself is designed by Dopplemayr Garaventa Group, a manufacturer and supplier of gondolas out of Austria, and SCJ Alliance in Seattle, Washington, who designed the initial alignment. Buffam is coordinating the entire technical development involved for this phase, including Spencer Environmental who is performing a desktop environmental study to advise on any sensitive areas along with permitting requirements; Tetra Tech is performing a geotechnical desktop study to advise on any areas of risks, slopes, or contaminated soil; RWDI is performing a wind study to determine the wind loads on each of the towers, and

In addition to providing greater connectivity between Edmonton’s most important nodes, the project reactivates the famed power plant building in West Rossdale for the first time since it was decommissioned.

other preliminary mechanical, electrical, and structural engineering tasks for the stations. “We are really starting to look at the nuts and bolts of this project,” says Shawn Evans, pre-construction manager at EllisDon Construction Services Inc., who has been retained to provide preconstruction services. “We are hoping to receive word early in the new year that the City has approved our feasibility study, then we can move past conceptual design and into the next phase of design development.” Once approval is received from the City of Edmonton, it is expected to be a smooth transition from concept to construction. Evans believes that there is still another year to 18 months of design work required, but expects a two-year construction timeline as construction of the towers and stations can be done simultaneously. “Ideally, we would like to treat it as a fast-track project. Once we get an initial concept design developed for the foundation, we could actually begin construction work.” At any point in time during construction, there could be 25 unique construction sites and this could present challenges. “One of our main concerns is that there be minimal impact to the surrounding areas for each site, including station and tower locations,” says Evans. “Ideally, we are not removing many trees, and we are preserving privacy of those who might be in the vicinity of the cable alignment.”

Rendering of the Prairie Sky Gondola White Ave. station.

He says they are also examining the possibility of incorporating alternative energy sources for the project, such as

skyline, and it would really set us apart from other Canadian cities.” Jeffrey Hansen-Carlson, director of

solar and possibly geothermal, wind, or

business development at EllisDon, has

cogeneration, to make operation cleaner

been leading the Prairie Sky project

and quieter. And they have developed

company since its inception in March

a plan to stay out of the public’s way as

2018. “The more we have invested in

much as possible during construction

project development, engaged the

and ensure that public safety is always

public and the Indigenous communities,

upheld.

sold Edmonton and this project to

While the project has received buy-in

international financial markets, the more

from the consultants who are working

the project team becomes convinced

on it, the people of Edmonton are also

that not only will this be transformative

beginning to see the benefits of the

for Edmonton, but also a remarkable

Prairie Sky Gondola.

opportunity for all Albertans.”

“I think people are interested in

For more information about

seeing something like this in the city,”

the Prairie Sky Gondola, visit

says Evans. “It will highlight Edmonton’s

prairieskygondola.com. u

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the impacts of the covid-19 pandemic on edmonton’s construction sector Economic forecast, October 26, 2020

By Mark Anielski

The COVID-19 pandemic has had considerable negative impacts on Canada’s and Alberta’s economies. According to ATB Financial’s chief economist Todd Hirsch, 2020 is “the single deepest year of recession Alberta has ever seen” with the Alberta GDP expected to be between -7 and -11 per cent lower than 2019. Many economists are worried that the worst is yet to come with potential for many Albertans to experience personal and business bankruptcies and mortgage defaults in the months ahead. Albertans are already the highest indebted households in Canada with average debt owed being 207.6 per cent more than their income.

How will the ongoing COVID-19 pandemic impact Edmonton’s construction industry? Figure 1 shows Edmonton’s annual building permit values (residential, commercial, and industrial) since 1992. Construction permits reached their peak in 2014 at over $4.5 billion with major projects like the ICE District, and with oil prices at US $80 per barrel. In 2015, world oil prices collapsed by almost half and have remained between US$54 to $58 per barrel. These sustained low oil prices have dampened Alberta’s and Edmonton’s construction industry with the value of construction permits and total investment having declined

Predicting the economic future of Alberta is nearly impossible and the best that economists can do is examine the current trends and lived experience of Albertans, and specifically the activities in the construction sector. So, how is Edmonton’s construction sector and economy going to fare? Has Edmonton’s construction sector weathered this economic and health storm? In a previous analysis of Edmonton’s construction sector, I showed that Edmonton’s construction industry has been historically very resilient through the ups and downs of world oil prices and other economic shocks. As of mid-October 2020, how is Edmonton’s construction investment, permits, and employment doing compared to the same time last year? 70

Edmonton Construction Association

steadily since 2014. In 2019, Edmonton’s construction permits had fallen to $2.7 billion, or construction activity similar to 2011. When comparing the trends in the value of Edmonton construction permits in constant 2019 dollars on a per capita basis relative to the price of oil, the following Figure 2 shows how falling international oil prices have impacted Edmonton’s construction sector. As such, the construction sector tends to follow changes in oil prices. With international oil prices forecasted to remain in the US $58 to $63 per barrel (WTI) range for the next two to three years (Alberta Government Budget 2020) construction

Figure 1: Edmonton Building Permits Project Values 1992-2020 (October)I

Figure 2: Edmonton construction permit values in constant 2019 dollars per Edmontonian. Source: City of Edmonton; Building Permit data https://data.edmonton.ca/Sustainable-Development/General-Building-Permits/24uj-dj8v/data

sector investment and activity in Edmonton is likely to remain at levels similar to 2019 when oil prices averaged US $57 per barrel (WTI).

reporting period in 2019. This suggests that in spite of the COVID-19 pandemic, Edmonton’s construction industry is expected to remain relatively healthy.

2020 Construction Expectations During COVID-19 Based on the City of Edmonton’s online construction permit database for the period of January 2020 to October 13, 2020, construction permits are already 19.5 per cent higher, or $418 million higher than they were for the same

Should November and December of 2020 continue to be as robust as the previous 10 months, then the 2020 full year outcome should be better than 2019, reversing a five-year downward trend. Anielski forecasts Edmonton’s construction permits should exceed $3.0 billion by December 31, 2020.

