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Each year in the design and construction community, the fall brings with it a flurry of activity. Maybe some of the increase in activity is that schools are back in, schedules are more regular, and summer holidays are over. But also, our projects are trying to pour concrete while the weather is still warm, there’s a rush to get asphalt and landscaping in, and close-in buildings before the snow flies. All of this gives September a distinctively different feel than the summer months. Because of this settling back in and general busyness, the fall is also a good time of year to do a quick check in on how everything has been going. What have we accomplished? Are we hitting all of our goals?
So, here’s a couple of highlights. The ECA team did an amazing job, as usual, of executing on their summer events. In particular, seven golf tournaments went off without a hitch with incredible networking opportunities, coming together as an industry, having fun and providing opportunities to meet new people. And interesting fact, The Ranch hosted the WomenBuild Golf Tournament, which was the largest attended one to date. It was a full tournament and fully sponsored for the first time ever. The manager at The Ranch said it was the largest women’s tournament of this type that he had ever seen! What I love about this tournament is that it brings out women leaders from across our industry, including crafts people and field leaders, estimators, accountants, marketing specialists, project managers, sales representatives, etc. Many of these women would not have the opportunity to participate in an industry golf tournament in absence of this event. I am so proud of Caroline Bowen, her ECA crew, and the WomenBuild advisory team for making this happen.
The association and the board continue
to challenge ourselves with bringing best member value and a unified voice of industry. There was strong collaboration with the Alberta Construction Association and Calgary Construction Association around some core industry issues. Prompt payment, risk allocation, contract modernization, and workforce development and shortages have been top of mind for months. These topics have been discussed at the Industry Liaison Committee meetings with Alberta Infrastructure and these same concerns were brought forth at meetings with Infrastructure Minister Peter Guthrie, and Service Alberta and Red Tape Reduction Minister Dale Nally in the spring.
The association also met with various ECA member firms to solicit specific feedback to offer government on contract modernization this fall. A meeting in September with Minister Guthrie and his team allowed for great conversation with the department on specific industry challenges. So, government advocacy on behalf of industry has been a huge part of the work for 2024. And, with the recent government announcement of a major school buildings initiative across the province, we will continue to stay in touch as this all rolls out.
The balance of 2024 will have more events, more training, and more advocacy on behalf of members, so look for communications coming from the team. And if you’re looking to keep up, the ECA newsletter, On The Level, has everything you need to stay on top of all the activities and discussions.
Please reach out to us, the board, or the ECA leadership team, as we are here to bring us all together for a better industry. Wishing everyone a great end to 2024 and an amazing start to 2025!
Jen Hancock 2024 ECA Board Chair
NO MISSION STATEMENT. NO VISION STATEMENT. JUST VALUES.
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Message from David Johnson, ECA President
As we approach the end of 2024, I want to take a moment to reflect on what we’ve accomplished together and look ahead to the opportunities and challenges of 2025. This year has been one of growth and resilience for both our association and the construction industry. Despite the unique challenges we faced, including labour supply shortages, procurement risk, and legislative changes, we have continued to strengthen our industry. Thanks to your support and dedication, we have been able to make significant progress on several fronts.
ADVOCACY AND INDUSTRY STANDARDS
This year, one of our key achievements has been advancing our advocacy efforts to ensure that our industry’s needs are recognized at all levels of government. The ECA advocated strongly for fair policies and funding that support infrastructure improvements and address the skilled labour shortage. We were also fortunate to see changes to the Prompt Payment and Construction Lien Act (PPCLA) and the Public Works Act (PWA) introduced in the legislature through Bill 30, which will include government projects in the prompt payment regime beginning in spring of 2025. We extend our gratitude to the Government of Alberta for addressing these critical issues, and we look forward to continuing our work together to improve these important pieces of legislation.
COMMUNITY AND NETWORKING
Our association is only as strong as the connections between our members. This year, we were thrilled to host multiple in-person and virtual events. These events included the annual Builders Connect Expo, Meet the GC, Ed Talks, Owners Forum, numerous YBG, PEG, and
WomenBuild events, and of course our legendary golf tournaments. These events provided a platform for networking, knowledge sharing, and friendship. We thank each of you who participated and helped make these events a huge success.
TRADESLINK
We are pleased to announce that the ECA has successfully completed the acquisition and redevelopment of the TradesLink app. The goal is to become Canada’s premier online resource for job postings and recruitment in the trades sector, while also enhancing our networking capabilities. TradesLink will strengthen our member offerings, aligning directly with our commitment to collaboration and connection, and creating win-win outcomes for all industry stakeholders, including job seekers and employees. We look forward to sharing further details about this exciting initiative in the early part of the new year.
LOOKING FORWARD
As we look ahead, we know that our industry will continue to face evolving challenges, from further labour issues to environmental sustainability requirements and beyond. Our association is committed to staying proactive in addressing these trends, supporting you with the resources, advocacy, and partnerships. I would like to thank our members, partners, sponsors, and especially the ECA staff. Your dedication to this association is the foundation of our achievements this year, and I am honoured to continue to serve as your president. Let’s keep working together to build a brighter future for our industry.
David Johnson ECA President
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YOUR ECA TEAM
MATT SCHELLENBERGER Director of Corporate Development
DAVID JOHNSON President
CAROLINE BOWEN Director of Membership & Engagement
AMANDA BOURGOUIN Director of Finance & Corporate Services
JENNIFER PARKER Finance Coordinator
DAVID ROSS Printing & Support Services
DEBBIE BARKER Procurement Manager
VERENA ARNASON Marketing & Communications
GABRIELA CRUZ Administration & Member Support Coordinator
BRITTANEY DOWN Education & Corporate Services Coordinator
WENDY BILLEY Executive Assistant
TAYLOR LEWIS Events & Engagement Coordinator
ALEX STIEDA TradesLink Manager
YOUR ECA BOARD
JEN HANCOCK Board Chair Chandos Construction
DANIEL MCALLISTER Chair - SS + E Hub International
DARRYL WIEBE Kerr Interior Systems
BEN WAGEMAKERS Vice-Chair PCL Construction
LEAH MARCHON Chair - F + RM Lloyd Sadd
BERT DEBRUIN Altapro Electric
SEAN TYMKOW Treasurer-Secretary Lafarge Canada
DEREK CIEZKI Past Chair SMP Engineering
DUSTIN BENNETT CCS Contracting
CHRISTENSEN Chair - G + HR Delnor Construction
PETER OSBORNE GEC Architecture
STEVE OOSTERHOF Dialog
RYAN
PAUL FEREDAY Cantiro
PATRICK WILLIAMS BIRD Construction
MATT AUBIN Keen Creative
LINDSAY MUNN Civida
University of Alberta School of Business Renovation
CONNECTING AND LEARNING
By Lisa Kopochinski
The Builders Connect Expo is coming back on February 13, 2025, and is expected to attract hundreds of member leaders for a full day of engagement, learning, and celebrations.
And, while there is no real theme at the Builders Connect Expo (BCE), Caroline Bowen, ECA director of member and networking engagement, says the goal this year is to kick off the year with a bang!
“The BCE is our flagship event where we host more than 600 industry leaders for a full day of engagement, learning, and celebration,” says Bowen. “We will introduce our 2025 board of directors,
showcase some of our member benefits and future events, along with speeches from provincial and local leaders. [There will also be] our Volunteer Impact and Lifetime Achievement Awards.”
The event will also feature a keynote speaker for both the morning and afternoon program. The morning program is slightly geared towards industry news and financial forecasting, whereas the afternoon will be around corporate strategies on how to differentiate your company from others. The afternoon keynote speaker will be Tyler Waye, a work and leadership strategist. He will touch on several
topics dealing with corporate strategies and how teams can differentiate their company from others.
Bowen says feedback from the 2024 Expo was very positive and that the event is quite unique to the industry.
“It is all encompassing with the trade show being incorporated with a breakfast and a lunch. It gave people a multitude of reasons to attend,” says Bowen. “The trade show booths allowed an opportunity to showcase your company, and the morning and afternoon programs provided some takeaways and learnings for our members. It also allows the ECA to show our appreciation for
The Builders Connect Expo is coming back in 2025
Construction leaders from across the Edmonton region gather to hear the economic forecast.
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our volunteers and board members who give so much of their time throughout the year.”
Engaging conversations as the trade show where vendors and delegates connect and network.
members. Additionally, 15 to 20 sponsors are also expected. This will be followed by a happy hour with live music to wrap up the day.
“We are gaining momentum every year and are already getting requests for exhibitor booths and sponsorship inquiries because of the success we had from last year,” says Taylor Lewis, events and engagement coordinator at the ECA.
“The timing in the year is perfect to hit the ground running with the upcoming construction season.”
– Ben Wagemakers
This year as always, the Expo will feature a plated lunch, speeches from provincial and local leaders, the Volunteer Impact and Lifetime Achievement Awards, videos, and more.
TRADE SHOW BOOTH INCREASE
More than 70 booths are expected at the full trade show—an increase of 15 to 20 exhibitors from last year—and will feature members showcasing to
PCL Construction is one of the exhibitors and sponsors that will be attending again. Ben Wagemakers, PCL construction operations manager and incoming ECA char, praised the ECA on putting on this event.
“It’s bringing our industry together to share knowledge, network, build relationships, and collaborate on the future of the construction industry,” says Wagemakers. “PCL Construction has been a major supporter since the inception of the Builders Connect Expo— both as a sponsor and exhibitor—and we anticipate being part of it for many years to come. The ECA is the hub of our industry and companies large and small need to connect with and through the ECA and the rest of the industry. The Builders Connect Expo is a great event to do just that.”
Wagemakers anticipates seeing the Expo grow with more connections being made and continued knowledge sharing across the industry.
“It’s just a really great place to connect with everyone in the industry,” says Wagemakers. “The timing in the year is perfect to hit the ground running with the upcoming construction season.”
HKS Security will also be an exhibitor again for the third year in a row. Jennifer Mahoney, vice-president of operations & marketing, says that the Expo presents
Your turnkey construction company, from concept to completion
2024 Volunteer Impact Award recipients.
HKS Security with a prime opportunity to meet and connect with construction industry leaders. They have the chance to sit down and talk about current or upcoming projects, and how the company can provide security guard services to help secure those sites.
She adds that the HKS Security team have always had a great experience at
the Expo, connecting and meeting with industry leaders.
“It has garnered some fantastic contacts for us,” says Mahoney. “One of my favourite parts is going to all the vendors to talk and collect their swag.”
WHAT ATTENDEES ARE SAYING
There is little concern that the 2025 Expo will be nothing but a success.
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Feedback from last year’s exhibitors, board members, and attendees predict it will once again be a great event. Here are just some of their great comments…
“Time given for each event and networking was appropriate. The event was very well organized and ran smoothly.”
“It was a great blend of being educated by the speakers, time to network and explore booths, and more.”
“I thought the event was well attended, the speakers were insightful and overall, the event was great.”
See you in February! u ...connecting communities...
“Thank you for a great and wellorganized event.”
“Time given for each event and networking was appropriate. The event was very well organized and ran smoothly.”
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ECA AS THE HUB OF CONSTRUCTION EXCELLENCE
ENGINEERS
ARCHITECTS
GENERAL CONTRACTORS
EDUCATION & RESEARCH
PARTNER ASSOCIATIONS
CONSTRUCTION SERVICES
PROFESSIONAL SUPPORT SERVICES
MANUFACTURERS
DEVELOPERS
OWNERS
TRADES
SUPPLIERS
A strategic goal of the ECA is to broaden our ring of inclusivity, bringing more diversity and engagement to the stakeholder table, and welcoming all members of the industry to take part in the future of construction in Edmonton.
The ECA aspires to serve and enable our community to constantly innovate and improve. Our vision is to see the ECA as a Hub of Construction Excellence in the Edmonton Region.
MEET FIRST FEMALE ECA CHAIR, JEN HANCOCK
For
years, Hancock
has
been
an advocate of more collaborative construction and elevating the voice of the trade experts, design experts, supply, and manufacture experts
By Lisa Kopochinski
As the Edmonton Construction Association’s (ECA) first female chair, Jen Hancock says she is both proud and humbled to be in this important position.
“Representation matters and I hope to inspire other women leaders in industry to consider being a voice at the association table,” says Hancock. “I’m super proud. It takes a village and I’m grateful for all the support, and I hope other women are inspired to become a
voice at the table.”
As vice-president of collaborative construction at Chandos and an ECA member for more than 20 years, Hancock has served on the ECA board for five years.
“I’ve worked with some amazing women directors in my first board year, such as Jillene Lakevold and Jennifer Von Berendt, who both inspired me. I’ve also worked with incredible directors
As ECA chair, Hancock will focus on ensuring the conversations they’ve had at the board table will continue to be meaningful, topical, strategic, and helpful to the executive team.
and chairs like Derek Ciezki, Andrew Sharman, Doug Hansen, and Jamey Singh to name a few, who all encouraged me and gave me opportunities. And of course, all of our current directors, with special shout out to Ben Wagemakers, for their amazing leadership and drive to support industry.”
Hancock says the building community is a diverse group of people and companies, and having an association that can bring that group together— while advocating for best practices, excellence, and providing a spot for everyone to come together—is amazing.
She says that from her perspective, the ECA’s biggest benefits are the networking opportunities, the ability to convene collaborative conversations from people who normally sit across the table from one another, and the ability to advocate at different levels of government to ensure that members’ voices are heard. These areas bring a broad and vast industry into closer connection and collaboration, which is
key to all of their successes.
As ECA chair, Hancock will focus on ensuring the conversations they’ve had at the board table will continue to be meaningful, topical, strategic, and helpful to the executive team.
“I want all of the directors to have a voice and feel comfortable speaking up,” she says. “I hoped that the discussions
“Representation matters and I hope to inspire other women leaders in industry to consider being a voice at the association table.”
– Jen Hancock
and feedback we’ve had around the board room empowered the president and his leadership team to be the best they could be. I worked hard at not being the loudest voice at the table, although I’m sure I didn’t always succeed in that. I’m striving to be more of a facilitator for great discussion.”
HER JOURNEY
Born in a small town in Saskatchewan, Hancock graduated from the University of Alberta and taught junior high at Edmonton Catholic Schools for a few years. She then went on to teach in South Korea for a year before coming back to Edmonton for her next challenge. Hancock says she loved teaching but was looking for something different long term for her career. A three-year stop at an industrial engineering firm led her to a
chance job opportunity at Chandos. She says she never imagined a career in the construction industry, but it turned out that it was the best place for her.
She smiles as she thinks back to when she applied for an assistant position at Chandos.
“I had no idea what I was getting into or what I was going to be doing. I started in a junior position, began to learn sustainability, business development, lean productivity, and collaborative contracting along the way. My teaching skills, enhanced by my love of learning and desire for continuous improvement, found a perfect place to thrive in my evolving roles at Chandos. So, I really went from a happy accident to finding purpose over the last 20 years, and I couldn’t have planned it better.”
In her current role at Chandos,
An ECA member for more than 20 years, Jen Hancock has served on the board for five years. PHOTO COURTESY OF JEN HANCOCK.
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Hancock says she never imagined a career in the construction industry, but it turned out that it was the best place for her.
Hancock works with her teams on strategy and the execution of climate, carbon and construction sustainability, collaborative contracting, such as Integrated Project Delivery (IPD), and lean efficiency and continuous improvement.
“I work with a small, but incredibly gifted group of experts in these spaces that help and support our teams to perform the best. We train, facilitate, help set direction, anticipate changes in industry and just do our best to support our incredible field and operations teams.”
For years, Hancock has been an advocate of more collaborative construction and elevating the voice of
What
are
Jen’s colleagues saying?
When asked about their thoughts about Hancock being the first female ECA chair, a number of colleagues share their very positive thoughts. Here are just some of the comments…
“Jen has been a trailblazer in the industry, bringing her passion for innovation, collaboration, and progress to her role as chair of the ECA board. Her talent for forging partnerships and identifying common goals, combined with her ability to empower others, has significantly contributed to her success in this position. She excels at orchestrating positive change, fostering an inclusive environment where diverse perspectives are valued. Her commitment to innovation drives the board to embrace new ideas, enhancing the industry’s effectiveness and sustainability.
“The message is very clear. It is time to recognize those who can lead regardless of gender. It’s always been a maledominant workforce and still is, but the tides and times are shifting, and Jen has now set a new bar for all female leaders, as well as men who need to step up as well.”
– Derek Ciezki, Past ECA chair
“I believe this sends a couple of messages to members and the industry that the ECA is a place of diversity, acceptance, and equal opportunity. You don’t have to fit a specific mould to have a seat at the table here. Our best conversations and ideas come from the diversity in the room. I love that we are demonstrating that we do what we say. Our leadership team within the ECA has significant female representation. We have the WomenBuild group and we’re seeing more and more women attending our events. And now for 2024, Jen has paved the way for our association as the first female chair. It’s exciting.”
the trade experts, design experts, supply, and manufacture experts. She adds that ultimately these are the people who are experts at their craft. Since working on one of the first IPD projects in Alberta, she has continued to advocate for and train on the benefits of early contractor involvement and collaboration. She says she consistently hears from across all parts of the industry that IPD makes their job, life, and company better.
“Not everyone loves IPD, but it has made work better for many people and I love getting to be a part of that.”
Hancock says the building community is a diverse group of people and companies, and having an association that brings that group together while advocating for best practices, excellence, and providing a spot for everyone to come together is amazing.
“The association’s biggest benefits are the networking opportunities, the ability to convene collaborative conversations from people who normally sit across the table from one another, and the ability to advocate at different levels of government to ensure our voices are heard.”
