January - February GVCA Journal - The Forecast 2021 Issue

VOLUME 10 • ISSUE 1

JANUARY // FEBRUARY 2021

THE OFFICIAL PUBLICATION OF THE G RAND VALLEY CONSTRUCTION ASSOCIATION

THE

FORECAST 2021 ISSUE

We speak to the experts about what’s in store for our industry and the local economy in 2021.

Check out our interview with WREDC President Tony LaMantia, our profile of WSIB small business award winner Brick & Co. Restorations, and our look at the top projects in our region.

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THE OFFICIAL PUBLICATION OF THE GRAND VALLEY CONSTRUCTION ASSOCIATION

THE

www.gvca.org • @GVCANews

VOLUME 10 • ISSUE 1 JANUARY - FEBRUARY 2021

FORECAST 2021 ISSUE

Photography by Ron de Vries

PUBLISHER Martha George EDITOR James Raiswell

CONTRIBUTORS

Kimberley Aitken Ted Dreyer Paul Knowles Kerry Mann

Andrew O’Connor, WSIB PHOTOGRAPHY

CONTRIBUTORS Ron de Vries www.rondevries.com

LAYOUT & DESIGN Janet Day

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FEATURES

DEPARTMENTS

16 BRICK & CO. RESTORATION LTD. CLAIMS TOP HONOURS AT WSIB SMALL BUSINESS AWARDS

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WELCOME

Messages from the Chair and the President

19 ECONOMY 2021:

BOUNCE-BACK AHEAD

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20 ‘THE PENDULUM WILL SWING BACK’

10 SAFETY

22 A TOOL TO SIMPLIFY PROMPT PAYMENT

12 FINANCIAL

ADVERTISING SALES Lana Lang-Nagle lana@gvca.org

519-622-4822 x128 SUBSCRIPTION INQUIRIES & LETTERS

TO THE EDITOR

editor@gvca.org

GVCA Journal is published six times yearly by the Grand Valley Construction Association ©2021. All rights reserved.

Canadian Publications Mail: Product Sales Agreement #42259531; ISSN 2368-2930; in Canadian Periodical Index.

GVCA Journal subscription is a benefit of Grand Valley Construction Association membership and is included in membership fees.

Magazine Subscription: Canada $28/yr (incl. 13% HST).

US/International $32/you (CDN).

Return undeliverable addresses to: Grand Valley Construction Association 25 Sheldon Drive, Cambridge, Ontario N1R 6R8

©2021 Grand Valley Construction Association.

All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part without prior written consent of the publisher

24 THE TOP 10 PROJECTS OF 2021 28 MOVING TO A CLOUD-BASED SYSTEM CAN STREAMLINE COMPANY PROCESSES

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CRYSTAL BALL REPORT George Street Project, Toronto

SIGHTINGS Meet the GVCA team!

Incident investigations New year, new opportunities

14 LEGAL Dealing with COVID delays

30 GVCA EVENTS &

EDUCATION CALENDAR 30 ADVERTISERS’ INDEX

GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

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WELCOME TO JOURNAL A MESSAGE FROM THE CHAIR

WE CAN’T STOP NOW One of the themes that has come out of the COVID-19 pandemic is how well our industry has handled itself.

Think back to March and that pivotal press conference by Premier Doug Ford where he announced the province would go into lockdown, while saying that only construction work on the most essential projects would be allowed to continue to the foreseeable future. Maybe you also remember that he singled out our industry by showing photos of sites where sanitation was less than perfect.

Fast forward almost a year now, and I’d say we responded well. The lockdown was a wake-up call for some of us. It was a reminder that we can always do more to protect the health and safety of our work-

A MESSAGE FROM THE PRESIDENT

ers. Our collective ability to not only find new solutions to this emerging challenge, but also to share ideas and best practices among our peers was what allowed us to get back to full operations within just a few weeks.

There’s good news ahead. Vaccines have been developed and with any luck, we’ll be out of the woods soon. For now though, we have to stay vigilant. What do I mean by that? We have to stay on top of our COVID protocols and make sure they’re followed just as strictly, and reviewed just as often, as they were back in March when all this began. This is something that many of us

Mike Reid, GSC

have never experienced in our lifetime, but despite the hardship it is not that big of a sacrifice to what generations have had to endure before us.

Our industry has been held up as a model for its response to the pandemic. We can’t stop now. The responsibility for beating COVID belongs to all of us. Please do your part to get us all through this so life can go back to our new normal once it has resolved.

DITCH THE DEFAULT EFFECT We all suffer from the default effect—when we do the same thing in the same way, time after time.

And why not? It’s easy. It’s safe. It’s what we know, and it doesn’t ruffle any feathers.

could prevent you from getting rid of the things you no longer need, or which are The problem is, when you make the past your no longer supporting your business. default setting, you prolong and sanctify the So ask yourself, “what happens if I make status quo. You instinctively avoid change— a change in my business?” More imporand tend not to make moves that could yield tantly ask, “what happens if I don’t?” real benefits.

Change moves us forward. Sometimes Start this year by taking a long, hard look at your default setting. Is it holding you back?

Making a change can mean leaving things behind, and that can create a fear of regret.

On the other hand, not making that change Martha George, GSC

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

it takes a bit of time to develop. I am excited to explore new possibilities, and to look for new opportunities to serve our members.

BEBOLD | Building On Leadership Development

CELEBRATE OUR INDUSTRY’S NEXT GENERATION OF CONSTRUCTION PROFESSIONALS The second annual BOLD Awards is a unique opportunity to recognize your best, next-generation people and show them they are appreciated.

Nominate now at gvca.org/bold Together we will honour the best in the following categories: Craft Award: Given to a skilled tradesperson.

Safety Award: Given to an individual who has a strong commitment to safety.

Onsite Award: Given to an individual who has the ability to bring the team together.

Leadership Award: Given to an individual who demonstrates professionalism and leadership qualities.

Spirit Award: Given to an individual with social responsibility

and who inspires others.

Customer Service Excellence Award: Given to an individual who has provided exceptional customer service.

Outstanding Apprentice Award: Given to an individual enrolled in an apprenticeship program and has shown his or her desire to make their chosen trade a career.

2020 Bold Awards Presented by GVCA and LinC To submit your nomination, go to www.gvca.org

We will host an in-person Gala when COVID restrictions are lifted.

