Also in this issue HOMES BY MANAGEN • MAIDPRO • THIEF RIVER FALLS REGIONAL AIRPORT VOLUME 10, ISSUE 10 | OCT 2023 BLENDING THE BEST OF BRANDING WITH ARCHITECTURAL EXPERTISE BREAKHOUSE INC.
1 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US Editor in Chief Karen Surca Research Directors Paul Payne Brendan McElroy Thomas Hiley Chad Loveless Jessica Zaneis Mike Luchetta Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Dan Marcharia Thomas Lark Director of Production Justin Morrice Director of Administration Abel Espinosa Director of Marketing Nora Saliken Digital Strategist Jon Bartlow Creative Director Steph van Antwerpen Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release
2 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 EDITOR’S NOTES It dawned on me the other day that time just seems to be speeding up in general. Some may attribute it to the aftereffects of living through an unprecedented global pandemic and the new normal seems different than what we have been used to. Others, just recognize that time is short no matter what the cause may be. There simply never seem to be enough hours in the day or days left in the week to get everything done on the to-do list without feeling a little rushed in the process. It was my youngest who tapped me on the shoulder the other day and gleefully reminded me that it was Halloween in a few short weeks. My first thought was to panic, and then I shrugged it off as just another indicator of how fast the time was passing us all by. Here in the halls of Business View Publications, the feeling that there is too much to do and not enough time to do it resonates with the whole production, creative, and editorial team. This issue is brimming with features and we are in a flurry to produce to ensure that our pages are filled with all of the top features that are valued readers have become accustomed to. This issue is just the tip of the iceberg. All of the issues that are upcoming for our Autumn publications will also be overflowing with prime business, regional, aviation, and industry profile features to keep our readers engaged. For our October issue, we had a chance to sit down with executives representing some of the country’s most dynamic companies to discuss their upcoming business agenda. We also spoke with representatives from a host of some of the fastest-growing regions across the US to determine how they are anticipating economic expansion and still putting their valued residents first. Capturing the momentum of commercial and residential development as well as the design know-how to bring construction projects to life filled our pages for this issue. We bring you in-depth features with leading players in the field including Breakhouse Inc., Coastline Construction, The Matt Laricy Group, Homes by Managen, Johnson & Sons Paving, and Kelly Kustom Homes. All these homes and construction firms are forging ahead with prime projects and are dominating their local markets. Astro Machine Works, C&S Supply, Elettric80, Spinnaker, and Stern Laboratories also topped our feature list of innovative, forward-thinking industry leaders we were fortunate to profile in our October issue. Each of the companies we profiled showed keen best practices and prime initiatives that will propel them further along their business agenda rounding out the year. Economic growth is ripe and infrastructure initiatives have taken center stage for the municipalities that we interviewed. We sat down with city officials from American Fork, Utah, Cabot, Arizona, Carrollton, Georgia, Hillsborough, New Jersey to Spring Hill, Kansas among other thriving municipalities. As business retention and attraction numbers continue to rise and upgrades to vital municipal services are in full swing for these regions, all without exception are ensuring that the needs of their residents take center stage. Also flying through the final quarter of 2023, are some of the fastest-growing regional airports in the US and we spoke to their Airport Directors for a front-row seat into some of their upcoming plans to meet increased aviation traffic. We were fortunate for this issue to profile Wheeling-Ohio County Airport, Thief River Falls Regional Airport, Sault Ste. Marie Airport, Pierre Regional Airport, and Decatur Airport among others for a first-class view into airport initiatives taking off in these busy aviation hubs. With all our profiles we hope that our valued business leaders learn a little something new about their relevant business sector as well as something about key developments within other business sectors that may serve to increase productivity and represent a model to strive for. As we continue to bring you features covering the very best in business, aviation, and municipal developments, we hope that you have a chance to sit down and enjoy our publication despite the lack of hours each day! Karen Surca Editor in Chief Dear Readers,
3 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 67 KELLY KUSTOM HOMES VOLUME 10, ISSUE 10 47 HOMES BY MANAGEN CONSTRUCTION, CONTRACTORS & REALTORS 19 CANADIAN HOME BUILDERS ASSOCIATION Shaping the future of Edmonton’s residential construction industry 25 CONSTRUCTION MANAGEMENT ASSOCIATION OF AMERICA Navigating tomorrow: The Construction Management Association of America’s Vision for the future of construction management 31 BREAKHOUSE INC. Blending the best of branding with architectural expertise 41 COASTLINE CONSTRUCTION Providing the best ‘coverage’ 47 HOMES BY MANAGEN 3 6 Years of excellence 57 JOHNSON & SONS PAVING Smooth road ahead for Johnson & Sons 67 KELLY KUSTOM HOMES Constructing homes to suit every taste 77 AMERICORP - LARICY Continuing to make waves in a down market 87 TORCOM CONSTRUCTION INC. A success story in a niche market COVER BREAKHOUSE INC. 2 EDITOR’S NOTES 7 OPENING LINES
