SiteViews: December 2023

Priestly Demolition Inc.

Priestly crews conduct night work for the Essa Road Interchange/ Highway 400 Overpass Replacement project in Barrie, Ont.

PCL Construction / Mitch MacMaster

Member’s of PCL’s Special Projects team meet with some otters at the Wilder Institute/Calgary Zoo. PCL was involved in the facility’s redevelopment, constructing larger, more complex habitats for the bighorn sheep, muskox and river otters.

Henry Foundation Drilling

Henry Foundation superintendent Rick Dalkeith works hard drilling a battered pile as part of a bridge construction project.

Whitemud Ironworks / Mikaul Maygard

Crews make progress on the massive the new Lake City Studios in Burnaby, B.C.

VINCI Construction / Matthieu Longhini

A horse and carriage rolls over the recently completed Calgary Ring Road.

Orion Construction

The sun rises over the recently completed Empire Business Park, constructed by Orion and developed by Cedar Coast.

Lafarge Canada

Lafarge Canada’s cement trucks are getting into the Christmas spirit for holiday parades

PCL / EllisDon

PCL Construction and EllisDon have been mass excavating in front of Centre Block in preparation for the new Parliament Welcome Centre.

The shot of the month goes to …

Province of B.C.

Ministry of Transportation crews prep the Port Mann Bridge in Surrey for winter weather.

TPG, a global alternative asset management firm, and global real estate developer Oxford Properties Group, have announced a $1.3 billion deal. 

TPG has acquired a 75% interest in Oxford’s two Class-A industrial business parks in the Greater Toronto Area: Brampton Business Park and Vaughan Business Park. Oxford has retained a 25% interest in the assets and will continue to manage the 5.1 million square-foot portfolio. The transaction values the portfolio at $1.3 billion.

The joint venture, which is the first between TPG and Oxford, represents one of the largest private industrial real estate transactions in Canada to date. TPG Real Estate, TPG’s diversified real estate investment platform, is acquiring the properties through its dedicated real estate equity fund series.

“We see the GTA as one of the most attractive industrial markets globally, with strong real estate fundamentals and population and employment growth outpacing many major U.S. markets,” said Jacob Muller, partner at TPG. “We have followed the Canadian industrial sector for several years, and believe this joint venture provides a unique opportunity to enter the market at scale through the acquisition of some of the highest quality industrial assets in all of Toronto. 

The properties are located in market-leading distribution nodes in the GTA, accessible by several highways and close to intermodal yards, labor, and airports. Each business park includes five buildings, spanning approximately 2.9 million square feet in Brampton and approximately 2.2 million square feet in Vaughan. 

“With this transaction, we generate significant capital to reinvest back into Ontario, which includes 3 million square feet of new GTA industrial developments we are set to deliver by 2026,” said Jeff Miller, head of North American Industrial at Oxford Properties. “We look forward to working together with TPG to create long-term value in the portfolio on behalf of our respective stakeholders.”

Milos Dajic, Vice President of Investments at Oxford Properties explained that the GTA remains one of the best performing industrial markets in North America, and, as of Q3 2023, enjoys a sub 2% availability rate. 

“It remains a high barrier to entry market, with new construction representing less than 2% of the existing stock,” he said. “This bolsters our long-term conviction in this market, which has helped to attract a like-minded investor such as TPG.”

Key Takeaways:

  • The City of Winnipeg is one of the latest cities to strike a deal the Housing Accelerator Fund.
  • The fund will provide the city with $122M to implement a seven-point plan. 
  • The plan includes zoning changes, incentive programs, creating a land enhancement office and creating a city concierge for affordable housing. 

The Whole Story:

The Government of Canada and the City of Winnipeg have reached an agreement to fast track 3,166 housing units over the next three years. Officials say this will help fast-track the construction of more than 15,000 homes over the next decade.

The agreement under the Housing Accelerator Fund (HAF), will provide $122 million to eliminate barriers to building the housing. Winnipeg’s Action Plan commits to seven local initiatives that enable a variety of housing forms and densities. 

The funding will allow for rapid zoning by-law amendments and amendments to local area plans. It will support incentive programs promoting multi-family housing downtown and on corridors, the establishment of a land enhancement office, and the creation of a city concierge for affordable housing. It will also provide infrastructure support to increase residential development and digitize and facilitate faster development and permit approvals.

HAF’s goal is to help cut red tape and fast track at least 100,000 permitted new homes over the first three years, which cities and regions estimate will lead to the creation of over 250,000 permitted new homes for people in towns, cities, and Indigenous communities across Canada over the next decade. 

It asks for innovative action plans from local governments, and once approved, provides upfront funding to ensure the timely building of new homes, as well as additional funds upon delivering results. Local governments are encouraged to think big and be bold in their approaches, which could include accelerating project timelines, allowing increased housing density, and encouraging affordable housing units.

“Today’s announcement will help fast track 3,166 homes in the next three years and over 15,000 homes over the next decade,” said Sean Fraser, minister of housing. “By working with cities, mayors, and all levels of government, we are helping to get more homes built for Canadians at prices they can afford.”  

Key Takeaways:

  • A new cancer care clinic has opened at Richmond Hospital. 
  • It is part of the first phase of a $861-million upgrade to the facility. 
  • Phase 2 of the updates to Richmond Hospital begins in spring 2024 with the issuing of a request for qualifications (RFQ) for the new Yurkovich Family Pavilion.
  • The entire project is expected to be complete in 2031.

The Whole Story:

A newly refurbished and relocated cancer care clinic has opened at Richmond Hospital. It’s just one part of a larger, $861-million upgrade for the entire facility. 

“The opening of the modernized cancer clinic marks a significant milestone toward strengthening our public health-care system and connecting people with the care they need in their own communities,” said Adrian Dix, Minister of Health. “The cancer clinic is part of the Richmond Hospital redevelopment project and is an example of work being done across the province to upgrade or expand hospitals, empowering health-care workers to continue to deliver people-focused services and high-quality care.”

With work on Phase 1 well underway, renovations are wrapping up on the ground floor of the Milan Ilich Pavilion. They include the updated cancer-care clinic, which opened to patients on Nov. 27, 2023. It has two additional examination rooms and care bays, as well as a clinical teaching room.

Officials explained that the Richmond Hospital cancer-care clinic is leading a transformative approach to cancer care through the innovative Remote Symptom Monitoring (RSM) system. According to the province, the RSM will help provide timely access to clinicians and reduce reliance on emergency department visits for manageable symptoms. Enrolment to the system began in early December 2023.

Phase 2 of the updates to Richmond Hospital begins in spring 2024 with the issuing of a request for qualifications (RFQ) for the new Yurkovich Family Pavilion. Through the RFQ process, Vancouver Coastal Health will identify builders who will be invited to participate in a competitive request for proposals process. This stage will determine who will be chosen to lead design and construction. 