WOMEN IN CONSTRUCTION
As a woman in the construction industry, she knows the value of providing a diverse, safe, and inclusive space.
“When you leave a job in teaching and end up working on construction project teams, it’s not long before you realize that you’re one of the only women there. It’s hard not to immediately feel different and unsure. Even though I was new, I also quickly realized that I did have insights and ideas to contribute. And that is
because my brain worked differently, and I had different experiences. I could and should use my voice to provide my perspective. So, knowing how I felt and the value I could provide, I have felt it important to advocate for more diverse voices in the room.”
As for what she would like to achieve in the next few years, she plans to keep continuously improving processes, like the chairs before her, and to maximize the time and effort of all those directors who volunteer their time.
“So, when I leave this position next year, I hope that a few more women have run for director positions. And I hope the environment at the board continues to be inclusive and welcoming as it was before me. And most importantly, I hope the board continues to continue having industry impact.” u
ABOUT US
WomenBuild (WB), launched in 2020, seeks to inspire, support, encourage, connect and celebrate women in Industry.
Open to women of ECA member firms, WomenBuild is a place of inspiration, support and mentors hip to women Group members will enjoy unique networking events and educational opportunities while engaging with their industry peers.
WHO SHOULD JOIN
Women in the Trades:
CEOs, COOs, & CFOs
Owners & Managers
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Connect with other women in the construction industry
CONNECT STRENGTHEN INSPIRE
Enhance your skills as a female leader in the trades. Encourage and inspire women to pursue careers in the trades industry.
BENEFITS
WomenBuild organizes 3-4 networking events annually, each offering a unique chance to engage and interact with other women in trade professions.
Reconnect with familiar faces, forge new connections, and exchange experiences with fellow professionals Become part of a community of over 700 women who have already joined in connecting with others in the trades
Join WomenBuild today by reaching out to Caroline Bowen at caroline bowen@edmca com
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RENEWING AND REHABILITATING FOR THE FUTURE OF EDMONTON
Building Edmonton with purpose doesn’t always mean building something new. This year, the City of Edmonton has more than 200 active projects in planning, design, and construction. Many of these projects are renewals and rehabilitations, extending the life of the buildings, roads, bridges, transit, parks, and neighbourhoods Edmontonians rely on to live, work, and play. Rehabilitating existing infrastructure not only improves sustainability, safety, accessibility, and functionality, but it can also be a more financially sustainable approach.
Whether it’s for a beloved Edmonton park, a historical building, or a fire station providing essential services, rehabilitation is important for Edmontonians’ health, safety, and quality of life.
Above photo: The Heritage Amphitheatre, shared pathway and roadway in William Hawrelak Park.
William Hawrelak Park’s newly paved roadway and shared pathway, and the lake that has been cleaned and graded.
REHABILITATING ONE OF EDMONTON’S MOST BELOVED PARKS
The William Hawrelak Park Rehabilitation Project is replacing and rehabilitating aging park infrastructure in one of Edmonton’s oldest and most well-used parks. Much of the park’s infrastructure has remained unchanged since it opened in 1967 and has exceeded its lifespan, requiring repair, replacement, or upgrades to remain operational and meet current and future demands.
The park closed to the public in March 2023 when construction of this three-year project began. As part of this project, the deep underground utilities, buildings, pathways, and roadways throughout the park are being replaced and/or rehabilitated. This necessary work will improve safety and accessibility throughout the park so Edmontonians and visitors can enjoy the space for years to come.
Fast forward to fall 2024, where the project is now almost two-thirds complete. The deep underground utility
work is finished, as is the main parking lot and the park’s perimeter road. Work on the shared pathway is well underway, which is a new feature that will provide a safe and accessible path for folks to walk, bike, and roll throughout the park. A new, accessible lakefront walk is being added outside the park’s Main Pavilion, and is dotted with built-in seating and three outdoor gas fireplaces.
Restoration work is underway for the Main Pavilion, Boat House, and Shelters 1, 2, and 3, which were designated as Municipal Historic Resources in 2023. The
rehabilitation work on these buildings is being done in alignment with the respective designation bylaws and the standards and guidelines for heritage conservation.
The park’s washroom shelters are being winterized for year-round access. Gender-neutral/family washrooms will be available at the Heritage Amphitheatre, Main Pavilion, and Shelters 2 and 3. These updates will improve the user experience for festivals and other events as the park’s infrastructure can keep up with high user demand.
The William Hawrelak Park Rehabilitation Project is on time and on budget, and is anticipated to be complete by the end of 2025. The City looks forward to welcoming visitors back to the park in early 2026. Learn more about this extensive rehabilitation project at edmonton.ca/ HawrelakParkRehabilitation.
COMMERCIAL
BRINGING NEW LIFE TO HISTORICAL BUILDINGS
The Ortona Armoury was built in 1914 and has been a prominent historical landmark in Edmonton’s Rossdale area for more than a century. For the last 30 years, the Ortona Armoury building has been used as studio space for artists and arts groups who have tenancy
The Ortona Armoury.
agreements with the City. In 2004, the building was designated a Municipal Historic Resource, legally protecting it from demolition or alterations to the structure.
The Ortona Armoury Building Rehabilitation Project is necessary to ensure the building remains safe and meets current codes while preserving historically significant aspects. Once complete, the facility will be a sustainable and enjoyable space for artists and Edmontonians to use.
The rehabilitation work is now complete. The project included hazardous material abatement, window restoration and a full interior renovation, preserving historical elements in the building such as the brick, hardware, hardwood floors, and the decorative floor
tiles from the mid-1900s.
This project also required extensive work to upgrade building structural elements and foundations, replace
mechanical and electrical systems and complete general building repairs. In addition, the work included site grading and landscaping, new utility connections,
lighting and various theatre elements, as well as the addition of a solarium between the north and south portions of the building.
The Ortona Armoury will remain an arts and community hub that supports flexible art spaces for visual and performing artists and provides bookable spaces for community use.
Arts Habitat Edmonton is operating the building and is leasing the space to artists, organizing programming, and looking after the bookable spaces. Learn more about this project at edmonton.ca/ OrtonaArmouryRehabilitation.
RENEWING INFRASTRUCTURE TO SERVE EDMONTONIANS
The City continues to build a healthy and vibrant community by making sure Edmontonians have access to the services they need. Fire stations help
Inside the new solarium between the north and south portions of the building.
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Aging fire stations need to be rehabilitated to support EFRS and our great city for years to come. This was the case for University Fire Station #3 and Callingwood Fire Station #19. Built in 1974 and 1978, respectively, these fire stations were approaching the end of their lifecycles.
the Way
Edmonton Fire Rescue Services (EFRS) protect life, property, and the environment.
Aging fire stations need to be rehabilitated to support EFRS and our great city for years to come. This was the case for University Fire Station #3 and Callingwood Fire Station #19. Built in 1974 and 1978, respectively, these fire stations were approaching the end of their lifecycles. Through their rehabilitations, which are now complete, these stations can continue to provide services for the next 40 to 50 years.
The Highlands Fire Station #7 Rehabilitation Project is now underway. The project involves hazardous materials abatement and rehabilitation of the building systems and envelope. Other facility upgrades include adding a barrier-free building entrance and public washroom, along with a specialized duty gear room.
With every fire station project, Edmonton Fire Rescue Services works to minimize the impact to residents through a carefully planned redeployment of resources.
To learn more about fire station rehabilitation and new fire station construction, visit edmonton.ca/ StationRevitalizations.
WHAT’S NEXT FOR REHABILITATION?
The City of Edmonton is committed to the balance of building new and taking care of what already exists. The renewal of structures and spaces continues to be an area of focus each construction season.
To learn more about the City’s many rehabilitation and infrastructure projects, visit building.edmonton.ca. u
The Infrastructure Owners Forum was launched in 2017 to help those in the Owner community to better collaborate, build understanding and connect, with the purpose of improved integration across the construction continuum, and quality outcomes for the entire construction sector.
Our Priorities
Priority 1 | Industry Guidelines & Roles
Priority 2 | Project Delivery & Industry Collaboration
Prioirty 3 | Innovation, Industry Education & Sustainability
Priority 4 | Vendor Performance Management System Principles
Priority 5 | Delivery Method Assessment Tool
Priority 6 | Building Information Modelling, Innovation & Project Delivery
Modified: April 17, 2023 9:20 AM
CANADA’S HOUSING CRISIS: BUILDING BEYOND NEW HOMES
By Rodrigue Gilbert, President, CCA
As Canada's population grows and cities expand, addressing the housing crisis requires more than just constructing new homes—it demands strategic investment and infrastructure development. With billions needed annually and a shortage of skilled labour, a coordinated effort is essential to tackle this complex challenge.
THE URGENT NEED FOR AFFORDABLE HOUSING
In major cities like Toronto, Vancouver, and Montreal, housing affordability has become a pressing issue. Soaring property prices and rents have pushed many residents out of the housing market. Reports indicate that Canada
needs to build about 635,000 new homes each year to alleviate pressure on existing housing and restore affordability.
The federal government's National Housing Strategy aims to meet this challenge by creating affordable units, retrofitting existing buildings, and supporting vulnerable populations, like seniors and Indigenous communities. Provincial governments are also implementing targeted strategies to address local needs and economic conditions.
INFRASTRUCTURE: THE BACKBONE OF HOUSING DEVELOPMENT
While constructing new homes is crucial, the infrastructure that supports
these developments is equally essential. Where is the plan to ensure these homes are connected to the services they need?
Do we have the workers we need to build not only houses, but also upgrade and strengthen road networks, water and wastewater systems, public buildings, and the electrical grid?
In urban areas experiencing rapid population growth, such as Toronto, Montreal, Calgary, and Vancouver, existing infrastructure is often strained beyond capacity. Upgrading and expanding these systems to accommodate new developments while minimizing environmental impact requires careful planning, coordination, and significant investment.
MEETING THE DEMAND: COSTS AND CHALLENGES
The total investment needed to meet Canada's housing targets and develop supporting infrastructure could run into the billions of dollars annually. Canada’s existing, not to mention aging, infrastructure is not prepared for the additional stress.
Estimates indicate that each new housing unit requires up to $107,000 in public infrastructure investment, thus a significant additional investment is needed to build, support, and connect these homes to essential housingenabling infrastructure.
Data from Statistics Canada and
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Infrastructure Canada show that current annual investments in core infrastructure total $39.4 billion. To meet federal housing targets by 2031, an annual investment of $59.1 billion is required. However, developing the infrastructure needed to support vibrant, functioning communities – beyond just the basics – will require an even greater annual investment of $97.5 billion. This stark
discrepancy underscores the urgent need for increased funding to ensure that new housing units are supported by a healthy infrastructure network.
LABOUR FORCE AND SKILLS DEVELOPMENT
Another critical factor in meeting housing targets is the availability of skilled labour. The construction industry,
which includes builders, architects, engineers, and tradespeople, is facing a shortage made worse by an aging workforce, recruitment challenges, and geographic disparities in labour supply.
A report by BuildForce Canada revealed that Canada’s construction sector will need to increase its labour force by an additional 89,000 workers by 2033. This is beyond the current training and employment forecasts to achieve the housing targets outlined by the Canada Mortgage and Housing Corporation.
To address these challenges, industry stakeholders and government agencies will need to work harder to promote careers in construction, enhance training programs, and attract new talent to the sector. Initiatives like apprenticeship incentives, educational partnerships, and immigration pathways for skilled workers are essential to expand the labour pool and ensure the industry's future workforce.
LOOKING AHEAD
As Canada strives to meet its housing targets, a comprehensive approach is required. This goes beyond just building more homes and must include investing in supporting infrastructure and addressing labour challenges. Coordinated action from all levels of government, industry, and community stakeholders is crucial.
STAY CONNECTED WITH THE CCA!
We offer valuable tools, share best practices nationwide, and advocate on your behalf with the federal government. To keep up with the latest updates, subscribe to our newsletter at bit.ly/ ccasubscribe, follow @ConstructionCAN on X, or look us up on LinkedIn. u
MESSAGE FROM THE ALBERTA CONSTRUCTION ASSOCIATION
By Warren Singh
The Alberta Construction Association (ACA) continues to work closely with the Edmonton Construction Association (ECA) and our members to bring a collective voice to the provincial government. Our advocacy efforts have been with our members and the industry in mind. Your feedback – both issues and solutions – are at the forefront of our conversations with Alberta Government officials. Two issues that the ACA has been working on your behalf with the province on are: prompt payment legislation and modernized Alberta Infrastructure contracts.
PROMPT PAYMENT AND CONSTRUCTION LIEN ACT (PPCLA) AMENDMENTS
On August 29th, 2024, the PPCLA came into full force and all projects in the province now come under this law. The Act previously only pertained to projects after legislation was passed in August 2022. Since then, the ACA has heard that there is still work to be done. One key concern to address is applying it equally to all owners, including the Government of Alberta. It was with this in mind that we continue to urge the government to work with industry on the following:
• Complete the work started with industry to ensure the same prompt pay provisions, including adjudication of disputes, apply to Government of Alberta projects covered by the Public Works Act. Existing Alberta Infrastructure contractual provisions do not extend protection down the
contractual chain.
• Address non-compliance under the current PPCLA by meeting with industry to understand the current situation. For example, government could work with industry to build awareness through mandatory notifications, potentially issued along with development and building permits.
• The ACA requested an industry/ government working group to explore options to reduce non-compliance. Currently under PPCLA, contractors that dispute payment risk damaging ongoing business relationships with the other contracting party, and thereby run the risk of losing future business. We have met with Service Alberta and Red Tape Reduction, Infrastructure, and Transportation and Economic Corridors ministry representatives to discuss our concerns. At this point, the ACA is cautiously optimistic that the Government of Alberta will be bringing forward legislation this fall to address our concerns. Stay tuned.
CONTRACT MODERNIZATION ORIENTATION
Contract modernization has been a key ingredient to creating stable and better reliability in agreements between contractors and owners. In 2023, the ACA and other stakeholders brought forward our concerns through the Industry Liaison Committee (made up of Alberta Infrastructure and construction industry
representatives) around the issue of contract modernization.
Overall, industry concerns do remain with the risk allocation and feel that the government is still putting much of the burden on industry. It does not mean that they had not made any positive changes. Incorporating a dispute resolution mechanism, as well as a provision for cost escalation, are examples of positive measures being taken to address industry concerns.
However, there are issues with recent construction management contracts. With examples such as no limit of liability for indemnity claims or overall liability, the province remaining exempt from prompt payment, extremely limited force majeure relief and other gaps for relief events, the construction industry feels there is a lot more work to be done on these new contracts.
The ACA, along with our partner local associations, continues to call on the government to revisit some of these clauses to address real concerns with the modernized contracts. We look to continue our collaborative approach with government to achieve mutually beneficial outcomes.
Stay tuned to our social media posts for more information, and feel free to message us at policy@ albertaconstruction.net if you would like to pass along your thoughts on prompt payment legislation and the new, modernized contracts. u
We’re
We extend our heartfelt gratitude to our clients, suppliers, trade partners, consultants, and our talented team of professionals, all of whom have been instrumental in our success.
We look forward to continuing these valued partnerships in the decades ahead.
MOVING THE INDUSTRY FORWARD
Every construction stakeholder benefits from a level playing field, and the Alberta Construction Trade Definitions are moving industry forward by ensuring an up-to-date, complete list of scope inclusions and exclusions for every trade.
Apply the Trade Definitions during Design, Specifying, Bidding, and Tendering – and you can expect a significant decrease in the confusion, errors, RFIs, and common disputes that plague construction projects.
Elder Dr. Francis Whiskeyjack School Edmonton, Alberta
BUILDWORKS ALBERTA EXPANDS VALUE FOR MEMBERS THROUGH STRATEGIC ALLIANCE WITH BidML
At BuildWorks Alberta, we are committed to ensuring that our local construction association members— contractors, project managers, and estimators—have seamless access to the tools and resources they need to thrive in the competitive construction industry.
As a trusted platform, BuildWorks has long served as a centralized hub for relevant project opportunities in Alberta’s industrial, commercial, and institutional (ICI) construction sectors. Now, we’re enhancing that service through a new strategic alliance with BidML, a platform that aggregates tenders from across North America using advanced machine learning technology.
This alliance is designed to provide local construction association members with a broader view of public tenders while maintaining BuildWorks’ role as Alberta’s go-to digital plans room for ICI construction work.
WHAT’S NEW?
With this alliance, members now have the option to subscribe to BidML, giving them access to an expanded pool of tendering opportunities beyond Alberta.
BidML collects data from over 500 public tendering websites across North America, using machine learning to classify projects by industry and region. This allows members to:
• Search and analyze tenders outside of Alberta, expanding their market reach across North America.
• Receive daily email updates with strategically selected opportunities based on their specific business needs.
• Utilize a user-friendly Power BI dashboard, offering detailed insights and analytics to support strategic bidding decisions.
Importantly, BidML does not host project documents itself. For tenders relevant to Alberta’s ICI sector,
BuildWorks members who use BidML will still be directed to BuildWorks to view and download the project documentation. This means that while BidML offers a powerful tool for finding broader opportunities, BuildWorks remains the essential platform for handling specific project details, drawings, and documents necessary for bidding.
BUILDWORKS: STILL YOUR DIGITAL PLANS ROOM
BuildWorks Alberta remains the central digital plans room for ICI construction work within the province. While BidML allows members to explore tender opportunities beyond Alberta and across different industries, BuildWorks continues to serve as the single point of access for Alberta-specific project documents. In essence, BidML complements BuildWorks by providing
Find a Project
Receive access to new projects, updates, and addenda allowing you to stay up to date with information on thousands of construction bid opportunities in Alberta and Saskatchewan from public and private sector purchasers.