Table 1 shows a breakdown of building permit values for the months of January 1 to October 13, 2020, compared with the same period in 2019. Commercial construction represents the majority of building permits already at $1,681 billion, then $822 million for residential construction (single, semi-detached, row housing), followed by $55 million in home improvement construction. Calgary’s construction sector down in 2020 By comparison, Calgary’s construction sector has fared much worse than Edmonton with overall construction permits issued by the City up to midOctober 2020 being down by 43.8 per cent in total value compared to 2019. The following table shows the total value of construction permits issued by the City of Calgary month-by-month comparing 2019 with 2020. It should be noted that in August of 2019 a major cancer centre with an estimated value of $868 million skewed the 2019 building permit values somewhat. Therefore, Calgary’s construction sector has experienced a significant downturn compared to Edmonton’s positive improvement over the same period January to October 2020. With building permit values of $2.6 billion as of mid-October 2020, Calgary is on par with Edmonton with $2.56 billion in permit values.

Table 1: Edmonton construction permit values by Type, January 1, 2020 to October 13, 2020. Source: City of Edmonton; Building Permit data https://data.edmonton.ca/Sustainable-Development/General-Building-Permits/24uj-dj8v/data Summary of Edmonton building permit types 2019 2019 2020 % change year Absolute change (to Oct. 13, 2020) (to Oct. 13, 2020) over year to date compared to 2019 time period Accessory Building Combination Commercial Final

$402,266 $1,538,807,379

$346,309 $79,044 -77.2% $(267,265) $1,260,748,731 $1,680,782,621

33.3%

$68,754,253

$50,620,113 $55,339,465

House Combination

$10,142,390

$9,261,170 $2,587,800 -72.1% $(6,673,370)

$5,000

$5,000 $10,000 100.0% $5,000

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$816,653,675 $822,453,600

0.7%

$5,799,925

$127,300.00 $38,500 -69.8% $(88,800)

TOTALS $2,706,894,676 $2,143,424,996 $2,561,740,030

19.5%

$418,315,034

ECA Breaking Ground | Winter 2020 71

Table 2: Calgary Construction Permit Values by 2019 compared to 2020, January to October 13. Source: City of Edmonton; Building Permit data https://data.edmonton.ca/Sustainable-Development/General-Building-Permits/24uj-dj8v/data

Calgary Building Permit Values in Dollars based on Issued date 2019 2020 Change from 2019 January $290,320,008 $303,332,461 4.5% February $244,014,518 $279,576,045 14.6% March $434,095,011 $260,922,344 -39.9% April $373,269,995 $349,741,714 -6.3% May $512,745,492 $308,211,428 -39.9% June $425,746,813 $191,336,321 -55.1% July $359,733,060 $241,439,553 -32.9% August $1,230,524,840 $289,966,929 -76.4% September $459,495,941 $333,774,182 -27.4% October $379,789,793 $ 86,706,215 -77.2% November $395,874,043 December $320,271,122 Total $5,425,880,636 Subtotal to October $4,709,735,471 $2,645,007,192 -43.8% Figure 3: Alberta Construction Sector Employment and Weekly Wages (2007-2020, May). Source: Statistics Canada Table 14-10-0225-01 Employment and average weekly earnings (including overtime) for all employees by province and territory, monthly.

Alberta’s Construction Sector Employment Trends Figure 3 shows the dramatic decline in the number employed in Alberta’s construction sector employment since the peak of 218,978 employed in October of 2014. Weekly wages of 2014 72

Edmonton Construction Association

also reached a peak at an average of $1,573. The fall in construction sector employment from 172,918 in November of 2019 to 134,928 in May of 2020 (nearly 38,000 jobs lost) shows the dramatic impact of the COVID-19 pandemic on Alberta. A short-term bounce-back in

employment is evident in July 2020, though whether that recovery will continue is uncertain. Fortunately, average weekly wages have remained strong at $1,497 per week in July 2020 having been rising steadily since a low of $1,363 per week in August of 2017 when international oil prices were very low. Figure 4 shows how sensitive Alberta’s construction sector is to changes in international oil prices. Alberta construction sector employment peaked about the same time in 2014 as WTI oil prices peaked and have declined in similar fashion with oil price declines. The graph shows that by January and February 2015, Alberta’s construction sector employment began to decline with the sharp contraction in oil prices. Edmonton Construction Sector Employment Trends Edmonton’s construction sector seems to have weathered oil price shocks much better than Calgary and Alberta’s overall sector during the last 10 years. While Statistics Canada does not report Edmonton construction sector employment, using the ratio of Alberta provincial construction sector employment and provincial construction permit value data, it is possible to estimate Edmonton’s construction sector employment. The 10-year average ratio of Alberta construction permit values and construction employment suggests there were roughly 16.6 construction jobs created for every $1 million in construction permit values between 2010 and 2019. Using the same ratio applied to Edmonton’s historical construction building permit values suggests that 57,622 construction workers were employed on average between 2010 and 2019 (see Figure 5). Peak construction sector employment in Edmonton was 71,777 in 2016, or roughly 38.6 per cent of the Alberta total in construction employment. In 2019, an estimated 51,036 were employed in Edmonton’s construction sector based on $2.7 billion in residential, commercial, and industrial construction

permits. I estimate that calendar year 2020 will likely see over $3.0 billion in construction permit values issued with an estimated 57,959 employed in Edmonton’s construction sector. Construction Sector Feelings and Sentiments Forecasting the future of Edmonton’s and Alberta’s construction sector is impossible. The challenge is that historical data, such as construction permit values, is simply an expression of potential intentions to build, and thus employee construction workers. A better proxy for how healthy the sector is would be to ask a sample of construction firms, architects, contractors, and skilled labour about how they feel about the sector and have experienced business in 2020. Is Edmonton’s construction scene better or worse than 2019? Would these companies say things are better, the same or worse? Do they have enough work or would they want more? Are they hopeful about winter 2020 ahead and the spring of 2021? These sentiment questions can give the sector a sense of how construction folks feel about their economy. While things aren’t as robust as they were in 2015 and 2016, at the height of Edmonton’s building boom, Edmonton’s construction sector appears to be healthier compared with the rest of the province. Indeed, based on building permit values alone, Edmonton appears to be on track to having a $3.0 billion construction year in 2020, or nearly 14 per cent more construction investment and employment than in 2019 when building permit values totaled $2.7 billion. Caveats and Cautions Estimating the actual economic value of Edmonton’s construction sector in terms of construction project expenditures and employment is fraught with difficulties. Most important is that the value of permits is not necessarily a good indicator of actual construction efforts. Permits simply represent intentions to design and build new commercial, industrial, or residential structures. Many permits, such as home improvement permits,

