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Education Updates
Final results from the 2013 examinations
The following was presented at the March 2014 CIQS National Board Meeting: • The final results of the November 2013 examination session are 93% pass rate, 7% failure rate (including no-shows) with eight cancellations/rescheduled. When combined with the May 2013 results, the overall results for 2013
David Lai, PQS (F)
are 82% pass rate, 18% failure rate (including no-shows) with 27 cancellations/rescheduled. • The CIQS annual awards for 2013 are: The Frank Helyar Memorial Award for the highest mark (above 75%) in Subject # 302 Measurement of Construction Works – Practical Exam is Ms. Natalia Zemlyanskaya of CIQS – Maritimes. The Buster Vermeulen Memorial Award for the highest mark (above 75%) in Subject # 308 Cost Planning is Mr. Michael Gabert of CIQS – Prairies and Northwest Territories. • There are 24 candidates registered for the May 2014 examination. • The development of the Civil
Engineering syllabus with Seneca
College continues under the guidance of Mr. Kevin Alexander, PQS. • CIQS voted to accept the PAQS accreditation of Hong Kong University programs in Bachelor of Science in
Surveying and Masters of Science in
Construction Project Management,
Majoring in Quantity Surveying as well as the re-accreditation of
Taylor University Malaysia program in Bachelor of Quantity Surveying (Honours). • The application form the newly created
TPE Route 12 is now available. • Changes to the TPE diary requirements for members attempting the CEC/ECC and PQS/ECA have been approved.
The Areas of Approved Experience have been expanded to reflect the additional roles/duties that our members are now involved in especially in
Project Monitoring and PPP projects.
The Mandatory Areas of Approved
Experience has been re-named Core
Areas of Approved Experience with the number of Core and Optional Areas of
Approved Experience reduced.
CIQS Staffing Committee Budget & Long Range Planning Report
By Mark Russell, PQS(F), Past Chair and Treasurer
The CIQS Staffing Committee met in late March, prior to the March Board Meeting, to discuss the succession planning for the Executive Director and Head Office Administrative Support. These items had been identified as priorities in the Business & Long Range Planning Report (B&LRP) and have to be dealt with due to upcoming retirement for the Administrative support in the short term (December 2014) and the Executive Director in the medium term (June 2016).
It became apparent during the review of the ‘work items’ undertaken by the current Head Office staff that there are duplication of duties, and works currently carried out that are specialized in nature and should not fall under their scope. The full list of ‘work items’ were then categorized, which allowed us a clearer picture of where we should be heading in terms of Head Office resources.
The Succession Planning has a knock on effect with other key items listed in the report, mainly with regards the Head Office resources, meaning that we had to expand our scope to include these items, as opposed to dealing with the Succession Planning in isolation (see further in the article for the B&LRP list of resources).
What transpired was the generation of a Resource Schedule for Head Office Administration and, following on from that, a series of forecasted medium term budgets to allow for these positions.
This process quickly proved that although past and present CIQS Boards have great ideas to grow and evolve the Institute, promote the Profession, encourage new applicants, increase growth in numbers, and support and nurture those paying their annual dues – we do not necessarily have the funds nor resources in place to execute these ideas, or the ideas in the B&LRP, in the manner in which they should be carried out.
It is imperative that we get moving on this B&LRP report, otherwise the Institute will become stagnant, and so this budget situation led us to look at other options.
To maintain the status quo, in terms of dues and how they are collected and distributed, whilst carrying out the requirements of the B&LRP and including the expanded Head Office resources, would soon deplete the CIQS Reserve Funds to a level that would be unacceptable from either a Professional standpoint or a Governance standpoint.
BACKGROUND You may, or may not, be aware that the annual dues paid across the country vary drastically. Your annual renewal notice has a portion for ‘National’ fees and a portion for ‘Affiliate’ fees, to which you pay the total amount, plus any Provincial taxes. As things currently stand, the National portion is consistent across the country and the Affiliate portion varies. This in itself leads to 56 different fees nationwide (8 categories x 7 Affiliates) which is difficult to administer and implement; and an inequality of fees for the same designation holders across the country, which could be deemed unjust.
We discovered when we embarked on our Marketing & Re-Branding campaign that the inconsistencies we had in terms of the Affiliates all having their own names and logos were an obstacle to promoting, marketing and growing the Profession. We now find a similar issue manifesting itself in terms of a variance in dues and an inadequate use of resources across the country. The Administration process across the country has to be streamlined for better efficiency and better use of the dues we collect.
The B&LRP initiative dictates that we will need to allow, in the medium term, for a full time Executive Director, a full time Membership & Education Director, a full time Marketing & Events Administrator, a Full Time Administrative Support, a Part Time Bookkeeper and a full time Receptionist.
Right now your CIQS portion of the dues, aside from other expenditures, pays for 50% of the costs for the Executive Director and 50% of the costs for the Administrative Support.
The benefit of having a full complement of staff at the National level will filter down through to the Affiliates, meaning that there will no longer be a need for the Affiliates to have as heavy an Administrative load.
In order to work through this process, and attain the requirement of the B&LRP, we need to switch to a nationwide fee for all categories of membership. The benefits of which I hope to outline below.
WHAT ARE THE EFFECTS FOR THE AFFILIATES? There are various pros and cons, however, the effects are generally positive. No longer would the Affiliates have to use volunteer positions to carry out the Applications, Examinations, and Diary Reviews as these would be carried out at National level by the newly created position of Membership & Education Director. Anyone who has participated in an Affiliate Board will agree that the amount of time and resources that this scope of work takes up during the course of a meeting, and beyond, now being freed up is a good thing and should be encouraged.
The immediate requirement for succession planning was based on the role of Executive Director, but this was only part of the plan. By and large, this new set up at National level would free
up the Executive Director to concentrate on requirements of their exact role and also free up resources at Affiliate level. This can best be explained by looking at the proposed new positions:
Membership & Education Director Having this position in place will have the following implications: • Membership Applications, TPE Diary
Checks, and CPD Checks are currently carried out by volunteers at Affiliate level. Due to the turnover of persons in this role this has a tendency to lead to a variation of the evaluations (7 individuals carry these out across the country). By centralizing this workload to a paid staff member, this will allow for the work to be carried out more efficiently and consistently.
It will also reduce processing times and the frustration felt from potential new members, active Associates, and
Designation Holders. • It will lead to consistent TPE Diary reviews for the entire country. • Allow for consistency in Post-
Secondary facilities accreditations and the ability to maintain a current centralized database for accredited programs and distance education • Streamline the entire process from
Initial Application through to full CPD • Take the administration load off volunteers and Affiliates • Allows the Executive Director the ability to concentrate on fulfilling the role without being sidetracked by
Membership issues • Develop new ideas and approaches to increase membership • Would free up the Affiliate Boards
Membership and Education portfolios, allowing them to concentrate their resources and efforts on local marketing initiatives and promotion of the Institute at Post-Secondary facilities.
Full Time Administrative Support (presently half time) Having this position in place will have the following implications: • Support of Executive Director,
Membership & Education Director, and Marketing Representative in their daily duties. This support becomes critical prior to and during the CIQS examination sessions, collection of membership dues and annual congress.
