Author: Russell Hixson

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.

“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.

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 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”.

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.

• Project Manager, Electric Power – Remote/Hybrid, B.C. – Maven Consulting
• Regulatory Project Manager – Halifax, N.S. – Nova Scotia Power
• Operations Director – Cambridge, Ont. – ATS Corporation  
• Managing Principal – Vancouver, B.C. – HDR
• Project Manager – Ottawa, Ont. – EBC
• Senior Project Manager – Richmond, B.C. – Kinetic Construction 
• Development Manager – Vancouver, B.C. – Purpose Driven Development
• Senior Procurement Specialist – Remote/Hybrid, B.C. – Maven Consulting
• Vice President, Legal – Vancouver, B.C. – Canfor
• Project Manager – Burnaby, B.C. – BC Hydro

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.”

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.

EllisDon has formed a strategic partnership with jobsite analytics company Timescapes as part of its efforts to accelerate construction technology.  

EllisDon says Timescapes’ mix of high-resolution timelapse visuals with AI-powered analytics has been proven out on five active pilot projects and the contractor plans to roll the technology out across the business.

EllisDon’s Data & Digital Engineering team, who recently hosted their inaugural ConTech Accelerator, have been seeking out and developing strategic partnerships with tech solutions that can deliver in the field. EllisDon teamed up with Impulse Partners to create the ConTech Accelerator program – an open innovation initiative dedicated to the future of construction. The program aims to accelerate startups and their technology deployment on construction jobsite.

As EllisDon’s self-perform division for IT Support, software development, SaaS services, and VDC/BIM operations, the Data & Digital Engineering team stated that it is proud to add Timescapes to the growing list of solutions available to project teams.

Timescapes provides construction cameras that capture high-quality visual data from job sites and AI analytics that are automatically extracted from the images so project teams can easily action the insights. 

EllisDon found that Timescapes’ analytics and complete visual record of construction progress allowed for quicker and easier dispute resolution, data-driven decision-making, live insights that deterred unnecessary site walks, and streamlined communication and collaboration with contractors and consultants in the field. All of which amounted to improvements on the projects’ schedules and budget.

“Using Timescapes on our sites has given us the ability to not only generate beautiful project visuals and timelapses but also access advanced analytics for activity on site, “said Hammad Chaudhry, VP innovation & construction technology, EllisDon. “These insights allow our construction and project teams to review construction progress remotely while also being able to make more informed decisions about the project.”

Chester Boyes, Timescapes’ CEO and founder, views the partnership with EllisDon as another strong step forward for the company in the Canadian construction industry. 

“Our mission is to empower construction teams with the critical information they need to build better, faster, and safer in a much more collaborative way,” said Boyes. “We see visual data as the key component to achieving this goal. The strategic partnership with EllisDon, a leader in Canadian construction, will give us deeper insights into how companies can leverage visual data and analytics at both the project and overall organization level so we can continue to build on our market-leading solution.”

Key Takeaways: 

• The province’s capital process for school construction hasn’t been significantly updated since 2010. 
• Ontario says the changes will cut the average school construction timeline of 4-7 years in half. 
• The reforms include prioritizing shovel-ready projects, project agreements that lay out key milestones and delivery timelines, standardized designs, streamlined approvals and more. 
• The measures have been incorporated into this year’s Capital Priorities Program as well as through new regulation that takes effect December 31, 2023. 

The Whole Story:

The Ontario government is introducing new measures to speed up school construction.

Officials say the changes will cut construction timelines by nearly 50% to meet the unprecedented pace of growth across the province. 

In Ontario, the average school construction timeline is 4-7 years. The province stated that this is due to an “obsolete capital” process that has not been meaningfully overhauled since 2010.

Officials said the new process will be faster, more transparent, have accountability and prioritize shovel-ready projects. 

School boards will follow a more streamlined process to identify and dispose of unused property, generate more revenue to reinvest back in schools, create schools in mixed-use buildings like condominiums and use existing buildings in their communities.

“As our government delivers on our promise to Build Ontario, ease the housing crisis and meet the expanding population need, it is vital that students have access to modern schools close to home,” said Stephen Lecce, minister of education. “It is no longer acceptable for schools to take a decade to be built, and that is why we are reforming the way schools are built by working with school boards to speed up the construction through design standardization, reduced approval requirements and increased transparency and accountability to ensure value for taxpayer dollars.”