Nominations can be provided through recommendations of employers, suppliers, colleagues or through self-nomination. Anyone can nominate an individual who is an employee or owner of a GVCA member firm in good standing, and that meets the age requirements. Age requirements for nominees: To be eligible for a 2020 BOLD Award, a nominee must be born in 1980 or later. Judging panel: A minimum of three industry experts will be selected as judges. All nominations will be “blind” (stripped of personal and company identification) to ensure non-bias.

GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

10:08 AM AM 10:08

CRYSTAL BALL REPORT

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UNMATCHED CONSTRUCTION INTELLIGENCE

PRE-BID REPORT

GVCA’s Crystal Ball Report is a unique and insightful member service. Updated daily by GVCA staff, the report tracks planned projects during the pre-bidding phases, following them from concept to design to prequalification, construction and completion.

George Street Project | Toronto, ON The project, which is part of the City’s Downtown East Action Plan, will be the catalyst for a safer and more vibrant community in the heart of Toronto’s Garden District. It will result in approximately 622,000 square feet of new construction and restored heritage buildings.

One of the key elements of the project will be the revitalization of Seaton House men’s shelter, located on George Street. The building and its adjacent properties will be transformed into a new shared facility that will provide a range of housing, programs and services for vulnerable and elderly individuals in the community. The project will result in a long-term care home, a transitional living facility, an emergency shelter, affordable housing, and a community hub serving residents of the site and the local neighbourhood.

The project is being delivered through a design, build and finance public-private partnership model, and will be run by Infrastructure Ontario as procurement lead.

Proposed features of the new development include: • an emergency shelter program with 100 beds for men experiencing homelessness, • a 130-bed, all-gender transitional living program for people experiencing homelessness and those who require more intensive health care and substance abuse support, • a long-term care home with 378 beds, • 21 units of affordable housing with supports, and • a community service hub for program clients as well as members of the surrounding community.

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

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SIGHTINGS

OUR TEAM OF EXPERTS IS HERE TO SERVE YOU

Lana Lang-Nagle I am the Chief Operating Officer. I enjoy my job because GVCA is a forward-thinking progressive membership association with a great staff and growing membership base.

Every day is busy, different and a welcome challenge.

When not working I love to golf, read, walk my dog, exercise and shop. I have an amazing step-son Fraser Nagle, a chocolate Lab named Ike and a cat named Kitty.

My favourite food is anything crunchy. My least favourite is anything deep-fried.

Martha George I am the President of the Grand Valley Construction Association.

I love the construction industry.

I especially appreciate and respect the people who choose construction as a career and tackle the challenges, understand the complexity, and show innovation every day to create beautiful buildings, safe roads and underground sewer and water mains.

When not working I enjoy cooking, golfing and reading. I have two beautiful grandsons, and three amazing sons who have caring partners.

I love dessert – any kind of dessert!

And pears. My least favourite food is octopus.

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

2021 will be an exciting year for the GVCA as we expand our value proposition to our members.

One of the changes you’ll notice is the addition of our new Chief Operating Officer, Lana Lang-Nagle. Lana joined our

Mike Murray I manage the Construction Information Services department.

There are so many wonderful things about my job. My favorite is the interaction with members.

I also love the company culture.

When not at work, I love to go camping, play hockey and golf; I love to cook, and I like watching Hockey Night in Canada on Saturday night. I have two amazing daughters.

My favourite foods are steak, oysters, shrimp and ice cream.

My least favourite food is olives.

Rob Agley I am the Electronic Plans Room Coordinator. I enjoy my job because I love helping people become successful!

When not at work, I enjoy sleeping in, vacationing somewhere warm, and music.

My favourite food is Italian; my least favourite type of meal is buffet.

team in mid-2020, and is streamlining the internal operations of the GVCA, getting to know members, and identifying new opportunities to serve you better. She received her Certificate in Economic Development from the University of Waterloo/ EDCO and is working to complete her final Ec.D designation.

She is also a member of the Economic Development Association of Canada.

We asked all of our staff members to answer a few questions so you can get to know them a bit better. These are the people who work on our front lines and deal with you every day.

Sarah Whittaker

Michelle Henry-Hayden

I have been with GVCA for almost 10 years. My current role is accounting and membership services, which includes accounting functions, member account management, online registrations, CCA/CCDC Document and Seal order fulfillment, coordination of the annual membership directory publication, and affinity program.

Our members are my top priority.

I enjoy being a resource to help them grow their business and conduct their daily business activities. My goal is to provide the best possible service to our members with accuracy and integrity.

When not at work, I enjoy spending time with my family, cooking and traveling.

My favourite food is Caesar salad and my least favourite is shrimp.

Katie Bell I am the Education Coordinator at GVCA, and involved with WSIB’s HSEP program and COR certification. I enjoy my job because I get to help people with their professional development and advancement within their careers.

When not at work, I love to travel and spend time with my daughter and our one “fur baby”.

I love French and Mexican cuisine, and steak. My least favourite foods are olives and raisins.

There are two people who also work diligently for you “behind the scenes”: Laura Benedict and Lisa Lackenbauer, who are not profiled in this section.

My job is to create marketing materials to raise awareness about GVCA and communicate the amazing services we offer to our members. I also ensure the most up-to-date information is live on our website and analyze collected data.

I enjoy the collaboration with the GVCA team. We work hard and support each other.

When not at work, I love spending time with my family and friends, and I love being outdoors. I also volunteer at the school my children attend.

I have three amazing children. Kai (7), Sienna (5) and Jasmine (2).

They keep me VERY busy.

My favourite foods are Indian and Jamaican curry. My least favourite is olives.

Lisa Richter I am a document management specialist on a co-op term with GVCA. I help out in the Electronic Plans Room with Zone 3 – GTA and cottage country. I enjoy my job because I am surrounded by great co-workers. Since I am still a student, they have taught me many new things along the way, and provided support and help when needed.

When not at work I enjoy spending time with those in my social bubble – family and roommates. I also enjoy CrossFit workouts, playing soccer and volleyball.

My favourite food is lasagna, and my least favourite is cilantro.

Cilantro can ruin any dish.

GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

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SAFETY

INCIDENT INVESTIGATIONS When workplace incidents happen, they must be investigated properly and by the right individuals. As incidents have the potential to result in injury, illness and fatalities, it is important for the investigators to identify the root cause so future incidents can be prevented. Key areas to explore include the task, material, environment, personnel and management.

By taking a deeper look into these areas, investigators can find out the facts, and create and implement a plan for corrective action.