Find a Company 3,500+
Search over 10,000 construction industry companies across Alberta and Saskatchewan in the BuildWorks Canada Directory.
Post a Project
Expand your reach and connect with a wider range of contractors, subcontractors, trades, or suppliers by publicly or privately advertising your opportunity through BuildWorks Canada.
Publish a Certificate
Create and publish Certificates of Substantial Completion notices online, increasing visiblity for all stakeholders.
For more information, contact your local construction association or visit www.buildworkscanada.com
BECOME A MEMBER
broader access to tendering data, but BuildWorks remains integral to the local bidding process.
WHY THE ALLIANCE MATTERS FOR MEMBERS
The alliance with BidML offers an
array of new tools and opportunities, enhancing the existing BuildWorks experience without disrupting current workflows. By subscribing to BidML, members benefit from:
• Time-saving tender searches that aggregate opportunities from over
500 websites across North America, reducing the need for manual searches.
• In-depth competitive analysis, which helps assess the competitive landscape by region, sector, and project owner, ultimately refining bidding strategies.
• Quick and direct access to Alberta project documents, thanks to links that route members back to BuildWorks and other bid platforms, ensuring no detail is missed when bidding on local projects.
This strategic alliance allows local construction association members to expand their market reach while continuing to benefit from the dependable services they rely on.
EXPERIENCE BIDML WITH A SPECIAL OFFER
For members interested in trying BidML, a special three-month trial is being offered to allow users to explore its advanced features, including automated tender searches and datarich analytics, at no cost. Best of all, members will still have access to their Alberta-specific project documents through BuildWorks.
To learn more about this exclusive trial or to sign up, visit www.bidml.ca today.
BUILDING A SMARTER, MORE EFFICIENT FUTURE
The construction industry is continuously evolving, and BuildWorks remains dedicated to providing members with the most innovative tools that enhance productivity and streamline bidding processes. Through this strategic alliance with BidML, we are offering a solution that keeps our members ahead of the curve, allowing them to access a broader range of opportunities and make smarter, data-driven bidding decisions.
Together, BuildWorks and BidML are helping to build a smarter, safer, and more efficient construction industry— both in Alberta and beyond. u
REBUILDING JASPER
Remediation efforts are well underway following the area’s wildfires this year
By Lisa Kopochinski
The municipality of Jasper was severely hit by wildfires in late July that destroyed many homes, businesses, and altered the landscape.
According to www.parkscanada.ca, a wildfire was reported near the Jasper Transfer Station, and—just 30 minutes later—three more fires were reported near campgrounds just south of Jasper. Wind gusts of up to 30 kilometres per hour merged the wildfires into a complex that became too massive for firefighters alone to handle.
Wildfires spread across more than 6,000 hectares, with flames rising 30 to 50 metres and new fires starting up to 500 metres ahead of the fire, resulting in
what is now known as the Jasper Wildfire Complex.
Fortunately, incident management staff moved quickly to evacuate the town and national park. Hundreds of firefighters and resources, including state-of-the-art structure protection equipment, were deployed. Air tankers conducted multiple retardant drops, but this did not significantly reduce wildfire activity.
What was once a scenic panoramic landscape is now 270 hectares of charred wilderness—the result of a series of wildfires spanning 32,000 hectares. An estimated 25,000 people were forced to evacuate the national park, including
approximately 5,000 Jasper residents.
As recovery efforts continue, several areas within the townsite remain fenced off due to potential physical hazards and hazardous materials. For everyone’s safety, these areas are marked, and only authorized personnel are allowed in.
To aid in wildfire recovery efforts, the Jasper Recovery Coordination Centre (JRCC) was established as a vital partnership between the Municipality of Jasper and Parks Canada. This collaborative effort focuses on delivering the resources and support that residents and businesses need to rebuild.
One significant aspect of the recovery is the restoration of key community
Wildfires spread across more than 6,000 hectares with flames rising 30 to 50 metres.
PHOTO SOURCE: PEXELS.COM.
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hotels. In the aftermath of the wildfires, HIBCO Construction and First General have been busy supporting the community by restoring local hospitality venues such as The Athabasca Hotel, Whistler’s Inn, Bear Hill Lodge, and Jasper Downtown Hostel.
Moe Barzagar, a partner at both HIBCO Construction and First General (Fire & Flood Restoration), detailed their extensive efforts, which include:
• Soot, char, and ash removal: A thorough clean was performed to ensure the safety of future occupants, particularly due to the burning of nearby gas stations and potential hazardous materials.
• Service cleaning: HEPA vacuuming of kitchens, hallways, and all surfaces to ensure cleanliness.
• Duct cleaning and HVAC testing: Mechanical units were cleaned and
filters changed to maintain safe indoor air quality.
• Electronic cleaning: TVs, A/C units, and computers were meticulously cleaned and tested.
• Hazardous material management: Asbestos abatement and lead remediation were conducted where necessary.
• Odour removal: Techniques like smoke sealing and the use of hydroxyl generators were employed to tackle lingering smells.
• Content restoration: All furniture, linens, and hotel supplies were restored for use.
The work is crucial for the community’s recovery, as these hotels are integral to Jasper’s tourism and economy.
“We’re proud to have professionally restored these beautiful hotels and are excited for them to welcome back guests to Jasper,” says Barzagar.
The rebuild effort has been broken down into five phases, with the aim to complete Phase 1 by the end of October. The five phases include the following:
PHASE 1: GET READY TO REBUILD
Leaseholders:
• talk to your insurer and think about what you would like to build.
JRCC:
• identify guiding values and principles
• update land use policies and architectural motif
• create online tools for rebuilding
• create a Rebuilding Guide
PHASE 2: DESIGN YOUR BUILD
Leaseholders:
• work on building plans with an accurate site survey
JRCC:
• prepare information about how to submit a complete application
• create a streamlined permitting process
Phase 3: Application
Leaseholders:
• submit a complete development permit application
• coordinate a safety code sign-off
JRCC:
• intake and review the application using an architectural motif and land use policies
• approve or resolve issues as needed
• communicate with applicants regularly
PHASE 4: BUILD
Leaseholder:
• start building
• arrange for inspections
JRCC:
• occupancy inspections
PHASE 5: OCCUPANCY
Additionally, the Recovery Process Diagram (pictured below) allows for a better understanding of the stages of our recovery.
Local businesses and community spaces have begun to reopen, but many still face significant challenges.
A Debris Removal Virtual Townhall Meeting was held on October 24 that included presentations by the following:
• Recovery project manager, Jasper Recovery Coordination Centre
• Insurance Bureau of Canada
• Planning and development manager, Parks Canada
• EllisDon
EllisDon, the debris removal contractor, was selected by the Insurance Bureau of Canada (IBC) in collaboration with multiple insurance companies. This will
track the actual costs of debris removal for each individual property.
IBC has drawn on lessons learned from other fire-damaged communities such as Slave Lake and Fort McMurray. These learnings show that bulk debris removal
is the most cost-effective, safe, and expedient approach to post-fire recovery. By consolidating the removal process across multiple properties through one contractor, both homeowners and insurance companies can benefit from improved efficiencies and reduced costs. This consolidated approach also facilitates a consistent standard of safety and environmental practices.
Debris removal permits have been issued and work throughout the town is underway. Parks Canada posts all the permits that have been issued on its website.
Additionally, signs will be posted at sites 48 hours prior to debris removal that include the contractor’s name, contact information, permit number, and link back to the Municipality of Jasper Debris Removal website at jasper-alberta. ca/p/debris-removal for any updates.
Incident transition spectrum diagram. Photo
The municipality of Jasper’s top priority is safety during the wildfire debris cleanup.
PUBLIC SAFETY EFFORTS
The municipality of Jasper’s top priority is safety during the wildfire debris cleanup. There are strict safety rules in place to protect both the public and the environment. Before removing debris, trained professionals will test for hazardous materials like asbestos. If found, proper asbestos abatement procedures, as defined by OHS regulations, will be followed. Materials will be safely disposed of at licensed facilities.
“Our goal is to have clients, not customers”
EXTERIOR WINDOWS & DOORS
The municipality will ensure that work areas are secure and accessible only to authorized personnel, keeping both the public and wildlife safe.
Air quality and material containment will be continuously monitored. If it falls below safe levels, work will stop immediately until conditions improve. Dust control measures are also in place to prevent particles from spreading, particularly on windy days.
HOUSING PROGRESS
With residents facing so much uncertainty—especially when it comes to housing—the municipality is working closely with all levels of government to get funding to increase available options.
As of October, many essential workers have been housed in temporary accommodations (such as hotels) until interim housing (bridge between temporary and rebuild) can be made available. Many residents have also made their own housing arrangements outside of Jasper.
Potential interim housing sites are also being considered around Jasper that could be used to mobilize housing. These areas are determined based on size of the land, access to essential utilities (such as water, electricity, and gas), and proximity to town.
On October 21, the Government of Alberta announced $112 million of provincial funding to build 250 interim housing units. These modular units will be made to accommodate singles and families. To learn more about this and to watch the announcement, visit the Government of Alberta News webpage.
The procurement process for the modular housing units will be run by the Government of Alberta and will be posted for bids through its Purchasing Connection webpage at purchasing. alberta.ca.
For continuous updates, visit jasper-alberta.ca/p/jasperwildfire. u
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THE COBALT: WOVEN INTO WÎHKWÊNTÔWININ
By Paul Adair
In the heart of Wîhkwêntôwinin (formerly Edmonton’s Oliver neighbourhood), The Cobalt will soon bring the successful implementation of a vibrant, mixed-use development to 123 Street and 102 Avenue, a key junction in the 124 Street Business Improvement Area (BIA).
Known for its tight-knit relationships and forward-looking spirit, the Wîhkwêntôwinin community is a vibrant and culturally rich area with a strong sense of identity and pride. It is a community deeply connected to its roots while embracing new opportunities for
growth and The Cobalt was designed to fit seamlessly into this dynamic environment, with a focus on enhancing the community’s unique character which integrates local influences and prioritizes spaces that encourages interaction.
When complete in winter 2025, The Cobalt will focus on the importance of a desirable public realm, pedestrian experience, and street-level activation – all contributing to the fabric of what makes Wîhkwêntôwinin one of the most desirable communities in central Edmonton.
The development will incorporate
incorporates 166 residential units across the entirety of the development site, which are situated above the at-grade commercial spaces.
13,400 square feet of attractive unique at-grade commercial spaces along the north and east building façades. Commercial activation will include the opportunity for patios to spill onto 102 Avenue, 123 Street, and the courtyard, and immersive and all-season lighting design and landscaping will adhere to the language of the neighborhood. The design of the west-side of the building has also included an amenity floor midway through the structure, as well as a second exterior amenity on the rooftop. These various amenity strategies combine to create a unique opportunity
The Cobalt
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to truly activate all three façades of the building. Many of them are visible from the street – a true blend of private and public space that enables a variety of ground-floor and small retail tenants to spill out onto the public realm. This further contributes to a diverse range of goods and services in the area, and naturally animates the streetscape.
The development will also introduce a public courtyard that is located internally within the massing of the building. Retail tenants front onto and frame the interior courtyard, offering public accessible seating, attractive lighting, and
landscaping that provides a sheltered area away from the traffic of nearby 124 Street and Jasper Avenue – a haven in which to stay and enjoy the activated vibrant public space created within the development.
“We worked closely with local architects, business leaders, and community members to ensure the design reflected both modern needs and the local identity. It was essential that The Cobalt didn’t just serve as a place to live or work, but as a gathering point for the community,” says Katie Schneider, development manager at Autograph.
When complete in winter 2025, The Cobalt will focus on the importance of a desirable public realm, pedestrian experience, and street-level activation.
As a dynamic local development that is committed to pushing the boundaries of innovation, sustainability, and community-centered design, Autograph takes pride in crafting projects that reflect not only architectural excellence but also meaningful integration with the communities it serves.
PART OF THE COMMUNITY
The Cobalt incorporates 166 residential units across the entirety of the development site, which are situated above the at-grade commercial spaces. These units will range from one to three bedrooms, and the development will offer a variety of common amenity options.
What’s more, The Cobalt has also been designed with complementary features to its neighbouring 163-unit rental mixeduse building: the Mercury Block to the north. The new development will work to unify the interaction across 102 Avenue by providing delicate similarities in public space design (the courtyard), unique and interesting features (alley-way activation through art and architectural features), complementary architecture, and a strong focus on improving and contributing to the pedestrian-oriented public realm of Wîhkwêntôwinin.
But one of the key features that makes The Cobalt truly stand out is its operational and intentional multi-use nature that offers a balance between residential, commercial, and communal spaces.
The Cobalt prioritizes creating an environment that encourages interaction and fosters a sense of community, with shared spaces that lie in the groundlevel courtyard with surrounding retail activation. Fulsome tree-lined streets, an activated and lively bike lane,
“It was essential that Cobalt didn’t just serve as a place to live or work, but as a gathering point
– Katie Schneider, Autograph
an increasing volume of mixed-use developments and density, and a narrow two-lane structure holds a particularly strong differentiating factor to other streets within not only the immediate neighbourhood, but also greater downtown Edmonton.
“By creating a destination that is
The Cobalt prioritizes creating an environment that encourages interaction and fosters a sense of community, with shared spaces that lie in the ground-level courtyard with surrounding retail activation.
welcoming, accessible, and diverse, the residents of the development and surrounding community members are connected through visible private and organic public spaces that create opportunities to stay, play, work and live,” says Schneider.
Autograph has designed The Cobalt to emulate pedestrian activation as one of its cornerstone principles. A unique activation of both street-front, courtyard, and laneway being a cornerstone of this project, the encouragement of liveliness of the pedestrian experience is incorporated through many thoughtful elements, such as visual transparency, landscaping, signage, and accessible public spaces that connects the building to the physical and social fabric of its urban context. The Cobalt also energizes the street and lane frontages through program, colour, lighting, and increased sightlines, which invites the public to observe and participate in the growing urban vibrancy of the 124 Street area.
THE BENEFITS OF COLLABORATION
One of the most significant challenges Autograph faced in The Cobalt project is one familiar to many developers in the Edmonton market – the impact of increasing interest rates, inflation, and supply chain disruptions, which have driven up both material and operational costs. These factors inevitably have affected everything, from the speed of construction to overall project feasibility. To overcome the often unpredictable and unfavourable market conditions, Autograph needed to be highly strategic in its planning, as well as to work closely with its contractors and suppliers to negotiate pricing and secure materials well in advance, helping to mitigate some
The world wants to invest in Canada. Al bertans want to invest in Al berta.
Leading economists including Tiff Macklem, Governor of the Bank of Canada are sounding alarms about “productivity” in Canada. They say businesses in Canada are not investing enough resulting in a lower standard of living for all Canadians. Inflation, a housing crisis, investment capital flight, and lower per capita incomes are interconnected symptoms of a lagging economy. Canada used to attract huge inflows of investment because we had resources and products international customers wanted. Canadians could do big things like large infrasupplier reliable a Canda made that adventures structure
Between 2000 and 2012 massive inflows of foreign investment to Alberta raised Canadians’ living standards and generated taxes to fund services like health care. The Canadian Dollar hit and remained at Par with the US Dollar. Today, a decade later and our per person income is flat, inflation and cost escalation is putting housing out of reach, and both foreign and domestic investment has plummeted. Canada seems incapable of doing big, major projects and is a mediocre supplier This is unacceptable for a country that relies on trade for 65% of our economy Remember this when you go to your grocery and every head of lettuce from California costs 30% more Loonie cent 70 a and rate exchange the of because just
The world wants to invest in Canada. Albertans want to invest in Alberta. But if government policy makes investing an unacceptable risk, investors will hold cash and invest elsewhere. Heavy construction is faced with constantly increasing costs in materials, fuel, equipment finance and insurance. Workforce challenges of recruiting and retaining experienced staff are exacerbated by the demographic realities of an aging workforce and lack of certainty in highway capital programs which fluctuate wildly making resource costly and difficult overly execution project and planning
Governments could do a lot to provide more cermonopolize. they which marketplace the in tainty
It’s time for governments to look at their highway capital programs through the lens of total productivity and effectiveness rather than an obsession with risk avoidance and process controls. ARHCA is advocating for the creation of the Alberta Highway Trust Corporation to deliver the Alberta highway program using business principles and comsector private the with partner truly that strategies mercial
Canada needs to be more productive, and we can do something about that right here in Alberta, right now Find out more about our ideas to incentivize investment in roadbuilding at FixOurRoads.com.
of the volatility in costs.
“By maintaining strong communication and collaboration with our partner, Alitis Investment Council Inc., as well as staying flexible in our design approach, we were able to ensure that the project remained on track without compromising on quality,” says Schneider. “And while the economic environment remains challenging, we’ve stayed focused on delivering a development that meets market demand and provides long-term value to the community.”
Autograph recognized that a development of this scale also required deep engagement with community leaders, municipal government and administration, local businesses, and fellow developers, as each of these stakeholders brought unique insights and expertise that shaped the project and helped to ensure that The Cobalt would meet the community’s needs and respect local values.
“By involving all stakeholders from the earliest stages, we were able to anticipate and address potential challenges before they became obstacles,” says Schneider. “This level of collaboration ensured that the development would meet the high standards of functionality and modernity and, ultimately, it was the collective effort of everyone involved that made Cobalt a reality.”