The strategy overhauls the development, planning and building of schools so projects can be completed faster for the benefit of families in growing communities. Key reforms include:

• Prioritizing shovel-ready projects and enhanced accountability requirements as school boards provide realistic project costs and timelines.
• Strengthened accountability framework to reduce approval timelines and stronger project oversight with the introduction of project agreements that lay out key milestones and delivery timelines.
• Standardizing designs of new schools to reduce school board planning time and mitigate scheduling delays.
• Greater collaboration between school boards and municipalities to ensure planning and construction of schools is targeted to ongoing and future growth.
• Reducing red tape with streamlined approval and reporting requirements on new school builds.
• Effectively using space by supporting school boards in working together to operate schools in joint-use facilities between two or more boards within the same building, where appropriate, or as shared-use sites where a school is part of a larger building with multiple users, such as a school within a mixed-use condominium.
• Identifying and disposing of unused surplus school board property at fair market value, first considering local school board pupil accommodation needs and then provincial priorities such as long-term care and affordable housing before being sold by school boards on the open market. School boards will continue to reinvest proceeds of disposition back into their school facilities.

The measures have been incorporated into this year’s Capital Priorities Program as well as through new regulation that takes effect December 31, 2023. 

Key Takeaways:

• The Province of B.C. is proposing code changes that expand what builders can do with mass timber, including constructing structures up to 18 storeys.
• The changes would also allow for more exposed mass timber or fewer layers of encapsulation in buildings, depending on a building’s height.
• Officials say the changes would allow buildings, such as schools, shopping centres and housing to be built faster.

The Whole Story:

Mass timber may soon be going to new heights in B.C.  

Officials announced proposed changes to the building code that would enable taller mass timber buildings, as many as 18 storeys for residential and office buildings, instead of the current 12-storey limit. 

The changes would also allow for more exposed mass timber or fewer layers of encapsulation in buildings, depending on a building’s height, and allow more building types, such as schools, shopping centres and industrial facilities, to be built using mass timber.

Officials say the changes would allow buildings, such as schools, shopping centres and housing to be built faster, leading to a better environment and economy.

“These proposed mass timber building code changes align with our recent work to deliver more homes near transit hubs by allowing taller buildings and more sustainable housing options near transit,” said Ravi Kahlon, minister of housing. “These changes will also help reduce carbon pollution, support the forestry sector, create jobs, build more homes and lead to more vibrant, healthier communities.”

The proposed changes are posted for public comment on the Canadian Board for Harmonized Construction Codes website. After the comment period, the B.C. government will decide on what changes are ready to move forward and what changes, if any, need further technical analysis. Key changes are expected to be adopted as soon as spring 2024.

B.C. and Quebec spearheaded a joint task group to develop the proposed code changes on an accelerated timeline to expand mass timber in Canada. Once the public comment period is complete, a package of proposed code changes will be made available to provinces and territories to consider for adoption in their codes, and for future consideration for the national building codes. These proposed changes have also been reviewed by an expert technical advisory group made up of fire safety experts, regulators, engineering and building code experts from across Canada.

B.C. has a history of going tall with mass timber .Builders in B.C. made history in 2017 when they completed Brock Commons, a 12-storey student housing tower at the University of British Columbia. At that time, it was the tallest mass timber building in the world and required special approval and several structural reviews.  

The province introduced its Tall Wood Initiative in 2019. Local governments were invited to submit an expression of interest to be early adopters of mass timber buildings up to 12 storeys ahead of changes to the National Building Code. They were the first province in the country to allow mass timber construction at that height. 

Today a total of 22 communities can build mass timber buildings up to 12 storeys, including the City of Vancouver, which has similar provisions to those of the Mass Timber Initiative in its own building bylaw.

The proposed changes also come on the heels of the largest, most comprehensive mass timber fire testing in Canadian history.

Dubbed The Mass Timber Demonstration Fire Test Program, the national study looked at five scenarios using a two-storey, 334 square-metre mass timber structure.

The study suggests, even in the most severe instances, taller mass timber structures can provide a level of fire performance that is on par with similar concrete and steel-constructed buildings. The testing was observed by more than 150 experts from across Canada.

