CB Sept Oct_2022

06 Connections

Roger Steers, executive principal, has been a part of RJC Engineers for more than 30 years, leading the Vancouver office of one of Canada’s largest consulting engineering firms.

09 Feature Project

The need to create a welcoming space for Indigenous youth to gather, learn and share experiences has resulted in a significant new youth centre for the Tsawwassen First Nation.

Industry Focus

11 Open Shop

Shortages Threaten Construction Boom Mental Health: Breaking the Stigma Supporting Training and Apprenticeship

19 Skills Training

Facing An Uncertain Labour Market Advancing Trade Careers For Women Building a Resilient Trades Industry

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MANAGING EDITOR

CONTRIBUTING WRITERS

Dan Gnocato dang@mediaedge.ca

Cheryl Mah

Jordan Bateman Rod Bianchini

Lillianne Dunstall Chris Gardner Rory Kulmala Vanessa Werden

B.C./ALBERTA SALES

Dan Gnocato Tel: 604.549.4521

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PROUD SPONSOR OF

Cover Photo: The teen lounge in the new Tsawwassen First Nation Youth Centre offers a welcoming space for youth to gather. Photo: Ema Peter Photography.

Contractors and Businesses Association of B.C., Urban Development Institute of B.C. and Vancouver Regional Construction Association.

Attracting Workers

In September, Canada marked the second an nual National Day for Truth and Reconcili ation, which commemorates the history and legacy of the residential school system. It is recognized as an important step to encourage learning and open dialogue about Indigenous peoples.

From land acknowledgements and joint ventures to hiring and procurement practic es, construction companies and the industry are moving forward with meaningful engage ment with First Nation businesses and com munities.

Encouraging Indigenous youth interest in construction is especially important, given the fact that the skilled labour shortage continues to challenge the industry. Construction activity is

booming across almost every sector and demand for workers is strained.

In our skills training feature, read about what the Industry Training Authority is doing to build resiliency and how the Canadian Council of National Women in Roofing is advancing the careers of women in the roofing industry.

For our project, we take a look at the Tsawwas sen First Nation (TFN) Youth Centre — a beau tifully culturally inspired building that creates a welcoming space for the First Nation’s youth to learn and gather. It evokes warmth through the use of exposed wood throughout the cedar log post and beam structure.

The Youth Centre has earned several industry accolades including a VRCA Awards of Excel lence silver for Garibalid Glass, who supplied

the glass for the beautiful fritted Coast Salish Art bird patterns. All the winners of the VRCA Awards (gold and silver) will be celebrated at the annual gala in October. And as always, we will be showcasing all the wonderful projects and indi viduals in our November/December issue. Make sure to check them all out.

Cheryl Mah Managing Editor

Building the Future

Pomerleau’s expertise with wastewater treatment infrastructure

BY GRACE MCGRENERE

The future of communities is dependent on the durability of the cities in which they live. Wastewater treatment facilities and connected elements are the key components of city infrastructure. Building these projects requires a variety of skillsets and a specialized approach that is dependent on each plant’s requirements. Pomerleau is building wastewater infrastructure to support British Columbia’s Lower Mainland and Fraser Valley’s growing population.

Annacis Island’s Wastewater Treatment Plant New Outfall, the Trickling Filter Media Replacement and the Burnaby Lake North Interceptor are three of the projects Pomerleau is currently working on. The diverse demands that each location calls for require Pomerleau to break them down into manageable components. The company brings added value to each facility through its management capabilities and work execution.

Wastewater projects are challenging, but equally as stimulating and rewarding for those working on them. The expansion of the Annacis Island project, which includes a new outfall system, is technically complex. The new system must meet the needs of a growing population and safely release treated wastewater into the Fraser River. The new outfall involves the construction of two tunnels for a total of 820 metres, two 40-metredeep on-land shafts and a marine riser and diffuser in the Fraser River. The new outfall system has also been designed to operate in the event of an

earthquake. To remedy these challenges, Pomerleau is using a tunnel-boring machine which has been assembled and launched twice in one of the two (two drives) vertical shafts ultimately ending its excavation at the marine diffuser in the middle of the Fraser River.

“The pace of work is very quick, and the stakes are high when building civil infrastructure. The engineering challenges that go behind the work, the methodologies and the diversity of the projects are enticing factors for those within the industry,” said Bradley Gunnlaugson, regional director for Pomerleau’s British Columbia division.

The Annacis Island plant treats about 175 billion litres of wastewater every year. The expanded facility will ensure that the plant can manage a higher volume of wastewater and continue to keep odour to a minimum. Pomerleau completed the first of two trickle filter media and mechanical component replacements at the Annacis Island facility. This work was to be performed within a limited time period during the “low water season” when one of four filters could be taken out of operation and offline. To perform the work, the team had to lift the facility’s dome twice, which required significant planning and pre-work preparation to avoid the risk of soil settlement and damage to existing utilities.

“We hold ourselves and our work to a high standard. A lot of it comes down to our core values, a big one being love. I can look at everyone in the

region and see that they enjoy working with one another at all levels. We are passionate about delivering projects with excellence,” said Gunnlaugson.

The planning of water and wastewater infrastructure needed to sustain the growing population is essential to the region. To continue to protect public health and the environment in the growing region, Pomerleau is also working on another project, which involves the construction of two new force mains deep under the Fraser River that will carry wastewater from a new pump station in the City of Maple Ridge to the future Northwest Langley Wastewater Treatment Plant. This project takes place in an environmentally sensitive location and requires the use of multiple construction techniques including horizontal directional drilling, jack-and-bore casing installation, surface casing pipe ramming, and open-cut installations with shoring.

When organizing the work at the project sites, the team must plan their logistics carefully as they make their way through neighbourhoods and delicate environments. By clearly communicating up-to-date information, schedules, and approaches with its clients, Pomerleau can support them by building positive community relations and protecting natural environments.

Forging relationships with clients and communities to ensure that the well-being of the residents is preserved during construction, is necessary when building successful projects. With people being at the heart of the industry, Pomerleau revolves its practices around them. Collaboration is witnessed throughout all stages of a project. In Langley, Pomerleau is assisting a First Nations group with an archeological excavation and assessment in preparation for the future wastewater treatment facility construction. Finding ways to be attentive to community relations, the delicate environments in which projects occur, and communicating authentically with clients is something Pomerleau strives to do.