Although its opening is still a year away, the early response to The Cobalt has been extremely positive. Community members are looking forward to the ways in which The Cobalt will enhance the local economy, while also providing new spaces for social and cultural activities. Industry has also recognized the project’s thoughtful integrative design and collaborative approach to pedestrian activation, complementary, and community-drive design.
“We are proud to share that we have received thoughtful support for our work so far in this ever-growing area of downtown Edmonton,” says Schnieder. u
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A NEW ERA OF SUSTAINABLE SHOPPING
L’OCA Quality Market, located at 340 Baseline Road in Sherwood Park, marks a significant milestone as the flagship location for this innovative market and dining experience.
L’OCA Quality Market prioritizes energy efficiency and local sourcing while redefining the market experience
By Shayna Wiwierski
An innovative grocery store just opened outside of Edmonton.
L’OCA Quality Market, located at 340 Baseline Road in Sherwood Park, marks a significant milestone as the flagship location for this innovative market and dining experience. Named after the Italian word for “goose”, L’OCA embodies a vibrant community spirit, bringing high-quality local and international food
products to life within a single space. The facility encompasses a market, butcher shop, pizzeria, fruit juice shop, café, flower shop, and more, alongside two distinct dining experiences: a casual eatery, Pyro, and a high-end Italian restaurant named Oro.
The site previously housed a Rona hardware store, constructed in the early 2000s. With a total area of roughly
45,000 square feet, the location was ideal for L’OCA’s vision. The size facilitated an expansive market layout and allowed for the addition of auxiliary structures, including a liquor store, pavilion, restaurant, and loading dock. The decision to select Sherwood Park was influenced by demographic research, which indicated a strong potential customer base for this unique market offering.
“This is their flagship, it was their first shot at this, so the organization was bringing some of the best of the best for culinary and grocery products,” says Scott Murchison, construction manager with Synergy Projects Ltd. “The challenge in this project was as these stakeholders came on, we had to work with the design team and the owner team to facilitate their vision while staying inside a schedule and budget.”
Construction started in May 2023 and the market opened to the public on May 10, 2024. The project involved substantial renovations, transforming the former hardware store into a bustling market. Initial budgets for construction were approximately $20 million.
The renovation process was extensive, involving a complete remodeling of the existing structure. The project began with a comprehensive gutting of the former Rona hardware store. A new roofing system was installed, featuring a skylight that floods the market with natural light, marking a dramatic shift from a conventional warehouse to a vibrant open-air market.
This transformation required meticulous design and structural adjustments. In addition, a substantial portion of the concrete flooring was removed to accommodate essential plumbing, electrical, and refrigeration lines. This process involved extensive excavation, followed by careful restoration to ensure a flawless finish.
“We cut out a large portion of the existing concrete flooring to install new underground services like plumbing, electrical, and refrigeration lines. It was a huge task,” says Shaun Karst, project manager with Synergy Projects Ltd. “It was a sight to see because there were large mounds of dirt inside the building all over the place. And then to put it all back in once all the services were
in place, repour the concrete, and then have a concrete floor almost like it never happened… That was a unique part of the project from my standpoint.”
The building’s exterior also underwent a dramatic makeover, with new cladding, windows, and wall systems that effectively erased its previous identity. The use of steel cladding not only enhances durability, but also underscores a commitment
The project involved substantial renovations, transforming the former hardware store into a bustling market. Initial budgets for construction were approximately $20 million.
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to sustainability, as it is crafted from recycled materials.
“It was built to the newer energy code, which is driving the sustainability higher and higher. So, the big thing here was it was very much that adaptive use of an existing building, so really taking advantage of a lot of structure that was already there,” says Murchison. “One of
the big things is the exterior cladding on this building, it’s all steel, so already a recycled product. It’s durable and easy to replace if there’s damage. At the end of the life cycle, that’s 100 per cent recyclable as well.”
The construction team collaborated closely with Strathcona County to improve local traffic patterns,
introducing new roads and turn lanes to facilitate easier access to the market. These enhancements are designed to ensure that L’OCA serves as a vibrant community hub, welcoming a steady flow of customers eager to experience its unique offerings.
Synergy Projects Ltd. were the general contractors on the project with E3 Architecture, RJC Engineers, Smith + Anderson, SMP Engineering, Krahn Group of Companies, and Katharina Kafka Landscapes as the consultants. Key subtrades included A. Circuit Electric Ltd., Montech Mechanical Industries Ltd., Monarch Carpet One, Spartan Steel Ltd., Igloo Erectors Ltd., and more.
The design and construction of L’OCA Quality Market prioritize sustainability by adhering to the latest energy codes. The facility is equipped with advanced LED lighting and high-efficiency mechanical systems that intelligently optimize energy consumption based on occupancy and time of day. This
The size facilitated an expansive market layout and allowed for the addition of auxiliary structures.
L’OCA Quality Market features two eateries, including Pyro, their casual eating option.
approach not only reduces energy costs, but also minimizes the market’s environmental footprint.
The building also features upgraded insulation systems, which are essential for maintaining a comfortable environment year-round. Given Alberta’s harsh winters, these enhancements play a crucial role in ensuring that customers can enjoy a pleasant shopping experience, regardless of the weather outside. This commitment to energy efficiency and comfort reflects L’OCA’s broader mission to create a responsible and welcoming community space.
Construction started in May 2023 and the market opened to the public on May 10, 2024.
The building’s exterior also underwent a dramatic makeover, with new cladding, windows, and wall systems that effectively erased its previous identity.
A substantial portion of the concrete flooring was removed to accommodate essential plumbing, electrical, and refrigeration lines.
Plans are already underway for expansion into other areas of Edmonton, including St. Albert, as well as additional locations in West and South Edmonton.
Top to bottom: The project began with a comprehensive gutting of the former Rona hardware store.
L’OCA is not just a market; it represents a commitment to community engagement and local procurement. The owners have prioritized partnerships with local producers, sourcing meat, eggs, and produce from regional suppliers. There are also discussions around supporting local farming initiatives.
This commitment to sustainability and local sourcing aligns with broader trends in the food industry, focusing on farm-to-table initiatives that strengthen community ties and promote healthy eating.
The success of the Sherwood Park location is just the beginning. Plans are already underway for expansion into other areas of Edmonton, including St. Albert, as well as additional locations in West and South Edmonton. This rapid growth strategy reflects L’OCA’s vision of becoming a cornerstone in the local food scene, offering high-quality products and dining experiences to a wider audience.
With its unique blend of high-quality food offerings, commitment to local sourcing, and a beautifully redesigned space, L’OCA Quality Market is poised to redefine the market and dining experience in the Edmonton area. The collaborative effort between the design team, construction professionals, and local authorities has resulted in a landmark project that not only meets current market needs, but also anticipates future trends in sustainable, community-focused food experiences.
“Synergy is very proud to partner with them,” says Murchison. “It’s got a very driven owner and they have a fantastic vision on this. We’re just happy to be a part of their unique one-ofkind experience that they’re trying to create.” u
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The construction team collaborated closely with Strathcona County to improve local traffic patterns, introducing new roads and turn lanes to facilitate easier access to the market.
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TRADESLINK MOBILE: REVOLUTIONIZING JOB SEARCH FOR TRADESPEOPLE
Finding work can be daunting for those in the ever-evolving trades world. Enter TradesLink Mobile, an innovative platform changing the game for tradespeople across Canada. With its latest feature updates and usercentric approach, TradesLink is quickly becoming the go-to solution for skilled workers looking to advance their careers and employers seeking top talent.
Let’s dive into the exciting new features and explore why TradesLink is the best way for tradespeople to find their next job.
NEW FEATURES THAT MAKE JOB HUNTING A BREEZE
TradesLink Mobile has released a game-changing update as of fall 2024, introducing features that will transform how tradespeople search for and secure employment. The crown jewel of this update is the “Find My Next Job” feature, available to registered and nonregistered users. This powerful tool lets users initiate a comprehensive job search
with a single click, streamlining the often tedious job-hunting process.
Here’s how it works:
1. Users enter their trade and desired location.
2. With a click of the “Search” button, TradesLink scours its extensive database of job listings.
3. Results are displayed instantly, showcasing relevant opportunities tailored to the user’s specifications and profile.
TradesLink also understands that job searching is an ongoing process, so they’ve ensured users can save searches for future reference. This feature allows users to quickly revisit and update their job preferences without starting from scratch each time.
One of the most exciting additions to TradesLink Mobile is the Easy Apply function. This feature allows users to apply directly to jobs from the original job board, eliminating the need to navigate multiple platforms or websites. It’s a time-saving solution that puts
opportunities at users’ fingertips, making the job application process more efficient and productive.
Looking ahead, TradesLink is committed to expanding its reach and effectiveness. The platform plans to incorporate additional job boards into its search algorithm, providing users with an even broader range of opportunities and ensuring no stone is left unturned in the quest for the perfect job.
WHY TRADESLINK MOBILE IS THE ULTIMATE JOB-FINDING TOOL FOR TRADESPEOPLE
1. Tailored for trades
Unlike generic job boards, TradesLink is designed explicitly for skilled tradespeople. This platform comprehends the unique challenges and requirements of the trades industry, offering a curated experience that speaks directly to its users’ needs.
2. Comprehensive profile management
TradesLink allows users to create
detailed profiles that showcase their skills, experience, and certifications. The ability to include pictures and videos of past work provides a visual portfolio that sets tradespeople apart from the competition. As users add to their profile, TradesLink does a better and more accurate search to find the perfect job.
3. Certificate tracking and reminders
One of the standout features of TradesLink is its certificate management system. Users can easily track their certifications and receive timely reminders when renewals are due, ensuring they never miss a beat in maintaining their professional qualifications.
4. Community building
TradesLink isn’t just a job board; it’s a community. The platform encourages users to connect with peers, share experiences, and even vouch for each others’ skills. This network effect creates a supportive ecosystem that can lead to job opportunities through word-ofmouth and recommendations.
5. Direct employer connections
TradesLink bridges the gap between tradespeople and employers, facilitating direct interactions. This direct line of communication can result in faster hiring processes and better job matches.
TRADESLINK VS. OTHER JOB-FINDING PLATFORMS
While numerous job-finding platforms are available, TradesLink stands out as the premier choice for tradespeople. Here’s why:
• Specialization: Unlike general job boards, TradesLink is built from the ground up for trades professionals, understanding their unique needs and industry-specific requirements.
• Profile sharing: TradesLink’s easy profile sharing feature allows users to send their comprehensive work history and credentials to potential employers via email or text, streamlining the application process.
• Community focus: The platform’s emphasis on building a trades community sets it apart, offering networking opportunities that can lead to job referrals and career growth.
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• Credential management: No other platform offers robust certificate tracking and reminder systems, a crucial feature for trades professionals who must maintain multiple certifications.
• User-friendly interface: TradesLink’s intuitive design speaks the language of tradespeople, making it easy to navigate and use effectively. By choosing TradesLink, users gain access to a purpose-built platform that helps them find jobs and supports their overall career development and professional networking.
TRADESLINK ENTERPRISE: EMPOWERING EMPLOYERS IN THE TRADES INDUSTRY
For employers in the trades sector, efficiently managing a skilled workforce is crucial for success. TradesLink Enterprise, a Software-as-a-Service (SaaS) platform, offers a comprehensive solution to streamline workforce management and enhance operational efficiency.
KEY FEATURES OF TRADESLINK ENTERPRISE:
1. Crew management
Effortlessly manage crews of workers with TradesLink Enterprise’s intuitive interface. The platform simplifies the onboarding process, allowing employers to import worker profiles and credential data with just a click. This feature ensures that all necessary information is centralized and easily accessible, improving overall workforce organization.
2. Credential management
Compliance and safety are paramount in the trades industry. TradesLink Enterprise’s credential tracking solution helps employers reduce lost time and expenses associated with expired certifications. The platform provides timely reminders for credential renewals.
It offers access to high-quality training and certification programs through trusted providers, ensuring your workforce remains compliant and current with industry standards.
3. Worker search and filtering
TradesLink Enterprise’s powerful search and filtering capabilities make finding the right professionals for specific projects simple. Employers can quickly access and connect with qualified workers based on their trade, location, and credentials. This search feature minimizes the time and effort required to staff projects with the most suitable professionals.
4. Verified company profiles and crews
Enhance your company’s visibility and credibility with a verified profile on TradesLink Enterprise. This feature increases your exposure to potential employees and allows for easy management of existing workers. The platform facilitates seamless communication within crews, fostering a strong company culture and improving team cohesion.
5. Targeted job posting
When it’s time to fill open positions, TradesLink Enterprise offers priority placement on its job board and social feeds. This targeted approach ensures that your job postings quickly reach the most relevant audience. Additionally, employers gain access to thousands of worker profiles, enabling them to search for and connect with potential candidates proactively.
WHY TRADES EMPLOYERS SHOULD USE TRADESLINK FOR EVERYDAY PEOPLE MANAGEMENT
1. Centralized workforce data
TradesLink Enterprise consolidates all worker information, credentials, and project assignments in one place, providing a comprehensive overview of your workforce at a glance.
2. Improved compliance
The platform’s robust credential management system helps employers stay ahead of certification expirations, reducing the risk of non-compliance and potential legal issues.
3. Efficient staffing
With powerful search and filtering tools, matching the right workers to specific projects becomes a quick and accurate process, saving time and improving project outcomes.
4. Enhanced communication
The crew management feature facilitates better team communication, improving coordination and productivity on job sites.
5. Cost-effective solution
By streamlining various aspects of workforce management, TradesLink Enterprise helps reduce administrative overhead and improves overall operational efficiency, resulting in cost savings for employers. TradesLink Enterprise is much less expensive than other workforce management solutions
but provides the most commonly used features.
6. Access to quality talent
The platform’s job posting features an extensive database of worker profiles that give employers a competitive edge in attracting and retaining top talent in the trades industry.
7. Scalability
Whether managing a small team or a large workforce, TradesLink Enterprise will scale with your business, providing consistent support as your company grows.
TradesLink Mobile and TradesLink Enterprise offer comprehensive solutions for tradespeople seeking employment and employers managing their workforce. By leveraging these platforms, the trades industry can benefit from improved efficiency, better job matches, and streamlined operations. As the skilled trades continue to evolve, TradesLink continues to grow along with it, providing the tools and connections necessary for success in these dynamic fields. u SOUTH BRANCH
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ECA ADVOCATES FOR INDUSTRY
By Paul Adair
The Edmonton Construction Association (ECA) plays a pivotal role in advocating for the construction industry through its government relations strategy, which has been developed by the ECA Government Relations and Advocacy Working Group that was formed in 2022. Made up of key board leaders, the efforts of the working group over the last two years have helped to ensure that the interests and concerns of ECA members and the construction industry are being represented in policy discussions and decision-making processes with government.
As part of its advocacy, the ECA focuses on several issues, including:
• Legislative Reform: The ECA works closely with the provincial government to recommend changes to the Prompt
Payment and Construction Lien Act (PPCLA) and the Public Works Act (PWA).
• Regulatory Reform: The ECA seeks out opportunities to streamline regulations that reduce red tape and enhance efficiency in construction projects.
• Infrastructure Funding: The ECA advocates for stable and predictable investment in infrastructure to support economic growth and community development.
• Workforce Development: The ECA addresses labour shortages and promotes skills training and apprenticeships in the construction trades.
“Much of our advocacy work is happening behind the scenes and it requires significant effort to build
relationships and navigate complex political landscapes,” says David Johnson, president at the ECA. “The ECA team works hard to ensure that member voices are heard and are often engaging in discussions that may not make headlines, but are crucial for the industry’s future, nonetheless. This dedicated work lays the groundwork for effective policy changes that ultimately benefit all members and the industry in general.”
As part of its advocacy mandate, the ECA has been meeting with municipal, provincial, and federal stakeholders throughout the year. These meetings include quarterly meetings with key municipal administrative leaders to talk about continuing and emerging issues and meeting with city council directly at least once per year. Provincially, the
The ECA, along with Warren Singh, executive director of the ACA, were pleased to have several meetings at the Legislature on Tuesday, May 28th.
Discussion topics at the Legislature included predictable & sustainable funding, municipal affairs (including Bill’s 18 & 20) and potential effects on infrastructure, PPCLA, workforce development and labour, codes and permits, Tradeslink and more.
Members of the ECA Board of Directors and Leadership Team were pleased to meet with the City of Edmonton City Council for a working lunch at City Hall on Wednesday, May 22nd.
ECA has ongoing talks – both formal and informal – with key ministries, including Infrastructure, Transportation, Jobs Economy and Trade, and others, as well as meetings once or twice a year at the Alberta Legislature with its Alberta Construction Association (ACA) colleagues.
Federally, the ECA joins the Canadian Construction Association (CCA) on events like Hill Day, which is held annually in November. Hill Day allows the ECA to be part of a unified national voice in support of federal advocacy initiatives.
“We are actively working with all levels of government in a proactive and cooperative manner,” says Matt Schellenberger, ECA director of corporate development. “There is growing pressure to deliver projects quickly as people come rapidly to our province, and we must ensure these projects are being delivered in a collaborative, supportive manner.”
BUILDING COLLABORATIONS
The need for improved government relations has increased in importance for the ECA and its members over the last few years; an importance that has only accelerated throughout 2024 and into 2025.
Because of this, the ECA has been actively working with its regional association partners – such as the NAIOP – Commercial Real Estate Development Association, BILD Edmonton, the Edmonton Chamber of Commerce, BOMA Edmonton and others – on pressing issues like permitting, procurement policy, project delivery advocacy, and more. These efforts will become more active when municipal elections loom in October 2025.
Across Alberta, the ECA is also active with its local construction association partners, as well as the ACA on major provincial issues, such as project delivery, procurement, funding, and more.