The pavilion will house an emergency department with 86 spaces, increased from 62, and add three operating rooms for a total of 11. The nine-floor facility’s pre- and post-surgical care spaces will grow from 26 to 69. The Pavilion will also contain an intensive-care unit, a fully equipped medical imaging department with four CT scanners and two MRI machines, a pharmacy, and short-stay pediatrics.

Phase 3 of the project includes renovations to the south tower to create new in-patient psychiatry and psychiatric assessment units so existing services will be in one location and brought up to modern standards. The south tower will also have a maternity ward and neonatal intensive-care unit. The entire project is expected to be complete in 2031.

The cost of the project is approximately $861 million and will be shared by the provincial government through Vancouver Coastal Health and Richmond Hospital Foundation.

Richmond Hospital opened in 1966 and has 240 beds that serve Richmond, South Vancouver and Delta, as well as people using Vancouver International Airport and BC Ferries facilities. The six-floor north tower is home to surgical suites, medical imaging, a pharmacy, as well as administrative, academic and support services.  The hospital redevelopment project is the largest health-care investment in Richmond’s history.

Key Takeaways:

  • Bird has signed five new contracts that total over $530 million.
  • The awarded contracts include a large manufacturing facility, the Kakabeka Falls Generating Station Life Extension Project, two contracts for large energy clients, and a 13-storey modular tower in B.C.
  • Bird says it plans to execute the projects with a focus on collaboration

The Whole Story:

Bird Construction has signed five new contracts that total over $530 million.

The awarded contracts include a large manufacturing facility, the Kakabeka Falls Generating Station Life Extension Project, two contracts for large energy clients, and a 13-storey modular tower for BC Housing’s Permanent Supportive Housing Initiative.

Bird’s wholly owned subsidiary, Stuart Olson Industrial Constructors, has been contracted for the Kakabeka Falls Generating Station Life Extension Project by Ontario Power Generation (OPG) in a 50/50 joint venture. 

Bird officials stated that this project aims to enhance the longevity and efficiency of the Kakabeka Falls Generating Station, situated on the Kaministiquia River near Thunder Bay. The station, comprising four hydroelectric generating units, will undergo upgrades to increase power output and extend its operational life, ensuring sustainable and reliable electricity generation for another 90 years. Bird’s role encompasses the design and installation of two new hydro generation units to replace the four existing generators, the construction of a new surge building and penstocks, and the rehabilitation of the existing powerhouse. 

Bird says it plans to execute the projects with a focus on collaboration, employing Lean construction methods and leveraging its self-perform expertise in concrete, earthworks, and process mechanical and electrical services.

Bird was awarded a new project and a separate significant change order within an existing project with two long-term clients in the Wood Buffalo region of Alberta. The work is for site infrastructure and other project services, including concrete foundations, instrumentation and controls, as well as telecommunications, fibre optic, mechanical, and high and low voltage electrical services.

Bird was also awarded an additional construction management contract for a 13-storey modular tower for BC Housing’s Permanent Supportive Housing Initiative, located on West 8th Avenue in Vancouver, B.C. Awarded Canada’s tallest modular build earlier this year, this is Bird’s second multi-storey modular construction project design that will be delivered by its Stack Modular business. 

The 13-storey modular project is part of the permanent supportive housing initiative between BC Housing, the City of Vancouver, and the Canada Mortgage and Housing Corporation (CMHC) to deliver a minimum of 300 permanent supportive homes on five city-owned sites. 

“These awards reflect the success we are achieving in the diversification of our work program across Canada with our significant self-perform capabilities, strong project management, and forward-leaning accelerated construction solutions,” said Teri McKibbon, president and CEO of Bird. “Our continued ability to deliver critical projects across a range of sectors has solidified our reputation as a trusted partner. We look forward to further strengthening relationships with our clients, partners, and community stakeholders through our innovative and collaborative approach.”

Key Takeaways:

  • The city is getting $471 million through the Housing Accelerator Fund (HAF).
  • Over three years, the money is expected fast-track nearly 12,000 new housing units.
  • The city’s HAF application outlined eight initiatives focused on creating more affordable housing faster.

The Whole Story:

Toronto will receive $471 million in funding through the Housing Accelerator Fund (HAF), the largest payment under the program so far. 

The funds are expected to result in an additional 11,780 homes in Toronto on top of what has already been projected over the next three years. 

“Torontonians are grateful to the Prime Minister Trudeau and Minister Fraser for their $471 million investment in building more housing, quickly, in our city,” said Mayor Olivia Chow. “Toronto is ready to build. We’ve set a new goal of building 65,000 rent-controlled homes, and we’re committed to the provincial target of 285,000 homes by 2031. Housing Accelerator Fund investments are essential to addressing the housing crisis and meeting these targets. Everyone deserves an affordable roof over their heads, and today’s announcement helps make that a reality.”

Officials say the funding will allow the city to increase the supply of new rental homes, protect existing rental homes and people who rent as well as revitalize neighbourhoods. The funding will also help enhance the city’s capacity to accelerate the review and approval of new homes by continuing to streamline processes and introduce new technology.

HAF is delivered by the Government of Canada, through the Canada Mortgage and Housing Corporation (CMHC), as part of the National Housing Strategy. HAF aims to achieve 100,000 new homes across Canada over the next three years.

The city submitted its HAF application to CMHC in June and followed up with a revised submission in August. The city’s HAF application outlines eight initiatives focused on creating more affordable housing faster in neighbourhoods across Toronto that include:

  • Transforming organizational structures, processes and technology used to deliver development review and increasing capacity to expedite the approval of development applications.
  • Revitalizing Toronto Community Housing buildings and creating net new RGI and affordable rental homes.
  •  Protecting rental homes, supporting people who rent and reducing housing speculation.
  • Developing City-owned land and expediting delivery of new, permanently affordable rental homes within transit-oriented and complete communities.
  • Transforming Toronto’s Waterfront as a catalyst for support of social, economic and cultural growth.
  • Implementing a new Rental Housing Supply Incentives program.
  • Expanding missing middle housing options and increasing project certainty.
  • Optimizing land use and simplifying the planning approvals process to increase purpose-built rental supply in apartment neighbourhood zones.

In addition to scaling up new housing supply, federal HAF investments will enable the city to expand the Multi-Unit Residential Acquisition (MURA) program, which has been successful in supporting the not-for-profit housing sector to acquire and convert market rental properties into permanently affordable rental homes for lower- and moderate-income residents.

HAF supports the implementation of the city’s HousingTO 2020-2030 Action Plan (HousingTO Action Plan) that targets 65,000 new rent-controlled homes across the city by 2030 including 6,500 RGI homes and 18,000 supportive homes with a focus on helping people exit homelessness. Officials say HAF investments will provide Toronto with a predictable funding stream over the next three years. In addition, this funding will contribute towards the federal government’s share of funding, estimated at $500 to $800 million annually, to achieve the city’s 65,000 rent-controlled homes target.