Pomerleau is building wastewater treatment facilities for the future of British Columbia. “We care about the work we are doing and the relationships we are building. We are grateful to be building essential infrastructure with our partners,” said Gunnlaugson.

For more information, please visit: https://pomerleau.ca/en

CLIENT-FOCUSED SERVICE

BY CHERYL MAH

Roger Steers has been practicing structural engi neering in B.C. for almost three decades, and is a well recognized expert in the evaluation, restora tion and repair of structures.

Recently appointed as executive principal of RJC Engineers, Steers has been involved in restor ing many parking structures in Western Canada.

“ There was the old Woodward’s Cordova Street parkade, work for the City of Vancouver and lots of parking structure work for mall owners including Oakridge, Metrotown and Pacific Centre,” he says.

Steers has watched the firm grow it services from structural and parking restoration, post tension ing and through the leaky condo crisis to building envelope restoration, roofing inspection and more recently energy modeling and air tightness testing.

He says the firm’s client-focused approach has been key to success.

The new St. Paul’s Hospital in Vancouver

“I like to think we’re known for client relation ships and the work we do... being trusted advisors with our clients and their projects,” says Steers, who began his career at RJC as a summer student.

After he obtained his degree in structural engi neering at the University of Alberta, he joined RJC’s Edmonton office full time. He worked there for five years and earned his Masters in Engineering in 1994.

Then he moved to Vancouver, joining the build ing sciences and restoration group. He became an associate in 1999 and then principal in 2003. He continued to move up the organization until he was appointed to his current position in 2022.

“When I arrived in Vancouver, we had two offices in B.C. and probably 150-200 people in total. We now have teams that are larger than RJC was 20 years ago and our largest office is Toronto,” says Steers.

Since the company was founded by John Read in 1948, the employee owned engineering firm has diversified and grown to 14 offices and more than 650 people across Canada. There are five offices in B.C. with almost 200 in the Vancouver region.

RJC underwent a governance restructuring in 2021 with Steers assuming the role of executive principal along with Mike Moffatt (Toronto) and Joette Decore (Edmonton) earlier this year.

“ We made a profound shift to our governance structure in 2021 — separating our board of

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Cordova Street Parkade

directors from the executive groups,” explains Steers, who provides strategic and operational leadership for the firm and oversees all of RJC’s technical services.

“This new structure allows us to critically look at our strategic plan, and we’re excited about it.”

The new governance structure will focus the firm’s resources, priorities, and programs to deliver on its five year strategic plan called Blueprint 2027.

While Steers is no longer directly involved with projects, his years of experience are relied on for client relationships, front end meetings as well as business development. “I still contrib ute to various projects that I have history with. I’ve been in and out of almost every building in Vancouver and still have connections across the country.”

As one of Canada’s largest consulting engineer ing firms, RJC’s portfolio includes many notable projects including the Vancouver Central Library, Canada Place, Vancouver Centre, TD tower and the restoration and upgrading of St. Andrew’sWesley United Church.

Current projects for the firm include the new St. Paul’s Hospital, the largest hospital redevelopment project in B.C.’s history; the Oakridge Centre redevel opment and Vancouver Centre II. In Toronto, RJC is working on The One — 1 Bloor Street West, which will be Canada’s tallest building when complete.

“ We have a good amount of work with energy modelling and air tightness testing. Our building science and restoration now form 50 per cent of what we do,” says Steers.

During the pandemic, RJC had to pivot like ev eryone else to ensure the safety and health of staff. With construction deemed an essential service, projects were able to continue.

“A few sites were shut down but in some cases, we saw acceleration of work. With the restrictions and buildings empty, it was an opportunity for some, like schools and offices, to undertake work earlier than planned,” says Steers. “In general, we saw strong performance through the pandemic with existing and new building projects.”

He feels the outlook for the industry is posi tive despite a still volatile market. “There is a lot of work. The focus on sustainability through the B.C. Energy Step Code here and the importance of car bon reduction across the country is only going to grow and will fuel the need for services like ours.”

Steers also plays an active role in the industry and community, serving on boards and associa tions. He was chair of the BC Children’s Hos pital Foundation Real Estate and Development Committee for almost six years. He chairs the sponsorship committee of BOMA BC, and sits on the board of directors, Surrey Board of Trade. In 2020 he was named Surrey’s Business Person of the Year.

Most notably, he is champion of RJC’s Ride teams, which have raised more than $2 million for cancer foundations. For more than a decade Team RJC has rode in various cancer rides across Canada.

“I rode in my 18th Tour de Cure this year, known previously as the Ride to Conquer Cancer,” says Steers. “And it’s not only our staff — we have clients, contractors and other industry people who want to participate in this important cause and be part of what we do.”

RJC celebrates its 75th anniversary in 2023, a significant milestone that will be recognized throughout the offices.

“Our new governance structure is generating a whole new excitement as we look into where we’re at 75 years and beyond,” says Steers. “We’ve accom plished a lot and we want to continue building our strong relationships with clients and staff.”

RJC celebrates its 75th anniversary in 2023, a significant milestone that will be recognized throughout the offices.

Top: St. Andrew’s-Wesley United Church (restoration and upgrade) Bottom: Parkade restoration work

Fulfilling a Vision

BY CHERYL MAH

Photos courtesy of EMA PETER PHOTOGRAPHY

The new Tsawwassen First Nation (TFN) Youth Centre has been in the works since 2017, when the First Nation community committed to providing a facility for youth to feel at home and excel in their endeavours.

The vision to create a welcoming space for the First Nation’s youth to gather, learn and share experiences has been realized in a beautiful and culturally inspired building.

Opened in 2021, the community centre features space for indoor and outdoor activities, a computer lab, games room, a community kitchen, art room, library and a large dining area. Drop-in and scheduled programs offered include sports, cooking, music, counselling and more for young people and their families. The building has a centrally-located kitchen with a young children’s indoor play/learning space connecting directly to the kitchen via a moveable wall.