4 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 Continuously improving is at the core of BrandPoint Services’ DNA. Every job is surveyed and reviewed as part of our quality-control process, ensuring that we delivered on our promise. But we don’t stop there. We find opportunities to deliver an even better experience from location to location, project to project. When you choose BrandPoint, you won’t need to manage multiple suppliers. From painting and flooring to repairs and remodeling, BrandPoint is the solution for expert project management and quality work across North America. Learn how BrandPoint Services can help you improve your next multi-site program. BrandPointServices.com 800.905.4342 PAINTING • GRAPHICS • FLOORING • SURVEYING • GENERAL REPAIRS © 2021 BrandPoint Services, Inc. Improving
5 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 CLEAN AND GREEN 99 CANADIAN MINISTER OF ENERGY AND NATURAL RESOURCES Searching for the best energy solutions for all Canadians 105 HATCH, LTD. Energetically engaged in nuclear 115 STERN LABORATORIES Stern Laboratories serves the nuclear power industry with its unique capabilities FRANCHISING 123 MAIDPRO Cleaning up with top-rated services MANUFACTURING & TECHNOLOGY 137 ASTRO MACHINE WORKS Excels with the ESOP model 147 E80 GROUP Keeps the world moving 157 NORTHERN COMPOSITES A composite picture of a leading company 167 SPINNAKER SCA Charting the future of labor and automation in supply chain management 181 C&S SUPPLY VOLUME 10, ISSUE 10 MAIDPRO 123 RETAIL 181 C&S SUPPLY Providing winning hardware solutions
6 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 191 CAPE GIRARDEAU REGIONAL AIRPORT Community-focused solutions landing local growth and development 205 DECATUR AIRPORT Flying into an economically turbulent free future 215 DRYDEN REGIONAL AIRPORT Your northern gateway 221 KINGSTON AIRPORT Landing initiatives to serve the region 231 PIERRE REGIONAL AIRPORT Flying into a world of outdoor activities 241 SAULT STE MARIE AIRPORT Landing in the heart of a region known for adventure 251 THIEF RIVER FALLS REGIONAL AIRPORT Inbound initiatives are taking off, landing much growth ahead 263 WHEELING-OHIO COUNTY AIRPORT A gateway to a thriving region BUSINESS VIEW CIVIL AND MUNICIPAL View these features in our newest magazine CITY VIEW AMERICAN FORK, UT CABOT, AR CARROLLTON, GA CHESTER COUNTY, SC CYPRESS COUNTY EDGEWATER PARK, NJ FOREST PARK, GA HILLSBOROUGH, NJ MCHENRY, IL OTTAWA, IL RUTHERFORD, NJ SPRING HILL, KS STRONGSVILLE, OH TROUP COUNTY, GA YARMOUTH, MA EDUCATION ARKANSAS DEPARTMENT OF HERITAGE PARKS & TOURISM GEORGIA SCHOOL BOARD ASSOCIATION ASSOCIATION FOR SUPPLY CHAIN MANAGEMENT CANDLER COUNTY DISTRICT SCHOOLS CALHOUN CITY SCHOOLS, GA COLLEGE COMMUNITY SCHOOL DISTRICT DADE COUNTY SCHOOL DISTRICT DUNELAND SCHOOL CORPORATION GREENBRIER PUBLIC SCHOOLS HURST-EULESS-BEDFORD INDEPENDENT SCHOOL DISTRICT LAKESIDE PUBLIC SCHOOLS TROY SCHOOL DISTRICT WAUKEE COMMUNITY SCHOOL DISTRICT The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. VOLUME 4, ISSUE 10 | OCT 2023 Also in this issue AMERICAN FORK, UT • STRONGSVILLE, OH • DUNELAND SCHOOL CORPORATION NAVIGATING THE FUTURE; COLLEGE COMMUNITY SCHOOL DISTRICT’S BLUEPRINT FOR EDUCATIONAL EXCELLENCE Safe-Ed For a safe and secure learning environment. Pg. 285 Cunat Building Today for Tomorrow’s Dreams Pg. 121 Superintendent Dr. Doug Wheeler AVIATION VIEW View these features in our newest magazine DECATUR AIRPORT 205
7 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 FAA PROPOSES RULE TO LIMIT COMMERCIAL SPACE VEHICLES DEBRIS Source - https://www.avweb.com/aviation, Kate O,Connor, First published Sept 21, 2023 FAA has proposed a rule designed to limit new orbital debris from commercial space vehicles, citing the need to “reduce the potential for collisions with spacecraft and satellites to promote a sustainable space environment.” According to the agency, current estimates put the number of orbital objects measuring 10 cm or greater at over 23,000 with projections for objects between 1 and 10 cm coming in at one-half million. The notice of proposed rulemaking (NPRM) focuses on how commercial operators will be required to dispose of the upper stages of their launch vehicles. “If left unchecked, the accumulation of orbital debris will increase the risk of collisions and clutter orbits used for human spaceflight and for satellites providing communications, weather and global positioning system services,” the FAA said. “By strictly limiting the uncontrolled reentry of upper stages, the FAA seeks to mitigate the risk to people on the ground and in flight due to its significant size and mass and the uncertainty of where it will land.” Opening Lines
8 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 The NPRM (PDF) lays out five upper stage disposal options including conducting a controlled reentry, moving it to a less congested storage or graveyard orbit, sending it on an Earth-escape orbit, retrieving it within five years and performing an uncontrolled atmospheric disposal or natural decay within 25 years. The FAA noted that the proposed rule would “align commercial space orbital debris mitigation practices with those accepted by the U.S. government for its space missions.” The rule will be open for public comment for 90 days following its publication in the Federal Register. According to the agency, current estimates put the number of orbital objects measuring 10 cm or greater at over 23,000 with projections for objects between 1 and 10 cm coming in at one-half million.
