The Voice of the West Coast Wall and Ceiling Industry • www.thetrowel.ca • Winter 2018
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Construction Outlook 2018 Publications Mail / Agreement # 40719512
Also in this issue: Integrated Design Process EIFS
Become a Member Today
The British Columbia Wall and Ceiling Association is a non-profit provincial trade association of professionals serving a wide-ranging membership of drywall and EIFS/stucco contractors, manufacturers, suppliers, gypsum specialty dealers, and labour. Our primary mandate is providing training to apprentices in our industry and we offer apprenticeship programs including the RED SEAL trade - Wall & Ceiling Installer. Member Benefits: • Benefits to Contractors Contractors are assisted with technical information and specifications, code related issues, workmanship standards, industry recommendations, and manufacturers’ literature. Field assistance with peer reviews is available to help support the wall and ceiling scope of work.
• Benefits to Dealers and Suppliers
Dealers and suppliers are kept informed on technical and code matters, given a forum to reach trade contractors, assistance with job-related problems, and promotion of materials and products.
• Benefits to Manufacturers and Manufacturers’ Representatives
Manufacturers and manufacturers representatives are provided with a forum to reach contractors, officials, specifiers, and users of their products; are kept informed of code and technical information; receive assistance with job-related problems, and have a common source to deal with industry-wide issues.
• Meetings and Publications
Regular Chapter Meetings, the annual NWCB Wall and Ceiling Industries Convention, and various industry seminars provide members with valuable information and affords regular personal contact with contractors, manufacturers, suppliers, and other industry peers.
• Education
In-house seminars and educational courses are available through the Association. Topics include Interior Finishing, Exterior Cladding, and Business Management. Courses covering other subject areas are being developed.
• Networking Events
There are golf tournaments, conventions held at various scenic locations, and an annual Christmas dinner and dance party. All of these are fun-filled events to enjoy and relax while getting to know the other members.
Industry Services: • Apprenticeship Training Member contractors and industry representatives work closely with the provincial apprenticeship programs to ensure the appropriate trades training takes place. An “earn while you learn” format of training allows apprentices to achieve work and education balance.
• Industry Standards
The Association promotes the use of Standard Specifications through the development of industry standards manuals. The AWCC Specifications Standards Manual, the Stucco Resource Guide, other published recommendations, and some manufacturers literature is available through the Association.
• Technical Assistance
The Association offers general advice and consultation on industry recommendations and standards in a non-proprietary manner. Design and engineering professionals, inspection agencies, and general contractors rely on the Association for technical support.
• Resource Library
The Association has a growing resource centre with a selection of manufacturers’ and general technical literature and a selection of industry videos.
Please contact the BCWCA for more information about becoming a member. We look forward to partnering with industry organizations to build a stronger and more collaborative trade.
British Columbia Wall and Ceiling Association Unit #112 - 18663 - 52nd Avenue Surrey, BC V3S 8E5 P. (604) 575-0511 • F. (604) 575-0544 • E. admin@bcwca.org • www.bcwca.org
The Voice of the West Coast Wall and Ceiling Industry • www.thetrowel.ca • Winter 2018
Font style: Silom
Construction Outlook 2018 Publications Mail / Agreement # 40719512
Also in this issue: Integrated Design Process EIFS
8
The Trowel team Jessica Kirby, Publisher / Editor 250.816.3671 • jkirby@pointonemedia.com Christina Tranberg, Advertising Sales 877.755.2762 ext 1408 • ctranberg@pointonemedia.com Lara Perraton, Creatives 877.755.2762 • lperraton@pointonemedia.com
contributing writers Kevin Burns James Careless Ron Coleman Andrew Delmonico Drew Smith Matthew T. Potomak
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cover photo Courtesy of Vince Klassen Photography
Published bi-monthly by Point One Media, Inc. The Trowel P.O. Box 11, Station A Nanaimo, BC V9R 5K4 t: 877.755.2762 • www.thetrowel.ca While information contained in this publication has been compiled from sources deemed to be reliable, the publisher may not be held liable for omissions or errors. Contents ©2018 by Point One Media Inc. All rights reserved. No part of this publication may be reproduced or duplicated without prior written permission from the publisher. Printed in Canada. Postage paid at Coquitlam, BC. Return postage guaranteed. Canada Post Canadian Publications Mail Sales Product Agreement #40719512.
CONTENTS • Winter 2018 8 Construction Outlook 2018
Industry activity and investment look promising for 2018. Will labour and pricing adjust to meet the demand?
12 Integrated Design Process
Integrated design is all the rage in contemporary building practices and now more than ever subcontractors are being called in to share their knowledge.
14 Project: Wilson’s Walk Features EIFS
Wilson’s Walk in Victoria, BC combines architecture and engineering for a stunning building that showcases just what is possible with EIFS.
Return undeliverable Canadian addresses to: The Trowel Circulation Department P.O. Box 11, Station A Nanaimo, BC V9R 5K4 e: circulations@pointonemedia.com
Journal of Record for
Departments & Columns 04 editorial
18 building science
05 drew’s rant
19 workplace safety
15 it’s the law
20 industry news
16 contractors 101
22 advertiser index
The Trowel is a registered trademark of the BC Wall & Ceiling Association. The Trowel is published six times per year expressly for members of the wall and ceiling industry.