Full Time Marketing & Events Administrator Having this position in place will have the following implications: • Gives CIQS the resources to implement the promotion and marketing strategies generated by
Parcel • Allows for the organization of Events and countrywide, thus relieving pressure on the Affiliate Board, their
Administration and volunteers • Allows for active sourcing of
Marketing opportunities Nationwide • The Media Liaison role, which will allow quick commentary on issues affecting the Profession
Part Time Web Administrator This new position has been filled, which will have the following implications: • Allows for real time updates of the website, by a Professional in that
Industry • Allow for a quicker fix for any bugs that appear • All revisions and updates are carried out in both English and French, without the lag we have historically had for translation • Frees up the Executive Director having to coordinate, liaise and implement web based issues
Part Time Bookkeeper Having this position in place will have the following implications: • Frees up the Executive Director and
Administrative from all bookkeeping duties currently undertaken • Dues should be collected quicker, with email and telephone reminders being generated
But it is not all one way traffic. The National Board is acutely aware that there would need to be an Affiliate Support Fund established to allow the Affiliates to have sufficient funds to run their business; including localized events and promotion, Directors meetings, Student Award Funds, D & O insurance and AGMs. The forecast budgets allow for these funds to flow back to the Affiliates.
By moving the bulk of the Administration from the Affiliates to National this would allow the Affiliate Boards more of an opportunity to concentrate their efforts on initiatives such as liaising with local Post Secondary facilities to encourage student membership growth, hosting at Trade Shows, meeting with Provincial Governments and allowing for localized assistance with implementing the Marketing campaign.
WHAT ARE THE EFFECTS FOR THE DESIGNATION HOLDERS? Having a uniform fee across the country will create a parity that currently does not exist. No longer will there be a disproportionate set of fees for the same membership categories nationwide.
We all deal with numbers, so what is the bottom line effect?
The exact figures are yet to be determined, so there may be some changes to the figures noted below. Bear in mind that these figures are optimum dues, therefore if there are any changes it would be a reduction to the ones listed: • 52% of PQS members will experience a $60 increase in their overall annual dues • 14% of PQS members will experience a $30 increase in their overall dues • 8% of PQS members will experience a $100 increase in their overall dues • 6% of PQS members will experience a $150 increase in their overall dues • 4% of PQS members will experience a $150 increase in their overall dues • <1% of PQS members will experience a $225 increase in their overall dues • 16% of PQS members will experience a $100 decrease in their overall annual dues
• 56% of CEC members will experience a $35 increase in their overall annual dues • 14% of CEC members will experience a $115 increase in their overall dues • 12% of CEC members will experience a $63 increase in their overall dues • 6% of CEC members will experience a $100 increase in their overall dues • <3% of CEC members will experience a $195 increase in their overall dues • 10% of CEC members will experience a $150 decrease in their overall annual dues • 47% of Associate members will
experience a $30 increase in their overall annual dues • 19% of Associate members will experience a $75 increase in their overall dues • 17% of Associate members will experience a $94 increase in their overall dues • 7% of Associate members will experience a $40 increase in their overall dues • <1% of Associate members will experience a $145 increase in their overall dues • 10% of Associate members will experience a $50 decrease in their overall annual dues
As with the Marketing and ReBranding endeavors we embarked on in 2010 and the changes to the Canada Non-Profit Act we had to deal with last year, the move towards National Dues may be a difficult scenario for many of us to contemplate; however it is one that must be implemented in order to allow the Business & Long Range Plan to be carried out in the proper fashion, to the betterment of the Institute, the Affiliates and the Designation holders.
Budget du Comité de Dotation de l’ICÉC et Rapport de Planification à Long Terme
Mark L Russell, ÉCA(F), Économiste en construction agréé, Trésorier, Institut canadien des économistes en construction
Le comité de dotation de l’ICÉC s’est réuni en mars dernier, avant la réunion du conseil du mois de mars, pour discuter de la planification de la succession du directeur exécutif et du soutien administratif au siège social. Ces éléments ont été identifiés comme prioritaires dans le rapport de planification commerciale et à long terme et doivent être réglés à cause de la retraite imminente du commis au soutien administratif à court terme (décembre 2014) et du directeur exécutif à moyen terme (juin 2016).
Il est devenu apparent pendant la révision des « éléments de travail » entrepris par le personnel en poste au siège social qu’il y avait un dédoublement des fonctions, et que le travail de nature spécialisée exécuté actuellement ne devrait pas relever de lui. La liste
« d’éléments de travail » complète a ensuite été catégorisée, ce qui a clarifié l’orientation que nous devrions prendre en ce qui concerne les ressources du siège social.
La planification de la succession a des répercussions sur d’autres éléments clés énumérés dans le rapport, surtout en ce qui a trait aux ressources du siège social, ce qui signifie que nous avons dû élargir notre champ d’action pour inclure ces éléments, au lieu de traiter la planification de la succession seule (voir plus bas dans l’article pour la liste des ressources du rapport de planification commerciale et à long terme).
Il est en sortie la génération d’un calendrier des ressources pour l’administration du siège social, et, en réponse à cela, une série de budgets prévus à moyen terme pour supporter ces positions.
Ce processus a rapidement prouvé que bien que les conseils de l’ICÉC présents et passés aient de bonnes idées pour la croissance et l’évolution de l’Institut, la promotion de la profession, l’encouragement des nouveaux candidats, la croissance en chiffres, et l’appui et l’appréciation de ceux qui paient leurs cotisations annuelles, nous n’avions pas nécessairement les fonds ou les ressources pour exécuter ces idées, ou les idées mises de l’avant dans le rapport de planification commerciale et à long terme, de la façon dont elles devraient être menées à bien.
Nous devons faire avancer le rapport de planification commerciale et à long terme, autrement l’Institut deviendra stagnant, et donc cette situation budgétaire nous a emmené à examiner d’autres options.
Pour maintenir le statu quo, en terme de cotisations et la façon dont elles sont perçues et distribuées, tout en appliquant les exigences du rapport de planification commerciale et à long terme et incluant l’accroissement des ressources du siège social, les fonds de réserve de l’ICÉC seraient épuisés et deviendrait inacceptables d’un point de vue professionnel et de gouvernance.
HISTORIQUE Comme vous le savez, ou peut-être pas, les cotisations annuelles varient de façon importante d’un bout du pays à l’autre. Votre avis de renouvellement annuel inclut une partie pour les frais « nationaux » et une partie pour les frais « des affiliés », que vous devez payer en totalité, en plus des taxes provinciales. Actuellement, la partie nationale est la même à travers le pays et la partie des affiliés varie, ce qui en soi représente 56 différentes cotisations à l’échelle du pays (8 catégories x 7 affiliés). Ceci est difficile à gérer et à mettre en place ; et une inégalité en ce qui a trait à la cotisation pour les détenteurs du même titre de par le pays pourrait être perçue comme injuste.
Pendant le lancement de notre campagne de marketing et de modification de la marque, nous avons découvert que les incohérences que nous avions en ce qui concerne les affiliés ayant tous leurs propres noms et logos entravaient à la promotion, la commercialisation et la croissance de la profession. Nous sommes devant une situation semblable en ce qui concerne la variation des cotisations et l’usage inadéquat des ressources à travers le pays. Le processus d’administration utilisé d’un bout à l’autre du pays doit être simplifié afin que les cotisations que nous percevons soient plus efficaces et mieux utilisées.
L’initiative du rapport de planification commerciale et à long terme stipule qu’à moyen terme, nous devrons prévoir la mise en poste d’un directeur exécutif à temps plein, un directeur de l’adhésion et de l’éducation à temps plein, un administrateur du marketing et des événements à temps plein, un commis au soutien administratif à temps plein, un commis-comptable à temps partiel et une réceptionniste à temps plein.
La partie ICÉC de vos cotisations paie actuellement 50 % des frais liés au directeur exécutif et au soutien administratif.
Le fait d’avoir un personnel complet à l’échelle nationale aura des répercussions sur les affiliés, car ils n’auront plus besoin d’avoir une charge administrative aussi importante.