Key Takeaways:

• The City of Calgary, City of Edmonton and Alberta Ecotrust have partnered to create the Emissions-Neutral Buildings Information Exchange (ENBIX).
• Over the next four years ENBIX will be developing a variety of platforms to enable the local building industry to share knowledge and build capacity for low-carbon building and renovation practices across Alberta. 
• Research shows buildings responsible for 39% of global energy related carbon emissions.

The Whole Story:

The City of Calgary, City of Edmonton and Alberta Ecotrust are joining forces to reduce building emissions in the province. 

Professionals in the building, construction and renovation industries now have a resource with the Emissions-Neutral Buildings Information Exchange (ENBIX) to support collaboration in the industry. 

“We are creating momentum for action with ENBIX that will build over the next several years and beyond,” says Calgary Mayor Jyoti Gondek. “Building capacity for emissions neutral construction across the whole development ecosystem – from construction to manufacturing, supply, training, operating and more – is critical in getting us to net-zero buildings by 2050.” 

Over the next four years ENBIX will be developing a variety of platforms to enable the local building industry to share knowledge and build capacity for low-carbon building and renovation practices across Alberta. 

In early 2024, the Calgary Community of Practice will launch, providing a forum for Calgary-specific collaboration, while still learning from experiences across Alberta. With funding now committed to the program, ENBIX plans to continue expanding the ways in which it shares market research, industry experience and training, including webinars, site visits, communities of practice, technology demonstrations, training sessions and more. 

“Collaboration initiatives like ENBIX will help us go faster towards net zero, together,” said Claire Beckstead, Leader of Community Energy at the City of Calgary. “With building code standards moving rapidly toward net-zero standards, the industry needs support to get ahead of new regulations. And in Calgary, reducing the GHG emissions from buildings means we are making progress toward our goal of net-zero greenhouse gas emissions by 2050.” 

The City of Edmonton and The City of Calgary are the main funders of ENBIX, with a contribution of $1.7 million and $1.4 million respectively. Alberta Ecotrust is providing a $600,000 contribution from the organizations’ Climate Innovation Fund.  

Data shows commercial and residential buildings are a major source of greenhouse gas emissions across Canada. In Calgary, buildings account for about two-thirds of its total greenhouse gas (GHG) emissions. City officials stated that the greatest opportunity to see immediate greenhouse gas reductions is in retrofitting existing buildings, and developing new buildings to net-zero standards. 

“We have heard from industry leaders the need to build better for commercial and environmental reasons, and to prepare for the adoption of higher tiers of building code in Alberta,” said Andrea Linsky,  director, Emissions-Neutral Buildings, Alberta Ecotrust Foundation. “ENBIX is here to work with industry to advance more affordable emissions-neutral buildings, by sharing information, fostering innovation and strengthening collaboration.” 

As founding partners, the Calgary Construction Association and Smart Sustainable Resilient Infrastructure Association (SSRIA) have been significantly involved in developing the Exchange. These founding partners will continue to advise the startup and initial operations as leaders in the industry and will participate in the Exchange’s Executive Advisory Committee.

Key Takeaways:

• The project includes linking Oregon, Washington State and B.C. with high-speed rail service.
• It was one of seven high-speed rail projects to receive funding.
• Project sponsors will now receive $500,000 to complete the first step of the Corridor ID program, which includes researching the scope, schedule, and cost estimate for preparing a service development plan (SDP) for a corridor.

The Whole Story:

America is investing in high-speed rail connections.

The Biden administration has announced US$6.1 billion in new funding for major passenger rail projects across the country, including Cascadia High-Speed Rail, a proposed high-speed rail corridor linking Oregon, Washington State and Vancouver.

The Cascadia project is one of many getting funding through Corridor ID, a new planning program established by President Joe Biden’s Bipartisan Infrastructure Law. Its inaugural round includes upgrades to 15 existing rail routes, additions or extended service on 47 new routes, and advancing 7 new high-speed rail projects. 

The proposed corridor would connect Vancouver, B.C. to Portland, Ore. via Seattle, Wash. with a potential future extension south to Eugene, Ore. The proposed corridor would provide new high-speed rail service on a new alignment.

The program defines high-speed rail as services planned to operate at speeds of up to 186 mph or greater, primarily or solely on new, dedicated alignment.