Figure 5: Edmonton construction sector employment estimates 1992-2020. Source: Estimated by Anielski Management Inc. derived from examining Alberta construction employment per 1 $ million of Alberta construction permit values applied to Edmonton

do not provide a dollar value estimate, therefore meaning that building permit values for this kind of construction would understate actual home improvement investments. Conclusions In spite of the challenges that the COVID-19 pandemic has imposed on Edmonton, along with the impact of soft international oil prices, Edmonton’s construction sector seems to be in a good position for the remainder of 2020. Building permit values are already 20

per cent higher than they were over the same period (January to October) in 2019. I project that by the end of 2020, Edmonton will see over $3.0 billion in building permit values approved, employing nearly 58,000 people. While not as robust as the peak of Edmonton’s construction boom in 2015, 2020 is shaping up to be better than what many might have expected during a major economic recession. Mark Anielski, is an Edmonton-based economist and author of The Economics of Happiness. u ECA Breaking Ground | Winter 2020 73

Going the distance DRIVE! Canada’s largest multi-level indoor go-kart track opens at West Edmonton Mall By Shayna Wiwierski DRIVE! at WEM is North America’s first indoor multi-level go-kart track.

Edmontonians are now able to drive the streets of New York City… all without leaving West Edmonton Mall (WEM). Officially opened this past September, DRIVE! at WEM is North America’s first indoor multi-level go-kart track. The attraction joins other activities that the mall offers like the World Waterpark, Marine Life, Ice Palace, Galaxyland, and more. “West Edmonton Mall has been built on the foundation of attractions first and foremost,” says Tim Marriott, vicepresident of construction for WEM. “Gokarts have been in existence before in the mall and the decision to bring them back [came] because it’s a sport which has started to take off in North America. It’s very big in Europe and [our continent] has started to embrace the amount of fun you can have go-karting.” 74

DRIVE!, located in the basement of the mall, was formerly a Player’s Choice movie theatre as well as several other tenants throughout the years. The project has been four years in the making and construction started in the beginning of 2020 with the mall managing the project completely in-house as the general contractors. The track is just under 900 metres in length and features three levels, as well as a reception area, an arcade room, and party rooms. There is also a peekaboo area where the third level is, allowing mall goers to look down into the track and watch the go-karts pass by. The peek a boo was critical to the project as it gave access for materials and equipment to the space, as without it, access would have been severely restricted and constructing the steel structure extremely difficult.

Edmonton Construction Association

S2 Architecture were contracted for the design of the space, as well as the front entrance, reception area, and back of house. Michal Lomaszkiewicz, architectural technologist at S2 Architecture, says that since it was located in the basement at the WEM, they had a lot of challenges in regards to headroom height. Because the track was multi-level and they wanted to have it as three tiers, they had concern that they couldn’t meet the code requirements for egress. WEM utilized 3D scanning of the existing space to assist with the design of the space and to remove issues associated with remodeling existing areas. This was also used to design the first corner of the track which features a banked section. “The original design was two tiers, two levels. We had to mould to what the interior space had, so headroom was a major issue,” says Lomaszkiewicz, who says that this was the first project of its kind that S2 has worked on. “After a while and a couple designs and variations, they just decided to go with a three tier [track]. The main floor to a second level and then it goes up a little bit more where the peekaboo is.” The track is on a steel frame and supported by the existing fabric of the mall. Although go-karts aren’t unique in Canada, this particular one is aimed towards adults and was designed with a focus on the driving experience itself. WEM ended up reaching out to FKP from Boynton Beach, Florida, a company who

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Although go-karts aren’t unique in Canada, this particular one is aimed towards adults and was designed with a focus on the driving experience itself.

DRIVE! features a completely immersive experience where drivers are transported into the streets of NYC. The idea was concepted by the WEM team and was actually completed by in-mall artists and themed by the creative director.

specializes in go-kart track industry and who has done tracks for clients all over the world, to design the track, as well as provide training and consulting. “I’m not even sure how they found us, but basically before they pulled the trigger [on the design], they decided to reach out to us as a consultant and asked us to approve their concept,” says Mr. Sartelli, partner at FKP and former professional go-kart driver. “So from there the discussion started and they gave us a rough sketch of what the floorplan would be so we had an idea of the size and space and we designed it from there.” What FKP ended up providing WEM with was a PGK-sourced track with the design resembling a New York Citythemed experience complete with 3D graphics and props. DRIVE! features a completely immersive experience where drivers are transported into the streets of NYC. The idea was concepted by the WEM team and was actually completed by in-mall artists and themed by the creative director. The track itself features a wide track with multiple elevation changes with two main ramps and then smaller elevations throughout, simulating what it’s like to drive on the streets of the Big Apple. FKP designed over 30 different iterations of the track before choosing the one for DRIVE!. Sartelli says that in designing an indoor go-kart track, you want a track that is the middle ground between too hard and not too easy. You

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FKP designed over 30 different iterations of the track before choosing the one for DRIVE!

want riders to come back, eager to drive again, not easy enough to get bored and not too difficult to get discouraged. The track also shouldn’t be too challenging where there are a lot of potential crashes or accidents, keeping in mind the overhead cost of crash damage for both the go-karts and the track itself. Sartelli says that this track has many unique features. The first one being the fact that it was converted from an existing space, as he mentions a lot of companies tend to build from the ground up. With this particular space, they tried to bring it down to the bare bones as much as possible without demolishing any hard, load-bearing structures. All four walls stayed, but they did remove an escalator, staircase, and an elevator. “I think today it’s good to start with something that’s already existing and really push the limits of your imagination and see how you can reuse it, and then from there we said what can we put into the space?,” says Sartelli. “The first thing we realized was if we can climb high enough with the ramps, we can get pretty close to the mall corridor, so when people are walking through the mall and shopping through the stores, when they pass the corner of the track, there is this open space where they can look down and gaze into the track, whereas a lot of tracks don’t have that option for great spectator views.” Now that the project is officially open and mall goers are getting behind the wheel, DRIVE! adds another exciting option and activity to drive traffic to WEM. Marriott says that the mall is forward-thinking in attracting people to not just shop, but to also entertain.

