Building Fort McMurray 2024

BUILDING FORT McMURRAY 2024

RMWB GOES BACK TO THE FUTURE

INCOMPLETE PLANS AND SPECIFICATIONS: WHOSE PROBLEM ARE THEY REALLY?

THE WOOD BUFFALO REGIONAL SAFETY COMMITTEE IS FOSTERING A CULTURE OF SAFETY THROUGH COMMUNITY INITIATIVES AND ADVOCACY

Part of the Fort McMurray landscape since 1976, Park Derochie is committed to helping you build

6 Message from the President of the Fort McMurray Construction Association, Keith Plowman 8

Message from the Member of Parliament for Fort McMurray-Cold Lake, Laila Goodridge 10

Message from the MLA for Fort McMurray-Wood Buffalo, Tany Yao 12

Message from the Minister of Energy and Minerals of Alberta and MLA for Fort McMurray-Lac La Biche, Brian Jean 13

Message from the Mayor of the Regional Municipality of Fort McMurray-Wood Buffalo, Sandy Bowman

Building on our collective advocacy: The CCA advancing need for foundational infrastructure and workforce capacity

16 An update from the Alberta Construction Association

20 Gold Seal Certification — Become a Gold Seal Employer

23 RMWB goes back to the future: Planning for the district’s future meant dodging fires, floods, and feds

30 Provincial prompt payment legislation: A year in review

36 Guardians of safety: The Wood Buffalo Regional Safety Committee is fostering a culture of safety through community initiatives and advocacy

38 Incomplete plans and specifications: Whose problem are they really?

INDEX TO ADVERTISERS

BUILDING FORT McMURRAY

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GETTING YOU INTO TRADES KEYANO COLLEGE

Message from the President of the Fort McMurray

Construction Association

KEITH PLOWMAN

Throughout 2023, your continued support and involvement in the Fort McMurray Construction Association (FMCA) played a critical role in helping us continue to grow and support the construction industry in the Regional Municipality of Wood Buffalo. Together we can continue to advance the construction industry by bringing together all stakeholders to work out effective and fair solutions to the challenges our industry faces in 2024 and beyond.

ADVOCACY

Working with our members and partners, we continue to address relevant topics, provide insight, and recommend programs that bring positive change within the Municipality of Wood Buffalo, provincially through the Alberta Construction Association, and nationally through the Canadian Construction Association.

Whether at a private, public, municipal, provincial, or federal level, we will continue to respectfully challenge and scrutinize ineffective policies or issues and defend others when legitimate pushback is necessary. We have the momentum and have no intention of easing up on our efforts at any time in the future.

One of the biggest issues we hear from members is the lack of support to local firms in public procurement within the RMWB boundaries. This is a difficult issue to tackle as the public sector is bound by legislation imposed by the provincial and federal governments that prohibits a local purchasing preference on goods/services and construction over certain dollar figures. This does not mean

that the local public procurement entities cannot support the local contractors. The FMCA has been working with the RMWB to create opportunities to support the local construction industry while staying compliant with procurement legislation. For example, the RMWB no longer uses the “3 Quote” rule when procuring goods and services under the legislated dollar thresholds. Their use of bids and tenders opens these opportunities up to all registered local vendors to submit quotes.

Another example of how the RMWB is supporting the local construction industry is the insertion of the following wording into Requests for Tenders (RFT’s). RFT’s are typically over threshold and therefore must be publicly tendered.

“There are many qualified Subcontractors or suppliers in the Regional Municipality of Wood Buffalo who may be able to support bidders in performing the Work. We encourage you to review Fort McMurray Construction Association (www.fmca. net), Fort McMurray Chamber of Commerce (www. fortmcmurraychamber.ca), and or Northeastern Alberta Aboriginal Business Association (www. naaba.ca) if you are seeking out additional resources for this Project.”

EDUCATION

Enhancing and upgrading your professional skill set is necessary for any successful business and the construction industry is no different. The FMCA has continued to deliver a diverse range of educational programs, workshops, and seminars. These initiatives have equipped our members and industry professionals with the knowledge and skills

necessary to navigate the ever-evolving landscape of construction. More information on these programs can be found on our website at www.fmca.net.

SAFETY RESOURCES

Safe work in the construction industry is a necessity – and this has become especially prevalent in Fort McMurray over the last few years. Given the many challenges that our community has endured these last few years, it became difficult for business owners and safety officers to find the time and money to produce effective safety communications materials, including Toolbox Talks, safety meetings, and posters. The FMCA has created and developed hundreds of resources that your safety team can use to make their messages more encouraging and effective. We have created a large amount of downloadable and printable safety posters to be distributed throughout the office and worksite.

MEMBER DISCOUNT PROGRAM

With the cost of living and doing business being at

its highest in years, saving even the tiniest amount of money can be helpful. That is why we have created a member discount program for you and your staff. Our website will provide members and their employees with a list of local businesses offering discounts.

MEMBER REFERRAL PROGRAM

We have a created a member referral program where you can reduce your next year’s membership fee by referring new memberships to the FMCA. More information can be found on our website at www.fmca.net.

Looking ahead, the Fort McMurray Construction Association is poised for continued growth and success. We are committed to fostering collaboration, embracing innovation, and leading the way in shaping the future for our region.

We extend our heartfelt gratitude to our members and partners for their continued support and look forward to working with you in 2024. n

Message from the Member of Parliament for Fort McMurray-Cold Lake

LAILA GOODRIDGE

How do you build a home? Well you need the right tools and the right people.

Here in Fort McMurray-Wood Buffalo, businesses also need a federal government that supports the energy sector. One that understands how important the energy sector is for the continued economic growth of nearly every other business within our region.

Conservatives are first and foremost committed to ending the attack on our energy sector we have seen over the last eight years, which has had a devastating impact on the local housing market. We need to see values increase and once again see more houses going up and construction costs coming down.

Conservatives have a common-sense plan to reinvigorate the home construction market here in Fort McMurray and right across Alberta. The central idea is to build more homes and not bureaucracy. Our plan will require that cities boost more home completions. Bureaucrats will have to wake up every morning and think about how they can approve as many permits as possible so that people will have a place to live. The focus would be on getting results, not on building more bureaucracy.

