CANS President’s Message
In addition to celebrating the achievements of both CANS and the construction industry, the past year has allowed us to look ahead as we plot a course for the future success of the industry and the Association.
As we prepare to launch the 2017-2022 Strategic Plan, we have taken great strides to ensure we have heard your voice. We have consulted with you through surveys, focus groups, and one-on-one meetings. You have shared your opinions on everything from satisfaction of membership and specific CANS programs, to the issues facing your day-to-day business operations. The feedback you have provided has shaped the work we do and the programs and services we offer, helping us to ensure both CANS and the industry are positioned for success.
In order for us to be successful and achieve our vision, we have applied your feedback to the seven priority areas as identified in the 2012-2017 Strategic Plan: Industry and Government Relations, Innovation and Technology, Marketing and Communications, Membership Services, Finance, Labour, and Industry Education and Training. I am pleased to report that we have achieved many of the original goals we set back in 2012.
We have heard that projects and tenders continue to rank as one of the most important services CANS offers. We have responded by ensuring that all project information is available within four hours of receipt. The Projects Team have seen a year-after-year increase in tenders not only due to project increases but the scope that is brought in to accommodate our growing member base.
You told us that industry education and training is a high priority for members. We have responded by increasing the number of courses we offer to better meet membership needs and subsequently making them all Gold Seal accredited; we have assisted member companies to help develop their internal talent through private training and aided them in receiving government funding to educate their employees; and we have partnered with Dalhousie University’s Faculty of Management to deliver world-class leadership development training focused on construction.
Members have expressed the importance for CANS to have a proactive voice within government. We have responded by developing mutually beneficial and sustainable relationships with all levels of government; and we have become a part of the decision making process on public policy that affects our industry – making advancements on priority topics such as Builders’ Lien, OH&S, Delayed Payment Legislation, Workers Compensation, Safety Strategies, use of Standard Documents, Tender Practices, etc.
You told us that improved communication, reporting to members and access to CANS information was another one of your priorities. We have increased our social media presence to reach more members and inform the general public on topics that are key to the construction industry; we have tailored our communication to members in the form of weekly email newsletters; and we have made enhancements to CANSnet to increase usability, speed and portability.
I encourage you to read the CANS Strategic Priority Area Year in Review section of the Annual Report to learn more about the recent successes we have had during the final year of this past iteration of the Strategic Plan.
While we have accomplished a great deal in the last year, much remains to be done. In additon to building a new strategic plan during 2017, we will be tackling critical issues of importance to industry, such as exclusionary clauses, implementation of the new CCGNS document, increasing the use of online bidding, improving tender practices, etc.
I would like to thank our exceptional staff and volunteers for the dedication and commitment to the industry and our members. As Matt noted, we have undergone significant changes in the past year, each with the goal of being positioned for the future. I am proud of our team and the work they do each and every day to make CANS the best it can be.
I look forward to plotting our future with you in the coming year.