With the industry of shopping malls constantly evolving, especially with the growing popularity of online shopping, he says that it’s important to offer these experiences to consumers to bring them into the mall and get them excited to visit. Marriott also adds that they are in the process of having a Toyota dealership move in, which will be a full-service space, not just a showroom. Shoppers will be able to browse the mall while their car is being serviced.

“It’s all about the symbiotic relationship of retailers now and these things highlight what is on offer with the mall,” says Marriott. “West Edmonton Mall has always had awesome attractions and is still the same great mall but with new attractions. Our foundation is built on experience, and with combining retail and attractions, we have always delivered to our local and international markets.” u

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A strategic goal of the ECA is to broaden our ring of inclusivity, bringing more diversity and engagement to the stakeholder table, and welcoming all members of the industry to take part in the future of construction in Edmonton. The ECA aspires to serve and enable our community to constantly innovate and improve. Our vision is to see the ECA as a Hub of Construction Excellence in the Edmonton Region.

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Curtis Griffith is the director of business development for BuildWorks Canada.

and information on over $7 billion of construction projects annually. Geared towards the entire ICI construction industry, BuildWorks gives users the ability to find new work to bid on, as well as other companies working in local regions. Earlier this year in April, the platform switched software providers, which allows them to offer a better foundation for the future. This new provider offers a modern platform, improved software architecture, and the ability to add new features quickly and efficiently. Another key feature is the fact that this provider also offers a similar platform for Ontario and British Columbia construction associations, meaning that BuildWorks is now able to work closely with those groups on a more united service to industry. â&#x20AC;&#x153;It helps in the strength of the service and being bigger and working together, as opposed to us all trying to do it on our own,â&#x20AC;? says Curtis Griffith, director of

business development for BuildWorks Canada. Coming soon in 2021, BuildWorks will be reintroducing their directory service, which is an important part of the platform. The directory will feature a database of all the member firms where they will be able to host and share critical pre-qualification and experience information, such as COR certification, WCB clearance, liability insurance, bonding capacity, and bondability. The directory will allow member firms to host that information in a modern platform where other general contractors and owners can find them and sort the information. Another feature to be coming back in 2021 will be Invitation to Bid, which will allow for companies and members to privately invite subtrades, vendors, and suppliers to bid on projects. Companies will be able to use their own private lists in addition to the BuildWorks directory to find qualified

subtrades and suppliers and invite them to bid. “That’s a big piece of how construction works. There will always be the public ‘lump sum tender’ opportunities that almost anyone with a business license can bid on,” says Griffith. “What happens behind the scenes is the general contractor is inviting hundreds of their preferred subtrades and suppliers to provide pricing on these, as well as private projects. All of that is typically private and no one knows about that unless you are on the list, so we will provide that tool in partnership with our directory.” Griffith adds that in Alberta specifically, they are really focusing on their prebid information, including leads and information on projects that are in the design and planning stages. He mentions that they have had lots of feedback from members and potential members that this information is really valuable to them and that they want to know what’s

coming in 18 months from now. This will get them involved in the project much earlier than the actual bidding stage. Since BuildWorks is provided by the same people who also host similar services in Ontario, B.C., and soon PEI and New Brunswick, Griffith says that they are starting talks to have a directory that is cross-Canada (excluding Quebec). Since the service is already beneficial to those who work across the Prairies, the sharing of resources across the nation will just make the service much more efficient. “It’s still five separate brands, but we are all on the same technology and the platform is the same. We are having lots of great conversations and collaboration on how can we be that big platform and work closely together in the same way that we do as local associations,” says Griffith. “We are improving because of it and we want to do that with B.C., Ontario, as well as the new guys in Prince Edward Island and New Brunswick.” u

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Support mechanisms critical for women in construction By Aniela Alexander

Edmonton Construction Association

Before writing this piece, I was particularly interested in exploring how women in the construction industry were affected by the pandemic. For my hypothesis, I expected to find that women were disproportionately impacted due to perceptions related to their stereotypical roles as primary caregivers and perhaps gender wage gaps. The perspectives of two women in the industry shed light on how the pandemic increased barriers for some, but also illuminated how others were thriving. Like many, news about COVID-19 emerged and existed in the periphery

before March of this year. It was being talked about in the news and throughout social media. Earlier on, I could not fathom the impact the pandemic would have on my family and I. In the blink of an eye, schools and childcare facilities began to shut down in light of physical distancing and quarantine restrictions. With two young children under six years old, I struggled to balance my job, newfound teaching responsibilities, and managing our home. I felt like I was failing on all fronts. The guidelines from health authorities were also changing daily. It felt like everything was on fire. The temptation to quit and bring back

some normalcy to my life presented itself when my workplace announced they were looking for volunteers for layoffs. They were going to reduce staff to respond to the reality that several construction projects were put on hold due to COVID-19. I met with my vice-president and expressed my frustrations. I will never forget that conversation. He let me know that he would support the choice I would ultimately decide to make. He appreciated my vulnerability and reminded me that many others were struggling as well — all trying to navigate this new normal. He offered his support, and my colleagues soon rallied behind me. I did not quit. The two women I mentioned work in the heavy civil construction industry. Both are single women with no dependents. During this pandemic, they were able to work remotely. One of them (we will call her Betty) shared with me that working from home was a positive

experience, offering her the opportunity to prepare healthier meals and get back to an exercise routine. Without the need to commute to work, the other woman (we will call her Cheri) found herself more productive, without the distractions of workplace interruptions. This work flexibility allowed both women to find balance in their lives. For women with children, working at home presented many challenges. With childcare facilities shuttered because of the pandemic, many women employed across all industries found themselves in precarious positions. Canada’s Building Trades Union (CBTU) is an alliance of 14 building and construction unions that represent more than 500,000 skilled tradespeople in Canada. Their program, Building Together, Women of the Building Trades, supports, and mentors women in the skilled construction trades. According to CBTU, women represent only four per cent of the construction trade workforce in Canada.

