Construction Business | April/May 2021 Vol. 18 No. 3

April/May 2021 Vol. 18 No. 3

2021 VICA AWARDS PM 40063056

ELLISHA MOTT, MOTT ELECTRIC | TECHNOLOGY

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Inside April/May 2021 | Vol. 18 No. 3

06 Connections Ellisha Mott is the fourth generation to run Mott Electric, one of the oldest and largest electrical contracting companies in B.C.

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MANAGING EDITOR CONTRIBUTING WRITERS

Dan Gnocato dang@mediaedge.ca Cheryl Mah Hammad Chaudhry Ilana Danzig Katy Fairley Brendan Fitzgerald

Industry Focus

Vanessa Werden

14 2021 VICA AWARDS The Vancouver Island Construction Association celebrates the winners of its 2021 Awards.

B.C./ALBERTA SALES

Dan Gnocato Tel: 604.549.4521

17 Technology Procurement Technology It’s More Culture than Technology Terminus: Innovative Seismic Design

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Departments 04 Message from the Editor 20 The Legal File Collaborative Construction

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Cover Photo Alex & Jo Campbell Centre for Health and Wellness earned Knappett Projects the VICA prime contractor award for a project over $10 million.

Construction Business is British Columbia and Alberta’s construction magazine. Each issue provides timely and pertinent information to contractors, architects, developers, consulting engineers, and municipal governments throughout both provinces. Complimentary copies are sent bi-monthly to all members of the Architectural Institute of B.C., B.C. Construction Association, B.C. Roadbuilders and Heavy Construction Association, Consulting Engineers of B.C., Construction Specifications Canada — B.C. Chapter, Greater Vancouver Home Builders’ Association, B.C. Ready-Mixed Concrete Association, Independent Contractors and Businesses Association of B.C., Urban Development Institute of B.C. and Vancouver Regional Construction Association.

Editor’s Note

Another Challenging Year

A

s the pandemic continues with the third wave, it looks like 2021 will be another challenging year despite the hope placed on vaccine rollouts.

Construction remains one of the bright spots of the economy. B.C.’s construction industry has continued to operate safely despite COVID-19. But companies are facing delays, rising costs and material shortages along with the cost of new health and safety policies and practices on work sites.

With ongoing restrictions, many events and programs continue to be cancelled or postponed or moved online. The Vancouver Island Construction Association decided to go ahead with its awards program for 2021 virtually. After a challenging year, celebrating the resiliency and outstanding work of

members felt even more important to the association.

Knappett Projects was a multiple winner this year, winning for the Alex and Jo Campbell Centre for Health and Wellness project and being named Employer of the Year. Two company employees also earned individual awards for their achievements. Durwest Construction won the Member of the Year.

Achievements and excellence are something Mott Electric is familiar with. The B.C. family electrical contracting business has not only survived for 90 years but thrived. Vice president Ellisha Mott is the fourth generation to run the company and our profile inside this issue. The 32-year-old is determined and passionate about building a team to reach the company’s 100th milestone.

Also inside this issue is our feature on technology. From engineering to procurement, technologies are used in a variety of ways to produce innovations and streamline business. But despite advancements over the years, most projects are still being built in the same way. One expert feels the key is having the right culture in place to make sure technology is championed in projects, teams, and organizations.

Cheryl Mah Managing Editor

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Connections Sustaining a successful family business is not an easy endeavour. Most multi-generational businesses fail, with statistics showing the nearly impossible odds of transitioning to a third generation and beyond. But Mott Electric has beaten those odds and has thrived for 90 years.

Ellisha Mott is the fourth generation of the family to run the electrical contracting business, which was established by William Mott in 1930 and passed on to her grandfather and then her father Dan. “Growing up, I didn’t think I would end up in the industry but I couldn’t think of a better industry given the economy we have today,” says the 32-year-old vice president.

Born and raised in New Westminster, Mott grew up around the company and helped out with administration and odd jobs. She was asked by her father to join the company, but ultimately had her own ambitions to explore.

She attended the University of St Andrews in Scotland where she earned a Master’s Degree in Business and Psychology. “It was an opportunity for me to stand on my own, and it was as far away as possible from the family business,” recalls Mott.

After graduating in 2011, she worked for the London 2012 Olympics which she remembers fondly and counts as one of the highlights of her life.

When her father asked her again to join the company in 2014, this time she said yes. The opportunity to pursue growth with Telus’ multi-billion dollar telecommunications network upgrade across Western Canada was an exciting one she wanted to tackle.

Within two years, she became the division manager and had established a team of 150 people.

“I surrounded myself with an incredibly strong technical team and we travelled all over the province. We were the largest in-house fibre optic service contractor in Western Canada and represented over half of the company’s profits,” said Mott, noting the division continues to grow with 5G coming down the pipe.

In fall 2019, she was promoted to vice president after the company started exploring a formal succession plan with the retirement of the general manager and CFO (partners in the company). Her brother Derek, an electrician, also works in the company and is responsible for field operations and technology integration across the company.

As VP, she oversees the company’s five diverse divisions: fibre optics, wireless, major projects, service contracts and tenant improvements.

“I oversee the strategic direction of those five divisions along with human resources, marketing, business development, finances — whatever is required,” says Mott with a laugh.

Her father, a familiar industry face, has been president since 1986 and remains actively involved but the plan is to eventually transition the day-to-day operations to her. “He is an incredible godfather to the industry and has long supported the trades and training,” she Ruskin Dam and Powerhouse Upgrade

says. “I’m young for my position so it’s nice to have someone to turn to for advice.”