9 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 Source - https://nbaa.org/, First published Sept 21, 2023 The North Atlantic (NAT) Systems Planning Group recently announced impactful changes to oceanic crossing procedures in the region – oceanic clearances with route, altitude and speed will no longer be issued after April 9, 2024. New lost communications contingency procedures also will soon be published. Andreas Meyer, the International Business Aviation Council’s (IBAC’s) director, ICAO liaison, explained increases in air traffic, plus the expanded use of data communications (DataComm), led to these changes. “These procedure changes are the result of several years of discussions among stakeholders and regulators,” said Meyer. “The current oceanic clearance procedures made sense in the past, but more modern and dynamic tools are better suited to meet the performancebased navigation and flight operations.” Most of the time, pilots are cleared for the exact route, altitude and speed they filed, Sam Schofield, specialty and enrichment instructor at FlightSafety International, explained. “Unless you’re getting a change to the routing, you’re essentially cleared in accordance with your flight plan,” said Schofield. “Pilots should be prepared – you won’t get a NORTH ATLANTIC OCEANIC CLEARANCE CHANGES COMING IN 2024 OPENING LINES
10 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 full clearance like you’re used to.” However, Schofield said these procedures are already being used in other regions and even in the North Atlantic in some cases, with controllers simply relaying “cleared as filed.” “For operators working worldwide, the NAT will start to sound more like the Pacific has for a long time,” said Schofield. “The change is just how we hear things and what we should expect.” Experts encourage operators to conduct recurrent international operations training to familiarize their pilots with this change. FlightSafety International is revising its international operations courseware to highlight new procedures. These procedure changes are the result of several years of discussions among stakeholders and regulators,” said Meyer. “The current oceanic clearance procedures made sense in the past, but more modern and dynamic tools are better suited to meet the performance-based navigation and flight operations.
11 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 Source-https: https://www. americancityandcounty.com/Andy Castillo First Published, 18th September 2023 As communities across the United States work to mitigate the impacts of extreme heat, trees and green spaces have emerged as an economical and effective solution. To help cities and counties bolster their green spaces, the U.S. Department of Agriculture announced $1 billion in funding Thursday for 385 projects nationwide. “These investments arrive as cities across the country experience record-breaking heat waves that have grave impacts on public health, energy consumption, and overall wellbeing,” said Tom Vilsack, agriculture secretary in a statement. The investment is “supporting communities in becoming more resilient to climate change and combating extreme heat with the cooling effects of increased urban tree canopy, while also supporting employment opportunities and professional training that will strengthen local economies.” The grants, which are competitive and financed through the Inflation Reduction Act, are intended to help administrators combat climate change and improve access to nature for constituents “in cities, towns and suburbs in cities, towns, and suburbs where more than 84% of Americans live, work, and play. Communities in all 50 states, the District of Columbia, and several U.S. Territories and Tribal Nations are receiving funding,” a statement about the investment says. The awarded organizations and communities were selected from 842 applications, which requested more $6.4 billion in funding. Notably, the $1 billion investment represents the largest single USDA Inflation Reduction Act investment USDA INVESTS $1 BILLION TO PLANT TREES, EXPAND GREEN SPACES TO COMBAT CLIMATE CHANGE OPENING LINES The grants, which are competitive and financed through the Inflation Reduction Act, are intended to help administrators combat climate change and improve access to nature for constituents “in cities, towns and suburbs in cities, towns, and suburbs where more than 84% of Americans live, work, and play.
12 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 to date in urban and community forests. The statement notes that the high number of applications is indicative of a substantial need for more trees and green spaces. “Studies show that trees in communities are associated with improved physical and mental health, lower average temperatures during extreme heat, and increased food security, and create new economic opportunities,” the statement says. “This historic funding will help the Forest Service support projects that increase tree cover in disadvantaged communities, provide equitable access to the benefits of nature, and deliver tangible economic and ecological benefits to urban and Tribal communities across the country.” Those selecting the award winners took into account environmental justice, and used the White House Council on Environmental Quality’s Climate and Economic Justice Screening Tool to help identify disadvantaged communities. The mapping tool identifies disadvantaged communities that face burdens in the categories of climate, energy, health, housing including nature deprivation, legacy pollution, transportation, water and wastewater, workforce development, and other socioeconomic thresholds, the statement says.