“Construction is seen as the last frontier in terms of increasing numbers of female representation,” CBTU states. “Other industries and sectors [like] the military, law enforcement, etc. have surpassed 15 per cent female representation. The number of women in construction has remained unchanged for years.” CBTU notes various barriers for entry of women into the construction industry, from a lack of awareness of opportunities and careers in trades; to a lack of role models, mentorship, and support networks; to a lack of flexibility in schedules to accommodate childcare responsibilities; to accommodation for pregnancy; to a lack of safety equipment designed for women. In Edmonton, women are building futures Women Building Futures (WBF), a local non-profit, empowers women’s economic prosperity by removing barriers and providing industry-

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Retail, hospitality, and customer service sectors experienced some of the most significant impacts, and typically these sectors are largely represented by women. recognized training in the construction trades, maintenance, and transportation industries. WBF works to support women in the trades and industry by removing barriers such as access to affordable housing, academic readiness, and affordable childcare. When the pandemic seeped into our cities and communities, WBF quickly began to adapt their programs and adjusted their workshops to ensure they could be delivered virtually, as needed, and safely. They reached out to 1,800 graduates of their programs to see how they could assist them and they provided safe housing to 38 women in their affordable housing units downtown. “We know COVID-19 has disproportionately affected women across our communities. Retail, hospitality, and customer service

childcare schedules, as well as options in work locations and arrangements, and mentoring/support programs, like those of Women Building Futures. Networking, conferences, and events for women, offered safely and through a digital means, could help address feelings of isolation and help nurture relationships. Companies themselves can set a positive tone from the ‘top-down’ — punctuating the need for diversity, inclusion, and equity for women and other equityseeking groups working in the industry. During a time of great uncertainty with this pandemic, the programs and supports offered by workplaces need to be able to pivot, evolve, and adapt. Let’s get started.

sectors experienced some of the most significant impacts, and typically these sectors are largely represented by women,” says Carol Moen, president of Women Building Futures. “We’re in the process of launching a collection of employment express programs which have been designed to get unemployed women back to work. These programs will align with many of Alberta’s provincial recovery projects and provide an opportunity for women who have experienced enhanced barriers to employment.” Building together Support mechanisms are critical for women in the construction industry. These mechanisms may take shape in the form of flexible work hours for women to navigate special circumstances around

Aniela Alexander is the manager of the project management office at Almita Piling Inc. and has over 16 years of experience in the industry. She holds her Professional Engineer (P.Eng.) license and Project Management Professional (PMP) designation. u

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COVID-19 and Force Majeure By Tim Mavko, Barrister and Solicitor, RMRF LLP

As the COVID-19 pandemic batters construction projects – sidelining workers, shutting down supply chains, strangling cash flow – owners and contractors alike are scrambling for refuge. Understandably, many are digging through their construction contracts looking for relief. And in those contracts some find, and then try to invoke, force majeure clauses. “Force majeure” is French for “superior force”. An event of force majeure, then, is an event that can be neither expected nor controlled – literally, an event caused by a superior force or power. And a force majeure clause in a contract is a clause that excuses defaults or delays that result from such an event. A simple force majeure clause might say something like this: “Neither party is responsible for any delay or breach caused by an event of force majeure….” A more fulsome clause could go on for several paragraphs or even pages. Regardless, when appraising a force majeure clause, there are three factors to keep in mind. First, whether COVID-19 (or any unforeseen event) is an event of force majeure depends entirely on the wording of a given clause in a given contract. There is no single, common, or universal definition for what constitutes an event of force majeure. Rather, each contract is different, and it is the definition in a particular contract that will govern whether a particular event (such as COVID-19) is covered. 86

As an example, here are two court cases, and although neither is about COVID-19, they show just how crucial the definition of force majeure can be. In one case – Transcanada Pipeline Ltd. v. Northern and Central Gas Corp. Ltd. (1983) 146 D.L.R. (3d) 293 – a utility company signed a contract to buy natural gas, which it then sold to its own customers. Later, through no fault of its own (something to do with strikes and explosions), the utility company lost its market and so stopped taking delivery of gas it didn’t need and couldn’t sell. However, the contract required the utility company to continue to pay certain charges regardless of whether it took any gas. To avoid these charges, the utility company invoked force majeure. It argued that the loss of its market was caught by the definition of force majeure, and as a result, it shouldn’t have to pay. Unfortunately for the utility company, the court disagreed. After carefully analyzing the words of that contract, the court came to the conclusion that force majeure – as defined by those words – did not extend to that situation. However, different words in a different contract led to a different result in the case of M.A. Hanna Co. v. Sydney Steel Corp. (1995), 136 N.S.R. (2d) 241. The contract in this case was for steel. It was a long-term contract for set deliveries at specified prices. However, years of evolving technology and eroding markets made it uneconomical for the steel company to continue to buy. But in this case, the force majeure clause might

Edmonton Construction Association

apply and protect the steel company “if, by reason of any impediment of whatsoever nature... the Buyer cannot take delivery”. The court held that this very broad wording covered the situation the steel company faced and granted the company the relief it needed. These two cases had different definitions of force majeure. And that brings us to COVID-19. Simply put, whether a given force majeure clause will cover the effects of COVID-19 will depend entirely on how that contract defines force majeure. Not surprisingly, until now few contracts expressly defined force majeure to include “pandemic”, and none mentioned “COVID-19” – though that is rapidly changing. Rather, for many existing contracts the question will turn on whether the definition is wide and sweeping, as opposed to narrow and specific. For example, a contract which broadly defines an event of force majeure as “any event, which is unexpected and beyond a parties reasonable control” has a much better chance of applying to COVID-19 than a definition built on a limited list of specific events such as “… earthquake, war, or civil unrest.” Further, in some cases the tipping point might be whether the effect of COVID-19 is captured by the definition (e.g. travel restrictions, border closures, government decrees) rather than the disease itself. The second factor to consider is the nature of the relief the force majeure clause bestows. Here, again, different