“We are now seeing more than 50,000 people moving into Alberta every quarter, and this is putting large stresses onto our key infrastructure, including roads, schools, and other infrastructure,” says Schellenberger. “The ECA and our partners are working with the provincial and municipal governments to ensure we are prepared to deliver on these needs.”
A LIVING STRATEGY
The ECA’s government relations
strategy encompasses both provincial and municipal levels, and reflects the multifaceted nature of constructionrelated policy. Over the past year, the ECA has focused on such topics as:
• Building relationships: The ECA engages with the provincial government, official opposition, municipal politicians, and both provincial and municipal bureaucrats to establish a dialogue about the needs and priorities of the construction industry.
• Policy development: The ECA contributes to discussions around new policies that impact the construction industry.
“As the construction industry faces new challenges, such as technological advancements, deteriorating labour supply, and sustainability pressures, the ECA must adapt its strategies to address these effectively.
– David Johnson, ECA president
The board meets with the council annually (at minimum) to discuss common opportunities and challenges as it relates to infrastructure in our city.
relations strategy is only a couple years old, the strategy has evolved in response to changing industry dynamics and political landscapes.
“As the construction industry faces new challenges, such as technological advancements, deteriorating labour supply, and sustainability pressures, the ECA must adapt its strategies to address these effectively,” says Johnson. “An evolving strategy enables us to anticipate potential future challenges and proactively address them.”
An example of this was in summer 2024, when Alberta’s government made the announcement that the CanadaAlberta Job Grant was being paused.
• Advocacy campaigns: The ECA launches a variety of initiatives to raise awareness about critical issues, such as labour supply challenges, procurement methodologies, risk sharing, and legislative changes.
This strategy is created by the ECA and its government relations and advocacy working group alongside an external consultant, Brookes – Loyalton Strategies. The strategy is executed together and, even though ECA’s current government
“This unexpected decision has many layers, particularly as it related to the federal government, but the action has had a direct and immediate effect on businesses who depend on that money for training and reskilling,” says Schellenberger. “The ECA and our partners immediately had to pivot to the topic to advocate strongly for the return of the funding, which we are hopeful will happen in early 2025.”
BUILDING A FUTURE
Looking ahead to 2025, the ECA has identified several key issues that it will focus on. These areas include focusing on initiatives that attract and retain skilled labour in the industry, continuing to ensure that project delivery methods and contracts are fair and equitable for all parties, and ensuring to follow up with government on promises made with respect to the Prompt Payment and Construction Lien Act (PPCLA) and the Public Works Act (PWA). Other areas of long-term interest include continuing to push for increased public and private
investment in critical infrastructure projects and advocating for policies that promote green building practices and sustainable construction.
And, with both municipal and federal elections expected in the next year, 2025 will undoubtably be another busy year for the ECA and its members. As such, the ECA will continue to work with its partner associations on common interests, meet with key candidates, and ensure policy makers understand the construction industry’s key priorities. The ECA will also continue to work with its provincial partners on issues like the return of the Canada-Alberta Job Grant, as well as infrastructure priorities.
“The ECA and its industry partners are active in our advocacy, and we are today considered the go-to resource for leaders at all levels of government when discussing infrastructure issues,” says Schellenberger.
In order to better keep its members in the loop in regards to ECA advocacy efforts, the association provides a quarterly report on actions via its e-newsletter, as well as through social media and website – www.edmca.com – as well as longer-form articles, such as this one in Breaking Ground. Members are also encouraged to attend member events to hear about and discuss government relations topics, and then be able to provide feedback. u
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Our ECA team attended the Premier Smith on Real Estate event on Tuesday, May 14th at MacEwan University. The Premier, Danielle Smith, came to discuss issues affecting the Edmonton area concerning infrastructure and real estate.
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As a member of the ECA MICHELIN® Advantage Program, you will receive access to the member website where several online business tools are located to help improve your business performance.
You will have the ability to manage your account online, to register and update your credit card(s) on file, check pricing, view invoices or purchase history. You can tap into maintenance tips and techniques with our webcasts, e-newsletters and our member website at MichelinB2B.com to help maintain an efficient operation.
UNDERSTANDING CCA12021 AND CCDC41-2020
By Paul Adair
Typically used on single fixed-price or lump-sum project, the Canadian Construction Association’s CCA1-2021 is a standard construction contract form that is designed to be used as a template for contracts between owner, contractor, and subcontractors. The CCA1-2021 essentially serves as a boilerplate contract form that contractors can use when they are negotiating awarded work for a stipulated or fixed price project. Now having been in place for three years, the CCA1-2021 implemented a number of changes to terms and definitions, as well as incorporated verbiage specific to payment obligations – notably payment legislation terms that have seen revisions in recent years due
to prompt pay legislation changes. The CCA1-2021 also revised a number of key items such as the introduction of the term ‘ready-for-takeover’ as a measuring baseline for completion of the contract, instead of the historical term ‘substantial performance’.
“Ready-for-takeover was introduced as terminology because of various complications that arose on substantial performance milestones – it is a subtle but notable change that can change the custodial responsibilities of a project near its completion phase,” says Daniel McAllister, commercial account executive at HUB International Insurance Brokers.
“The CCA1-2021 now uses simpler, more flexible language to define the cessation
of a project, which should allow for less contractual disputes and defined responsibilities as a project is completed.”
The changes made in 2021 were intended to help delineate responsibility more clearly for subcontracted work. This included – but was not solely limited to – the degree of risk transfer between the general contractor and the subcontractor based on experience, changes to legal environment (including court decisions) that may have had unexpected or unanticipated results following disputes between the general contractor and the sub in the intervening time between 2008 and 2021, as well as to more closely follow changes made in 2020 to the CCDC2-2020.
“It remains to be seen whether those changes will ultimately have the impact they intended over time, as contract litigation continues and contracts will continue to evolve in the future based on disputes that take place both in the present and in the future,” says Robert Beeston, VP, construction practice at Navacord.
AMENDMENTS TO CCDC2
Introduced in 2020, the Canadian Construction Documents Committee CCDC41-2020 is an insurance-specific addendum to the CCDC2-2020 contract, which specifically outlines the responsibilities of the contractor to carry multiple forms of insurance coverage prior to starting the project, and offers a simple criteria of insurance coverages that have to be satisfied.
“The CCDC41-2020 outlines the essential insurance requirements that contractors and sub-contractors are obligated to carry and impose down onto their sub-contractors when undertaking projects within a Canadian construction contract,” says Leah Marchon, senior advisor, partner at LloydSadd. “It is the minimum insurance requirements for the project and – by obeying the requirements – the intention is that a large portion of risk for the project can be transferred to insurance to provide the owner with peace of mind.”
In addition to updated terms and conditions to improve clarity and consistency of the interpretation of the insurance coverage, the CCDC41-2020 also vastly increased or introduced a number of insurance limit requirements, such as (but not limited to):
• General Liability per Occurrence limit of $10 million (up from $5 million) and a requirement for a General Liability deductible of no more than $10,000 per occurrence.
• Automobile Third Party Liability limit of $10 million (up from $5 million).
• Aircraft and Watercraft Liability limit of no less than $10 million (up from $5 million) and no more than a $10,000 deductible (this coverage is applicable only if using these items in the course of the project).
• The introduction of a Drone/Unmanned Aerial Vehicle Liability limit of $5 million.
The latest revision of the CCDC41-2020 also notably introduced Contractors Pollution Liability of $5 million as a new requirement, which was not previously part of the document.
“This is a notable change as pollution liability tends to be a more complex, and expensive, line of commercial insurance for contractors to secure,” says McAllister. “Contractors should be having conversations with their insurance brokers to review these requirements and
“Contractors should be having conversations with their insurance brokers to review these requirements and to determine the best strategy to satisfy them, and their brokers may have to canvass the insurance market to find the best partner for these limits.”
– Daniel McAllister
to determine the best strategy to satisfy them, and their brokers may have to canvass the insurance market to find the best partner for these limits.”
These higher limit requirements were made in an attempt to ensure that contractors are carrying suitable limits of insurance to pay for claims that can occur on a modern jobsite, and that all parties are protected against larger-scale claims that may occur.
“Changes to the CCDC41-2020 were intended to match up with changes to the CCDC2-2020 contract that put in place – among other things – requirements for new insurance coverages to address the ever-evolving risks,” says Beeston. “Contractors’ Pollution, Contractors’ Professional, Aviation, and non-owned Aviation, Watercraft, and non-owned Watercraft are all either new or have increased limits, the limit requirement for ‘key’ coverages such as General Liability and Automobile Liability has also increased, and the maximum deductible has increased, all in keeping with changes to the underlying
risk environment and available mechanisms for risk transfer.”
RISK OF NON-COMPLIANCE
These changes not only impact the general contractor on the project but – as noted within the CCDC41-2020 – subcontractors must also follow the same requirements that the general contractor carries. In some cases, this can prove to be cost prohibitive, especially if the scope of work or value of the contract they are completing is minimal.
“For example; all subs would be required to meet the requirements of the General Liability, Automobile Liability, and similar coverages, but if the sub is the only subcontractor that happens to be performing work requiring owned or non-owned aircraft or watercraft liability, that specific sub would need to specifically carry that coverage, whereas other subs may not need to do so,” says Beeston.
Ultimately, however, it is up to the contractor as to whether or not they want to comply with the contractual requirements.
That said, liability – specifically bodily injury – claim amounts can be severe, and not carrying adequate limits of insurance may put underinsured contractors at significant risk. In addition, should they choose not to comply, contractors may not be awarded a project out of the gate or – with non-compliance – could be in breach of their contract and become exposed to additional liability, legal disputes, and/or risk damaging their relationship with the project owner, and beyond. Ultimately, it could lead to unnecessary financial loss and irreparable relationships with clients and subcontractors.
“Contractors who don’t implement these changes will also likely see pushback from owners in the awarding of work that adheres to the CCDC2-2020 contracts,” says McAllister. “If they are not approved to be awarded work based on not meeting these criteria, they will have to choose if they want to pursue work outside of the CCDC2-2020 contracts or instead make changes that bring them into compliance.” u
Screened top soil
Peatmoss
Clay
Conveyor truck
Tandem trucks
Tandem trucks and pups
Enddumps
ABOUT US
Career Pathways, launched in 2022, seeks to collaborate with schools, teachers, and other groups from elementary school to high school
Career Pathways offers a range of services to local schools including the tools for schools program, the honor the work kits & book donations, and other student support services. With over 50 schools reached in the Edmonton area so far, our Career Pathways team continues to work on fostering a love of building, innovation and construction within our local schools
SPEAKER SERIES
Piloting a new program, we are working to get a variety of speakers to be able to present their skilled trades a local schools Interested in becoming a speaker? Contact Brittaney Down below for more information
VOLUNTEER
Volunteer for the Career Pathways committee by reaching out to Brittaney Down at brittaney down@edmca com
HONOUR THE WORK
Honour the Work provides books & equipment to elementary students to introduce them to different skilled trades
TOOLS FOR SCHOOLS
Tools for Schools put tools & materials in the hands of junior high students in order to foster a love of building & construction
SUPPORTING STUDENTS
The ECA partners with a range of organizations to help high school students find a career in the trades
NEEDING SUPPORT?
Are you interested in having your school participate in our programs? Visit our website to submit your school for our tools for schools, honor the work program, or speaker series
com
TALKING THE TALK
Jeff Tetz, CEO of Results Business Consultants, was one of the keynote speakers at this year’s ED Talks event, held on October 30 at the Alfred Savage Centre in Edmonton.
Embracing opportunities was the theme of this year’s YBG ED Talks event
By Jim Timlick
The theme for this year’s Young Builders Group (YBG) ED Talks event was embracing opportunities and how embracing opportunity has brought some of Alberta’s top business leaders to where they are today.
Few people have more of an appreciation about the importance of embracing opportunity than Jeff Tetz, CEO of Results Business Consultants and one the speakers for this year’s ED Talks, which was held on October 30 at the Alfred Savage Centre in Edmonton.
Fifteen years ago, Tetz was working
Approximately 100 ECA members attended this year’s talks including general contractors, subcontractors, suppliers, manufacturers, engineers, and consultants.
The goal of ED Talks is to bring in leaders from the construction sector and other industries to share their experiences and provide advice to young builders who are in the first half of their construction careers.
for an Edmonton-based real estate development firm when he was laid off by the company following a downturn in the market. A short time later he was approached by a recruiting firm that was looking to find a suitable candidate to help Results expand into Edmonton. Results helps leadership teams build strategies that tap into the full potential of employees at a company and create a culture where employees feel valued for their contributions.
Tetz, a former amateur hockey coach, was intrigued by the opportunity. He ended up being hired as the director of the company’s new Edmonton office and moved into the CEO role about five years ago.
“It’s crazy. I wouldn’t be talking to you today if I didn’t get let go from my job 15 years ago. It’s been a really exhilarating ride that I never could have predicated would have come out of
such uncertainty,” he recalls. “When this opportunity came up with Results, it really spoke to my core and it really resonated with my purpose of helping people unleash their potential. That’s the reason I coached hockey. I love being a catalyst for high-performing people to set big goals and go after them, and that’s what we do for business owners.”
That was one of the messages Tetz shared at this year’s ED Talks. He was joined at the event by fellow speakers Geoff Stewart of Rig Hand Distillery, Faizal Jiwani of AMAN Builders, Brent Jenssen of Edmonton Global, and moderator Joelle Tomlinson.
Approximately 100 ECA members
attended this year’s talks including general contractors, subcontractors, suppliers, manufacturers, engineers, and consultants.
The ED Talks series was launched a little more than a decade ago by the YBG, a subgroup of the Edmonton Construction Association (ECA). The goal of the event is to bring in leaders from the construction sector and other industries to share their experiences and provide advice to young builders who are in the first half of their construction careers.
While construction is a huge focus of the series, YBG education and community chair Carolyn Aumiller says
Carolyn Aumiller says the goal of the YBG ED Talks series is to bring in leaders from the construction sector and other industries to share their experiences and provide advice to young builders.
to expect and realizing you kind of have to dive into it to see if there’s something there,” says Aumiller. “Sometimes it’s not going to be something, but sometimes it’s going to be exactly what you wanted to do, you just didn’t realize it.”
The presenters for this year’s ED Talks represented a wide range of industries.
Jiwani is the president of familyowned AMAN Builders. He’s also a social entrepreneur and founded Ubuntu Social Responsibility, a non-profit that helps black, Indigenous, and people of colour overcome barriers they may encounter in order to achieve their potential.
organizers feel it’s important to also share the experiences of leaders from other industries and provide a variety of different perspectives.
The theme for this year’s event was chosen following conversations between organizers, Jansen, and Tomlinson, a former broadcast journalist who now works as a public speaker. Both shared
stories about how their individual circumstances forced them to pivot during their careers and how they benefitted from embracing the changes they were faced with.
“After talking with those two people, we thought that’s a great theme, realizing that some things are going to happen in your life that you’re never, ever going
Jensen ran his own business consulting firm for many years before joining Edmonton Global. He serves as the company’s senior director of business development and is tasked with helping to attract businesses from outside Canada to set up operations in Edmonton.
Stewart worked in a number of different industries prior to helping found Rig Hand Distillery a little more than a decade ago. He decided to take a leap of faith and start one of Alberta’s first craft distilleries after seeing the success enjoyed by many of the province’s craft breweries.
“I saw craft distilling as something that I thought might kind of go viral like craft beer had done a couple of years prior and that if I could become one of the first ones at it, I could be quite successful at it,” Stewart says of embracing the opportunity he was presented with.
Stewart’s message to attendees at this year’s ED Talks was the importance of market differentiation and “jumping” at opportunities that others might disregard. In the case of Rig Hand, the company has grown its portfolio to include 84 different kinds of hard liquors, a dozen craft beers, and an assortment of wine and mead.
“The model in our industry is often
Geoff Stewart founded Rig Hand Distillery a decade ago and was one of the presenters at this year’s YBG ED Talks event hosted by the Edmonton Construction Association.
ABOUT US
The YBG (Young Builders Group), launched in 2014, and has now grown to more than 1000 members This ECA sub-group, open to all members, is designed for emerging leaders in the first half of their construction career
Age is not a factor If you're in the first half of your construction career and working for an ECA member firm, the YBG is for you.
WHO SHOULD JOIN
Emerging Construction Professionals
CEOs, COOs, & CFOs
Owners & Managers
Contractors
Laborers
Architects & Engineers
Admins & Coordinators
And more!
JOIN THE YBG
CONNECT GROW
Connect with other emerging leaders in the construction industry
SUCCEED
Learn from others & expand your knowledge of the construction industry. Cultivate personal relationships & grow your career within the trades.
BENEFITS
The YBG organizes 5-7 networking events annually, each offering a unique chance to engage and interact with other emerging trades professionals.
Reconnect with familiar faces, forge new connections, and exchange experiences with fellow professionals Become part of a community of over 1000 emerging leaders who have already joined in connecting with other in the trades
Join the YBG today by reaching out to Caroline Bowen at caroline bowen@edmca com
to make just one product. We decided to try and become a one-stop shop where we made absolutely everything. It hadn’t really been done like that before,” Stewart says. “We tried to come up with really unique flavours that seemed not normal, like garlic-infused vodka. We also made sure our packaging was different than everybody else’s so that the product stood out.”
Stewart adds that much of his company’s focus continues to be on embracing opportunities. That’s why Rig Hand recently moved into a new, larger facility and has increased its focus on tourism. This year it’s on track to attract more than 85,000 visitors, four-times the number of people who used to tour its former operation.