Share this infographic on how to conduct an incident investigation in the workplace, including who should do the investigation, and how to conduct, conclude and communicate findings.

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

Editor’s note: this infographic was created by the Canadian Centre for Occupational Health and Safety. For more information, visit www.ccohs.ca.

GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

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FINANCIAL

NEW YEAR, NEW OPPORTUNITIES Many of us set New Year’s resolutions, but this year especially, we need to take stock of the new opportunities and threats facing ourselves and our businesses in 2021.

These opportunities and threats will depend on where your business is in its life cycle, as well as your personal plans.

Although the pandemic is not over, we have a better understanding of COVID19’s impact and are looking forward to that light at the end of the tunnel.

OPPORTUNITY

INTEREST RATES AND COMPANY VALUE The pandemic has affected the Canadian economy resulting in lower interest rates and potentially depressed values for businesses. This could be an opportunity to purchase an established business at a reduced price with better vendor-financing terms than before the pandemic. There may also be an increased supply of businesses open to a sale as current owners wish to make a shift after weathering months of the pandemic. Of course, many businesses were able to weather the pandemic relatively unscathed or made successful pivots showing potential buyers they are “recession-proof” and therefore enjoying a boost in value.

As a business owner looking to sell, the favourable interest rates could provide an opportunity. However, if your business’ value was depressed by the pandemic, the sale price may not be adequate for you to go ahead with the deal.

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

While the ability to buy or sell can be an opportunity to some and a threat to others, there is still a lot of uncertainty which has led to a “mixed bag” of corporate valuations.

More than ever, every transaction and company is different, leading to different valuations within otherwise similar businesses.

The uncertainty has also led to banks being weary of historical results and investors being less willing to complete transactions due to the continued uncertainty in the market. The key for 2021 is to keep your eyes open for the opportunities to gain synergies or get into an established business, while being aware of the potential roadblocks.

2021 could still be a great time to buy or sell.

OPPORTUNITY

SKILLED LABOUR

The actions and struggles of your competitors throughout the last nine months can lead to unique opportunities to access skilled labour. Employers who kept employee safety, benefits, and incomes at the forefront of their pandemic strategies could benefit from now having access to the staff of companies that did not have the same focus. With the historically low supply of skilled construction labour, this could be a game changer for the industry.

OPPORTUNITY

THE PIVOT

Many companies who benefitted from increased sales and value during the pandemic

were those that were able to pivot their service offerings or operations to suit the restrictions that came into place. With the pandemic ongoing and Canadians being forever changed by a lockdown and long periods of pandemic restrictions, companies that can pivot to fill gaps and keep up with trends could reap significant rewards. For example, homes with separate home office spaces are in more demand than ever as people wish to continue working from home in some capacity even after the pandemic is over. This is an opportunity for home builders and home renovators to fill that need as well as for companies to allow their operations to shift to allow at least some remote work.

OPPORTUNITY

CONTINUED AND NEW GOVERNMENT ASSISTANCE Some of the pandemic government assistance has been extended into 2021, although the details were not known at the time of writing this article. Continued or new government assistance announcements could provide your company with further resources to aid operations. For example, the wage subsidy (CEWS) applications for the periods up to the end of November have an application deadline of January 31, 2021, however an extension of the program has also been announced to June

2021. There has also been an announced expansion to the CEBA loan program.

increased health risks, this becomes even more important.

THREAT

LACK OF LIQUIDITY OR INSURANCE The pandemic taught Canadians a true lesson in uncertainty and the need for emergency resources. With many out of work and companies faced with reduced revenue and increased costs, having adequate liquidity was what got many through the lockdown period and the continued restrictions that followed. As the pandemic continues, those companies that start to run low on liquid resources may still not be spared. And should the worst case happen, and an owner get ill or pass away, companies and families without adequate liquidity or insurance could be faced with a significant tax burden.

This is a very difficult thing to think about and discuss, but it is advisable for those with significant assets (corporate and personal) to meet with their trusted advisors to calculate their tax burden and determine whether they require additional liquid assets or insurance. This ensures their family will be protected should the unthinkable happen. In a time with

I N D U S T R Y

THREAT

SUPPLY CHAIN ISSUES

While construction seemed to miss the large-scale effects of the pandemic that other industries faced, like tourism and food service, there are concerns starting to arise. Due to shutdowns in the supply chain and changes in consumer purchasing, the industry may face new challenges in 2021.

This is already starting to be felt with the lumber shortages and therefore price increases due to homeowners diverting travel funds and increasing their home reno projects during lockdown.

THREAT

PROJECT PIPELINE

With the government focused on COVID assistance programs, there is some concern that infrastructure spending may be less of a focus. Non-government consumers may also be holding off on projects due to the continued uncertainty and depressed economy. All this could lead to your project pipeline shrinking significantly. While keeping staff busy is important for morale, taking on jobs to fill the pipeline that have low or negative margins could lead to over-

all net losses. For companies with already depleted resources, some jobs that run at a loss could put them over the edge.

Additional, creative efforts may need to be an early focus in 2021 to ensure your pipeline is full of profitable work. Having several case-based projections to better understand your company’s breakeven will also be beneficial.

Whether something is seen as an opportunity or a threat depends on your point of view and position in the industry. Those who have the most success in 2021 will be those who are able to adapt quickest to take advantage of any opportunity or dodge any threat they face. As those opportunities and threats arise, remember to turn to your trusted advisors for advice to help maximize the results of any new direction.

I believe that like 2020, 2021 will continue to be a year focused on pivots.

Written by Kimberly Aitken, CPA, CA, Co-Leader of RLB LLP’s Construction Team. Contact her at 519-822-9933 or visit rlb.ca.

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

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LEGAL

DEALING WITH COVID DELAYS Force Majeure, which is Latin for “superior force”, is a clause put into contracts to protect parties in circumstances where a “superior force” prevents them from fulfilling their contractual obligations, such as a natural disaster, war, etc.

If your project has been delayed by the “superior force” of COVID, you may be protected if your contract has a force majeure clause.

Not every contract has a force majeure clause. Unfortunately, without a force majeure clause, contractors or subcontractors are likely not entitled to an extension of contract time for delays caused by COVID. If contractors or subcontractors fail to perform their work within the contract time, they could be exposed to claims for lost rent, increased financing costs, professional fees, and insurance, etc., flowing down from the owner.

The CCDC 2-2008 and the CCA 1-2008 contracts both have force majeure clauses that are found at GC/SCC 6.5. The delays that we have seen resulting from COVID are likely to engage different parts of the CCDC/CCA force majeure clause depending on whether COVID delayed the project directly or indirectly.