For each selected corridor, the Federal Railroad Administration (FRA) initially awards the grantee $500,000 for eligible activities related to the initiation of a grantee’s corridor development. This includes the development of a scope, schedule, and cost estimate for preparing a service development plan (SDP) for a corridor. For Cascadia, the funds will go to the Washington State Department of Transportation.

According to program documents, upon the FRA’s determination that the grantee has successfully completed Step 1, they will award the grantee funds for Step 2 activities. This includes preparing a service development plan, which determines and documents how the corridor will be implemented. This plan must detail all the capital projects necessary to achieve the proposed service. FRA will determine the funding amount for Step 2 based on the cost estimate developed in Step 1.

Step 3 of the program includes the project development work required to make a corridor ready for final design and construction.

Other high-speed rail projects that received funding to go ahead with Step 1 activities include: 

Amtrak Texas High-Speed Rail Corridor 

The proposed corridor would connect Dallas and Houston in Texas with a new, dedicated and grade-separated high-speed passenger rail service. The proposed corridor would provide new service on a new alignment, with station stops in Dallas, Brazos Valley, and Houston.

Brightline West High-Speed Corridor

This corridor in California would connect Rancho Cucamonga to Las Vegas, Nev.,  providing new service on a new high-speed rail alignment with intermediate stops at Hesperia and Victorville, Calif.  

Charlotte, North Carolina, to Atlanta, Georgia, Corridor 

The proposed corridor would provide new service on a new high-speed rail alignment between Charlotte, N.C., and Atlanta, Ga., with potential intermediate stops including Greenville-Spartanburg International Airport in South Carolina and Augusta and Athens, Ga., then serving a downtown Atlanta station and terminating at Atlanta’s Hartsfield-Jackson International Airport, the world’s busiest airport.

Fort Worth to Houston High-Speed Rail Corridor

The proposed corridor would connect Fort Worth, Dallas, and Houston, Texas, with a new high- speed passenger rail service. The proposed corridor would provide new service on a new alignment, with station stops in Fort Worth, Arlington, Dallas, Brazos Valley, and Houston.

High Desert Intercity High-Speed Rail Corridor 

This proposed corridor would connect Victor Valley to Palmdale, Calif. The proposed corridor would provide new high-speed rail service on a new alignment, serving to link two other highspeed rail lines under development: Brightline West and California High Speed Rail Phase 1.

Key Takeaways:

• Details and technical resources to support the implementation of Bill 35 – Short-Term Rental Accommodations Act, Bill 44 – Housing Statutes (Residential Development) Amendment Act and Bill 47 – Housing Statutes (Transit-Oriented Areas) Amendment Act have been provided to local governments.
• In January 2024, $51 million distributed to local governments to help meet new requirements that promote the Province’s housing-density initiatives.  
• By June 2024, local governments must have designated Transit Oriented Development Areas bylaw and removed minimum residential-parking requirements. They also must update their zoning bylaw to accommodate small-scale, multi-unit housing requirements (except in areas where they have applied for an extension).
• Provincial modeling predicts small-scale, multi-unit and transit-oriented development legislation could lead to between 216,000 and 293,000 additional net-new housing units over the next 10 years.

The Whole Story:

Regulations and policy manuals have been issued to support B.C.’s latest home construction reforms. 

In the fall legislative session, the government introduced a suite of housing legislation aimed at speeding up home construction. This week, details and technical resources to support the implementation of Bill 35 – Short-Term Rental Accommodations Act, Bill 44 – Housing Statutes (Residential Development) Amendment Act and Bill 47 – Housing Statutes (Transit-Oriented Areas) Amendment Act have been provided to local governments.

“Over the fall session, our government passed comprehensive laws to deliver more homes for people faster in every part of B.C. We are in a housing crisis and we will continue to take strong action to deliver thousands more middle-class homes families can afford.”

Premier David Eby

“We leveraged ideas from some of the most successful action taken on housing from around the world and we made B.C. a leader. said Ravi Kahlon, minister of housing. These regulations will help local governments work with homebuilders to deliver viable housing projects that help more people find homes in existing neighbourhoods and next to transit hubs.”

Bill 35 – Short-Term Rental Accommodations Act:

B.C. is regulating short-term rentals to turn more units into long-term homes. The new rules give local governments stronger enforcement tools, restrict short-term rentals to principal residences and either a secondary suite or an accessory dwelling unit (ADU) in many B.C. communities, and establish a new provincial role in regulating short-term rentals.