13 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 Specifically, the funding will enable building owners to invest in technologies like geothermal energy systems, heat pumps, insulation and air sealing, wind- and fire-resistant roofing, low embodied carbon materials, and other measures, that will reduce energy costs and greenhouse gas emissions and make properties healthier and safer for residents in the face of more severe weather and changing climate, the statement continues. This is the first round of awards that have been released, with additional rounds to be awarded throughout 2023 and 2024.HUD also recently announced almost $30 million for housing organizations that serve people with HIV/AIDS. Another $7 million in Choice Neighborhoods Planning Grants will go to 14 communities—$500,000 each—for neighborhood revitalization and redevelopment plans. The grants are intended to improve resident outcomes and bring new amenities to highHUD AWARDS 28 MULTIFAMILY SUBSIDIZED PROPERTIES $18 MILLION FOR GREEN ENERGY RETROFITS, MODERNIZATION OPENING LINES Source- https://www.americancityandcounty.com/ Andy Castillo, First Published 19, September, 2023 The challenges of retrofitting legacy properties to modern standards can’t be understated—both practically and fiscally. The latest investment of $18 million in funding through the Green and Resilient Retrofit Program announced last week by the U.S. The Department of Housing and Urban Development (HUD) is intended to help property owners participating in assistant multifamily housing programs overcome these challenges and modernize their buildings. The investment, which is the program’s first round and will be distributed in a combination of grants and loans, comes through the Inflation Reduction Act, which allocated more than $800 million in grant and loan subsidies, and another $4 billion in loan commitment for the housing department’s retrofit program. The Green and Resilient Retrofit Program funding represents “a significant investment in communities that typically do not receive this type of assistance yet are often the most adversely affected by climate change,” said Assistant Secretary for Housing and Federal Housing Commissioner Julia Gordon in a statement. In total, the money will go to 28 multifamily properties across the nation, housing more than 3,400 HUD-assisted multifamily rental homes for low-income families, seniors, and persons with disabilities. Nottingham Towers in Waterbury, Conn., for example, will receive a $743,283 loan, and Alpha Towers in Toledo, Ohio will receive a $750,000 grant.“Today’s awards from HUD will bring the benefits of clean energy and climate resilience to hardworking American families in states across the nation,” said John Podesta, senior advisor to the president for clean energy innovation and implementation. It is the first HUD program to simultaneously invest in energy efficiency, renewable energy generation, climate resilience, and low embodied carbon materials in HUD-assisted multifamily housing, according to the statement. Investments under the program will be made in affordable housing communities serving low-income families.
14 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 poverty neighborhoods.The program has a three-pronged approach that includes the redevelopment of distressed properties, and supportive services, while investing in economic development and neighborhood improvement projects. A two-year planning grant will allow the new awardees to create and build support for a comprehensive plan, according to a statement.“Choice Neighborhoods Transformation Plans lead to real results for public housing communities,” said Richard Monocchio, principal deputy assistant secretary for Public and Indian Housing. “Planning grants are a great first step to bringing partners and significant resources to distressed communities—and they better position communities to pursue the funding necessary to bring a community’s vision to life.” Today’s awards from HUD will bring the benefits of clean energy and climate resilience to hardworking American families in states across the nation,” said John Podesta, senior advisor to the president for clean energy innovation and implementation.
15 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 Source-https://www.americancityandcounty.com/, Andy Castillo, First Published 21, September, 2023 To combat rising climate pollution levels, the Environmental Protection Agency (EPA) announced Wednesday $4.6 billion in competitive grants available to cities, counties, territories and Tribal governments. The grants, which are a part of the EPA’s $5 billion Climate Pollution Grants program, are funded through the Inflation Reduction Act. They’re intended to spark community-driven environmental solutions, and to accelerate the nation’s transition to clean energy. “The Climate Pollution Reduction Grants program is the largest program of its kind to help state, local, tribal, and territorial governments to develop OPENING LINES and implement a wide variety of greenhouse gas reduction measures,” said Lisa Garcia, regional administrator for the EPA in a statement. “From devastating hurricanes to widespread flooding across our area, our region is experiencing firsthand the urgent need to make progress on climate action. These grants give our partners the opportunity to invest in a cleaner economy that can spur innovation and economic growth while building more equitable, resilient communities.” The funding is available through two grant competitions: one general competition and another specifically for Tribes and territories. Eligible applicants will compete to fund measures included in their climate action plans. The $4.6 billion opportunity is the second phase of the
16 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 EPA MAKES AVAILABLE $4.6B FOR CITIES, COUNTIES AND TRIBES TO REDUCE CLIMATE POLLUTION Climate Pollution Reduction Grants program. The EPA previously made available $250 million for communities to develop climate action plans. Entries that achieve the greatest amount of greenhouse gas emissions reductions will be prioritized. Equity and climate justice will also be taken into account, among other criteria. The “program recognizes that to tackle the climate crisis and advance environmental justice, communities need to be in the driver’s seat steering toward their own clean energy future,” said John Podesta, senior advisor to the president for clean energy innovation and implementation in the statement. The statement notes the EPA expects to award between 30 to 115 applications grants between $2 million and $500 million under the general competition. Another 25 to 100 communities are expected to receive grants between $1 million and $25 million under the Tribes and territories competition. The deadline to apply to the general competition is April 1, and May 1 for the Tribes and territories competition. Implementation grants are expected to be awarded in the fall of 2024 for the general competition and in the winter of 2024-2025 for the Tribes and territories competition.