Next issue: Tradeshows and Networking • Ceilings • Acoustics
editor’s COMMENT
WELCOME 2018
I don’t know about you, but I always find it interesting the way people begin a year full of hope and optimism, only to bid it an eager “don’t let the door hit you on the way out” a measly 365 days later. I’m never quite sure if the year-end grumbling is more about the year truly being awful or the lure of a fresh start, but either way, a new year generally opens the nt style: Silom door to a new sense of lightness. Maybe we are too hard on ourselves. Perhaps a fresh sheet on the calendar leaves us feeling like we need to fill it with all kinds of marvellous ambitions that somehow feel more attainable at this time of year. We can’t just vow to be healthier or lay off the Cheetos; we have to quit smoking, lose 100 pounds, go vegan, run eight marathons, swear off caffeine, and acknowledge trans fats are delivered by Satan, all at once—it’s no wonder by February we crumble under the pressure and celebrate our emotional breakdowns with Netflix marathons and living room pizza buffets. Moving into this year, I challenge you to take it easy and make one vow: baby steps. Whatever you take on, personally or otherwise, recognize that you are indeed human and have You work...
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By / Jessica Kirby, Editor limits, meaningful change takes time, and mistakes are just opportunities for gratitude. If it’s health you seek, start with staying active after every meal and, seriously, lay off the Cheetos. These tiny adjustments will flood your brain with endorphins that will make you want to do more to improve your health. I promise. There are small changes business owners can make that will create a big impact on operations and efficiency, and we all know that means a fatter bottom line. Construction managers can change their businesses simply by connecting the field and the office. Although construction remains low on the list of industries readily adopting new technologies, when managers have a better sense of day-to-day field work and field workers know and understand the financial end of the business, everyone benefits. Technology can also help track time and costs more accurately, thus improving productivity and cost savings. One of the most important steps contractors can take is sending their apprentices for training and pursuing advanced education opportunities for everyone else, themselves included. This isn’t just about staying on top of new methods, technology, and standards; it sets the company’s internal culture as one in which everyone is valuable and so is education. Everyone knows labour is the talk of the town—how will the industry continue to recruit and, most importantly, how will it retain the knowledge experienced workers bring to the table? Now’s the time to talk that through, whether it is during formal meetings or over beers on Fridays. Find ways to bring to youth the message that construction is an incredible career option, and if you’re wondering what they are after in a longterm career, try something truly novel and ask them. Consider a mentorship program to help deliver experiential knowledge to new recruits. Make sure your foremen send the new guys a quick text to let them know they did a great job today. It all adds up to appreciation and longer-term retention. Business owners can think professionalism—great leaders are skilled at identifying and addressing their limiting factors, so what are yours? Pick one small area you can improve on continued on page 22
drew’s RANT HAPPY NEW YEAR: SEE YOU IN CLASS Happy New Year to all. As the saying goes, “as one door closes another one opens” So, what’s behind door number 2? 2018 will surely bring our industry further growth as British Columbia continues to dominate the country with respect to construction growth. According to Statistics Canada, we are employing more than 1.2 million men and women in construction. These figures may become dated as we continue to grow. The Construction Sector Council forecasts that Canada will be in need of close to 320,000 new construction workers between now and 2020 as resource projects peak and retirements continue to rise across the country. In short, our seasoned journeypersons will be retiring faster than we can supply a newly skilled workforce. The construction companies have since sent out a call that they will need to look for foreign workers to come in and do the jobs they require. I don’t believe I am describing anything our readers are not already aware of. Difficult and challenging times could be ahead of us for 2018. We will survive. At your BCWCA Training Center, along with our counterparts at Finishing Trades Institute (FTI), we continue to put out the call to our member and non-member contractors to get involved with training in the shop/classroom environments both schools provide. Our respective training centers offer different flexible schedules to accommodate the apprentices’ busy schedules on your sites. We need your apprentices to attend.
Victoria area with full classes attending. It was an awesome experience and long overdue. The feedback from all involved – the apprentices attending, contractors, suppliers, and manufacturers – was 100% positive. Again, we thank you all for your participation and continued support. Your staff and, as a whole, your BCWCA will endeavor to continue training for our Vancouver Island families. We continue training also in the Lower Mainland with our regular classes scheduled over the year. In addition, we are exploring how to expand training to our interior families and provide further theory and practical training for our apprentices in these locations. My personal experiences with our apprentices this past year has been inspiring and sometimes concerning. Inspiring because I feel our apprentices are focused on formal training, and committed with the theory and practical projects of in-house training. Concerning because we do discuss their daily projects and the hurdles/challenges they experience on site. Of course, we do not discuss sites or contractors by name. All these issues remain anonymous. We have these discussions to learn from each other’s experiences, good and bad. We discuss how on-site instruction sometimes differs drastically from our in-house training. This is a concern.
By / Drew Smith, BCWCA Photo courtesy of Sarah Dunlop We are a specifications and standards training center with one of our most crucial publications being the “AWCC Specifications and Standards Manual,” also available for purchase through the BCWCA office. (Yes, that was a plug.) We are an industry governed by specifications and standards as set out by the Association of Wall and Ceiling Contractors (AWCC), which is considered our guide to provide us surety in our building practices, and help us provide safe and quality work for our contractor clients and, most importantly, the public. This is our training; this is our goal: quality work for our clients, which requires quality workers who know and understand the guidelines, specifications, and standards of our wall and ceiling industry. Training has always been my personal goal for our apprentices—to provide them with as much information as possible, be it by written word or “story time with Drew,” and hands-on training in our shop. I am passionate about my
continued on page 22
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This past year, we were fortunate enough to have received the support of our Vancouver Island contractors, suppliers, and manufacturers to provide classes of instruction, theory, and practical in the CY
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wallandceiling.ca » Winter 2018 » 5
Photo credit: ©Can Stock Photo / Alex533
A Bright Future for
2018
2018 looks to be a good year for the Canadian construction industry, according to Canada’s top national and regional construction professionals. By / James Careless
Bright Economic Skies Ahead “The future is very bright,” said Chris McNally, chair of the Canadian Construction Association (CCA). “Canada’s infrastructure and many federal buildings are aging, and either need replacing or a complete overhaul to meet a variety of new needs.” With Ottawa planning for more than $180 billion in federal infrastructure funding over the next 12 years, “our industry should continue to see historically-high levels of employment and investment in infrastructure,” he said. Ian Cunningham, president of the Council of Ontario Construction Associations (COCA), is equally bullish. “The level of construction activity in Ontario is very strong and should remain so for 2018,” he said. “Construction activity is strongest in the GTA (Greater Toronto Area).” In British Columbia, “future growth across our province is strong with the estimated capital cost of proposed construction projects throughout the province hitting $325 billion,” said
Fiona Famulak, president of the Vancouver Regional Construction Association (VRCA). “With $75 billion of construction currently underway in BC, we are very pleased that our members have a busy future ahead.” “The construction industry climate here on PEI is very hot at the moment,” echoed Sam Sanderson, general manager of the Construction Association of Prince Edward Island (CAPEI). “We are seeing a big increase in both commercial and residential construction.” Paul Heyens, chair of the Alberta Construction Association (ACA), was a bit more restrained in his assessment. “For 2018, Alberta is expected to remain steady compared to 2017,” he said. “The overall climate is one of cautious optimism. However, changes in trade agreements and economic changes in tax structure and labourrelated costs dampen the expectations.”