Regulations define what constitutes a principal residence, list the communities where the principal-residency requirement applies and detail accommodation-service providers that will be exempt from the principal-residence requirement, such as some strata-titled hotels and motels, fishing/hunting lodges and time shares.

The guidelines also provide additional details, including how local governments can annually request by resolution to the Province to “opt out” of the principal-residence requirement if the community has a rental-vacancy rate of 3% or more for two consecutive years, and assist local governments applying the new provincial legislation alongside existing local government short-term rental bylaws.

Bill 44 – Housing Statutes (Residential Development) Amendment Act:

According to the province, historical zoning rules in many B.C. communities have resulted in new housing being mostly in the form of condos or single-family homes that are out of reach for many people, leaving a shortage of options for the types of housing in between. 

Officials noted that zoning barriers and layers of regulations have also slowed down the delivery of housing, making people go through long, complicated processes to build much-needed housing in communities.

The regulations detail requirements for local governments to update zoning bylaws to allow either a minimum of one secondary suite or detached accessory dwelling unit, a minimum of three to four dwelling units, or a minimum of six dwelling units in selected areas near bus stops with frequent transit service.  

The Small-Scale Multi-Unit Housing Provincial Policy Manual with site standards has also been released to help local governments work with homebuilders to move forward with viable housing projects. Municipalities are required by legislation to consider this manual when developing local zoning bylaws and policies.  

 Bill 47 – Housing Statutes (Transit-Oriented Areas) Amendment Act:

Officials explained that in some cases, higher-density neighbourhoods have been established around transit hubs, but in other cases, restrictive zoning bylaws and parking requirements, along with delayed development approvals, continue to slow down the delivery of homes and services near transit hubs.

Through regulations, transit-oriented development (TOD) areas have now been defined. The regulations will prescribe 104 TOD Areas in 31 municipalities throughout B.C. within the first year of the legislation coming into effect.

The Provincial Policy Guidance Manual: Transit-Oriented Areas is a resource created to support local governments with the implementation of provincial Transit Oriented Area (TOA) requirements. The manual defines transit-oriented areas, prescribes minimum allowable densities and restricts local governments’ ability to mandate residential parking. Municipalities are required by legislation to consider this manual when developing bylaws for TOAs. 

Further details of regulations for all three pieces of legislation, including links to policy manuals and regulations, are included in the backgrounder at the end of this release.

Modelling scenarios:

In addition, the province has released detailed modelling scenarios for the implementation of Bill 44 and 47. The Ministry of Housing retained a group of economic and planning experts to analyze what impacts the new frameworks for more small-scale, multi-unit homes (SSMUH) and designated transit-oriented development areas could have in B.C.

The analysis used relevant international examples of recent zoning changes, particularly in New Zealand and Washington state, and examples from B.C., such as Kelowna. Officials noted modelling of future scenarios cannot account for unforeseen circumstances, the changing nature of housing, real estate markets and other factors.

The findings from the analysis anticipates small-scale, multi-unit and transit-oriented development legislation could lead to between 216,000 and 293,000 additional net-new housing units over the next 10 years.

Timelines:

January 2024:

• $51 million distributed to local governments to help meet new requirements that promote the Province’s housing-density initiatives.  

Early 2024:

• Housing Needs Report guidance provided to local governments.

Feb. 29, 2024:

• local governments’ request must be submitted to opt out of the principal-residence requirement.

May 1, 2024:

• principal-residence requirement (including definition of exempt areas or accommodations), changes to legal non-conforming use protections; and

• short-term rental hosts will be required to display a valid business licence number on their listing, where a business licence is required by a local government.

June/July 2024:

• guidance provided to municipalities to update Official Community Plans and zoning bylaws.

June 30, 2024:

• local governments must have designated TOD Areas bylaw and removed minimum residential-parking requirements; and

• local governments must have updated their zoning bylaw to accommodate small-scale, multi-unit housing requirements (except in areas where they have applied for an extension).

Jan. 1, 2025:

• local governments must have completed their interim Housing Needs Report.

Dec. 31, 2025:

• municipalities update of their Official Community Plans and zoning bylaws (based on the interim Housing Needs Report).