Afin d’engager ce processus, et combler l’exigence du rapport de planification commerciale et à long terme, nous devons instaurer une cotisation nationale pour toutes les catégories de membres. J’espère bien souligner les avantages ci-après.
QUELS SERONT LES IMPACTS POUR LES AFFILIÉS ? Il y a des pour et des contre, par contre, les impacts sont généralement positifs. Les affiliés n’auraient plus à utiliser de postes bénévoles pour remplir les demandes d’adhésion, les examens et les contrôles quotidiens, car ils seraient complétés à l’échelle nationale par le directeur de l’adhésion et de l’éducation nouvellement en poste. Quiconque a participé à un conseil des affiliés conviendra que la quantité de temps et de ressources que cette charge de travail exige pendant une réunion, et plus, est significative et donc ce nouveau processus est une bonne chose et devrait être encouragé.
L’exigence immédiate pour la planification de la succession était basée sur le rôle du directeur exécutif, mais ceci n’était qu’une partie du plan. En général, ce nouveau processus au niveau national libérera le directeur exécutif afin qu’il ou elle puisse se concentrer sur les exigences spécifiques de son rôle et libérera aussi des ressources au niveau des affiliés. Ceci s’explique essentiellement en examinant les nouveaux postes proposés :
Directeur de l’adhésion et de l’éducation La mise en place de ce poste aura les impacts suivants : • Les demandes d’adhésion, les contrôles du journal TPE et les vérifications des titres professionnels complets sont actuellement remplis par des bénévoles au niveau des affiliés. À cause du roulement de personnel dans ce rôle, les évaluations avaient tendance à varier (7 individus les remplissent au
Canada). En centralisant la charge de travail à un membre en règle du personnel, le travail sera effectué de façon plus efficace et cohérente. Ce processus réduira aussi le délai de traitement et la frustration ressentie par de nouveaux membres potentiels, des associés en règle et des détenteurs de titres ; • Mener à des contrôles du journal TPE cohérents pour tout le pays ; • Assurer la cohérence des accréditations dans les établissements postsecondaires et la capacité de maintenir une base de données centralisée à jour pour les programmes certifiés et l’éducation à distance ; • Faciliter tout le processus, de l’adhésion initiale au titre professionnel complet ; • Alléger la charge administrative des bénévoles et des affiliés ; • Permettre au directeur exécutif de se concentrer sur l’exécution de ses tâches sans être distrait par les questions d’adhésion ; • Développer de nouvelles idées et approches pour augmenter l’adhésion ; • Libérer les portfolios d’adhésion et d’éducation des conseils des affiliés, leur permettant de concentrer leurs ressources et efforts sur les initiatives de marketing locales et la promotion de l’Institut dans les établissements postsecondaires.
Commis au soutien administratif à temps plein (actuellement à temps partiel) La mise en place de ce poste aura les impacts suivants : • Soutenir le directeur exécutif, le directeur de l’adhésion et de l’éducation et le représentant du marketing dans leurs tâches quotidiennes. Ce soutien devient essentiel avant et pendant les sessions d’examen de l’ICÉC, la perception de cotisations et le congrès annuel.
Administrateur du marketing et des événements à temps plein La mise en place de ce poste aura les impacts suivants :
• Donner à l’ICÉC les ressources pour implanter les stratégies de promotion et de marketing générées par Parcel ; • Permettre l’organisation d’événements à l’échelle du pays, allégeant ainsi la pression sur le conseil des affiliés, leur administration et les bénévoles ; • Permettre la recherche active d’occasions de marketing à travers tout le pays ; • Le rôle de relationniste média permettra de partager des commentaires rapidement sur les enjeux affectant la profession.
Administrateur Web à temps partiel La mise en place de ce poste aura les impacts suivants : • Permettre des mises à jour du site Web en temps réel, par un professionnel de l’industrie • Permettre la correction plus rapide des bogues qui apparaissent ; • Toutes les révisions et mises à jour se font en anglais et en français, donc il n’y a plus de délai de traduction comme par le passé ; • Libérer le directeur exécutif des tâches liées à la coordination, la liaison et l’implantation des enjeux Web.
Commis-comptable à temps partiel La mise en place de ce poste aura les impacts suivants : • Libérer le directeur exécutif et l’administration de toutes les tâches de comptabilité exécutées actuellement ; • Les cotisations devraient être perçues plus rapidement, avec la génération de rappels par courriel et par téléphone.
Il ne s’agit pas d’une démarche à sens unique. Le Conseil national sait très bien qu’il devra y avoir un Fond de soutien aux affiliés pour permettre aux affiliés d’avoir suffisamment de fonds pour mener à bien leurs affaires ; incluant les événements et promotions locaux, les réunions des directeurs, les fonds pour les prix étudiants, l’assurance responsabilité à l’intention des administrateurs et des cadres supérieurs et les AGA. Les budgets de prévision permettent à ces fonds d’être réinvestis dans les affiliés.
Le fait de déplacer le gros de l’administration des affiliés au national permettrait aux conseils des affiliés de mieux se concentrer sur leurs efforts dans des initiatives telles que la liaison avec les établissements postsecondaires pour favoriser la croissance de l’adhésion étudiante, la tenue d’expositions commerciales, la rencontre avec les gouvernements provinciaux, et l’aide local avec l’implantation de la campagne de marketing.
QUELS SONT LES IMPACTS POUR LES DÉTENTEURS DE TITRES ? Le fait d’avoir la même cotisation à travers tout le pays créera une parité qui n’existe pas actuellement. Il n’y aura plus des frais disproportionnés pour les mêmes catégories de membres au niveau national.
Nous traitons tous des chiffres donc quel est l’impact spécifique ?
Les chiffres exacts restent encore à déterminer, donc il pourrait y avoir quelques changements aux chiffres ci-dessous. Il faut se rappeler que ces chiffres sont des cotisations optimales, donc s’il y a des changements, les chiffres ci-dessous seraient plus élevés que les chiffres réels : • 52 % des membres ÉCA verront leurs cotisations annuelles augmenter de 60 $ • 14 % des membres ÉCA verront leurs cotisations annuelles augmenter de 30 $ • 8 % des membres ÉCA verront leurs cotisations annuelles augmenter de 100 $ • 6 % des membres ÉCA verront leurs cotisations annuelles augmenter de 150 $ • 4 % des membres ÉCA verront leurs cotisations annuelles augmenter de 150 $ • <1 % des membres ÉCA verront leurs cotisations annuelles augmenter de 225 $ • 16 % des membres ÉCA verront leurs cotisations annuelles diminuer de 100 $. • 56 % des membres ECC verront leurs cotisations annuelles augmenter de 35 $ • 14 % des membres ECC verront leurs cotisations annuelles augmenter de 115 $ • 12 % des membres ECC verront leurs cotisations annuelles augmenter de 63 $ • 6 % des membres ECC verront leurs cotisations annuelles augmenter de 100 $ • <3 % des membres ECC verront leurs cotisations annuelles augmenter de 195 $ • 10 % des membres ECC verront leurs cotisations annuelles diminuer de 150 $. • 47 % des membres associés verront leurs cotisations annuelles augmenter de 30 $ • 19 % des membres associés verront leurs cotisations annuelles augmenter de 75 $ • 17 % des membres associés verront leurs cotisations annuelles augmenter de 94 $ • 7 % des membres associés verront leurs cotisations annuelles augmenter de 40 $ • <1 % des membres associés verront leurs cotisations annuelles augmenter de 145 $ • 10 % des membres associés verront leurs cotisations annuelles diminuer de 50 $.