Key Takeaways:

  • Plans have been approved to build a $638.3-million Clinical Support and Research Centre next to the new St. Paul’s Hospital site in Vancouver. 
  • The project will feature a direct sky-bridge connection into St. Paul’s Hospital.
  • It will house specialty medical services in addition to extensive research facilities, corporate support and child care.  

The Whole Story:

Vancouver’s massive St. Paul’s Hospital project just got even bigger. 

Plans have been approved to design and build a $638.3-million state-of-the-art Clinical Support and Research Centre (CSRC) at the new St. Paul’s Hospital site.

“This new research centre will help define the future of medicine,” said Premier David Eby. “We are going to see scientific breakthroughs translated into real-world health care, delivering better services and treatments for patients. B.C. is becoming a global hub for life sciences and today’s announcement will help us to continue to attract the best scientists and researchers to our province, as well as doctors, nurses and other health-care professionals.”

Located near 1002 Station St., directly adjacent to the new St. Paul’s Hospital, the centre will be approximately 34,400 square metres (370,000 square feet) in size and connected with a sky-bridge to the St. Paul’s Hospital on the Jim Pattison Medical Campus, which is under construction.

“Clinical research and innovation are drivers of excellence in the health sector and lead to improved patient care and treatment,” said Adrian Dix, minister of health. “That’s why our government is investing in establishing a world-class research centre in the heart of the new St. Paul’s Hospital campus that will facilitate the translation of scientific innovation and research into day-to-day clinical practice, resulting in improved patient care and outcomes.”

Providence Health Care (PHC) and Providence Research operate several major research centres based at St. Paul’s Hospital and other surrounding locations. Once complete, the centre will be home to these key research centres, programs and disciplines at Providence as well as specialty physician practices to complement care provided in the hospital, allowing for an integrated health campus.

The new St. Paul’s in downtown Vancouver will be on a 7.4 hectare site at 1002 Station St. in the False Creek Flats. – Province of B.C.

“Centred around an innovation centre, and with a direct sky-bridge connection into St. Paul’s Hospital, the CSRC will include specialty medical services in addition to extensive research facilities, corporate support and child care,” said Fiona Dalton, president and chief executive officer, Providence Health Care. “This innovation hub will bring together patients, physicians, researchers and academic partners to create sustainable solutions to the challenges that face health and well-being across the world.”

The centre will also include infrastructure for emerging technology such as 3D bio-printing, research data and analytics, corporate services and a 49-space child care centre.

“The new Clinical Support and Research Centre is a significant addition to the new St. Paul’s Hospital and will bring B.C.-driven innovation closer to the patients who will need it the most,” said Brenda Bailey, Minister of Jobs, Economic Development and Innovation. “This step is part of B.C.’s Life Sciences and Biomanufacturing Strategy demonstrating that our province continues to be a global leader in life sciences and that we are transforming our vision into action.”

The total capital cost of the project is $638.3 million and will be cost-shared by the Province ($331.7 million), Providence Health Care ($215.6 million), St. Paul’s Foundation ($88 million), and ChildCare BC New Spaces Program ($3 million).

As the cornerstone of Vancouver’s newest hub for discovery and learning in the False Creek Flats, the CSRC will bolster B.C.’s life sciences community by attracting leading care providers, scientists and industry partners to deliver excellence in care, research and innovation.

Building the new centre is part of the StrongerBC Economic Plan’s Life Sciences and Biomanufacturing Strategy. The strategy outlines key actions developed in close consultation with industry and academia to position British Columbia as a global hub for life sciences and biomanufacturing, and as a leading centre for commercial-scale biopharmaceutical and medical manufacturing.

Here’s what progress happened at the new St. Paul’s Site this year:

Joe Geluch, president CEO of Naikoon Contracting, has been recognized by Building Transformations with a 2023 Professional Achievement Award.

Rav Dhariwal is Lark Group’s new estimating manager. Dhariwal previously held similar positions at Kindred Construction and Chandos Construction

Cesar Boccardo, Bird Construction’s senior digital construction coordinator, has received the Digitalization Strategy Award by Building Transformations. Boccardo said the award holds a special place in his heart, and receiving it feels like a dream come true.

Jeffrey Busby has been named TransLink’s new COO. Busby has led the crown corporation’s engineering team for the past few years. 

Jeffrey Busby

Kent Ferguson is Suncor Energy’s new senior vice president of strategy, sustainability and corporate development after spending 23 years at RBC

Novy Cheema is the new president and CEO of the University of Calgary Properties Group.  Cheema has over 15 years of experience in real estate and development, including helping lead Gracorp.

I would like to thank everyone for the kind words and warm wishes as I embark on a new journey in my professional career. I look forward to working with the UCPG board and the entire UCPG team to build on the success that has been University District and help bring University Innovation Quarter to life.

Novy Cheema, president and CEO, University of Calgary Properties Group

Austin Lee has started a new position as operations manager at Industra Construction. Lee will work closely with the vice president of operations, all project managers and all superintendents on a routine basis, bridging the gap between management and field operations.

Balraj Mann, president of BM Group of Companies, has been named the H.D. Stafford Good Citizen of the Year by the Greater Langley Chamber of Commerce for his philanthropic efforts.

Balraj Mann, BM Group President, attends a fundraiser for Langley Memorial Hospital. – Langley Memorial Hospital Foundation

This recognition, presented annually by the Greater Langley Chamber of Commerce, is a reflection of your exceptional efforts and the positive influence you’ve had on Langley. Congratulations on this well-deserved honour, and thank you for your continued contributions to the community.

BM Group of Companies

Troy Farmer is celebrating 25 years with Bosa Construction where he works as a finishing carpenter foreman. Bosa used these words to describe him: loyalty. results. mentorship. Grit.

 He does things the right way, without cutting corners. He goes above and beyond to ensure the product is installed above quality standards. He truly lives and breathes carpentry and is always willing to teach.

Troy Farmer’s team

Matthew McGee has joined Environ-Ex Contracting as vice president of strategic partnerships and client success. He brings with him a wealth of experience in managing large-scale construction projects. The company says he will be at the forefront of expansion efforts.

Gregg Lintern, Toronto’s chief planner, is leaving city hall this month. His colleagues say he will be remembered as one of the most transformative people in the role, helping champion efforts to increase housing density. 

Warren Singh is the Alberta Construction Association’s new executive director following Ken Gibson’s retirement after 20 years in the role.

Warren Singh, centre, meets with government officials and other leaders in his first few weeks as executive director of the Alberta Construction Association. – Alberta Construction Association

Cheyanne Hammell, PCL’s special projects manager, has been awarded the 2023 Premier’s Award for Technology.