By direct delay, I am referring to the province-wide shut down of non-essential projects in the spring of 2020. For delays caused

RENT IT HERE.

by the shut down, GC/SCC 6.5.2 will likely apply. GC/SCC 6.5.2 says that a contractor or subcontractor is entitled to an extension of the contract time and compensation for delay costs for that period of time that the project was delayed by “a stop work order issued by a …public authority”. If the contractor or subcontractor complied with the notice provisions in GC/ SCC 6.5.4 (more on that below), then my view is that a contractor and subcontractor is likely entitled to an extension of time and compensation for delay costs incurred over the duration of the shut down.

COVID has also delayed projects indirectly. Perhaps the earliest impacts of the pandemic were delays in the delivery of materials and equipment from China. In the chaos of the early spring, there were shortages of manpower as some workers stopped coming to work. When they returned, they had to practice social distancing, which cut into labour productivity. In the summer

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

we started seeing shortages of material again as domestic production of materials (e.g., lumber) lagged behind consumption.

For these indirect delays, the relevant clause is GC/SCC 6.5.3, which allows a contractor or subcontractor an extension of contract time for delays caused by “any cause beyond the Contractor’s/ Subcontractor’s control”. This clause has not been considered in a case involving a pandemic before, but past cases suggest it will be a difficult hill to climb. If the contractor or subcontractor could have maintained or recovered the contract schedule by working overtime or sourcing material from a more expensive supplier, then past cases suggest that they are not entitled to an extension of contract time. In any event, a contractor or subcontractor is not entitled to compensation pursuant to GC/SCC 6.5.3 for costs resulting from indirect COVID delays.

To get an extension of time for either direct or indirect COVID delays, a contractor or subcontractor is supposed to give written notice within 10 days of the onset of the delay. See GC/SCC 6.5.4.

The Court may grant an extension of time even in the absence of timely notice where the counterparty was already aware of the delay and had an opportunity to take corrective, mitigative, and investigative steps. It would be a brave owner who refused to grant an extension of time equal to the duration of the shut down even in the absence of timely notice pursuant to GC/SCC 6.5.4.

Getting an extension of time for indirect COVID delays might be difficult in the absence of timely notice.

I will leave you with two parting thoughts. First, the force majeure clause is yet another reason why you should be using the CCDC and CCA family of contracts if you can. Second, if the province orders another COVID shut down, then make sure that you send out a written notice requesting an extension of contract time and compensation for delay costs.

Ted Dreyer is a lawyer and adjudicator at Madorin, Snyder LLP in Kitchener. This article should not be relied on as legal advice.

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

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FEATURE

BRICK & CO. RESTORATIONS LTD. CLAIMS TOP HONOURS AT WSIB SMALL BUSINESS AWARDS

The company earned the top prize in part for its response to the COVID-19 pandemic and in part for its ongoing dedication to promoting employee health and wellness.

Kitchener’s Brick & Co. Restorations Ltd. has taken home top honours in the Workplace Safety and Insurance Board’s (WSIB’s) 2020 Small Business Health and Safety Leadership Awards.

WSIB made the announcement on November 24.

Now in its fourth year, the awards recognize those companies with outstanding health and safety programs. Any Ontario small business with fewer than 50 employees is eligible to apply.

“Our Small Business Health and Safety Leadership Awards celebrate the efforts and achievements of leaders in small 16

GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

business who make their workplaces healthier and safer – and who can inspire their peers by example,” said WSIB Chair Elizabeth Witmer. “I congratulate all of the applicants who took the time to tell us how they are staying resilient within one of the most challenging times in living memory.”

Normally, the awards judge companies on their performance in five categories: safety culture and leadership, inspections, hazard identification and control, quality of return-to-work programs, and employee safety engagement survey results. Given that this year has been anything but normal when it comes to health and safety, the board refocused its criteria to shine a light

on companies’ responses to the COVID-19 pandemic.

“Businesses had a unique challenge to deal with this year, and part of how we determined our first-place winner was by measuring their response to COVID-19,” says Witmer. “In that regard, Brick & Co. was outstanding.”

Brick & Co. Restorations, which employs about 45 people, specializes in repairing, restoring, preserving, and protecting properties in communities across Southern Ontario. Some of the services it provides include concrete repair and restoration, masonry restoration and repair, building envelope repair, waterproofing, UAV drone services, and industrial commercial institutional restoration.

Operations Coordinator Michaela Zehr explains that Brick & Co. was convinced to

BUSINESSES HAD A UNIQUE CHALLENGE TO DEAL WITH THIS YEAR, AND PART OF HOW WE DETERMINED OUR FIRST-PLACE WINNER WAS BY MEASURING THEIR RESPONSE TO COVID-19 / Elizabeth Witmer workers through the pandemic,” she says.

“We didn’t know what to expect when we applied, so it was quite a surprise—and an honour—to come in first.”

Safety has always been at the forefront of Brick & Co.’s work. The company starts with the standards described in the Occupational Health and Safety Act, then adds its own requirements to go beyond those minimums.

Don and Michaela Zehr

apply for the WSIB small business award by an email from the GVCA.

Site photography by Andrew O’Connor, WSIB

“When we learned more about it, we liked how the award was being evaluated.

There was less of a focus on inspections and more of an emphasis on wellness and well-being, and how we supported our

When the COVID-19 pandemic was officially declared in Ontario in March, activity on non-residential construction sites was limited to only those projects deemed by the province to be essential.

For Brick & Co., that meant that while work on most of their sites was paused, the company was permitted to continue working on two or three projects that were considered essential.

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Company Owner Don Zehr explains that responding to the pandemic in those early days was a bit like aiming at a moving target.

While Brick & Co. was able to move its office staff to remote locations and continue operations through platforms like Zoom, work on its essential sites required a steeper learning curve as thinking about the virus evolved.

“We were doing all the research we could and attending webinars to understand the requirements and expectations that were coming from industry experts and public health officials,” says Don. “We took the time to make sure we created policies and protective measures that followed all guidelines. GVCA in particular was very helpful in providing information as things developed.”

Now, nearly a year since the pandemic was declared, work on Brick & Co.’s sites and in its offices has settled into a groove. The company continues to take all necessary precautions—of course—by increasing

Check out the WSIB’s video announcing Brick & Co. Restorations Ltd. as this year’s Small Business Health and Safety Leadership gold award winner: https://www.wsib.ca/en/small-business-health-and-safety-leadership-awards.