contracts do different things. At its simplest, a given force majeure clause might forgive a delay or default that would otherwise trigger legal consequences. Consider, for example, a missed milestone. The ripple effects of a COVID-19-caused shutdown in the middle of a project might delay multiple contractors and subcontractors, pushing up their operating costs, and possibly exposing them to liquidated damages from above and delay claims below. A force majeure clause protecting the parties from each other would act as a shield against their mutual claims. Other contracts, however, might go further. In addition to shielding the parties from legal liability from each other, a suitably worded force majeure could expressly extend deadlines, adjust obligations, or even grant compensation for some or all losses or expenses they might suffer because of the unexpected event. It might provide, for example, that a contractor gets some of its increased direct costs (but no overhead) during a delay; it might say that the owner can defer payment but must pay interest; or, conversely, it might say that everyone takes their own knocks. Again, it depends on what the parties negotiated and put into the contract in the first place. Further yet, some contracts might provide the ultimate relief of allowing one side or the other to terminate the contract – that is, to walk away if the unexpected event upends the project to the point where it is no longer viable. The third factor to consider is the process for invoking the force majeure clause and claiming its protection. Most contracts require some sort of notice: the party claiming force majeure must tell the other side. But contracts vary wildly in how and when that notice is to be given. Sometimes, the notice has to be in a prescribed form, delivered within a precise period, containing specific information. In other cases, the process might be looser and more casual. In yet other cases, there might be positive obligations to minimize and

mitigate the effects. In all cases, these

becomes more onerous, or more difficult,

rules need to be understood, respected,

or more expensive, or even impossible,

and followed.

does not in or of itself forgive or excuse

There is one final consideration. At the

the failure to perform. If the parties

risk of belabouring the point, the scope

didn’t give themselves a way out – that

and effect of a force majeure clause

is, they did not negotiate and include a

depends entirely on the contract. But

force majeure clause – the law assumes

what if a contract does not have one?

that it was their choice to do so and

What if the parties didn’t negotiate and

could conclude that they intended to

put one in? Unfortunately, in that case

be bound by and responsible for their

the parties must contend with a harsh

obligations, even if a superior power got

legal reality: the fact that a contract

in the way. u

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ACA Advocacy Update By Ken Gibson, Executive Director. ACA

The Alberta Construction Association (ACA) advanced member interests on numerous advocacy fronts in 2020. The ACA partnered with the Alberta Trade Contractors Coalition and the GC Alliance of Canada to lead the commercial construction industry response in Prompt Pay consultations. Legislation is expected in the fall 2020 sitting of the Legislature. There is strong alignment among industry groups to adopt much of the Ontario legislative approach for prompt pay. The ACA, ATCC, and GCAC are advocating to be a nominating body for payment dispute adjudicators to ensure industry expertise and affordable cost for industry. The ACA successfully lobbied for the appointment of three former ACA chairs to the Skills for Jobs Task Force – Paul Heyens, Paul Verhesen, and Colin Ward. The Skills for Jobs Task Force has been appointed to find ways to expand and strengthen apprenticeship education and skilled trades opportunities to meet labour demands. The task force is expected to report in late 2020. ACA advocacy for increased flexibility in overtime averaging agreements paid off with the passage of Bill 32 Restoring Balance in Alberta’s Workplaces Act. The Government of Alberta launched a review of the Workers’ Compensation Act to ensure job creators and workers benefit from a workers’ compensation system that is fair, affordable, and sustainable. Several topics are being reviewed, including benefits for workers, supports for return to work after an 88

Edmonton Construction Association

The ACA’s submission highlighted changes to return WCB to a no-fault insurance system rather than a social program funded by employers. injury or illness, sustainability of the workers’ compensation system, and enhancements of workers’ compensation processes and governance requirements. Legislation is expected in the fall 2020 sitting of the Legislature. The ACA’s submission highlighted changes to return WCB to a no-fault insurance system rather than a social program funded by employers. The Government of Alberta invited stakeholders to submit comments to inform potential legislative reform of OHS legislation and its associated regulations to improve health and safety outcomes while enabling innovation and competitiveness. Legislation is expected in the fall 2020 sitting of the Legislature. The ACA’s submission highlights the need for evidence-based regulation that demonstrates actual improvements in jobsite safety, not burdensome administration. ACA former chair Paul Verhesen was appointed co-chair of the Red Tape Reduction Industry Panel for the Construction Sector and Ken Gibson was appointed to chair the Vertical Construction sub-group. The panel provides advice to the GOA on regulatory burden with the view to eliminating red tape that is costing Alberta business. The panel reports in late 2020.

The ACA provided input on the Alberta Infrastructure Act and 20Year Capital Plan. The Act is intended to serve as a legislated governance framework for capital planning in Alberta. The 20-Year Plan is intended to be a visionary document that considers long-term trends and priorities for provincial infrastructure. The ACA recommends economic criteria to determine priorities, incenting private capital for public infrastructure, and looking beyond capital planning to address issues of predictable capital programs, funding, and procurement. The ACA also lobbied the government for recognition of COVIDrelated costs in current and future procurements, including a presentation to the standing committee on Alberta’s Economic Future. The ACA continues to advocate for fair allocation of unknowable COVID risks with specific recognition for recognition of cost and/ or schedule impacts. The ACA was pleased with the Canadian Infrastructure Bank announcement of $2 billion for energy retrofits for buildings. The ACA has lobbied the CIB directly and sought the support of the Canadian Construction Association for this advocacy. u

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ECA Breaking Ground | Winter 2020 89

On the need for an innovative new system of highway management By Ron Glen, CEO, Alberta Roadbuilders and Heavy Construction Association

It’s nothing new to say that 2020 has

in our province’s economic wellbeing.

contractors, there is only one source

been an unusual year. Like the ECA,

With so many demands on government

of information: the provincial budget,

the Alberta Roadbuilders and Heavy

for assistance, we have to keep the

which often changes mid-year for

Construction Association (ARHCA) went

advocacy pressure up. In fact, if we don’t

political reasons. This roller coaster

into 2020 expecting massive cuts to our

act now, our industry is looking to be in

budgeting is bad for contractors and bad

industry which meant lay-offs and losses

trouble in 2021 and beyond.

for taxpayers. Alberta can do better to

unlike anything we’ve seen in perhaps decades. But the COVID-19 pandemic changed

We are currently experiencing a time of economic uncertainty, and bold

provide certainty. Here’s a suggestion… A highway

leadership is required. This is a time to be

systems operator with a contractual

that, and government did a 180,

transformative in public service delivery.

commitment to a plan and

recognizing the importance of civil

The ARHCA believes government must

commensurate performance objectives

infrastructure not only as an economic

take a hard look at the governance,

would provide Albertans with the

catalyst, but also as an important

planning, and delivery of infrastructure

transparency they deserve about

investment that ensures Albertans

to ensure the management of these

the condition of their assets, and the

have access to the road networks and

assets protect the taxpayers’ investment.

