Development in Wascana park: a series keeping pace With change federal election previeW shakespeare on the saskatcheWan - change and innovation
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issue 3– fall 2019
change and innovation
Development in
Wascana Park: A Series
Keeping pace with change
Publications mail agreement #40934510
Federal Election Preview
Shakespeare on the Saskatchewan
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BELTLESS Distributed in Western Canada by:
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FAN 306-934-0141 • Fax: 306-934-2458
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™
In this issue of
6 President’s Message
320 Gardiner Park Court
Regina, SK S4V 1R9
Industry News P: 306-525-0171
8 Advocacy Update: An industry and economy as strong as its people E: sca@scaonline.ca
W: www.scaonline.ca
12 SCA’s Board of Directors
2019 SCA Board of Directors
Cory Richter, Chair
Features Miles Dyck, Vice Chair
14 Municipal Procurement Process Improvements Jason Duke, Past Chair
16 Redefining strategic thinking in the family construction business
Mike Lawton
Ryan Leech
20 Get with the times Kim Sutherland
Sean McGregor
22 Innovation and change
Jeff Hagerty
24 Setting the stage for Shakespeare on the Saskatchewan Nick Friesen
Chris Doka
26 Conexus connects to the community and the park
Shaun Cripps
30 October 2019 federal election preview Justin Hoyes
43 Peace of the working mind President & CEO – Mark Cooper
48 Don’t buy risk with a bad contract Director of Operations – Amanda Thick
Director of Advocacy and
Communications – John Lax
Member Profiles
18 Con-Tech celebrates 25 years
Executive Coordinator – Megan Jane
Career Coach – Alieka Beckett
42 Innovation and change drive Graham forward
Career Coach – Scott Young
58 Lehigh Hanson companies: working together to build our communities
Administrative Assistant – nicholas mccafferty
Experts
46 Women in trades continues innovative path towards training © 2019 DEL Communications Inc.
All rights reserved. Contents may not be reproduced
50 Introduction to the Office to Advance Women Apprentices
by any means, in whole or in part, without the prior
written permission of the publisher.
52 Change and Innovation in business While every effort has been made to ensure the
accuracy of the informationcontained in and the
54 Is networking part of your business strategy?
reliability of the source, the publisher in no way
guarantees nor warrants the information and is not
responsible for errors, omissions or statements made by
55 Ensuring apprentice success through innovative training models
advertisers. Opinions and recommendations made by
contributors or advertisers are not necessarily those of
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Email: david@delcommunications.com
4 SASKATCHEWAN CONSTRUCTION ASSOCIATION PRINTED IN CANADA 7/2019
president’s MESSAGE
Mark Cooper, President & CEO,
Saskatchewan Construction Association
Change and innovation have been economic activity has levelled out, and political
accelerating in virtually every segment gridlock has slowed pipeline development.
of the economy for decades. The drive
The SCA works to support our membership and
to deliver more with less, create new
markets, and enhance existing products the construction sector at large by fostering a
creates a cycle of ever-improving products, positive business environment. As part of this
practices, and processes. Construction is work, I am proud to present this Change and
not immune from this. While cutting edge Innovation focused issue of We Build.
design from a few short years ago remains
We present our election coverage special
aesthetically beautiful, there are countless
(pg. 30) with a look at Saskatchewan’s ridings
pieces of the puzzle that would likely be
delivered differently if the same project were and candidates. In that feature we also get the
undertaken today. CCA’s take on what this election may mean for
construction in Canada.
The construction sector struggles to adopt
new technology because contracting Elsewhere, we look at major projects going on
businesses bid on work in environments across the province including the first part of
that often reward the lowest bid regardless our look at development in Regina’s Wascana
of any other considerations or advice. Park with a preview of the new Conexus head
Contractors will build what they are asked office build (pg. 26). Further north, we look at
to build. Implementing new technologies and develoment at Shakespeare on the Saskatchewan
innovative design is up to owners and their in Saskatoon (pg. 24).
decisions about value for money.
In other features we explore how Saskatchewan
But make no mistake, the moment contractors
contractors can manage contracts in a changing
are asked to innovate – they are up to the
and more complex world (pg. 48), a University
task. When owners decide they want smart
of Fredricton parnership with Worksafe
buildings, or 3D printed components, or more
Saskatchewan (pg. 43), and we happily introduce
efficient materials, Saskatchewan contractors
will deliver. In the meantime, they do what the new Office to Advance Women Apprentices
they can to prepare for innovation and adapt (pg. 50).
to changes in market demand.