Site photography by Andrew O’Connor, WSIB

cleaning and sanitization efforts, restricting the number of people who ride in trucks, posting site signage to remind workers about proper protocols, and by dividing its administrative staff into teams who split time in the office and at their homes.

“I don’t think we’re doing anything better or any differently than anyone else,” says Don. “In that way, it’s a little embarrassing that we won this award.”

Nonetheless, the top prize in the awards comes with a $5,000-bonus. That’s money Don and Michaela say Brick & Co. will invest back into its company health and safety programs and, when the time is right and it’s safe to do so, throw a good, old-fashioned party for the whole team.

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

519.585.2200 www.cushwakewr.com Cushman & Wakefield Waterloo Region Ltd., Brokerage

FEATURE

ECONOMY 2021:

BOUNCE-BACK AHEAD The Kitchener-Waterloo-Cambridge economy took a hit in 2020, but won’t stay mired in a slump for any serious length of time.

Economists from the Conference Board of Canada (CBOC) have projected a drop in GDP of about 3 percent for the region by the time the dust has settled on 2020.

Obviously that’s not ideal, but it’s nowhere near as bad as some parts of the province, and it’s significantly better than the 6.4 percent drop in growth the conference board is projecting for the province as a whole.

The good news is, says Robin Wiebe, a senior CBOC economist, the economy will rebound strongly in 2021.

“We’re seeing a bounce back of about 6 percent in 2021, and we hope that last fall’s news about a COVID-19 vaccine will help bolster that number even further,” he says.

“This is a multi-faceted economy that has always been able to withstand shocks and reinvent itself quickly.”

At the beginning of 2020, CBOC was calling for employment to hold steady locally.

And although the spring lockdown caused employment to dip significantly, there are signs on the horizon that the flat-growth target may be achievable. Through October, employment was down 6 percent, but had been coming back sharply since June. That trend was enough for Weibe to say zero growth was within reach, followed by an expansion in 2021.

Most construction took a hit in 2020, with building permit values about 37 percent lower through the first three quarters of the year than over the same period in 2019. A closer look at the numbers, however, reveals some interesting trends. Permit values came back strongly back strongly in August and September. Those months were about 33

percent and 50 percent higher than they were in 2019.

“That rebound is being fuelled by residential permits,” says Weibe.

Residential permits are accounting for about 60 percent of total permit values locally, and demand, says Weibe, is being fuelled by in-migration from the Greater Toronto Area.

“After the spring lockdown ended, many people in the GTA who were living in apartments decided they could get much more bang for their buck by moving to Kitchener-Waterloo to find housing. And why not?

Interest rates are low, and commuting isn’t an issue with so many people working from home these days.”

Data from Canada Mortgage and Housing Corporation suggests local builders are already quite busy. The local under-construction unit volume is up 50 percent compared to October 19. There were 6,156 units under construction this year, compared with 4,041 a year earlier.

The question, for Weibe, is how much more activity can builders take on, given shortages in key building materials, and the stress on local labour markets.

Bright spots for Ontario’s economy, but the recovery will be slow Bigger picture, CBOC is projecting real GDP in Ontario to shrink by 6.4 per cent this year.

The steep decline is due to the pandemicrelated shutdowns in March and April when the province kept its doors closed for longer than other provinces and to the aggressive return to closures when cases surged once again in October.

The board expects the economy to struggle through the fourth quarter of 2020 but rebound with growth of 5.2 percent in 2021.

Helping to create growth this year will be household spending. Excess savings, pentup demand, and strong labour income will help stimulate household spending, especially as the pandemic finally starts to fade, says the board. After falling by 8.8 percent in 2020, household spending will rebound with growth of 4.9 percent in 2021 and 7.6 percent in 2022.

AFTER THE SPRING LOCKDOWN ENDED, MANY PEOPLE IN THE GTA WHO WERE LIVING IN APARTMENTS DECIDED THEY COULD GET MUCH MORE BANG FOR THEIR BUCK BY MOVING TO KITCHENER-WATERLOO TO FIND HOUSING / Robin Wiebe The board also expects good news to come from the administration change in the United States, with exports recovering from a drop of more than 10 percent in 2020 within two years.

The news on the construction front, however, is less certain. Housing starts have been resilient and a number of large-scale projects (most notably the multi-billion-dollar refurbishment of the Darlington nuclear plant) will help sustain private investment. On the other hand, a permanent shift to remote work is likely to weaken office construction, especially in the Toronto area, and that will weigh on investment. In all, the board expects investment to fall by 5.9 percent in 2020 and rise by 6.3 percent 2021.

GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

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FEATURE

‘THE PENDULUM WILL SWING BACK’ Waterloo EDC head Tony LaMantia shares optimism about what’s to come.

By Paul Knowles

In a time of perpetual bad news, engendered by a pandemic no one anticipated, Tony LaMantia can nonetheless find a significant number of silver linings.

The President and CEO of the Waterloo Region Economic Development Corporation (WREDC) is measured in his assessment of the current situation. While he says, “There has been a definite rebound in employment” in the region, he adds, “It’s not all roses and sunshine.”

He argues that some economic sectors are actually thriving during the COVID-19 pandemic, others are seeing a light at the end of a long tunnel, while some are in trouble.

PROJECTS IN KITCHENER’S CORE WOULD MEAN SIGNIFICANT WORK FOR THE CONSTRUCTION INDUSTRY, INCLUDING THE PROPOSED HEALTH SCIENCES CAMPUS. Construction, he suggests, is in a relatively strong position. For instance, when it comes to government projects, LaMantia notes that “there is a healthy backlog of larger infrastructure projects… and infrastructure funds are starting to flow.”

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WREDC has changed its focus because of the pandemic. The organization that once spent a lot of its energy on attracting overseas investment in the region has re-focused on its home base. LaMantia says, “We’ve learned that helping local companies scale up is critically important, and that building the local economy from the inside out demands collaboration on the regional, provincial and federal levels.”

With that local emphasis in mind, LaMantia says, “there are a number of projects we’d like to drive forward.” He adds that not all of them are yet greenlighted or funded, but they are certainly moving ahead in the planning process. He points to projects in Kitchener’s core that would mean significant work for the construction industry, including the proposed health sciences campus.

He includes employment lands in north Cambridge that should produce thousands of new jobs, over the next ten years.