“Our young people are our future. They needed a place where they felt welcomed and valued. This centre will be a place of learning, nurturing and preparing our youth for becoming our next generation of leadership,” says Chief Ken Baird at the official opening in 2021.

Feature Project

To ensure the design reflected their needs, TFN and Mackin Architects Ltd. worked closely with young people throughout the development process. Among the program elements that emerged from the collaborative process were climbing walls, mixed martial arts, dance and music studios, and a teen lounge with weight room and social spaces for studying and relaxing. The goal was to design a building that represents the culture and history of the Tsawwassen people, while meeting the needs of the community’s youth.

Including the young people in the programming and design of their new facility was a key driver on this project, according to architect Nancy Mackin.

“Design meetings with TFN young people, leadership and artists guided program and design. Architectural form and detail communicate environmental education rooted in Indigenous knowledge,” she says. “Ensuring participation by community members throughout design and construction challenged the architectural team to continuously update the building details to express the cultural and ecological aspirations of the community while managing costs and schedules.”

Inspiration came from recognizing the architectural innovations in Coast Salish history, while looking to the future with climate change adaptability and carbon negative technologies.

Wood is central to the design elements in this 12,000 square foot project for its aesthetic and carbon sequestering attributes. The Tsawwassen People are known as the Cedar People and take special pride in the resulting cedar log post and beam structure.

The two storey exposed DLT wall, floor and roof structure is supported on a Western red cedar pole and beam frame. The building design and finishing are culturally guided, celebrating the First Nation’s long history through form, exposed local woods and imagery throughout the interior.

TFN artists Karl Morgan and Bryce Williams contributed artwork on the exterior and interior pole structure as well as on windows, benches, walls and floors to bring some of the community’s culture into the new space.

The complex hybrid structure is the first in North America to use DLT walls as a significant structural component. StructureCraft provided design-assist, supply and install of the DLT. Ac cording to StructureCraft, the site installation procedure was quite complicated, with intensive coordination between the general contractor Converge Construction and log/steel trades. In the end, all 26,000 square feet of finished DLT was successfully installed, prior to the project completion.

The integration between DLT, structure steel and the log structure was unique and a main challenge, according to Converge Construction project manager Caleb Vanderveen.

“Dealing with the exposed DLT walls and ceiling for routing mechanical, electrical and plumbing in the exposed areas was another

challenge,” he says, adding the COVID pandemic posed another layer of complexity from health protocols to supply chain issues.

Converge broke ground on the project in 2020 and turned it over one week ahead of schedule. Throughout the project, Converge actively employed young local Nation workers.

The centre also stands out for its commitment for the embodied carbon in the built environment and passive environmental strategies. The extensive use of B.C. sourced wood and the projected low operating energy demands make the building carbon negative for the life of the building and beyond, as the structural components are largely demountable, notes Mackin.

Design strategies focus on mitigating climate change, fostering human health, and encouraging biodiversity.

“Mass timber and high performance building envelope systems reduce the building’s ecological footprint,” says Mackin. “Climate change impacts are anticipated by raising the building above a future flood plain and designing the spaces to serve as a refuge during extreme weather or seismic events.”

Al l spaces have operable windows and pro vide glazing to optimize daylighting. Ensur ing glazing is bird friendly was also impor tant because the location of the project is at the centre of the Pacific Flyway for millions of migratory birds.

Garibalid Glass supplied the insulated glass units (IGU) and laminated glass with 11 different fritted Coast Salish Art bird patterns. Each bird pattern was unique in shape and size.

The community centre has earned several industry accolades, winning a Canada Green Building Award 2021, Architectural Founda tion of BC Award of Excellence 2021 and a VRCA Silver Award of Excellence 2022.

“As the first purpose-built building for Tsaw wassen First Nation since ratification of their 2009 treaty, the youth centre invites young people to enhance their education by participat ing in art, music, athletics, dance, film-making, tutoring, and a range of social activities, all within a building that celebrates the unique culture and wisdom of Coast Salish peoples,” says Mackin.

Shortages Threaten Construction Boom

BY CHRIS GARDNER

Coming into 2022, construction con tractors had never been more opti mistic about the state of the industry.

ICBA’s annual Wage and Benefits Survey of hundreds of companies, found that 96 per cent of contractors expected 2022 to be as busy or busier than 2021 — a record number. Coming out of the struggles of the COVID-19 pandemic, every contractor in every region of the province was bullish on the British Columbia economy.

As this magazine goes to print, we are putting together our questions for the 2023 version of the survey. But already, we see concerning signs — both anecdotal and statistical — that the optimism of builders is starting to melt away. And, as inflation skyrockets and interest rates rise, owners and developers are being more cautious about making investment decisions and for some trades, order books are starting to shorten slightly.

Three major shortages have really defined construction in 2022: shortage of people, shortage of supplies, and the seeming shortage of leadership from any level of government in Canada to tackle these issues head-on and in a meaningful way. The central question throughout this year has been, to what extent will any or all these factors impact the construction sector and play into the one issue that overhangs not only construction, but also the economy as a whole — affordability.

It’s clear now that we have an answer — the shortage of people is acute, costs for materials, while moderating, remain very high, and government continues to layer on regulations and red tape. The result: construction costs are rising, and affordability remains out-of-reach for first-time home buyers and those looking to up-size to accommodate larger families.

Even before the summer construction season, three-quarters of contractors reported to us that there simply were not enough workers to fill the jobs they had available — an acute challenge that is impacting every part of the construction value chain.

Every single one of ICBA’s glazing, masonry, roofing and sprinkler fitting companies reports a shortage in labour. So do 95 per cent of our plumbing companies, 91 per cent of our carpentry contractors, 90 per cent of our pipefitter companies, and 89 per cent of our refrigeration and HVAC firms.

The shortage of people is a long-term challenge — driven by an aging population and not enough people entering the workforce. It’s not just construction feeling this pinch, but virtually every sector of the economy.

There is no short-term solution, but two things can help: increasing immigration and using technology to improve productivity.