Finally, we explore issues like developing
But change encompasses more than just networking skills (pg. 54) and how to balance
innovation. Change can impact how innovation cultures within businesses (pg. 52).
businesses are run, how staff is trained, how
As always, I hope you enjoy this issue of We
staff is selected in the first place, and even
which projects contractors are interested in. Build and I look forward to your feedback. We
These sorts of change are driven by regional publish this magazine with the goal of better
economic conditions, regulations, politics, and informing our stakeholders about the industry
other variables. Saskatchewan’s construction and ensuring our partners understand that our
market has been subject to extensive change industry and association are accessible partners
in recent years as investment has declined, in growth and development.
6 SASKATCHEWAN CONSTRUCTION ASSOCIATION
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We Build – fall 2019 – change and innovation 7
Industrynews
Advocacy Update
An industry and economy
as strong as its people
By John Lax, Director of Advocacy and Communications,
Saskatchewan Construction Association
The SCA’s primary objective is to Will there be projects? Will people have growth. While the province hasn’t
advocate on behalf of its members jobs? If consumers and business owners recaptured the swagger of the boom
and the construction sector in can answer “yes” to these questions, years, the worst of the resource
Saskatchewan. What that means in consumers spend and the economy collapse is behind us.
plain language is that we work with flourishes – from restaurants and
If we accept that this is the new
partners – the government, buyers of florists to auto dealerships and home
normal and there is work left to be
construction services, the construction sales. When these businesses do well,
done to provide for the businesses
industry itself, and related service they spend – on marketing, facilities,
and people of this province, the
sectors – to create an environment expansion, and so on.
picture is not one of declining
in this province that is inviting for
We are in an interesting economic opportunity but rather consistent
investment and amenable to the success
and political period with an uncertain long-term demand for the food,
of Saskatchewan contractors.
federal election only weeks away and fertilizer, and fuel that this province
As a facilitator of economic growth, a provincial election scheduled for produces and sells across the globe.
the construction sector is successful next year. Canada’s economy is strong
when businesses and consumers are around us and Saskatchewan’s economy This is not confidence out
confident in ongoing economic growth is stable with a balanced provincial of necessity, it is simply an
and stability – Will there be investment? budget and meager but consistent acknowledgement that our failure
to succeed is unlikely because there
is (1) too much value in our territory,
community
Localfocus
Local focusisisata the
the core
coreof ofour
ourbusiness.
business. and (2) too much ingenuity and
Every project
Every project we
we dodo supports
supports aa personal
personal
focus
strength in the people who build this
solution for
for our
our clients
clients and
and aa commitment
commitment
to the communities we live in. province.
AssociatedEngineering
Associated Engineeringhas has6060years
yearsofof
experience and 200 160 staff serving In this vein, the government has
Saskatchewan communities, with begun to consider its future growth
engineering, planning,
consulting engineering, planning,project
project
management, and asset management strategy for the next decade. The
services in
services in the
the water,
water, transportation,
transportation, SCA was eager to put forward its
infrastructure, environmental,
infrastructure, environmental,energy,
energy,
and building
and building sectors.
sectors. proposals for strengthening the
For more
For more information,
information, visit
visit our
our website
website investment climate and general
at www.ae.ca.
at www.ae.ca confidence of Saskatchewan’s
Saskatoon: 306.653-4969
306.653-4969
economy today and to the 2030
Saskatoon:
Regina: 306.721.2466
306.721.2466
Prince Albert: 306.764.3040
Saskatoon: 306.764.3040 horizon.
In the following pages, I will review
some of the most crucial files we are
working on today and summarize
our growth proposals.
8 SASKATCHEWAN CONSTRUCTION ASSOCIATION
Prompt Payment to ensure the economy and the people Each theme addresses root causes or
of our province flourish because that’s critical outcomes of Saskatchewan’s
The provincial government and its
when construction succeeds. current economic condition. Success in
stakeholder partners have begun
any of these areas will drive or amplify
the work to develop a regulatory
Priority Themes economic opportunities in the other
framework and create the necessary
The priorities identified by the SCA to areas and across the economy at large.
structures for a prompt payment regime
foster growth were: These priority areas have also been
in Saskatchewan.
selected to allow the government to
This will require extensive research into I. Investment Attraction & Retention; capitalize on things it is already doing
regulations in other, similar jurisdictions – reducing both lead time and capital/
II. Competitiveness; and
and careful consideration of the resource intensity required to achieve
Saskatchewan circumstance. The first III. Supplier Development. significant positive outcomes.
public-facing step in this latter process
was a limited consultation through the
summer. The SCA and Prompt Payment
Saskatchewan (PPS) responded to that
consultation, as did several partners. We
expect broader consultation will follow.
The summer consultation provided an
opportunity for parties to state their
positions on the application of timelines,
adjudication process, and other specifics
that were left to regulation.
