MOVEMENT OF GOODS: KEY TO SUCCESS FOR A TRANSPORTATION MASTER PLAN
2024 MHCA BOARD OF DIRECTORS
MHCA EXECUTIVE COMMITTEE
Board Chair Dennis Cruise, CET, G.S.C., Bituminex Paving Ltd.
Vice-Chair Kevin Brown, P.Eng, G.S.C., Maple Leaf Construction Ltd.
Immediate Past Chair Nicole Chabot, B.A., G.S.C., L. Chabot Enterprises Ltd.
Secretary/Treasurer John Highmoor, B.A., B.Sc. (C.E.) Tri-Core Projects Ltd.
President and CEO Chris Lorenc, B.A., LL.B.
EXECUTIVE DIRECTORS AT LARGE
Tony Teixeira J.C. Paving Ltd.
Richard Wilson CET, G.S.C. M.D. Steele Construction Ltd.
BOARD DIRECTORS AT LARGE
Tyler Bennett, M.E.T. Sigfusson Northern Ltd.
Michael Byrne Aon Reed Stenhouse Inc.
Denis Collet B.Comm. Gravier Collet Gravel Inc.
Tina Larson, P. Eng., M. Sc. Lafarge Canada
Marcel Machado B.Sc., C.E. Nelson River Construction
Michelle Magdic BFL Canada Risk and Insurance Services Inc.
Greg McKee SMS Equipment
Jack Meseyton G.S.C. E.F. Moon Construction Ltd.
Peter Paulic Brandt Tractor Ltd.
Design/layout: Tabitha Robin
Advertising Coordinator: Sabrina Simmonds
ABOUT
The MHCA is a prominent membership-based advocate for the heavy construction and related industries in Manitoba, representing over 400 contractors, suppliers and financial companies.
Founded in 1943, the MHCA advances progressive public policies and innovative programs in a manner consistent with the broad public interest.
The MHCA serves as the primary ‘go to’ resource for the heavy construction and related industries for information, networking, public policy advocacy and member services.
It promotes sustainable investment in core infrastructure – streets, highways, bridges, water/wastewater systems, active transportation, water-control structures, trade gateways and corridors – to support economic growth and social development that benefits our province and country.
MHCA champions workplace safety education and training through its leading-edge WorkSafely program established in 1990.
It actively participates in local, provincial, regional and national advocacy groups and collaborates extensively with public and private-sector stakeholders to advance common core values, including economic growth, diversity, and safe work, which benefit our communities, province and country.
It has an earned reputation for effective advocacy.
WHERE INVESTMENT HITS THE ROAD
Our economy moves on wheels, and if the road ahead makes that a chore –slows down people trying to get to work or holds up the delivery of the part for your air conditioner – it hits productivity, which, in turn, drags down the GDP.
Beyond inefficient connections, we bear immediate costs when roads crumble. Busted rims and tire rods –cars out of commission: all of it hits the pocketbook.
So, a strategy for a modern, metropolitan city needs first to consider not just how to move people and vehicles. It should plan to make the city a magnet for new businesses and residents to boost economic growth.
That means Winnipeg’s development strategies, including its Transportation Master Plan, must put growing the economy at its core. The TMP, Winnipeg’s long-term guide for planning, development, renewal and maintenance of the transportation system, puts economic prosperity at the top of its four strategic targets, which include mode share, road safety and accessibility and equity.
A reliable, safe and efficient transportation system is a core city service. As the updated TMP states, it is the platform for business in the specific and general sense because getting to where we need to be at any given time of the day is business.
In this issue of Road2Growth, we give special focus on the movement of goods and services in support of economic growth. On page 12, you’ll see how the Goods Movement Advisory Council is working to ensure Winnipeg’s transportation system is a platform for commerce.
On page 16, we outline the plans for and benefits of the Route 90 project, which will see Kenaston Boulevard widened to three lanes in each direction, water and wastewater pipes separated and active transportation paths constructed.
Winnipeg’s population is forecasted to grow to one million by 2046. The metropolitan region is practically there now.
The transportation system has to prepare to move many more people to their daily destinations, as well
A reliable, safe and efficient transportation system is a core city service. As the updated TMP states, it is the platform for business in the specific and general sense because getting to where we need to be at any given time of the day is business.
Winnipeg wants to be a magnet for new businesses and enterprises to compete for the attention of site selectors looking for the right environments to serve new or expanding corporate, commercial and manufacturing development.
as to lay the ground for economic development to compete with other major Canadian cities to seize greater trade opportunities domestically, continentally and globally.
Winnipeg wants to be a magnet for new businesses and enterprises to compete for the attention of site selectors looking for the right environments to serve new or expanding corporate, commercial and manufacturing development.
Many of these businesses focus on imports and exports, but if you can’t move it, you can’t sell it.
A seamless, fluid and modern transportation system is foundational to Winnipeg’s ‘big city’ aspirations.
Chris Lorenc, B.A., LL.B. President and CEO, MHCA
Chris Lorenc, B.A., LL.B. President and CEO, MHCA
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Visit https://mhca.mb.ca/benefits-of-membership or contact Christine Miller, MHCA Operations Manager, at 204-594-9053 or christine@mhca.mb.ca.
CALENDAR OF EVENTS
OCTOBER
22 Economic Growth Forum
NOVEMBER
22
22 MHCA Chair’s Gala
Canad Inns Polo Park, Winnipeg, MB
RBC Convention Centre, Winnipeg, MB
RBC Convention Centre, Winnipeg, MB
Be sure to read the Heavy News, check out www.mhca.mb.ca, X (formerly Twitter), Facebook, Instagram, LinkedIn or contact Christine Miller, Operations Manager, at 204-594-9053 or christine@mhca.mb.ca for information on additional events throughout the year.
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Road2Growth – INFRASTRUCTURE: the foundation to economic growth
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10205112 Manitoba Mickey Wharton & Shandy Walls
The Winnipeg TMP is hoping to address the need to grow the economy through investing in key infrastructure and planning for new technology around goods and services, updating Winnipeg’s truck route network, working with the city’s neighbours to move goods smoothly and safely and using data and analytics to solve problems that arise.
MOVEMENT OF GOODS
MOVEMENT GOODS
KEY TO SUCCESS FOR A TRANSPORTATION MASTER PLAN
Katie Woychyshyn
Contributor, Craig Kelman & Associates
Economic growth is core to the wellness of a city. That’s why a city’s transportation master plan must reflect the need to move goods and services, as well as its citizens, across the city in an organized, efficient and seamless way.
The City of Winnipeg this year organized a Goods Movement Advisory Committee, reflecting the call from industry advocates for an in-depth look at how the city’s strategy can better plan for and accommodate the movement of goods to enable economic growth. This is part of the input to the new Transportation Master Plan, TRANSPORTATION 2050: Reimagining Mobility.
“What’s important about the Transportation Master Plan, which is now under public consideration, is an emerging recognition that transportation is the outcome,” says Chris Lorenc, MHCA President and CEO. “Our ability to have a transportation system is the outcome of a growing economy, not the other way around.”
Winnipeg’s Transportation Master Plan has four key targets:
1. Economic prosperity – Moving goods efficiently by air, rail and truck, ensuring support for economic growth.
2. Mode share – Seeing Winnipeggers make 50% of trips by walking, cycling, transit and ride-sharing by 2050.
3. Road safety – Achieving a 20% reduction in fatal and severe injury collisions by 2026.
4. Accessibility and equity – Designing and building the transportation system to be accessible and affordable to all Winnipeggers.