17 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 construction, contractors & realtors
18 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 CANADIAN HOME BUILDERS ASSOCIATION PIONEERING INCLUSIVE HOMEOWNERSHIP IN A CHANGING LANDSCAPE CONSTRUCTION MANAGEMENT ASSOCIATION OF AMERICA NAVIGATINGTOMORROW:THE CONSTRUCTION MANAGEMENT ASSOCIATION OF AMERICA’S VISION FOR THE FUTURE OF CONSTRUCTION MANAGEMENT BREAKHOUSE BLENDING THE BEST OF BRANDING WITH ARCHITECTURAL EXPERTISE HOMES BY MANAGENT 36YEARS OF EXCELLENCE KELLY KUSTOM HOMES CONSTRUCTING HOMES TO SUIT EVERY TASTE COASTLINE CONSTRUCTION PROVIDING THE BEST ‘COVERAGE’ JOHNSON AND SONS PAVING SMOOTH ROAD AHEAD FOR JOHNSON & SONS PAVING LARICY GROUP CONTINUING TO MAKE WAVES IN A DOWN MARKET TORCOM CONSTRUCTION INC. A SUCCESS STORY IN A NICHE MARKET NATIONAL UTILITY CONTRACTORS ASSOCIATION (NUCA) ONLINE ARTICLE POWER & COMMUNICATION CONTRACTORS ASSOCIATION (PCCA) ONLINE ARTICLE
19 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 CHBA EDMONTON REGION AT A GLANCE CHBA EDMONTON REGION WHAT: A home builders association educating and advocating for the residential construction industry WHERE: Edmonton, Alberta WEBSITE: www.chbaedmonton.ca SHAPING THE FUTURE OF EDMONTON’S RESIDENTIAL CONSTRUCTION INDUSTRY
20 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 he Canadian Home Builders’ Association (CHBA) Edmonton Region is a dynamic organization dedicated to advancing the interests of its members in the region’s thriving residential construction industry. With a membership base that spans home builders, developers, renovators, suppliers, and industry professionals, CHBA Edmonton is focused on advocacy, education, and community engagement, while playing an essential role in shaping the future of housing in the Edmonton region. T Playing a pivotal role in advocating for key sectorfocused issues, CHBA leads the construction pathway
21 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 CHBA EDMONTON REGION Advocacy and Industry Focus Laura Bruno, CEO of CHBA- Edmonton, relays the strategic pillars of the association, which are devoted to advocacy and membership engagement. She shares, “On the advocacy front it’s representing our members and working with our municipal partners in Edmonton and regional municipalities, on ensuring housing affordability and housing choice, reducing red tape, ensuring a good build environment. In terms of what we do as an organization, we’re a not-for-profit organization that engages and serves its core membership of builders, renovators, and general members by advocating on behalf of the residential construction industry in pursuit of our member’s success.” While there are certain members within the association involved in mixed-use developments or who have commercial divisions, she underscores that CHBA exclusively represents the residential aspects of the industry. Outlining the advocacy priorities that are part of the association’s three-year strategic plan, Bruno says CBHA Edmonton Region is focused on City Plan Implementation, Impacts of Energy Efficiency on Housing, and Permit Process Improvements. She elaborates, “There’s a city planning framework, a growth management framework, and district planning, that all fall under that City Plan Implementation umbrella. So, we’re involved in all of those files.” Balancing housing affordability with energy efficiency is also top of mind for CHBA, and the organization is continuously involved in discussions surrounding innovations in energy efficiency, including their implications for housing costs. CHBA is also committed to streamlining the permitting process, seeking to reduce red tape and enable builders to construct high-quality homes in Edmonton as efficiently as possible. “One other piece of advocacy that’s important to us is relationship building,” stresses Bruno. “We want to be building good relationships with administration at the municipalities, as well as elected officials in Edmonton and the region.” Shaping the Future of Edmonton’s Housing Landscape Highlighting that Edmonton is one of the most affordable large cities in Canada, Bruno emphasizes the association’s commitment to preserving this reputation. “We’re fortunate to have supply keeping up with demand in Edmonton currently, however, that doesn’t necessarily mean that’s what’s going to happen in the future,” she says. “So, it’s just about making sure that we’re continuing to be able to bring on products that allow new homebuyers, firsttime homebuyers, new immigrants to Edmonton, to be able to afford a home.” Of course, the region is not insulated from the external challenges of rising interest rates and labor shortages that are affecting communities across North America, and Bruno points out Laura Bruno
22 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 that these factors have led to a decrease in the number of homes sold in the Edmonton market. To tackle the issue of labor shortages, the provincial organization BILD Alberta has taken proactive steps by establishing a scholarship fund to incentivize individuals interested in pursuing careers in the construction trades. “We’re doing what we can to partner with them, funding scholarships, as well as more proactively trying to promote people in the trades,” Bruno relays. She adds that CHBA at the national level is also working to resolve the labor challenges in the industry. Regarding the financial uncertainty stemming from increased interest rates, she acknowledges, “There has been lots of conversation about how increased interest rates are impacting the ability of people to afford new homes. You can see it in the Edmonton market. So, it’s just about managing those cost pressures, with things that we can control in any way possible.” This includes exploring strategies like constructing smaller units, increasing housing density, and facilitating secondary suites, and garden suites. These approaches aim to offset the rise in mortgage rates by either providing additional income through renters or offering more affordable housing options for the average consumer. When describing the housing inventory in the city, Bruno explains that there has been a significant increase in the construction of apartment and condo buildings. This has been largely facilitated by the MLI Select program through CMHC, which introduced an innovative funding mechanism to promote the development of more affordable housing units, with a focus on affordability, energy efficiency, and accessibility as key criteria for eligibility. However, she maintains that the preference among consumers still leans heavily toward ground-oriented homes. These include townhomes and zero lot line homes, where there is only one side yard, reducing home costs, and offering a