The SCA and PPS will remain active
in all future consultations and
conversations to ensure that the
prompt payment regime delivered in
Do what
Saskatchewan meets the needs of the
business owners and tradespeople it is
meant to protect. This means working
to limit any possible exemptions and
you love.
ensuring that all stakeholders are
aware that meeting prompt payment
requirements is simply a matter of
appropriate contract management – not
a disincentive to investment.Key steps
remaining include the establishment of
an Authority to manage adjudications
and extensive industry and stakeholder
education to secure a smooth and Keep your eye framed on building your
successful introduction of prompt
business and we’ll take care of the rest!
payment rules in Saskatchewan.
Our full suite of business products and services is
Growth Plan designed to help you spend less time on your day
In response to government plans to to day banking.
develop a renewed Saskatchewan
Growth Plan for 2020 to 2030, the SCA Talk to a business advisor today.
identified broad growth opportunities 1.866.863.6237 affinitycu.ca
that went far beyond construction-
focused recommendations. Our goal is
We Build – fall 2019 – change and innovation 9
The following recommendations do • C
ommission an inter-ministry support organization, like Square One
not call for wholly new activities or working group to develop a and associations, to engage the business
substantial increases to public spending diversification strategy leveraging community; and
which are not feasible today. Instead, preferential treatment for new
• D
evelop minimally resourced Centres
they concentrate on improving or investments in selected sectors.
of Excellence for key sectors to drive
redefining existing government
II. Competitiveness innovation and productivity in
practices, processes, and priorities.
areas that strengthen Saskatchewan
• E
xpand the mandate of the Red
Ultimately, this allows for a shift in Businesses and investment business
Tape Reduction Effort – forming an
government energy and focus using cases.
official committee with investigative
existing resources to pursue new
authority;
and different outcomes targeting the Conclusion
primary economic concerns of today. • E
ffectively market the work and Saskatchewan is more than just oil,
At the same time, this cost-effective successes of Red Tape Reduction; potash, uranium, forestry, grains, or
refinement of priorities will allow pulses. Our potential as a province
• L
aunch a Comprehensive Provincial
an immediate transformation of is profound – we produce essential
Tax Policy and Rate Review;
Saskatchewan’s economic narrative to resources the globe will continue to
renewal, confidence, and opportunity. • C
reate a catalogue of all layered tax demand for generations. But we have
policies and rates by municipality to only begun to systematically develop and
Recommendations support investment attraction and frame our economy in this way over the
I. Investment Attraction & Retention policy debate; past generation.
• A
djust the mandate of the • A
djust the mandate of the Ministry As a province, we must refocus and
Saskatchewan Trade and Export of GR to more aggressively work invest in developing new and existing
Partnership (STEP) to include with other levels of government to opportunities using every tool available
attracting new foreign investment to streamline regulatory burdens across to generate new investments, strengthen
the province – identifying prospects jurisdictions; and internal opportunities, and prepare
and key market opportunities; Saskatchewan businesses to succeed in
• L
everage Saskatchewan’s publicly
the next phase of growth.
• A
djust the mandate of the Ministry owned Crown corporations and
of Trade and Export Development agencies to better highlight the world- We must ensure that everyone at home
(TED) to include support for pitching/ class levels of commercial service and abroad knows that: Saskatchewan
selling the value of Saskatchewan as available in Saskatchewan. is a great place to invest; Saskatchewan
an investment destination to external is a great place to do business; and
III. Supplier Development
and internal investors, with a focus Saskatchewan businesses are prepared
on the former; • E
xpand the mandate of Priority and able to deliver.
Saskatchewan to more aggressively
• C
ommit to Investment Missions
work towards preparing Carbon Pricing
around the world in front of high
Saskatchewan Companies to be
value prospects; The Supreme Court will hear
successful in both the public and
Saskatchewan’s challenge to federal
• A
djust the mandate of the Ministry private sector;
carbon pricing on December 5, 2019.
of Government Relations (GR) to Prince Edward Island and Quebec
• E
mpower Priority Saskatchewan
include a focus on multi-jurisdictional have now signed on as intervenors on
to concentrate on both sector- and
regulatory harmonization making Saskatchewan’s behalf in the case. If
market-specific suppliers – mining,
new investment as attractive as federal Conservatives win the October
energy, agriculture, IT, R&D,
possible; election, the case could be moot as they
Aboriginal, Women Entrepreneurs,
• W
ork across ministries and closely Young Entrepreneurs, etc. have stated their first move would be to
with private sector partners eliminate the carbon pricing requirement.