The economic prosperity target is new to Winnipeg’s transportation master plans, and the target, along with the inclusion of the movement of goods, has been a priority of the MHCA and other stakeholders, such as the Manitoba Trucking Association and CentrePort Canada.
In fact, as Winnipeg’s population is expected to grow by more than 200,000 people by 2050, the economy – and having the economic income to support the much-needed social and cultural services – is an important priority that will not only help Winnipeg survive but thrive.
The Winnipeg TMP could address the need to grow the economy through investing in key infrastructure and planning for new technology around goods and services.
“Absent a growing economy, it doesn’t matter that we want to pursue multimodal shifts,” says Lorenc. “It doesn’t matter that we want, for example, to expand our public transit services and build out plans for rapid transit. None of the multimodal considerations mean anything if you don’t have an economy that’s churning revenues to the three levels of government that then enable those plans to see the light of day.”
The Winnipeg TMP could address the need to grow the economy through investing in key infrastructure and planning for new technology around goods and services, updating Winnipeg’s truck route network, working with the city’s neighbours to move goods smoothly and safely and using data and analytics to solve problems that arise.
According to Reimagining Mobility: How TRANSPORTATION 2050 Can Move Winnipeg and Winnipeggers into the Future: “Many streets and intersections are at capacity today. They won’t be able to move more people, goods or services without major investments. They also won’t be able to serve transit or active modes without new or improved infrastructure. But these projects are expensive to build and maintain, and Winnipeg is in a lean financial position.”
That being said, some organizations are skeptical about the new TMP and believe that the City can do more to address the needs of the goods movement sector.
The Manitoba Trucking Association (MTA) says it appreciates the difficulty of drafting a transportation plan for the City of Winnipeg, given the number and range of demands being considered, and that the association is encouraged by the effort of the Public Works Department to incorporate some of the needs of goods movement by truck in TRANSPORTATION 2050
“Having noted this, the MTA finds that our key concerns remain unaddressed,” its official statement says. “Because transportation is the functional land use that serves all other land uses, the importance of the street system in enabling Winnipeg’s trade-based economy cannot be overstated. While the TMP notes this, the TMP’s policies do not reflect this priority.”
The MTA adds that goods movement by truck and services provided to private property by truck will be impeded and made more expensive by the policies in the TMP, which will reduce the number of motor vehicle lanes on arterial streets and other truck routes.
“We are already seeing proposed designs for reduced lane widths on St. Mary Avenue and York Avenue that are too small for trucks to operate safely when they support and supply businesses in the area,” the statement reads.
“Although the TMP includes improvements to the identification of truck routes in Winnipeg, the TMP does not protect the capacity and efficiency of truck routes for their designated purpose. The MTA also remains concerned that the TMP does not sufficiently protect curbside loading zones for driver safety and efficiency.”
We want each level of government to be successful because if governments are successful, we’re successful. And in turn, if we’re successful, governments are successful.
With every stride forward, every win, it is important to acknowledge that there is room for growth in any public document.
“Transportation master plans, like other documents that chart the future of either organization or, in this case, an aspect of civic responsibility, are always evolving,” Lorenc notes.
As the TMP advances, Lorenc hopes the plan can allow the city and the transportation industry to thrive.
Lorenc says, as with all business owners and Winnipeggers, the heavy construction industry wants success for our community, our province and our country. And our public policies are very important instruments that help shape success.
“We want each level of government to be successful because if governments are successful, we’re successful. And in turn, if we’re successful, governments are successful.”
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Kapelus Dr.
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Cities that work are cities that move people and goods around effectively and efficiently. Route 90 is a significant part of Winnipeg’s movement of people and goods. Yet, at present, the roadway is not conducive to the efficient and effective movement of people and goods.
– Loren Remillard, President of the Winnipeg Chamber of Commerce.
ROUTE 90 NEEDS A REDO
CITY’S PLANS TO EXPAND KENASTON BOULEVARD WILL BENEFIT ECONOMY AND QUALITY OF LIFE
REDO
Katie Woychyshyn
Contributor, Craig Kelman & Associates
Driving on Kenaston Boulevard is no easy task. Ask any local who turns onto the 3.7-kilometre stretch between Ness and Taylor, especially on the weekend or – one shudders at the thought – rush hour.
That’s why many are watching tentatively as the City of Winnipeg progresses with its plans to redo Kenaston Boulevard, or rather, Route 90 – especially those invested in the well-being of Winnipeg’s economy.
“Cities that work are cities that move people and goods around effectively and efficiently,” explains Loren Remillard, President of the Winnipeg Chamber of Commerce. “Route 90 is a significant part of Winnipeg’s movement of people and goods. Yet, at present, the roadway is not conducive to the efficient and effective movement of people and goods.”
Part of the problem is that the road is prone to bottlenecks, and traffic easily becomes gridlocked.
“Those bottlenecks create not only problems in terms of congestion but for the surrounding area,” says Remillard. “You’re having traffic spill onto residential roads not designed for regional traffic flow, which impacts the people that live in the surrounding residential areas.”
This congestion is also detrimental on an economic level, as Route 90 is a key thoroughfare used to transfer goods north and southbound through the city.
“Route 90 is a vital artery for Manitoba because, ultimately, it turns into Highway 59, which heads right down to the US border,” says Carly Edmundson, President and CEO of CentrePort Canada. “The majority of Canada and Manitoba’s trade is done with the US. They’re a very valuable trade partner, and having infrastructure that is ready to facilitate a large movement of goods in both directions is really important.”
CentrePort Canada is a 20,000-acre trimodal inland port that establishes Manitoba’s central location as a hub that connects businesses to major markets
around the globe. The port sits at the intersection of four major trade routes, which allows companies to move goods in any direction with three modes of transportation –rail, road or air.
“Eighty percent of what we make in Manitoba leaves Manitoba,” explains Edmundson. “We are an export province, and if you can’t move it, you can’t sell it. So, ensuring a way to move goods efficiently in and out of our province is a huge part of our economy.”
However, there’s more to the Route 90 expansion than just improving the flow of traffic and transport of goods. The project is an amalgamation of much-needed infrastructure upgrades.
“It is not just one project that has to be done along Route 90 – it’s several projects,” states Winnipeg Mayor Scott Gillingham. “As far back as 2011, there have been plans to upgrade Route 90 through several different projects simultaneously. The projects include the need for a bridge rehabilitation and road renewal, road widening and capacity improvements and sewer upgrades and drainage improvement.”
The preliminary design was approved by the City Council on June 27. It would address traffic congestion by expanding Route 90 from two to three travel lanes in each direction, modifying interchanges and intersections and improving the St. James Bridge, currently at the end of its lifespan.
Simultaneously, the City plans to upgrade the adjacent water mains, add sound attenuation to mitigate traffic noise and enhance accessibility for pedestrians, cyclists and transit users. The route would be landscaped with green spaces and public art.
Those elements of the plan are especially welcomed by Treaty One Nations, the leaseholder and administrator for the mixeduse development of the lands – called NaawiOodena – at the former Kapyong Barracks.
