Government Need to Partner with Canada's Construction Industry to Strengthen Foundation for Economic Growth
by SHCA SHCA

Government Needs to Partner with Canada’s Construction Industry to Strengthen Foundation for Economic Growth 

With many Canadians distressed about the housing crisis, high cost of living and economic uncertainty impacting their daily lives, the Canadian Construction Association (CCA) is launching an industry call-to-action urging the federal government to partner with the construction industry on building a strong foundation for a stronger Canada.

Estimates by the Canadian Mortgage and Housing Corporation reveal that Canada needs to build 3.5 million additional homes above and beyond what is currently projected to be built by 2030. With the current construction workforce shortage, the industry does not have the workers required to meet the projected building needs. Add to that inflation, rising interest rates and affordability, and Canada’s deteriorating foundational infrastructure and it becomes clear that Canada is in dire need of a holistic and long-term strategy to get on track. 

Through its online advocacy platform, the Construction Action Network, CCA is urging its 18,000 members and the public to send a letter to their local MPs reminding them of the importance of partnering with the industry to make the following strategic changes:

  • Commit to a comprehensive, long-term infrastructure investment strategy that includes a 25-year plan for housing and trade-enabling infrastructure. 
  • Address the workforce shortage by modernizing the existing immigration policy and points system to better reflect the workforce needs of the Canadian economy.
  • Modernize procurement to ensure practices better balance risk-sharing between public contracts and the private sector, reduce red tape, and accelerate approvals for critical projects.

While the federal government has launched various programs, such as the Express Entry program to target immigrants with high-demand skills as well as several initiatives under the National Housing Strategy to fast track the building of new homes, these measures are short-term solutions to problems that require consultation, partnership and long-term planning.

In addition to the campaign, CCA will be hosting its annual Hill Day event on Nov. 7, 2023, where industry representatives will meet with parliamentarians to discuss the construction sector’s essential role in creating and maintaining the infrastructure Canadians use daily. This includes the foundational infrastructure at the heart of new homes and communities.

With construction as its partner, the federal government can build a stronger Canada through comprehensive infrastructure investment, workforce development and procurement modernization.

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Saskatchewan on Track to Exceed Target of Rebuilding 100 Bridges Over Four Years
by SHCA SHCA

Saskatchewan on Track to Exceed Target of Rebuilding 100 Bridges Over Four Years

Eleven rural communities will receive nearly $4.9 million in provincial grants from the Rural Integrated Roads for Growth (RIRG) program to rebuild 14 bridges and large culverts. 

When combined with municipal dollars, the total estimated value of the projects is more than $12.3 million.

“We prioritized investments in rural bridges and roads to keep our economy going during the pandemic,” Highways Minister Lori Carr said. “Four years ago, Saskatchewan pledged to rebuild 100 bridges over four years. With the announcement of this latest round of projects, we will have rebuilt or replaced 105 rural bridges.

“Thanks to $1 million in grants from RIRG, our rural municipality will replace two bridges,” RM of Lacadena Reeve Brad Sander said. “Investments in transportation infrastructure support our farmers and keep our rural economy growing.”

RIRG assists rural municipalities to build and upgrade local infrastructure. The program provides grants up to 50 per cent of each project’s total cost, to a maximum of $500,000.

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Manager man industrial engineer building yellow business helmet work hand safety wear construction
by SHCA SHCA

Construction Company Fined $70,000 for Serious Workplace Injury

On August 23, 2023, KMS Construction Ltd. pleaded guilty in Swift Current Provincial Court to one violation of The Occupational Health and Safety Regulations, 2020.

The company was fined for contravening clause 3-1(c) of the regulations (being an employer, fail to comply with the duties of an employer at a place of employment including the provision of any information, instruction, training and supervision that is necessary to protect the health and safety of workers at work, resulting in the serious injury of a worker). As a result, the Court imposed a fine of $50,000 with a surcharge of $20,000, for a total amount of $70,000.

Two other charges were withdrawn.

The charges stemmed from an incident that occurred on June 17, 2021, near Gull Lake, Saskatchewan, when a worker suffered serious injuries in the cab of a scraper buggy. 