• P
roperly resource Priority
to prepare and deliver specific
investment prospectuses and
Saskatchewan to deliver on these Pipelines
goals;
presentations for potential investors; The Trans Mountain pipeline was
and • Work with Saskatchewan business approved by the federal cabinet on June
10 SASKATCHEWAN CONSTRUCTION ASSOCIATION18, 2019, and the project is now set to engagement, data management, Conclusion
move forward. industry committees, and partnerships
The policy priorities addressed herein
with various stakeholders within and
However, on September 4, 2019, are only some of the portfolios the SCA
adjacent to the industry. Our areas of
a Federal Court of Appeal ruling is advancing. New priorities and issues
focus are determined by the business
allowed six legal challenges to the consistently arise, and we address
and political environment at any given
project to move forward through the them as required on behalf of our
time. Our policy direction is set by our
courts. All challenges come from First stakeholders. If you have questions,
board of directors and tested through
Nations and environmental groups please contact the SCA office at
the Advisory Council – Saskatchewan’s
and argue insufficient consultation. 306-525-0171 or sca@scaonline.ca.
only pan-industry committee with
In a perplexing move, the federal
representation from every corner of the
government did not file briefs in
construction sector.
opposition to the challenges. Had it
done so, legal experts generally believe
the challenges would have been
struck down, as six others were in the
same ruling.
The challenges themselves do not
require work to stop on the project,
and they are unlikely to succeed in the
face of existing consultation records.
Furthermore, the constitutional
Not Withstanding Clause could and
likely would override any successful
challenge. The government’s political
strategy is likely to let the challenges
fail in court rather than through
political objection.
Put simply: there are virtually no
scenarios left in which the completion
of Trans Mountain isn’t a foregone
conclusion.
Our Work
The SCA represents the interests of its
members and the construction sector
through partnerships, relationships,
and collaboration. Our business is
connecting people and securing
a positive business environment
in Saskatchewan. In pursuit of
this goal, we work with members,
industry associations, investors,
governments, and government
agencies to foster open dialogue
and a broad understanding of the
complex construction industry by all
stakeholders.
To meet these objectives, the SCA
is active in direct advocacy, civic
We Build – fall 2019 – change and innovation 112019 BOARD OF DIRECTORS
MILES DYCK CORY RICHTER JASON DUKE
Vice Chair Chair Past Chair
Mike lawton ryan leech
kim sutherland sean mcGREGOR JEFF HAGERTY NICK FRIESEN
CHRIS DOKA SHAUN CRIPPS JUSTIN HOYES
12 SASKATCHEWAN CONSTRUCTION ASSOCIATIONPARTNERS IN
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We Build – fall 2019 – change and innovation 13Feature
Municipal Procurement
Process Improvements
Tammy Moyse, Manager of Procurement,
City of Regina
The City of Regina is introducing policies and protocols, all while In 2019, the City responded to
new and standardized procurement delivering strong value for the public feedback from the construction
methods to further ensure dollars that are spent. industry that suggested its processes
that overall value is taken into focused too heavily on low-bid
The City’s 2019 budget includes
consideration when procuring goods procurements. In addition to the
a $127 million capital plan, with
and services.
approximately 56 per cent dedicated traditional low-bid tender method,
The City is a major driver of to infrastructure. It includes an the City is emphasizing procurement
construction activity in Regina, additional $58 million utility capital methods that can be awarded based
procuring over $170 million annually plan designed to meet regulations, on the overall proposal, rather than
to provide reliable and sustainable renew infrastructure, and invest strictly lowest price. As a public
services to the community. All in our drainage system. Efficient entity, costs continue to be a major
procured goods and services are part and transparent processes are a component for evaluation, but
of a City Council-approved budget or top priority for the City to ensure options like Request for Qualification
program. The procurement process procurement of quality goods (High Score) provide greater
ensures the City is in alignment and services in the right quantity,
flexibility for evaluation on factors
with applicable trade agreements, price and time for the City and, by
such as past performance and how
legislation, bylaws, and internal extension, Regina residents.
well the proponent understands
and adheres to stated requirements.
Another change is the introduction
of negotiated procurement methods
for select projects. The added
negotiation step helps ensure
adherence to scope and requirements
Jet Electric was established in Saskatoon in 2008.
of the proposal, ultimately leading
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Jet Electric takes pride in offering our customers
Industry stakeholders will notice the
the best service possible. introduction of these changes during
the 2019 construction season. With
3203 WELLS AVENUE, SASKATOON, SK S7K 5W4
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T: 306-374-9596 F: 306-373-5453 info@jetelectricsk.com improvement and transparency, you
www.jetelectricsk.com can expect the City to continue down
this path in 2020.