Doug Porozni has announced he will retire at the end of the year as chairman of Ronmore Developers. Doug thanked his partners at Ronmor for their 25+ years of support and providing the opportunity to participate in a variety of development projects in Western Canada.

During his incredible career with Ronmor, Doug transformed the company as we know it today. His keen understanding of the real estate ‘deal’ and his unwavering work ethic allowed Ronmor to grow in unimaginable areas. He truly became the face of Ronmor. It will be a face we will continue to see, but one that we will miss at Ronmor.

Lorne Paperny and Mark Zivot, Ronmor Developers

Jessica Jiang has joined Infrastructure BC as a senior associate.

Craig Larkins has been promoted to director of advocacy & engagement and Cecile Lopez has been promoted to director of operations at the Vancouver Regional Construction Association.

Jennifer Podmore Russell is Nch’ḵaỷ Development Corporation’s new executive vice president of real estate and development.

Kim Corea has been promoted to chief financial officer at Ecora.

Congratulations to Kim Corea on her well-deserved promotion to CFO at Ecora! Starting as our Director of Finance, Kim has consistently showcased exceptional talent and dedication, playing a pivotal role in steering our financial strategies.

Kelly Sherman, principal and founder, Ecora Group of Companies

Tim Visscher is celebrating 15 years with Wesgroup Properties. Visscher joined Wesgroup in 2008 as a project manager and now works as construction manager.

As we celebrate this milestone in Tim’s career, we extend our deepest appreciation for his unwavering dedication, leadership, and the positive impact he has had on our organization.

Wesgroup Properties

Julia DeVries has started a new position as the Ottawa Construction Association’s career program coordinator.

Key Takeaways:

  • The 101-kilometre free-flowing Calgary Ring Road is now open to traffic. 
  • The five-leg project has been under construction since 1999 and been in various stages of planning since the 1950s.
  • The final portion of the project was completed 10 months ahead of schedule by Calgary Safelink Partners, a joint venture that included Graham Construction, Carmacks Enterprises and VINCI Construction Geo Infrastructure.
  • The entire project required building 197 new bridges and 48 interchanges.

The Whole Story:

The Calgary Ring Road project, one of Alberta’s largest infrastructure projects ever, has come to a close after decades of planning and construction. 

The project is one of the largest infrastructure undertakings in Calgary’s history and includes 197 new bridges and 48 interchanges. The fifth and final leg of the 101-kilometre free-flowing Calgary Ring Road is now open to traffic. 

“Calgary’s ring road is a project that has been decades in the making and its completion is a real cause for celebration,” said Premier Danielle Smith. This has been an important project and our government got it done. With this final section completed, travelling just got a little easier for families and for workers. This will not only benefit Calgarians and residents in the metro region, it will provide a boost to our economy, as goods can be transported more easily across our province.”

Although construction of the entire ring road project began in 1999 under former premier Ralph Klein, discussions on a ring road around the City of Calgary began as early as the 1950s. In the late 1970s, under former premier Peter Lougheed, high-level planning and land acquisition started and a transportation utility corridor was established to make the Calgary Ring Road a reality.

A map from December 29, 1953, represents the earliest known regional road plan that includes a prototype ring road alignment. – City of Calgary

“The final section of the Calgary Ring Road is now complete, and I’d like to acknowledge the work done by former premiers and transportation ministers and their vision to build Alberta,” said Devin Dreeshen, minister of transportation and economic corridors. “I’m proud to announce that the final section was completed on budget and months ahead of schedule.” 

Officials explained taht Opening the ring road means new travel options for Calgarians, which will draw traffic away from heavily travelled and congested roads such as the Deerfoot Trail, 16th Avenue, Glenmore Trail and Sarcee Trail. For commercial carriers, the ring road provides an efficient bypass route, saving time and money for the delivery and shipment of goods and services.

“The ring road investment generated thousands of local jobs and will now play an integral role in keeping Calgarians and the economy moving,” said Jyoti Gondek, Calgary mayor. “This important transportation link will ease congestion on city routes and greatly improve connectivity and access for businesses transporting goods.”

The province noted that the ring road is a critical component to growing economic corridors in Alberta and Western Canada, as it connects the Trans-Canada Highway to the east and west, and the Queen Elizabeth II Highway and Highway 2 to the north and south. It is also part of the CANAMEX corridor, which connects Alberta to the highway network in the United States and Mexico.

The final portion of the project was completed 10 months ahead of schedule by Calgary Safelink Partners, a joint venture that included Graham Construction, Carmacks Enterprises and VINCI Construction Geo Infrastructure.

“This achievement not only sets a new standard for major projects in the region but also stands as a testament to the remarkable efforts of our dedicated team,” said Graham’s team. “Completing this ring road project 10 months early is a win not just for the project but for Calgarians and the citizens of Alberta who will be able to utilize the entire Stoney Trail network. It demonstrates our commitment to delivering results that positively impact the community and the travelling public.” 

Key Takeaways:

  • Fort Modular has become one of the largest, most successful modular construction specialists in B.C. 
  • Despite this growth, the owners believe that keeping their family-business culture intact is the key to continued success. 
  • The company also believes strongly that there is no substitute for experience, and their decades in the sector allow them to outperform newcomers to the space. 

The Whole Story:

Fort Modular is on a trajectory for major growth as modular construction becomes more accepted as a way to rapidly build homes, student accommodations, remote work camps, indigenous infrastructure, social amenities and other projects. 

After a decade in business and acquiring assets from several other companies in the modular space, Fort is now the largest locally- and privately-owned modular building supplier in B.C. But as they expand, Fort’s leaders are determined to maintain the family-owned company values that got them there. 

Staying small while growing big 

Originally established with a focus on renovations and rentals, the company has since expanded operations to include new custom-built structures and permanent solutions to serve a wider array of clients. Fort operates out of a 40,000-square-foot facility located on a five-acre site in Aldergrove and now owns a 17-acre location in Barrière to further cement its reach. 

Despite all this growth, brothers and company owners Bryan and Mark DePedrina are adamant that Fort doesn’t become bogged down with corporate complexity and bureaucracy. 

The pair have lived and breathed modular work ever since they were kids. Their father got into the modular construction business back in the 1980s and the brothers worked there for a decade, doing projects as far away as Louisiana, Alaska, Russia and Japan. 

After their father’s company was bought out, Bryan and Mark decided to go against its new corporate culture and form their own business in 2013. They’ve never looked back. In fact, by coincidence they now work out of the same factory site their father did. 

“We are trying to maintain some of those ‘mom and pop’ values while we take the company to the next level,” said Mark. “It can be a challenge, and when all the new people join us, that’s exactly what I tell them. We can’t have it so corporate that everyone feels as if their hands are tied. We empower our employees to do what they were hired to do without micromanaging. These are the things that brought us success in the past and we need to continue with it even through a growth period.”