Comme pour les projets de marketing et de modification de la marque que nous avons entrepris en 2010 et suite aux changements à la Loi canadienne sur les organisations à but non lucratif avec lesquels nous avons dû composer l’année dernière, la démarche vers les cotisations nationales peut sembler être un scénario difficile à contempler pour plusieurs d’entre nous, par contre, il doit être mis en place pour permettre au plan commercial et à long terme d’être exécuté comme il se doit et à l’Institut, aux affiliés et aux détenteurs de titres de voir leur sort s’améliorer.
Top 10
emerging technologies
that will reshape the future
By Oliver Cann, Associate Director, Media Relations
The World Economic Forum’s Global Agenda Council on Emerging Technologies is composed of top experts on new technologies around the world, representing both the academic and business world
Download the full list at wef.ch/et2014.
From super-light cars to smarter drugs, the World Economic Forum’s Global Agenda Council on Emerging Technologies has identified the top 10 emerging technologies of 2014 that could reshape the society of the future.
Comprised of leading thinkers from academia and industry, the
Council selected the innovations with input both from experts within the Network and after discussions with industry leaders gathered at the World Economic Forum’s Annual Meeting 2014 in Davos-Klosters. Each innovation was selected for its potential to have a real and positive impact on the world.
The list includes a new technique for extracting metals along with drinking water from the sea, new ways of treating cancer using microbes found naturally in the human body and computer interfaces operated by the power of thought.
“These breakthroughs show the boundless potential for technology to have a positive impact on society, from finding cleaner energy to new cures for disease. For these gains to be realized, we need the right regulatory frameworks, strategic alliances among innovators and market leaders, investment capital, as well as greater public awareness,” said Noubar Afeyan, Chair of the Global Agenda Council on Emerging Technologies and Chief Executive Officer of Flagship Ventures.
“2014 will be a crucial year for these technologies,” said Martina Larkin, Senior Director and Head of the Network of Global Agenda Councils, World Economic Forum. “Close cooperation between governments, industry and academia is essential to harness their potential.”
The 10 emerging technologies are:
BRAIN-COMPUTER INTERFACES:
It is already possible to type just by monitoring the electrical activity of your brain, but as the technology advances, it could be possible for people with disabilities to operate wheelchairs using only their thoughts.
MINING METALS FROM DESALINATION BRINE:
Large-scale desalination is becoming economically feasible for the first time because of new chemical processes that enable the mining of metals from waste water, or brine.
NANOSTRUCTURED CARBON COMPOSITES:
Cars made from carbon-fibre reinforced composites are as much as 40% lighter than older models, stronger, and more easily recycled, offering the prospect for huge energy savings.
GRID-SCALE ELECTRICITY STORAGE:
A fundamental breakthrough is close that would allow the saving of surplus energy from fluctuating renewable sources such as sun and wind within the electricity grid.
BODY-ADAPTED WEARABLE ELECTRONICS:
Whether worn on the body, embedded in clothes or even under the skin, these devices can track information, such as heart rate and stress levels, giving people real-time feedback about their health.
NANOWIRE LITHIUM-ION BATTERIES:
New batteries based on silicon – using tiny silicon nanowires – could have a longer life, charge more quickly and hold up to three times the power of existing batteries.
SCREENLESS DISPLAY:
A 3D image projected into space – a ‘screenless display’ – can convey information that a 2D image presented on a screen cannot, and is close to becoming a practical reality.
HUMAN MICROBIOME THERAPEUTICS:
Drawing on knowledge gained from the Human Microbiome Project in 2012 and other research, human microbiome technology is increasingly seen as an important source of treatment for serious diseases as well as for improving health.
RNA-BASED THERAPEUTICS:
RNA, like DNA, plays a part in protein synthesis and, to a lesser extent, the transmission of genetic information. Scientific advances are combining to enable a new generation of targeted, RNA-based drugs that could help find new treatments for cancer and infectious diseases.
QUANTIFIED SELF (PREDICTIVE ANALYTICS):
Using data and specialized machinelearning algorithms, we can now build detailed and predictive models about people and their behaviours, which can help in areas such as urban planning and medical diagnosis.
The Network of Global Agenda Councils is a unique, global community of over 1,500 premier thought leaders who are the foremost experts in their fields of academia, business, government, international organizations and society. The top emerging technologies and their impact will also be featured in the Global Technology Leadership course of Forum Academy, a non-profit initiative of the World Economic Forum aimed at helping professionals and organizations enhance their strategic knowledge in a fast-changing world.
CIQS CONGRESS 2014
SUSTAINING CONSTRUCTION
Hosted by CIQS - Prairies & NWT June 19 - 21, Calgary, Alberta
Early Bird rate extended to May 12
A special rate of $229/one bedroom has been negotiated and can be booked by calling the Sheraton Eau Claire directly 1-888-784-8370 or 403-266-7200 or by email at reservations@sheratonsuites.com and referring to the CIQS Congress.
SCHEDULE
THURSDAY, JUNE 19, 2014
4:30 pm to 5:30 pm
5:30 pm to 6:30 pm
Dinner
FRIDAY, JUNE 20, 2014
7:45 am to 8:45 am
8:45 am to 9:00 am
9:00 am to 9:55 am
9:55 am to 10:15 am
BREAKOUT SESSIONS
10:15 am to 11:10 am
11:15 am to 12:15 pm
12:15 pm to 1:00 pm
1:00 pm to 2:00 pm
2:00 pm to 2:15 pm
2:15 pm to 3:15 pm
3:15 pm to 4:15 pm
4:15 pm to 4:30 pm
6:00 pm
SATURDAY, JUNE 21, 2014
8:00 am to 9:30 am Registration and Networking - Wildrose
Presented by: Mark Gardin, Chair - Canadian Institute of Quantity Surveyors Hosted by: CIQS - A Year in Review: Designation Holders Information Session
On your own
Registration and Breakfast - Wildrose
Welcoming ceremonies
Understanding the cost of net zero, John Munro and Lisa Mathiessen – Integral Group
Break
SANDLILY CALYPSO
A developed cost estimating method for Moving through the diary process calculating school maintenance costs to complete your designation
Raji Al-AniAni Doug Eastwell
LEED estimate options for office ventilation systems
Roy Baxter
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Project monitoring - a need to standardize terms of engagement
Alistair Dearie – BTY Group
City of Calgary - Developing comprehensive ROI analysis for green buildings, Speaker:TBA Break
Sustainability and skills What is a green home worth? in the construction environment Understanding green home value
Angela Lai – BTY Group Tyler Hermanson – 4 Elements Integrated Design Smart economics in the development of real estate, Jim Cuthbert - Wildrose Centre & South Closing remarks President’s Dinner - Downtownfood Farewell Breakfast – Wildrose Clive Evans Living Golf Tournament
CIQS CO N GRESS 201 4
Subways or light rail transit?
By Terry Harron, PQS
In November 2008, the Province of Ontario through its urban transportation agency Metrolinx, announced plans for a bold and visionary Regional Transportation Plan for the Greater Hamilton and Toronto Area (GTHA) known as The Big Move. This was a 25 year plan to expand rapid transit throughout the densely populated area of Southern Ontario known as the Golden Triangle. When announced, the Ontario Government committed $11.50 billion to start the implementation. A major component of The Big Move was an expansion of rapid transit in the City of Toronto to be known as Transit City. Toronto’s transit system is the third most-used transit system in North America – behind only New York and Mexico City and the existing subway system is running at maximum capacity along its busiest route – the Yonge University Spadina Line. Current ridership is in excess of 500 million passengers annually. Transit City was announced by then Mayor David Miller in 2007 and the first phase to be completed by 2020 would consist of five Light Rail Transit (LRT) lines. The system would be designed, built and operated by the
Toronto Transit Commission (TTC). The longest of these lines would be the Eglinton Cross Town
Light Rail Transit (ECLRT) running from Jane Street in the west of the city to Kennedy Station in the east where it would connect to the existing Scarborough Rapid Transit line. It would be 19 kilometres long and have up to 25 new stations. Running through the heart of the city, a major portion of the line – from
Keele Street in the west to Laird Street in the east – would have to be underground as Eglinton Avenue is not wide enough along this stretch to accommodate the required rail right-of-way within the existing roadway. With an estimated cost of $4.20 billion, the ECLRT would be the most expensive infrastructure project undertaken in the history of Toronto. Design contracts were awarded for tunnels and stations and tunnel boring machines (TBMs) were ordered.