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We Build – fall 2019 – change and innovation 15Feature
Redefining strategic
thinking in the family
construction business
Bob Tosh, Family Business Advisor, MNP
The family construction business, like transfer, and the case for a revised
most family businesses, is a complex approach becomes even stronger.
cauldron of human relationships,
Strategic thinking on traditional
business needs, and ownership family to change the way it thinks and
family units has tended to focus on
expectations – often with little or acts. This cannot happen overnight and
operations and management, with
no formal communication policies,
ideas and direction rarely documented requires time, effort, and a commitment
governance, or legal agreements,
or analysed beyond discussion at the to see things through.
even where the businesses are in a
family dinner table. This can lead to an
partnership or company structure! In doing so, it may be possible to
atmosphere of uncertainty with poor
These informal structures and processes communication, no clear direction, and move away from the managerial
have traditionally been accepted as the a culture of avoiding or accommodating and operational focus, to become
norm, and business has managed to behaviour among family members. more strategic investment and
progress despite these limitations. Where the founding generation entrepreneurial in thinking, and this
remains in charge, this may be accepted, can also help to alleviate some of the
But the face of modern construction has
but where there is the addition of
changed, and many small companies common tensions that arise out of
multiple siblings or cousins, this
have now evolved to become complex, family succession issues.
situation rapidly becomes unsustainable.
highly capitalized businesses which
Bob Tosh is a partner with MNP in
have outgrown their former practices. The problem is not unique to
As a result, there is now a need to construction but is a condition of many Saskatoon. For more information, call
introduce new methodologies. Add to family businesses. The solution is to Bob at 306.664.8303, bob.tosh@mnp.ca
this the complexity of intergenerational introduce formality and to educate the or visit MNP.ca.
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We Build – fall 2019 –2019-06-28 2:48 PM
change and innovation 17MEMBER Profile
Con-Tech
celebrates 25 years
By Paul Adair, DEL Staff Writer
For 25 years, Saskatoon-based Con-Tech General Contractors for the continued growth of the company and highlights
has been building solutions for Saskatchewan, providing the use the various pre-engineered steel building systems
design and build services to commercial and light industrial Con-Tech utilizes in many of its design and build projects. The
markets, as well as being instrumental in the construction company currently employs 90 people within its team.
of rural infrastructure projects. The company was founded
“We have always worked at being committed to doing our best
in 1994 by President and CEO Larry Plett, after a return to
Saskatchewan from Manitoba with his wife Michelle.
“With our move to Saskatoon came the Con-Tech start-up,
which was meagre, but we were determined to make it work,”
says Plett. “We basically had a few dollars of working capital
from the home we had sold in Winnipeg, a pick-up truck, a
toolbox full of small tools, and a willingness to travel.”
In the first few years, Plett was able to establish several
significant relationships in the commercial construction
marketplace and Con-Tech began to grow. Within three years,
the company moved from the back of the pick-up truck to a
one-room office in Saskatoon where it remained and expanded
until it relocated last year into 19,000 square feet of new office
and shop facilities in Saskatoon’s BizHub Industrial Park. This
new facility was specifically designed to accommodate plans
18 SASKATCHEWAN CONSTRUCTION ASSOCIATIONMEMBER Profile
with each and every project we have,” says Plett. “The result
has been a steady development of our people, customers, and
project mix, which has culminated in being where we are at
today in regard to our growth and development.”
Con-Tech’s membership in the SCA is through the Saskatoon
Construction Association. Plett appreciates his membership
with the associations and greatly values their work in
elevating the level of professionalism for its members, as well
as its commitment to be an active advocate for the construction
industry.
“[The association] has been instrumental to our company’s
development,” Plett says. “With the perspective gained over
time in this business, it has become more and more clear to
us just how critical the Saskatoon Construction Association’s
efforts are to the long-term success and health of our industry.”
Looking ahead, Con-Tech aims to grow with the same
measured pace that it has since the beginning, while staying
true to the values and commitment to quality that has brought
it success over the last quarter century.
“We plan to continue to be adaptable in our approach to the
marketplace and are confident that our values-driven model
will provide our team with the motivation it takes to continue
to be successful in our industry,” says Plett.
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We Build – fall 2019 – change and innovation 19Feature
Get with the Times Ensuring
Your Contract Keeps Pace
with Technology
Misty Alexandre, Lawyer,
Robertson Stromberg LLP
There was a time when I found it used during the project. Consider the
amusing to guide my mother through following examples:
programming the VCR. But when
Drones: Are drones being used for
digital technology later took off ultimate product? Which parties are liable
project inspection or monitoring?
with lightning speed, I found myself for defects resulting from contributions
Is the drone compliant with federal
struggling to keep up. The current made? Note that the Institute for BIM in
regulations, including registration
construction project is no different Canada has published a precedent for
and licensing? Are we properly
– there has been an explosion of contracts using BIM, but with ever-
insured if an accident occurs during
technological advances in the industry, use? Who owns or has access to the changing advancements in software,
and navigating it all has become a full- information recorded by the drone? Are you should ensure the precedent itself
time job. there privacy considerations for the remains applicable to the current product.
information or images captured by the
Have your construction contracts kept Construction Management Software: If
drone (whether by legislation or union
up with the pace? There is a tendency construction management software must
agreements)?
to create precedent contracts and be used during the project, who owns
simply fill in the blanks from project Building Information Modelling (BIM): (and can access) the information? Where
to project. But it’s important to ensure Where multiple parties contribute to is the information stored, how is it backed
your current contract language reflects the design model, who has ownership up, and who is liable if information is lost?
the innovative technology being rights to the information or the Do I (or should I) have my own separate
backup records? Will communicating
through the software satisfy any “notice”
requirements in our contract (consider
FNPA and its Board of Directors would like to welcome Mr. Guy
notices of delay or default, and the
FNPA and its Board of Directors
Lonechild would like toofwelcome
to the position Mr.Officer.