2018's Most Influential Factors Even though 2018 looks to be a good construction year, there will be factors wallandceiling.ca » Winter 2018 » 7
© Can Stock Photo / MovieAboutYou
at play that could affect the market in Canada. According to Cunningham, these factors include the strength of the US economy and how it creates demand for Canadian goods and services; the state of the contentious NAFTA negotiations now underway, and, “confidence among business and industry leaders such that they will invest in capital expansions,” he said. The Alberta construction industry’s historical reliance on the energy sector means continued public sector investment in infrastructure will be important to support the industry, said Heyens. How this will or will not play out in 2018 remains to be seen. Meanwhile, the country needs to figure out how to efficiently and respectfully address environmental concerns while moving forward with important initiatives like the pipelines, said McNally. “Unless this is resolved, many promising projects could be shelved,” he added.
Money and Labour Although Ottawa has committed billions for infrastructure construction, the private sector remains cautious— and the supply of labour uncertain as aging Baby Boomers stop working. 8 » The Trowel
“The need to build or replace infrastructure assets in Canada will continue to drive investment at all levels of government.” “The need to build or replace infrastructure assets in Canada will continue to drive investment at all levels of government,” said McNally. But capital investment ... is dependent upon the confidence of corporate decision makers,” added Cunningham. “There is an abundance of cash sitting on the sidelines waiting to be harnessed.” At the same time, an estimated 248,000 workers are expected to retire, creating significant demand for new skilled labour in the industry. The result: “The labour market is tightening at all levels in the construction industry from the most senior levels in the largest firms to the front line journeypersons that actually do the building,” Cunningham said. In BC, the construction industry is forecast to be short as many as 15,000 skilled workers by 2026. “The industry attracts only 1 in 69 high school graduates into its construction trades programs,”
Familuk said. “That number needs to be approximately 1 in 7 graduates if we are to effectively address the 2026 projected shortfall.”
The Biggest Challenge in 2018 Now that 2018 is upon wonder: What will be construction industry's challenge? On this differed.
us, one has to the Canadian single biggest point, views
“The biggest challenge is planning for uncertainty,” said Heyens. “The economic recovery is somewhat fragile at the moment, even though there are signs of steady growth ahead.” “The industry's biggest challenge will be adapting to change,” said Cunningham. The environment will become increasingly competitive as more very large foreign contractors that are often state-supported enter the Ontario market.”
Sanderson sees a number of major challenges facing the construction industry is 2018, not least of which is the shortage of skilled trades. Familuk agrees: “Unprecedented economic, demographic, and technological pressures are profoundly affecting the construction industry,” she said. “We need to embrace construction innovation because ‘business as usual’ doesn’t cut it any longer.”
Founded on Principle • Built with Purpose
The Best Response The most pressing issue facing contractors is how to respond to economic, labour, and social pressures as they move into 2018 with a solid business plan, but uncertainly on several fronts. “Cost control,” advised Heyens. “There is cautious optimism and companies who make efforts to develop lean principles and invest in new tech will lead the pack.” Sanderson said the trick will be to recruit skilled workers. “Be more open to accepting and using new technology that can improve productivity,” McNally said. “Continuously develop the workforce to use the technology and work smarter.” “Collaboration is a word that’s almost over-used; however, its importance cannot be over-stressed,” said Familuk. “In business, the search for partners to help address issues, find solutions and deliver competitive advantage is a powerful and essential part of strategy.” Finally, “the single most important thing a construction company should do is join a construction association in order to stay well informed and up-todate on changing industry practices, new technologies, and changes to their regulatory and legislative obligations,” Cunningham concluded. ■
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The Year Ahead for By / James Careless
BCWCA executive director Jeff Triggs said 2018 is shaping up nicely for the BCWCA and its membership. “Many of our contractor members that I have spoken to have jobs on the books that should keep them busy for much of 2018,” he said. “That, of course, will have a pull-through effect for the rest of our membership.” One factor playing a big role in the association's success this year will be finding enough skilled labour, said Triggs, adding the association continues to offer and promote its training programs. “As we speak, we are just wrapping up a Module A/B of the Wall & Ceiling Installer course on Vancouver Island,” said Triggs. “We have the same course running at our Surrey location and hope to look at training for the Southern Interior Chapter in the near future. 10 » The Trowel
The wall and ceiling industry's single biggest challenge moving forward will be labour as shortages are expected to continue to dominate the discussion. “We've had a red-hot construction market for a few years now leaving, companies short-handed at times,” said Triggs. “Additionally, the demographics of the larger and soon-tobe-retiring Baby Boomer generation exacerbates the situation and will continue to do so for some time.” There is no doubt, the industry needs to continue training its workers. This helps not only in pure numbers of available workers but has positive impacts on labour productivity. “In addition, the industry needs to keep looking at nontraditional sources of labour,” said Triggs. “Women are
making a positive contribution to the construction industry in many different sectors. Companies may also need to look at reaching out to new arrivals to Canada, if they haven't already.” The new provincial government is something members of all industries are watching carefully and projecting how its policies and future direction will affect the economy, labour, and capital investment.
may increase productivity such as cloud-based job tracking systems and new innovations in tools and installation. “Whatever happens, I am wishing all the best to the BCWCA membership, their employees, and their families in 2018!”