In October 2010, Rob Ford was elected Mayor of Toronto and immediately announced that the Transit City plan was dead. A major plank in Ford’s campaign platform was a promise that all future mass transit expansion in Toronto would be underground. Riding on his electoral success he claimed he was elected to build subways because that was what the people of Toronto wanted (polls confirmed this he claimed). This is true, but polls taken anywhere in the world would provide the same result. Most people have a preference for subways. It is not unlike asking people if they had a choice in the winter would they prefer to park their cars indoors or outdoors. It is important to note here that although the Mayor touted his plan as a subway expansion it was not going to be a subway in the true sense of the word. It was going to be an underground LRT. The biggest problem Ford had was explaining how this was to be funded as putting transit underground is much more expensive than putting it above ground. In order to build ECLRT completely underground more funding would have to be found or other proposed lines that were part of the original Transit City plan would have to be scrapped or deferred and the money committed by the Province of Ontario to fund those lines would be diverted to the now underground ECLRT.
Ford negotiated a Memorandum of Understanding between the Government of Ontario and the City of Toronto for the Metrolinx provincial transit agency to build the Crosstown LRT entirely underground while the City of Toronto would build an extension for the Sheppard subway line using its own funds, private funding agreements and any monies remaining from commitments from Ontario and the Government of Canada. The Memorandum of Understanding was to be ratified by Toronto City Council, but never was. Ford set up a committee to study funding of the subway project and the ensuing report proposed user fees, parking fees and/or road taxes, but these options were rejected by Ford.
And so began a very passionate and often acrimonious debate about whether the ECLRT should be built above ground or below. No one disagreed with Mayor Ford about the benefits of underground transit but how it was to be funded was a major unanswered question. While the debate was going on there was a lot of public discussion about the pros and cons of subways versus light rail transit. Many people did not understand what Light Rail Transit (LRT) was. The mayor and his supporters constantly referred to LRT as streetcars but this was somewhat incongruous and only served to confuse the public. Streetcars share the road with vehicular traffic and, just like cars and buses, service can be seriously delayed and interrupted by adverse weather and traffic accidents. After many months of delay, a special meeting of Toronto city council eventually voted to return to the original plan of building the ECLRT partly above and partly below ground. So what is LRT and how does the cost compare to subway or underground construction?
LRT is a rail system that generally runs at street level along an exclusive right of way completely separated from vehicular traffic. They are usually electrically powered and may be single cars or multiple cars coupled together as trains. In the United States from Miami, Florida to Portland, Oregon, over 50 municipalities and regional transportation authorities have built LRT systems. Over 100 separate lines carry millions of passengers daily. In Canada – Vancouver, Montreal, Edmonton, Calgary and Ottawa all have LRT systems.
Cities in Canada and around the world have embraced light rail transit (LRT) as the mass transit mode of choice for its speed, reliability, comfort and environmentally-friendly service. Light rail transit is established world-wide as a preferred transportation technology for areas which require greater capacity and higher quality transit than bus service, but do not warrant the very-high cost required to reach the capacity of subways.
The Toronto Transit Commission (TTC) website offers the following advantages of LRT: • Rail vehicles have higher capacity than buses; can be operated individually or combined into longer vehicles • Dedicated right of ways result in reliable and predictable service • New rail lines attract more passengers than the bus routes they replace • Well designed, modern vehicles are more attractive and comfortable for riders than buses • Rail lines have sense of permanence which will attract investment and upgraded streetscape treatments • Can operate at surface or underground
In the Toronto debate the following arguments were often made against LRT LRT does not operate well in the winter. This was a rather odd argument as a significant portion of the Toronto subway and all of the existing Scarborough Rapid Transit line runs above ground. Other cities with winters as harsh as Toronto’s such as Edmonton, Calgary, Ottawa , Denver and Stockholm run their LRT systems with little or no interruptions due to severe weather.
LRT means longer commute times as they are slower than Subways. While this is true, Subway systems tend to have stations much further apart than LRTs and this requires a lot of commuters to either take a bus or drive just to get to the subway station. This obviously adds to commuting time. LRT systems have stations much closer together and more people can walk to the station.
LRT creates traffic gridlock There is no doubt that having a rail system run along the middle of a major artery will have an impact on local traffic. The trains will usually have green lights at intersections so traffic travelling across the tracks will have to stop. This can be avoided by building grade separations at major intersections but these structures can add greatly to the cost. The trains quickly pass through intersections however and this will help prevent congestion. There is also the argument that having an LRT system in a particular neighborhood will lead to lower vehicular traffic in the area as more people switch from their cars to transit thus somewhat offsetting the negative traffic impact. But again, if building LRT systems creates traffic mayhem as suggested by the pro subway pundits then why have close to 60 municipalities and regional transport authorities in North America adopted LRT as their system of choice going forward?
LRT is too costly due to the land required Most LRT systems run on right-of ways and tend to occupy existing main thoroughfares. These right-of-ways are often accommodated on major roads already owned by municipalities so land acquisition costs can be mitigated. That is not to say that land will not have to be purchased if for example a road has to be widened to accommodate the rail lines and vehicular traffic lanes. Although subways require a lot less land on the surface, land does have to be purchased as stations and vent structures usually cannot be located within existing road allowances. Subways do
Humber College
Pearson Airport
Transit City Light Rail Plan
Finch West LRT
Humber River Regional Hospital Finch West Station
Finch Station
Jane LRT
Jane St. Eglinton West Station
Black Creek Eglinton Crosstown LRT
Eglinton Station Don Mills Station
North York General Hospital
Don Mills LRT
Laird Sheppard East LRT
Scarborough RT
Scarborough City Centre Malvern Town Centre
Centennial College
Malvern LRT
Meadowvale Road
University of Toronto Scarborough
Kennedy Station
Waterfront West LRT
Humber College Lakeshore St. Joseph’s Health Centre
Legend
Priority Projects Future Projects
Sheppard East LRT Eglinton Crosstown LRT Finch West LRT Scarborough RT Jane LRT Don Mills LRT Malvern LRT Waterfront West LRT
Metrolinx Light Rail Transit Plan
Existing Subway & Light Rail Subway Extension
Maintenance & Storage Facility
Station / Terminal Point
Rendering of Future LRT line servicing University of British Columbia in Vancouver
Toronto Yonge Spadina Subway Expansion (TYSSE)
Vaughan Metropolitan Centre Station
Highway 407 Station Highway 7
Highway 407
Steeles West Station
Jane Steeles
York University Station
Finch West Station Keele
Finch CN GO Bradford Line Dufferin
Sheppard West Station
Sheppard
Downsview Station
N
West LRT
Lions Park
SAIT
Aspen Woods 69 Street W Sirocco 45 Street W
LRT Stations LRT Alignment
Existing Existing
Proposed Proposed Westbrook
Under Construction Under Construction Shaganappi Point Sunalta 10 St W require agreements to run under existing properties and expensive mitigation measures to prevent settlement such as compensation grouting may be required.