Bryan explained that this approach allows Fort to move faster than other modular providers by making common sense decisions as our team has direct access to the owners. 

“This ‘get it done’ mentality has been a huge reason for our growth on both fronts, custom manufacturing and rentals,” he said.

One of Fort Modular’s units is air lifted into Lytton, B.C. – Fort Modular

Knowing the details

The DePedrinas have been about modular from day one. 

“For me, it’s all I’ve done,” said Bryan. “I’ve never had a job outside the industry.” 

The brothers believe this in-depth knowledge is another reason for their success. 

“Bryan and I did our time in the factory and in the field,” said Mark. “We know. We’ve done this. We’ve seen all aspects of it because we’ve grown up in it. So there’s another level of confidence. We can tell if people’s modular construction project ideas will be successful or not right away. We also educate them about the challenges they may have to face for a successful outcome.”

They noted that many have seen headlines about large, flashy modular projects and tried to enter the space assuming it will be easy. 

“We understand what we’re selling, but I feel like there’s a lot of fly-by-nighters right now,” said Bryan. “All the sudden, everyone is a modular provider even though they’re basically acting as brokers and have never been in the industry. You look at these scenarios and you feel bad. Someone is going to learn the tough way about going with an inexperienced group for their large-scale project, which in turn will hurt the industry as a whole.” 

Fort also prides itself on being able to provide that expertise to customers without having to go through layers and layers of bureaucracy. 

“I think the biggest thing for our clients is our ability to answer questions and make decisions quickly to get things done effectively,” said Bryan. “Fort’s owners are right there in the office. It happens in 30 seconds instead of three months.”

Leadership changes

Diversification has been part of Fort’s strategic strength. 

“We have a two-pronged approach to our business with two income streams,” said Bryan. “We have the rental division and the manufacturing division. if you are purely a manufacturer and things slow down you’re taking some punches to the face. It can be very detrimental to the business. Since we have our rental division it can be a bonus. We can build our own inventory during these gaps and breaks. We can avoid the ramping up and down of operations and instead have a steady flow of production.”

The latest part of Fort’s growth strategy has been hiring renowned modular expert Rick Welch as vice president of its permanent modular division and promoting company veteran Greg Tymchyna to vice president, rentals & fleet. Fort believes this will strengthen both parts of its business. 

Tymchyna has been with Fort Modular for 5 years, with 15 years experience in rental and fleet management prior. 

Welch has over 30 years of experience in modular construction with a versatile background in education, commercial, industrial, housing and hospitality markets. Bryan and Mark said he is one of the most knowledgeable people in the entire country when it comes to modular structures and will bring a wealth of knowledge to Fort’s operations. 

They added that during Tymchyna’s years at Fort, he has embraced the company’s culture, making him an excellent person to lead part of the business. 

“While we’re experiencing all this growth and pushing the boundaries, we are still holding true to our core values and beliefs, which has been the best thing about Fort Modular,” said Tymchyna. “And it’s just so much fun. The owners are our friends. We are a family. We are living and working a dream job.”

The DePedrinas believe these leadership changes will help set them up for future success as the growth continues. 

“The idea behind some of these hires is to alleviate some of the day-to-day operational work so we can do higher-level decision making and take us to the next level,” said Bryan. 

Attracting talent

Arguably one of the nation’s foremost experts in the field of modular construction, Welch felt Fort was the best place for him to be. 

“Fort Modular is the fastest growing modular company in B.C. and is a good personal fit for me. The company is privately owned by like-minded brothers, Bryan, and Mark DePedrina,” he said. “Both are long-time modular industry professionals with a proven track record for integrity, humility, partnerships, and customer accountability. Fort Modular’s reputation for their positive work culture also makes it easy to attract and empower employees.” 

“The modular industry needs to recognize what it does well: deliver the modular buildings. Unfortunately, some have tried to become a developer or a large general contractor,” said Welch. “So you start competing against stick-build general contractors as opposed to partnering with them.”

If you are looking for a modular specialist to help you rent or build, contact Fort’s team of specialists here. And those who are looking to join Fort’s unique company culture, information about careers can be found here.  

Key Takeaways:

  • Wartime Housing was a successful solution to rapidly supply housing to wartime workers and returning veterans.
  • The program used prefabrication and standardized designs to build thousands of rental homes.
  • The controversy that ultimately led to the halting of the program had less to do with its methods and more to do with disagreements over the level of involvement the government should have in home construction and development.

The Whole Story:

The Government of Canada is reviving an old idea used during WWII to address critical housing shortages: developing a housing design catalogue. 

Housing Minister Sean Fraser announced consultations will begin in early January 2024 on a housing design catalogue initiative.

The initiative’s goal is to accelerate the delivery of homes by standardizing housing designs, starting with low-rise construction. It will explore a potential catalogue to support higher density construction, such as mid-rise buildings, and different forms of housing construction, such as modular and prefabricated homes. The government will also look at ways to support municipalities, provinces and territories looking to implement their own housing design catalogues.

“In order to build more homes faster, we need to change how we build homes in Canada. We are going to take the idea of a housing catalogue which we used the last time Canada faced a housing crisis, and bring it into the 21st century,” said Fraser.

But if it was a good idea back then, what happened to to the original program and why was it stopped? 

The late Jill Wade —  a celebrated academic, author and researcher in B.C. —  dove into the topic in 1980s for her paper “Wartime Housing Limited, 1941 – 1947: Canadian Housing Policy at the Crossroads” which was published in Urban History Review. 

A familiar problem

According to Wade, home-building declined to a disastrous low in the early 1930s before starting a gradual pre-war recovery. Later, between 1942 and 1945, wartime scarcities in skilled labour and building materials resulted in another lag. An Advisory Committee on Reconstruction study, known as the Curtis report, suggested that current building shortages by 1945 would amount to 114,000 units. Wade boiled the crisis down to three main issues: deferred residential construction, overcrowding and doubling up, and substandard accommodation.

A public notice posted in 1944 in Toronto highlights the wartime housing shortage. – City of Toronto

A new solution

This crisis led to the creation of Wartime Housing Limited (WHL) which was intended to be a temporary emergency effort to alleviate housing pressure for war workers and veterans. Wade wrote that between 1941 and 1947 WHL successfully built and managed 26,000 rental units, representing a directly interventionist approach to housing problems. Despite being a crown corporation, it functioned more like a large independent builder in the private sector than a federal housing agency.

WHL’s process was to first assessed housing needs in war industry areas. With Privy Council approval, it proceeded with construction, using land obtained through agreements with municipalities, expropriation from private owners, or federal land. Local architects and builders hired by WHL implemented war housing projects based on company designs and specifications. WHL had priority access to building materials from Munitions and Supply.

With a shortage of building materials and the need to build rapidly, WHL employed an inventive semi-prefabricated or “demountable” technique. Instead of using a fully prefabricated, WHL made standardized plywood floor, wall, roof, partition, and ceiling panels in a shop at the project location and erected and finished the house on site. Across Canada, the company used the same standard house types recognized as the “wartime house”.