As one of the oldest and largest electrical contracting companies in B.C., Mott Electric is well known for its large industrial work for clients like Macmillan Bloedel and BC Hydro. The company has also worked on many landmarks including the Pattullo Bridge and the Cassiar Connector Tunnel.

Diversification and adapting to market demands have played critical roles in the company’s success over the decades. Today, Mott Electric is involved in all aspects of electrical contracting and provides services to clients in the industrial, commercial, institutional and residential high rise construction markets.

“We can get up to over 500 employees but we operate as a small family business. We have strong connections to the communities we work in and we support many charities,” says Mott. “Our people and teams have definitely been key to us staying in business this long.”

Headquartered in Burnaby, the company has a current staff of about 450 and operates out of four offices. The company most recently opened an office in Kelowna this past March.

“Kelowna has lots of opportunities. Telus is building its network there and developers are actively looking there. We’re hoping to establish a base and expand in the Okanagan,” says Mott.

Current projects include Centerm container terminal, Burrard substation, CN Thornton Tunnel, Amazing Brentwood and Tesoro (a new luxury condo/townhouse by Concert). Other notable projects include Telus Garden, Marine Gateway and Vancouver House. The company’s portfolio of work spans from small residential services to some of the biggest and complex projects in B.C. “We like to do the things that nobody else wants to do. We like to get complicated and push the envelope. If you have a challenge, we’re up for it,” says Mott, noting they have many strong relationships with repeat clients.

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Connections

The Vancouver House (L) and the Centerm Expansion Project are two high profile projects for Mott Electric.

Of course, taking a leadership role in the company and then having COVID-19 hit was not ideal timing but she credits the company’s diversification for weathering the pandemic upheaval.

“COVID has been a wild ride. I look back on the year now and I can say that I’m exceptionally grateful to be in construction,” she says.

The initial challenge for the company was losing two thirds of their workforce overnight and then working to get them back on board. “Now we’re dealing with material increases, and ongoing management of overhead regarding safe work procedures and COVID best practices,” cites Mott.

Last year also marked the company’s 90th milestone. Conditions didn’t allow for a big party but the company put together a book to share its story which was delivered to clients and employees.

“The book was a special way to celebrate with everyone and gave my father a chance to reflect on the family legacy,” says Mott. “For me and my brother, the 90th felt like the changing of the guard. We’re trying to understand how we can respect the cultural inheritance from the generations before while being as progressive as possible to stay in business.”

Under her leadership, Mott Electric was recognized as one of B.C.’s Top Employers in 2020, and received the Family Enterprise of the Year for B.C. in 2018. She was also honoured by the Women’s Infrastructure Network as one of the Top 5 Emerging Leaders across Canada.

A strong supporter of diversity and inclusion in the workplace, she established the Women in Electrical Trades Training Fund in 2017. The bursary offers financial support

to women who are pursuing a career in the electrical trades.

“I don’t think the labour shortage would be as bad if we had opened our doors to women a long time ago. I look forward to the day when this is not a discussion point,” she says, noting the company’s female representation is double that of the union average.

With the next generation in place, Mott Electric is more than ready to respond to new demands in the years to come.

“We want to continue to evolve with the technologies in electrical and telecommunications as well as stay current with training,” says Mott. “We will continue to invest in our employees, knowing they will be a part of our journey. At 90 years is when I took over so I like to say my focus is organizing a team to reach the 100 year milestone together.”

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CELEBRATING THE INDUSTRY 2021 MARKED OUR SECOND annual VICA Awards, a celebration of the year’s past building and individual achievements.

As the premiere industry association on the island, the Vancouver Island Construction Association (VICA) Awards showcase the outstanding achievements and contributions of our members: the prime contractors, trade contractors, and individual construction professionals from the south to the north, and everywhere in between.

While we could have postponed our awards for the second year in a row, we could not have done it in good conscious.

Having witnessed the resilience of the construction industry on Vancouver Island, the adoption of new health and safety regulations, and being one of the lone driving forces of the island’s economy, we had to reimagine what our awards could look like in pandemic times. Taking inspiration from other industry associations, we decided it would be best to pivot our awards gala to a webcast, in-lieu of a live event.

Having had to quickly cancel our awards last year, we were unsure of what the uptake would be within our membership for submissions. Fortunately, we received more than 40 submissions for 13 categories, highlighting the pride our membership takes in their work.

The projects that were recognized represent only a small portion of the bustling construction activity on Vancouver Island and the Sunshine Coast, however, that does not take away any of the achievement and quality of these projects. The effort, proficiency, collaboration of these projects are a testament to the abilities of these companies and their teams, and are considered exemplary within our highly competitive industry.

The individual awards acknowledged local industry and business leaders, recognizing their continued contribution to our sector through mentorship, volunteer work and business achievement. The Woman in Construction (WiC) of the Year Award and the U40 Person of the Year Award showcase the committed leaders within our WiC and U40/Young Builder committees, and we’re excited to be a part of their leadership journey.

Lastly, not only are we very grateful for the support of our sponsors, I would like to extend a sincere thanks to our judging panel. Along with myself, I had the pleasure of working with 2019 judges Kate Ulmer, principal and structural engineer at Herold Engineering and current VICA board of director member; and Mark Taylor, owner of

MT Construction Advisory Services and instructor of many VICA training and education courses.

On behalf of VICA staff, board and our membership, congratulations to all the nominees, and award recipients. We are already looking forward to next year’s awards!

Rory Kulmala VICA CEO

“The effort, proficiency, collaboration of these projects are a testament to the abilities of these companies and their teams, and are considered exemplary within our highly competitive industry.”