23 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 more compact and dense living arrangement. Balancing Energy Efficiency and Affordability On the subject of sustainable building, Bruno admits, “Green building practices are very expensive. A lot of people, while they may want to build a more energy-efficient home, it comes with a price tag that the average consumer wouldn’t be able to afford.” She conveys that several builders in the region are embracing sustainable approaches such as net-zero construction and introducing innovative products to the market. Additionally, there’s a growing trend of integrating solar technology into new homes. “New homes are pretty energy efficient as is, in comparison to the old stock,” she recounts. “It’s just about finding those incremental changes that we can make, that are affordable to the consumer, and that are going to have an impact on energy efficiency and overall greenhouse gas emissions. It’s a big conversation we’re having in Edmonton, on what the future of energy-efficient homes looks like.” To connect and engage with members, CHBA Edmonton Region utilizes social media. “It’s one of the tools we use to educate our members,” portrays Bruno. “We also have weekly association updates that go out, a monthly foundation newsletter, and we provide our members a quarterly economic framework.” CHBA EDMONTON REGION
24 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 Additionally, the organization hosts several different events to provide education and inform members of the advocacy efforts being made. These include a monthly builder breakfast and a half-day education symposium called Building U. The association is also working on an updated website and is continually revisiting ways best to communicate with members. “Communication is really important to us. We want to make sure that our members are aware of all the things that we’re doing,” she remarks. CHBA Edmonton Region relies on robust partnerships across various levels, encompassing collaboration with local real estate associations, land development groups, and other building organizations. These partnerships extend to provincial and national collaborations, such as with the Canadian Home Builders Association (CHBA) at the national level and provincial partners like BILD Alberta. “These entities work together frequently and share the common goal of advancing the industry’s interests in tandem with municipal partners,” says Bruno. “I feel like the collaboration is a really important part of that, us working together towards achieving these collective goals.” The dedicated team CHBA Edmonton also plays a pivotal role in realizing these objectives. “We have some core values as a team that are important to us. And the number one is to be member-centric. We are ultimately here for the betterment of our membership, and the betterment of the industry. We’re a small team, but we’re a mighty team. We get a lot done by truly working together to execute our strategic plan. A lot of that happens through good communication, trust, openness, and honesty,” she adds. Moving forward, some of the key concerns for CHBA Edmonton Region include finding a balance between energy efficiency and affordability in housing. Bruno notes the importance of taking a deliberate and transitional approach to make sure that efficiency initiatives do not compromise housing affordability. Additionally, the organization is focused on guaranteeing consistency in permitting and inspections within the city, while they work to streamline the construction process. Overall, she says CHBA Edmonton Region remains dedicated to advocating for its members and the residential construction industry, actively addressing these concerns. As a final thought Bruno remarks, “Our vision is to be the voice shaping the future of our industry. That’s ultimately what we’re trying to do, as we continue to support our membership in building a great region.”
25 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 AT A GLANCE CONSTRUCTION MANAGEMENT ASSOCIATION OF AMERICA (CMAA) WHAT: A leading association dedicated to promoting, supporting, educating, and developing professionals who lead the delivery of programs and projects within the built environment WHERE: Vienna, VA WEBSITE: www.cmaanet.org CONSTRUCTION MANAGEMENT ASSOCIATION OF AMERICA (CMAA) NAVIGATING TOMORROW: THE MANAGEMENT ASSOCIATION O FUTURE OF PROGRAM AND CO
26 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 Implementing forward-thinking strategies, the Construction Management Association of America is paving the way for the industry’s next chapter. In the fast-moving and ever-changing construction world, where the intricacies of roles and responsibilities often blur, the Construction Management Association of America (CMAA) provides clarity and direction. CMAA also represents the voice of the sector, championing issues and addressing concerns on behalf of its members. Established in 1982, during a period marked by the burgeoning growth of associations, the CMAA sought to clarify the often misunderstood role of the construction manager. This was a time when the lines between job site superintendents, project engineers, and construction managers were indistinct, leading to confusion and misunderstandings about the nature of each position. CONSTRUCTION OF AMERICA’S VISION FOR THE ONSTRUCTION MANAGEMENT
CONSTRUCTION MANAGEMENT ASSOCIATION OF AMERICA (CMAA) Andrea S. Rutledge, CAE, the President & CEO of CMAA, recalls, “In 1982, the role, profession, and scope of work of a construction manager was poorly understood. What was emerging in the 80s was the understanding that the role of a construction manager went beyond merely overseeing the creation of a structure. It encompassed a broad yet specific set of activities centered around quality, scope, schedule, cost, safety, and function.” For nearly four decades, the primary focus of CMAA was to define the profession, enhance its professionalism, and build a competent workforce. This dedication led to the establishment of the first standards of practice and the introduction of the Certified Construction Manager (CCM) credential in the 90s. Rutledge continues, “There’s a whole 35, almost 40-year body of work around defining the role as a professional service, expanding the understanding of the role to project owners, and building on the professionalism of those engaged in construction management.” However, the last few years have seen the association’s direction shift. Following a comprehensive strategic planning effort in 2021 and 2022, the CMAA Board of Directors acknowledged the vast achievements since its inception and recognized the profession’s evolving nature. “The profession is bigger, encompassing more disciplines and deeper expertise. It goes beyond single projects, addressing whole programs of work for various entities like airports, transportation departments, and city agencies,” Rutledge explains. This realization prompted a change in the association’s mission and vision.The renewed mission of CMAA is centered on supporting and developing the professionals leading the delivery of programs and projects, with a vision to be the voice of the program and construction management profession and the premier resource for professionals in the built environment. Navigating the Staffing Landscape In today’s dynamic employment landscape, staffing remains a pivotal concern for many industries. The program and construction management sector is no exception. With more job openings than there are professionals to fill them, the challenge of finding the right talent is ever-present. Rutledge sheds light on this pressing issue from the perspective of CMAA “There has not been a day since I started at CMAA that