Drawings show some of the standardized designs from Canada’s Wartime Housing program. – Urban History Review

Dismantling the program 

Wade argued that the program demonstrated the federal government could efficiently meet social needs by participating in housing supply. And this wasn’t just hindsight. At the time, the Advisory Committee on Reconstruction recommended a national, comprehensive housing program emphasizing low-rental housing.  

Here’s how WHL president Joe Pigott put it in 1945: “If the Federal Government has to go on building houses for soldiers’ families; if they have to enter the field of low cost housing which it is my opinion they will undoubtedly have to do, then there is a great deal to be said in favour of using the well-established and smoothly operating facilities of Wartime Housing to continue to plan and construct these projects and afterwards to manage and maintain them.” 

He was no layman or outsider. Prior to his work at WHL, Pigott was a successful Hamilton contractor and the president of Pigott Construction, Canada’s largest privately owned construction company at the time, amassing more than $113,000,000 in business in a single year.

Instead of taking Pigott’s and others’ advice, the federal government initiated a post-war program promoting home ownership and private enterprise. Wade wrote that in doing so, officials “neglected long-range planning and low income housing”.

Eventually WHL was absorbed by Central Mortgage and Housing Corporation (CHMC) and dismantled. In addition, during the late 1940s, WHL’s stock of affordable housing was privatized. 

“This market-oriented perspective hindered advances in postwar housing policy in the same way that, for decades, the poor law tradition blocked government acceptance of unemployment relief,” said Wade.

A clash of politics

While there were many factors that Wade believes contributed to the fall of the WHL, her analysis boiled it down to a fundamental view of how much involvement the government should or should not have in construction, development and housing. 

Humphrey Carver, a senior executive at CMHC and a thought-leader during Canada’s post-war reconstruction efforts, stated that the “all too successful” wartime housing program “should have been redirected to the needs of low-income families,” but “the prospect of the federal government becoming landlord to even more than 40,000 families horrified a Liberal government that was dedicated to private enterprise and would do almost anything to avoid getting into a policy of public housing.”

Wade also cited Lawrence B. Smith, a housing specialist associated with the Fraser Institute, who explained that federal housing policy “sought to encourage the private sector rather than to replace it with direct government involvement.”

Wade’s research and writing highlights a fundamental question of the extent of government involvement in construction, development, and housing, a debate that continues to shape housing policies today.

Key Takeaways:

  • Prompt payment has been implemented in Alberta, except if you are working on Dow Chemical’s multi-billion-dollar project in Fort Saskatchewan.
  • Records show the company lobbied the province to be exempt from prompt payment legislation and the exemption was granted.
  • The Calgary Construction Association says that all stakeholders, regardless of size or stature, should be held to the same standards and urged the province to reconsider exemptions.
  • Alberta officials say they have been transparent about possible exemptions which are intended to attract large projects that drive investment.

The Whole Story:

The Calgary Construction Association (CCA) is raising concerns about recent exemptions granted by the Government of Alberta under the Prompt Payment for Construction Work Act (PPCLA). 

The association released a statement saying it believes the exemptions undermine the fundamental principles of fairness and transparency embedded in the legislation and urged officials to reconsider the approach.

According to government documents, the exemption applies to Dow Chemical Canada in relation to its $11.5-billion petrochemical complex planned for Fort Saskatchewan, the Path2Zero Expansion Project. Dow announced last month it would be moving ahead with the project and construction is expected to start in 2024.

Records show Dow Chemical is a registered lobbyist in the province and its activities included discussion around the 28 day payment requirements and their applicability towards multi-billion dollar, multi-year projects and how “payment terms need to be extended past 28 days”.

Enacted in 2022, the PPCLA was introduced to foster fairness and transparency in payment practices within the construction industry – notably, requiring owners to pay contractors within 28 days of receiving proper invoices.

The association says the granting of exemptions threatens the core objectives of the legislation. The CCA stated that all stakeholders, regardless of size or stature, should be held to the same standards to maintain the integrity of the construction sector.

“The PPCLA was put into place in 2022 to provide fairness and accountability in the industry. We are deeply concerned that the ink hasn’t even dried on the legislation, and exemptions have already been granted,” said Bill Black, president, and COO of the CCA. “Granting exemptions to large corporations creates an imbalanced landscape, favouring giants over smaller players,” said Black. “These exemptions undermine the fundamental principles of fairness and equity that the PPCLA aims to promote, creating an uneven playing field for all involved parties.”

The CCA stated that the “erosion of trust and relationships within the construction industry” is a significant concern, adding that granting exemptions based on investment dollars to the province sends a damaging message that fairness can be compromised, eroding trust between contractors, subcontractors and suppliers. 

The CCA also expressed concern that the exemptions may also discourage compliance with industry regulations. They argued that granting exemptions sets a dangerous precedent, suggesting that compliance is optional. They believe this not only undermines the purpose of the legislation but also poses a risk to the industry’s overall integrity.

SiteNews reached out to the province and a spokesperson for Service Alberta and Red Tape Reduction explained that Alberta, like many other jurisdictions, has prompt payment rules in place to ensure contractors get paid on time. They argued that they have always been transparent about the possibility of exemptions.

“After testing ideas with industry, we built some flexibility into the Prompt Payment and Construction Lien Act in limited circumstances, while maintaining the underlying policy intent of prompt payment,” said the spokesperson. “Once proper invoices are given, all legislated payment timelines and protections still apply. We have met several times with key organizations representing the construction industry and have been transparent about the intent to create flexibility.”

The spokesperson added that Alberta’s government has been supportive of the Path2Zero project from the start, but noted this is not a Dow-specific regulation.

“The criteria for an exemption, including a minimum $5 billion project cost, are set out in regulation,” they said. “If other projects come forward, and we hope they do, they may be considered. We want to attract large projects that drive investment, create jobs and generate economic spin-offs for our province. We are committed to taking a balanced approach to ensure we have the right legislation and regulations in place to support economic growth while also ensuring the appropriate protections are in place.”

The CCA believes the exemption could hurt the industry’s reputation.

“The construction industry’s reputation is built on fair and prompt payment practices. Exemptions under the PPCLA risk tarnishing this reputation, leading to disputes, legal battles, and damaged professional relationships,” said Black. “Timely payments are vital for maintaining healthy business relationships, and exemptions can jeopardize the industry’s image.”

The CCA said prompt payment isn’t just a legal requirement; it is a “moral imperative” promoting ethical business practices. Their view is that granting exemptions to companies sends the wrong message about the importance of integrity and ethical conduct in the construction industry.