Over 35 Years of building on Vancouver Island

Durwest Construction Management Project &Construction Managers T: 250.881.7878 | www.durwest.com

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WINNER

GENERAL CONTRACTOR AWARD OVER $10 MILLION Knappett Projects Inc. Alex and Jo Campbell Centre for Health and Wellness

A NEW CENTRE FOR HEALTH and wellness is transforming the educational and learning experience for students at Camosun College.

The Alex and Jo Campbell Centre Health and Wellness Centre is a new 95,000 square foot fourstorey building located on Camosun’s Interurban Campus in Victoria. The purpose-built centre is designed around active learning, with modern classrooms, hands-on labs, and collaborative study areas.

The four-storey centre consolidates under one roof most of Camosun’s health and human services programs previously spread across the Lansdowne campus and allows for a more interdisciplinary approach to teaching and learning. The centre houses 15 health and human service disciplines, as well as university-transfer health courses for more than 1,000 students.

Designed by Stantec Architecture, the building is cantilevered over the main entrance, creating a visually striking entrance that also doubles as a covered exterior study and social space. The main floor of the atrium features four indoor threes that tie in with the natural landscape of the site.

Knappett Projects Inc. provided eight months of preconstruction services which included validating project budget, value engineering and constructa12

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bility reviews, fast track schedule feasibility reviews, and risk assessments. The final design started just four months prior to construction and continued well into construction.

From day one the project plan required a highly accelerated construction schedule mandated by the unique funding model. Knappett spent over a year reviewing all areas of the design to propose cost saving options and ultimately more than $2,000,000 in savings was achieved.

Built to LEED Gold standards, the centre uses energy sustainability strategies, including passive exterior solar shades, high-performance exterior materials to minimize heat loss and lower air conditioning requirements to decrease energy consumption.

Due to diligent tracking and onsite recycling centre, Knappett diverted 95 per cent of material from landfills. Despite countless unforeseen challenges, the ambitious completion date was achieved in September of 2019.

With the significant demand for nurses in the community, Camosun has been able to expand their nursing program. A radiology clinic, teaching clinic and community medical clinic were incorporated that can be utilized by the public and other programs in the community.

The total cost of the building was $63.8 million, including $40.3 million from the Province of B.C., $11 million from Camosun College and contributions from other donors.

The building is named for Alex and Jo Campbell after the Campbell family provided a major gift to honour the care Alex, a founder of Thrifty Foods, received at the end of his life.

“We have an amazing team of professionals from the site crews to the project managers and support staff who have all gone the extra mile in this time of COVID stress to achieve success,” says president John Knappett. ”The Alex and Jo Campbell Centre for Health and Wellness was an extraordinary proj-

ect and was a challenging project to bring in on time and budget. We thank Camosun College for choosing Knappett as its construction managers, and the professional consultants and Knappett Team for pulling it off in these difficult times.”

For their successful delivery of the project, Knappett won the 2021 VICA Award in the general contractor over $10 million category.

“The Alex and Jo Campbell Building not only represents a significant project for Knappett Proj-

ects, but also represents a significant investment for the future of healthcare on Vancouver Island”, says vice president Roger Yager. “When we get the opportunity to help create a building that will be producing the backbone of the Island’s healthcare industry, provides an open, bright, inviting and collaborative learning and teaching environment, and is aesthetically pleasing, it is a further reward for us and it’s wonderful when it’s recognized by your peers and the community”.

GENERAL CONTRACTORS-CIVIL ENGINEERS info@knappett.com | 250-475-6333 | knappett.com

It is the people in our company that make us who we are.

Come work with us and join our team!

EMPLOYER OF THE YEAR Vancouver Island Construction Association 2021 Awards of Excellence

FIELD STAFF LEADERSHIP AWARD British Columbia Construction Association 2021 Leadership Awards

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WINNER

GENERAL CONTRACTOR AWARD $5 TO $10 MILLION Kinetic Construction Cowichan Hospice House

THE COWICHAN HOSPICE HOUSE (CHH), “the house that love built,” has been in the works for several years. The Cowichan Valley was the largest community on the island without a hospice house until November 2020 when CHH opened its doors. The Cowichan Valley Hospice Society (CVHS) led a fundraising effort that resulted in locally raising $10M in four years.

Kinetic Construction was brought on as the construction manager in 2019 by Island Health.

Kinetic aided in several rounds of budget esti-

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mates to fine tune the size and finish of the space, seeking to provide best value for the client and the community. Multiple local subcontractors and suppliers contributed greatly to the best value budget and many directly donated cash to CVHS in support of the project.

The project was tendered in the summer of 2019 and construction started in August 2019 with an early works package to relocate BC Hydro’s main line and an onsite generator. Construction involved removing several unknown underground structures; a slab on grade foun-

dation with a radon mitigation system; and a wood frame structure with a unique roof design to conceal and dampen the noise from the roof top mechanical unit. The building is 11,000 square feet and includes 10 private patient rooms, with bathrooms, showers, patient lifts, cabinets and patio access to a large, landscaped garden complete with pathway and several rest areas for families to gather.

There are two pergolas, and a large Garry Oak tree was protected during construction and incorporated into the final landscape design.

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WINNER

GENERAL CONTRACTOR AWARD UNDER $2 MILLION Saywell Contracting Ltd. Ricky’s Restaurant

SAYWELL CONTRACTING was retained for preconstruction and construction management services to facilitate and oversee the construction of the new Ricky’s Restaurant in Parksville. Situated directly on the highway entering Parksville, it was important the restaurant and existing motel present a clean and well-maintained appearance. The overall project consists of a newly constructed 4,200 square foot single storey restaurant and large level parking lot. A large arbutus tree was protected and preserved at the end of the parking lot to marry the structure with the Island’s natural elements and the namesake of the motel.