28 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 the members were not worried about the workforce,” Rutledge reveals. This concern is multifaceted, as the term ‘workforce’ can refer to program and construction management professionals working for member firms or agencies or denote trades and crafts persons delivering skills on the job site. The distinction is crucial, and Rutledge often clarifies which aspect of the workforce is being discussed. The conversation around workforce preparation has evolved over the years. While a distinct skill set is required around construction science, sequencing, and contract administration, Rutledge points out the increasing importance of other skills. “There’s also another set of skills around managing people, change management, communication, presentation, negotiating, and business development,” she says. The focus is shifting towards a broader perspective on acquiring or developing these skills. Whether it’s through military experience, a liberal arts degree, or on-the-job training, all experiences are valuable. Navigating Complex Challenges in Program and Construction Management The program and construction management sector grapples with many challenges in an era marked by skilled employee shortages, inflationary pressures, and supply chain disruptions. These obstacles, while daunting, also present opportunities for innovation and problem-solving. As the industry confronts these issues head-on, the insights and experiences of its members provide a unique perspective on the evolving landscape. Rutledge shares, “It depends on the member and the day. Some are seeing the supply chain has ironed itself out. They’ve learned to manage their expectations and those of the project. It takes longer to get certain materials because we don’t source them from the same places anymore.” She likens the current situation to “three-dimensional wizard chess,” emphasizing the multifaceted nature of the challenges faced. The situation’s complexity is undeniable with multiple pressures, pinch points, and influencing factors at play. Yet, Rutledge observes resilience and adaptability among CMAA members amidst this complexity.“This is where our members thrive, in the problem-solving of those intersections of problems. They look for ways to address as many of these factors as possible with
29 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 the resources available,” she notes. While there’s a palpable sense of uncertainty, it’s not solely centered on the market, inflation, or supply chain. Rutledge elaborates, “The uncertainty is about the downstream consequences of inflation, the infrastructure bill, and the Chips Act. It’s about knowing when and how that money will start moving, its impact on existing programs, and the opportunities it presents, especially from the owner’s perspective.” This intricate dance of challenges and solutions underscores the pivotal role of program and construction management professionals in steering projects through turbulent times. Their ability to adapt, innovate, and problem-solve is commendable and essential in ensuring the industry’s continued growth and success. Adapting to the Evolving Needs of Program and Construction Management The sector, like many industries, is in a state of flux. With the challenges stated, there’s a pressing need for guidance and support. Amidst this backdrop, the CMAA plays a pivotal role, offering an overabundance of educational programs, credentials, and publications tailored to the unique needs of its members. Rutledge elaborates, “We have a long list of education programs, credentials, and publications.” She highlights the association’s agility in adapting its credentialing program. “When I started in 2017, we had a Construction Manager-inTraining and the Certified Construction Manager. Now, we have a stackable credential system, including the Certified Associate Construction Manager program for mid-career professionals.” This system, she notes, provides multiple entry points and opportunities for learning, culminating in specific examination experiences. The association’s commitment to staying updated is evident. “One of the things we’ve done well is to accelerate the frequency with which we update our education program and publications. From taking three years to update a publication, now we can get it done in about 9 or 10 months,” Rutledge shares. She also touches upon the association’s strategic decision to sunset certain products, like model documents for construction management services, in favor of embedding essential contract knowledge into their education. This move led to the creation of publications like the “Contract Administration Guidelines,” which consolidates vital information on contracts. The association recognizes the varied preferences of its members, with Rutledge adding, “Some people want to buy and read a book, while others prefer videos or podcasts. We are looking at all those different channels to deliver our content.” In a world where information is abundant but time is scarce, the CMAA’s efforts to consolidate, update, and diversify its educational offerings stand out. By providing tailored resources and fostering a culture of continuous learning, the association ensures its members are well-equipped to CONSTRUCTION MANAGEMENT ASSOCIATION OF AMERICA (CMAA)