The CCA urged a reevaluation of the exemptions granted under the PPCLA to ensure that the construction industry remains a fair, transparent, and trustworthy environment for all stakeholders. Moreover, the CCA called on the Government of Alberta to lead by example and have the PPCLA apply to all Alberta projects which are publicly funded.

The federal government has reached an agreement with the City of Vancouver to fast-track over 3,200 new housing units over the next three years. 

Officials say the work will help spur the construction of more than 40,000 homes over the next decade. 

Under the Housing Accelerator Fund, the agreement will provide almost $115 million to eliminate housing development barriers. It will allow for high density development including multiplexes and apartment buildings, help fast-track development processes, and build housing near public transit. 

As part of the agreement, Vancouver will work to streamline re-zoning laws, expand affordable rental programs, cut red tape, and unlock non-market housing. 

“Like so many cities across Canada, Vancouver needs more homes, and fast,” said Prime Minister Justin Trudeau. “That’s why we’re working with mayors across the country to cut red tape and change the way we build housing. Today’s announcement with Vancouver will help build more homes, faster, so that every Canadian has a good place to call their own.”

The Housing Accelerator Fund is meant to help cut red tape and fast track home construction across Canada. It asks for innovative action plans from local governments, and once approved, provides upfront funding to ensure the timely building of new homes, as well as additional funds upon delivering results. Local governments are encouraged to think big and be bold in their approaches, which could include accelerating project timelines, allowing increased housing density, and encouraging affordable housing units.

Key Takeaways:

  • Enbridge has entered into a definitive agreement to sell its 50% interest in Alliance Pipeline and its 42.7% interest in Aux Sable.
  • The interest will be sold to Pembina Pipeline Corporation for $3.1 billion.
  • The sales proceeds will fund a portion of the strategic U.S. gas utilities acquisitions and be used for debt reduction.

The Whole Story:

Enbridge, a Calgary-based multinational pipeline and energy company, has entered into a definitive agreement to sell its 50% interest in Alliance Pipeline and its 42.7% interest in Aux Sable to Pembina Pipeline Corporation for a purchase price of $3.1 billion, including non-recourse debt at Alliance of approximately $0.3 billion, and subject to customary closing adjustments.

Alliance delivers liquids rich natural gas sourced in Northeast B.C., Northwest Alberta, and the Bakken region to Chicago. Aux Sable operates NGL extraction and fractionation facilities in both Canada and the U.S., with extraction rights on Alliance, offering connectivity to key U.S. NGL hubs.

Enbridge explained that the sale price represents a valuation of approximately 11 times projected 2024 EBITDA for Alliance and approximately 7 times for Aux Sable, which is in line with other commodity exposed businesses.

“We are pleased to continue our strong track record of surfacing value for shareholders through an ongoing capital recycling program. With this divestiture, we will have raised ~$14 billion since 2018 at attractive valuations,” said Pat Murray, EVP and chief financial officer. “Today’s transaction reinforces our disciplined approach to capital allocation. We remain committed to optimizing our portfolio, enhancing our industry leading cash flow profile by reducing commodity price exposure, bolstering our financial flexibility, and maintaining a strong balance sheet.”

As part of the transaction, Pembina, a long-standing partner on Alliance and the current operator of Aux Sable, will also assume operatorship of Alliance.

“The Alliance and Aux Sable system has been a reliable and profitable asset for Enbridge for many years. We would like to thank our high-quality team for their commitment to safety and reliability,” said Cynthia Hansen, EVP and president, gas transmission and midstream. 

Enbridge explained the divestiture represents an important element of its financing plan. The sales proceeds will fund a portion of the strategic U.S. gas utilities acquisitions and be used for debt reduction. Any remaining Acquisitions funding will be satisfied through utilizing any, or all, of the following financing programs available to Enbridge including its ongoing capital recycling program, issuance of further hybrid securities and bonds, reinstatement of its DRIP Program, or at-the-market equity issuances.   

The effective date of the transaction is January 1, 2024, with closing expected to occur in the first half of 2024, subject to the receipt of regulatory approvals and customary closing conditions. Enbridge’s 2024 financial guidance and near-term growth outlook through 2025 remain unchanged as a result of this announcement.

“Pembina is well positioned to benefit from growing volumes in the Western Canadian Sedimentary Basin driven by near term catalysts, including new West Coast LNG export capacity, expanded crude oil export capacity, as well as developments in the Alberta petrochemical industry,” said Scott Burrows, Pembina CEO. “The funding plan for the acquisition ensures Pembina’s continued financial flexibility and ability to fund future projects that respond to growing demand, while maintaining leverage within targeted ranges.”

Key Takeaways:

  • True North Real Estate Development Limited (TNRED) and the Southern Chiefs’ Organization (SCO) are joining forces to collaborate on two major Winnipeg projects.
  • The projects are the Portage Place redevelopment and Wehwehneh Bahgahkinahgohn project. 
  • The groups each noted that there are synergies between the two projects and they plan to work together to improve downtown Winnipeg.

The Whole Story:

True North Real Estate Development Limited (TNRED) and the Southern Chiefs’ Organization (SCO) have entered into a memorandum of understanding that will see new collaboration on two major downtown developments in Winnipeg: the Portage Place redevelopment and Wehwehneh Bahgahkinahgohn project. 

TNRED and SCO stated that they will bring a shared focus on key downtown priorities including multi-family and affordable housing, healthcare, food security, and community spaces, along with the principles of reconciliation, inclusion, and building thriving communities.

The groups explained that The Wehwehneh Bahgahkinahgohn project, which will redevelop the downtown HBC Building, will be a place where economic and social opportunities are created, and First Nations heritage is celebrated. They added that the Portage Place redevelopment will complement this revitalization with a mandate to serve and reconnect north and south downtown Winnipeg neighbourhoods with public greenspaces, essential and community services, culture and arts, affordable housing, and a healthcare centre.

“Our collective vision for both the Wehwehneh Bahgahkinahgohn and Portage Place developments weaves together the many layers we believe are necessary for a successful downtown transformation,” said SCO Grand Chief Jerry Daniels. “Our innovative partnership demonstrates the benefit of respectful and collaborative dialogue to improve the urban health of downtown Winnipeg, creating a catalyst for others to follow from their respective communities and organizations at the local, provincial, and national level.”

A rendering shows part of the Portage Place redevelopment in Winnipeg. – SCO

Earlier this month, TNRED received approval for a six-month extension for its plan to buy and redevelop Portage Place. The two projects total nearly two million square feet of downtown development.

“As we have explored the avenues for social and economic opportunity through the Portage Place redevelopment, we have become increasingly more cognizant of the synergies with Wehwehneh Bahgahkinahgohn,” said TNRED President Jim Ludlow. “Together, we will bring forward thinking solutions to our collective pursuit of market and affordable housing, healthcare, Indigenous relations and reconciliation, and downtown revitalization to realize exponential social and economic benefit.”