In addition to handling the traffic that will come to Route 90 with Treaty One Nations' development plan, the separation of the sewer and water pipes is especially important as it will determine how many retention ponds will be required on the footprint of land, says Jolene Mercer, Executive Director of Treaty One Nations.
Investing in Route 90 will also be crucial to maintaining the city’s status as a global hub for trade, which attracts private investment and creates jobs, including in the transportation and trade sectors.
“That’s a big one for us. Currently with the combined sewer system we have to watch our ground water run off.”
Fewer retention ponds mean more land for development potential, including economic opportunities.
Further, the new active transportation corridor is especially attractive, allowing new residents and visitors to the lands the option of walking and cycling, Mercer says.
“That’s a big part of our design, the (active) transportation.”
Gillingham notes Route 90 links employment lands, residential lands and commercial areas in the southwest and northwest quadrants of Winnipeg.
“It is also the route that runs alongside Naawi-Oodena, which has the potential to be the largest infill development within Winnipeg and the largest Indigenous economic development zone in all of Western Canada.”
Investing in Route 90 will also be crucial to maintain the city’s status as a global hub for trade, which attracts private investment and creates jobs, including in the transportation and trade sectors.
“Two-thirds of Canada’s economy depends on trade, directly or indirectly, so two-thirds of Canadian jobs depend on it,” says Edmundson. “Infrastructure is a significant investment in Manitoba and Canada’s future, especially those that connect us to other markets like the US.”
Remillard reminds us that transportation and trade are critical pieces to our history; past, present and future economic prosperity; and defining our region’s economic brand.
“But like capital, trade and transportation have options – they will go where it is most effective and efficient for them to go. If we are perceived to be difficult to navigate, if our systems do
not support quick, efficient movement, economic activity will find alternative means to move the product.”
This means that Winnipeg would be cut out of the supply chain, which would cull opportunities for employment, government revenue and other economic possibilities for companies and individuals alike.
“We want to make sure that Winnipeg isn’t just an option – it’s the option,” Remillard adds. “By investing in our network of trade-enabling infrastructure like an expansion of Route 90, it keeps Winnipeg more than just on the map. It makes us a desirable destination for investment.”
Winnipeg is a city born of trade routes, from the river to the railroad. As transportation and trade have shifted and evolved over time, so has the city.
“Manitoba was always imagined as the centre of trade and transportation. There was a lot of talk of us being the Chicago of the North and this transportation logistics centre,” says Edmundson.
“When you look at the history of Winnipeg, the history of our emergence as a commercial centre was founded on our service as a regional transportation hub,” says Remillard. “Transportation is one of the authors of our city’s development and is an author of its future.”
Consequently, it could be said that the expansion of Route 90 and its surrounding infrastructure is an important chapter in Winnipeg’s story, leading to a future of possibilities.
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“We’re seeing significant population increases, and we continue to have a growing economy,” says Gillingham. “The redevelopment and redesign of Route 90 with these capacity increases is very important to the future of Winnipeg.”
Edmundson adds: “Continuing to expand and invest in key trade routes like Route 90 will continue to set up Manitoba for success for years to come.”
Learn more about the Route 90 expansion by visiting https://engage.winnipeg.ca/ route-90-improvements-study.
ADDRESS OUR
ECONOMIC
CRISES,
HELP BUSINESSES GET
GOODS TO MARKET
Perrin Beatty Canadian Chamber of Commerce
Most importantly, Canadian businesses and our economy won’t be able to take advantage of the outcomes of innovation if we don’t have the trade and transportation infrastructure in place to get Canadian products to our customers here and abroad.
In the past few years, Canada’s list of economic crises and challenges has grown considerably. Our supply chains are under constant strain from climate shocks and labour disruptions. We don’t have enough houses to meet our current or future needs, which continues to put pressure on the cost of a home. We’re in the midst of a national productivity emergency, and without productivity gains, living standards can’t rise.
The combined effect is that Canada’s global competitiveness is slipping, and our prosperity is in decline.
That is not to say there haven’t been some positive, even hopeful gains –inflation is back within the Bank of Canada’s range, and in June, the Bank cut the interest rate for the first time in four years.
Yet, taken together, there can only be one conclusion: Canada needs an
economic course correction. We cannot expect a return to our former prosperity without urgently addressing these significant challenges.
If we’re to get out of our economic slump, government needs to see business as part of the economic solution rather than an obstacle and make it easier for businesses to get their goods to customers here and abroad.
Businesses want to innovate, but the associated cost and risk deter investment in R&D, IP development and commercialization – especially for the small businesses that make up most of our economy. Further impeding innovation is the government’s insistence on adding red tape and taxes to an already complex and inaccessible regulatory framework. Innovation incentives need to be accessible
Canada’s infrastructure is our economy’s arterial system. It deserves a long-term strategy that goes beyond patching our system to building one that invites investment and trade.
The Canada Trade Infrastructure Plan is a prime example of the type of strategy that will address current gaps.
stakeholders and provide
Most importantly, Canadian businesses and our economy won’t be able to take advantage of the outcomes of innovation if we don’t have the trade and transportation infrastructure in place to get Canadian products to our customers here and abroad. In the past few years, our supply chains have suffered severe disruptions – some unavoidable, but many preventable – revealing the deficiencies and vulnerabilities of our infrastructure.
Without modern trade infrastructure, goods can’t get to market, and critical inputs can’t get to Canadian businesses and manufacturers. Sectors like agriculture and manufacturing rely heavily on goods from abroad, with approximately 70% of inputs for these industries difficult to replace.
Two-thirds of Canada’s GDP is tradedependent. If we cannot prove ourselves a reliable trade partner, able to deliver goods in a timely manner, our competition will take the opportunity to supplant us, and we will pay a growing economic price in lost trade, investment and jobs.
Canada’s infrastructure is our economy’s arterial system. It deserves a long-term strategy that goes beyond patching our system to building one that invites investment and trade. The Canada Trade Infrastructure Plan is a prime example of the type of strategy that will address current gaps but also address the needs of our growing population and the increasingly urgent global demand for the food and energy resources Canada can provide.
Such a plan can deliver an efficient, resilient network of trade infrastructure, with gateways and corridors supporting sustained, trade-based economic growth. It will also help us to diversify our trade, shielding our economy from overreliance on any single market. And it will help restore Canada’s global reputation as a reliable trading partner and a desirable market in which to invest.
Only long-term thinking and investing in innovation and infrastructure will set Canada back on the path to prosperity and productivity, resulting in a better life for all Canadians.
Perrin Beatty, PC, OC, served 17 years as President and CEO of the Canadian Chamber of Commerce. He was succeeded in September 2024 by Candace Laing, formerly Senior Vice President and Chief Human Resources Officer of Nutrien.
Founded in 1943 (as the Prairie Roadbuilders Association), what would become the WCR&HCA advocated nationally, in partnership with the Canadian Construction Association, for a highway spanning the country to promote trade and a sense of unity.
At its inception, the Western Canada Roadbuilders & Heavy Construction Association recognized Canada needed a national highway system.
Founded in 1943 (as the Prairie Roadbuilders Association), what would become the WCR&HCA advocated nationally, in partnership with the Canadian Construction Association, for a highway spanning the country to promote trade and a sense of unity.
Today, WCR&HCA is still at it –pressing regionally and nationally for strategic and significant investment
in the country’s trade corridors and gateways to raise Canada’s trade profile and productivity and repair a damaged reputation as a reliable trade partner on a global level.