The Ministry of Labour Relations and Workplace Safety works with employers and workers to eliminate workplace injuries and illnesses through education, inspections and prosecutions.

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Yellow Excavators are digging the soil in the construction site
by SHCA SHCA

Link Developments Ltd Selected to Construct Regina General Hospital Parkade Project

Link Developments Ltd has been selected as the team that will construct and maintain the new Regina General Hospital (RGH) parkade with construction set to begin this fall.

Link Developments Ltd was selected through a two-stage procurement process. A Request for Qualifications resulted in four teams moving forward to a Request for Proposals, where Link Developments Ltd was ultimately selected as the successful team.  

“This milestone is significant in addressing the challenges encountered by residents, staff and other users of the Regina General Hospital parkade facility,” SaskBuilds and Procurement Minister Joe Hargrave stated. “Our commitment remains unwavering as we strive to deliver accessible and convenient infrastructure for the benefit of all Saskatchewan residents.” 

“Our government is very pleased to have a construction team in place for the new parkade at Regina General Hospital,” Health Minister Everett Hindley said. “We have heard the concerns of staff and visitors to the hospital. This parkade will provide a safe, convenient option for parking for years to come.  

The new parkade at the RGH will be built in the northwest section of the existing visitor parking lot. Link Developments’ proposed design includes a parking facility with a total of 1,005 stalls, consisting of 873 stalls in the parkade and 132 surface stalls, for a net increase of 686 parking stalls.

“Ensuring a better quality of life for all Saskatchewan people remains a priority for this government and the key objectives for this project drive us closer toward this goal,” Regina Pasqua MLA Muhammad Fiaz said. “These include improving safety, accessibility and convenience for staff, patients, families, and visitors at Regina General Hospital.” 

“The Saskatchewan Health Authority is pleased that the construction of the parkade at the RGH is moving forward,” Interim Vice President, Quality, Safety & Chief Information Officer, of Saskatchewan Health Authority Michelle Mula said. “With safety at the forefront of our decision making, the parkade aims to provide additional safe and accessible parking at RGH for staff, patients and visitors.” 

Regina-based Link Developments Ltd. has been operating in Saskatchewan since 2014. Link Developments’ team recently built the Eastgate Centre – Medical Professional Building with a heated parkade in Regina. They also built the University of Saskatchewan stadium parkade and the Avenue P Medical office building in Saskatoon.  

“Our dedicated team of local consultants and contractors, in partnership with Cornerstone Credit Union, is grateful for the opportunity to construct this parkade for our community,” said Carmen Lien, Link Developments team spokesperson.

“Understanding the eager anticipation surrounding the necessity of this parkade, we are thrilled to bring this long-awaited project to life, serving our neighbours and families in Regina with heartfelt pride.”

Construction is expected to begin September 2023 and expected to be completed by the end of 2024.

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Bright dymanic fire and ice ring in space, this is opposite symbol, 3d rendering, computer generated background
by SHCA SHCA

A Virtuous Circle

Economic growth in Saskatchewan

By Paul Martin, Martin Charlton Communications

People follow opportunity. 

That economic development truism is the foundation of any community growth strategy. People will move to your community or remain there if they believe they have a positive future for their careers, their lifestyle or their family’s wellbeing. 

No province has more experience with this topic than Saskatchewan, which endured more than two decades of out-migration as our citizens saw better prospects elsewhere. We were able to reverse the drain back in 2006 and have posted positive population numbers ever since, but growth brings its own set of imperatives. In particular, the need for infrastructure growth and renewal.

More people in a community not only results in more households or the need for expanded retail outlets, but it also means more schools, expanded health care delivery and enhanced transportation infrastructure. 

You’d think we’d be used to this after more than 15 years on the winning side of the population growth equation, but recent demonstrations at the legislature and the government’s response to the need for expanded capacity in the education system suggest this remains a work in progress. And, given that our population expansion has now reached a pace we haven’t seen in a century, there is no doubt the volume of this story is going to be amped up.

At the heart of this discussion is investment.