“Many are watching to see what approach our new provincial government will take to the economy,” said Triggs. “We have already seen impacts of the last government's foreign buyer tax, and the new year will bring in Ottawa's changes to mortgage qualification rules, which are said to reduce home buyer's purchasing power by 20 per cent. “There is a concern that too much meddling in the real estate market too fast will have much more than the cooling effect desired by regulators.” Moving into 2018, contractors can take important steps in mitigating the effects of labour challenges and in increasing productivity and efficiency on all job sites. “Managing workflow is the issue I hear about most; trying to keep a level workload whereby the ebbs and flows are minimized and the work can be handled without running too much overtime, yet having enough work to keep staff going between large jobs,” said Triggs. “It’s always been a juggling act. “Other factors may entail keeping up on new technologies that wallandceiling.ca » Winter 2018 » 11
Wilson's Walk Victoria, BC 12 » The Trowel
Architect: Low Hammond Rowe Architects EIFS System Manufacturer: Dryvit Systems Canada EIFS Contractor: H&R Exteriors Photos courtesy of Vince Klassen Photography
The Wilson's Walk project fits into a modern and dynamic residential neighbourhood. The challenge was to create a metal panel appearance using Dryvit's Reflectit custom finish and still provide the high performance of EIFS. The goal of this project was to construction a building where the units would be available to young urban single, couples, and families all of whom are in need of affordable rental housing options. The project incorporates 108 units of affordable 'near-market' rental housing oriented for singles, couples, and families in a nine-storey building located in Victoria's Vic West community. The unit mix is predominantly small 390-square-foot studio apartments, with larger one- and three-bedroom units up to 1250 square feet. The building provides two walk-up suites facing the Wilson Street, buffered with landscaped terraces and gated stairs. The facades are articulated with undulating glazed balconies and coloured accent panels and are designed to energy efficient standards. The facade design is intended to provide an expressive and attractive image of colour and texture within an otherwise conventional and repetitive floor plate, ensuring that this new building fits within its context of market and non-market residential buildings of various scales.
Construction is concrete frame with steel stud infill, clad in the Dryvit Reflectit system. The use of the Dryvit panels allowed for a bold, defined, panelized appearance while providing solid thermal performance. The importance of this project is that a co-operative spirit was required to combine the efforts of architecture, engineering, construction, installation, and specialty finishes into a thermally efficient and durable building. ■
wallandceiling.ca » Winter 2018 » 13
IDP Needs Contractors
Integrated Design Process invites everyone to the table for better collaboration By / Jessica Kirby Short time lines, economic payback, and green building all weigh in on the shift in how buildings are constructed in the built environment's current climate. The integrated design process (IDP) brings order and creativity to the process of meeting challenges and exploiting opportunities that come from these factors. Once a buzz phrase reserved for the design team, IDP is an evolving but stable concept that is expanding to include all members of the construction team—including contractors. According to Natural Resources Canada (NRCAN) the IPD involves an “holistic approach to high-performance building design and construction. It relies upon every member of the project team sharing a vision of sustainability, and working collaboratively to implement sustainability goals.” 14 » The Trowel
Developing an integrated plan from the beginning enables the team to optimize materials, equipment, and building systems while minimizing operations and maintenance costs as well as incremental capital. BC Green Building Roundtable published its “Roadmap for the Integrated Design Process – Part One Summary Guide,” which lists some of the key benefits to using an IDP. For instance, developing a broad, interdisciplinary team from the outset of a project ensures the correct and necessary expertise is available at the time it is most needed. Time is invested up front to ensure buy-in and common goal-setting, while transparency builds trust among the team members and ensures clear understanding, open communication, and effective conflict resolution opportunities.
Although the benefits of involving contractors and subtrades are wellknown, becoming involved in the integrated design process still takes some effort from all parties. A research study in 2007 compared IDP to conventional design process and included some key feedback from Busby Perkins + Will and Stantec Consulting. Specifically, these firms argued the benefits of IDP based on early involvement of building contractors include an increase in resources and time spent in the early phases, allowing contractors to substantially impact the cost and functional capabilities of the project. As opposed to conventional project delivery in which the team is divided into “camps”—the client, designers, and builders, IDP promotes collaboration and better implementation of lean principles. “The literature argues the separation of designers and contractors prevents constructive use of contractor expertise in the development of the design,” says a research report called “Early Contractor Involvement: Advantages and Disadvantages for the Design Team” published by International Group for Lean Construction in 2014. “For the contractor, a holistic understanding of the project is crucial to be able to deliver input concerning cost, constructability, and value. Such estimates permit the designers to carry out informed decisions about the design. At the same time, the contractor develops an ownership to the design.” Although the benefits of involving contractors and subtrades are well-known, becoming involved in the integrated design process still takes some effort from all parties. When designers and specifiers call together an IDP team, they should be extending invitations to the consultant team who can then invite their subs (if known) from the beginning or as soon as their contractors are in place. Subcontractors should review the job specifications and ask to participate in IDP meetings, stressing the value they bring in terms of field experience and familiarity with materials. No one knows a trade like the people working in it, and specifiers rarely know intimately techniques that optimize productivity and efficiency, and the products that best suit said techniques. Understanding a designer / specifier's position and decision-making process is a valuable tool in understanding (and influencing) project delivery on future projects, whether or not they use an IDP.
players with an eye for detail and a meaningful investment in how a project turns out make the best IDP team players. For more information, visit the BC Green Building Roundtable to view one of its multiple publications on navigating and becoming involved in the integrated design process.