From the roadside, the striking upscale casual restaurant and bar adds a much-welcomed improvement to the surrounding area and businesses. The colourful façade is comprised of stucco, stone and wood elements making it a welcomed enhancement to the gateway of Parksville’s community.

The building is modern in character with uncluttered features and a sloped raised portion to emphasize the entry. The exposed structural timber in the outdoor patio area is carried through to other elements in the building including the entry and sloping roof. During the preconstruction phase of the project, Saywell

WINNER

assisted the owner with value engineering services and a budget that could attain the owner’s vision.

One of the challenges was assisting with facilitating the application of the owner’s modern, sophisticated, and delicate commercial kitchen equipment as well as customized booths and tables. Pieces were shipped from various parts of the world and the lead times proved challenging due to the variety, specificity and supplier locations of the equipment.

GENERAL CONTRACTOR AWARD $2 TO $5 MILLION On Point Project Engineers Lakepoint Sharespace

IN 2019 THE B.C. government announced that a 11,000 square foot government office pilot project would come to Langford, BC. The Lakepoint Sharespace would be a secure location for provincial employees from multiple ministries to work in.

The design process started in late 2019 and was led by On Point Project Engineers. The On Point consultant team worked closely with the province representatives to create a state-of-the-art office space. Once the design was complete, the On Point team transitioned into the general contractor and project lead for the construction. The overall intent of the Sharespace is to shift the approach from traditional dedicated office space to work styles that reflect greater worker mobility and greater choice in work settings.

The Sharespace accommodates approximately 90 employees to utilize the space. It is divided up between open work areas, enclosed privacy and quiet rooms, a collaboration room and unique breakout areas. Every space has a uniqueness and distinguishing component.

The office space is fully accessible and certified Built Green, making it sustainable and energy efficient.

Many green design elements and locally sourced materials were used throughout the space including:

• natural and exposed Hemlock wood ceiling and wall features manufactured in Abbotsford; • Douglas fir textured wood features used on the front desk, manufactured in Victoria; • modern furniture, made in Victoria from sustainable plywood; felt ceiling and wall coverings, suspended dividers and carpeting are made from recycled materials; and • energy smart kitchen appliances, heating and ventilation systems and LED lighting to reduce energy consumption and save energy costs.

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INDIVIDUAL AWARDS VICA MEMBER OF THE YEAR Durwest Construction Management

Durwest has built an impressive portfolio of completed projects across Vancouver Island, including facility upgrades at Victoria International Airport as well as the Victoria High School Seismic Upgrade and Addition project. Built on a foundation of good company culture, Durwest’s VP Devon Kray and their HR manager Allison Greaves were awarded BCCA Builders Code Award in 2019.

The company is also an active participant with HeroWork Canada. Durwest has taken a proactive approach to education, taking advantage of VICA’s training and education offerings. Durwest is also an active member of VICA’s General Contractors Committee.

“Durwest Construction Management strongly believes in the power of networking and community,” says Kray. “We have also always believed in promoting construction in general through our involvement with VICA and we are humbled and very proud to be the recipient of this year’s VICA Member of The Year award.”

EMPLOYER OF THE YEAR Knappett Projects

The Knappett Group was established in 1983, and has a longstanding family tradition of building throughout B.C. The company is proud to serve all of Vancouver Island with crews based out of Victoria, the North Island, Central Nanaimo, and the South Island Districts.

The company has constructed nearly 700 projects in the past 38 years across a wide range of project types. To ensure continued success, the company pushes boundaries by utilizing the latest in construction management software and exploring new building techniques and materials. That, combined with a positive attitude, sets them apart from the rest of the industry.

“Knappett Projects is very pleased to have been recognized by its peers for the VICA Awards. Being named Employer of the Year is especially gratifying and is a testament to the philosophy of teamwork and mutual respect, for all team members, which is at the core of our traditions and experience,” says Knappett president John Knappett.

SUPPLIER OF THE YEAR Longhouse Forest Products

Family owned and operated, Longhouse Specialty Forest Products began in 1985, based out of Parksville Qualicum. However, family ancestors have been milling wood in Qualicum as far back as the 1890s. Involved in more than 14,000 projects around the world, the company works with some of the most accomplished professionals in the construction and design industries. All of their custom millwork is completed at their production facility. They sell directly thereby offering savings to contractors.

WOMAN IN CONSTRUCTION OF THE YEAR Kathy Price, Knappett Projects

Kathy is construction administrator at Knappett Projects and has worked there since 2012. She performs a number of essential duties for the company including procurement, subtrade relations and training. She has been with VICA’s Women in Construction since 2013 and is the current chair.

She has been a long standing advocate for acceptance of women in the industry, and despite the challenges of COVID, she ensured meaningful and fun social monthly events happened virtually.

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EDUCATION LEADERSHIP AWARD Cori Coutts, Knappett Projects

Cori has been the health and safety manager with Knappett Projects since March 2016 and has been working in the industry in a construction safety and education capacity since 2012.

She is also the owner/operator for MyCORCompliance.com providing safety training in the construction industry online and in-person trainer and has trained more than 3,500 students in various courses. In addition to providing training and working for Knappett, Cori volunteers her time with different committees, and non-profit societies supporting their students through courses, industry knowledge, and site tours.