Capital flowing into a community is the fuel that drives growth and opportunity. Billions dedicated to expanding the mining sector, for example, triggered construction of the mine itself, but the spin-offs are also impressive. The industrial sectors in our major cities are evidence of how that cycle works – investment decisions precipitate the arrival of those who do the actual building and the service teams required to support them. All those new arrivals bring families who require more services – schools, hockey arenas, residential subdivisions and grocery stores, the hallmarks of a community in growth mode.

To borrow a phrase: nothing happens until somebody makes an investment – the so-called virtuous circle where investment sparks growth, which sparks more investment. 

To borrow a phrase: nothing happens until somebody makes an investment – the so-called virtuous circle where investment sparks growth, which sparks more investment. 

Economic developers often say communities that reach a population of 500,000 become self-perpetuating. In other words, their flywheel has enough momentum that the virtuous circle becomes a self-fulfilling legacy.

Saskatchewan, while on its way, has not yet achieved the status of cities such as Calgary or Winnipeg, which now prosper and grow regardless of how the rest of the province is performing, but it is reasonable to assume our current pace of growth makes the half million number not only attainable, but inevitable. 

Ensuring we have the infrastructure in place to meet that target should be a vital part of the provincial growth strategy because the virtuous circle tells us: growth begets infrastructure requirements which begets more growth.  

Snow Plowing Truck
by SHCA SHCA

Tech For Talent

The British Columbia Road Builders & Heavy Construction Association will use heavy equipment simulators and virtual reality to showcase highway maintenance careers

By Jill Harris

Construction has an image problem – and it’s putting the industry’s future productivity at risk.

An industry perceived as tough, physically demanding, technologically inept and “old school” in its management practices can’t attract the talent it needs to perform in today’s modern marketplace. This perception of construction – which often doesn’t reflect the reality of working in the industry – is creating a barrier when it comes to attracting newcomers to pursue construction careers. As more and more current workers retire in the next five, 10 or 15 years, it’s critical that new workers come on board.

This skills gap is not something that construction companies can solve on their own – collaboration and a widespread effort from industry groups is key. 

An innovative recruitment program in B.C.

The British Columbia Road Builders & Heavy Construction Association (BCRB&HCA) understands the industry’s need to attract new workers and that opening new eyes to the possibilities in construction will require strategies designed for modern society.

“We were in conversations with provincial representatives at the end of last year, and there was potential grant funding available for creative talent outreach programs,” said Matt Pitcairn, vice president of BCRB&HCA. “We submitted an application for a technology-based program to expose people to the opportunities in our industry and hopefully pique their interest [in construction careers].”

Pitcairn says that construction isn’t immune to the generational shift that all industries inevitably experience, and the future workforce needs help to realize the opportunities waiting for them.

“Construction is embracing technology more and more,” said Pitcairn. “It’s not this ‘old-school’ industry but many people still have this perception.”

Combatting this perception is critical, and BCRB&HCA has a plan.

The association received a $3.9-million grant to help jobseekers across B.C. learn more about highway maintenance occupations. The three-year grant will provide funding to BCRB&HCA’s talent attraction program, which involves leveraging innovative training technologies to showcase key jobs in the industry. 

BCRB&HCA is using simulators that will place prospective jobseekers in the driver’s seat of snow plows and other types of heavy equipment, with the goal that people will realize the multitude of engaging, well-paying and fulfilling jobs they can have in construction, often right out of high school.

The “roadshow” will include a 34-foot customized trailer with five different simulators that replicate different models of heavy equipment and attachments.

“In addition to that, we have a number of virtual reality headsets and will set up stations outside the trailer,” said Pitcairn. 

The simulators will travel across B.C. to provide hands-on opportunities for participants, setting up at immigrant settlement services, veterans organizations, high schools and more, inviting as many people as they can to try operating heavy equipment on the simulators. 

“Our plan is to criss-cross the province and go to as many communities as we can, promoting weeks in advance [of] setting up shop,” said Pitcairn. “The industry has jobs in Cranbrook, Prince George, Quesnel, Langley – you name it. We want to put construction careers front and centre for [groups currently underrepresented in the industry]. There are opportunities all over B.C.”

BCRB&HCA saw the success that similar programs achieved and wanted to replicate and expand on the idea to suit heavy construction applications.