• Lead Project Manager – Vaughn, Ont. – TYLin Group
• Vice President, Engineering – Sturgeon County, Alta. – Pegasus
• EHS Director (SMR-X Project) – Courtice, Ont. – Aecon Group
• Director, Operations– Guelph, Ont. – Trojan Technologies
• Partner, Construction & Project Management – Toronto, Ont. – Hazelview Investments
• Project Manager – Vancouver, B.C. – Prodigy
• President – Markham, Ont. – Jonas Construction Software
• Senior Project Manager – Toronto, Ont. – Fast + Epp
• Transit Project Manager – Vancouver, B.C. – Morrison Hershfield
• Pre-Construction Manager – Kelowna, B.C. – Highstreet Ventures

Does the dreary winter weather have you feeling down? Here’s a sunny mood booster for you. Canada is becoming a major player in the solar sector, particularly in parts of Western Canada.

Last fall we profiled seven solar businesses doing big things in the country, but with so many that had to be cut from the list, we wanted to revisit the topic and bring you seven more.

BlueEarth Renewables

Started in 2010, Calgary-based BlueEarth is an independent, power producer that acquires, develops, builds, owns and operates wind, hydro, solar and storage facilities across North America. Its portfolio includes over 1 GWAC (gross) in operation, under construction and contracted pre-construction, and over 7 GW of development projects that are actively being advanced. Recent years have seen BlueEarth’s solar work go wild in Alberta. In 2022 it announced that in less than 12 months it had completed construction and commissioned five solar facilities, totalling over 100 MWAC, in southern Alberta. This includes its Hays and Jenner Solar Facilities. In total, BluEarth has 233 MW of solar projects currently in operation.

Capstone Infrastructure

Capstone Infrastructure is a Toronto-based developer, owner, and operator of clean and renewable energy projects across North America. Its portfolio includes approximately 824 MW gross installed capacity across 31 facilities, including wind, solar, hydro, biomass, and natural gas power plants. Capstone Infrastructure has four projects in operation in Alberta and Ontario, including one of the country’s largest — Claresholm Solar, a 182 MW project completed in 2021. Earlier this year, Capstone announced the successful commissioning of the Michichi and Kneehill Solar Projects in Alberta, totaling 50 MWac.

Solar Krafte

With offices in Vancouver, Calgary and California, Krafte is making its mark on North America and is helping build some of Canada’s largest solar projects. They are currently proposing a 450MW project near Brooks, Alta. that is expected to cost $700 million. Other notable projects include Brooks solar farm, Clydesdale solar farm and Vauxhall solar farm.

Northland Power

From its headquarters in Toronto, Northland Power has grown into an international power producer since its founding in 1987. Its involved in developing, building, owning and operating green power infrastructure assets in Asia, Europe, Latin America and North America. Its facilities produce electricity from natural gas, wind and solar. Northland owns or has an economic interest in 3 GW (net 2.6 GW) of operating generating capacity. Their team is currently involved in building Jurassic Solar+, a 220 MWac , 80MW/160MWh advanced stage co-located solar and energy storage project located on approximately 1,170 acres of land in Cypress County, Alberta.

ALPIN Sun

This have really taken off in Canada for German developer ALPIN Sun — literally. They investing $169-million in a solar project at the Edmonton International Airport. At 120 MW, it would be the largest solar project on airport land in the world. After seeing success in Europe, the company says it is currently focused on developments in North America. So far it has over 2.6 GWp developed successfully in the last three years in the U.S. alone.

Elemental Energy

Elemental says it’s on a mission to transform the vision of a renewable future into a renewable present. Their team develops, owns and operates wind and solar projects throughout North America. Currently they are developing Foothills Solar (150 MW) and High River Solar (19 MW) in Alberta. In Saskatchewan they are developing Bemersyde Solar (100 MW). They recently wrapped up work on $45-million Chappice Lake Solar-Storage (14 MW), the first utility scale solar + storage project in Alberta to use a flow battery. This technology enables solar energy to be stored and delivered to electricity customers after the sun goes down.

Mytilineos

Global industrial and energy company Mytilineos is making a major play in Canada. Earlier this year the Greece-based team spent $1.7 billion to acquire five solar energy projects from Westbridge Renewable Energy. Once completed, the projects will add 1.4 GW of solar capacity to Alberta. It is the company’s first transaction in all of North America. Two projects are expected to be shovel-ready by the end of the year while the others could be ready to go ahead in mid-2024.