Government should make smarter investments in the trades. Wait lists for training schools are chronic — it should not take nearly a decade to get a red seal designation in the construction trades. And it makes no sense that for many trades there is only one school in the entire province. Instead of trying to jam more apprentices into these already full spots, governments should be investing in more trades and technical colleges; curriculum should be modernized, and more online delivery should be incorporated into trades programs.

Compounding the labour shortage is the ongoing supply shortage, brought on by the pandemic, a loss of purchasing power, overseas manufacturing slowdowns, shipping strains, and increasingly more extreme weather events. Coming into 2022, 76 per cent of ICBA companies said they were taking longer to source construction materials for projects.

The overhang of a changing geo-political landscape is driving significant changes on where supplies are sourced — the supply chain is coming closer to home and the security of supply chains is being considered in ways not seen in generations.

While some shortages have been resolved lumber prices, for example, was a huge story early in the pandemic but have since come back to earth — others have taken their place. Paint, steel, dump trucks, machinery, glass, electrical fixtures, and other items have all been challenging and expensive to source. Add to that the growing cost of fuel — needed to move every item to a worksite — and the budgetary pressure on contractors keeps growing.

Red tape and regulations continue to delay projects and cripple Canada’s competitiveness. Far too often, it’s just too difficult to get things done in Canada. We are a country of enormous potential and opportunity, but we trip over ourselves with red tape and a regulatory framework that is often punishing for those seeking to invest, expand and build things.

It’s embarrassing that Canada ranks 64th globally for how long it takes to process a construc tion permit — this according to the World Bank. This causes businesses and investors to take their ideas, their people, and their capital elsewhere.

When it comes to infrastructure, government is astonishingly short-sighted. We simply take too long to approve and build critical pieces of infrastructure. It should never take as long to approve a permit as it does to build the actual project — and yet that is a regular occurrence in British Columbia.

It’s no wonder the construction industry is approaching 2023 with caution as headwinds and storm clouds gather on the horizon. Just one of these three shortages — people, supply chains and a chronic lack of leadership — would be concerning enough, but this perfect storm is presenting challenges that require fresh thinking and new ideas from both the public and the private sector.

Chris Gardner is president of the Independent Contractors and Businesses Association.

Mental Health: Breaking the Stigma

BY JORDAN BATEMAN

Worsening mental health, and the addictions that often flow from it, is shredding families and work places apart throughout British Columbia.

Last year, 2,224 British Columbians died due to opioid overdoses — a record high. Of those, 78 per cent were male, and 71 per cent were aged 30 to 59 — both common demographics for the construction industry.

Those are devastating statistics, but don’t fully capture just how many lives are shattered by drug addiction and alcoholism. Overdoses are one terrible marker; but hundreds of thousands of others are addicted to drugs and alcohol, and experiencing personal and professional difficulties because of it — often as a way to cope with mental health issues.

The pandemic brought a spike in alcohol usage. Early in the first lockdown, a Nanos survey showed 20 per cent of Canadians, despite spending more time at home, were drinking more alcohol than ever before. This was followed up by a Canadian Institutes of Health Research report finding that 23 per cent of Canadians

were drinking more in fall 2020 than they had a year earlier.

Even in industries that weren’t locked down (like construction), the lack of opportunities for social interaction led to a higher level of drinking.

The toll of the pandemic and other factors on our communities’ mental health cannot be overestimated.

ICBA Benefits manages group health and dental benefits for 125,000 Canadians, including tens of thousands of construction workers. This gives ICBA unique insight into health trends.

“Medication for anxiety, depression and sleep disorders rank in the top three most prescribed medications in every benefit plan we manage,” says ICBA president Chris Gardner. “Mental health and addiction are issues running very deep, but very silent, throughout our society, and we need to be able to openly discuss and find help for them.”

Last year, ICBA launched its Workplace Wellness program, a 12-month program that aims to break through the stigma around topics like mental health, drug and alcohol addiction, suicide, and opioid abuse. ICBA Wellness is designed specifically for construction workers and includes toolbox talk scripts, posters, videos, online courses, and much more.

More than 7,000 B.C. construction profes sionals at 70 companies are now enrolled. “We hear consistently from our members and com pany owners that they believe our work breaking

through stigma is saving lives,” says Gardner. “It’s vital we keep having those conversations in the workplace.”

Gardner led the way on this. At the launch of ICBA Wellness, he shared, for the first time publicly, the story of his own father’s death by suicide, and the impact it had on him and his family. This willingness to share a painful personal story opened the door to many important conversations around mental health.

As part of ICBA’s work, retired NHL goaltender Corey Hirsch was named ICBA’s wellness ambassador, and will speak to more than 20 groups of ICBA members this year about his own battles with suicidal thoughts. Hirsch was one of the first professional athletes to talk about mental health when he penned an article for The Players Tribune in 2017.

“A mental health issue is not a sign of weakness,” Hirsch wrote. “I know that mental health is not an easy topic to discuss, and I know better than anyone that hockey players will do anything in their power to hide their feelings. But we need to do a better job of saying something when somebody is clearly struggling.”

In his work with ICBA, Hirsch talks about how people can’t see mental health the same way they can see physical health, and there is fear in how to address it. “When there is a physical injury, you know the protocols. Do this, get this surgery, and you’ll be back playing or working in a few weeks,” says Hirsch. “When it comes to mental health, we’re still throwing a dart at a dartboard. Too many of us just don’t know how to discuss it.”

Overcoming these issues starts with breaking that stigma around them. “We can’t be afraid to talk about mental health, addiction or suicide,” says Hirsch, noting that we need to watch out for both ourselves and one another and look for signs of struggle.

Among those signs are feeling sad or down, confused thinking or reduced ability to concen trate, excessive fears or worries, extreme guilt, wild mood changes, withdrawal from friends and activities, low energy or trouble sleeping, wanting to harm one’s self, or suicidal thinking.

Employers, co-workers and friends need to be open and understanding when someone explains they’re having trouble, and look to connect

them to the professional help they need. Many employee benefit plans include an Employee Assistance Program that offer counselling resources. Seeing a doctor is also an important step, as most mental illnesses don’t improve on their own.

“A bad day is just one day — there’s always tomorrow,” says Hirsch.