BCRB&HCA is using simulators that will place prospective jobseekers in the driver’s seat of snow plows and other types of heavy equipment, with the goal that people will realize the multitude of engaging, well-paying and fulfilling jobs they can have in construction, often right out of high school.

“We heard of other jurisdictions doing this very successfully,” he said. “Our partners in Prince Edward Island were using virtual reality technology to go into high schools and promote job opportunities, and similarly in Ontario. But nothing was touching on the snow plow or heavy equipment side. We took best practices from here and there and tried to put them together into one program.”

BCRB&HCA has ordered the trailer and the equipment to arrive this fall, with the aim of getting on the road in 2024.

“We’re going to cover as many kilometres as we can,” said Pitcairn. “We’re going to identify regions of the province and figure out when we’re going to be there, [likely in various] tours – a Vancouver Island tour, a northern tour, etc. We’ll talk with as many stakeholders as possible to map out the tour and stop in as many communities as possible.”

Pitcairn says that the program will have a robust social media strategy along with proactive outreach to local media and companies to make sure that everyone knows they’re coming to town and gets excited to jump in one of the program’s simulators.

BCRB&HCA will also invite its members on the program’s tours, encouraging them to be part of each event.

“We’ll be looking for volunteers and experienced snow plow and equipment operators to join us at the various stops along the way,” said Pitcairn.

The association’s plan is to put an online portal in place to facilitate future employment relationships. When people participate in the program, if they like their experience on the simulators, they can access the portal to see job opportunities in their neighbourhood.

BCRB&HCA will track participant data along the way, analyzing metrics of how many people participated in the program and, of those people, how many successfully began construction work.

“We’re going to do our best to attract successful engagement that leads to employment within the industry,” said Pitcairn.  

“Construction is embracing technology more and more. It’s not this ‘old-school’ industry but many people still have this perception.”

– Matt Pitcairn, BCRB&HCA
Canadian Flag

Made in Canada

When the British Columbia Road Builders & Heavy Construction Association (BCRB&HCA) was researching simulator technology for its industry talent acquisition program, the ability to support Canadian companies became an added bonus. 

“I had no idea before I started this journey that some of the leading global technology in the [simulator] space comes from Canada,” said Matt Pitcairn, vice president of BCRB&HCA. 

As it turns out, Montreal is a global hub in simulator technology, something that Pitcairn was happy to learn.

“I thought it was really neat
that we could use our grant dollars to give back and keep those dollars here in Canada,” said Pitcairn.

The snow plow simulator that BCRB&HCA purchased is coming from Virage Simulation in Montreal.

“From our research, they’re the number one company in the world for snow plow simulators,” said Pitcairn.

The other heavy equipment simulators that BCRB&HCA purchased are also coming from Montreal, from a company called CM Labs, which counts organizations like NASA and Liebherr among its current customers.

Rear view of businessman fixing white blank banner with hammer
by SHCA SHCA

Leadership Skills for Construction

What sets the construction industry apart from other industries

By Pat Rediger

Leadership skills are important in every industry, but the required skills can vary, and what works in one industry may not work in another. That’s why it’s crucial for the construction industry to develop leadership skills specific to its unique needs.

“I have found there is a world of difference between the construction industry and other industries,” said Mark Nesbitt of Nesbitt Training. “Where I work, there are the people who take a shower after work and the people in other industries who take a shower before work. That’s the easiest way to explain it. They think differently, they act differently and they talk differently. Everything is different.”

He says that part of developing leadership skills in the construction industry begins by identifying workers that can do more than what they are currently doing for their particular jobs. It’s finding that spark, realizing the potential and then working with those people to develop the skills they need to be future leaders.

It’s a process that’s not so different from Nesbitt’s upbringing. His family owned an aggregate business, where he received his first experience with people from the construction industry. At age 16, he became a construction worker and got his first job in Calgary. A short time later, he decided he wanted to further his career in the industry.

“I started at the bottom, and I was not content to be a worker because I knew I had more to offer. I could see something and figure out how to make it better. I just didn’t know what to do about it,” said Nesbitt.