LRT construction is disruptive There is no doubt that LRT construction can be very disruptive to traffic and business during the construction period unlike subways where the disruption is usually limited to the areas where stations, emergency exit buildings and ventilation vents are located.
TORONTO YONGE SPADINA SUBWAY EXPANSION AND CALGARY WEST LRT
There are two rapid transit projects currently under construction in Canada that demonstrate quite clearly the differences in cost and schedule. These two projects have been selected as they are very similar in many aspects.
CALGARY WEST LRT
The City of Calgary first embraced Light Rail Transit with the opening of the 11 kilometre south leg from Anderson Station to the downtown core in May 1981. Since then, the system has been expanded to the north-east, north-west and west.
Today, the popular CTrain carries over 280,000 passengers every weekday, more than any other light rail system in North America. It encompasses 44 kilometres of double track, 37 CTrain Stations, more than 13,000 park and ride stalls and a fleet of 155 light rail vehicles. Since September 2001, the CTrain’s electricity has been entirely generated by 12 wind turbines making it a 100 per cent emissions free light rail system, the only one of its kind in North America.
The total cost of the West LRT project is estimated at $1.4 billion. The Government of Alberta funded $1.3 billion of the cost with The City of Calgary contributing roughly $100 million. On October 29, 2009 city council announced that the contract to design and construct the West LRT had been awarded to a consortium led by SNC Lavalin. Most of the route is on an elevated guide way. • 8.2 kilometres of track between downtown and 69 Street S.W., • Six new LRT stations, • Construction of a new interchange at 17th Avenue and
Sarcee Trail S.W.,
Remarkably, just three years after the contract was awarded, the Calgary West LRT began revenue service in December 2012.
TORONTO YONGE SPADINA SUBWAY EXPANSION
In 2008, the Toronto Transit Commission (TTC) began design on the proposed Toronto Yonge Spadina Subway Expansion (TYSSE). The budget was $2.63 billion and would be funded by The Government of Canada, The Province of Ontario, The Region of York and the City of Toronto. It would be the first time that the TTC service would extend beyond the City of Toronto. • 8.6 kilometres of double track between Downsview Station and Vaughan Corporate Centre Station. • Six new subway stations
Unlike the Calgary project which was tendered as a design-build contract, the TYSSE would be built using a more traditional form of contract delivery in that it would be designed by the TTC and put out for lump sum bids in a series of six major contracts. The south tunnels would be paired with the Sheppard West Station and the north tunnels would be part of a package including the 407 Station. The other four stations would be bid separately. The tenders resulted in six different contractors being awarded contracts for the stations and tunnels. Early contracts were awarded for the supply of the TBMs, construction of TBM launch shafts as well as some utility relocations.
The following table compares the two projects
Calgary West LRT
Toronto Yonge Spadina Subway Expansion
Length (Kilometres) 8.20 8.60
Number of Stations 6 6
Design / Construction Start October 2009 January 2009
Date of Revenue Service December 2012 January 2016
Total Time to Design / Build 3 Years 3 Months 7 Years
Total Estimated Cost ($ 2012) $1,400,000,000 $2,630,000,000
Cost Per Kilometre $170,731,000 $305,813,000
By comparing the two projects, it would seem that LRT can be built for about half the cost of subways and delivered in about half the time. It is interesting to note also that the Calgary West LRT will also produce revenue for four years while the TYSSE project is being completed.
Other LRT expansion in Canada:
• In December 2012, the City of Ottawa awarded a design build contract to the Rideau Transit Group for the design and construction of a new LRT line $2.10 billion.
The line to be known as the Confederation line will be 12.50 kilometres long (including a 2.50 kilometre long downtown tunnel) and have 13 stations. The cost per kilometre at $168 million is almost identical to the cost of the Calgary West LRT. Revenue service will begin in May 2018. • In 2012, the British Columbia government announced a contract had been awarded for construction of the
Evergreen SkyTrain Extension. With a price tag of $1.40 billion this line will cost about $128 million per kilometre.
The line will be 10.90 kilometres long and will provide six new stations. Service is scheduled to begin in mid-2016. • In late 2009, construction began on the City of Edmonton
North LRT Extension to NAIT and began at a cost of $755 million. The line is 3.30 kilometres long with three new stations. Revenue service is planned to begin in April 2014. Cost is $228 million per kilometre. The City of Edmonton has five more extensions to its LRT system currently in various planning and engineering stages.
Conclusion
There is no doubt that most people would prefer subways to LRTs as the stations and lines are mostly underground and away from the vagaries of inclement weather. However they are incredibly expensive and take much longer to build. LRTs as can be seen above can be put in place much quicker and at only one third to one half the cost. As the debate rages on in Toronto Metrolinx recently announced preferred revenue tools to finance rapid transit expansion. The four major tools include: • A 1% increase in Harmonized Sales Tax • A Business Parking Levy • A 5 cent fuel tax • Increased development charges
Together these four measures will generate about $2 billion annually. Already many area municipalities including the City of Toronto have past council motions saying they are not in favour of these measures as they are seen as another form of taxation. Metrolinx claims that they need to raise $2 billion each year to fund the next wave of transit projects that have a total price tag of $34 billion.
About the author Terry Harron, PQS has been involved with the Canadian construction industry for over 30 years and is currently a senior cost consultant with CRSP Cost Consultants in Burlington, Ontario.
Bibliography and References • McKendrick et al. (2006). Calgary’s C-Train – Effective
Capital Utilization (PDF). Joint International Light
Rail Conference, St. Louis, Missouri. Calgary Transit.
Retrieved 2008-02-11. • Light Rail Transit Association LRTA What is Light Rail? – Retrieved on 2009-07-06 • CTS (2006). “LRT technical data”. Calgary Transit.
Retrieved 2006-10-14. • The Toronto Star • CBC News Toronto • City of Toronto Official Website • City of Calgary Official Website • Calgary Transit Official Website • The City of Edmonton Official Website • Edmonton Transit Official Website • Toronto Transit Commission Official Website • Metrolinx Official Website
OVERVIEW Mega projects to lead growth
Workload and escalation remain stable despite lower-growth environment.
Major hydroelectric, oil and gas, and mining projects will complement new and ongoing infrastructure and booming commercial construction to counterbalance reduced residential activity and keep construction workloads and escalation stable.
Lower-than-anticipated growth in the U.S., still weak recovery in the European Union, and China’s lowest GDP increase in a decade will temper Canada’s economic growth. Robust resource investment, commercial construction in major cities and continued high immigration that sustains housing demand will support modest growth. Even so, a growing shortage of skilled trades, due in part to the retirement of large numbers of workers, is already being felt in some regions and sectors. Increasing competition is also expected from multinational construction firms now active in Canada.
The federal government’s commitment to earmark $53 billion for infrastructure spending over the next 10 years brightens the outlook beyond 2014. A strengthening US economy, a sustained European recovery and continued infrastructure spending in China and India will further support forward momentum.
While oilsands investment is off the record pace of recent years, new commitments valued at more than $50 billion for developing natural gas fields and liquefied natural gas (LNG) export infrastructure are fueling the sector. Ongoing and new transportation and social infrastructure projects, large-scale energy projects valued at more than $40 billion, and more than $137 billion worth of mining investment to 2020 across the country will provide a solid foundation for stronger, longer-term growth.
The consensus view among major banks is that GDP growth will be about 1.6 per cent this year, 2.3 per cent in 2014 and 2.6 per cent in 2015. The Bank of Canada is expected to continue keeping interest rates at or near historic lows. This serves to dampen inflation, which should also help to keep overall construction escalation low in 2014 with variations by province as noted below.
