The Vancouver Island Construction Association’s (VICA) big picture thinking and “if you’re not trying, you’re dying” approach to business is pushing Vancouver Island’s construction industry to new heights.
As Vancouver Island faces rising housing costs, labour shortages and strained infrastructure, the Vancouver Island Construction Association (VICA) is meeting the moment with practical solutions and long-term vision. VICA is a cornerstone of the region’s economy, representing hundreds of businesses in the industrial, commercial, institutional and multi-residential construction industry on Vancouver Island.
In this forward-looking interview with CEO Rory Kulmala, he shares how VICA is tackling the region’s toughest challenges, from launching local training initiatives to strengthening ties between industry and post-secondary institutions. This is fuelled by a belief in “co-opetition,” which involves collaborating with other organizations to amplify impact and build smarter, together. If you want to understand what it really takes to build a more resilient South Island, check out this blueprint for economic growth in Victoria.
SIPP: What groundbreaking approach or innovation would you say sets VICA apart as a changemaker in today’s economic landscape?
One of the key approaches is being connected in the community. When industry players all move in the same direction, it helps. I like to use the term co-opetition with other organizations. If we all advocate and collaborate, we have a stronger voice. Bridging different sectors and industries creates more impact.
The other approach involves being forward-looking, knowing what’s coming down the pipeline, what’s going on and what’s happening in our community. We focus on innovation by embracing and promoting it, so we can work smarter, not harder. A few things we also want to focus on for the construction and development sector are responding to workforce challenges and housing issues.
SIPP: What motivated your organization to join the South Island Prosperity Partnership, and how does being a member of SIPP align with your vision for economic or societal impact?
The biggest part is that SIPP and VICA have a shared vision. This includes how VICA fits into this economy by building our communities, members and industry. We create the infrastructure, housing, libraries and more. Without any of that, we don’t have a community. I live in the region. I’ve raised a family here, and I’m motivated to create a resilient and healthy society and economy, so I can make it better for my kids. I want to contribute to making Greater Victoria better.
“… if you’re not trying, you’re dying. If we’re not trying new initiatives every day or year, we will ultimately just go stale and nothing will happen in our community.”
VICA CEO Rory Kulmala
SIPP: What strategies do you believe are essential for cultivating a resilient, thriving economy here in our region?
A lot of this resilience comes from our region’s adaptability and collaboration. If we want to build our community, we have to embrace new principles of how we do things. Our region’s local governments need stronger alignment to ensure we’re addressing the full spectrum of priorities. While social needs such as health and welfare are vital, they must be balanced with a clear focus on our region’s economic health. Strong businesses create strong communities, and by working together, local governments can better support safety, resiliency, and sustainable growth across the region.
We’re looking at our sectors and have to focus on getting more people into the trades. We need to prepare our labour force to meet the demand, which is a challenge. Shifting policies in our education system doesn’t necessarily drive young people to the trades. I want to do that. I want to invest in the skills, the trades and strong trade policies.
When we think of our industry with regard to materials, we are environmentally conscious of our practices and the impact of climate change. We need to set priorities and make policy decisions that support a resilient community, versus just taking care of our marginalized people who aren’t necessarily contributing to our greater health. It’s just a matter of priorities. We need to make some tough decisions, and those tough decisions aren’t being made at a political level.
SIPP: With global competition for talent and investment intensifying, what unique advantages do you think Greater Victoria has on the international stage?
We have a very skilled and educated workforce. That goes without saying. If you look around, you’ll also find outstanding climate conditions. We’re also relatively stable when it comes to our democracy, so that bodes well. By examining the connections across our industry, we can also access some very good educational institutions in our community. Greater Victoria has three post-secondary institutions, a robust ability to provide training and education and people who are willing to participate. Coupled with our ability and capacity, we should be more successful than we are.
What does that mean globally? It means we’re an attractive opportunity, except for our housing prices. The issue is not so much about housing availability as it is about pricing and affordability. Will we be able to roll that back? That’s going to be a challenge, like putting the toothpaste back in the tube. We do have to be mindful, though, that we still have access to education, a good workforce and ample work.
The final saying is “be better than you were yesterday.” It makes a difference if we can move that notch, one little step every day, and ask ourselves, “did we achieve something yesterday?”