The company now also offers distilling courses and has had a hand in helping 22
other distilleries get started.
“At first glance, people might think that we’re starting competition for ourselves,” says Stewart. “But what has happened as a result of that is we’ve gained a reputation for being leaders in our industry. Whenever anybody has questions or facing new challenges, they approach us to ask for advice. It’s put us in a pretty prestigious position with a short period of time.”
Tetz says he hopes one of the messages that resonated with people who attended his ED Talks presentation is the importance of focusing on only the things you control and avoid “working yourself up into an anxious frenzy” about things you have no direct influence over.
He also encourages people to say yes to things even when their immediate future may be uncertain.
“When you are in a period of uncertainty, it is a great time to say yes to a whole bunch of wild and crazy things because it will open up new relationships, new experiences. It will help you to grow … and we feel good when we’re growing,” says Tetz.
Stewart’s advice is don’t be afraid of change, especially when that change is something others may be wary of or have overlooked. Just as important, he adds, is to be patient when it comes to adopting new measures or products.
“I think a lot of businesses will give something a bit of a try, but if it gets hard they throw the towel in,” says Stewart. “In my experience, the businesses that are successful, no matter the sector, are the ones that don’t give up and continually adapt to the changing environment and find new ways to expand themselves.” u
you build the
to handle whatever comes next.
BUILDING THE LEADERS FOR TOMORROW
The 2024 CLI was a transformative experience for seasoned construction professionals
By Shayna Wiwierski
The Canadian Leadership Institute (CLI), a flagship program presented by the Edmonton Construction Association (ECA) and FMI Corporation, recently held its latest session from October 1-3, 2024 at The Pomeroy in Kananaskis. This immersive three-day program, designed for seasoned leaders in the construction industry, aims to enhance their leadership capabilities while fostering a supportive environment for professional growth.
Having been offered for nearly a decade, the CLI has become a significant initiative for leadership development within the Canadian construction sector. This year marked the program’s eighth iteration and over the years, the CLI has successfully trained 177 leaders through ECA and FMI’s partnership, allowing participants to step away from their
daily routines and engage deeply in the learning process.
“The program is designed more for your executive and senior leaders. These individuals are people who have been in leadership roles for 10-plus years,” says Brittaney Down, education and corporate services coordinator for the ECA. “They are looking to be better leaders in their organization and mentor the next generation of leaders.”
This year’s cohort consisted of 17 participants and four facilitators, ensuring an intimate setting conducive to personalized interaction and learning. The curriculum, which combines theoretical foundations with practical applications, was led by seasoned professionals from FMI, a U.S.-based organization known for its expertise in leadership development within the built environment industry.
The CLI is an extension of FMI’s American-based Leadership Institute, which has been one of the company’s flagship offerings across the leadership and organizational development practice since 1996. They have been hosting it in Canada for nine years.
“Knowing of many of the challenges that our U.S.-based clients and partners face, we know that those are also real challenges up north across the Canadian market as well, so it really stems from there being a need [for this course],” says Catherine Jennings, programs operations director for the Leadership Institute.
The CLI distinguishes itself through a hands-on approach that prioritizes experiential learning. Participants engage in a variety of activities designed to challenge their leadership styles
and enhance their interpersonal skills.
According to Jennings, around 75 per cent of the training is dedicated to active learning, rather than traditional lectures.
Before arriving at Kananaskis, participants undergo individual coaching sessions, including a 360-degree feedback assessment and the Myers-Briggs Type Indicator (MBTI) personality test. This preparation sets the stage for a focused and reflective learning journey.
On the first day, attendees delve into the program’s core content and immediately begin applying their insights through practical exercises. Day two intensifies with team-based challenges, including the unique Bridge Build Challenge, where participants must strategize, collaborate, and physically construct a bridge. This task not only reinforces technical skills,
but also emphasizes the importance of leadership dynamics and effective communication.
Networking is a crucial component of the CLI experience. Participants come from various construction companies, offering a rich tapestry of perspectives and experiences. This diversity fosters collaboration rather than competition, creating a space where leaders support each other’s growth.
As participants engage in small group activities and feedback sessions, they develop lasting connections that extend beyond the program. Sylvia Poon, integrated construction services manager at PCL, remarked on the opportunity to reflect on leaders that she has looked up to in her career.
“I had the opportunity to reflect on
the behaviours and characteristics demonstrated by leaders I’ve looked up to,” says Poon. “This workshop allowed me to consider how I can further strengthen my leadership and communication skills to similarly motivate and inspire others. The program provided distraction-free time to reflect and set goals based on my self-discoveries.”
The program culminates in a focus on personal reflection and action planning. Leaders are encouraged to assess their values and how these inform their leadership styles. This introspective approach not only enhances professional development but also promotes personal growth. Many participants set specific goals, such as improving their work-life balance or
Participants of the CLI engage in a variety of activities designed to challenge their leadership styles and enhance their interpersonal skills.
Having been offered for nearly a decade, the CLI has become a significant initiative for leadership development within the Canadian construction sector.
“At home I tend not to listen to my children very often, they are a bit older, but as the result of this course, I’m taking a step back and saying that I have to listen to what they’re saying and not just tell them what to do. Let them lead the charge. So, it helps both home life and work life in that way.”
enhancing their listening skills.
Ahren Arndt, a senior estimator at EllisDon Construction, says that the program inspired him to be a more effective leader both at work and at home. He emphasized the importance of adapting leadership styles based on team dynamics, a lesson that resonated deeply with his personal life as well.
“It makes you look internally at yourself, not just through work, but for me, I have two kids and a wife, so for me it’s to look internally at how you deal with coworkers is identical to how you deal with family, more or less,” says Arndt. “At home I tend not to listen to my children very often, they are a bit older, but as the result of this course, I’m taking a step back and saying that I have to listen to what they’re saying and not just tell them what to do. Let them lead the charge. So, it helps both home life and work life in that way.”
The CLI experience doesn’t end with the three-day program. Participants are encouraged to form accountability groups, ensuring that the insights gained are implemented long after the course concludes. This ongoing support fosters a culture of continuous improvement, which is essential in the fast-paced construction industry.
As Jennings notes, the program aims to instill habits that lead to sustained growth.
“We charge them with setting goals together, but more so, the habits that will help them live out that goal,” says Jennings.
The CLI stands out as a vital resource for construction leaders seeking to elevate their leadership skills in a supportive and engaging environment. By combining practical applications with personal reflections, the CLI not only cultivates stronger leaders, but also fosters a network of peers committed to mutual growth. As the construction industry continues to evolve, programs like the CLI play a crucial role in preparing leaders to meet new challenges with confidence and competence.
For those contemplating their leadership journey, the CLI offers a transformative experience that promises to leave a lasting impact on both their professional and personal lives.
“There is that level of respect that is built across these relationships in the room,” says Jennings. “The networking that you get from this opportunity to hear from other people in the industry, how they’re working on their projects, being more efficient, more productive, reducing their margins, and also what challenges they’re facing and how they’re overcoming those. You really can’t put a price on that.” u
The CLI stands out as a vital resource for construction leaders seeking to elevate their leadership skills in a supportive and engaging environment.
As participants engage in small group activities and feedback sessions, they develop lasting connections that extend beyond the program.
RARELY A WORKDAY THAT’S THE SAME
Estimators say they enjoy the ever-changing nature of the
job
By Jim Timlick
Steve Boser laughs when asked what his typical workday looks like.
It’s not so much that the question is inherently funny, it’s just that one workday is rarely the same as the next for him.
Boser has worked as an estimator in the Alberta construction industry for 17 years and is currently vice-president of pre-construction for Edmonton-based Kerr Interior Systems.
One of the constants during his nearly two decades in the estimating field has been change. One day he may be focused on determining what materials will be needed for wall and ceiling assemblies for a project, the next on
determining the labour or equipment requirements for a completely different project for another client.
“Being an estimator, you get to dig into a new set of plans every day or every week depending on the size of the job. You’re often seeing a large variety of different types of projects with a variety of products and unique challenges, and you’re constantly trying to find that competitive advantage for your firm to have a successful bid every time you open up a set of drawings,” says Boser, a member of the Edmonton Construction Association’s Professional Estimating Group (PEG). “It’s unique being able to dive into a different job as frequently as
we do. I might be doing this project today and then tomorrow I’m going to dive into a whole other thing with a whole new scenario and start all over. For me, it keeps it exciting because you’re always … dealing with different challenges all of the time.”
It’s a similar scenario for Julie Williams, who works as an estimating manager for Scott Builders, which has offices in Edmonton, Calgary, and Red Deer. A prerequisite for the job is being able to pivot at a moment’s notice, she admits.
“Oh, absolutely,” she says, laughing. “That would be a challenge to most people. To me, that’s what keeps me interested. I would get bored doing the
Steve Boser says one of the best parts of being an estimator is getting to work on a variety of different projects.
Steve Boser (left) and a co-worker check out an Edmonton job site where they will need to assemble scaffolding.
Julie Williams says it’s important for estimators to have strong communication skills to avoid any kind of misunderstandings with clients or coworkers.
respective jobs is the need to look beyond the 2D renderings they are working with during the tender stage and determine what the final objective is of a project.
Williams adds that even with a complete set of drawings, you still need to have that ability to look beyond because not every single thing is going to be written on a drawing.
same thing every single day. This kind of work remains a challenge and it keeps me interested because I’m always trying to do something different.”
So, what exactly does an estimator do? It often depends on the type of work the company they are employed by performs and the requirements of their clients.
One of the more common tasks they perform is downloading tender documents and running them through estimating software in order to prepare an initial material and labour quantity takeoff or estimate.
Boser’s employer installs steel studs, drywall insulation, and acoustic ceilings. That means he first must determine the components needed for each of the wall and ceiling assemblies and what they will cost. After that, he’ll start an onscreen takeoff to determine the labour and material needs. Next, he might be sourcing material or equipment such as a scissor lift, boom lift, or scaffolding and asking suppliers for quotes.
For Williams, who works for a general contractor, one day might be focused on analyzing technical drawings to compile information and a better understanding of what a project entails, and the next compiling quantity takeoffs for materials. Somewhere in-between she’ll find time to talk with tradespeople to get their feedback on a particular aspect of a project or to set a project work schedule.
Boser and Williams both agree that one of the biggest challenges they have to deal with in the course of their
“At the tender stage, the drawings are not ready for construction all the time, and so there is still some development left to be done with the plans,” says Boser. “Sometimes you have to make some assumptions where you have to kind of look past what you’re seeing on the 2D drawings and be able to visualize what the final intent, or design intent, is from the architect or the design consultant and what they’re trying to achieve, whether it be from an aesthetic point of view or even more of a life safety point of view, such as fire-rated assemblies and systems.”
“There are things you need to be able to figure out like what equipment am I going to need to do that job that’s not going to be on the drawing,” says Williams, a 17-year estimating veteran and member of the ECA’s PEG. “You just have to figure it out.”
Another common challenge estimators often have to contend with is the pressure of tight deadlines and lastminute changes requested by clients. Adding to that pressure is the fact a company’s bid may not be considered if it is submitted even a couple of minutes after the deadline.
“It’s a very deadline-oriented profession,” Boser says. “It’s kind of an exciting component of the job … knowing you are up against deadlines. It can be a high-stress environment at times, but it’s also what keeps you ticking.”
As much as Boser and Williams enjoy their jobs, both acknowledge that not everyone is cut out to be an estimator. Boser says one of the essential skills for any estimator is being detail oriented.
“You have to be able to pick up on small things and just have that level of attention to details and be able to work without a whole lot of distraction. You need that attention span to be able to stay in it for as long as you need at times,” he explains.
Boser says the role of an estimator is also akin to that of a salesperson at times. Not only do they have to help determine the labour and material needs
for a project, but they also have to be able to sell the value of the work their company performs such as how their constructability methodologies will help to improve the design or function of a building.
Williams maintains that strong math skills are critical to being a successful estimator. In fact, it was a love of math and problem-solving that drew her into the field in the first place. However, one of the qualities she thinks is often overlooked when it comes to estimating is being an effective communicator.
“I wouldn’t say it’s 100 per cent necessary, but having really good communication skills is very, very important. A lot of estimators don’t [have them] and think they can get by without them,” she says. “But there is quite a bit of communication involved when you’re involved in contact with subtrades. You need to be very clear with the way things are written so that it can’t be misinterpreted. If two people read something in a different way, than their price would reflect the way that they interpreted that and then their pricing might not actually be apples to apples.”
Boser and Williams have seen a number of significant changes occur in the estimating field since entering it. One of the most significant to date has been the adoption of software that converts 2D renderings for a building’s design to a digital format and analyzes what the labour and material needs for construction will be. Not only has it sped up the estimating process, but it has also made it more accurate, he says.
The next such innovation could be Building Information Modelling (BIM), a 3D model-based tool that supplies users with a digital representation of a facility’s physical and functional characteristics. While it’s not commonly used in estimating yet, Boser thinks it may just be a matter of time before it is.
“It’s hard to say when [it will happen], but there’s no doubt in my mind that there will be a time when we’re estimating using these models.” u
ABOUT US
Formed in late 2017, the Professional Estimating Group (PEG) is focused on bringing together and supporting the estimators, spec writers, quantity surveyors, PCs and PMs who work hard to keep the project pipeline full!
Through special networking, mentoring, and professional development events, the PEG will cultivate the business relationships and friendships that every professional needs to excel in their work
WHY P.E.G
“Estimating is first contact: with the client, the designer, the trades, the suppliers. Let’s build a community of relationships that inform us, connect us, and empower us to be better at what we do We are facing as an industry an economic reality not seen in a generation, how do we survive without community? The PEG is where this community has started, and it will now thrive , and evolve "
JOIN THE P.E.G
CONNECT GROW
Connect with other professional estimators in the construction industry
SUCCEED
Learn from others & expand your knowledge of the construction industry. Cultivate personal relationships & grow your career within the trades.
BENEFITS
The P E G organizes 2-3 networking events annually, each offering a unique chance to engage and interact with other professional estimators
Reconnect with familiar faces, forge new connections, and exchange experiences with fellow professionals
Join the YBG today by reaching out to Matt Schellenberger at matt.schellenberger@edmca.com
PROPELLING LEADERS IN THE INDUSTRY
The ECA to offer revamped ELI program in 2025
By Shayna Wiwierski
The Edmonton Construction Association (ECA) is excited to announce a significant revamp of its Emerging Leaders Institute (ELI) course, designed to better cater to the needs of rising stars in the construction industry. After four successful years of the program, feedback from participants indicated a pressing need for a more flexible approach, prompting this redesign.
The ELI program has always aimed to equip individuals in their first or second leadership roles with essential skills to excel in their careers. Participants have historically appreciated the content but
found the format—three consecutive days of intensive training—challenging. Many work long hours, making it difficult to commit to extended training sessions without impacting their work responsibilities.
Recognizing these challenges, the ECA began exploring ways to enhance the program’s structure. The goal was clear: to deliver high-value content over a more manageable timeline, enabling participants to absorb and apply what they learn without overwhelming their schedules.
To facilitate this transformation, the ECA has partnered with Results Business
By leveraging the expertise of Results, the revamped ELI will now spread training over a six-month period, allowing participants to engage more deeply with the material.
Consultants, a local provider known for its effective training programs.
“We’re an organization that’s really focused on populating the workplaces with great bosses,” says Jeff Tetz, CEO of Results Business Consultants. “The opportunity to partner with the ECA will help us deepen that mission. We’re looking forward to building on the existing curriculum in addition to some fresh changes and renewed philosophy.”
Results Business Consultants has garnered excellent feedback for its approach to leadership training, making them an ideal collaborator for this initiative. By leveraging their expertise,
the revamped ELI will now spread training over a six-month period, allowing participants to engage more deeply with the material.
The new structure will feature three in-class days, each day separated by four to six weeks of practical application and check-in sessions. This pacing allows emerging leaders to not only absorb the content, but also apply it to real-world situations, enhancing retention and relevance. The program is set to kick
off in April or May 2025, taking place at ECA’s learning centre.
“We work with Results quite a bit as they do trainings here [at the ECA office] and we have gotten fantastic feedback from them,” says Brittaney Down, education and corporate services coordinator at the ECA. “We’re going to separate it out so you have one in-class day and then maybe four to six weeks inbetween your next in-class day and then again, four to six weeks between that.
You would also have check-in points with the group to hold you accountable in your learning, your job, and everyday life.”
The curriculum will cover critical leadership skills, including effective delegation, communication strategies, and relationship building—both within organizations and with clients. Interestingly, feedback has revealed that many participants also seek to enhance their personal lives through the skills learned, highlighting the program’s holistic approach.
Alberta-based businesses are struggling
culture. When employees feel valued and more dynamic and successful workplace.
leadership competencies being crucial for sustainable growth, organizations must prioritize training for their management teams. The second layer of leadership— those who directly manage teams— plays a pivotal role in both day-to-day operations and long-term succession planning.
One significant challenge looming over the program’s future is the recent pause in the Canada-Alberta Job Grant, a financial support mechanism that has historically eased enrollment costs for participants. Although the program’s design aims to remain viable with or without the grant, the ECA is advocating
for its reinstatement to maximize accessibility for participants.
“We’re actively working to provide an awesome program next year with Results as our key partner,” says Matt Schellenberger, director of corporate development for the ECA. “I believe we can do that with or without the job grant, but we are working on our advocacy side with the Alberta Government to ensure that hopefully we have some form of job grant back.”
Despite these challenges, the commitment to delivering a high-quality program remains strong. The ECA and Results are dedicated to adapting the course structure based on participant feedback, ensuring that the program continues to meet the evolving needs of the construction industry.