Downward pressure is coming from:
• Forecast for modest economic growth in 2014; • A still relatively strong Canadian dollar lowering cost of imported goods; • Softer commodity prices (except lumber) that could cause a decrease in materials costs; • Tighter restrictions on mortgage lending; and • Increasing competition from multinational construction companies.
Upward pressure on pricing is coming from:
• Continuing high oil prices; • Increased investment in major energy and mining projects; • Sustained spending on infrastructure; • Continuing strong immigration; and • Low interprovincial migration of skilled trades to meet regional demand.
REGIONAL ESCALATION SNAPSHOTS
Escalation Summary
MANITOBA
2014: 1-2% 2015: 1-2% 2016: 1-2%
BRITISH COLUMBIA
2014: 1-2% 2015: 2-3% 2016: 2-3%
ONTARIO
2014: 2-4% 2015: 2-4% 2016: 3-4%
ALBERTA
2014: 4-6% 2015: 4-6% 2016: 3-5%
QUEBEC
2014: 2-4% 2015: 2-4% 2016: 2-4%
SASKATCHEWAN
2014: 3-5% 2015: 3-5% 2016: 3-5%
ATLANTIC CANADA 2014: 1-2% 2015: 1-2% 2016: 1-2%
ONTARIO
Mining and energy and other non-residential build momentum
Ontario is expected to outpace overall growth in Canada in 2014 for the first time in a decade. Improving business investment and trade will spur more non-residential construction, especially in mining and energy.
Investments of $68.1 billion in buildings and $13.5 billion in infrastructure will lead Ontario’s return to more robust growth that will see strong demand for labour on resource projects in the northern parts of the province. The escalation forecast for 2014 is 2-4%.
Workload by Sector
$90
$70
$50
$30
$10
$68.1
Buildings
$2.2 $4.9 $13.5
Resources Energy/ Utilities Infrastructure
Sources: Statistics Canada, Capital expenditures for construction by sector, 2013 intentions; Daily Commercial News, Infrastructure Ontario; Natural Resources Canada, Capital Investment; Information Bulletin, July 2013.
Expect more resource, energy, infrastructure, and nonresidential projects in Ontario. Strong demand for labour will shift from the northern part of the province to the GTA in 2015. Darren Cash, Senior Cost Consultant
BRITISH COLUMBIA
Mega-projects promise stable long-term growth
BC is showing investment strength in every sector, with buildings ($24.1 million) the leader, closely followed by energy ($6.9 billion) and infrastructure ($6.3 billion) for 2014.
Along with major energy projects, a balanced residential sector, ongoing large-scale commercial projects and transportation infrastructure will lift construction levels starting in 2014 – and could contribute to longer-term labour shortages in the skilled trades. The 2014 escalation forecast is 1-2%.
Workload by Sector
$30 $25 $20 $15 $10 $5
$24.1
Buildings
$3.0 $6.9 $6.2
Resources Energy/ Utilities Infrastructure
Sources: Statistics Canada, Capital expenditures for construction by sector, 2013 intentions; Natural Resources Canada, Capital Investment; Information Bulletin, July 2013; Business Council of BC, BC Major Projects Inventory
Competition for skilled trades is heating up with energy projects taking the lead in BC. Vibrant commercial construction, sustained infrastructure investments, and $11 billion in longterm shipbuilding contracts are also stoking demand. Angela Lai, Senior Cost Consultant
ALBERTA
Oilsands, flood reconstruction, and commercial construction drive robust activity levels
Already robust construction levels will get a boost from reconstruction following the June 2013 floods, a still rising tide of new residents, and a boom in commercial construction.
The energy sector leads in Alberta with investments valued at $45.9 billion and $31.3 billion respectively. Infrastructure ($6.2 billion) and resource ($5.6) investments add up to a steady, sustained growth. Non-residential construction employment alone will increase by 20% by 2018. The 2014 escalation forecast is 4-6%.
Workload by Sector
$60
$50
$40
$30
$20
$10
$31.3
Buildings
$0.5
Resources
$45.9
Energy/ Utilities
$6.2
Infrastructure
Sources: Statistics Canada, Capital expenditures for construction by sector, 2013 intentions; Natural Resources Canada, Capital Investment; Information Bulletin, July 2013; Alberta 2013 Capital Plan
Alberta is riding high on billions of dollars for flood repair and an urban construction boom on top of already strong employment driven by the perennial growth engine: the oilsands. Leslie Fowler, Senior Project Consultant
SASKATCHEWAN
Resource expansion and strong in-migration drive robust workloads
Saskatchewan has been Canada’s growth leader for almost a decade. In 2013, it is set to eclipse BC to become the country’s fourth largest exporting province. Things are even more promising for next year.
Investments in building ($6.4 billion) and resource projects ($5 billion) are driving Saskatchewan’s growth with energy ($2.8 billion) and infrastructure ($.85 billion) adding to construction employment levels of more than 60% above historical levels by 2015, and contributing to a forecast escalation level of 3-5% in 2014.
Workload by Sector
$9
$7
$5
$3
$1
$6.4
Buildings
$5
Resources
$2.8 $0.85
Energy/ Utilities Infrastructure
Sources: Statistics Canada, Capital expenditures for construction by sector, 2013 intentions; Natural Resources Canada, Capital Investment; Information Bulletin, July 2013; Saskatchewan Budget 2013-2014 Summary
Resource-driven expansion keeps Saskatchewan at the top of the national growth chart. Strong in-migration and infrastructure spending mean meeting labour requirements will remain a strain. Michael Gabert, Cost Consultant
MANITOBA
Resource projects will keep construction levels stable
Both residential and non-residential construction employment is rising and employers are reporting some recruiting challenges.
Buildings lead in construction investment, with $6.6 billion in planned spending. Energy ($1.8 billion), resource ($1.7 billion), and infrastructure ($1.8 billion) will combine to keep Manitoba’s construction workforce at a record high level. The escalation forecast for 2014 is 1-2%.
Workload by Sector
$9
$7
$5
$3
$1
$6.6
Buildings
$1.7 $1.8 $1.8
Resources Energy/ Utilities Infrastructure
Sources: Statistics Canada, Capital expenditures for construction by sector, 2013 intentions; Natural Resources Canada, Capital Investment; Information Bulletin, July 2013; Manitoba Budget 2013
Major building, energy and mining projects are leading the way in Manitoba – and a tightening labour market is also the story here. Connor Falls, Senior Cost Consultant
QUEBEC
Building investment of $41.7 billion leads construction in Quebec, with infrastructure ($9.5 billion), energy ($6.6 billion) and resource ($3.2 billion) projects supporting moderate growth in employment levels that will create a need to draw additional workers from other markets.
Strong growth in exports is another bright spot that is expected to continue into 2014 as the U.S. economy continues to pick up speed. Escalation is forecast at 2-4% in 2014.
Workload by Sector
$60
$50
$40
$30
$41.7
$20
$10
Buildings
$3.2 $6.6 $9.5
Resources Energy/ Utilities Infrastructure
Sources: Statistics Canada, Capital expenditures for construction by sector, 2013 intentions; Natural Resources Canada, Capital Investment; Information Bulletin, July 2013; Quebec Expenditure/Budget 2013-2014
Look for big new infrastructure projects to lead the way – with strong support form massive energy and mining investment – as Quebec rebuilds momentum.
Philip Nixon, Senior Associate
ATLANTIC PROVINCES
Record investment boosts construction
Atlantic Canada saw a record $115 billion in investment in 2013. Newfoundland and Labrador took the lead with $54 billion, followed by Nova Scotia with $40 billion. Mining and energy projects dominated.