performance of their asset manager

other infrastructure they need to keep

And we’re looking for partners to help

life moving. In total, we’ve seen more

us advocate for sustainability, long-term

in getting superior long-term results.

than $500 million in highway capital

planning, and funding commitments.

investment in addition to what was

Let’s talk a bit more about that.

earmarked in the spring 2020 budget,

The ARHCA believes there is much

and it seems government announces

room for improvement in Alberta’s

more every week.

model of service delivery. The

At the ARHCA, we are appreciative of

uncertainty of government’s financial

this stimulus funding and we are working

commitment to planning increases

with government MLAs to publicly

risk to contractors. Other sectors of

show our appreciation for making

the economy provide market signals

good decisions. We applaud Premier

to businesses that make calculated

Kenney and his team for recognizing

decisions based on many sources of

that our industry plays an integral role

information. For highway construction

Albertans do not have to look to others for an excellent model. Alberta’s traditional partnership with private companies who compete to deliver infrastructure works effectively in the electrical utility system. In Alberta, government (through AESO) develops a long-term plan, then contracts with private companies who invest, build, and maintain equipment to generate and distribute electricity back to AESO, which operates that system to deliver reliable electricity. We can do this for roads. Governments in Canada have

We applaud Premier Kenney and his team for recognizing that our industry plays an integral role in our province’s economic wellbeing.

rightly been unwavering in applying the laws and regulations holding private transportation providers to high standards of maintenance and competency, regardless of their economic situation. Governments are

Edmonton Construction Association

generally good at enforcing rules. Take air transportation for example: the safety, reliability and performance of the airline industry relies on absolute adherence to engineering standards of repair and maintenance. Governments are generally less than stellar at delivering services. For too long, these governments have let their own infrastructure slide and cry the blues about budgetary restraint taking precedence over regular and appropriate funding of repairs example, it would be as if the captain on your flight about to take off implored you not to worry about the obvious rivets popping out of the wing and saying, “folks, we all have to tighten our belts during these tough economic times, so some work will just have to be deferred.” At the ARHCA, we plan to advocate that Alberta tries an innovative way to manage the highway system by adopting a governance and financial framework that allows government to do what it does best. That is, to plan and enforce rules while partnering with the private sector to compete for work and deliver projects. The root cause of our deteriorating highways is an

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Bridging the gap NAIT’s Bachelor of Technology program is a great option for those looking to further their career in construction

For those already working in the construction industry but looking to further their career, NAIT’s Bachelor of Technology in Construction Management program is a great route to enhance education. The Bachelor of Technology program is one of few programs of its kind in Canada and offers the opportunity to earn a baccalaureate degree following a technical diploma. The degree is designed for those working on the front lines of construction who want to further their careers and pursue project management as a leader. “Usually diploma students work on the front line in construction sites, but here we are talking about project management, construction management, leadership in communication. We are basically getting them that extra step needed to lead and take higher positions in the company,” says Dr. Mohamed 92

Elbarkouky, program chair of the Bachelor of Technology program at NAIT. The program is a two-plus-two program, so students who are admitted have to finish a two-year academic diploma or any other relevant education first in order to be accepted. Elbarkouky says that although they accept many people who already have the two-year Construction Engineering Technology diploma, they have continually accepted students from different disciplines, including architectural, civil, interior design, and have extended the pathways to entrance to mechanical, electrical, and other relevant diplomas that help with construction projects and companies. Many students who have completed this program have gone on to work for large construction companies or have continued to pursue a degree at other universities across Canada and the United States.

Edmonton Construction Association

“The Construction Technology program is designed to train people to be a good project manager and that’s what a lot of students who come out of the program want to be, a construction program manager,” says Chris Fillmore, president of Fillmore Construction, as well as member of the program advisory committee for the Bachelor of Technology program at NAIT. “This program helps them make more business decisions, to develop their careers towards maybe getting a higher-level position in the future. It’s intended to help people expand their opportunities for the future.” The program started in 2015 after NAIT saw a need for students who graduated from their Construction Engineering Technology program but needed the educational background to become leaders in construction companies. The program is a combination of soft and

hard skills with a big portion of the program being a Capstone project, which is a course offered over two continuous terms where students will apply critical thinking and problem-solving skills together with communication and applied research to help solve a problem for a construction company. For the Capstone project, there are a number of sponsors who are some of the biggest construction contractors in the city, many of whom are on the program advisory board. They provide an opportunity where the students select a project, similar to a thesis, and then do applied research. “We connect them with industry and we supervise the proposal for solving the problem, which may entail connecting with worksites, hands-on applied research, communicating with leaders of those companies under our supervision and NAIT staff to develop their own proposal and report and research in general,” says Elbarkouky. “Those research papers are publishable as well. We have published some of the research in journals on construction engineering management. It’s one of the most unique experiences for the students since all that they take they apply to real scenarios and real projects.” The program advisory committee (PAC) also plays a part in consultation for developing new courses for the program based on their advice. Elbarkouky says that there are lots of developments now in the construction side, especially in construction tools and equipment, as well as the technology itself. They are devising those kinds of courses and they intend to add them to the fall 2021 calendar so they can increase their pathway for students coming from different areas. They used to have an initial term for the students who didn’t have a related diploma to take bridging courses, but now they are cancelling those bridging courses and they are implementing innovative courses instead, which are needed to fill the background of those students

who are missing the construction aspect when joining the program. For those who are interested in taking the program, courses are offered at night so it allows students to continue to work full-time during the day. It is both full-time and part-time, which allows students to choose the timeline in which they are able to complete the program. Elbarkouky says it can take anywhere from two to seven years to complete, depending on how busy they are. The courses are all now offered online and if they have any face-to-face classes, they will be in the evenings or on the weekend. In terms of enrollment, they typically see anywhere from 20 to 30 students sign up every semester. Jamey Singh, chair of the PAC for the Bachelor of

Technology program and construction consultant for JS Advisors Corp., says that they have seen steady growth over the years since the course was first offered. Singh says that word of mouth, continued sponsor support, along with the PAC’s annual pizza lunch and panel discussion at NAIT have helped attract new students to the program. “I’m a big proponent of the program and have seen a positive impact and influence in the construction industry,” says Singh, who graduated from the two-year Construction Engineering program 40 years ago. “We are trying to give the best available education around construction and construction management to provide excellent skilled training courses for the industry in general.” u ECA Breaking Ground | Winter 2020 93

Social Procurement What is it? By Roger Buksa

Nicole Matos is a Metis woman and majority owner of Rivet Management Ltd., a construction management company which is 100 per cent Aboriginally owned.