WCR&HCA started humbly with roadbuilders associations from the provinces of Manitoba and Saskatchewan. In 1956, the roadbuilders association in Alberta joined, and in 1973, British Columbia’s association jumped in.
Trade occupies a significant piece of WCR&HCA’s advocacy due to its role in the national economy.
According to 2022 World Bank data, trade generates approximately 2/3 of Canada’s GDP, supporting more than three million jobs.
Yet Canada’s reputation for being able to move goods to and from market has fallen considerably.
According to the 2019 World Economic Forum’s global ranking of the quality of transportation infrastructure, Canada sits at 32nd, behind Azerbaijan. In 2009, due to years of strategic, highlevel investment in trade corridors, it was ranked in the top 10.
Recognizing the danger this poses to the country’s economic growth prospects, the WCR&HCA has partnered with leading national business organizations in a call for a strategic trade investment plan.
“The WCR&HCA helped bring together the Business Council of Canada, Canadian Chamber of Commerce, Canada West Foundation, Canadian Construction Association, Canadian Manufacturers and Exporters and Civil Infrastructure Council Corporation to create the Canada Trade Infrastructure Program (CTIP),” says Carmen Duncan, Chair of the WCR&HCA and a member of the Board of Directors of the Saskatchewan Heavy Construction Association.
“We continue to work with them, and others that have joined since, to push this critical proposal forward.”
CTIP is grounded in research conducted by the Canada West Foundation, which produced a report
called From Shovel Ready to Shovel Worthy in May 2022.
CTIP proposes a multi-year plan for public investment in trade infrastructure along key economic corridors to enhance their fluidity and reliability, boost Canada’s competitiveness, and restore its global reputation.
In 2023, the CTIP group successfully advanced the strategy at the provincial level, culminating in a unanimous endorsement by the Premiers’ Council of the Federation in July. The CoF final communique from its summer meeting, which Manitoba chaired, endorsed the principles of CTIP and called upon Prime Minister Trudeau to hold a First Ministers’ meeting on the linked priorities of competitiveness and strategic infrastructure.
The advocacy successes are built on a history of strong partnerships and collaboration on common interests, Duncan explains, stressing that growing the economy is a priority everyone can support.
Today, WCR&HCA is still at it – pressing regionally and nationally for strategic and significant investment in the country’s trade corridors and gateways to raise Canada’s trade profile and productivity and repair a damaged reputation as a reliable trade partner on a global level.
“The WCR&HCA responds to issues that are timely or emerging. It is solid and consistent advocate for free trade, speaking for the free flow of goods and services across provincial borders, as well. We speak out against trade barriers wherever they arise.
“At present, the WCR&HCA is preparing for its 2025 conference, to be held in February 2025. What you see at our conferences is a strong focus on business sessions and networking, which allow members across the West to come together, learn from each other and socialize,” says Duncan.
Ron Glen, CEO of Alberta Roadbuilders & Heavy Construction Association (ARHCA), says getting public support for crucial advocacy priorities is key.
Glen had a long career in politics and government at the provincial, federal and municipal levels prior to joining ARHCA.
Glen says in his 30-year political career, public opinion polling at all levels consistently showed 80% or more support among all demographics for investment transportation, road and underground infrastructure.
“The problem is that good infrastructure planning and procurement require long lead times which extend
Certainty in a Shifting Landscape
beyond most minister of Transportation tenures and the four-year political life of governments,” he says.
“Our friends in business associations typically lobby only for tax cuts and spending
restraints, and there are many more voices in the general business community than in our corner of construction.”
Glen says with the rise of social media and changes to election laws; politicians
To combat Canada’s low ranking and set a plan for the future, the WCR&HCA has outlined a list of priorities, working with regional and national stakeholders.
1. Advance the case for infrastructure investment & economic growth.
The WCR&HCA plans to advocate at both national and provincial levels to deem infrastructure investment as essential to economic growth.
2. Endorse a long-term infrastructure program. To maintain the current transportation network and build new transportation assets needed to capitalize on Canada’s trade prospects over the next 20 and 30 years.
3. Advance a Western Canada Trade Gateways and Corridors Initiative: ‘Look West – Canada’s Port of Entry to Asia’ The WCR&HCA intends to increase trade productivity in the West and raise its trade profile nationally, continentally and globally. Western Canada plays a significant role in efficiently connecting all of Canada to trade opportunities in Asia and beyond.
4. Support the Canadian Free Trade Agreement and the New West Partnership Trade Agreement. Continuing to show its support for and oppose any trade impediments that interfere with the free movement of labour, goods and services in Canada and the West.
5. Support open competitive bidding. Impairments to free, open, competitive bidding will hinder the local industry marketing and compound economic pain.
6. Focus on Canada’s next infrastructure report card. The WCR&HCA plans to continue supporting Canadian Construction Association efforts in the next infrastructure report card with data to assess the conditions of bridges, structures, public transportation and related assets.
seek the support of individuals directly on highly emotional buttons. Groups and policy development are of little interest as nurturing support takes time, and little attention is paid to expert analysis and debate over policy platforms.
“Unlike most other advocacy groups, we have a tremendous well of free and powerful political capital that the public has a direct and visceral connection to the work we do and can see for themselves the performance of the governments who own their roads.”
On CTIP, Duncan says the horizon will be determined by government’s decision to adopt the policy.
“WCR&HCA sees advocacy as a marathon, not a sprint. Western Canada needs a strong voice nationally. On provincial and regional levels, we have seen our calls for coordinated and collaborative investment hit some milestones – the Western provinces have joined together in a strategy to collaborate on highways infrastructure investment,” he says
“We will continue to represent the industry and the interests of the West nationally through our work to connect with national partners on growing the economy and strategic investment in trade corridors,” says Duncan.
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JACKIE PUCHAILO: LEADING A NEW ERA OF INNOVATION AND INCLUSION IN CONSTRUCTION
Jackie Puchailo has carved a niche in a traditionally male-dominated industry, earning respect and admiration from peers and industry leaders alike as a seasoned and progressive leader in programs, HR and inclusivity
Puchailo’s journey from a project coordinator to a prominent figure in the construction sector is a testament to her dedication and a source of inspiration for many aspiring leaders.
Puchailo began with her role in the Workplace Safety & Health Division with the Manitoba government, where she played a pivotal part in revamping safety regulations. Her move to MHCA WorkSafely marked a turning point in her career, where she honed her skills in education and diversity programs.
In her nine years with WorkSafely, Puchailo worked as a safety coordinator, achieved her Certificate in Adult and Continuing Education (CAE) and eventually became the education and diversity programs advisor, where she was responsible for the ongoing development of WorkSafely education and training program service and training delivery, industry education programs and workforce diversification.
Currently, she is the Human Resource Manager at EF Moon Construction, responsible for employee training and development, labour laws regulation and recruiting processes.
“What initially drew me to the heavy construction industry was the opportunity to make a tangible difference in workplace safety and education,” Puchailo says. Her commitment to fostering a safe and inclusive environment has been a consistent theme throughout her career.
Puchailo took on increasingly greater responsibility and engagement both with MHCA and in the industry files.
As the co-chair of the Manitoba Common Ground Alliance, Puchailo has spearheaded collaborative initiatives that have reshaped safety standards within the industry, addressing challenges common to industry and utility owners, and improving excavation safety.