Construction sites are constantly evolving, as new safety measures and technology come available. Adding conversations on mental health is another step in that process, and ICBA Wellness has proven it can be done in an authentic, worker-friendly way.

“Nothing gets better or changes unless attention is paid to it,” says Gardner. “ICBA Wellness is 100 per cent focused and designed on breaking the stigma around talking about the construction industry’s mental health, and changing their lives in positive ways.”

Jordan Bateman is VP communications, ICBA Benefits. For more on ICBA’s construction workplace wellness program, visit www.icba. ca/wellness.

Which Rigger Do You Need?

BY MARK JH KLASSEN

Introduction

“We offer both courses,” said Ralf Notheis, manager of Bigfoot Crane’s Training Academy, “but there are big differences between our Civil Rigging Course and the Level 1 Rigger Certification.”

For Notheis, both courses are all about safety, which is an obvious concern for everyone, whether owners or managers, the workers themselves, or their families. However, when faced with the option of one course over another, the question focuses more on what is motivating people to seek out the training.

“Some workers need certification to get a particular job,” Notheis explained, “while so many others just need to learn how to work more safely.”

Civil Rigging Course

Bigfoot’s Civil Rigging Course has a broad scope, in terms of potential participants in the training. It’s applicable to a wide range of workers and managers, whether for civil works crews or private construction companies. Notheis explained, “Really, the course is for anyone who does any kind of mechanized lifting, using

equipment like excavators or backhoes to move loads into place.”

The simple goal of the course is to educate and thereby to eliminate the untrained worker. The training ensures that the basics are covered. It focuses on the equipment that workers use, on lifting practices, and on the environment where they work.

When someone completes the Civil Rigging Course with Bigfoot, they receive a companyissued Certificate of Training, which is recognized by WorkSafe BC. However, Notheis insists that the actual training behind that certificate is the real value. “Too many workers are unqualified for the work they’re doing. I just want to give them the training and confidence that they need, so that everyone is safer, whether it’s them, their co-workers, or the public around them.”

Notheis is also quick to point out that effective civil rigging training not only prevents accidents and ensures safety for workers, but it also alleviates the legal and corporate pressures of carelessness on the part of managers and owners.

“Accidents cost lives—that’s the biggest thing we want to avoid,” says Notheis. “But the mistakes that untrained workers make also cost companies and cities huge amounts of money in lost time and wasted revenue, not to mention legal complications.”

As well, Notheis emphasizes that managers who are untrained and unqualified can be a major liability to construction companies and city work crews. “This training is for supervisors and foremen as well as workers,” said Notheis. “Everyone needs to be aware of the risks involved in the work. They all need to understand the value of this training.”

This is why Bigfoot offers the Civil Rigging Course not just to individuals but to groups. The basic tuition for the one-day course is $2,850.00 + GST (including assessment and manual), but this price covers up to ten people, which means that your group could participate together, thereby lowering costs per person and, at the same time, building a sense of team.

Due to the vast and varied experience of Bigfoot’s training staff, group sessions can also be tailored to a company’s specific requirements or to the particular industry that the group is serving.

Read more about the Level 1 Rigger Certification in the Nov/Dec issue.

Supporting Training and Apprenticeship

When it comes to training and apprenticeship, the Independent Contractors and Businesses Association (ICBA) is at the head of the class.

The construction industry is constantly evolving, and con tinual training is needed so workers don’t fall behind. Everyone needs to stay current with safety tickets, technical changes, code updates and more in order to get ahead in their careers. Whether you are new in the construction industry or would like to add to your experience, ICBA has courses for you. In 2021, they offered more than 800 courses and that number will grow this year.

“ We train thousands of people every year in everything from blueprint read ing to supervisory and management skills to fall protection and Occupational First Aid,” says ICBA’s training manager Ally Bodnar. “We can also bring nearly any course to your jobsite or office for a private training session tailored to your needs.”

ICBA offers a range of courses in the classroom, in a live virtual format, and online self-paced. The courses are quality assured and audited on a regular basis to ensure participants always receive the best training possible. In addition, most of ICBA’s courses are recognized with Gold Seal and BC Housing.

“ We can also help you navigate the process of becoming Gold Seal certified or how to satisfy BC Housing’s annual CPD requirements for builder certifica tion renewal,” says Bodnar.

Each year ICBA adds new course to their calendar including sessions in their popular HR Series, computer skills workshops, and leadership programs. They were particularly proud of being able to pivot quickly during the early days of the COVID-19 pandemic and begin offering their courses as live webinars, allowing members and non-members alike to continue training. Live virtual training remains the most popular course format.

“Being able to attend a course anywhere in the province has helped our con tractors get the training they need without having to travel to one of our in-per son classroom sessions,” says Bodnar. “Our instructors are always happy to work with us to develop their courses into something that can be delivered virtually.”

For their contractors in the painting and decorating industry, ICBA’s Painter and Decorator Interprovincial Red Seal Exam preparation course has been a huge success. The 14-week program allows the participants to work through the content for level 1, 2 and 3 with online courses, virtual classroom sessions, video demonstrations, and live labs. ICBA has successfully run three cohorts and the majority of the students are now Red Seal certified.

Workers do not need to take time off for the program as it takes place in the evenings. With only one school in the province currently offering the techni cal training necessary to become a Red Seal Painter and Decorator, ICBA is helping its members and their experienced workers achieve their journey per son certification through a different channel. Other Red Seal trades challenge courses are in the works.

We are well on our way to training our highest number of people by the end of 2022,” says Bodnar.

In addition to professional development training, ICBA is the single larg construction apprentices in British Columbia, and has been decade.

With more than 1,300 apprentices throughout B.C. in more than 20 construction trades, ICBA knows extremely well how to assist apprentices and their employers with navigating the apprenticeship system.

The open shop trains 82 per cent of B.C.’s construction apprentices,” says program manager Kerry Vital. “We give our members the time to focus their attention on training the apprentice instead of worrying about handling the paperwork. Additionally, we are the liaison between our contractors and the training system on everything from wait times for training seats to curriculum reviews. This year alone, we`ve brought on several new companies who are tak ing advantage of the services we offer through our apprenticeship program.”