Social procurement is the achievement of strategic social, economic, and workforce development goals using an organization’s process of purchasing goods and services by leveraging existing procurement spending to create a social value. We have all seen the “Buy Local” signs on the side of the road to get people to spend their dollars at local businesses, thus supporting their community. In the simplest of terms, social procurement means “Buy Local”. Money is put back into the community, supporting local businesses and employment. That is as simple and as complicated as it gets. Social procurement is not just the latest buzz phrase, it is a smart and ethical way of doing business. When done correctly, it can create jobs and affect the wellbeing of an entire community. This is not just another way of making a dollar – it is a way of positively affecting the community you are doing work in. Let’s face it, yes, we are all in business 94

to make money. But when looking back on our careers and trying to determine how successful we were, it should not be just about how much money we made. We must also include the impact we have had on the communities where we’ve worked. Organizational impact, the effect an organization has on society, is one of the most important aspects of social procurement. Positive or negative, every company has a social impact on the communities where they work. The next time you are buying up a rural project that you have just been awarded, ask yourself, how is your involvement on this project going to impact the community, the environment, and assist local social enterprises or equity seeking groups? Social procurement can be a financial benefit to your company. For example, hiring local youth in rural communities can give them an opportunity at an apprenticeship and eventually build a successful career. That can save travel and subsistence costs and give your company a resource to enhance your workforce for the future with hard working and dedicated employees that you would otherwise never have found. Using local contractors to perform different scopes of work on the project not only brings money into the community and supports their local employees, but it can give your company an edge. When tendering projects, their pricing would not include additional costs like a living allowance or travel expenses. Buying materials and equipment from local suppliers not only supports the community but can help your company’s bottom line by reducing transportation costs. Building positive

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relationships between you and the local communities can only help your company in the future. Another important aspect of social procurement is to support equity-seeking groups. These are groups that identify barriers to equal access, opportunities, and resources due to disadvantage and/or discrimination, and are actively seeking equality and social justice. These include companies that are majorityowned by women and businesses in underrepresented populations, such as Indigenous communities. Supporting these types of businesses not only helps the development of community capital in these areas, but provides support for self-sufficiency, positive attitudes, and increased self-esteem in the residents of these communities. Providing more jobs can help people in these communities achieve a better standard of living and ultimately have a positive impact on the economic stratification of their community. We not only get the opportunity to make money, but we can also help remove social barriers and stigmas in these communities. Recently I have had the pleasure of meeting and talking to Nicole Matos about her experiences and career in construction. She is a Metis woman and majority owner of a construction management company. Matos has been working in construction for 14 years, and after working with the federal government as a project manager, she worked for a local commercial construction company. Seeing a gap in the marketplace, in 2009 she started her own 100 per cent Aboriginally owned company, Rivet Management Ltd., that

has successfully focused on tenant improvement projects. It is also registered with the Canadian Council for Aboriginal Business (CCAB). Matos was gracious enough to answer a few questions for Breaking Ground. What have you found to be the biggest benefit of being a certified Aboriginal company? Matos: So far, the biggest benefit of being a certified Aboriginal business is being able to bring positive attention to Aboriginal people and change the stigma. People have an initial picture in their mind about what Aboriginal is or looks like – their judgement does not usually look like me. By being female and Aboriginal, it is impowering to be a role model for young people – now they can see someone succeeding and know they can also do it – #ifyouseeityoucanbeit. On top of that, this year we have been working on bidding on some government projects that are set aside under the federal government Aboriginal Procurement Plan and building relationships with companies that have an Aboriginal engagement policy. As this is becoming more known and talked about, we hope this will become a more important pillar of our business. What disadvantages have you experienced being an Aboriginal company? Matos: I have found that the disadvantages are sometimes people assume we are not capable (add in being a woman has its challenges – I have literally had clients tell me that they initially wanted to talk to someone else because they assumed the others would know better), so I have to try extra hard to make a great first impression. I also find that once we got on the CCAB list it mainly came with a whole new group of people calling wanting to sell us or trick us into buying things from them. What are some of the highlights of your career? Matos: High points of my career have been being a finalist this year for the Alberta Women’s Entrepreneur Award for Aboriginal entrepreneur, having a home builder (Rohit Group of Companies)

way uphill through the stigmas and

hire us to do their office build out, and building out our office. What advice would you give to someone starting an Aboriginal construction company? Matos: Learn about government set asides, build relationships, get involved with mentorship today, and read, read, read! I would start with reading profit first, make sure its deductible, traction and scaling up. For many years I was waiting to get involved until I felt I was ‘successful enough’, but now that I have joined many of these groups, I wish I had done it long ago. Last bit of advice – the devil is in the details and document, document, document! It does not matter how good you can build something, if you do not have the requirements/price/details documented you will have a painful road ahead of you. Rivet Management is only one of hundreds of companies looking for an equal opportunity that must battle their

prejudices in our industry. There is a vast pool of untapped companies and workers in small towns and Indigenous communities just waiting to be unleashed. Utilizing these resources not only benefits their communities, but can also benefit your bottom line. Our industry and the way we do business is changing continually. How we work, treat the environment, our engagement with the people we work with, and the opportunity to be a positive influence on these communities where we make our money can be the difference between being just a good company or being a great company. Social procurement is not a passing phase, it is a smart, progressive, and innovative way of doing business. It is one of the differentiators between being a good company and being a great company. Be a great company. u

Article Sources: (1) A Guide to Social Procurement by Buy Social Canada (2) Canada Council for the Arts (3) Exploring Social Procurement - Accelerating Social Impact (exploring -socialprocurement_asi-ccc-report.pdf) (4) https://study.com/academy/lesson/impact-of-organizations-on-society-community by Natalie Boyd (5) https://www.toronto.ca/business-economy/doing-business-with-the-city/socialprocurement-program/

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