“By working together, we’ve been able to streamline processes and ensure safer operations,” she says. Her leadership in the successful overhaul of the ‘Click Before You Dig Manitoba’ platform has further cemented her reputation as a leader with creative
My success has come from demonstrating that leadership is about skill and dedication, regardless of gender. I’ve also made it a point to support and mentor other women in the industry, fostering an environment where everyone feels valued and has the opportunity to succeed.
– Jackie Puchailo
thinking, dedicated to accessibility and user-friendliness.
Puchailo’s appointment as the incoming Chair of the Manitoba Construction Sector Council (MCSC) marks another new chapter. Her vision for the council revolves around workforce development, technological innovation and strengthened partnerships.
“My goal is to create a strong, resilient and forward-thinking construction sector that contributes significantly to Manitoba’s economic development and community well-being,” she shares. Her focus on boosting workforce diversity and embracing new technologies underscores her commitment to driving change.
The construction sector in Manitoba faces significant challenges, including labour shortages and the need for technological integration. Puchailo sees a solution in investing in training and recruitment to attract a diverse workforce, alongside adopting cutting-edge technologies to enhance efficiency and competitiveness.
“By tackling these challenges headon, we can improve our efficiency, productivity and competitiveness, setting us up for future success.”
Puchailo has been at the forefront of promoting equity in the workplace. Her initiatives include targeted recruitment strategies, mentorship programs and policy updates to ensure inclusivity.
“I aim to create a more inclusive and equitable workplace where everyone feels valued and empowered to succeed,” she says. Her efforts in helping to organize the Manitoba Women in Trades Conference have also played a crucial role in promoting gender diversity and providing a platform for women to excel in the industry.
“The conference is a great opportunity for women in the trades to network, learn new skills, and get some solid mentorship. Overall, it’s about making a real difference in how women are represented and supported in construction.”
I aim to create a more inclusive and equitable workplace where everyone feels valued and empowered to succeed.
Collaboration and partnerships bring together diverse expertise and resources, which can significantly enhance project outcomes and safety standards.
Puchailo’s leadership is characterized by her ability to navigate challenges and foster an environment of collaboration and empowerment.
While working with MHCA WorkSafely, she partnered with MCSC and industry experts in developing the “Introduction to the Heavy Construction” course, which exemplifies her commitment to education and workforce development. “Collaboration and partnerships bring together diverse expertise and resources, which can significantly enhance project outcomes and safety standards,” she notes.
As a leader in a male-dominated field, Puchailo has faced unique challenges, but her resilience and dedication have been her guiding lights.
“My success has come from demonstrating that leadership is about skill and dedication, regardless of gender.
“I’ve also made it a point to support and mentor other women in the
industry, fostering an environment where everyone feels valued and has the opportunity to succeed,” she says.
Her legacy is one of innovation, safety, and inclusivity, paving the way for future leaders to build on her achievements.
For emerging leaders in the construction industry, Puchailo’s advice is simple yet profound: “Focus on communication, lead by example and keep learning.”
Her emphasis on safety, adaptability and relationship-building underscores the qualities that define effective leadership. “Have a clear vision and stick to it – persistence pays off when driving change,” she advises.
Jackie Puchailo’s journey is a powerful reminder of the impact that visionary leadership can have on an industry, an example of how dedication to a pursuit can blaze a trail for others on a path to progress.
Currently, materials most likely to be recycled are wood (including clean, engineered, treated or painted wood), asphalt roofing, drywall, metals, plastics, asphalt paving, concrete, bricks, glass, cardboard, gravel and aggregates.
Construction, renovation and demolition (CRD) products produce an estimated 20-30% of total waste in Manitoba; this represents the secondlargest waste stream going to landfills in the province.
In 2022, the Manitoba government launched the Construction, Renovation and Demolition to find new ways to divert waste materials from Manitoba landfills and move towards greater recycling of CRD materials. The Task Force is co-chaired by Paul McConnell, Deputy Minister of Environment and Climate Change, Chris Lorenc, President
and CEO of the Manitoba Heavy Construction Association and Colleen Sklar, CEO of JohnQ Public, one of the first Municipal Participation Corporations in Canada.
The purpose of the Task Force is to guide and support the development of policy options and recommendations to increase the diversion and recycling of construction, renovation and demolition materials in public and private practices.
Currently, materials most likely to be recycled are wood (including clean, engineered, treated or painted wood), asphalt roofing, drywall, metals, plastics,
asphalt paving, concrete, bricks, glass, cardboard, gravel and aggregates. The ability to recycle materials ranges by region and depends on factors such as processing, end-use and market value.
The MHCA has been pushing for greater recycling and reuse of crushed concrete aggregates from public works projects, such as the reconstruction of roads, highways, sewers and more, since 2021.
JohnQ Public is a voluntary organization that supports collaboration between communities to deliver infrastructure and services in communities.
Over her career, Sklar has witnessed the power of collaboration and what can be achieved through teamwork. She believes collaboration is essential when it comes to recycling and waste reduction in the province.
“Through the efforts of the CRD Task Force, we can work together as municipalities, businesses, industries and organizations to identify best practices, approaches and solutions that can work in Manitoba,” Sklar says.
“Often, finding markets for materials requires quantities, and by working together – a regional approach – not only can we share best practices and approaches, but we may also be able to support the quantities necessary to support a strong business case.”
Recycling of construction materials is minimal in Manitoba and the country as a whole. In Canada, just 16% of CRD materials are recycled, according to a 2015 study commissioned for Environment Canada.
Sklar says the CRD Task Force will provide recommendations to the Minister of Environment and Climate Change on options to accelerate the reuse and repurposing of CRD materials in Manitoba.
However, some jurisdictions have already moved to reclaim and reuse construction and demolition waste.
Edmonton has used recycled concrete aggregate since 1978 after developing an aggressive policy for recycling waste construction materials. This includes encouraging households to remove concrete during construction or renovation to its civic constructionmaterials recycling plant.
In three years, Edmonton was able to produce 642,753 tonnes of recycled aggregate and use it for road-based construction city projects.1 This process has led to better preservation of natural resources, a reduction in greenhouse gas emissions and the generation of new economic opportunities.
Manitoba hopes that with a greater focus on recycling CRD waste materials, more projects will be created around recycling and, in turn, more jobs.
Manitoba hopes that with a greater focus on recycling CRD waste materials, more projects will be created around recycling and, in turn, more jobs.
Minister Tracy Schmidt, Environment and Climate Change, explains this year, the Task Force and its working group are meeting with specialists that are directly involved with construction, renovation and demolition activities. Information will be used to develop practical recommendations to support and accelerate the reuse and recycling of most of the total construction, renovation and demolition waste in Manitoba.
“The Task Force is doing amazing work to explore options that promote a circular economy, generate new economic opportunities, and divert construction, renovation and demolition waste from landfills,” says Schmidt.
“Our government is committed to listening to Manitobans, and so it’s
important to us that the Task Force includes a broad range of voices, such as from the Manitoba Home Builders Association, Winnipeg Construction Association, Association of Manitoba Municipalities, City of Winnipeg, the Winnipeg Metropolitan Region, and provincial departments. I’d like to thank all Task Force members as well as the co-chairs, Manitoba Heavy Construction Association and JohnQ Public,” she says.