30 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 navigate the multifaceted challenges of the sector. Embracing the Future: CMAA’s Forward-Thinking Initiatives As the construction landscape rapidly evolves, the CMAA remains at the forefront, offering its members a blend of traditional events and innovative solutions tailored to address the industry’s most pressing challenges. Rutledge shares, “We brought back our inperson conferences in the fall of 2021. At the end of October, we will open CMAA2023 at the Gaylord National Harbor outside Washington, D.C. This fall event focuses on education and engagement and includes an expo. We expect 980 to 1000 attendees.” Such events underscore the association’s commitment to fostering community and knowledge-sharing among its members. But beyond events, the CMAA is deeply invested in several key projects. “We’re always looking at the workforce,” Rutledge states. “We’re discussing how to continuously recruit and retain talent, especially understanding the generational differences in the workforce and their expectations.” The association is also diving deep into diversity, equity, inclusion, and belonging, providing members with resources to introduce and sustain organizational initiatives. Rutledge adds, “Safety has expanded to include health and wellness, mental health, and public health. We’re also exploring the balance between online virtual learning and in-person sessions.” Emerging trends are also on the CMAA’s radar. “There’s a growing need to design and build for resilience,” Rutledge notes. “We’re identifying subject matter experts in this area. There’s also curiosity around modular construction and how it can be used for large projects.” Integrating artificial intelligence (AI) in construction processes is another area of interest. Rutledge observes, “AI is already present in the industry, especially with the adoption of building information modeling. The question is, what’s next? While it may replace some tasks, it won’t replace the need for human judgment and interaction.” As the conversation draws to a close, Rutledge provides a glimpse into the association’s roadmap for the near future. “As we transition into 2024, our commitment to professional development remains unwavering,” she emphasizes. The association’s multi-year plan on diversity, equity, inclusion, and belonging is set to continue, reflecting its dedication to promoting an inclusive environment for all its members. Rutledge also hints at an expansion in the association’s advocacy efforts. “We’ve initiated a modest advocacy program this year, centered on grassroots and indirect activities. This initiative is poised for growth in the coming years,” she reveals. As CMAA looks ahead, it is evident that the association is geared to uphold its current endeavors and explore new avenues to further support and empower its members in the dynamic world of construction management.
31 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 AT A GLANCE BREAKHOUSE INC. WHAT: A leading design and branding agency with impressive commercial projects in the pipeline WHERE: Halifax, Nova Scotia WEBSITE: h ttps://breakhouse.ca/ also providing a podcast entitled: “Design Makes Everything Better BLENDING THE BEST OF BRANDING WITH ARCHITECTURAL EXPERTISE BREAKHOUSE INC.
32 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 espite the recent overnight rate hikes implemented by the Federal Reserve and its Canadian counterpart, the Bank of Canada, it is fair to say that new construction is not about to slow down anytime soon in Canada and across the continent. The demand for new retail and commercial development is on the upward trajectory and design/architectural firms are keeping busy providing the blueprint of what these homes, stores, and commercial buildings will look like aesthetically. D Breakhouse Inc. draws up the blueprint that best fits the brand while keeping its client’s preferences front and center
33 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 BREAKHOUSE INC. Work is plentiful for those design firms that stand out from the pack in both the commercial and retail space providing great opportunities for companies to put their unique design stamp on both smaller boutique sized projects and those larger in scale. For Breakhouse Inc. designing cutting-edge commercial spaces is what it does best. Standing out from its competition and setting the industry standard is nothing new for this high-end design and architectural firm. However, it is not just its sought-after designs and commercial construction documents that clients are gravitating to. Breakhouse Inc. has moved beyond the competition based on another key criterion that gives it an edge in a market that can often be oversaturated. Combining design insight in addition to branding is the secret building block in Breakhous Inc.’s client offerings. “We are a blend between a branding agency and an architectural and interior design firm,” Vincent Vandenbrink, President of Breakhouse describes. “So we do both of those which allows us to provide a lot of design insight to build work like restaurants, hospitality spaces, and even larger developments in multi-unit residential with a really strong design point of view, because it is rooted in what the end user should experience,” he continues. Brand positioning is a unique offering he points out. “Our office bridges brand and built development which is unique in Canada in particular. There are some in Canada and also some in the US but it is not a typical offering.” ‘Breaking’ down the brand evolution The move towards providing brand expertise
34 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 10 was not in the original design scheme for Breakhouse. Based in a beautiful area of the country, Halifax, Nova Scotia with design options to suit the uniqueness of this breathtaking region, the company started as a design firm of retail and hospitality (branching out to include large multi-unit residential design work). It was through the design process that the idea of branding became a key component of the company’s business operating principle that naturally fell into place. “It wasn’t intentionally isolated as an offering, it was always what we did, we just didn’t realize 15 years ago that it was called branding” Vandenbrink remarks. “We have always been doing design work within some retail and hospitality spaces and whenever we started our design work, we were asking a lot of questions about what kind of customer a client would want to have or what sort of experience are they looking to create and what is the client’s business position,” Vandenbrink reflects. It became clear to Breakhouse that messaging was the nucleus from which the design process took root. “When we were working with a large brand and marketing firm client designing their offices. We were in what we call the discovery phase of our design process, which is essentially asking a lot about the company culture, how clients move into their space, and so on that someone in the meeting said – we were branders, not just designers .” Vandenbrink recalled that his colleagues went back to their offices and put their collective heads together to determine how to incorporate the notion of client branding and how to be able to offer this service along with the traditional
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