Today we know that in communities right across Canada, we built fewer homes in 2022 than in 1972. It’s worth noting that during this period our population doubled. Yet we have the fewest homes per capita than any country in the G7 despite having the most land to build.

One reason for this is because we have the slowest and costliest building permit regime in the developed world. The Conservative vision aims to not only reduce the financial burden on housing construction, but also tackle the systemic barriers that hinder the development of housing projects. This includes removing the gatekeepers who delay the building of homes, as well as all the other red tape and bureaucratic hurdles that delay or hinder housing construction.

The time has come to reinvigorate our economy by supporting the energy sector and getting housing starts moving upward again. It’s time to bring home good-paying jobs, good economic growth, and good housing for everyone in Fort McMurray Wood Buffalo and across Alberta. n

Message from the MLA for Fort McMurray-Wood Buffalo

TANY YAO

Alberta continues to be a powerhouse of progress; as the economic engine of Canada, our government, has been working tirelessly to foster growth and prosperity. Continuous improvement requires ongoing evaluation and effort; as such, in my roles as MLA and Parliamentary Secretary for Small Business and Northern Development and Chairperson of the Northern Alberta Development Council (NADC), I have been mandated by Premier Smith to embark in comprehensive engagement with stakeholders across Northern Alberta, seeking feedback on economic development, tourism, transportation corridor opportunities and challenges.

The resulting input will become the basis of a Northern Development Report, which will inform of future government policies, budgets, and programs. I have had the opportunity thus far to meet with many local leaders,

providing important insight into our regional state of affairs.

I recently attended the Ministry of Health’s Refocusing Engagement, where residents connected with government in efforts to build a stronger health care system; one which is informed by Albertan experiences and front-line health care experts. Ensuring that patients receive the care they need, when and where they need it, is essential.

In maintaining the sustainability and success of industry in the North, safe transportation and economic corridors are integral. Alberta is committed to invest in improving our local infrastructure; engineering is being driven forward for the Highway 686 extension and the La Loche Connector Road to Saskatchewan. Planning, design, and construction is continuing for the twinning of Highway 63 north, along with safety and road improvements for Highway 881.

Infrastructure investments

The recent signing of a Memorandum of Understanding between Fort McKay First Nation (FMFN) and Suncor Energy exemplifies responsible resource development, while honouring Indigenous sovereignty and environmental stewardship.

are crucial; projects like the replacement of École Boréale, the future plans for the 54-acre lot in Parsons Creek, and the Fort McMurray Airport Authority’s 650-acre Aurora Landing project are poised to accelerate growth. These initiatives not only create jobs and support local businesses, but also address critical needs identified by the community. As your MLA, I am listening, ensuring your voice is heard.

The recent signing of a Memorandum of Understanding between Fort McKay First Nation (FMFN) and Suncor Energy exemplifies responsible resource development, while honouring Indigenous sovereignty and environmental stewardship. Suncor’s commitment to net-zero emissions aligns with FMFN’s vision for sustainable economic self-determination, setting a precedent for the future.

Following the success of Alberta is Calling campaigns, our government has introduced the Alberta is Calling attraction bonus to address growing demand for skilled labour. This initiative offers a $5,000 refundable tax credit to out-of-province workers who make Alberta their home. Additionally, the Canada-Alberta Job Grant

empowers employers to upskill their workforce, contributing up to $15,000 per trainee.

Alongside Hon. Brian Jean, my fellow MLA and the Minister of Energy and Minerals, we continue advocating to reduce reliance on a Fly-In-Fly-Out workforce. Our region has a shadow population of nearly 30,500 people; collaborating with industry to find solutions which prioritize local housing, safety, and economic development, which is vital to cultivating a more sustainable and vibrant Wood Buffalo region. With the twinning of Highway 63 North, travel time will be reduced for industry employees, making it more feasible to live in Fort McMurray.

Through the efforts of the Ministry of Red Tape Reduction and Service Alberta, Albertans and businesses have saved more than $2.75 billion since 2019 and over 200,000 pieces of red tape have been cut. We are not slowing down –there are still many changes to be completed, with the aim of stimulating investment, growth, and job creation.

I am proud to call Fort McMurray my home; this region represents the resilience and innovation inherent to Northern Alberta, and I am honoured to play a role in ensuring its sustainability. By fostering partnerships, investing in infrastructure, attracting skilled workers, and reducing regulatory barriers, together we will continue to build a prosperous future for generations to come. n

TANY YAO

Parliamentary Secretary for Small Business and Northern Development Chair, Northern Alberta Development Council (NADC)

MLA for Fort McMurray-Wood Buffalo

T: 780.790.6014

Fortmcmurray.woodbuffalo@assembly.ab.ca Constituency Office: 102, 9912 Franklin Avenue, Fort McMurray, AB T9H 2K4 n

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Message from the Minister of Energy and Minerals of Alberta MLA for Fort McMurray-Lac La Biche

The Honourable

BRIAN JEAN, MLA, K.C.,

ECA

In March of 2022, I wrote a column for a local paper about how my views on community guide my politics.

I think it’s time to tell you how that translates into my role as Minister of Energy and Minerals.

I am and have always been a believer in the power of communities. I am a product of growing up in Fort McMurray and that influences how I think, how I act, and who I am. The world is better when people have attachment to places. Communities are important. If you are grounded somewhere, and you care about that somewhere and the people who live there, you make better choices.

As one of Danielle Smith’s ministers, I want our government working to sustain Alberta communities and particularly the communities that contribute more than their share of Alberta’s economic wealth and prosperity. I routinely remind Alberta’s captains of industry that we all benefit when companies hire Albertans and invest in our communities.

It is very common for me to meet an oil and gas executive in Calgary who tells me about how many years they lived in Fort McMurray earlier on in their career. I always remind these executives that they are part of what might soon be an extinct creature.

Today’s generation of engineers and junior and middle oil and gas managers are no longer living in Fort McMurray for five or seven years.