The new focus on working with local enterprises is caused at least partially because the pandemic has weakened the demand from international companies. COVID restrictions simply make major relocations or expansion into new locales too complicated.

LaMantia says, “Direct foreign investment is down 50 percent, year over year.” Waterloo EDC got that message at the very beginning of the pandemic, he says. “We knew it was going to be a challenge. Back in March, we pivoted to support local companies 100 percent. That turned out to be the right move.”

The approach seems to have borne fruit. LaMantia says that most recent unemployment shows a drop from the high of 10 percent

in the region to the current 7.9 percent. He credits “the makeup of our community… we have been better able to thrive.”

INTEGRITY

SERVICE

QUALITY

Construction has continued almost unabated during the pandemic, although LaMantia acknowledges that the shift to working remotely, initially caused by the pandemic, may have a longer-lasting result, as employees work from home, and corporate offices remain partially deserted. “It may take a while for this to get sorted out,” he says. The number of companies that will return to in-office arrangements will not be known for some time.

He suggests that working remotely “might dampen the demand in the next couple of years,” but he quickly points out that “we had such low capacity [in available office space] before the pandemic hit… there was not a plethora available.”

The manufacturing sector has been especially resilient, with many changing lanes to manufacture needed pandemic supplies, like personal protective equipment (PPE). LaMantia says that, “Well over 100 companies [in Waterloo Region] are manufacturing PPE.” He especially noted PRIMED, the Cambridge plant that has just received a provincial government contract to supply 50 million masks a year for the next five years.”

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However, LaMantia acknowledges that such success stories are one extreme on an ever-widening economic spectrum.

Just as the province announced that Waterloo Region was moving into the red zone in November, LaMantia noted that small businesses, and especially tourism, are going to continue to struggle through the second wave of the pandemic.

Waterloo EDC has supported the Waterloo Regional Tourism Marketing Corporation’s applications for funding to support businesses in the tourism sector, including providing PPE for staff, and extending patio hours for restaurants and bars, and he adds, “I’m excited that governments have listened.” However, he admits, “on the demand side… there’s not much you can do,” unless people want to dine out, and go to bars and tourism attractions.

Unlike construction, which LaMantia believes is more than surviving and already seeing signs of resurgent demand, tourism and hospitality sectors “will be the slowest to come out of it… it’s going to be a very, very tough period.”

But LaMantia believes the longer-term outlook for the construction sector is bright.

“Construction is one of those long-view items. My prediction is, with a little bit of hope, that once we are past this with vaccine options and greater immunity, there will be a real pent-up demand. The pendulum will swing back.”

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

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FEATURE

The regulations are precise, stringent, complicated, helpful and challenging.

This was a clear take-away from a webinar on prompt payment, presented in late November by the Grand Valley Construction Association. The first hour of the presentation featured Ted Dreyer, construction law expert, GVCA board member, and incoming GVCA board chair.

Dreyer walked about 150 webinar viewers through many of the complexities involved in the prompt payment legislation.

Then he yielded the screen to three lawyers from WeirFoulds LLP, who introduced Pay Prompt—a new software solution.

At the end of the webinar, GVCA President Martha George announced that the tool is available, free of charge, to all GVCA members in 2021, as a value-added feature of their membership.

A TOOL TO SIMPLIFY PROMPT PAYMENT A number of adjectives aptly describe the new prompt payment rules and regulations governing invoicing and payment by the construction industry.

By Paul Knowles

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It was clear from Dreyer’s presentation that almost everyone in the construction chain—owners, general contractors, subcontractors, and sub-subcontractors—needs to be well-versed in prompt payment regulations. Dreyer pointed out that there are elements in the new act that are tricky, and almost all of the details are complicated. He walked his viewers through a variety of scenarios, outlining notification timelines in situations ranging from full payment by the owner, to 50 percent payment, to refusal to pay. And he stressed that the entire exercise hinges on initially preparing and presenting a proper invoice.

Dreyer may have outlined a couple of dozen scenarios, but Faren Bogach, from the Pay Prompt team, told viewers that there were at least “68 different scenarios” covered in the app, ranging all the way to reaching the point where the software tells the user that it’s time to talk to a lawyer.

Dreyer’s presentation illustrated the complexity of the prompt payment and adjudication legislation. He said, on one hand, that parties are “generally free to negotiate” the contents of a proper invoice; but he then outlined six elements

that must be part of a proper invoice. One key take-away: “Read your contract!”

Preparing and presenting a proper invoice is crucial; so is following the very specific guidelines the act outlines in every scenario. Every scenario has a timeline, spelling out the number of days (not “working days, but actual days”, stressed Dreyer… but again, with exceptions for stat holidays) between each step of payment or notification of non-payment or partial payment.

A complication in the system arises if an owner pays a partial amount. If the owner specifies a reason for partial payment— for example, if one of the subcontractors has not fulfilled their contract—then the general contractor has to pay the other subs, either in full or proportionately.

All of these complexities are built into the software of Pay Prompt, said the WeirFoulds representatives.

Proper preparation of invoices is not the only issue. There are a number of quite similar forms that must be used for notification of non-payment. Dreyer walked through them all, and stressed that “it is important that you use the right forms.”

Again, Pay Prompt handles that for the user.

Dreyer stressed that, despite the complexities of the newly legislated prompt payment regulations, “this system is certainly an improvement… but it gives you a lot of tools to negotiate better outcomes.”

He added, “all the timelines are drawn by delivery of a proper invoice by the general contractor to the owner.”

After presenting the complexities of the prompt payment rules, Dreyer then gave an enthusiastic nod to the Pay Prompt system. “This is software that makes it all simple,” he said, in introducing Bogach, Krista Chaytor and Jeff Scorgie.

The three demonstrated the software available through the Pay Prompt website. They told their audience that all possible scenarios have been considered in developing the software, promising that it will “give you the answer when the answer is clear,” or in complicated scenarios, recommending that the user seek legal advice.

Bogach suggested that the software is a necessary solution to busy contractors: “The last thing you want to be doing is looking through the act.”

GVCA President Martha George concluded the webinar by confirming that Pay Prompt is available, free of charge, to GVCA members through the end of 2021. She said, “This can simplify the whole prompt payment process.”

Which is clearly a process that can use a healthy dose of “simplify”.

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

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FEATURE

THE

10

TOP PROJECTS of 2021

Want some insight into the biggest projects coming up in our region in 2021?

We looked into our Crystal Ball (Report) to find the top projects planned for the new year. Sharpen your pencils!