ICBA is also among the largest sponsors of female and Indigenous appren tices in the province and adds new apprentices to their ranks nearly every day. ICBA-sponsored apprentices receive bursaries for each level of technical train ing they complete, with thousands of dollars in bursaries given out in 2021 alone. They are also proud to be able to assist their apprentices when they are looking for work.

If apprentices need to move to another area of the industry to get full trades exposure, we’ll facilitate placements with another employer,” says Vital. “If an apprentice needs additional help with school, we will find support. Our indus people, and we will do everything to make their career start a

While the skills shortage in construction is acute, ICBA works with school districts, colleges, service agencies and other organizations to facilitate job placements with its members.

“ We want people to know that a trades job shouldn’t be a last option,” says Vital. “The construction industry offers good-paying, rewarding careers and there has never been a better opportunity than now to start your path toward a successful future.”

“The construction industry is constantly evolving, and continual training is needed so workers don’t fall behind.”

Facing An Uncertain Labour Market

BY RORY KULMALA

According to recent B.C. Stats’ Labour Market Statistics the unemployment rate in British Columbia was 4.8 per cent. This was the second lowest in the country behind Quebec (4.5 per cent) and certainly lower than the national rate of 5.4 per cent. And yet, today’s labour market has never been so precarious.

With so much construction activity happening regionally, provincially and nationally, the demand for workers across every sector remains at an all-time high. Ten years ago, the numbers where somewhat different. In 2012, the unemployment rate in B.C. was 6 per cent while the construction sector was slightly higher at 6.4 per cent. Fast forward a few years to just prior to the pandemic (2018 and 2019) and we saw the lowest construction unemployment rates hover around 3.8 per cent. Amazing right? Well, for anyone working in our sector, this is certainly a challenge.

In 2012, the B.C. construction labour force was approximately 195,000 while investment in construction was approximately close to $20B. In 2022 that investment was nearly doubled and yet our labour force, according to a recent BuildForce labour report, was not much higher at 197,400. It is certainly clear that we are doing much more with fewer people. BuildForce estimates that by 2027 we will be short approximately 5,600 workers in the province, taking into account retirements and new entrants into our market.

With so much construction activity going on, we are facing a labour challenge the likes that we have never seen.

Having worked in the construction field for roughly 30 years, I have never seen such uncertainty in our labour market. One only must look at the skyline to see that the number of construction cranes has never been higher.

From single family residential projects to large scale industrial projects, our provincial demand for skilled trades is being significantly strained as companies struggle to meet this demand.

There is a stark reality that our workforce demands are just not being met and this is not just for the construction sector, but for all parts of our economy. Virtually every business is looking for help. With all this attention on our labour market, every sector is looking to attract workers. Long gone are the days where employment opportunities were limited to a few select sectors — manufacturing, agriculture, resource extraction, and of course, construction — now our sector is competing with a myriad of other industries eager to bolster their workforce. Add to that the housing challenge and cost of living in B.C. and we now have additional hurdles that

makes attracting workers to our region even more difficult. Employers are literally pulling out all the stops. From billboards and radio advertising to job fairs and mailing campaigns, employers are working every technique they can to attract talent.

There is opportunity here as we look to appeal to our Indigenous peoples, women and immigrants. For example, this opens the doors to half of Canada’s population of able-bodied women to pursue careers in a stable, well-paying vocation with plenty of upward mobility. Within B.C., construction drives approximately 9.3 per cent of our provincial GDP and is ranked as our number one employer within B.C.’s goods sector. We are continuing to see trends for women entering the trades is growing. According to BCCA’s Spring 2022 Stat Pack, only about six per cent of women are employed in the different trades across the province. Women have not only proven that they are capable, but have also demonstrated exceptional capability, motivation and passion and can be extremely effective and competent within any tradecraft our industry offers.

Immigration is also a key element to keep up with demand. As many know, this process is both timely and costly and may not be a viable solution for a smaller company. The bureaucratic hurdles alone can be so daunting that companies elect to

not pursue such efforts. We continue to advocate for efficient and effective immigration policies that allow all immigrant workers to access our local labour markets.

We need to cultivate our youth for this new labour era but there is an erosion of resources available to our school-age children to address our future needs. From eliminating shop classes to higher focus on academic achievement we must pique the interest of our youth as soon as possible. We view our middle school-aged children as key to growing the future skilled workforce that our sector will desperately need. With that in mind, we cannot think that taking away resources and proper learning environments such as shop classes will help this cause. A properly equipped shop class is of great benefit for all students particularly those who are, or may not be, academically minded but demonstrate a high aptitude for such skills or interests.

For those involved in construction, the pasture is ripe for harvest but we need the people to do this. The reality is that it will be a challenge. With the sector’s resilience, creativity and eagerness over the past few years, we will continue to meet construction demand, however it’s going to talk longer, and of course, cost more.

Rory Kulmala is CEO of Vancouver Island Construction Association.

Advancing Trade Careers For Women

BY LILLIANNE DUNSTALL T

he construction and roofing indus tries, like many others, are experienc ing worker shortages. Tapping into non-traditional labour pools is a grow ing strategy being used by many.

Let’s face it most women do not grow up and dream about a career in the trades. I grew up with a father who worked in construction, and what I knew was he worked hard, left early in the morning, and would return nightly covered head to toe in drywall dust. I also knew he made a good living that helped support our family.

Women are finally understanding what men have known for years: trades pay well and provide you with a marketable skill that is always in demand. What women may have missed is the clear path to entrepreneurship that trades can provide.

Research local roofing companies, whether it’s residential or commercial, and you will find most owners began their journey working on the roof. You also find roofing is a family affair. That to me says a lot about the industry. You don’t bring your family into an industry that offers few opportunities. I see more roofing companies owned by women, and networking can be key to your growth in the industry and memberships in women’s trade organizations are growing.

The Canadian Council of National Women in Roofing (NWiR) has grown by almost 500 per cent since its launch on March 8, 2021. NWiR is a volunteer-based non-profit organization, supporting and advancing the careers of women in the roofing industry. Membership is open to women and men. We are guided by a strong framework of bylaws,

processes and procedures designed to ensure implementation of the four following pillars of the association: Industry Recruitment, Mentoring, Education and Networking.

