The client identified a need to replace an aging, remote bank facility in British Columbia. Due to the location and schedule, a prefabricated modular structure was recommended. It was loaded onto a barge and transported to site, where local trades completed construction. All project requirements were met on time and on budget.

1. Rick Petrinack
Project Manager
Highlight Projects for Discussion:
Remote Bank Facility Construction
The client identified a need to replace an ageing owned facility which was not cost feasible to repair
and expand. Adding to the challenge was an accelerated replacement schedule and a very remote NW
British Columbia coastal location.
The project requirements ruled out most traditional redevelopment approaches. As such it was
recommended that a prefabricated modular structure ready to install onto a completed foundation be
considered. However local roadways were far too treacherous to support the transport of a modular
structure. The prefabricated facility was loaded onto a barge in the port of Vancouver for transport to
local port facilities near the site. Where final transportation of the structure was completed by more
traditional means. Local trades completed the final construction details and site development. The
opportunity to reduce freight and installation costs of the client trade fixtures, fixed assets and
technical equipment was attained by completing as much as possible prior to shipment from the port
of Vancouver. All of the unique and challenging requirements of the project were met along with
providing the client with a value added facility.
Budget 3.5 M
Construction Conflict Resolution
Midway through the construction of a 2 story 16,000 sq/ft 3.5 M early childhood facility the owner
discovered that the project schedule had slipped by 6 months, was significantly over budget and
communication between the primary stakeholders had totally broken down. The owner requested 3rd
party consultation to re establish stakeholder communication and control over the project. An active
communication and month long embedment was undertaken to establish the key road blocks, design
and implement a plan to regain control. The personal, communicative approach re-established
working relationships between the stakeholders and provided a bridge to resolve disputes and
disagreements. The collaborative plan was implemented and regained control over the schedule,
budget and working relationships. Additionally a dispute register and mandatory attendance at weekly
site meetings improved project performance. Schedule timing was recovered, cost over-runs were
rationalized and working relationships were mended paving the way for future developments.
Seniors Complex Environmental Remediation/
Reconstruction
The owners of a 4 story 200 suite s extended stay seniors facility commissioned a building envelope
investigation the results of which confirmed extensive water intrusion and subsequent mold growth.
The impact to clients, especially those whose immune systems were compromised was extensive. The
challenges were a) maintaining a minimum occupancy rate of 80% for the landlord, b) minimizing
exposure to residents and staff, c) maintaining consistent and clear communication to all stakeholders.
Planning and execution of the 16 month project was successfully completed by a) establishing three
working groups who reported to the project manager they were i) resident contact group, ii) owner
contact group and iii) a facility group, b) investing in extensive upfront planning with the three
working groups, c) concentrating work on one working floor and one swing floor at a time,
d) amalgamating all of the stakeholder information, e) constant regular non stop communication with
the stakeholders. Remediation, reconstruction and repairs to the building envelope were completed on
schedule with minimal resident disruption.
Budget 4.5 M

2. Bank Facility Environmental Remediation/
Reconstruction
Results of a planned Indoor Air Quality Assessment noted minimally elevated PCB levels within a
branch facility. While the levels were well within acceptable guidelines any indication proved to be
unacceptable for the client and options for addressing the condition were sought. This large suburban
shopping centre branch is sandwiched in-between other tenants in a centre with no interior cru or
exterior pad relocation opportunities temporary or otherwise. Additionally options for relocation within
the immediate area or considering a branch closure were not acceptable. As a result determining the
source and remediation of the offending PCB’s would have to be addressed in place. The single
guiding consideration going forward was limiting any additional exposure physical and emotional to
clients and staff. As such additional intrusive testing was completed after regular business hours which
proved to be challenging. Traditional exploratory soil sampling bore holes were required throughout
the facility requiring extensive facility cleaning, repairs and air quality testing with on site results to
successfully reopen for business daily during the investigative process. Once the source of
contamination was identified an exposure limiting remediation process needed to be designed. To do
so a non descript entrance structure was constructed on an available exterior wall of the branch inside
which an access shaft was excavated to below floor slab level. This shaft provided an entry point to
under slab spaces for excavation equipment and manpower while also allowing an exit point for
contaminated soils. Contaminated soils were removed from site nightly to a remote secured transfer
area prior to disposal. Once remediation and final air quality testing was completed the excavated
area was stabilized and outfitted with a ground water removal system and an access port for regular
air quality testing. The access shaft was backfilled and removalof entrance structure completed. All
work was completed to required regulations and standards without exposing clients or staff to unsafe
levels of PCB’s or emotional stress. Zero days were lost while completing this project as a result clients
and staff were able to conduct business as normal.
Budget 5 M
Bank Facilities Closure Program
The client had decided to implement an aggressive branch closure program to divest themselves of
unproductive and ageing infrastructure. The program covered an extremely large geographical area
where traditionally four facility managers were assigned with a lengthy, involved and detailed process.
The client began to express their displeasure with the lack of performance not only with the branch
closures but with other core areas of the facility manager responsibilities. At risk was a crucial client
relationship, possible default of a contract and the damage to a national company reputation. Along
with the personal toll it was taking on the facility managers themselves. The proposed solution to
restructure the branch closures as a program which could then be better managed by a single point of
contact. This approach allowed for greater attention to detail, process and on time completions the
client was anticipating. Additionally some unplanned cost savings and a more manageable work load
for the facility management group as a result.
Budget 6.5 M