Spending on building ($12.5 billion), energy ($5.5 billion), infrastructure ($1.7 billion) and resource projects ($1.4 billion) will strengthen demand for labour. The 2014 escalation forecast is 1-2%
Workload by Sector
$18
$15
$12
$9
$12.5
$6
$3
$1.4 $5.5 $1.7
Buildings Resources Energy/ Utilities Infrastructure
Sources: Statistics Canada, Capital expenditures for construction by sector, 2013 intentions; Build Force Canada, Atlantic Provinces Economic Council
2013 set a record for investment here with 388 major projects In Atlantic Canada. This will help keep workloads stable and supporting moderate growth across the region. Jack McInerney, Project Consultant
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New certification path approved by CIQS
We are pleased to announce that members can now apply for the new certification path under TPE Route 12 – Professional Experience Pathway as outlined below.
Prior to the approval of the TPE Route 12 – Professional Experience Pathway, the previous CIQS pathways to certification followed two distinct patterns: a) More academic input with less
Approved Working Experience, and b) Less academic input with more
Approved Working Experience.
The only two pathways that considered extended applicable working experience were the TPE Routes 7 & 8 for Direct Finalist (at least 15 years applicable working experience) and TPE Route 9 for Mature Candidate (at least 20 years applicable working experience). However, none of the pathways made any allowance for those potential members that possess the academic qualifications and with less than 15 years applicable working experience. There are also CIQS members that have the required academic qualifications but have not done or completed their TPE diaries.
The intent of the TPE Route 12 – Professional Experience Pathway is to allow the candidates to gain their professional certification at an accelerated pace without compromising the integrity of the CIQS certifications. TPE Route 12 is split into two streams: a) TPE Route 12a – Professional
Experience Pathway for CEC/ECC
Designation, and b) TPE Route 12b – Professional
Experience Pathway for PQS/ECA
Designation.
The general procedure for candidates attempting this route is: 1. Candidate must apply for and be accepted as a member of the CIQS.
This process includes completing the standard membership application along with the payment of the membership application fee. 2. If the candidate meets the minimum membership requirements then he/ she will be informed that membership is granted. The candidate will then be invoiced for the membership dues (or part thereof) for the current year. 3. The candidate can now apply for certification via this TPE pathway.
The application fee must accompany the application form.* This is the point in the process that current members of the CIQS would start their application. 4. The application along with the relevant documents will now be reviewed by the Membership Committee. 5. If the candidate meets the requirements, he/she will be given approval to start their case studies.
A maximum of four case studies must be submitted. The rules governing the case studies along with a recommended format are listed below. 6. The case studies are reviewed and the candidate informed of the results.
Candidates may be required to re-submit their case studies. Also,
candidates may be required to attend an interview. 7. Upon successful completion of the case studies, the candidate will be awarded the relevant professional certification.
Education Policy Guidance Note #B12
The Education Policy of the CIQS makes provisions for those individuals that have acquired acceptable industry experience over an extended period of time to apply for the Professional Quantity Surveyor (PQS)/Économistes en Construction Agréé (ECA) or the Construction Estimator Certified (CEC)/Estimateur en Construction Certifié (ECC) status of the Institute. Applicants will be required to pass the TPE requirements applicable for the membership category they are applying for.
1. TPE Route 12a: Professional Experience Pathway Requirements for CEC/ECC
a) Candidates must apply for and be accepted as a member of the
CIQS before they can attempt this membership pathway. Upon acceptance, candidates will be placed in the Associate Membership category until the successful completion of this membership pathway. b) TPE Route12a Part A: Candidates must have achieved the required
CIQS subjects or equivalent for the
CEC/ECC designation or be granted special permission by the Affiliate’s
Membership Committee to waive such requirements. c) TPE Route 12a Part B: To satisfy the requirements of Part B, candidates
must have achieved a minimum of six years of applicable work experience.
A summary of work experience must be submitted. d) TPE Route 12a Part C: Candidates must submit up to four Case Studies that highlight the requirements of the
Class D1 Diary as noted in the CIQS
Education Policy Guidance Note #B2. e) Special Requirements: i) Candidates must have three proposers/sponsors, two of which must be PQS/ECA members of the CIQS and one must be their current employer. In the case where the candidate is self-employed, the three proposers/sponsors must be three PQS/ECA members. ii) Candidates may be required to attend a professional interview as part of the assessment process. f) Award of Professional Designation:
Upon the successful completion, candidates will be awarded the CEC/
ECC designation. g) The fee for the TPE shall be as established by Council.
2. TPE Route 12b: Professional Experience Pathway Requirements for PQS/ECA
a) Candidates must apply for and be accepted as a member of the
CIQS before they can attempt this membership pathway. Upon acceptance, candidates will be placed in the Associate Membership category until the successful completion of this membership pathway. b) CEC/ECC members can attempt this membership pathway if they meet the requirements as stated in (c) to (e) below. c) TPE Route 12b Part A: Candidates must have achieved the required
CIQS subjects or equivalent for the
PQS/ECA designation or be granted special permission by the Affiliate’s
Membership Committee to waive such requirements. d) TPE Route 12b Part B: Candidates must have achieved a minimum of seven years of applicable work experience. A summary of work experience must be submitted. e) TPE Route 12b Part C: Candidates must submit up to four Case Studies that highlight the requirements of the
Class D3 Diary as noted in the CIQS
Education Policy Guidance Note #B2.
If the candidate already holds the CEC designation then he/she must meet the requirements of the Class D2
Diary as noted in the CIQS Education
Policy Guidance Note #B2. f) Special Requirements: i) Candidates must have three proposers/sponsors, two of which must be PQS/ECA members of the CIQS and one must be their current employer. In the case where the candidate is self-employed, the three proposers/sponsors must be three PQS/ECA members. ii) Candidates may be required to attend a professional interview as part of the assessment process. g) Award of Professional Designation:
Upon the successful completion, candidates will be awarded the PQS/
ECA designation. h) The fee for the TPE shall be as established by Council.
CIQS TPE Route 12 Case Study Rules
The following are the rules governing the TPE Route 12 case studies: 1. Candidates must submit up to a maximum of four case studies to demonstrate that they have met the applicable Areas of Approved Working
Experience as noted in the Education
Policy Guidance Note #B2. 2. Each case study must not exceed 1,500 words. 3. Each case study must be on a single project. 4. Candidates are advised not to use confidential projects as it is impossible for the Membership Committee to determine the relevance of the case study without certain details. If a confidential project must be used, then the candidate should inform the
Membership Committee and special arrangements will be made. 5. The case studies must be on work undertaken within the last six (applicable to CEC/ECC) or seven (applicable to PQS/ECA) years. 6. The suggested format of the case study is: a) Case Study Title – provide a descriptive title. b) Introduction – in this section you will need to provide a general description of the project, the date, size and cost of the project plus any other relevant details. c) The Project – in this section, you should describe what your role in the project was, the challenges involved and which Areas of Approved Working Experience were covered. d) The Solution – in this section, you should describe the solutions used to overcome the challenges, etc. e) Conclusion – In this section, you should describe what was achieved, lessons learnt, what other solutions could be used and what others can learn from this case study. f) Appendix – attach any documents, plans, etc. as needed.
If you would like to learn more about this new route for membership please contact me at education@ciqs.org or head office at info@ciqs.org.
*Members should contact their local affiliate to obtain a copy of the application.
By David Lai, B.Sc., PQS (F), MRICS Professional Quantity Surveyor CIQS Education Administrator