References
1 MHCA. (2021, April 10). Turn Construction and Demolition Waste into Resource. https://mhca.mb.ca/ wp-content/uploads/2021/04/2Turnconstruction-and-demolitionwasteinto-resource.pdf.
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PROGRESS REPORTS
The ‘strength in numbers’ equation is solid in industry advocacy, especially for an industry that relies on long-term investment planning.
The MHCA’s advocacy gets results:
HIGHWAYS PROJECTS ‘24
Discussions with Manitoba Transportation & Infrastructure have led to the commitment the Province will tender an additional $150 million in highways projects, $90 million of which will be expended in the 2024 program.
The notice from the department followed extensive meetings between MHCA, Minister Naylor and senior leadership of MTI since February 2024, when department
MHCA continues to work with the department on the tender ad schedule and release of tenders and awards to ensure that the full annual highways capital program is expended.
officials told industry that 80% of the 2024 highways capital budget had already been tendered. Industry has held firm that this does not reflect what is being seen in the market.
MHCA continues to work with the department on the tender ad schedule and release of tenders and awards to ensure that the full annual highways capital program is expended. Further, MHCA is pressing the Province to reinstate the policy of carrying over to successive budget years any unexpended dollars from the previous highways capital program.
QUARRY APPLICATIONS AND REHAB PAYMENTS
MHCA and the Mines Branch have continued meeting to see speedier processing of quarry and pit permit applications and faster payment for completed quarry rehabilitations.
At a July meeting, the branch distributed a one-pager for industry listing the quarry team and detailed the process and requirements to prevent delays.
On the issue of responsive communication, the branch asked that all inquiries be sent to the central Mines Branch email or phone number. It committed to responding to inquiries within 1-3 business days.
The department will be holding webinars for industry in late September/early October (one per week) covering mapping, online applications/returns, creating/updating iMaQs acct, and exemption certificates.
Partners in Growth
WINNIPEG SOCIAL PROCUREMENT PILOT PROJECTS
The City of Winnipeg has tendered/awarded 17 construction projects that contain social procurement clauses embedded, focusing on increasing the diversity of the construction workforce. MHCA is also gathering feedback from the industry on their experiences with the pilot projects – the process, the responses of workers asked to fill out a voluntary declaration of equity status and the practicality of the clauses, which aim to determine and track employment hours of individuals from ‘equity’ groups on a project basis.
The City has committed to providing, in the fall, the way data from the pilot projects was collected and analyzed and its assessment of the experience of successful project bidders prior to the release of a final outcomes report. The next meeting between the City and the social procurement working group is scheduled for November.
WORKERS ARE PAYING ATTENTION TO MENTAL HEALTH
I recently listened to a podcast on CBC where a striking statistic was shared: a study in Australia found that construction workers are six times more likely to die by suicide than from a physical hazard. This alarming statistic is mirrored in other countries such as the US and the UK.
For me, re-entering the heavy construction industry, where overall workplace safety risks are inherently higher, this statistic was an eye-opener. Workers are clearly struggling, and while mental health is a pervasive issue in society in general, construction brings unique challenges. These challenges, I believe, are contributing to the mental health issues workers face and are also factors in the ongoing workforce shortages.
New entrants to the heavy construction industry face a more stressful environment than the average worker. The work is higher risk and physically demanding. The work is seasonal, and the date of the season’s start varies from year to year. Work is also not guaranteed since much of the industry relies on federal, provincial and municipal government job tenders; neither workers nor companies can be certain there will be enough work from season to season. “Feast or famine,” as they say.
This industry also lacks paid sick days, making workers less likely to take time off when needed. So, along with the same societal factors that the population is dealing with, such as post-pandemic
mental health effects, there are factors specific to heavy construction.
Culture is another significant factor. Culture encompasses the daily environment at a company, on a job site, or within the industry as a whole. While I cannot comment on the culture of specific companies, it’s clear there are cultural differences in construction. Although it may not be of popular opinion, much of this can be attributed to an industry where only 3% of onsite workers are women. The maledominated profile of the industry weighs into the high suicide rates as, statistically, men are more likely to die by suicide than women.
Those who have been in the industry for generations say the ‘macho’ culture has improved, but it persists. Men are less likely to show emotion or vulnerability at work. Safety, in its essence, involves acknowledging risks, reporting hazards and admitting to struggling with mental health exposes a vulnerability.
We must continue working to change the industry’s face, creating a more diverse, inclusive and safer workplace for all.
Creating Mentally Healthy Workplaces
To support mental health, companies can consider several strategies:
1. Promote Open Communication: Encourage workers to speak up
about their mental health without fear of stigma or reprisal. Create a culture where discussing mental health is normalized.
2. Provide Access to Mental Health Resources: Offer employees access to counselling services, mental health hotlines and support groups.
3. Implement Paid Sick Days: Allow workers to take time off when needed without financial penalty. This helps prevent burnout and encourages workers to seek help when they’re not feeling well.
4. Offer Stress Management Programs: Provide training on stress management techniques and resilience-building strategies.
5. Create a Supportive Work Environment: Foster a workplace culture that values diversity, inclusion and respect. Ensure all employees feel valued and supported.
6. Regularly Assess and Improve Workplace Conditions: Conduct regular assessments of the work environment and address any factors that could negatively impact mental health, such as excessive workloads or unsafe working conditions.
Jacquelyn Oduro Director, MHCA WorkSafely Education & Training
Jacquelyn
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THE PERFECT STORM: CONFRONTING MENTAL HEALTH STRUGGLES IN THE CANADIAN CONSTRUCTION INDUSTRY
Julia Waterer
Contributor, Craig Kelman & Associates
Mental health issues are a very real and very present problem in the construction industry. While physical safety is at the forefront of how we think about safety in the workplace, often mental health considerations and teaching workers how to talk about mental health are considered to hold a lesser degree of importance, while nonetheless taking a significant toll on productivity, retention of workers and efficiency.
“The mental health crisis in the construction sector has been overlooked historically for a few reasons,” says Kathy Martin, Coordinator of Research, Stakeholder and Public Relations for Ontario’s Infrastructure Health and Safety Association (IHSA). “The business is highly regulatory, so new projects are hard to come by. There are a lot of ‘musts’ in the industry to check off, but mental health support is seen as a ‘want,’ not a ‘need,’ so it often gets left behind in terms of prioritization.”
“Construction is a male-dominated field, and men’s mental health is a fraught and complicated issue, as we know,” adds IHSA Vice-President of Stakeholder and Public Relations Michelle Roberts. “Men are less likely to talk about their mental health and toughness and durability on the job site is celebrated and rewarded. Workers endure extreme conditions, variable pay and uncertain employment timelines, contributing to overall stress.”
There are a lot of ‘musts’ in the industry to check off, but mental health support is seen as a ‘want,’ not a ‘need,’ so it often gets left behind in terms of prioritization.
The Construction Industry Rehabilitation Plan (CIRP) in BC did research in 2020 that said 83% of construction workers surveyed had, at some point, experienced a moderate or severe mental health issue.1 Construction also showed high rates of childhood traumas, up to 90%, and examples of PTSD in up to 70% of those surveyed.
“While we knew this anecdotally, to see these numbers as facts is hard,”
says Martin. “It really has become the perfect storm for what we see now.”