02

Terrace Lodge Long-Term Care Home Addition – Aylmer, ON Grandview Children’s Centre – Ajax, ON

01

New Transit Facility – Brampton, ON The city has acquired land in the northeast quadrant of Brampton to construct this new facility which is projected to be about 600,000 square feet. The facility will include an indoor garage to park as many as 438 buses, a service and maintenance garage, and administrative support spaces.

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

The project consists of the construction of a two-storey addition with an area of approximately 33,400 square feet, a two-storey elevator addition, major renovations of the existing bedroom wings, and targeted renovations in the shared common core area. The new structure is a combination of structural steel and cast-in-place concrete with precast hollow-core concrete floors and roof and limited metal roof deck.

03

University of Waterloo Health Sciences Campus – Kitchener, ON

With a budget of $30 million, the project calls for renovations to the warehouse building on UW’s Health Sciences Campus

Once complete, Grandview will consolidate its existing main site in Oshawa and multiple satellite locations into the new purpose-built facility located on 5.6 acres of land donated by the Town of Ajax.

The larger, fully accessible facility will allow Grandview to expand or enhance existing services and introduce new ones.

It will also provide Grandview with capacity to serve more patients and families as the population of Durham Region continues to grow.

A request for proposal is targeted for release in February 2021.

05

South End Community Centre – Guelph, ON The 165,000-square-foot South End Community Centre will include a 25-metre pool with eight lanes, two gyms, two ice pads, indoor walking track and five meeting rooms. It is to be built on Clair Road, beside Bishop Macdonell Catholic High School, just north of the Larry Pearson baseball complex.

Transit Hub – Kitchener, ON

in downtown Kitchener. The building requires an entirely new envelope, additional exits, new mechanical/electrical services, and interior fit out.

Construction of the $80-million building is expected to begin in 2022, with a tentative opening planned for autumn of 2024.

University of Waterloo Health Sciences Campus – Kitchener, ON

The project, which was given the green light by Kitchener council in November, will be completed in phases. Phase 1 will include the building envelope, core mechanical/electrical services along with partial interior fit out.

04

Grandview Children’s Centre – Ajax, ON The vision for the new, $200-million Grandview Children’s Centre is to support the seamless and coordinated provision of family-centred care for children and youth with physical, communication and developmental needs and their families in the Durham Region. The new Grandview will be an open, welcoming and inclusive community-based pediatric facility supporting an integrated mix of rehabilitation, medical and clinical services, education and research activities.

06

Baker District Redevelopment, New Central Library – Guelph, ON

In October, Guelph city council voted to proceed with construction of a new central library at the Baker District redevelopment site.

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25

The library project calls for construction of an 88,000-square foot facility at the south end of the Baker District site. The four-storey building will include space for the library’s collections, as well as large community spaces, maker spaces, administrative office spaces, and a rooftop terrace. A large atrium will rise up through the centre of the building.

The Baker District project is proposed to include two 15-storey buildings that will accommodate institutional and retail uses, as well as about 300 residential units. Current costs for the project are estimated to be as much as $117 million—including about $67 million for the library.

07

SmartCentres, Pinebush and Hespeler Roads

uses on the west side of the property; a large, centrally oriented privately-owned public space; a central transit hub to retain the city—and GO—bus system and in proximity to future LRT; and intersected green space allowing for more pedestrian connections.

While specific details about the number of proposed units, height of the buildings and amount of retail are still to be determined, a concept plan submitted to city staff noted the mid-rise apartments will be up to 15 storeys and the high-rise towers overlooking Highway 401 will be up to 35 storeys.

Over the long-term redevelopment of the property, which will extend past 20 years, it is anticipated that 5,000 to 10,000 residential units—including condominiums, rentals, townhouses and senior units—will stretch across the 73-acre property.

– Cambridge, ON

SmartCentres has plans to create a mixed-use community at the site on Pinebush and Hespeler roads in Cambridge.

The plan includes a wide range of residential uses, including two-storey townhouses, mid-rise apartments and high-rise towers along the Highway 401 frontage; commercial/retail

The Power of Experience

08

Transit Operations Building – Milton, ON The facility will house 36 conventional and specialized vehicles, and provide space for servicing and maintenance to help increase passenger safety, encourage greener forms of transportation, and provide residents with a more reliable public transport system. It will be constructed using sustainable design practices, such as the use of LEED criteria.

The federal and provincial governments will contribute more than $7 million toward construction, and the municipality is contributing more than $39 million.

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Public Library – Kitchener, ON

SmartCentres, Pinebush and Hespeler Roads – Cambridge, ON

South End Community Centre – Guelph, ON

Baker District Redevelopment, New Central Library – Guelph, ON

09

10

The proposed transit hub will offer connections to all modes of transit, including local buses, ION, GO trains, inner-city bus, taxis, cyclists and of course pedestrians—all in one location.

The proposal has a modern design made mostly of glass for clear sight lines.

The business case proposes a stand-alone, single storey, 15,000-square foot library in Kitchener’s Rosenberg community.

The city has allocated $10.1 million in capital funding to the project.

Transit Hub – Kitchener, ON

The hub will be located at the corner of King Street and Victoria Street. The project is expected to go out for tender in early spring of 2021, with construction scheduled to start in the summer.

The province will contribute $43 million to the project. It is not yet certain whether or not that funding will cover the entire project cost. If it does not, the region says it will request further funding from the federal or provincial governments.

Public Library – Kitchener, ON

The library will be first in the region to feature a demonstration kitchen. The kitchen will be a community space in which the library can host programs about healthy eating and nutrition, and where people can also experiment and learn about new foods, foods from a variety of cultures and new ways of preparing food.

The site is in the middle of a planned residential area, next to a hydro corridor where trails are planned, and adjacent to a planned Catholic elementary school and community centre.

A request for proposal for architectural design is expected in early 2021.

GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

27

FEATURE

MOVING TO A CLOUD-BASED SYSTEM CAN STREAMLINE COMPANY PROCESSES While the construction sector has been slow to adopt technology innovations, there’s also a continuing challenge in fixing the basics.

Project planning remains tedious and uncoordinated between the office and field. Similarly, project management uses cumbersome analog tools, performance management is inadequate, and supply-chain practices are unsophisticated.

The industry has yet to embrace new digital technologies despite the significant long-term benefits.

Research and development spending runs well behind other industries: less than one percent of revenues, versus 3.5 to 4.5 percent in manufacturing. This is also true for IT spending which is largely eschewing new industry specific solutions that enhance profitability.