Chief Executive Guy
Lonechild to the position of Chief Executive Officer. contract provision mandating how these
Mr. Lonechild brings a wealth of experience, leadership capacity
FNPA and and its Board
network of Directors
which wouldour
will greatly benefit likeGeneral
to welcome
and Industry
notices must be served)?
FNPAbrings
Mr. Lonechild and aitswealth
Mr. Guy
Board
Members ofof
Lonechild
Directors
experience,
seeking
to the
would
leadership
renewable
positionenergy
like to
capacity
projects.
of Chief
welcome
Executive Officer.
Mr. Guy
Lonechild
and network which
Mr. Lonechild
to
bringswill
aThe
the
wealth
position
greatly benefit of
of experience,
Renewable our
Energy
Chief
General
leadership
sector
Executive
will andand
capacity
Officer.
Industry
redefine network which
Canada’s
Off-site construction: If any portion of
willlandscape - representing a significant economic
energy
Members
greatlyseeking
benefit ourrenewable
General energy
opportunity
and Industry projects.
to Canada’s
MembersIndigenous
seeking people.
renewableNew green
energy the project
infrastructure will drive new businesses, investments,
projects. is built off-site, who has access
jobs
and training
Mr. Lonechild bringsforaallwealth
Canadians
ofand hold the potential
experience, to redefinecapacity
leadership the economic landscape for many Indigenous
The Renewable
The Renewable EnergyEnergy sector will
sector
communities. willredefine Canada’s
redefine
These energy
Canada’s
communities will landscape
beenergy - landscape
impacted representing
by renewablea -significant economica significant
representing
energy developments
rights to inspect the product during
economic
throughout their Reserve,
and
opportunity
opportunity to network
to Canada’s
Canada’s which
Indigenous
Indigenous
Treaty will greatly
people.
people.
and traditionalNew
New benefit
green
green
territories; ourwill
infrastructure General
drive new and
infrastructure
proactive engagement will Industry
businesses,
drive
is essential investments,
new jobsnecessaryconstruction
businesses,
to supporting investments,
approvalsjobs
and (e.g. modular buildings)?
and training for all Canadians andeconomic
hold the potential to redefine the
oureconomic
pathway landscape foropportunities.
many Indigenous
and training Members
for all seeking
maximizing
Canadians andrenewable
hold the energy
outcomes—forging
potential projects.
to redefine to powerful
the economic
communities. These communities will be impacted by renewable energy developments throughout their Reserve, landscape for many Indigenous
communities. These
Treaty and communities
traditional will beengagement
territories; proactive impactedisby renewable
essential energy
to supporting developments
necessary approvals throughout theirThisReserve,
list is obviously not exhaustive. Each
In the spirit of partnership with FNPA,and
The
Treaty and Renewable
traditional
maximizing Energy proactive
economicterritories;
outcomes—forging sector will
our pathway redefine
engagement
to powerful isCanada’s
essential
opportunities. energy
to landscape
supporting
discover the possibilities and become a Member today! necessary- representing
approvals
new anda orsignificant
product economic
innovation will bring
opportunity
maximizing to Canada’s Indigenous
economic outcomes—forging our pathway
Please contact people. New green
ourtoMembership
powerful infrastructure
opportunities.
Manager will drive
to discuss your project new
needs its businesses, investments, jobs
own series of legal considerations.
In the spirit of partnership with FNPA, discover the possibilities and become a Member today!
and training Please forcontact
all Canadians
our Membership andManager
hold the potential
to discuss to redefine
your project needs the economic landscape for many Indigenous
Whether dealing with your own
communities. These
FNPA In the spiritwill
Team:communities of partnership
be impacted withby FNPA,
renewable energy
Contact us: developments throughout their Reserve,
Phone: 1-855-359-3672 standard contracts or being presented one
FNPA Team: Guy Lonechild - Chief Executive Officer Contact us:
Treaty
Guy Lonechildand
discover
traditional
Rebecca
- Chief Executive
the
Agecoutay
Officer
possibilities
territories;
- Membership Manager
Rebecca Agecoutay
and become
proactive a Member
- Membership engagement
Manager
today!