This ‘perfect storm’ of job stress, in combination with these outside factors, has resulted in an increase in mortality from suicide, impairment on the job from substance misuse, including recreational and prescription drugs, stress-induced departure from the industry and dangerous conditions on the worksite. Addiction, in particular,
and misuse of substances have created their own set of issues prevalent across society, but especially problematic in the construction industry due to the dangers of impaired work.
“While a lot of attention has been paid to the opioid epidemic in construction, what our surveys suggest is the big problems are with the usage of marijuana and alcohol,” says Diana Vissers, Occupational Health Consultant for BC Construction Safety Alliance (BCCSA). “We have a huge incidence of workers reporting seeing usage of marijuana and alcohol on the job or of workers coming to work impaired.”
“While some work sites have addressed the ongoing crisis of opioid drugs by providing naloxone kits,” says Martin, “this is a welcome step, but it is harm reduction, not an act of prevention. One of the first steps we need to take is decreasing the stigma of drug use and having open conversations with employers about treatment needs. And we need to talk to each other! People want to talk. It’s not some big secret; many people are dealing with mental health issues or struggling with addiction, and openness is the first step to addressing the issues.”
Equally important is giving people the tools to help themselves, including knowing where and when to seek help. “We need to give people the opportunity to learn how to navigate their own mind and their own coping mechanisms,” says Vissers. “Every person on the job site has both the responsibility and the opportunity to intervene to help someone else and to know how to help themselves. Everyone can make an impact; it is not just the boss or foreman’s job.”
Employees and employers need the right tools to have these conversations and know what is expected of them as individuals and as part of a team. This is what IHSA and BCCSA’s mission is for the construction industry: mental health education and training for all levels of employment, the same as training is implemented for physical
Are you curious about implementing mental health safety in your workplace? Visit these resources to learn more:
BCCSA’s Toolbox Talks
A Toolbox Talk is an informal safety meeting that focuses on safety topics related to the specific job, such as workplace hazards and safe work practices. Toolbox Talks also facilitate health and safety discussions on the job site and promote your organization’s safety culture.
RE-MIND
RE-MIND is a collaboration between the BCCSA and Work to Wellness Rehabilitation Inc. to improve construction worker’s access to mental health information and services. It also includes BCCSA’s excellent video and teaching tool, The Lone Hunter.
Managing Minds in Construction
This workshop will teach the unique role of a supervisor/foreman in workplace mental health and provide practical tools and strategies to recognize and respond to potential mental health challenges in your team.
IHSA/Opening Minds ‘The Working Mind for the Trades’
The Working Mind (TWM) is an evidence-based learning program designed to reduce stigma and discrimination in the workplace surrounding mental illness. The program aims to help workplaces create a culture of mental health awareness and support.
CIRP
CIRP was founded in the mid-1980s in response to a growing need to provide services to men and women in the construction industry with substance use issues. Since its initial inception, the program has evolved and expanded, and today, our mission is to provide not only the highest quality of mental health and addiction services for these men and women but also services that are grounded in evidence and empirically based practices.
safety protocols. These tools exist, are easily accessible and are starting to be implemented across the country by larger firms as standard training. But the work doesn’t stop there.
“Employers need to see the correlations of poor mental health to money and productivity lost,” says Vissers. “When the job is stressful, or the job site is unhappy, and the people don’t get along, people burn out and leave the industry in a time when retention of skilled workers is extremely valuable. Not to mention that workers are 1.7 to 2.4 times more likely to be injured at work when they are in psychological distress.” 2
“We need workers on the job, on task, and unimpaired, not only for their safety but for the economy,” says Martin. “These are our roads and infrastructure they’re building. Construction workers need someone there for them when they need it.”
References
1 Construction Safety and Substance Use: Blueprint for Action.’ Farnan, McPherson, Moniruzzaman, Rezansoff, Sobey, Somers. March 2023.
2 Association between psychological distress and accidents.’ Hilton and Whiteford. July 2010.
THE TOP STOP-WORK AND IMPROVE-WORK ORDERS IN MANITOBA INDUSTRY AND UNDERSTANDING HIGH-RISK INDUSTRY CLASSIFICATIONS
Julia Waterer
Contributor, Craig Kelman & Associates
Safety on the worksite is always the priority for all stakeholders, firms and employees. The Manitoba government uses Workplace Safety and Health enforcement actions, like Stop Work Orders (SWOs) and Improve Work Orders (IWOs), to correct potentially hazardous situations in a workplace. More specifically, an IWO is a written direction order to
The Manitoba government uses Workplace Safety and Health enforcement actions, like Stop Work Orders (SWOs) and Improve Work Orders (IWOs), to correct potentially hazardous situations in a workplace.
address a workplace safety and health law being broken. It will explain what is wrong and what the legislation requires to comply. It will also tell you the date by which you must comply.1 A SWO is issued when the Workplace Safety and Health representative observes an imminent hazard. They may order work to stop immediately and remain stopped until
they are satisfied that the hazard has been appropriately dealt with. A SWO may be issued when it is believed activities that could present an imminent risk of serious injury or illnesses are being undertaken or about to be undertaken at a workplace.1. Darren James is the Regional Manager of Inspection Services for the Government of Manitoba, Workplace Safety and Health.
Workplace Safety and Health Committee and Worker Safety and Health Representative
COR® Principles of Health & Safety Management
Workplace Safety and Health Committee and Worker Safety and Health Representative
For more information and to see all upcoming events, please visit https://mhcaworksafely.ca/training.
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“When it came time to do our audit, everything was right there. There was no digging for missing forms or going out on jobsites to find them or even printing them."
– Curtis Bachmeier, Director, Wildcard Excavation Inc.
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THOMPSON’S INFRASTRUCTURE BOOM: SHAPING THE FUTURE WORKFORCE
Thompson is buzzing with an infrastructure boom featuring a host of multimillion-dollar projects that are reshaping the northern hub. This burst of development is lifting the local economy and workforce opportunities in the heavy and civil construction sectors. Thompson has launched capital projects worth nearly $41 million this year alone. Key projects include constructing a new $42-million aquatic center, upgrades to the local airport and enhancements to municipal infrastructure such as roads, bridges and water systems, which require diverse skills and professions. The expansions and improvements create opportunities for local contractors, engineers, project managers and support services, thereby broadening the scope and reach of the local construction industry. These projects are not only revitalizing Thompson but are also intended to benefit the broader population of northern Manitoba.
Workforce Impact and Development
With all these new projects, there’s a significant demand for skilled workers. This need is kicking off a wave of development of training programs and apprenticeships to prepare workers for the complexities of modern construction roles. Local educational institutions and training centers will likely see increased enrollment as
This burst of development is lifting the local economy and workforce opportunities in the heavy and civil construction sectors.
Thompson’s makeover is more than just a new look –it’s an excellent opportunity for the construction industry, promising a future built on skilled labour, fresh ideas and community teamwork.
more residents seek to acquire the certifications and skills necessary.
Impact on the Local Economy and Job Market
This flurry of activity is sparking the local economy, reopening old businesses, and attracting new ones. The construction job market is hot, demanding various skills ranging from basic labour to specialized engineering. Thompson is working hard to meet the demand for skilled workers. Community leaders are pushing for better training and educational programs to make sure area residents are ready to tackle these big projects.
Community and Future Outlook
Residents and business owners in Thompson are enthusiastic about the city’s new upswing. The community’s
spirit is buzzing about the future and drawing more potential investment to the area. As these projects unfold, Thompson is poised to reclaim its place on the map as a vibrant community thriving on innovation and improvement.