U40 PERSON OF THE YEAR

SAFETY AWARDS

Barclay Ellis, Trades Labour Corp.

Don Mann Excavating Ltd Houle Electric Ltd Knappett Projects Inc Mazzei Electric Ltd PREP Energy Limited

Barclay is the president and owner of both Trades Labour Corporations and Blue Anvil Labour Leasing Services in Victoria. He has made significant impacts in raising the Young Builders Network profile for the ‘next generation’ of construction leaders by acting as a mentor to young employees and clients, providing them with guidance and support as they journey through their careers. He also currently serves on the VICA board of directors.

We Care. We Help.

1-888-437-1100 www.wmbeck.com info@wmbeck.com April/May 2021

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| 2 0 2 1 V I C A AWA R D S O F E X C E L L E N C E |

WINNERS

SUBCONTRACTOR AWARD UNDER $2 MILLION

SUBCONTRACTOR AWARD OVER $5 MILLION

MGM Mechanical

United Engineering

Inn at Laurel Point Lobby Renovations

Neptune Stacker Reclaimer

Inn at Laurel Point in downtown Victoria was a challenging project undertaken by MGM Mechanical. During Laurel Point’s significant lobby renovation, scope of work changed to the addition of a full renovation of the commercial kitchen, guest areas and the restaurant, Aura. The biggest challenge was managing this entire project while the hotel was still fully operating.

The mechanical engineer used MGM’s on-site experience and code knowledge for quick decision making and design turn around. This helped in getting permits and working drawings out quickly as well as helping to make scope changes swiftly and overcoming site challenges.

The success of this project can be owed to everyone’s teamwork and excellent communication from all trades.

In February 2019, EMS-Tech Inc. awarded United Engineering (UEL) a contract to supply, fabricate, erect, assemble and pre-commission a stacker-reclaimer for Neptune Bulk Terminals in North Vancouver. Over 18 months, UEL, along with local contractors and service providers, logged more than 100,000 job-hours to achieve a common goal – the successful construction of a 975 tonne stacker-reclaimer and 167 tonne tripper.

The stacker-reclaimer was fabricated in UEL’s Sidney shop. The project allowed UEL to showcase what a Victoria sub-contractor can do when most large scale projects are procured from companies oversees.

The project was completed on-time and on-budget. Some of the team worked 50 straight days to keep the projecton schedule in spite of COVID-19 related challenges.

SUBCONTRACTOR AWARD OVER $2 TO $5 MILLION

Thomis Electric The James at Harbour Towers

The James at Harbour Towers was a large and challenging undertaking for Thomis Electric. The objective of this project was to convert an old, run-down hotel in downtown Victoria into an upscale, modern, and luxurious rental tenement.

The building, originally containing 189 hotel rooms, was transformed into a 219-unit residential building with highly complex design configurations which proved to be difficult to implement. The large scope of work created a demanding environment in which high levels of collaboration were required between the prime contractor and all sub-trades.

Thomis Electric had to identify cost-saving techniques and alternative approaches, and host biweekly internal meetings to ensure the ambitious deadlines were met.

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Technology

Procurement Technology

BY KATY FAIRLEY

U

ndeniably, construction projects are getting more complicated: life cycle and future technology considerations, enhanced systems and integration with the internet of things are just a few of the areas. Are our procurement procedures keeping up?

Just because buildings are more complicated, does not mean our procurement processes have to be.

In fact, procurement and project delivery methods more broadly can be a means to incorporating, adapting and encouraging the use of technology. Technology can be a powerful tool and ally to assist owners and contractors alike with procurement by providing access to opportunities, documents and straightforward, compliant submissions. However, procurement technologies can also be abused and used to undermine the norms and best practices that have buttressed public infrastructure procurement in Canada for decades.

Many of us remember the days of paper bids and the scribbles of a number last minute on a tender form, followed by a public opening in a dank room with a group of nervous contractors. This process has been replaced by each contractor firmly situated behind their computer screen and keyboard, submitting their bid into the ether, with an owner (hopefully) receiving the bids in isolation.

There are two types of electronic procurement: sending an email and using on online bid submission platform. It is incumbent on owners, whether they are public or private, to ensure their chosen platform mimics the norms and standards that industry has followed for years. An email submission cannot meet those requirements. An online bid platform can provide: • security, • authentication/validation, • digital bonds, • a means of modifying or withdrawing a bid and • compliance with the closing time and tender form.

We are seeing the continued slippage in the norms that have served as the foundation of successful procurement, in part due to the COVID-19 pandemic. It is also due to systemic, if unintentional, undermining and dismissal of best practices. However, it is too simple to blame COVID for the changes we are seeing. The pandemic has simply accelerated these changes.

A downside and a danger to current tendering practices is the decline in public tender openings and timely disclosure of unofficial bid results and awards. This renders the bidding process even more opaque and takes away from the fair,

open and transparent process that is a bulwark for the public purse.

For construction companies, the increased use of new procurement technologies will mean understanding each type of online bidding platform functions, training staff and keeping track of a myriad of passwords and usernames. Another advantage to online submissions is it may provide productivities in the bidding and estimating process with the reduction in costs to submit.

Many owners and prime contractors still accept bids by fax and email which have inherent flaws and risks. Bidders are left wondering if their bid was received through fax. And what if the file size is too large? Missing bids or proposals hurts not only the construction firms who dedicated time and resources to compiling a bid, but also for owners who want competition. Reducing this risk with an online bidding platform is critical.

What are our options to leverage technology and reassert best practices? While technology has thrown up barriers to procurement, it also provides several solutions that can be embraced.