VICA CEO Rory Kulmala
SIPP: What regional challenge is your organization most dedicated to addressing and why? What drives that commitment?
Workforce development is my top priority, as it’s the area where I have the most influence. Housing is the second most important issue. If we’re building, our workers are working. The other part is infrastructure. We lack investment in infrastructure, which is largely due to carelessness at a political level. This includes failing to commit to replacing sewer lines, claiming “we can’t afford it,” and then doing it 10 years later, when we really can’t afford it. You can never build cheaper than you can today.
Infrastructure is a really tough thing, particularly when we want to grow housing demands. If you want to build a community with 1000 units, you have to put infrastructure in for that. You can’t rely on industry to plan that. The community and the governments have to do that.
The hurdles are primarily around these two challenges. By addressing them, we will move the needle to reduce homelessness, which is closely linked to the mental health crisis. This translates to our community. We need to consider how people create facilities for those who may require housing or institutionalization. We need to bring these people off the streets and provide them with either a safe place to exist and live or try to rehabilitate them. However, they lack access to these necessary systems. The mandatory requirements we’ve been discussing were in place years ago. It worked. There’s no reason why we can’t do a better job of focusing on that.
SIPP: What would you say drives you or inspires you personally to make a difference?
What inspires me is the opportunity to help shape stronger, more resilient communities by investing in people. I’m motivated by the belief that when individuals are given the tools, skills, and opportunities they need to succeed, our entire region benefits. It’s about creating pathways for growth, breaking down barriers that limit access, and ensuring that everyone — regardless of where they live or their circumstances — has the chance to contribute meaningfully to our shared prosperity, particularly as we look at the construction sector.
For me, making a difference is about more than immediate outcomes. It’s about building the foundations for long-term success — fostering a thriving construction economy, supporting inclusive opportunities, and strengthening the resilience of our communities. Knowing that this work not only supports individuals today but also lays the groundwork for a better future for generations to come
SIPP: Is there a particular mantra, individual, or reading that fuels your drive to make a difference in what your organization does?
I have three simplified mantras.
The first one is “don’t let perfection get in the way of progress.” We have to make decisions. Let’s start with low-hanging fruit.
The second one is “if you’re not trying, you’re dying.” If we’re not trying new initiatives every day or year, we will ultimately just go stale and nothing will happen in our community. We’re heavy in work with the toxic drug supplies and providing education. There are programs out there and people say “They’re not working”, but we have to keep trying to do something. Status quo isn’t the solution that’s saying for us, right? We can’t just be complacent in our advocacy or our training. If you’re not trying, you’re dying.
The final saying is “be better than you were yesterday.” It makes a difference if we can move that notch, one little step every day, and ask ourselves, “did we achieve something yesterday?”
These are my personal mantras for what we do in this industry.
SIPP: If you envision Greater Victoria and Vancouver Island two decades from now, where do you think we will be? What kind of transformations will have taken place?
I’m an optimist at heart, so I think we’ll be thriving. To get there, we need to do a better job of being a more inclusive and healthier community. The goal we’ve got in 20 years is to move the bar from a mental health perspective, including what we see on the streets.
Our housing will also be more restricted in a sense as we grow over the next 20 years. Victoria has limited real estate and needs to embrace a vertical type construction with more high-rises. To meet that goal, the region needs to develop infrastructure and public transit, think long-term and stay motivated, knowing we’ll eventually get there. We have great opportunities and a beautiful place to live.
We’re also looking at balancing growth with our environmental stewardship and community engagement. In twenty years, we’ll see what challenges today become opportunities. What we see as hurdles today should be history, so we can point and say, “Now we know how to do things better.” However, we also have to recognize that there’ll be limitations to what we’re going to not everybody is going to be able to move to Victoria.
We can leverage and showcase the strengths that come from being an island economy, rather than just a Victoria economy. Let’s link the two. We have geographic limitations in Victoria, so let’s not forget about other communities and let’s connect them with proper highway systems and safe, reliable transit. Dare I say rail? We have to move people and goods better if we want to help build a robust community.
Find out more about VICA on their website. Don’t miss VICA’s other important initiatives, including:
- The Tailgate Toolkit, which increases access to harm reduction services and ideas for those working in the construction industry.
- The Construct Your Future (CYF) program, which provides an opportunity for youth and adults to learn about the many career paths in construction.