Productivity enhancement is key to thriving in the digital economy. Construc-

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GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

tion companies that fail to digitize risk becoming uncompetitive. The difference between leaders and laggards is so staggering that leaders can bid a job below the cost of laggards and still make a good profit. Quite the sobering thought.

delivers. Leading construction companies are leveraging modern enterprise resource planning solutions and exciting new technologies while laggards are still relying on manual and legacy processes to get the job done.

Working smarter, not harder

Companies must view cloud construction software as a competitive advantage in both the field and the office. Bluntly speaking, it’s impossible to stay competitive in this digital economy while operating on a legacy system.

Legacy technology may work, but it also forces companies to work harder than they have to. This kind of work doesn’t create value or contribute to the project; it annoys industry workers, vendors, subcontractors and clients.

Nobody wants to sift through paperwork, wait weeks for a cheque, or discover a project’s been delayed because of an ordering error.

Success requires having the right people in the right place at the right time with the right information. Real-time data is essential when running a business as geographically dispersed as a construction company. This is where the cloud

Workers and subcontractors are in high demand. Vendors expect fast payments.

And customers are more tuned-in to company reputations than ever. It literally pays to work smarter and leave the heavy lifting to the jobsite.

The challenges of disconnected processes Today’s construction companies should be able to connect the jobsite with the office to avoid processes becoming more complex than necessary. This leaves a construction business with the challenge of keeping up with payments, projects and competition. Mistakes are inevitable when employees must scramble to piece together data from a variety of applications while managing multiple jobsites — as are the following challenges: Inadequate information flow: People need to know what’s going on and information needs to flow through the organization. Each manual entry between the field and home office increases the risk of errors which take time to fix and cause unnecessary delays.

Disgruntled subcontractors: Legacy software-driven inefficiencies such as slow invoice reviews between the office

and field reflect poorly on a business — especially when it’s already hard to find great subcontractors.

Damaged reputation: Delays and rework happen, which can cause millions in lost revenue and potential reputational damage. Being seen as timely and easy to work with is critical.

The way forward Technology will play a key role in the construction industry’s continued evolution.

Businesses increasingly need integrated and automated software that meets the needs of the back office, job site, and field service personnel. The construction industry must embrace cloud-based construction and accounting software.

JBKnowledge’s 2019 Construction Technology Report reveals IT spending is not happening as quickly as Gartner had predicted despite many respondents saying they’re comfortable implementing

new technology. One reason has been the lack of comprehensive construction and accounting software options. Though that’s changed with the introduction of construction ERP tools like Acumatica Construction Edition.

Construction professionals now have access to modern solutions that allow for seamless integration of their front-office, back-office, field needs, and specialty applications. The entire organization can operate from a single source in real time.

Forward-thinking construction companies are rapidly embracing such cloud-technologies, which is leapfrogging them past their peers in every metric from profitability to customer/employee experience.

Kerry Mann is the national leader of MNP’s Enterprise Resource Planning practice. To learn more, you can reach him at 647-480-8400 or kerry.mann@mnp.ca.

The path ahead Insights and strategies to guide your real estate and construction business forward.

Jeff Riediger, CPA, CA 519.725.7700 | jeff.riediger@mnp.ca MNP.ca

GVCA Journal // VOLUME 10 • ISSUE 1 // JAN-FEB 2021

29

EDUCATION & EVENTS JANUARY - FEBRUARY 2021

FEB

JANUARY

EDUCATION

Our education courses happen in an online forum with Virtual Instructor-Led Training (VILT). Visit our online calendar at www.gvca.org for times, or give us a call.

12

Managing Change in Construction

12

Working at Heights

12, 14, 19 & 21

SOLD OUT MS Project

13 & 14

Closeout of a Construction Project

13 & 20

Excel BASIC

14

Field Productivity 101

15

Working at Heights Refresher

WSIB Health & Safety Excellence Program

20

Deep Dive into CCDC-2

20

Pandemics & Construction Productivity

Registration is always open for this incentive program – contact us for details.

21, 22 & 25

Responding Successfully to a RFP

26 & 27

Trade Contract: A Double-Edged Sword

26 & 27

Effective Planning for Foreperson

26 & 28

MS Project (Part 1 of 2)

27

Excel ADVANCED

28

Field Scheduling 101

28 & 29

Project Planning for Success

29

Working at Heights Refresher

Approved Working at Heights and WAH Refresher

2&4

MS Project (Part 2 of 2)

3

Excel ADVANCED

10 & 11

Effective Planning for Foreperson

We are increasing the number of “WAH Refresher” courses we offer in 2021, as there are hundreds of thousands of workers who will require updates to their certificates. Please check our online calendar regularly for dates, or contact katie@gvca.org.

25 & 26

Ethics in the Construction Industry

EVENTS January 12

COR Workshops Get certified! Workshops are scheduled on the following dates: Tuesday, January 5 Thursday, January 21 Thursday, February 11

NEW!

Thursday, March 11 Thursday, March 25

Leadership: Personal Productivity & Time Management

This is a self paced course available at any time. Contact Katie Bell at our office or email katie@gvca.org.

Gold Seal Exam Date January 22 – Applications closed December 11

All one-on-one events are cancelled until further notice due to the COVID-19 pandemic. We are monitoring this closely, and we hope to see all of you in person this year!

All WAH sessions take place at the GVCA, but class sizes are reduced in order to respect social distancing and to keep our members and staff safe. Policies and procedures have been put in place by both GVCA and Total Rescue to ensure all equipment and classroom areas are sanitized thoroughly, and disposable gloves and masks are available.

Industry Outlook - Virtual Event

ADVERTISERS’ INDEX ACL Steel Ltd....................................23

CLAC...................................................... 2

Delta Elevator Co. Ltd.....................21

Link2Build..........................................32

OSSFA..................................................21

Battlefield............................................14

Conestoga Roofing..........................17

Duncan Linton...................................13

LiUNA...................................................31

Stecho Electric..................................26

Baywood Interiors............................15

Cowan Insurance Group....................................................15

Gallagher.............................................. 6

Miller Thompson LLP.....................30

St. Leonards Society.......................23

Cushman Wakefield.........................18

Gowling................................................17

MNP.....................................................29

JDI Cleaning Systems.....................28

Madorin, Snyder LLP......................... 7

Strassburger Windows & Doors................................................. 6

Black & White Roofing....................13 BOLD Awards...................................... 5

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