Certainly, the continued use of online planrooms like BidCentral is important. If in-person public openings are no longer feasible, using Zoom, Teams or another virtual meeting platform provides an obvious and easy solution.

A central benefit to electronic online bidding platforms is their ability to confirm a compliant bid. The goal is that these platforms can virtually eliminate minor irregularities and obvious compliance issues, like late or incomplete bids.

Critically, there should not be a barrier or extra step to submit a bid, no last-minute verification (there might be the unfortunate use of a password

or pin.) In a paper bid scenario, there is no additional verification so nor should there be in an electronic submission.

Digital bonds ensure the three threshold criteria set forth by the Surety Association are met: integrity of content, secure access and verifiability / enforceability. A scanned paper document cannot meet these criteria and cannot provide the same assurances as a digital bond.

Electronic bid depositories such as BidCentral Online Bidding for Subcontractors (BOBS) can reduce the stress of a tender close for a general contractor and help to create an atmosphere of trust for subcontractors. These depositories may be viewed as a natural extension of electronic procurement and we may see their use increase.

CCDC has an excellent primer and guidelines in its guide CCDC 23, a Guide to Calling Bids and Awarding Contracts. It should be required reading for anyone involved in tendering, especially tender authorities. There is a role for construction and trade associations to play in educating public owners and pushing for the release of timely information.

Technology has given us many new, convenient options and tools to help with construction procurement. But these same tools can undermine best practices and norms. It is important for owners and contractors alike to embrace the benefits of procurement technology while upholding standards that have proved so beneficial to the construction community.

Katy Fairley is a project delivery and procurement consultant working with private and public owners to provide strategies and risk solutions to ensure project success. She volunteers as the secretary/ treasurer for the BC Construction Association.

April/May 2021

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Technology

It’s More Culture than Technology

BY HAMMAD CHAUDHRY

W

hile the adaption of technology in construction is still in its early stages, especially compared to manufacturing-based industries, there is a wealth of technology available for the industry to use, whether hardware, software, or robotics.

So it surprising how little innovative construction technologies have changed the way we build across the country — not just megaprojects but all construction projects, whether big or small. Generally, most projects are still built the way the previous generations built them; processes and culture haven’t shifted much although the technology has advanced.

In addition, investment in construction technology is taking off in a big way. Recent funding rounds for construction technology companies; interest by venture capitalists; and focus from large construction firms to implement and invest in innovation are leading to an exciting upcoming decade that will continue to pave construction towards a more manufacturing-based process.

If there is one piece of the puzzle that can help make this more successful, it’s culture. In an academic sense, BIM/VDC is a socio-technical process, meaning that technology + process + people/culture must work together and overlap to provide the maximum and intended benefits for the construction industry. The same applies to construction technology. We need it to be integrated into the processes, and it needs to be championed by our people.

Construction technology and VDC is not a novel concept anymore. Looking at the past 10-15 years, we’ve seen significant growth from the early CAD-to-BIM workflow to 3D modelbased coordination and now ultimately to a more holistic deployment of construction technology.

Furthermore, the drive by private clients and large public and government-based clients pushing for — and even requiring — BIM-based deliverables has demystified the age-old question of ‘is it worth it?’ Absolutely, but one size does not fit all. Looking across Western Canada, some examples include Alberta Infrastructure and their digital project delivery requirements, Fraser Health Authority and their BIM requirements, and several universities with advanced BIMFM (BIM-facility management) requirements.

More and more, the key differentiator on whether construction technology will be successful is not solely on which software or device your team is using, instead, it is if the right culture is in place. Do the people who will be executing the work have the proper support, training, knowledge, and collective interest to make it work? If so, then the team will 20 CONSTRUCTION BUSINESS

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take the initiative to implement the construction technology into their workflows, their processes, and their team culture.

As one of my university professors used to say, “cultural shift is slow and incremental”. The endeavour to introduce change will be fraught with resistance and doubt. As a result, there was and still is a dependency on those who are passionate trailblazers to champion the efforts of introducing technology to their projects, teams, and organizations.

However, this is no longer a holistic solution partly due to the lack of scalability of replicating these trailblazers, and because the tangible benefits of using construction technology to improve the process are no longer in question.

Rather it’s a question of what business process can each organization leverage or implement technology to get a noticeable benefit and return on investment. Naturally, the application for a large general contractor would be different from that of a small electrical subcontractor.

Instead of relying on these trailblazers, there needs to be a push to normalize a culture of innovation throughout various levels of each organization. The biggest challenge in this endeavour is that construction is not an industry where you can traditionally fail. Failing can mean that you are losing money, going out of business, or going to litigation. Also, dumping money into research and development for this industry is difficult when comparing the margins to other industries in the manufacturing or technology space. So the mantra that is famous in the tech industry of ‘failing fast’, ‘being fast, flexible, and fluid’, is also a cultural shift for the construction industry.

But there is optimism for the future of our industry as we move towards digital transformation. Let’s look at two technologies that will bring a big cultural shift.

ARTIFICIAL INTELLIGENCE (AI) Artificial intelligence supported workflows are no longer a story from science fiction and are already in full development as offerings in the marketplace.

For example, the traditional method of capturing progress photos on-site would entail an individual walking around taking several photos of one room to get the whole picture, now platforms on the market offer 360 photo and video capturing that automates the process and leverages AI so that an individual can casually walk the job site and get the same data with less effort.

The power of the AI behind these tools can allow for automated progress tracking. The same

kind of scenario is happening with drones/UAVs, whereas progress photos from the sky used to be cost-prohibitive and required a helicopter. Now relatively inexpensive drones coupled with software can provide the same output at a fraction of the cost with the flexibility capturing when you prefer.