Stages of the Integrated Design Process 1. Pre-design: looks at the relationships between the project and its surrounding environment to explore possibilities for the site, the users, and the owner. The scope of the project is determined and the design team is co-ordinated. 2. Schematic design: investigates technologies, new ideas, and applications while laying the foundation for the project's goals and objectives. Preliminary analyses are conducted with respect to finances and energy consumption. 3. Design development: results in a schematic design concept being selected and approved by the client. Architectural, mechanical, and electrical systems are considered. 4. Construction documentation: finalizes all design development documents including calculations and specifications. 5. Bidding, construction, and commissioning: is the time when the main design plans are realized. By the end of this phase, the team will have achieved a finished, fully functional, and well-commissioned building, ready for occupancy. 6. Building operation: transitions the building from the design team to the building occupants. At this stage, final building commissioning has occurred and building operators have been fully trained on the efficient operation of their new building. 7. Post-occupancy: efforts continue to monitor and maintain, measure and verify, recommission and evaluate. Postconstruction provides an opportunity for feedback loops, facilitating continuous building optimization. ■ Adapted from “Roadmap to the Integrated Design Process – Part One: Summary Guide” by BC Green Building Roundtable.
IDP involvement isn't for everyone—it requires a careful balance of information sharing and inter-disciplinary communication and, most of all, patience and flexibility. Team wallandceiling.ca » Winter 2018 » 15
feature FOCUS EASY ACCESS: NO-FUSS MINIMALIST DESIGN WITH GFRG ACCESS PANEL Access panels are a necessary (but often overlooked) component of interior finishing that make an obvious impact on visual aesthetics when designing a minimalist space. Typical access panel are installed on top of the drywall layer, creating a visual disruption to the otherwise flat, smooth surface of drywall. Fortunately, Glass-Fiber Reinforced Gypsum (GFRG) panels, made of 70% recycled glass beads, offer a more aesthetically pleasing alternative. The GFRG panels are composed of the same gypsum material that is compressed within a sheet of drywall but use glass beads as a filler to add strength to the otherwise brittle gypsum. The porous beads absorb the gypsum, creating a strong material mixture that can be cast into an endless number of shapes and sizes. The panels feature a recessed tapered edge designed for the taping and mudding of the panel into place, effortlessly blending the panel with the surface where it is installed. Panels created from GFRG eliminate joint shrinking, cracking, or sagging while insuring a flush, smooth finish. Additionally, the variety of design choices (multiple sizes, pop-out or hinged, round corners, or square corners) ensures a perfect look and fit for any space.
NE
W
Glass-reinforced panels complement (rather than compete with) metal access door panels, which are designed based on the necessary fire-rating for a project. Metal panels are always installed on top of the drywall rather than flush, like the GFRG panels. They cannot be installed flush with the drywall since the metal does not bond with the gypsum and leads to cracking.
Beyond their aesthetic value, GFRG access panels, are designed with convenience, longevity, and cost effectiveness in mind. They arrive ready to paint, no surface treatment necessary, and are moisture resistant, ensuring a long life free of mold and fungus. The ease of preparation, installation, and maintenance associated with these panels ensures that the project will minimize costs both on labour during construction as well as on maintenance throughout the life of the building. â–
FLAT ACCESS DOOR PANELS Flat access panels that look as beautiful as the rest of your drywall. Available as drop-in or hinged in many standard sizes.
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16 Âť The Trowel
it’s the LAW UNDER PRESSURE: DRIVING TOO HARD A BARGAIN Homeowners and general contractors often find themselves under various pressures to complete work and advance the project. The rushed approach that often ensues can cause parties to overlook or postpone settling essential terms with subcontractors. The recent case of Limen Forming West Ltd. v. Stuart Olson Dominion Construction Ltd., 2017 BCSC 1485, highlights the dangers of delaying a written contract and later trying to assert harsh or stringent terms to which the parties never agreed.
The Facts Stuart Olson was the approved general contractor (the “General Contractor”) for construction on the Budzey Building in East Vancouver (the “Project”). Limen (the “Subcontractor”) was the successful bidder on the invitation to tender and was awarded the subcontract for the concrete formwork (the “Contract”). The Contract sum was $2,868,480. The General Contractor and Subcontractor never signed a formal contract for the forming work due to a dispute over whether the Subcontractor had to provide a corporate guarantee as contract security. Notwithstanding the lack of a formalized written contract, the parties negotiated oral terms of agreement with a view to deciding on the corporate guarantee at some later date. The General Contractor instructed the Subcontractor to begin work on the project in the meantime. Further discussions about contract details and the security dispute continued over the coming months as work progressed. However, because of the dispute and the absence of a signed agreement, the General Contractor made no progress payments to the Subcontractor. When the Subcontractor performed about 30% of the work required under the Contract, the General Contractor told the Subcontractor it would make no progress payments unless the Subcontractor signed the most recent draft subcontract and provided a corporate guarantee. The Subcontractor did not accept the terms, and threatened to stop working until the owing progress payments were made. The General Contractor took this threat as repudiation of the contract, terminated the Contract and hired a new subcontractor to finish the formwork. The Subcontractor brought an action, advancing its claim for work performed and loss of profit.