Instead, they fly over Fort McMurray and land at an aerodrome and stay in a camp for a rotation. Then they go home, wherever that is. They don’t live in Fort McMurray. Their families don’t live here and they don’t directly contribute to our community economically or socially.

This business model evolved over time and I think accidentally. When I talk to senior executives in the oil sands, they often have to think about it before they realize that I have a point.

I am pleased to report that many of these executives have expressed a willingness to work with me to help in community building. Many of them acknowledge this system isn’t as good for our community as folks living in the oil sands region while working in the oil sands. They also see the value in community building in getting support for our industry and growing the next generation of valued employees.

This system evolved over time, so it’s going to take a bit of time to solve it, but I am pleased to report some companies have agreed to work with me to begin the journey that leads to resilient and vibrant communities.

I embrace an economic future that is tied to making people and their communities prosperous and I want to help bring that approach to communities all over Alberta, starting with northeastern Alberta. n

Message from the Mayor of the Regional Municipality of Fort McMurray

SANDY BOWMAN

As we continue through 2024, I would like to thank the Fort McMurray Construction Association (FMCA) and its members for their dependable contribution to the region’s economic stability and social prosperity. Whether it’s a long-standing business or a company that’s emerged more recently, they all play a key role in the region’s success.

The past year saw reason for optimism in our overall economic outlook, although some challenges certainly still remain. There is no doubt, however, that many working in industry and business have expressed to me that they are seeing some positive steps in the right direction, following the ups and downs we’ve experienced over the last decade.

Something that is also clear is that while we face many of the same issues as in other parts of Alberta and in communities across Canada, we are blessed to have significant advantages as a region. We are fortunate to remain at the centre of one of Canada’s key economic drivers – the oil sands and the energy sector – supported by a talented and diverse construction, development, and local business community.

The approved 2024 budget saw council make a strong investment leading to a significant increase to the capital budget over recent years. There are a number of projects, initiatives, and programs underway, or getting started, that will

help the local economy, businesses, and job creators in various ways.

Flood mitigation, rural water sewer servicing, the Northside twin arenas, and the downtown revitalization incentives program are just a few of the good examples that underscore this commitment, as well as regular maintenance, neighbourhood improvement, and community development projects at the municipality and by our partners.

Budget 2024 also enables us to sustain among the lowest – if not the lowest – municipal tax rates in Alberta, as we work to refine and then implement the important recommendations of the business community-led Pro-Business Advisory Committee. I am hopeful that by this time next year we will have made serious strides in this area, while continuing to reduce red tape and enable the municipality to be a better place to do business.

As we continue to collaborate, I would also like to congratulate the FMCA on another edition of Building Fort McMurray magazine. On behalf of council and the entire municipality, we thank FMCA leadership members and staff for your dedication, commitment, and can-do attitude. Here’s to a safe, productive, and prospective construction season in the days, weeks, and months ahead. n

Building on our collective advocacy: The CCA advancing need for foundational infrastructure and workforce capacity

By Mary Van Buren, president, Canadian Construction Association

Representing 18,000+ 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 collective success is working with valued partner associations like the Fort McMurray Construction Association. Together, we are driving impactful change on key issues, benefitting not just our industry, but Albertans and all Canadians.

2023 marked a pivotal moment for CCA and the Canadian construction industry – a year where we demonstrated our unwavering commitment to building a stronger Canada though partnership, planning, and consultation.

A STRONG FOUNDATION FOR A STRONGER CANADA

With many Canadians distressed about the housing crisis, high cost of living, and economic uncertainty impacting their daily lives, the CCA launched an industry call to action urging the federal government to partner with the construction

industry on building a strong foundation for a stronger Canada. Hundreds of letters were sent to local MPs reminding them of the urgency to partner with the Canadian construction industry on a comprehensive infrastructure plan, workforce development and procurement modernization.

This campaign was bolstered by our annual Hill Day event on November 7, where close to 100 industry experts met 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. Over 70 meetings were held throughout the day, followed by a reception that evening where the CCA, our members, and partner association leaders were joined by several parliamentarians, including the Minister of Employment, Workforce Development and Official Languages, Randy Boissonnault, to discuss the industry’s critical needs.

Looking to 2024, the CCA will be increasing our advocacy efforts

to ensure that infrastructure is not an afterthought, rather the foundation of a stronger Canada. Collaborating with our partner associations from across Canada will continue to be a cornerstone of how we operate, maximizing our collective expertise, reach, and connections to benefit the industry.

ADVANCING A CANADIAN TRADE INFRASTRUCTURE PLAN

A core focus of our 2023 advocacy efforts involved the launch of the Canada Trade Infrastructure Plan (CTIP). Working with several industry partners, we are gaining traction in our pursuit of more investment in trade-enabling infrastructure across the country. Canada’s declining reputation as a global trade partner was a top concern at a meeting of premiers and territorial leaders last July, where the Council of the Federation unanimously endorsed CTIP’s proposals and requested a First Minister’s meeting with the federal government to discuss the need for a strategic trade corridor infrastructure program. Alberta is a leading exporter and essential

trade gateway and stands to benefit from this strategy.

WORKFORCE REMAINS AN URGENT PRIORITY

We have laid a strong foundation with the federal government to rebuild Canada’s construction workforce through immigration programs and investing in the promotion of skilled trades. The Department of Immigration, Refugees and Citizenship initiated 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 now included in the list of nearly 83 jobs.

The urgent need for skilled trade workers received nationwide attention through our partnership on the Canadian Apprenticeship Service (CAS). Within the first six months of the CAS program,

millions in funds have been dispersed to eligible employers and 47 per cent of the apprentices self-identified as being from an equity-deserving group.

FAIR PROCUREMENT

We’ve moved the needle on improvements to procurement and project delivery by expanding our outreach to public owners and promoting the use of CCDC documents. The 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.