We reach beyond traditional recruitment strategies, empower women through mentoring, offer high-quality learning programs, and provide opportunities to interact with and learn from women in our industry.

Partnering with companies that identify and meet the needs of women in the roofing industry is part of what we do. We identified two women owned businesses that recognized the struggle women have on job sites with clothing designed for the male body. They not only fit uncomfortably but can be a safety hazard by impeding movement. We are also seeing women in new hybrid roles that include being on the roof for part of the day and leaving the site to attend meetings with building owners, architects, or decision makers. The companies we have partnered with offer solutions to those issues and offer a discount for NWiR members.

NWiR Canada is continually looking for content to help our members. One of the recurring issues we have come across is a lack of confidence in women looking to grow their careers. We received the most input and participation from our members when we presented our webinar on Managing Imposter Syndrome.

It was during a search for “confidence building” information that I stumbled across www. betweenusgirls.ca The pilot program believes that every girl should be empowered to build successful,

fulfilling lives for themselves and be equipped to build holistic forms of wealth, well-being, and abundance. The program is based on the belief that all girls deserve to feel like they can be outspoken, be a leader, embrace their skills and pursue their passions.

While speaking with the founder, it became clear trades as a career path had not been included as a career option. It was not an intentional oversight on their part at all, it had just never occurred to them. Not surprisingly, the trades have never been considered as something that would interest women, however, university is not for everyone. It’s a common misconception that because you do not attend university that you cannot have a career that provides financial independence, work satisfaction and gives you an opportunity to own your own business.

I happen to live in a rural town and our local high school already has an extensive Technological Education program which includes Construction Technology. I met with them to discuss the program and connected them with Between Us Girls. They were quick to embrace this pilot program, which will be launched this 2022-2023 school year.

One of the smartest things I have seen in our industry is partnering with local colleges to offer roofing courses. If there is a shortage, create your own workforce.

Paying for memberships to women’s nonprofit construction/roofing organizations is a nice perk and a tax deduction for your company. When women are such a minority in your workplace it is important for them to at some point be surrounded by like-minded women. Women need to share; I believe it is part of their DNA. Providing them with an industry community that supports them creates a healthy environment. You can also sponsor an event for a woman’s organization. Great promotion for your company while supporting women.

I worked for a Roofing compound manufac turer for almost 18 years. My role was North American giving me the opportunity to work on both sides of the border. I worked with small roofing companies with only one crew to large multinationals that had more than 30 locations. I found a common theme: they work hard, they make a good living, and they take care of each other.

It doesn’t get any better than that.

Lillianne Dunstall is Canadian chair of the National Women In Roofing. She worked for Tremco for more than 17 years before retiring as vice president, North American Business Ops and Canadian Roofing. She has been involved in NWiR since its inception in 2016.

Building a Resilient Trades Industry

BY ROD BIANCHINI

In all my years working in the skilled trades in dustry, I have never seen so many unique op portunities and challenges all at once. To say the skilled trades industry is facing a signifi cant period of change is an understatement.

Overall, the future of the skilled trades is optimistic because it’s a resilient industry — always adapting to change and overcoming the many challenges thrown its way. However, to get a good picture of what we must do to ensure the continued success of this vital industry, it’s important to understand the magnitude of the challenges we face.

To start, we are currently contending with a massive shift in our demographics. The mean age in Canada was under 30 in 1971 and over 40 in 2021, according to Stats Canada. This means the tidal-force trend we are fighting is less young people, as a percentage of the population, entering the workforce. And with fewer young workers around, the competition for their talent is intense.

Next is simply strong economic growth and the resulting job demand. This is a great thing overall as it means a strong and attractive economy for our province, but it’s also a big hurdle for employers. According to the B.C. Labour Market Outlook report, there will be one million new jobs in the next decade. 85,000 of these jobs will be in the skilled trades — and 50,000 alone will be in construction.

Then there’s the current, record-low unemploy ment level, which looks set to continue. And finally, adding to this is the ongoing lack of awareness and the stigma that continues to hang over the skilled trades, with the added competition from “cool jobs” that have emerged with the modern economy.

While all these challenges can seem daunting, the solution is within the grasp of employers, industry associations and tradespeople. We need to make the pathways and processes easier, promote the amazing opportunities available and reach untapped talent pools.

Industry Training Authority (ITA) has been hard at work as the organization that’s responsible for coordinating and overseeing B.C.’s skilled trades system. We support people, standards and funding — doing everything from encouraging people to enter the trades to guiding apprentices and employers through the apprentice journey, issuing credentials and overseeing more than 100 trades programs.

And we are in the midst of implementing a broader mandate, updating our name to SkilledTradesBC and increasing our focus in several key areas that help support the current labour shortage and the ongoing demand for people in the trades.

An immediate and ongoing focus is promot

ing the trades. While everyone knows what the trades are, there is still a large gap that is going unfilled, mostly due to old stereotypes. Thankfully, we are starting to break those down, by working with schools, communities and employers to show the benefits of trades. The meaningful work, flexibility and job sat isfaction really matter to today’s youth, for in stance, who have ample career choices in this market.

To address the labour gap, we must clearly communicate the benefits and pathways to enter the trades. It’s easy to scratch our heads and wonder why more young people aren’t taking up the trades; it’s another thing to remember what it was like to be young, new to many aspects of the world we take for granted as common knowledge, with no clear paths to follow.

Another big one: there is a vast, largely untapped workforce of underrepresented workers who would be eager to take up a trades career. As such, we have put considerable focus into attracting underrepresented groups into the trades.

The door is now open to women in every trade, from carpentry to plumbing and aerospace. It’s a massive and welcome change that is still unfolding, and we are determined to foster it. We’re doing this through key partnerships, such as with the BC Women in the Trades, who we are working with on two initiatives to support cultural change and retention, through a regional representation program as well as several initiatives focused on diversifying the construction labour force. Programs like the Builders Code led by BC Construction Association and Be More than a Bystander, a partnership with many organizations are also helping ensure that the workplaces themselves are more supportive and inclusive.