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By / Andrew D. Delmonico and Matthew T. Potomak
The Decision The court held the Subcontractor was entitled to payment for the work performed and loss of future profit for the remaining work on the Contract. The court reasoned that despite the lack of a formalized written contract, the parties had made an oral agreement with all essential terms (i.e. parties, subject matter, time for performance, and price). Further, the General Contractor awarded the contract to the Subcontractor and insisted it begin working on agreed-upon terms. From that point, the General Contractor could not force new conditions on the Subcontractor. Finally, the court noted that the General Contractor’s refusal to pay progress draws for work performed was a breach: “A contractor will not be found to have repudiated a contract where the owner (or general contractor) imposes harsh and unrealistic terms as a precondition to payment” (para. 123).
Lessons Learned 1. Ensure all conditions are first included in a written contract – you cannot later add conditions to an existing contract without “fresh consideration”. 2. Do not permit subcontractors to begin work until a formal agreement is in place and all terms are established. 3. Permitting contracting parties to carry on in breach of a condition of a contract may be viewed later by a court as (i) waiver of that condition; or (ii) if the condition’s existence is in dispute, evidence that the alleged condition never formed part of the original contract. 4. Beware of the risks of using “hard bargaining” to force another party into performing obligations to which it never contractually agreed . ■ This article was written by Andrew D. Delmonico, and Matthew T. Potomak, an articled student, who practise in construction law with the law firm of Kuhn LLP. This article is only intended as a guide and cannot cover every situation. It is important to get legal advice for specific situations. If you have any questions or comments about this case or other construction law matters, please contact us at 604.864.8877 (Abbotsford) or 604.684.8668 (Vancouver).
wallandceiling.ca » Winter 2018 » 17
contractors 101 DO YOU OWN YOUR BUSINESS OR DOES YOUR BUSINESS OWN YOU? Where are you taking your business? Stop letting the business run you. The first thing to do is to take the financial results for the past three years and do a projection for the next three years. What does it look like? What could you do to make it better? What’s happening with succession planning? The British Columbia Construction Association (BCCA) commissioned a succession survey in 2012. The 100+ respondents represent a cross-section of the industry by trade and by size, and come from all of the regions serviced by the BCCA. Key findings include: • 69% of owners are at least 50 years of age. • 57% have been in business longer than 16 years. • 62% have 10 or fewer employees. • 35% want to exit within five years; another 39% in five to 10 years. • 23% will sell to a family member, 67% to non-family, and 10% will stay on in the business. • 14% expect to get between $300,000 and $500,000 for their businesses. • 56% expect to get more than $500,000 for their businesses. • 3% have a formal, documented Succession Plan. • 41% have an informal, undocumented Succession Plan. • 56% have no Succession Plan whatsoever. • 34% of those with a Succession Plan (documented or otherwise) got advice from their accountants. • 72% would like to be informed of opportunities for help with business transition. Employee motivation Do employee focus groups. Get their opinions - ask the magic wand question: “What changes should we make to the business? What are key elements of going forward? There are six critical factors every successful business manager should know: 1. Our most profitable products or services. 2. Our most profitable customers. 3. The expense drivers for those customers 4. This is how we keep good control of our cash flow 5. Three of the Critical Success Factors (CSFs) for our business. 6. Here’s how we identify, measure and monitor Key Performance Indicators (KPIs) for the CSFs - Give one example Taking the business to the next level 1. How critical is the owner to daily operations? a. ___________________________________________ 18 » The Trowel
By / Ron Coleman
2. How long has the business has been active, and what is sales volume? a. ___________________________________________ 3. How price-sensitive are the customers? a. ___________________________________________ 4. What percent is ongoing contracts, such as planned maintenance? a.____________________________________________ 5. What percent is repeat work and referrals? a. _____________________________________________ 6. Does your business have exclusive territory, special brands, certain group memberships, etc. a.____________________________________________ Would someone buy your business? The 10 Commandments of Buying a Business 1. Price is based on history. It does not guarantee the future. Evaluate the potential. 2. Buy a good track record. Keep away from turnarounds. Buy something with a proven track record and spend your energies on fine tuning. 3. Take control. When you buy someone’s business, you are losing a key element of that company’s success—namely, the previous owner. Make sure you take control. 4. It’s all about making money. Don’t fall in love with employees, location or products. Fall in love with profits. Keep your objectivity. 5. Focus on the few keys that you add to the business. Don’t get sidetracked. Don’t develop bad habits. 6. Improve processes. Use technology to the max and develop Key Performance Indicators for you and your managers. 7. Find the nuggets. Talk to your customers and your employees and ask them the Magic Wand Question: If you had a magic wand, what one thing would you change about our business? 8. Three musts: Explain things in simple terms. Nothing continued on page 22
building SCIENCE MODULAR BUILDING INSTITUTE AND INTERNATIONAL CODE COUNCIL COME TOGETHER TO ACCELERATE MODULAR AND OFF-SITE CONSTRUCTION Modular Building Institute and International Code Council Come Together to Accelerate Modular and Off-site Construction The Modular Building Institute (MBI) and the International Code Council (ICC) are the driving force behind efforts to accelerate the use of modular construction and eliminate barriers in the industry by developing a series of modular-themed guidelines and resources for code officials. “The current content of the I-Codes and referenced standards must be updated to address the rapidly growing modular construction industry,” said MBI Executive Director Tom Hardiman. “We are extremely pleased to be working with the ICC to help code officials become better informed on this off-site construction process.” Tentative plans call for the ICC and MBI to collaborate on a series of guidelines and standards, including a model administrative program as well as more resources for the use of containerized structures. “Off-site construction can provide real solutions to many challenges facing the construction industry today,” said ICC Chief Executive Officer Dominic Sims, CBO. “The Code Council looks forward to working with MBI and other industry partners to provide a catalyst for the application and use of off-site construction methods.” The Modular Building Institute and the National Portable Storage Association (NPSA) are working together on an industry white paper regarding the safe use of containerized structures in the construction process. That white paper will be the introduction for working together with the ICC.