CCA’s Best Practices Services is delivering new resources – some of which are being developed through the work of our National Advisory Councils. We recently produced a two-part webinar series to guide our members on the implementation of the Federal Prompt Payment for Construction Work Act. You can also watch one

of our past Read Your Construction Contract webinars or enroll in an upcoming CCDC Seminar in April or May to help guide you on the use and application of some of the new or soon-to-be released CCDC documents. We are also making contract management simpler and more transparent with our soon-to-be-launched contract management platform, SignaSur.

STAY IN TOUCH!

You can count on the CCA to be a collaborative partner to the Fort McMurray 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 the CCA’s newsletter at bit. ly/ccasubscribe, by following @ConstructionCAN on Twitter, or by looking up the Canadian Construction Association on LinkedIn. n

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An update from the

ALBERTA CONSTRUCTION ASSOCIATION

By Warren Singh, executive director of the ACA

I am pleased to be writing you as the new executive director of the Alberta Construction Association (ACA). The association has over 60 years as a collective voice for the industry in the province, and I am honoured to have the opportunity to support its legacy and the industry’s continued growth.

For over 15 years, I have worked within public policy development and advocacy for organizations across all levels of government. At the Edmonton Chamber of Commerce, I led the advocacy and outreach team that brought forward opportunities for the Edmonton business community

to have their voices heard by decisionmakers. My work at NAIT supported its priorities to grow and develop as a premier polytechnic institution.

My career path has also included experiences within the Alberta government both at the political and bureaucratic levels – serving as chief of staff to ministers and managerial roles in the department. Most recently, I have worked as an executive director in advanced education, and energy and minerals in operations, strategic, and policy development roles.

In each of my roles, I have been fortunate to work on a number of interesting initiatives that I am very proud of. Some have come with challenges and obstacles to overcome, and others have been tremendous opportunities for the organizations. Whether they were legislative amendments or funding, and regardless of the result, they have allowed for continual learning.

I intend to use this experience to support the ACA and its members in achieving your key goals. It means serving the board to achieve its vision, providing quality programs, and developing effective advocacy positions. This also means working with the local associations to present a strong, united voice that promotes positive change and also continuing the legacy that has been built for decades, while furthering the industry for years to come.

As I transition into the role, I hope to hear from you on where you see the construction industry heading and support you in finding ways to expand our collective reach. I look forward to working with you in serving both the industry and the province. n

FMCA exists to advance the construction industry, through effective representation and service to our member firms. We are a member-driven organization – founded on the principles of integrity, leadership, quality, and value – and dedicated to excellence and innovation.

Our goal at the FMCA is to provide member value with a strong focus on our Four Pillars, which are: Procurement, Collaboration, Networking, and Education. FMCA staff and the Board of Directors work hard to ensure that members and all stakeholders are engaged to advance our industry.

At the FMCA we are builders. As builders of infrastructure, our members create the buildings, roads, sewers and landscapes that grow our community. We are builders of people as we provide educational and training opportunities to our membership. We are builders of relationships, between our members through social and networking events, in the community as we build, and as advocates for our industry in government and business circles. Finally, we are builders of procurement opportunity, as we provide unparalleled access to comprehensive tender information, both public and private.

Our members fall into six classifications: Total Access, Full, Corporate, Associate, HomePros & Industry and Industry Support. These six classifications ensure that we are capturing the construction industry with Wood Buffalo in its broadest sense. Join

Gold Seal Certification –Become a Gold Seal Employer

The Canadian Construction Association’s (CCA) Gold Seal Certification Program can help your company attract, grow, and retain top talent

By Chanel Roberts, Manager, Education and Gold Seal Certification Program, Canadian Construction Association

With over 11,500 Gold Seal Certified (GSC) professionals across Canada, the Canadian Construction Association’s (CCA) Gold Seal Certification Program is the industry’s nationally recognized certification for construction management professionals. Through professional development and continued mentorship, this professional certification program is focused on helping individuals achieve excellence through education, training, and skills development.

By becoming a Gold Seal Employer, businesses can distinguish themselves as a company that values and supports the industry’s high standards of excellence.

BECOME A GOLD SEAL EMPLOYER

Employers who support their employees’ professional development are seen as industry leaders. Not only do they profit from the integrity and prestige of their Gold Seal Certified employees, they also get to highlight their commitment to excellence in construction management. One of the benefits of certification is that it can be easily incorporated into an organization’s human resource strategy.

Certified individuals maintain higher levels of responsibility, accountability, and subject matter

expertise gained through both education and experience. Employers can showcase their appreciation and support of professional development through recruitment by asking for certification in job requirements.

Professionals with Gold Seal Certification meet marketplace demands, stand out from the competition, and are profitable employees. Obtaining this certification provides individuals with the knowledge, skills, and experience needed to become the strong foundation of a thriving company.

“Shunda takes great pride in being recognized as a Gold Seal Employer within the Canadian Construction Association,” says Thomas Sypkes, P.GSC, project manager at Shunda Consulting & Construction Management in Alberta. “This achievement reflects our steady commitment to fostering a workplace culture that values safety, innovation, and the professional development of our team members.

This acknowledgment from the Canadian Construction Association reinforces our dedication and commitment to excellence in all facets of our operations.”

The Gold Seal Certification Program now recognizes

35 Gold Seal Employers across Canada! To learn more about becoming a Gold Seal Employer, contact the Gold Seal team at goldseal@cca-acc.com.

SHOWCASE INNOVATION WITH A GOLD SEAL PROJECT

Along with industry recognition for supporting continuous professional development, becoming a Gold Seal Employer provides an opportunity to have one of your projects recognized as a Gold Seal Project. This recognition provides increased promotion and exposure for your organization’s featured projects.

Recognizing a project within an organization as a certified Gold Seal Project is also a great way to encourage eligible job site staff to become certified

and gain visibility for an employer’s commitment to professional development.

Gold Seal Projects promote the value of Gold Seal Certified professionals on a project site and educate those who are not yet certified about the value of certification. A Gold Seal Project demonstrates a company’s ability to manage and undertake challenging construction projects and showcases its professionalism and expertise in the construction industry.

To learn more about Gold Seal Certification, visit cca-acc.com/gold-seal/.