We are also a big supporter of communitybased training, which focuses on making training accessible in remote, Indigenous communities. Our team works closely with these communities, training providers and employers across the province to make trades training accessible to rural and urban areas.

We understand that to make the trades attractive, we need to make the trades seen as valuable and recognizable certifications. We will start gradually implementing our Skilled Trades Certification this year, focusing on 10 electrical, mechanical and automotive trades to better align B.C. with Canada. In fact, B.C. is the only province without a compulsory trades certification system. So this certification will standardize skills and raise the prestige of trades in B.C.

There is of course much more we can — and will— do. B.C. has a long and proud history of supporting the skilled trades and attracting talent from all over the world thanks to the myriad of opportunities available. We are committed to building the trades that build B.C., and we are going to continue working on connecting directly with youth and underrepresented groups, making the apprenticeship process easier and promoting the great work in the trades. Our success in meeting the skilled trades labour market demands in B.C. and across Canada depends on leveraging our collaborative approach, working with you. It’s the foundation and the future of the trades training system.

Rod Bianchini is chief strategy and compliance officer of the Industry Training Authority. He is a passionate advocate of the skilled trades, and is a driving force behind the new Skilled Trades Certification.

Managing Contract Risk

BY VANESSA WERDEN

Whether a small residential de velopment or a complex infra structure upgrade, many fac tors contribute to the overall success of a construction project: relation ships, weather, site conditions, labour pro ductivity, availability of materials, and cost escalation — to name a few. One of the most challenging factors can be communicating and managing contractual risk allocation. Consider the following strategies to put your project teams in the best position possible to anticipate and manage challenges as they arise.

PROACTIVELY NEGOTIATE THE CONTRACT

Generally speaking, design documents such as architectural drawings and specifications form part of a construction contract, whether by implied terms or specific inclusion in a defined group of contract documents. 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: inconsistent terms, incorrect or inconsistent notations, poor coordination between the parties’ obligations, the scopes of work and the drawings. These types of issues often given rise to disputes over field instructions, change orders and delays.

Disputes are often protracted as a result of inconsistencies and gaps between the intentions of one or more project participants. A project team can be well positioned for the successful management and execution of a project when the contract documents have been carefully reviewed and thoughtfully negotiated prior to entering into the contract. While it may be tempting to accept a contract as presented, contract documents should be reviewed for clear and consistent language, as well as completeness. A well-drafted contract can go a long way to early resolution of disputes, or prevent disputes altogether.

TRAINING AND LEGAL EDUCATION

Many industry associations offer courses, and conferences often have a legal education component. Take advantage of these continuing education opportunities. Having an understanding of fundamentals such as key terms of a contract, how to read supplementary conditions, and the nuances of how change order processes and dispute resolution procedures can make your team

more confident, prepared, and effective when issues inevitably arise.

READ THE CONTRACT — AND KEEP IT HANDY

Do not let the contract collect dust. On projects of lengthy duration, the project management team should review the contract at regular intervals. The contract should serve as the primary resource to determine rights, obligations, and process concerning payment, changes, extras, schedule, and disputes.

While the contract often holds the answers in terms of legal liability and primary obligations, consider internal policies or protocols for specific situations so that the project team understands the precise steps to follow to preserve contractual entitlements and comply with obligations.

IMPLEMENT DOCUMENT MANAGEMENT POLICIES AND FOLLOW THEM

Construction disputes are inherently documentintensive. Project records are necessary to establish time and cost-related claims. Baseline and updated schedules, weekly look-ahead and other planning documents are critical to delay claims. Timesheets, labour and equipment invoices, and other cost records are critical to cost overruns, extras and change order disputes. Project management documents may include meeting minutes, daily reports, emails, and diaries. At the outset of each project — and as the project evolves — ask the following questions:

• What documents do we need to generate on this project?

• Who is responsible for generating, tracking, organizing, and preserving the documents?

• What systems or software will the responsible personnel use for document management?

Comprehensive and consistent document management practices can sometimes expedite dispute resolution processes, and most importantly, place a party in the best position possible to advance or defend a claim. If it becomes necessary to engage a lawyer, these practices will also help limit legal fees to locate and reorganize tens of thousands to millions of project records. It is far more cost effective to create and maintain contemporaneous documentation.

Develop policies and protocols for individuals to manage and retain the

documents they create. Do not be the client who tells its lawyer that the project manager’s site diary is in his grandmother’s basement in Tucson.

Finally, be ready to adapt as the project and disputes evolve. Do you need to establish a different coding system to track an ongoing impact? Do you need daily photographs to document a geotechnical site condition? Do the superintendents need to create a separate daily report specific to a disputed change? Should you update a particular item at weekly site meetings?

BE MINDFUL OF THE DISPUTE RESOLUTION PROVISIONS IN THE CONTRACT

Construction contracts often require strict compliance with dispute resolution steps in accordance with short timelines, including notice in writing within a fixed period of time. While some dispute resolution steps may be permissive based on the parties’ agreement to proceed with the process, construction contracts often contain mandatory steps — in other words, non-compliance may be a bar to recovery.

Read notice provisions carefully to determine if the contract contains specific requirements to the timing, contents and delivery requirements of a notice of a claim or dispute, including mandated ongoing notice requirements where a claim has not crystalized or continues to evolve. Strict adherence to contractual notice provisions means you can avoid adding the unnecessary layer of compliance to a dispute. Consider diarizing deadlines and creating checklists to make the procedures more intuitive for the project team.

WHEN IN DOUBT, SEND A LETTER

Regardless of the project records generated and the relationship between the parties, never assume that the parties have agreed to waive a contractual requirement for formal notice. Protect your interest and preserve claims by committing the details to contemporaneous correspondence that complies with the contractual requirements.

Vanessa Werden is a partner at Jenkins Marzban Logan LLP. With almost a decade of experience serving the industry, she advises various sectors during all phases of construction. She is past president of Canadian Construction Women, the current chair of the Canadian Bar Association BC branch Construction Law Section, and a director of the BC Roadbuilders & Heavy Construction Association.

The BC Construction Safety Alliance is a not-for-profit association that provides services to over 52,000 construction companies employing over 220,000 workers.

info@bccsa.ca

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