Adding AI to the picture, it can review, analyze and compare your drone data to your design files, etc. and notify you in advance of any issues. Culturally, these tools provide a low-hanging fruit solution that automates a time-consuming process (walking onsite, taking a lot of photos) and couples it with an improvement in output (AI analyzing progress, but also providing rigid historical data).

AUGMENTED REALITY (AR) Virtual reality and augmented reality have also made significant and tangible improvements over the past few years. VR has been a great tool to help visualize and communicate with stakeholders that would otherwise have difficulty taking 2D documents and 3D-ifying them in their minds, or who look at 3D models and can’t feel the sense of scale. However, AR/MR addresses these concerns and will make a much more significant impact on the culture of our industry. The initial release of the HoloLens followed by improvements in HoloLens 2 was a crucial part of pushing the industry to look at AR/MR more seriously. The release of Apple’s new iPhones and iPads that have LiDAR technology built-in will allow for a much more extensive application of AR/MR technology, and a spur of new offerings are already on the marketplace that aims to bridge that gap.

This will push AR further into the industry than VR could penetrate primarily due to the low barrier of entry coupled with the fact that these devices are generally on most sites now anyways. Culturally, these tools provide an easy-to-use and easy-to-access way of interacting with data and empowers non-tech savvy folks to make informed decisions in the field.

Construction firms know their business.

But they also need to know what the best technology does, so they can match it to their clients’ individual business and project needs.

A focus on culture, along with the process and technology, will drive faster improvements in the implementation of construction technology.

In the end, the industry will benefit, and we will build better, faster, and more efficiently.

Hammad Chaudhry is currently the director of virtual design & construction, responsible for EllisDon’s civil and ICI projects in Western Canada.

Technology

Terminus: Innovative Seismic Design

BY BRENDAN FITZGERALD AND ILANA DANZIG

D

istrict 56 is a mixed-use development by Design Build Services (DBS) that is currently under construction in Langford on Vancouver Island. It is located at one of the city’s most prominent corners, and includes a five-storey mass timber commercial building (Terminus) and a 12-storey mass timber residential building (Tallwood 1). Both showcase mass timber in modern and innovative ways.

Terminus is nearly complete, and features a novel hybrid lateral load resisting system: ductile steel buckling restrained braces within a mass timber frame. In developing the structural design for Terminus, Aspect Structural Engineers undertook a comprehensive investigation into lateral system options for a commercial mass timber building.

LATERAL SYSTEM DEMANDS According to the Structural Engineers Association of British Columbia, the West Coast of Canada is one of the few areas in the world where all three major categories of tectonic plate boundaries are present: convergent, divergent, and transform. Movements between the Juan De Fuca, North American, and Pacific Plates along these boundaries have resulted in more than 100 recorded earthquakes of magnitude five or greater in this region over the past 70 years, many of which have occurred near Vancouver Island. The seismic demands in the City of Langford are among the highest in Canada.

LATERAL SYSTEM OPTIONS Driven by a desire to furnish their future tenants with a beautiful and robust building, and to establish themselves as innovators in the mass timber industry, DBS conveyed a willingness early in the project to explore various state-of-the-art options for the building’s lateral force resisting system. As such, during the pre-design phase, Aspect assembled a list of candidates for the lateral system that could meet the high seismic requirements of the region and also complement the clean architectural detailing of the mass timber design. The four options were:

• Quaketek offers in-house testing to suit a project’s specific needs.

Disadvantages:

• Not in Canadian codes, though some research has shown that this system performs similarly to buckling restrained braces .

• Requires additional moment frames for optimal performance, which comes at a high cost in a mass timber building.

2. Glulam Brace Frames with Tectonus Resilient Slip Friction Joints (RSFJ)

The RSFJ can be installed at the brace/column interface within a glulam brace frame and it dissipates energy via the slip friction action of its grooved components. During a seismic event, the RSFJ will slip and re-centre cyclically prior to any of the other brace components yielding.

Advantages:

• High ductility / energy dissipation, which reduces forces on other building elements.

• Self-centering.

• Replaceable after an earthquake.

• All devices are tested to suit a project’s specific needs.

Disadvantages:

• Not in Canadian codes, though there are precedent projects in Canada.

• Higher cost than other solutions.

3. Moderately Ductile Glulam Brace Frames

1. Glulam Brace Frames with Quaketek Friction Dampers

This system incorporates Quaketek’s Seismic Friction Dampers installed at the brace/column interface within a glulam brace frame. The dampers are replaceable fuses, dissipating energy induced by the earthquake via friction.

Advantages:

• High ductility / energy dissipation, which reduces forces on other building elements .

• Replaceable after an earthquake.

This system features a glulam frame complete with glulam brace members connected with steel components designed to yield, dissipating energy during a seismic event.

Advantages:

• Codified in Canada, although the code does not provide design guidance.

• Not a proprietary system, so easier to source.

Disadvantages:

• Lower ductility / energy dissipation than other

options, increasing the cost of other building elements like foundations and diaphragms.

• Not self-centering and not easily replaced or repaired.

4. Steel Buckling Restrained Braces (BRB) in a Timber Frame

A BRB is a steel bar that is restrained from buckling by a concrete sleeve and designed to yield in both tension and compression during an earthquake.

Placing the BRB in a timber frame is a brand-new approach that allows the timber to be celebrated while achieving cost effective ductility. Within the braced bay, columns and beams are timber, and only the diagonal elements are steel.