When he turned 18, he was given his first self-help book, Think and Grow Rich by Napoleon Hill, which changed his life. He realized that if he wanted more, he would have to concentrate on making himself better. It wasn’t just about learning the hard skills of the construction industry and the soft skills, such as working with people and adaptability.

Eighteen-year-old foreman

While he was working on his self-improvement, his efforts were noted by the company owner, and he was named foreman of the quarry despite his young age. The company grew rapidly, and Nesbitt’s career flourished simultaneously as he assumed more responsibilities. The owner confided in Nesbitt that he had set a goal to double the company’s size within five years.

“You have a pretty lofty goal, I told him, but that won’t work with some of the leaders in this company. I think we are really lacking in leadership skills. Not everyone understands how they have to sell a project and influence and motivate people,” said Nesbitt.

At that time, Nesbitt was reading books by leadership guru John Maxwell. His opinions influenced him, so he convinced the company owner to bring a Maxwell trainer to help officials develop their leadership skills. The training was well-received and served as a catalyst for the company to reach its goals.

The training also lit a spark in Nesbitt, and he began to evaluate his own skills as a leadership trainer. He recalled attending a training session featuring presenters from other industries and universities and feeling that their training missed the mark for the construction industry. Although some of the messaging might be the same, it must be emphasized differently to resonate with construction workers.

So, 25 years after he entered the industry, Nesbitt leaped at a second career. The John Maxwell company approached him to become a trainer. While initially he was not interested in being a teacher, he was eventually convinced to try it. He knew the leadership skills needed in the construction industry, and that was all that mattered.

“I will work with office staff, but my desire is to work with boots-on-the-ground [people] because experience has shown me who can be the best leaders on any construction project,” said Nesbitt. “They are usually the ones who started their careers on the end of a shovel. They are the ones who learn a trade, moved up and advanced. How can you train these people or motivate them if you’ve never done the job yourself?”

Identifying future leaders

Part of leadership development at any construction company starts with identifying workers who have a positive attitude and are willing to go the extra mile to complete a project. The next step is training those individuals to lead parts of the organization. The trouble is that many companies don’t use this process.

“If you bring in a worker and gave them an $800,000 loader to operate, you would probably make sure that someone from a company like Caterpillar came in and trained them on how to use it, how to become an efficient operator and all the safety aspects, which would help that person succeed. What I see in a lot of blue-collar trades is that someone is placed in a leadership position, but they are not taught how to lead,” Nesbitt said.

Nesbitt says he often sees people recently promoted out doing their former jobs because that’s what they know best and can excel at. They don’t realize that’s not their job anymore, and they have to do a different set of tasks, but they aren’t sure how to do them.

Teaching leadership skills doesn’t necessarily need to be complicated. It can be as simple as sharing an audiobook that discusses how to build a better team. Nesbitt is a big fan of audiobooks, having a library of 350 books on his iPhone. Every company should have a library of leadership books and resources to share with their staff.

As worker, recruitment and retention become increasingly more important in the construction industry, Nesbitt says that companies need to focus more on creating winning work teams that people want to join. It’s similar to a professional hockey or football team – everyone wants to join when the team is winning but jumps off the bandwagon during difficult times.

The reasons why people don’t stay in their jobs have been relatively consistent over the years – they do not see a future for themselves with the company. It’s vital to compliment workers for their efforts and position them for future leadership positions.

“If you put somebody in leadership training, you’re investing in them because you want them here for the future. They are the future of a company, and when a company does that, and the leaders motivate the workers, then the workers say, ‘I’ve got a future here.’”  

This article originally appeared in Piling Canada magazine.

Concept of electric vehicles charging station
by SHCA SHCA

5 Reasons Construction Job Sites are going Electric

What contractors need to know now

By the Association of Equipment Manufacturers

Electrification of construction machinery is hardly a new concept. For years, electric equipment has been commonly seen in a variety of applications, from demolition and mining to aerial lift and industrial work.

Now, however, electric equipment is becoming increasingly prevalent on and around job sites. Its potential is evident. Its benefits are clear. Its long-term place in the industry is no longer up for debate. And, as electric vehicles continue to be more widely adopted by consumers, all that’s left to do is examine – and try to accurately determine – how the construction industry should prepare for the technology to become fully mainstream in the not-too-distant future.