Phone:is1-855-359-3672
essential to supporting necessary approvals and
Email: info@fnpa.ca for signature, the point is to think broadly
Jenna Gall - Please
maximizing economic
Community contact
Jenna
Energy Project our
Gall - CommunityMembership Manager
Energy Project Manager
outcomes—forging our pathway to powerful
Manager Darren Huculak - Business Manager, to discuss
Alberta your
Email: project needs
info@fnpa.ca
opportunities.
www.fnpa.ca
Darren Huculak - Business Manager, Alberta www.fnpa.ca
Christina Swan - Finance Jai
& Operations
Roberts - Coordinator
Renewable Energy Project Manager
and outside the box (way outside the box).
Christina Swan - Finance & Operations Coordinator Now, off to learn how to Snapchat.
FNPA Team: In the spirit of partnership
Contact us:with FNPA,
Guy Lonechild - Chief Executive Officer
20 SASKATCHEWAN CONSTRUCTION ASSOCIATION discover the possibilities andPhone: 1-855-359-3672
Rebecca Agecoutay - Membership Manager become a Member today!
Email: info@fnpa.ca
Jenna Gall - Community Energy Project Please contact our Membership Manager to discuss your project needs
Manager
Darren Huculak - Business Manager, Alberta www.fnpa.caislengineering.com
Rob Cholodnuik
Manager, Saskatoon Office
306.954.1880
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We Build – fall 2019 – change and innovation 21Feature
Innovation and Change
Kaytlyn Barber, Senior Manager –
Advisory, KPMG
What does a cutting-edge contractor look like in 2019?
According to a KPMG survey of leading international Change is, and always will be, inevitable. Organizations that
contractors, they have the following characteristics: make innovation and change core to their business will continue
to thrive, but change does not have to be big, transformative and
• Foster a strong innovation culture, embodied in a clear
scary. Returning to the characteristics above, at least three of the
technology vision and strategy;
six are about people, and at least three are about having a vision,
• Dedicate innovation teams, led by senior leaders, with strategy, and plan − things that can be done on any scale, in any
ongoing recruitment and internal development of technology geography.
and innovation specialists;
Saskatchewan is an innovation leader. In working with numerous
• View technology as a driving force, with rapid investment professionals across the construction industry, common trends
in pilots (via test labs), a willingness to fail fast, and that I believe will continue to take root in the province include:
wholehearted adoption of those technologies that can deliver
• A shortage of digitally-minded professionals in the construction
value;
industry: Educational institutions, professional associations, and
• Significant investment in Building Information Modeling industry partners are rapidly seeking to address the need for
(BIM), drones, virtual and augmented reality and smart a combination of digital mindset and on-the-job construction
sensors; skills, but doing so will be reliant on meaningful collaborations
to bring the right combination of skills and real experience. I
• Recognize the importance of a continued talent pipeline,
believe it will also require thinking beyond traditional pools of
utilizing the latest recruitment methods and channels,
talent, as the proportion of women in major projects has still not
supported by innovative performance management and
changed significantly in the last decade, according to the Major
flexible career options tailored to millennials and Generation
Project Association.
Z; and
• Drive to enhance productivity at all stages of the value-chain:
• Have a strong focus on geographic, industry and service
Project owners continue to squeeze every dollar of value from
expansion, with an eye on the future and a bold vision of
capital project investments, placing pressure on contractors
their organization.
to: use innovative materials and leverage robotics process
automation; 3D printing and machine engineering, design,
and construction; and have the courage to stop old practices as
opposed to only adding new ones.
• Pressure to reduce administrative overhead: Contractors will
continue to prioritize spend on “boots-on-ground” with the
ability to scale typical support functions (e.g., HR, IT, finance)
Dwayne Henry through automation, cloud-based IT solutions, and outsourced
306-380-8383 hank11@sasktel.net providers.
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We Build – fall 2019 – change and innovation 23Feature
Setting the stage for Shakespeare
on the Saskatchewan
Paul Adair, DEL Staff Writer
Photos courtesy of CG Studio
While it may be true that “all the
“We would come in the spring of SOTS theatre in some fashion and
world’s a stage,” the patrons of allow patrons to bask in the memory
Saskatoon’s celebrated theatre and spend six to eight weeks of the old site while appreciating the
space, the Shakespeare on the amenities of the new.
Saskatchewan (SOTS) will soon building a park and venue out
“From a conceptual design
enjoy a new permanent home along
the scenic Meewasin Trail and the
of a snow dump site, and then perspective, we are taking traditional
South Saskatchewan River. The produce a theatre festival on Shakespearean architectural elements
from the Tudor era and then trying
revamped theatre space will replace
the temporary space SOTS has used to that space; just to tear it all to modernize those elements into
contemporary structures that will
entertain theatregoers over almost all
its last 35 theatrical seasons, a space
down at the end of the season.” then blend or meld the tradition with
that has – up to now − transitioned into – Will Brooks something that’s more about today,”
says Troy Smith, Principal Architect at
a snow dump site each year throughout
the winter months. Group2 – Architecture Interior Design.