To learn more about Gold Seal Projects, visit cca-acc.com/gold-seal/gold-seal-projects/. n

LIKE GOLF BUT IT DOESN’T RETURN THE LOVE ON THE SCORECARD?

FMCA’s Whack F**k Networking Golf Tournament is returning this fall!

Join us for another 9 holes of hilariously awful golf at the Fort McMurray Golf Club and earn prizes for the countless ways to botch the game. Network and laugh with others that are within your level of golf skills and enjoy a delicious dinner during the awards and prizes ceremony.

Date: September 6, 2024

Location: Fort McMurray Golf Club

Golfer Check-in & Networking: 12:15 pm

Shot-gun Start: 1:00 om

BBQ Dinner and prize presentation to follow

Sponsorship’s are available now at fmca.net under the events tab!

RMWB goes back to the future

Planning for the district’s future meant dodging fires, floods, and feds

By Ernest Granson

In 1785, the famous Scottish poet, Robert Burns destroyed a mouse’s nest while ploughing his field sending him off into a fit of navel gazing. On the upside, he did wind up composing his well- known poem “To A Mouse” in which he wrote one of the most famous lines in literature: “The best-laid

schemes of mice and men gang aft agley, go oft awry.”

You could, perhaps, say that about the Regional Municipality of Wood Buffalo’s (RMWB) first versions of its Municipal Development Plan (MDP) and the Downtown Area Redevelopment Plan (ARP), released in 2011 and 2012

respectively. Those plans went “awry” following unexpected calamities like the 2014 economic downturn, the 2016 wildfire, the 2020 pandemic, the 2013 and 2020 floods, not to mention federal government obstacles. What seemed like an accelerated path to economic expansion in 2011/2012, became an uphill slog.

Covering a geographical area of more than 60,000 square kilometres, the RMWB is one of the largest municipalities in North America. All photos courtesy of the RMWB.

But those hurdles are now past, and so the RMWB has released a new version of each of those two plans; revised plans that take into account setbacks but still envision future growth and development of the municipality over the next 20 years.

MUNICIPAL DEVELOPMENT PLAN – A DECADE OF UNFORESEEN SNAGS

Covering a geographical area of more than 60,000 square kilometres, the RMWB is one of the largest municipalities in North

America. Its jurisdiction includes nine rural hamlets, numerous Indigenous reserves, as well as the City of Fort McMurray, which is technically speaking, an urban service area. With a timeframe spanning 20 years, the original MDP forecasted a doubling of the area’s population, which at that time, according to Alberta Municipal Affairs, sat at 64,773 with a shadow or temporary population of 34,490. Following the most recent census reported by the RMWB in 2021, the population had increased to 75,555 with a shadow population of

30,504, a decrease of 17 per cent from the 2018 census.

For Keith Plowman, president of the Fort McMurray Construction Association (FMCA), those population numbers are critical, especially the percentage of permanent population, when it comes to construction activity because it’s population growth that drives construction demand.

“There were projections that the population of Fort McMurray would reach 250,000 during the timeframe of that MDP,” Plowman says. “I suppose, in hindsight that seems an extreme overestimation, but it didn’t at the time, based on how the economy was performing. With the infrastructure that now exists, we could probably make it to a population of 80,000, 90,000, or 100,000. So, we’re not going to be building entire new subdivisions for the foreseeable future like Edmonton or Calgary.”

What is important to note about the MDP is that it is a high-level policy document under Section 632 of the province’s Municipal Government Act and acts as a general

The RMWB has the highest average household income in Canada – $220,000 – coupled with an average household age of 35 years.

guideline. Other lower-level plans, such as area structure and area redevelopment plans, provide more specific planning steps. As Amanda Haitas, acting director of the planning and development division for the RMWB, points out, an MDP presents the vision upon which further policies are formed. Those policies eventually lead to concrete action.

“For instance, a recent retail analysis was conducted which determined there are significant retail opportunities in the region resulting in retail and commercial leakage to other regions,” says Haitas. “This demand is driven largely because we have the highest average household income in Canada – $220,000 – coupled with an average household age of 35 years and somewhat limited shopping choices.”

For Plowman, whether or not the vision of the MDP can be achieved, hinges a great deal upon what has become an aggravating factor in the region – the decisions of the Canadian federal government.

“I don’t want to be a doom and gloom kind of guy, but until we see a more positive attitude from the federal government to instill confidence in the oil sands industry. I think developers will be very hesitant to move ahead with new developments,” he says. “That uncertainty erodes confidence for investors and potential developers. They are not going to come in and say, ‘Okay, we’re going to develop 90 or 100 acres of land and build housing’, because they don’t know

if they’re going to be able to sell those lots.”

THE FORT MCMURRAY DOWNTOWN AREA REDEVELOPMENT PLAN –BACK ON TRACK

Like the original municipal development plan, the 2012 ARP has also undergone revision to adjust for the adverse

3

3

circumstances befalling Fort McMurray’s downtown area this past decade.

“The downtown has mainly recovered from the wildfire and the floods in terms of rebuild,” says Haitas. “And the population has since come back to pre-fire numbers. With the community now stabilized, the 2023 ARP

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is encouraging growth and development where it makes sense. But the plan and its policies cannot be a barrier to private sector interest and investment. It has to be flexible to allow future growth and capacity, and to promote overall improvement downtown.”

To some extent, that flexibility has already been experienced,

according to Plowman. He points out one specific action point in the 2023 ARP (2.1) which recommends expedited development approvals for downtown, reduction of municipal fees, or fast-tracking priority applications.

“I know that the downtown revitalization incentive program, with which Amanda has been

“I know that the downtown revitalization incentive program, with which Amanda has been involved, has been very successful in persuading business owners to retrofit or upgrade buildings downtown, helping with the permits and kicking in with some grants.”

involved, has been very successful in persuading business owners to retrofit or upgrade buildings downtown, helping with the permits and kicking in with some grants,” says Plowman. “The owners have taken advantage of that and it has helped the construction industry.”