“If you go out about three years, there will be approximately 700 electric vehicles roadside, and that’s not even getting into construction and agriculture,” said David Knight, CEO of Terbine, a provider of technology for the seamless exchanging of IoT data between the mobility and energy sectors, discussing how the construction industry should prepare for the widespread adoption of electric vehicles in the not-too-distant future.

According to Knight, there are five main reasons why equipment end users in the construction industry should strongly considering investing in electric machinery.

1. Lower operating costs

The savings on diesel costs alone are significant. Most original equipment manufacturers (OEMs) cite a range of four to eight hours of runtime for “average” use on electric compact equipment, with an eight-hour overnight charge. And while it’s quick and easy to compare run times on a fully charged electric machine with a full tank on diesel units, there’s no idle on an electric machine. Therefore, an operator can get a day or more of productive work out of it because they’re typically not running a machine for eight continuous hours a day.

2. Lower maintenance costs

Reciprocating engines possess many friction-generating parts, which fail. The friction, and the frictional components and amount of heat generated with an engine running, is really what contributes to parts being replaced and maintained.

3. Tax credits

Incentives can offer savings across a fleet. It’s important for organizations to stay up to date regarding what’s available, both provincially and nationally.

4. Carbon credits and offsets

Carbon credits, such as the Canada’s Greenhouse Gas Offset Credit System, work like permission slips for emissions. When a company buys a carbon credit, they gain permission to generate one tonne of CO2 emissions. When one company removes a unit of carbon from the atmosphere as part of their normal business activity, they can generate a carbon offset.

“If you go out about three years, there will be approximately 700 electric vehicles roadside, and that’s not even getting into construction and agriculture.”

– David Knight, CEO of Terbine

5. ESG goals

Many organizations are setting and working toward environmental, social and corporate governance (ESG) goals, and it’s a trend that’s only expected to become more common with time. Without goals and corresponding policies, organizations face ESG risk, which includes loss of investors, a damaged reputation and fines for regulatory noncompliance.

There is every reason to believe the electric vehicles and electric equipment will continue to develop and improve over time, says Knight, thus making a greater level of adoption even more likely in the very near future. According to Knight, the architectures of electric vehicles are going to even higher voltages. The higher the voltage, he explains, the less current is needed for a given amount of wattage. That also means less heat. And, while voltages are very good now, they are expected to improve significantly in the coming years.

“They’re going to be really good in three to five years, and that’s going to allow for even faster and more efficient charging than ever before,” he said.  

AEM is the North America-based international trade group representing off-road equipment manufacturers and suppliers with more than 1,000 companies and more than 200 product lines in the agriculture and construction-related industry sectors worldwide.

A team of three ethnically diverse engineers met happily in the morning before the working, everyone smiled and laughed as they looked at the paper.
by SHCA SHCA

CCA Securing a Strong Future for the Industry Through Collective Advocacy

A progressive, innovative and sustainable construction industry

By Mary Van Buren, Canadian Construction Association

Representing 20,000-plus member firms, the Canadian Construction Association (CCA) is proud of our mission to inspire a progressive, innovative and sustainable construction industry. 

The key to our success is working with valued partner associations like the Saskatchewan Heavy Construction Association (SHCA). We are powered by your engagement. Together, we are driving change on key issues that make a real impact, not only for the industry but for all Canadians. 

Workforce an urgent priority

We achieved some headway with the federal government on our collective cornerstone issue to rebuild Canada’s workforce through immigration reform. The Department of Immigration, Refugees and Citizenship recently announced a new process under the Express Entry program to welcome skilled newcomers with work experience in occupations considered a priority in Canada. Ten occupations in construction, including carpenters, plumbers, welders and electricians, are included in the list of nearly 83 jobs.

Our collective efforts to make the workforce shortage issue a priority for the Government of Canada – bringing the message locally, provincially and federally through our Hill Day and semi-annual Meech Lake meetings – has also generated government support for investing in promotion of the trades and increasing immigration targets to help ease the shortfall.

Conversations will continue, as the government needs to create a more supportive environment to alleviate the labour choke points that risk crippling Canada’s economic growth. This includes changing an outdated immigration point system and working with provinces to ensure better skills matching.