The ELI program is more than just a training course; it represents a community-building initiative within Edmonton’s construction sector. By bringing together professionals from various organizations, the program fosters a culture of shared learning and mutual support. As Tetz emphasizes, creating competent leaders at all levels is vital for enhancing job satisfaction and operational effectiveness across the industry.
“When organizations come together to learn, it almost creates this community in Edmonton of support and raising the collective standard,” says Tetz. “And so, we love programs like these because it brings different companies together to share different insights and observations.”
By integrating real-world scenarios into the training, participants will gain insights not only from instructors, but also from each other, sharing best practices and innovative solutions to common challenges. This collaborative environment aims to raise the overall standard of leadership within the industry, benefiting all stakeholders.
The revamp of the ELI at the ECA marks a significant step forward in
leadership development. By prioritizing flexibility, practicality, and community, the ECA and Results are committed to empowering the next generation of leaders in the construction industry. As the program evolves, it promises to equip participants with the skills and confidence needed to navigate the complexities of their roles, driving both personal and organizational success. With the right support and training, the future looks bright for emerging leaders
in Edmonton’s construction landscape.
“When you invest in the people who work for you, you are investing in your company. When you give people the skills and attention they need, they’re going to stick around and they’re going to help push your company forward,” says Down. “It’s a great way that businesses can invest, essentially in themselves, to help propel themselves within the industry and put themselves out there with leaders in the industry.” u
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BRIDGING THE GAP
Building the future through Career Pathways
The demand for new participants in the construction industry has never been higher, and many employers and governments are only now beginning to comprehend the workforce gap the industry is facing in terms of skilled trades and construction management. In recognition of this, the Edmonton Construction Association (ECA) created its Career Pathways Committee in 2021 to find ways to better connect the construction industry to the community as a great way to not only promote the
good that ECA members are doing in the community, but to also encourage younger Albertans (ages five to 15) to see themselves in the trades as a career.
Over the years, Career Pathways has aimed to excite, inform, and equip these younger students in hopes of inspiring them to take a role in the creation, improvement, maintenance, and renewal of the built environment.
“People have been slowly moving away from the trades and construction generally as a career for decades,”
By Paul Adair
says Donovan Germain, senior project coordinator at Synergy Projects Ltd.
“With Career Pathways we are trying to show people that this is something that you can develop a passion for and later develop a career in. We want people to know that when you’re in construction, you’re not limited to just using tools and being a skilled tradesperson for the rest of your life. There are numerous opportunities in this industry – we just need to let people know about it.”
The Career Pathways committee
The Tools for Schools program puts tools in the hands of students in the hopes of generating a passion for the trades.
does this through a variety of events, such as its Tools for Schools program, which puts tools in the hands of students in the hopes of generating a passion for the trades. Now in its third year, the Tools for Schools program has significantly expanded and the ECA can take credit for providing more than a quarter of a million dollars of equipment and materials to junior high school construction labs in the greater Edmonton region.
“If we can enable shop programs across Edmonton, that’s obviously going to be the primary way for students to receive exposure to the trades – more so than a 20-minute presentation from a professional,” says Germain. “Having the ability to participate in a full term of shop class is how we can create that deepseated love for construction or the trades that can turn into a lifelong career.”
The ECA can take credit for providing more than a quarter of a million dollars of equipment and materials to junior high school construction labs in the greater Edmonton region.
AN EVOLVING PROGRAM
Through their efforts, the ECA is today meeting with more teachers and having meaningful exchanges about how the association can further support their efforts in the classroom. This year in Cycle Three 2023-24, the ECA successfully delivered much-needed tools and materials to 27 junior high schools across the Edmonton Catholic, Edmonton Public, Elk Island, and Parkland County school boards. Since the launch of the program, the ECA – on behalf of its membership – has proudly supported more than 50 Edmonton junior high shop programs.
That said, the journey will be long, and teachers continue to be limited by the demands placed on them, so requiring them to do new things, work with new materials, or consider new concepts is a big ask. Going forward, the ECA is seeking to pilot with one or two schools in the 2024/25 year to explore what additional supports make sense to develop for these teachers.
“There are thousands of jobs out there in construction for people who like working with their strong hands and sharp minds,” says Brad Mielke, instructor, Construction Engineering Technology at the Northern Alberta Institute of Technology (NAIT). “If we can inspire a child in Grade 3, encourage a student in Grade 6, or place a tool in the hands of a future builder in Grade 8, we can start them on a path towards a very rewarding career and lifestyle.”
Along with Tools for Schools, one of the new initiatives of the Career Pathways Committee this year has been Scraps for Success, which the association is hoping to pilot with one Edmonton
This year in Cycle Three 2023-24, the ECA successfully delivered much-needed tools and materials to 27 junior high schools across the Edmonton Catholic, Edmonton Public, Elk Island, and Parkland County school boards.
general contractor and a few material suppliers in an effort to identify and divert construction surplus, off-cuts, misorders, and discards from the waste bins to the classroom.
“There is so much value in these materials in a learning environment where every dollar counts,” says Mielke. “Students are paying school fees to enroll in these shop classes and some of the most willing to be there come from homes that simply cannot afford any additional school fees. If we can place more and more diverse materials into the hands of those in the classroom, we will be able to reduce those fees and provide a more varied experience from the traditional ‘wood shop’ of old.”
The ECA’s Career Pathways Committee has also recently partnered in Edmonton with Honour the Work (HTW), an organization that provides STEM education via books, equipment, and lesson plans that introduce the skilled trades to elementary students across Canada. HTW’s mission is to create a one-stop hub to connect Canadians to
“We want people to know that when you’re in construction, you’re not limited to just using tools and being a skilled tradesperson for the rest of your life. There are numerous opportunities in this industry – we just need to let people know about it.”
–
Donovan Germain, Synergy Projects Ltd.
The ECA is receiving extremely positive feedback about their Career Pathways programs.
meaningful careers in the skilled trades, as well as to help break the stereotypes of who pursues skilled trades, why they do it, and what skills are needed.
“Honour the Work provides a set of books and activities for kids to do that will mimic some of the aspects of the trades, showing young students that there’s a career for them no matter their age, their gender, their ethnicity, their background, or their socioeconomic status – this is an industry that has
something for everyone,” says Germain.
“That’s incredibly helpful because, traditionally, construction and the trades have been jobs for men. But if we want to close the workforce gap, we will need to highlight that this isn’t the case, and that construction today is really a career path that’s good for everybody to consider.”
A POSITIVE RESPONSE
Due to the young ages that the Career Pathways Committee is focused on,
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The ECA’s Career Pathways Committee has also recently partnered in Edmonton with Honour the Work.
there are not yet a lot of direct measures of how much initiatives like Tools for Schools are moving the needle when it comes to students taking up the trades post-graduation. These are subtle changes the ECA is trying to impart, and the hope is that a little nudge towards today will bear fruit tomorrow as more people from more diverse backgrounds take the path into construction and the trades.
That said, the response the ECA is receiving from those on the front lines of education is extremely positive and the association is increasingly receiving from school divisions and schools – or the teachers themselves – to get involved with Tools for Schools. And because the products and supports will continue to develop and become better known with shop teachers across Edmonton, the ECA is fully anticipating receiving even more requests for the program going forward.
“I’ve been working with Career Pathways and Tools for Schools over the last couple of years and have heard more and more teachers talk about the program and what it is we are trying to do,” says Germain. “This is definitely something that is gaining traction, and not just from our own base. The word is getting out there and we are excited to play a role in that.”
Looking ahead, the ECA recommends that all members, regardless of scope, should consider what they can do to support Career Pathways – not just for their businesses today but for their industry tomorrow.
“It takes a village to raise a child and if we want the next generation to take up tools and sit at our desks, we need to be a part of making them feel that they are valued, needed, and wanted,” says Mielke.
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FROM YOUR DESK TO THEIRS
ECA members helping to improve education at NAIT
By Brad Mielke, Instructor, Construction Engineering Technology, NAIT
For decades, the students of the Construction Engineering Technology diploma program at NAIT have benefited from donations of drawings, guest speakers, and site tours. This has offered the students glimpses of the industry. As a graduate of the mid-1990’s I felt pretty great at having worked my way through two sets of blueline drawings prior to graduation.
Flash forward for the 2020’s. The faculty has, for the past 10 years, been working with industry partner organizations, most always in
cooperation with a program graduate, building a library of resources that we have for the past four years been integrating into as of this year, 11 of the 18 courses. These resources range from complete project files (full drawing sets, schedules, estimates, Procor access, etc.), to material and equipment quotations, access to sites for photos and videos, and a great many guest speakers on topics of all descriptions.
In the past three years we have really stepped up the reality of the estimating courses, in large part due to the donation
Student working with their drawing sets to perform quantity survey tasks, and plan aspects of their estimate.
of full drawing sets, complete estimates, and subtrade quotations. Access to this true-to-life material has allowed us to then build far more realistic scenarios in the classroom. Students now assemble three complete estimates ranging from $1.7 to $12 million in value. Along the way they start with paper drawings to learn the first principals of our construction graphical language, learn quantity survey from the basics of pencil/paper/scale ruler, then working their way into onscreen-takeoff tools, and Bluebeam Revu to work digitally through full project sets.
“Industry-donated materials help keep our programs relevant, giving students the chance to work on realworld local projects. It adds immense value to their learning and strengthens their connection to both the industry and the course material,” says Alexandra Trovato, associate dean, NAIT School of Construction and Building Science. “We truly appreciate the ongoing support from all our industry partners in making this possible!”
In 2023 we have taken the next step with a guest speaker here and there for an hour. We hosted industry for two classroom activities, both supporting the estimating stream. The first brought
“This initiative has proven to be a valuable investment for everyone involved – students, educators, and even our team. We are always looking for ways to support education and the development of future professionals.”
ECA members from both estimating and operations to sit for hour-long estimate reviews with the students for two rounds. The sum of this effort was the equivalent of seven weeks of classroom sessions, with the students having their work scrutinized by industry veterans; all coming away impressed and very much inspired by the discussions. The second event paired estimators from the ECA’s Professional Estimating Group with the students in a mock tender closing event. This gave PEG members the ability to mentor the students through a two-hour high-stress lump-sum tender closing simulation. These two events were a fantastic opportunity for students and the industry mentors alike, and have inspired other faculty to think of opportunities for this synergy and networking to take place in support of
other learning outcomes in the program.
With these resources and industry interaction events, the students are exposed to the reality of the industry throughout their education at NAIT. Utilizing contemporary construction documentation of all types, they use these resources to learn the outcomes of each course on their way to graduation. Graduates this year will have worked their way through as many as 10 distinct local projects during their time in the program.
“This initiative has proven to be a valuable investment for everyone involved—students, educators, and even our team. We are always looking for ways to support education and the development of future professionals,” says Burke Atkinson, owner of Atkinson Construction. “Based on the positive feedback from the NAIT students and
instructors, we would certainly look to provide similar donations or even expand our efforts in the future.”
As we all know, the innovation, creativity, and problem solving in our industry will never stop. All these materials we are currently benefiting from will fade with age. We need to constantly update these resources, and this effort will be made much easier if our community of owners, designers, builders, trades, and suppliers within the ECA can think of our program and others like it and offer up these materials with or without being asked.
“Our partnership with NAIT has been incredibly successful,” says Jared Seida, vice-president of construction services for Synergy Projects Ltd. “The CON ENG Tech program consistently produces skilled, job-ready graduates, and we’re pleased to contribute to their success through the materials and resources we’ve donated over the years. The program’s team always makes collaboration seamless, allowing us to easily coordinate our contributions.” u
Group work with Bluebeam and digital drawings.
The result of the ECA printing 170 sets of drawings, representing six recent projects built in Edmonton, from residential, to commercial, to institutional.
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THE UNIQUE OPPORTUNITY FOR IMPACTFUL ACADEMIA-INDUSTRY COLLABORATION IN THE CONSTRUCTION INDUSTRY
By Ali Golabchi, PhD, PMP, Associate Director, Construction Innovation Centre (CIC)
The construction industry is at a crossroads. With challenges like labour shortages, a growing housing crisis, and persistent low productivity becoming more pressing, it’s clear that the old ways of doing things aren’t cutting it anymore. To keep pace with these demands – and the rapid technological changes that are reshaping the landscape – construction companies need to innovate. But let’s be honest, keeping up with the latest technology trends and finding time to explore new methods is not easy for companies focused on delivering projects under tight deadlines and budgets. This is where academia can step in to make a difference.
Collaborating with academia gives companies access to young talent who stay up to date with technological advancements, helping businesses stay informed and identify opportunities for innovation.
WHY NOW MORE THAN EVER?
Construction has always been a demanding field, but today’s challenges are unprecedented. For one, there’s the labour shortage. Skilled workers are in short supply, and as older workers retire, fewer younger ones are stepping in to fill the gap. At the same time, we’re facing a housing crisis that demands quicker, more efficient building solutions. And let’s not forget the productivity problem – an issue the industry has struggled with for decades.
Meanwhile, technology is evolving at an astonishing rate. Innovations, both old and new – from Building Information Modeling (BIM) and simulation modeling to drones and AI-driven project management tools –promise to revolutionize the industry. Yet many construction companies, particularly small- and medium-sized enterprises (SMEs), lack the resources or in-house expertise to explore how these technologies can best be applied to their work. Speaking of BIM, for example – the concept has been around for years, but ever wonder why it still has not been fully adopted across the industry?
This is where universities and research institutions can come in. They have the expertise, the resources, and, most
importantly, the time to explore these technologies and unlock their potential. By working together, academia and industry can turn cutting-edge research into practical solutions that address the real-world challenges construction companies face every day. Moreover, collaborating with academia gives companies access to young talent who stay up to date with technological advancements, helping businesses stay informed and identify opportunities for innovation.
WHY HAS COLLABORATION NOT REACHED ITS FULL POTENTIAL YET?
If the need is so great and successful cases of collaboration exist, why hasn’t academia-industry collaboration taken off to its full potential? Over the years, I’ve observed several barriers preventing these partnerships from thriving as they could.
For starters, there’s often a mismatch in goals and timelines. Academics typically focus on long-term research projects that might not see results for years, while industry professionals are looking for solutions they can implement right away. This difference in priorities can lead to frustration on both sides. Another issue is the lack of resources,
especially for industry. Many construction companies, especially SMEs, operate on tight profit margins and simply don’t have the capital to invest in research or the luxury of waiting years for a return on investment. Interestingly, SMEs – due to their agility – are often in a better position to evaluate and adopt new innovations than larger organizations. But the financial constraints make it difficult to take that first step.
Then there’s the matter of output. Academics are often focused on publishing papers and graduating students, while industry needs practical tools and actionable insights. This difference in what each side expects can make collaboration difficult. Also, while universities might be more concerned with the academic development of their students, construction companies need employees who can hit the ground running.
WHAT ARE PRACTICAL STEPS TO MAKE THE COLLABORATION WORK?
Despite these challenges, there are practical steps both academia and industry can take to make collaboration
Above: When companies see the tangible benefits that others have achieved through collaboration, they’re much more likely to get on board.
Right: Encouraging students to spend time on construction sites and work directly with industry professionals can help them understand the challenges on the ground and translate academic findings into practical outcomes.
not only possible but impactful.
First, aligning goals and expectations is crucial. Both sides need to sit down at the start of any collaboration and get clear about what they want to achieve. This means setting realistic timelines and defining proper metrics, as well as being upfront about what success looks like. Regular communication is essential to keep things on track. I’ve seen many instances where all it took was getting both sides to the table, open to the idea of collaborating. Once that happened, the rest often fell into place!
Next, forming integrated teams that include members from both academia and industry can help bridge the gap between research and application. Having a champion within the company – someone who understands both the research process and the practical needs of the business – can make a huge difference. I’ve heard repeatedly from the industry side that researchers need frequent reminders about the industry partner’s objectives in a collaboration. Having someone knowledgeable who can ensure both sides stay aligned is critical.
Academia, for its part, can help by focusing not just on theoretical research but on how that research can be implemented in real-world scenarios.
Encouraging students to spend time on construction sites and work directly with industry professionals can help them understand the challenges on the ground and translate academic findings into practical outcomes.
Building long-term relationships is also key. This isn’t a quick fix. It takes time to build trust and develop projects that truly benefit both sides. Patience and commitment to seeing things through are essential.
Lastly, sharing success stories is one of the best ways to build momentum and address any undue skepticism. When companies see the tangible benefits that others have achieved through collaboration, they’re much more likely to get on board.
A UNIQUE OPPORTUNITY IN ALBERTA
Here in Alberta, we’re in a particularly strong position to lead the way in academia-industry collaboration within the construction industry. Alberta’s combination of top-tier academic institutions and a thriving construction sector provides the perfect environment for innovative collaboration. With a commitment from both industry and academia, and the right support from government, Alberta can set a benchmark for how collaboration
drives growth and prosperity in the construction industry through science, innovation, and technology.
In short, the time for impactful collaboration is now! By coming together, academia and industry can tackle today’s challenges and build a stronger, more innovative construction sector for tomorrow.
Nurturing a successful collaboration is our mandate at the Construction Innovation Centre (CIC), and we look forward to engaging with anyone from the construction innovation ecosystem who shares this aspiration! If you would like to chat, feel free to reach out to me at agolabchi@ualberta.ca. u
Alberta’s combination of top-tier academic institutions and a thriving construction sector provides the perfect environment for innovative collaboration.