Three teams have been invited to participate in the request for proposals (RFP) stage to design and construct the Highway 1 Jumping Creek to MacDonald Snowshed project.

The project is approximately 40 kilometres east of Revelstoke, B.C. Highway 1 will be widened to four lanes over a 2.6-kilometre section between the recently completed Illecillewaet project and the Jack MacDonald Snowshed.

Safety and reliability on this section of highway will be improved through inclusion of median and roadside barriers to reduce frequency and severity of collisions. The project also includes avalanche and rockfall mitigation measures.

After evaluating the request for qualifications submissions, the three teams selected to participate in the RFP are:

Emil Anderson Construction

Emil Anderson Construction (EAC) Inc.

Urban Systems Ltd.

BASIS Engineering Ltd.

Ecoscape Environmental Consultants Ltd.

6 Point Engineering Ltd.

Jumping Creek Constructors

Aecon Constructors, a division of Aecon Construction Group Inc.

Ledcor Mining Ltd.

Parsons Inc.

Tetra Tech Inc.

Dynamic Avalanche Consulting Ltd.

Clifton Engineering Group

Kiewit Infrastructure BC ULC

Kiewit Infrastructure BC ULC

Kiewit Engineering Group Canada ULC

Ecora Engineering & Resources Group Ltd.

CM Rock Engineering Ltd.

Following the evaluation of RFP submissions, the ministry will choose the project’s design-build team. It is expected that the team will be selected by the fall of 2024 with construction beginning by spring of 2025.

The total estimated project budget is $245 million. The Government of Canada is contributing $45 million as part of the New Building Canada Fund, with the province providing the remainder. 

With the end of 2023 in sight, it’s time to start planning your schedule for 2024. Here are some fast approaching events you want to keep on your radar for the new year.

CCA Annual Conference

The 2024 CCA Annual Conference is taking place in Punta Cana, Dominican Republic at the Paradisus Palma Real Golf and Resort on March 12-15, 2024. The event will bring together leaders from across the country for incredible content, networking and to celebrate Canadian Construction Association (CCA) member accomplishments through the group’s National Awards program (you can nominate a deserving candidate for one of nine categories here).

Wood Solutions Conference – Ottawa / Calgary

The Canadian Wood Council will host a Wood Solutions conference in Ottawa. It will take place Feb. 1, 2024, at the Shaw Centre. Attendees can learn about the latest in wood innovations from presenters and make industry connections. There will also be a wood design conference and trade show for Alberta which will take place in Calgary and is being hosted by WoodWorks Alberta on January 16, 2024. The specialized design and construction conference is dedicated to showcasing innovative advancements and applications for wood products and building systems in design and construction. It will feature leading-edge experts. The venue is Best Western Premier Calgary Plaza Hotel & Conference Centre.

Navigating Risk in Construction Contracts & Projects

This conference features two days of workshops, case studies and lectures on managing risk in construction. It will feature talks on negotiation skills, supply chains, liens, payment rights, competitive bidding and more. The event takes place Feb 22-23 at the Sandman Signature Toronto Airport Hotel in Toronto. For those who aren’t out east, there is also a Western Canada version in Edmonton Jan. 24-25.

The Construction Expo

The Construction Expo connects buyers and suppliers; planners and contractors; companies and designers – all in the construction industry. The event will focus on innovation, trends, quality materials, contemporary architecture, green technologies and solutions. In addition to exhibitors, the event will features construction seminars. The event takes place in Surrey, B.C. at the Cloverdale Agriplex Building April 6-7. 

BUILDEX Vancouver

This is not one to miss for Western Canada. The event features expert-led programming, continuing education credits, exhibits from leading suppliers and industry networking. But if you can’t attend in person, BUILDEX On Demand allows professionals to watch educational sessions and production demonstrations on demand after the show. The event takes place Feb. 14-15 at the Vancouver Convention Centre. 

The Canadian Concrete Expo

This national trade show is jam-packed with all the industry essentials. It will feature more than 350 exhibitors, draws a crowd of more than 8,000 and has 300,000 square feet of show floor. It includes conference sessions, live demos and stage presentations. Organizers say they are expanding for 2024 and are bringing back the large equipment demonstrations. The expo takes place Feb. 14-15 at the International Centre in Mississauga, Ont.

CEGQ Convention

Hosted by the Corporation des Entrepreneurs Généraux du Québec, the conference programming combines both a training component, with conferences and expert panels, and a more interactive component, with discussion sessions following each presentation. Throughout the conference, more than 30 expert speakers will address various issues in the construction industry, both at the technical and legal levels and in project management. The event takes place Feb. 14-16 at the Trois-Rivières Delta in Trois-Rivières, Que. 

OCA Construction Symposium & Trade Show

The Ottawa Construction Association, along with its eight supporting associations, is hosting its fourth-annual Construction Symposium and Trade Show event at Ottawa’s E.Y. Centre, April, 27. It features a full-day of topical presentations combined with a trade-show floor of 160 exhibitors. Session topics include construction law, cybersecurity, AI, decarbonization and more.

Key Takeaways:

  • Under the terms of the legislation, the federal government will have 28 calendar days to pay after the contractor submits a proper invoice.
  • The legislation came about due to industry stakeholders raising the issue with government officials back in 2016.
  • The contractor will then have seven days to pay its subcontractors, subcontractors will have another seven days to pay their sub-subcontractors, and so on down the contracting payment chain. 
  • All existing construction contracts will have one year, as of Dec. 9, 2023, to comply.

The Whole Story:

The federal government is now legally required to pay its construction bills on time. 

Under the terms of the legislation, the federal government will have 28 calendar days to pay after the contractor submits a proper invoice. The contractor will then have seven days to pay its subcontractors, subcontractors will have another seven days to pay their sub-subcontractors, and so on down the contracting payment chain. 

The genesis of the change goes all the way back to 2016 when industry stakeholders raised the long-standing issue of payment delays along the contracting chain.

The construction industry is a critical part of the Canadian economy. We reached a major milestone in ensuring that subcontractors who work on federal government contracts get paid on time. The coming into force of this legislation will alleviate payment delays and enhance financial stability for small and medium-sized construction companies, helping to support the more than 1.5 million workers of the industry during these difficult times for all Canadians.

Jean-Yves Duclos, Minister of Public Services and Procurement

Public Services and Procurement Canada collaborated with key construction industry stakeholders, as well as other government departments, to develop federal prompt payment legislation, which led to the Federal Prompt Payment for Construction Work Act. 

Officials stated that the federal prompt payment legislation aims to ensure that each party in the construction chain receives timely payment for the construction work provided for a project. They added that it is the predictable and timely payment of contractors and subcontractors (and sub-subcontractors) that allows important federal infrastructure projects, such as work on buildings and bridges, to be completed.

All existing construction contracts will have one year, as of Dec. 9, 2023, to comply with the Federal Prompt Payment for Construction Work Act.