Those steps are in parallel with many of the recommendations within the ARP. For example, a questionnaire carried out in 2019 has led the ARP to recommend that the look, feel, and character of downtown buildings on main streets be updated, as well as to identify strategies to address vacant buildings and storefronts. Plowman says that

Like the original municipal development plan, the 2012 ARP has also undergone revision to adjust for the adverse circumstances befalling Fort McMurray’s downtown area this past decade.

type of recommendation is very useful because some retailers and developers are reluctant to commit to commercial spaces that are old.

“If the municipality is trying to attract construction in the downtown core, it’s most likely going to be retrofitting, constructing infills, or knocking down old buildings and rebuilding in those same areas,” he says. “There’s a lot of potential for that because so much of the infrastructure has aged.”

It should be noted that while that decade between the release of the first ARP saw a slowdown of virtually everything in Fort McMurray, there were several significant infrastructure projects that were built, as Haitas points out. For example, the Parsons Creek – Highway 63 interchange was completed in 2016, resolving a major transportation bottleneck; the new $258 million regional airport was built; and the new downtown continuing care facility named Willow Square opened in 2021 – a $102 million project. In addition, several substantial pieces of property that were expropriated in 2013-2015 to build a downtown arena, hotel and parkade as recommended in the 2012 CCARP, have been converted into a major recreational park (Kiyām Community Park).

For Haitas, both the revised MDP and ARP have been fine-tuned to adapt to a more normalized region. They also reflect how substantially the narrative has changed for the RMWB.

“We are balanced in terms of population growth and age cohorts,” she says. “For example, we did not see high school kids working in the retail or fastfood environment because the population was tilted towards working adults. That has changed.

We now have families who are raising kids that are working in the community. That perception of RMWB being a community of work camps is no longer valid. Just as importantly, the community has proven its resiliency by persevering through the last difficult decade.” n

• Fabrication of stainless steel and epoxy coated reinforcing steel

• Installation of concrete tensioning systems

• Supply and installation of wire mesh and concrete accessories

• Auto-cad produced detailed placing drawings

• Experienced placing supervision and labour

• Anchor bolt assemblies

• Welded spiral cages

M C A M e m b e r

Help us spread the word about the benefits of becoming a member with us, and receive a little thank you in return!

When you recruit a new member, you ensure that the organization continues to grow and continues to support the construction industry in the Regional Municipality of Wood Buffalo for years to come. Here are the top 3 reasons to refer a new member:

Create a stronger community of peers to collaborate and network with. 1

Help your friends and colleagues by introducing them to the benefits of an FMCA membership. 2.

Reduce your 2024 membership dues for each newly referred member. 3.

As a thank you, for every newly referred member that purchases a: Industry Support Membership, you’ll receive $25 off your annual dues; Homepros Membership, you’ll receive $35 off your annual dues; Associate Membership, you’ll receive $50 off your annual dues; Corporate Membership, you’ll receive $100 off your annual dues; Full Membership, you’ll receive $125 off your annual dues.

Total Access Membership, you’ll receive $175 off your annual dues.

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WHICH FMCA MEMBERSHIP SUITS YOUR BUSINESS BEST?

PROVINCIAL PROMPT PAYMENT LEGISLATION: A year in review

By Lisa Kopochinski

Since its implementation in 2022, the Prompt Payment and Construction Lien Act (PPCLA) has been a great help in ensuring contractors get paid on time.

Developed within the construction industry in response to chronic problems—due to increasing delays in payment for work properly performed and invoiced— the Act has substantially helped contractors get paid on time. That is, within 28 days from the provision of a proper invoice.

Prior to this Act, there have been on-going problems within the construction industry with some general contractors, trades, and suppliers often having to wait two or three months to get paid—well past expiry current lien rights.

“The PPCLA has been doing what it was created to do – ensuring contractors get paid on time,” says Nicky Gocuan, press secretary for the Minister of Service Alberta and Red Tape Reduction.

“We have seen a substantial

decrease in the average number of liens filed at Land Titles. Prior to implementation, more than 5,000 liens were filed annually on average. Today, that number is approximately 2,000 per year.”

Gocuan says the Government of Alberta appointed a nominating authority to assign adjudicators for construction disputes in spring 2023, and this authority has continued to follow through on government’s commitment to review and make adjustments.

According to the PPCLA, the mandated timelines for payment are 28 days from the provision of the proper invoice, as defined in the legislation.

“We consulted with industry to create an exemption for megaprojects where appropriate, and consulted with industry to assess how implementation is proceeding.”

Alberta Construction Association (ACA) Chair Jason Portas says the statutory payment timelines with a statutory adjudication process along the entire supply chain are strong features of the legislation.

“The training and information provided by construction associations helped the industry understand the new features,” says Portas. “Alberta contractors and suppliers have a much greater awareness of the legislative regime which can only help improve compliance.”

MANDATED TIMELINES

According to the PPCLA, the mandated timelines for payment are 28 days from the provision of the proper invoice, as defined in the legislation.

“Prior to the PPCLA, the industry average to receive payment was more than 75 days,” says Gocuan. “While industry compliance with the new timelines is not universal, it continues to grow. We are hearing anecdotally that the average payment delay has come down in some sectors—especially residential—but we don’t have hard data yet. To date, the PPCLA has helped to keep the money flowing so contractors get paid on time and

“The PPCLA has been doing what it was created to do –ensuring contractors get paid on time.”

—Nicky Gocuan

provides an adjudication process to settle payment disputes quickly.”

Tom Brookes is a partner at the Calgary office of Gowling WLG, a global, sector-focused law firm with offices across Canada, and 20 cities across nine countries and three continents. He says the benefits of this legislation have accrued slowly throughout 2023.

“The legislation is not yet employed uniformly. Not all parties are aware of—or comply with—their rights and their obligations, leading to unreliable payment timeframes and inconsistent use of the legislation,” says Brookes.

He adds that projects predating the

Delivering specialist advice and services since 1957

implementation of the legislation in 2022 have not yet had to comply with the legislation.

“On new projects, we have seen contracts that do not comply with the new legislation, or sometimes, explicitly attempt to ‘wind the clock back’ on the legislation,” says Brookes. “The culture shift will take more time.”