“This project will allow everything to
become much more efficient for us and When complete, the new venue
“We would come in the spring and
spend six to eight weeks building a allow us to really focus our resources will bring several benefits to the
park and venue out of a snow dump on simply creating the art for our community, from the improved
site, and then produce a theatre festival audiences; which, at the end of the day, performance and public space to
on that space − just to tear it all down is what we are supposed to be doing,” economic growth for both the City
at the end of the season,” says Will says Brooks. of Saskatoon and SOTS. And while
Brooks, Artistic Producer at SOTS. “We the new venue will be primarily
The SOTS redevelopment project
have always had to build everything focused on producing six-weeks of
has been informed by a highly
up from scratch; this has been a Shakespearian theatre each summer, it
collaborative process with SOTS and
tremendous drain on our organization, will also take advantage of its location
other various community stakeholders.
and it has taken something away from and have the flexibility to allow for a
The buildings will incorporate elements
the quality of work we are able to offer variety of other uses throughout the
of Shakespeare’s Elizabethan era into
to our patrons.” year.
contemporary forms, while also paying
The holistic design and redevelopment tribute to the long and cultured history “This project will produce a great
of the new venue space has allowed of the province. Interpretive panels facility, not only for Shakespeare
SOTS to focus on permanently will aim to celebrate the Indigenous performances but also for other
installing those features of the site that peoples’ history in the area, as well festivals and events,” says Phil Shilling,
make sense to be permanent, while still as the colonial times that followed. In Principal Design Engineer at Catterall
preserving the same beloved outdoor addition, the new space will look for & Wright Consulting Engineers. “It will
feel and overall ambiance of the venue. ways to showcase the last 35 years be a wonderful venue for a number of
24 SASKATCHEWAN CONSTRUCTION ASSOCIATIONFeature
activities, offering great seating and an
amazing view along the river.”
Last August, SOTS received $3 million
in federal and provincial funding to
help bolster the $3.2 million already
collected through private donations
through SOTS’s Staging the Future
campaign. The funding will be
dedicated to the construction of a new
amphitheatre base for the stage, as well
as some other enhanced infrastructure
throughout the site, such as three
seasonal pavilions for the box office/
gift shop, dressing rooms for the actors,
and a new concession and bar area.
“Raising money for the arts is not
always the easiest thing in the world,”
says Brooks. “But it was made easier
by the broad-based way in which we
approached the project, talking to
the many different groups who had
an interest in the site − from sports-
minded organizations to those looking
to help support the environment.
Everyone can find something in this
project that they can get excited about.”
PCL Construction is just now finishing
the issued for tender construction
documents and will be shortly
mobilizing to the full construction
phase, driving toward total completion
ahead of the 2020 festival season
opener.
“It has been a genuine privilege to work
through preconstruction and now
into the construction phase alongside
this talented and passionate group
of local design professionals,” says
Amanda Moffat, Project Manager at
PCL. “They’ve done brilliant work to
bring SOTS’ vision to a whole new
level − down to every minute detail −
while still being sensitive to the natural
environment and overall accessibility
of the site. When everybody is working
together for the same cause, a project
like this really becomes a labour of
love.”
We Build – fall 2019 – change and innovation 25Feature
Conexus connects
to the community and the park
By Lyndon McLean
Over the years, the University of looking for a new home for our head completion in mid-2020. That process
Regina College Avenue Campus has office building,” says Eric Dillon, included extensive community
evolved with educational needs, but Conexus Credit Union CEO. “Then consultation efforts which included
it has always been an historic piece of the U of R issued the RFP, and after public information sessions and
the Wascana Park landscape. By the looking at their requirements, we media briefings.
early 2000s, though, deteriorating saw great alignment with our core
values and our desire to serve our “We worked with the University and
facilities meant the campus would
community − and it provided the new Wascana Centre (now the Provincial
soon need major renovations to save
home we were looking for.” Capital Commission [PCC]) to ensure
its iconic buildings.
the project met everyone’s needs—the
In 2016, the University issued a In June 2016, the University selected
University, Wascana Park, Conexus,
Request for Proposal (RFP) looking Conexus as its partner and over the
and the community at large,” Dillon
next two years, Conexus and the
for assistance. Conexus Credit Union, says. “The community’s needs were
University worked on plans to restore
seeking a new home for its head always at the centre of the project.”
the campus, Darke Hall and develop
office, responded to the RFP, outlining
the Conexus Building Communities
the ways they would help the College For the benefit of all
project. The new building will be a
Avenue Campus, including saving
three-storey, 80,000-square-foot The partnership between Conexus
Darke Hall.
build¬ing project west of Darke and the University of Regina aims
“We explored 17 sites around Regina Hall on College Avenue, slated for to honour the University’s vision
Interior Main Floor
26 SASKATCHEWAN CONSTRUCTION ASSOCIATIONYou can also read