Call to Action
For industry leaders in heavy construction, Thompson is a place to consider for future engagement. There is a need for training initiatives and involvement in local projects.
Thompson’s makeover is more than just a new look – it’s an excellent opportunity for the construction industry, promising a future built on skilled labour, fresh ideas and community teamwork. This development boom supports economic growth and highlights how big projects can drive job creation and community development.
Courtesy Thompson Regional Airport Authority
MHCA GOLF CLASSIC
Wednesday, August 7, 2024
WINNERS
1st Place (low gross):
Score: 51 (Quarry/Desert)
1. Peter Campbell
2. Sal Garcea
3. Rob Redford
4. Bradon Shaw
2nd Place (low gross):
Score: 57 (Quarry/Desert)
1. Matt Kwiecien
2. Enrique Garcea
3. Paul Rymarczuk
4. Christopher Farkas
Congratulations to all the winners and thank you to our sponsors!
DESERT CONTESTS
Putting Contest Sponsor:
Prize: Millers Meats Gift Card
Winner: Ellowyn Nadeau
Hole #2: Longest Drive Sponsor:
Prize: Amazon Gift Card
Winner: Mike Treloar
Hole #3: Closest to the Pin Sponsor:
Prize: Deluca’s Gift Card Winner: Enrique Garcea
Hole #4: Longest Drive Sponsor:
Prize: Home Depot Gift Card Winner: Devon Bell-Evans
Hole #6: Closest to the Line Sponsor:
Prize: Best Buy Gift Card
Winner: Jonathan Peters
OAK CONTESTS
Putting Contest Sponsor:
Prize: The Keg Gift Card
Winner: Kelly Miller
Hole #3: Closest to the Pin Sponsor:
Prize: The Pourium Gift Card
Winner: Kerry Enns
Hole #6: Longest Drive Sponsor:
Prize: Sport Chek Gift Card Winner: Erich Meyers
Hole #7: Closest to the Line Sponsor:
Prize: Earls Gift Card Winner: Connie Glick
Hole #9: Longest Drive Sponsor:
Prize: Dining Out Gift Card
Winner: Kerry Enns
QUARRY CONTESTS
Hole #1: Longest Drive Sponsor:
Prize: Golf Town Gift Card
Winner: Devon Bell-Evans
Hole #2: Closest to the Pin Sponsor:
Prize: Cabela’s Gift Card
Winner: Trevor Lines
Hole #5: Longest Drive Sponsor:
Prize: Active Gift Card
Winner: Rob Redford
Hole #7: Closest to the Line Sponsor:
Prize: Liquor Mart Gift Card
Winner: Darcy Sigurdson
Chip Swipe Game Sponsor:
Prize: Luxe BBQ Gift Cards
Winners:
› Moises Daluz
› Kelly Miller
› Drake Nynych
Thank you to our sponsors!
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NEW PROMPT PAYMENT RULES COMING TO MANITOBA: WHAT YOU SHOULD KNOW
Manitoba gave Royal assent to Bill 38, the Builders’ Liens Amendment Act (Prompt Payment), in May 2023. When it comes into force, Bill 38 will establish a prompt payment scheme closely resembling those in other provinces (Ontario, Saskatchewan, Alberta) and federally.
Bill 38 will facilitate the timely flow of payments on a construction project by establishing deadlines for each payor in the construction contract chain.
This article provides a high-level summary of the prompt payment regime provided for in Bill 38.
Starting the Clock –the ‘Proper Invoice’
The deadlines contained in Bill 38 are triggered by the date the general contractor gives the owner a ‘proper invoice.’
Bill 38 sets out various content requirements for a proper invoice (e.g., it must include the contractor’s name and address and a description of the work being invoiced for). While many of these requirements will be common to most invoices, some may be a change. Contractors should review their invoices now to ensure they contain
what is required by Bill 38. If any of the requirements are missing from the invoice, the prompt payment timelines are not triggered.
Payment Deadlines
Once a proper invoice has been issued by the contractor to the owner, the owner must then pay the invoiced amount to the contractor within 28 days. After receiving payment from the owner, the contractor then has seven days to pay its sub-contractors. Each sub-contractor will then have seven days to make payment to
Scenario A: Proper Invoice Accepted and Paid on Time
their respective sub-contractors upon receipt of payment from the contractor. An additional seven days is added to each deadline down the construction chain.
If amounts are not paid within the above timelines, interest accrues on the outstanding amount at the greater of the court’s pre-judgment interest rate or the contractual rate from the due date to the date of payment.
non-payment.’ Notices of non-payment address situations where: a) amounts claimed are disputed, and/or b) the party responsible for payment has not itself received payment for the amount claimed.
Notices of non-payment must set out the amount not being paid and detailed reasons why. If only a portion of the amount claimed is disputed, the undisputed amounts must be paid in the timelines outlined above. Notices of non-payment must not be given without legitimate reasons, or you may be exposed to cost consequences under the Bill’s adjudication scheme.
Bill 38 also sets out deadlines by which notices of non-payment must be delivered, failing which the payor must make payment of the amount invoiced. Owners have 14 days from receiving a proper invoice to provide a notice of non-payment. Contractors must provide the notice either within seven days of receiving a notice of non-payment from the owner or, if a notice of non-payment was not given by the owner, before the expiry of the 35-day payment period. As with the payment deadlines, these cascading deadlines carry on down the construction chain.
Adjudication
Bill 38 also introduces an adjudication process for disputes arising from the prompt payment scheme. The intent of the adjudication process is to resolve disputes relating to payment in a timelier manner than otherwise available through traditional court processes.
The adjudication process can be used for many types of disputes, including those related to: a notice of non-payment given by the owner, contractor or sub-contractor; the valuation of work; or any other matter the parties agree to adjudicate.
Notice of Non-Payment
Parties can suspend the payment deadlines by issuing a ‘notice of
Determinations are to be provided by adjudicators promptly and can be enforced as orders of the court. Determinations are interim binding, with limited rights of appeal. If a party
fails to make payment within ten days of a determination, the contractor/ sub-contractor is entitled to suspend work until paid the outstanding amount, plus interest and a reasonable amount of costs.
Bill 38 provides further details as to the framework of the adjudication process (e.g., the process for appointing an adjudicator, that fees of the adjudicator are to be shared between the parties). Many important details with respect to adjudication remain to be set out in further regulations of the Act, which have not yet been released by the Government of Manitoba.
Other Changes to the Act
To accommodate the prompt payment timelines, a further significant amendment to the Act is to replace the 40-day timeline associated with the builders’ lien remedy with 60 days. Further, within two years of Bill 38 coming into force, the government will undertake a comprehensive review of the Act, which must include public representations and result in a report being tabled in the Legislative Assembly.
Conclusion
Bill 38 will have a significant impact on all parties in the construction industry in Manitoba. Owners, contractors and subcontractors should be taking steps now to review their contracts, purchase orders, invoices and other project documentation and practices to ensure a smooth transition to prompt payment.
The TDS Construction Law Group can help our clients with this process.
Jarrod Sundmark ’s practice is focused on construction litigation and dispute resolution. He advises owners, contractors, and design professionals on matters such as tendering, contract drafting and review, project management issues, builders’ liens, payment disputes, and delay and deficiency claims.
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