To date, Brookes’ team has assisted with several adjudications that have helped contractors and subcontractors obtain payment quickly and cost-effectively compared to using a court process.

“Since liens must be proven and enforced through the court alone,

Construction materials engineering and testing

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“The legislation is not yet employed uniformly.”

—Tom Brookes

adjudication presents a very attractive alternative. As the use of adjudication increases, we expect that it will continue to increase the speed and cost-effectiveness of dispute resolution.”

When it comes to areas of the legislation that could be improved, Portas says the statutory payment timelines with a statutory adjudication process along the entire supply chain are strong features of the legislation.

ROOM FOR IMPROVEMENT

Brookes says parties whose work remains unpaid for months may believe that the legislation ought to have more teeth.

“While awards of costs and interest remain as low as they presently are, some parties may still unnecessarily hold off on their payment obligations for the sake of their own cash flow,” he says. “Sharper legislative teeth may make such nonpayment strategies less viable.”

He adds that from a drafting viewpoint, the legislation needs more clarity.

“For example, it assumes the proper invoice must be issued by the contractor to the owner every 31 days, without saying what happens on projects with seasonal breaks or projects that do not follow the usual owner-contractorsubcontractor model.”

Another example, Brookes notes, is that the legislation now applies to consultants such as architects or engineers but does not clarify if it applies to pre-construction work that is not the subject of a builders’ lien. Additionally, it also does not clarify if it applies to other types of consultants like geoscientists, ecologists, quantity surveyors, or financial consultants.

“Lastly, the legislation is unclear about whether a party can still enforce an adjudication award if the other party appeals for judicial review of the adjudication,” Brookes adds. “These examples—among others—ought to be clarified by the legislation, not left to the courts to decide.”

Portas says there are insufficient remedies in situations where

the payer refuses to follow the legislation, which puts the contractor or subcontractor in a challenging position as they may wish to preserve business relationships rather than initiating a notice to begin the adjudication process. He says that the ACA is asking the government to create a working group to explore how this might be improved.

Gocuan says his office has heard from the industry that the adoption of Prompt Payment is not universal, and that more attention is required on educating industry members on legislative and regulatory requirements.

“We are consulting with industry on potentially extending prompt payment legislation to government projects, as well as minor amendments to enhance implementation and mitigate unintended consequences,” says Gocuan. “We are committed to maintaining an open dialogue with industry representatives and are keeping them informed on our progress.” n

“Alberta contractors and suppliers have a much greater awareness of the legislative regime which can only help improve compliance.”

—Jason Portas

safety resources

Construction is a high hazard industry that comprises a wide range of activities involving construction, alteration, and/or repair.

Construction workers engage in many activities that may expose them to serious hazards, such as falling from rooftops, unguarded machinery, being struck by heavy construction equipment, electrocutions, silica dust, and asbestos.

The FMCA has created and developed hundreds of resources that your safety team can use to make their messages more engaging and effective. We have created a large amount of downloadable and printable safety posters to be distributed throughout the office and worksite.

NEED SAFETY TOPICS FOR TOOLBOX TALKS & SAFETY MEETINGS?

In addition, we have curated and completed Toolbox Talks on various topics, that are also available for download and printing for your next safety meeting. We have included a section for notetaking and discussion points for a more interactive safety meeting with your crew.

Here is a small sample of topics we’ve covered:

Mental Health

Electrical Safety

Pinch Points

Fatigue

Ladder Safety And more!

need ONLINE TRAINING?

The FMCA has plenty of online courses to choose from!

Our online training courses are designed to help you stay current with the latest training standards and government regulations. With a variety of topics available, we have a course that's perfect for your needs.

Our library consists of over 1200 on-demand courses and more than 50 regularly scheduled courses that employees and owners can access.

Guardians of safety

The Wood Buffalo Regional Safety Committee is fostering a culture of safety through community initiatives and advocacy

By Shayna Wiwierski

In the heart of Wood Buffalo, where the rugged landscape meets the bustling industry of mining, oil, and gas, there exists a force working tirelessly to ensure that safety remains at the forefront of every endeavour.

The Wood Buffalo Regional Safety Committee (WBRSC) is a dedicated group of individuals who have made it their mission to promote safety awareness and prevent incidents through community initiatives and advocacy. The committee consists of safety-focused members that work hard to make a difference in the community through work and volunteerism, while raising awareness and respecting workplace health and safety.

The committee is an extension of the Alberta Construction Safety Association (ACSA), who also has eight of these regional committees throughout the province.

“We are a volunteer committee for them,” says Tracy Mullaly, chair of the WBRSC, as well as the health and safety manager for AirCon Technologies of Fort McMurray Ltd. “We create community initiatives that bring awareness to safety overall and that brings awareness to the ACSA and what they do.”

Mullaly has been chair of the committee for five years and she says they have around 25 regular attendees who meet every other month, as well as over 100 people on their mailing list. Attendees are made up of people in the trades, typically in a safety, operation, or manager-type role.

The committee puts on events that bring awareness through certain safety initiatives. One of their flagship events is the Day of Mourning, an internationally recognized day commemorating those who have been lost their lives

Left: The Wood Buffalo Regional Safety Committee (WBRSC) is a dedicated group of individuals who have made it their mission to promote safety awareness and prevent incidents through community initiatives and advocacy. Right: The WBRSC is an extension of the Alberta Construction Safety Association (ACSA).

or been injured due to workplace injuries or illness.

They also coordinate the local Steps for Life event, which is part of Threads for Life, raising money for families of victims who have been affected by workplace tragedies. This past year the event raised $28,000 and had over 200 people on the walk.

“The flagship event for our committee would be the Steps for Life and the Day of Mourning. For the various events and initiatives, we partner with other organizations within the community,” says Ben Wilson, communications and events coordinator for the committee.

“We also have Family Safety Day, which is a partnership with Safe Community Wood Buffalo, which is one of our annual events. We participate through Safety and Health Week, which is in the month of May and that is a national week

of events. Basically, any way that we can participate in creating awareness for safety, we will participate in.”