The urgent need for skilled trade workers is also receiving nationwide attention as we work to build the number of apprentices, through our partnership with the Canadian Apprenticeship Service (CAS), and turn construction into a first-choice career, through our industry-wide Talent Fits Here campaign. Within the first six months of the CAS program, over $2 million in funds have been dispersed to eligible employers and 47 per cent of the apprentices self-identified as being from an equity-deserving group. 

To build the infrastructure needed across the country and recruit the workforce of the future, federal procurement strategies need to adapt to encourage innovation, include contractors earlier in the process, account for long-term value and sustainability, promote the use of alternative delivery models and support shared risk.

A smart infrastructure plan backed by investment 

Over the past two years, CCA has been actively pursuing more investment in key trade gateways and corridors across the country. This included partnering with the Western Canada Roadbuilders & Heavy Construction Association and bringing in national partners, like Export Development Canada, the Business Council of Canada and the Canadian Chamber of Commerce, to build the support we need among politicians and Canadians. CCA helped fund the report, From shovel ready to shovel worthy, to strengthen our case. 

We are gaining traction, with some modest investments proposed in the 2023 Federal Budget to strengthen Canada’s transportation systems and supply chain infrastructure. Real growth, though, will not come from Band-aid solutions. It will come from a long-term initiative, coordinated with the provinces, to develop a National Trade Corridor.  

CCA has always maintained that one size does not fit all. Every region and municipality, including our Indigenous communities, have different needs and priorities. The National Infrastructure Assessment would have helped create an integrated, apolitical strategy on how Canada would prioritize, finance and deliver critical infrastructure projects, but there has been no movement on this promised 2021 federal initiative. We cannot afford to wait. As the industry’s national advocate, CCA will continue its outreach on this issue so policymakers understand the risks of their inaction – aging infrastructure, damage to our reputation as a trading partner and inadequate supply chains, to name a few.

Fair procurement

The value of involving contractors earlier in a project is gaining steam. CCA obtained a commitment from government leaders at its semi-annual Meech Lake meeting to establish a working group on procurement and project delivery methods. To build the infrastructure needed across the country and recruit the workforce of the future, federal procurement strategies need to adapt to encourage innovation, include contractors earlier in the process, account for long-term value and sustainability, promote the use of alternative delivery models and support shared risk.

CCA will be continuing its summer Standard Practices Tour to learn first-hand from members about their challenges with current procurement practices. There will be more information on this topic over the next few months.

CCA’s Best Practices Services is delivering new resources – some of which are being developed through the work of our National Advisory Councils. We are also increasing our outreach to buyers of construction so we can educate them on the benefits of sharing risk and involving contractors early in the project.

Action-backed policies to support green infrastructure

Canada’s construction industry is ready to become a leader in the transition to a net-zero economy. We submitted detailed recommendations on developing a buy clean policy, mandating change, enabling investment decisions, growing Canada’s advantage in building practices, technology and building materials as well as training and incentivizing the future workforce. Following the submission, CCA has been invited to participate in a working group on Canada’s Green Buildings Strategy. CCA and our partners are also aligning on our message that governments must update building codes, provide incentives for businesses, share climate data and create a list of approved “green” materials.

Budget 2023’s proposed tax credits in clean technologies and hydrogen are a missed opportunity that we plan to address. Tying restrictive labour conditions to these incentives effectively discriminates against an important segment of the Canadian workforce and, in particular, small and medium-sized companies. Over the next few months, CCA will be reinforcing our budget asks in support of a strong economy through meetings with senior government leaders, a robust outreach strategy leading into the summer recess, and Hill Day 2023 where the industry will convene to make our message heard in Ottawa.   

Mary Van Buren is the president of the Canadian Construction Association.

STAY IN TOUCH!
You can count on CCA to be a collaborative partner to the Saskatchewan Heavy Construction Association, providing helpful tools, sharing best practices across the country and being your voice with the federal government. Stay in the loop by subscribing to CCA’s newsletter at bit.ly/ccasubscribe, by following @ConstructionCAN on Twitter, or by looking up Canadian Construction Association on LinkedIn.