Already successful in getting new language included in the 2018 International Building Code specifically addressing relocatable buildings—a significant portion of the modular construction industry—MBI’s new collaborative effort with ICC will focus more on permanent modular construction, bathroom pods and containerized structures. “We are seeing towns and states across the country struggle with how to address the increasing use of containerized structures,” said Hardiman. “It’s a great concept, but we have to be able to demonstrate that this is a safe process for end users, while also protecting the significant investment that has already been made in these units.” ■ About the International Code Council The International Code Council is a memberfocused association. It is dedicated to developing model codes and standards used in the design, build and compliance process to construct safe, sustainable, affordable and resilient structures. Most U.S. communities and many global markets choose the International Codes.
About the Modular Building Institute Changing the Way the World Builds: Greener, Faster, Smarter. The Modular Building Institute is the international nonprofit trade association that has served the modular construction industry for more than 30 years. Members are suppliers, manufacturers and contractors involved in all aspects of modular projects— from complex multistory solutions to temporary accommodations. As the voice of commercial modular construction, MBI expands the use of off-site construction through innovative construction practices, outreach, education to the construction community and customers, and recognition of high-quality modular designs and facilities. For more information on modular construction, visit www.modular.org.
wallandceiling.ca » Winter 2018 » 19
workplace SAFETY THREE MUST-DOS FOR BETTER SAFETY MEETINGS If safety meetings are not fun or engaging for attendees, they won’t remember what was discussed. So streamline your meetings in 2018. Part of the overall strategy for safety communication and meetings should be a requirement to avoid mind-numbing and boring your people whenever possible. Maybe that idea alone could be your personal mission for 2018. Look, we know it’s tough especially when the subject matter or presenters are boring. So the idea is to find ways to step outside the boring and predicatble safety meeting. Make it a plan for employees to engage and stay sharp. That means getting rid of boring statistics, figures, graphs and performance charts. Put it this way: if your safety meeting presentation includes charts and graphs, you’re out of ideas. And more importantly, out of touch. Once upon a time, you attended a boring safety meeting. But that doesn’t give you license to do the same to your crews. PowerPoint is the seventh pit of hell. It’s Corporate Karaoke – the word-for-word, sing-along regurgitation of every thought in a presenter’s head posted on a slide in tiny font type. Your people disengage from the safety meeting the moment you put up a slide with seven lines of type o some boring blue background. You’ve got to make safety engaging. If it’s not fun or engaging for attendees, they won’t remember it. When people engage, they remember. That’s a key learning nugget for you to take into the New Year and to help you plan better safety meetings. Here are three must-dos for building better safety meetings that engage: 1. People Engage With Other People - Stop using PowerPoint as the message. It is not the message. It is a supplementary medium to help you carry a more powerful message, but it is no substitution for the human element of engaging people. Too many times we’ve heard safety meeting organizers say, “PowerPoint helps keep me organized.” That means PowerPoint is for lazy people—people who won’t take the time to be very clear about their topic for this meeting and what they want to have happen as the result of the meeting. Create a safety meeting that engages the hearts and minds of employees. Stop walking into your safety meetings with a shopping list of thoughts you think need to be in the presentation. Most don’t. Engage your people. Engage hearts and minds. When you capture hearts and minds, you engage them in the same way you want them to engage themselves. If you believe it, they’ll believe it. If they believe it, they will act on it. 20 » The Trowel
By / Kevin Burns
2. Keep It Simple. One Idea At A Time - Safety meetings are crucial to the ongoing safety of your employees. But you can’t just stick any old thing in your safety meetings and think “Well, we had our meeting.” It’s not about filling a time-slot. It’s about making sure that you advance a new idea and callto-action. Your organization needs to become better, not just better-informed. Safety people and supervisors need to step up and take control of who and what gets exposure to the minds of the employees—and protect the workers from being exposed to conflicting pieces of information or too much information at any one time. Getting others on board with simplifying their presentations to be more dull-resistant should be easy: planning. If you can plan a safety procedure, an escape, or a marshalling area, then there should be no problem planning a safety meeting. And you must plan it: it’s theme, points of discussion, content, and consistency of message. And the message needs to be tight across everyone who will present. Shorten the meeting down to one thought at a time. Consider sticking all of the supplementary information (anything you would stick on those tiny lines of type on PowerPoint slides) into newsletters, emails, or handouts. 3. Create A Call-To-Action - What do you want your people to do differently at the end of the meeting? Be specific about the step or action that you would like them to take. Then, once you’ve figured out what you want them to do, you can start to plan what will be covered in your meeting. Start your planning from the end and work backwards. Figure out what you want them to do and then point everything coverd in the meeting to support that happening. Every point of discussion should go to support the call-to-action. Make sure each slide, point-of-discussion, speech, instruction, or handout supports that one thing. You don’t “fill” a safety meeting with stuff. You have a safety meeting with a specific purpose in mind. It’s not enough to know the information. They must now do something with the information. That’s why you start with continued on page 22
industry NEWS EIFS COUNCIL OF CANADA LAUNCHES ANNUAL ARCHITECTURAL DESIGN AWARDS PROGRAM
on the EIFS Council of Canada Architectural Design Awards program please visit http://eifscouncil.org/eifs-designawards-program. ■
The EIFS Council of Canada officially launches its 201718 Architectural Design Awards Program to honour design professionals and firms that incirporate EIFS products into innovative and creatively built projects.