Advantages:

• Codified in Canada.

• Comparatively low costs.

• High ductility / energy dissipation, which reduces forces on other building elements.

Disadvantages:

• Not self-centering.

SELECTED SYSTEM After much consideration, the project team ultimately selected steel buckling restrained brace frames as the ideal lateral system for Terminus.

Within the context of Langford’s onerous seismic parameters, DBS’s design preferences, and the allotted budget for this project, this low cost and high performing system was chosen.

Although steel buckling restrained braces are not a novel technology on their own, no other project in Canada to date has featured buckling restrained braces within a timber frame. As such, this option presented an innovative and exciting option to DBS that would not only deliver an interesting design but would also ensure a highly ductile and strong lateral system for Terminus.

Brendan Fitzgerald is a project engineer with Aspect Structural Engineers. Ilana Danzig is an associate with Aspect Structural Engineers.

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Legal File

Collaborative Construction

BY VANESSA WERDEN

F

rom material cost escalation to labour shortages, and from sustainability mandates to increased interest in modular construction, there are many developments that are currently impacting construction in Canada.

There is no question that in recent years, advances in technology have changed how construction industry participants manage design and construction. In particular, these changes have driven an increase in collaborative project delivery methods, such as integrated project delivery (IPD) and project-scale lean construction. Depending on the form and extent of the collaborative process, it can involve pooling of resources and knowledge, setting shared milestones and goals, and sharing the losses or profits depending on the success of the project team.

Generally, disputes among project participants are often protracted as a result of inconsistencies and gaps between the intentions of one or more parties, without clear and comprehensive contract terms that define rights and obligations in the event of changes, extras or delays. Collaborative construction and design methods incorporating BIM and other technologies have sought to close these gaps by requiring, or at least encouraging, discourse and contributions to design and planning from all interested parties, including the owner, the prime or major contractors, trades, and design consultants, into one model or design platform. With the rapid and ever-increasing adoption of collaborative contracting and design, some project participants have failed to change or adequately revise the traditional or standard form contracts to which they are accustomed, or to understand how the changed dynamics may impact certain rights and obligations.

Some of the most common disputes, regardless of whether the project is a multi-residential housing development or a complex infrastructure project, are disputes arising from interpretation of the drawings and specifications, including inconsistent terms, incorrect or inconsistent notations, incomplete design, or poor coordination 22

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between the scopes of work and the drawings.

These types of issues often given rise to disputes over field instructions, change orders, and delays. Design documents such as architectural drawings and specifications often form part of a construction contract, whether by implied terms or specific inclusion in a defined group of contract documents, but in an ordinary general contracting or construction management project delivery scheme, the general contractor or construction manager does not assume liability for design errors.

If a 4D or 5D BIM model on an IPD project requires input from the general contractor and its trades in addition to the design consultants, does the contractor have an increased level of design responsibility, which gives rise to risks not contemplated in more traditional contracts, where trades received a drawing package and independently planned and executed their respective scopes of work? Possibly, and in the event of a dispute, the language of the contract will largely dictate the outcome. If the project participants have not taken the time to negotiate the risk, such as no-fault design provisions, then regardless of the intention of the parties, one or more contributors may be on the hook for additional costs or delays.

From a risk and change management perspective, the keys to successful collaborative contracting and design are agreement on clear and detailed terms in respect of design liability, risk sharing provisions, and a formula or process to address changes to the design and scopes of work.

When challenges arise and project participants can ground their expectations in the contract, a well-drafted contract can go a long way to assist in early resolution of disputes, or prevent disputes altogether. Depending on the project and the parties, collaborative contracting and design may require modifications or negotiation of appropriate terms to address a variety of factors, including the following: • Joint project control: Traditional construction contracts contemplate potential scenarios and

dictate the parties’ rights and obligations in those scenarios. Typically, decision-making is a top-down process. In contrast, collaborative contracts need to provide a structure and process for joint decision making. One structure that has developed is the selection of a project management team, comprised of representatives from each of the interested participants. That team then leads the procurement process together by reviewing bids for sub-consultants and trades while deciding jointly which should be added to the collaborative contract and how to tender and select trades.

• Information sharing: In a traditional construction matrix, parties only disclose information that is necessary to facilitate their scopes of work, as parties often worry that disclosure of the wrong information can increase exposure to liability. In a collaborative arrangement, all risks need to be fully known and explored by all those involved, resulting in the need for parties to disclose more information than in a traditional construction matrix.

As such, any form of collaborative project delivery will likely need to include significant limitation or waiver of liability clauses. In addition, such an agreement will likely need to provide for the sharing of confidential or technical proprietary information about design and means and methods.

• Insurance: Changes to traditional risk sharing, particularly in respect of design, may impact the type and cost of insurance. For example, a general contractor involved in a collaborative design process should consider whether, in addition to the typical commercial general liability and course of construction policies, it should obtain a form of design liability insurance. Policies may need to be tailored to agreements based on the risk allocation, liability split, and decision making provisions in a particular form of contract.

If you are considering engaging in a form of collaborative design or build project delivery method, it is critical to consider the potential shift in duties and responsibilities and reallocation of risks that may arise and to take the steps necessary to address these changes in the form of contract.

Successful collaborative project delivery depends on great partnerships, open communication, and transparency. Maintaining these relationships and protecting each stakeholder’s individual interests in the event of inevitable challenges depends on clear roles, responsibilities, rights, and obligations.

Vanessa Werden is a construction lawyer at Jenkins Marzban Logan LLP in Vancouver.

BC CONSTRUCTION DIRECTORY 2022

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