THE POWER OF CORPORATE SOCIAL RESPONSIBILITY
United Way’s workplace campaigns transforming business and community
To succeed in an ever-changing corporate landscape, businesses are realizing that true longevity requires more than just financial performance. There is an increasing focus on Corporate Social Responsibility (CSR) as companies align their operations with values that resonate with employees and their broader communities. One initiative at the heart of this movement is United Way’s Workplace Campaigns.
In Edmonton, these campaigns represent a deep commitment to community well-being, fostering
employee engagement, and building strong, resilient local networks. Companies from diverse sectors join forces under a shared cause: to create resilient and thriving communities where no one is left behind.
United Way’s Workplace Campaigns combine employee giving, volunteering, and educational opportunities into annual programs. These efforts bring together employees and stakeholders to address critical community needs, ensuring that every dollar raised stays within local borders to support high-
impact initiatives. This dual approach of supporting both immediate needs and long-term systemic solutions strengthens the social fabric, helping to create lasting change in communities.
One of the most powerful aspects of these campaigns is how they build a culture of giving and engagement within organizations. By incorporating volunteer opportunities and education alongside financial contributions, United Way enables employees to experience firsthand the impact their contributions are making. This, in turn, deepens their sense
Smiles, swings, and making a difference! Primoris’ first-ever vendor golf tournament was a huge success raising over $96K to help uplift our community.
The amazing IG Wealth Management team hard at work packing care and school supply kits, bringing smiles and support to those who need it most. In total, they assembled 50 men’s care kits, 50 women’s care kits, and 50 children’s school supply kits.
of connection to both the company and the community.
One recent success story comes from Primoris Services Corporation’s Canada business. After attending a golf tournament hosted by another long-time supporter of United Way, Primoris decided to integrate United Way’s campaigns into their work culture. The result was a strategic investment in employee engagement and organizational culture. What began as a one-off charity event grew into a monthly series of charity initiatives and formal workplace campaigns to raise awareness and funds for local causes.
For Primoris, the benefits of their CSR efforts were clear. Employees became more engaged, and a sense of camaraderie and purpose began to flourish within the company. This type of transformation is crucial in today’s work environment, where digital communication and remote work can sometimes lead to employee isolation. United Way’s Workplace Campaigns offer an opportunity to reconnect teams around shared values and goals.
The benefits of these campaigns, however, extend far beyond the company’s internal culture. As businesses become more involved in communitybuilding initiatives, a positive feedback loop is created. Stronger communities foster healthier business environments, and the reciprocal relationship between businesses and the communities they serve becomes even more apparent. Supporting United Way’s campaigns provides businesses with more than just a way to fulfill their CSR goals; it allows them to actively contribute to the development of more resilient, thriving communities.
According to Porter Novelli’s 2020 study, 90 per cent of consumers are more likely to support a brand that stands for social or environmental
issues, underscoring how deeply CSR resonates with the public. Research also consistently shows that companies embracing CSR see improved financial performance, higher levels of employee satisfaction, and enhanced brand loyalty. This proves that businesses can not only make a positive impact on their communities, but also experience tangible benefits for their organizations.
Primoris is just one of many companies demonstrating how business and community partnerships can lead to meaningful change. Longtime United Way champions like PCL Construction, IG Wealth Management, and EPCOR have consistently showcased the transformative power of collective action.
United Way’s Workplace Campaigns offer a well-rounded approach to engagement. Employees are encouraged to participate not only through monetary donations but also through volunteering and leadership roles within the campaign. This involvement gives employees a personal stake in the success of the campaign and in the wellbeing of their local community.
For example, IG Wealth Management, a long-time supporter of United Way,
has excelled at fostering employee engagement through its workplace campaigns. Their efforts extend beyond financial contributions, incorporating team-building volunteer days where employees can directly participate in local initiatives, making a tangible difference. This hands-on experience helps to create a lasting connection between employees and the causes they support, leading to stronger morale and a greater sense of accomplishment.
These companies understand that supporting local initiatives is about fulfilling a shared mission to create lasting, positive change. Through campaigns like these, companies foster not only community engagement but also a deeper sense of belonging within their teams.
United Way’s Workplace Campaigns are proving that healthy, vibrant communities and successful businesses are not mutually exclusive. In fact, they go hand-in-hand. When businesses take an active role in supporting their communities, everyone benefits.
Longtime champions like PCL Construction are also leading the way. PCL’s partnership with United Way
has become a cornerstone of their commitment to community development. Their workplace campaigns go beyond raising funds—they are a rallying point for employees and leadership alike, creating a culture of giving and engagement that resonates throughout the entire company.
PCL has consistently demonstrated the power of collective action. Their campaigns engage employees at every level of the company, ensuring that everyone, from executives to entry-level staff, has the opportunity to contribute. Over the years, PCL’s efforts have raised tens of millions of dollars for United Way, directly impacting countless lives in the Edmonton region.
The success of United Way’s Workplace Campaigns proves that CSR is not just a box to check but a strategic investment in both business success and community well-being. Companies that embrace these campaigns are not only fulfilling their social responsibilities but also positioning themselves as leaders in their industries, showing a commitment to causes that resonate with today’s consumers and employees alike.
As the corporate world continues to navigate change, from evolving consumer expectations to shifting workplace dynamics, CSR will play an increasingly important role in defining a company’s long-term success. United Way’s
Workplace Campaigns offer businesses a platform for making a meaningful impact in the communities they serve, while simultaneously driving engagement and growth within their organizations.
United Way’s Workplace Campaigns show us that businesses and communities can thrive together. By taking an active role in addressing local needs, companies are not just making charitable donations—they’re making a long-term investment in the future of their business and their community.
Visit myunitedway.ca to learn more about how your organization can join the movement and help create communities where no one is left behind. u
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SOLAR POWER AND THE CONSTRUCTION INDUSTRY
Building a greener future in Canada
The construction industry is undergoing a significant transformation as companies worldwide face growing pressure to reduce their environmental footprints. In Canada, this movement toward sustainability is especially evident as industries begin to embrace renewable energy technologies like solar power. The construction sector, which has traditionally been a heavy emitter of carbon dioxide (CO2), is now at the forefront of this shift, with companies taking the lead in adopting clean energy solutions to minimize their impact on the environment.
One recent example of this is Doka Canada’s installation of a solar energy system at its Calgary facility, marking an important step toward energy self-sufficiency and a reduction in
greenhouse gas emissions. But this effort is part of a much larger trend across the country—and the world—where solar energy is gaining momentum as a solution for businesses looking to decrease their carbon footprint.
THE RISING TIDE OF SOLAR ENERGY IN CANADA
In recent years, Canada has made notable strides in solar energy adoption. Although solar currently accounts for a smaller portion of the country’s overall energy production compared to other renewable sources like hydroelectric power, it is experiencing rapid growth. According to the Canada Energy Regulator, solar energy production increased nearly fivefold from 2010 to 2020, with Alberta emerging as a key
player due to its abundant sunshine and open landscapes.
Alberta’s potential for solar energy is particularly significant, as the province has historically relied heavily on coal and natural gas for its electricity needs. In response to both federal and provincial clean energy goals, the province is now pivoting toward renewable energy sources, including solar, to meet future demand and reduce carbon emissions. This shift is evident in several large-scale solar farms currently under construction in the province and initiatives like Doka Canada’s, which demonstrate that even urban and industrial facilities can harness solar power to make a difference.
The Canadian government has set ambitious goals for reducing national greenhouse gas emissions,
Doka Canada recently installed a solar energy system at its Calgary facility, marking an important step toward energy self-sufficiency and a reduction in greenhouse gas emissions.
aiming for net-zero emissions by 2050. Solar energy, with its scalability and decreasing cost, is seen as a key component of achieving these targets. As more companies install on-site solar systems, they contribute to the growing decentralized energy grid, reducing reliance on fossil fuels and traditional power generation.
CONSTRUCTION’S ROLE IN A SUSTAINABLE FUTURE
The construction industry is a vital part of this transition, given its outsized role in global carbon emissions. According to the World Green Building Council, the construction sector is responsible for approximately 40 per cent of global CO2 emissions, both through the energy required to operate buildings, and the materials and processes used in construction.
In Canada, the construction sector’s responsibility to adopt greener practices is particularly pressing. As cities grow and infrastructure projects expand, the environmental impact of construction can no longer be overlooked. Leading companies in the industry, like Doka, are acknowledging this responsibility and taking tangible steps to reduce their carbon footprints.
THE ECONOMICS OF SOLAR POWER IN CONSTRUCTION
Another key factor driving the adoption of solar power in the construction industry is the economic benefit. The cost of solar photovoltaic (PV) systems has decreased dramatically over the past decade, making it an increasingly attractive option for companies. In Canada, the combination of falling technology costs, government incentives, and the introduction of carbon pricing mechanisms has made the financial case for solar energy even stronger. According to the International Renewable Energy Agency (IRENA),
solar power is now one of the cheapest forms of electricity available, with costs continuing to decline.
For companies like Doka, investing in solar energy not only demonstrates environmental leadership, but also offers long-term financial benefits. By generating their own electricity, companies can hedge against fluctuating energy prices and reduce their reliance on traditional energy grids. In Alberta, where electricity rates can fluctuate based on demand and supply issues, having a stable and predictable energy source is a significant advantage.
Furthermore, solar energy can
are likely to find themselves in a more favourable position when bidding on projects or forming partnerships. Companies that integrate solar energy into their operations can attract environmentally conscious clients and stakeholders, positioning themselves as leaders in the green transition.
CHALLENGES AND OPPORTUNITIES IN CANADA’S SOLAR FUTURE
Despite the clear advantages of solar energy, challenges remain, particularly in the construction sector. The initial capital costs for installing solar systems can be prohibitive for smaller companies, and in some regions, regulatory hurdles and
comes to adopting new technologies, which can slow the uptake of solar energy solutions.
However, as demonstrated by projects like Doka Canada’s solar installation in Calgary, the tide is turning. The potential for solar energy is vast, and the success of early adopters will likely inspire others in the construction industry to follow suit, accelerating the shift toward green building practices.
As solar technology continues to evolve and become more efficient, we can expect to see even more widespread adoption within the construction sector. Innovations such as bifacial solar panels, like those used in Doka’s installation, demonstrate that solar technology can be adapted to suit challenging environments, including those with heavy snow or limited sunlight during certain seasons. These advancements
make solar energy a viable option for construction companies operating in diverse climates across Canada.
A BRIGHT FUTURE FOR SOLAR IN CONSTRUCTION
The construction industry in Canada is at a pivotal moment. As solar energy becomes more accessible and economically viable, companies have the opportunity to lead the charge toward a more sustainable future.
By integrating solar power into their operations, construction companies not only contribute to the reduction of carbon emissions but also position themselves as forward-thinking leaders in an evolving industry. As the push for greener building practices continues to grow, solar energy will likely play a crucial role in shaping the future of construction in Canada and beyond.
SOURCES:
Canada Energy Regulator:
• https://www.cer-rec.gc.ca/en/dataanalysis/energy-markets/marketsnapshots/2019/market-snapshotrapid-growth-in-albertas-solar-power. html
• https://worldgbc.org/sites/default/ files/2020%20Buildings%20GSR_ FULL%20REPORT.pdf International Renewable Energy Agency (IRENA):
• https://www.irena.org/ publications/2021/Jun/RenewablePower-Costs-in-2020 u
TURNING CONSTRUCTION WASTE INTO A SUSTAINABLE WIN
How TerraPro helps build a greener future
TerraPro has taken a bold approach to solving one of the construction industry’s most pressing issues: waste. By turning demolition debris, concrete, and asphalt into reusable materials, we’ve helped companies across Western Canada not only significantly reduce their environmental footprint, but also reduce their project costs.
But why does this matter so much? With the rising costs of fuel, trucking, and logistics, the financial impact of Construction & Demolition (C&D) waste management is becoming more pressing, especially since over 27 per cent of municipal solid waste in Canadian landfills comes from C&D projects. Beyond the financial strain, the environmental toll is equally staggering, as inefficient waste disposal practices
Overcrowded landfills contribute to hazardous conditions, including the release of methane gas, a potent greenhouse gas that accelerates climate change.
For construction companies managing multiple sites, hauling waste to landfills and sourcing new materials for each project leads to costly, inefficient practices—and an increase in carbon emissions and costs.
contribute to emissions and a larger carbon footprint, making sustainable solutions a necessity for both cost savings and environmental responsibility.
At first glance, landfills may seem like a distant concern. But as they fill up faster than anticipated, their environmental impact becomes clearer— and more alarming. Overcrowded landfills contribute to hazardous conditions,
including the release of methane gas, a potent greenhouse gas that accelerates climate change. Moreover, C&D waste takes up precious space that could otherwise be conserved through recycling.
But at TerraPro, the seeds of a solution were planted in the midst of some latenight conversations between CEO Colin Schmidt and now environmental services
By reducing the number of truck trips needed, TerraPro not only helps companies meet their environmental and social governance (ESG) goals but also provides substantial financial savings through optimized transportation logistics.
leader Otis Closson. Together, they shared a vision for the future, one that not only addressed the pressing issue of construction waste, but also diversify TerraPro’s existing access matting business. Schmidt’s belief in the idea allowed Closson to take the reins and turn their dream into a reality.
The result? TerraPro’s Environmental Services division—a groundbreaking venture that not only provides innovative solutions for companies like EPCOR, ATCO, Air Products, Aecon, Keyera, Strathcona County, but helps mitigate the waste crisis while strengthening TerraPro’s service offerings in Western Canada.
REDUCING EMISSIONS BY OPTIMIZING LOGISTICS
One of the most significant contributors to construction’s carbon footprint and costs comes from logistics. Heavy-duty vehicles, such as the trucks used to transport waste and construction materials, consume vast amounts of diesel fuel. The Environmental Protection
Agency notes that while heavy-duty trucks make up only five per cent of vehicles on the road, they account for 23 per cent of transportation emissions.
For construction companies managing multiple sites, hauling waste to landfills and sourcing new materials for each project leads to costly, inefficient practices—and an increase in carbon emissions and costs.
TerraPro steps in by offering integrated waste disposal and recycling services. This allows clients to drop off excavated materials, concrete, asphalt, or other materials that would have historically been landfilled and pick up recycled materials or aggregate in a single trip, ensuring trucks are always traveling loaded, cutting logistical costs and emissions significantly. Fewer trips, less fuel, and reduced emissions add up to major savings for both the environment and clients’ project costs.
For example, TerraPro’s on-site recycling facilities process materials like concrete and asphalt into reusable aggregate that meets very specific
engineering specifications. This reduces the need to haul waste long distances and negates the emissions associated with sourcing virgin materials. The result? A direct reduction in transportation costs and environmental impact.
By reducing the number of truck trips needed, TerraPro not only helps companies meet their environmental and social governance (ESG) goals, but also provides substantial financial savings through optimized transportation logistics.
TURNING DEBRIS INTO RESOURCES: THE POWER OF RECYCLING CONSTRUCTION WASTE
At TerraPro, the key to sustainable construction lies in adopting a circular economy model. Rather than a traditional linear model—where resources are extracted, used, and discarded—the circular economy emphasizes recycling and reuse. This keeps valuable materials in circulation, dramatically reducing waste and cutting costs.
Instead of hauling debris like concrete,
TerraPro offers integrated waste disposal and recycling services.
asphalt, and wood to landfills, companies can recycle these materials for future use. TerraPro’s Environmental recycling services make this transition seamless, offering a practical way to turn waste into valuable resources.
For example, concrete and asphalt from demolished roads or buildings can be crushed into recycled aggregate and reused for new projects. This material can be used as fill for foundations, constructing roadways, site grading, pad construction, backfilling for underground services, and many other civil engineering applications. Not only does this save materials from landfills, but it also minimizes the demand for virgin materials, which would otherwise need to be mined.
As these resources become scarcer, they must be sourced from increasingly distant locations, resulting in higher transportation costs and emissions. This further drives up the environmental and financial costs associated with extraction and processing. By working closely with engineers, TerraPro ensures that recycled
aggregates meet the strict specifications required for construction projects, guaranteeing high-quality materials that keep projects on schedule—without compromising quality or driving up costs.
BEYOND CONCRETE: RECYCLING A WIDE RANGE OF MATERIALS
TerraPro’s recycling efforts extend beyond concrete and asphalt. The company accepts a wide range of materials, including wood debris, metals, soil, and piping, ensuring that as much material as possible is diverted from landfills.
For instance, clean clay and soils are diverted from landfill sites and reused in various construction applications. This approach conserves landfill space and helps municipalities achieve landfill diversion goals, providing both environmental benefits and cost savings.
BUILDING A SUSTAINABLE FUTURE TOGETHER
As the construction industry faces increasing pressure to reduce its environmental footprint, proactive
companies are partnering with TerraPro for sustainable waste management solutions. By working together, TerraPro and its clients are making significant progress in reducing emissions, conserving natural resources, and building a greener future.
Whether you’re looking to reduce your costs, minimize waste, reduce your carbon footprint, or access high-quality recycled materials, TerraPro offers comprehensive services that streamline operations, cut costs, and promote sustainability.
Reimagine how construction waste is handled with TerraPro. You’ll not only be able to track and meet your ESG goals but also benefit from cost-saving practices that positively impact your bottom line and the planet.
Let’s build that future together. Contact Otis Closson to explore how TerraPro can help reduce your project costs and environmental impact. 780.293.2157
enviro@terraproinc.com www.terraproinc.com u
Over 55 Years of Integrity in Building Excellence.
At Maple Reinders, we thrive on challenges. With a nationwide presence and expertise in design, construction, and project management, we bring our proven approaches to projects large and small. From institutional and commercial projects, to infrastructure, to renovations and retrofits, let our award winning team be your solution provider.