DEMAND PRODUCTS IS EXCITED TO INTRODUCE NEW NATIONAL SALES DIRECTOR, JESS COLLINSON
Last year, Number TEN Architectural Group was awarded the grand prize from a pool of outstanding firms. This year, the EIFS Council encourages all architects and design professionals to submit their recent EIFS projects for a chance at the grand prize award. “The EIFS Council of Canada wants to recognize and honour projects that have used EIFS in an innovative way,” said John Garbin, president and CEO of the EIFS Council of Canada. “The goal of this awards program is to create a new benchmark in EIFS construction. The use of EIFS will help us realize Canada’s national objective of creating resilient, sustainable buildings.” The awards program is open to all architects, architectural firms, builders, and design professionals that have designed and completed a building located in Canada that utilizes EIFS. Eligible buildings must be occupied no sooner that January 1, 2016, and no later than January 31, 2018. Eligible applicants may submit their projects in one of five categories: 1. low-rise residential 2. high-rise residential 3. commercial/retail, 4. recreational/institutional 5. renovation. Registrations to determine eligibility are open until April 7, 2018. All applicants that have been deemed eligibile have until April 7, 2018 to prepare their electronic submission packages. Submissions must be recieved no later than 12:01 am April 7, 2018. Award finalists will be announced on April 30, 2018. All award recipients will be named in a press release and featured in articles submitted to prominent Canadian architectural and construction publications. The recipients are selected by a jury of idustry experts from a variety of backgrounds. The jury will consider the submissions in relation to a range of established criteria to decide on a winning project. Details are available on the website below. There will be one grand prize award winner with a maximum of two honorable mentions for each category. Award recipients will be honoured at the EIFS Council of Canada Annual General Meeting and Awards reception on June 13, 2018. For more information
Jess has been a professional sales and engineering manager in the foam industry for over 20 years. He has extensive knowledge of the entire foam manufacturing and fabrication process, including EIFS and the roofing market. He began with Albrecht Baumer (specialized equipment manufacturer) as a sales engineering manager and later as general manager of its North American operation, Baumer of America. In this role Jess contributed his direct selling expertise as well as coaching/mentoring of inside/outside sales teams with a consultative approach. He negotiated sales pricing, service contracts, and joint ventures, and provided equipment solutions ranging from standalone machines to semi- and fully-automated cutting/material handling systems. Jess worked for Hickory Springs as the company’s manufacturing process director through its transition to HSM Solutions. One of his major roles was to evaluate current manufacturing processes and improve production efficiencies through automation and best practices with all the company’s foam plants across North America. Jess was born in New Jersey and has lived there most of his life. He’s been married to his wife Donna, an elementary school teacher, for 30 years. They have three sons, Jesse, 26, Matt, 24, and Trevor, 20. Please join us in offering Jess a warm welcome. ■
Are you working on an interesting or challenging project? Tell us about it. We’ll write a fabulous story, there is no cost to you, and you approve the final draft. What could be better? Contact our editor, Jessica Kirby, at editor@thetrowel.ca. wallandceiling.ca » Winter 2018 » 21
advertiser INDEX EDITORIAL
continued from page 4
and do something each week that turns that weakness into a strength. Be it communication skills, time management, delegation, accountability, or something else, committing to making this kind of change will demonstrate to workers it is okay (and preferable) to identify and improve limiters. Whatever goals you get after, whatever you inspire others to do, remember to take it easy and break big jobs into small, manageable tasks so you don’t succumb under a mountain of pressure. And if you give in a little, have a setback, or break down and buy the Cheetos, don’t give up. Use it as a chance to develop gratitude for all the progress you’ve made thus far. Use it as fuel for a light that lasts the whole year long. Happy New Year! ■
DREW’S RANT
continued from page 5
role as your instructor assisting in your apprentices’ training. To this day, and I will assume into the future, I continue to field questions from my apprentices from years past via email, text, and calls, and I love it. I always make myself available to help our crew. What a great way to say goodbye to 2017 and welcome in 2018! On behalf of all your crew at BCWCA, I would like to express our continued appreciation for all of our wall and ceiling contractors, suppliers, manufacturers, and supporters of training, for the years past and all the years to follow. In closing, all the best from Leesa, Jeff, and myself for the New Year. We wish continued success, prosperity, and health to you and yours. Here’s to 2018—a New Year! Hope to see you in class. ■
CONTRACTORS 101
continued from page 18
beats a great attitude. You and your team should be proud of what you’re doing. 9. Keep looking for flaws and fix them. The devil is in the details. 10. Have fun and make sure your team has fun, too. ■ Ron Coleman helps make the ownership transition of trade and specialty contracting companies more successful. He ensures that businesses are attractive to buyers so that both seller and buyer enjoy a win-win situation. His book Becoming Contractor of the Year will show you techniques you can use to make more money, have more fun, and make your business more saleable. His book Building Your Legacy has more than 40 great ideas for helping you work smarter, not harder, and create a legacy of which you can be very proud. Ron is a professional accountant, a certified management consultant, and a professional member of the Canadian Association of Professional Speakers.
WORKPLACE SAFETY continued from page 19
a call-to-action in planning and work backwards from there. These are the three biggest strategies that will increase the engagement and participation in your safety meetings. And if you’re looking for fresh ideas at a safety meeting or event in 2018, have a look at how I’ve helped make a difference at safety meetings in the past. ■ Kevin Burns helps safety departments, safety committees, management, and front-line supervisors to accelerate safety programs. Through consulting services to create a personalized plan to accelerate safety teamwork, or a safety meeting speaking presentation to rally your employees around safety, Kevin helps improve engagement and teamwork in safety www.KevBurns.com.
Are you reading a borrowed copy of The Trowel? Get your own! Subscribe online at thetrowel.ca ADVERTISER INDEX Company Bailey Metals Products BC Wall & Ceiling Association Demand Products Foundation Building Materials Grabber Construction Products (Canada) Inc. New West Gypsum Recycling Steeler Ltd (Delta BC) Wallboard Trim and Tool 22 » The Trowel
Phone Page 800.818.2666 OBC 604.575.0511 IFC 800.325.7540 17 714.380.3127 9 800.567.8876 5 800.965.8870 11 877.678.6565 4 800.590.5799 16
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it’s simple.
enough said.