Wilson has been a member of the committee for the past 10 years and has been on the executive board for the last six. He adds that he has seen participation in events increase over the last few years, a large part of which was due to cooperation with other organizations in the community, especially the Fort McMurray Construction Association, Safe Community Wood Buffalo, and Energy Safety Canada.

The WBRSC convenes regular meetings to raise industry awareness and foster proactive dialogue. Mullaly explains that they host guest speakers relevant to the industry and facilitates discussions on critical incidents. Through these exchanges, they extract lessons to prevent reoccurrence of similar issues with their respective organizations.

Membership in the committee offers more than just access to events. With a diverse membership comprised of professionals from related industries, there are lots

of networking opportunities available. Furthermore, the committee collaborates with similar organizations, such as the Fort McMurray Construction Association, Energy Safety Canada, WCB Alberta, and Safe Communities Wood Buffalo, providing members with opportunities to engage, inquire, and exchange knowledge, enriching their professional networks even further.

“If you are working with heavy equipment, you might not know about the hazards that a pipe fitter or welder are a part of, so hearing those other companies talk about what they do paints a bigger picture of what transpires and what goes on in the community in terms of going to work,” says Tonicha Verge, vice-chair of the WBRSC and a health and safety advisor for Suncor Energy.

Verge also highlights the committee’s philanthropic endeavours, emphasizing their contributions to various organizations, including food banks and the Canadian Mental Health Association. Additionally, she mentions their thoughtful gesture of distributing Halloween

goodie bags for children with Safe Communities Wood Buffalo, complete with glow sticks for enhanced visibility during trickor-treating. Their commitment to community welfare is evident in these initiatives, reflecting their dedication to making a positive impact.

The WBRSC is a huge advocate for safety in the community and in the trades, and the importance of the committee cannot be overstated. Beyond their role as advocates for safety, they serve as a testament to the power of community-driven initiatives and the enduring spirit of those who strive to make the world a safer place, one step at a time.

“How can we prevent another person from being on one of the posters [of those killed during a workplace injury]? It reminds us that we are all here for a reason and safety is vital to what we do day to day,” says Verge. “This is a working community. The oil and gas sector is major here and a lot of people work in the oil sands. One of the things we can do to help people recognize how dangerous these jobs can be. We want people to go home safe every day.” n

The WBRSC convenes regular meetings to raise industry awareness and foster proactive dialogue.

The WBRSC coordinates the local Steps for Life event, which is part of Threads for Life, raising money for families of victims who have been affected by workplace tragedies.

Incomplete plans and specifications

Whose problem are they really?

By Katrina Patterson, P.Eng., M.Eng., MBA, Senior Consultant at Revay and Associates Limited

Incomplete plans and specifications, which in this article, include errors and omissions, as well as ambiguous plans and specifications, place a huge burden on construction projects. They are a major–if not the major–cause of disputes as they may result in changes, delays and disruption, lost productivity, increased costs, as well as animosity between the parties.

This is not a new problem. One can argue that incomplete plans and specifications are now even more disruptive given the current market conditions. Supply chain disruptions and availability of workers are major issues that contractors are already dealing with. The late discovery of errors and omissions, and their late resolution, therefore place additional pressures on construction projects.

Wouldn’t now be the time for the different parties within the construction industry to reflect on the role that they play in contributing, either directly or inadvertently, to this problem, and on what opportunities they each have to help alleviate the situation? In this article, which primarily pertains to traditional DesignBid-Build projects, solutions are proposed to: (1) improve the quality

of plans and specifications; and (2) find more collaborative ways of dealing with incomplete plans and specifications.

While not novel nor earth shattering, these solutions reflect best practices in the industry. For these solutions to be effective, they need to be embraced by all parties, parties who recognize that there is a problem in the first place and who have the desire to make a change.

1) IMPROVE THE QUALITY OF PLANS AND SPECIFICATIONS

Improving the quality of plans and specifications is not a burden that should be borne solely by the design professionals. In fact, the problem seldom stems from design professionals alone; it may in part result from the underinvestment of funds, both in terms of cost and time, at the early stages of the project.

First, regarding the cost component, certain owners may invest less in the design effort to maximize investment in the construction. Diverting more funds to the design can go a long way in ensuring less changes and cost overruns during construction. Owners may need to adopt a longer-term perspective, to view

design as of capital importance, and not simply as an expense. This would mean hiring design professionals not on a lowest fee basis, as is often the case on public projects, but rather based on their competence and on the quality of their proposed design. This would also mean remunerating design professionals with a fair fee for their design services, including design coordination and changes. By ‘nickel-and-diming’ the upfront design work, are owners not merely encouraging design professionals to do the strict minimum? And, for their part, couldn’t design professionals refuse to take on unrealistic, low-fee mandates?

Second, regarding the time component, owners may squeeze the timing of both the design and the construction phases, thereby fast-tracking projects, but often, this ends up being detrimental to the project schedule. Indeed, political or economic factors can, at times, force decision makers to break ground before the design is completed without necessarily recognizing the full impact of doing so. However, it is important to allocate sufficient time in the beginning of the project to allow for the design to be completed, or at least as advanced as possible, before the start of construction.

For example, as best practice, the owner should:

• Include and monitor a detailed design schedule in its contract with the design professionals;

• Ensure that the design professionals have sufficient time to develop and perform design coordination with the different design disciplines;

• Take the time to have the design reviewed by key members of the owner’s team, including their operation and maintenance personnel;

• Be mindful of the impact of changes requested during the design phase and give design professionals the tools (time and money) to deal with these changes;

• Ensure that a constructability review is performed before the design is completed.

Design professionals are members of professional orders which require them to act with competence, integrity, and diligence. Design professionals are governed by a standard of care, albeit not a standard of perfection. They should also be mindful of the consequences, that is the delays, disruptions, and cost overruns that their incomplete plans and specifications may have on construction.

2) FIND MORE COLLABORATIVE WAYS OF DEALING WITH INCOMPLETE PLANS AND SPECIFICATIONS

Beyond addressing incomplete plans and specifications at

the source, there is also an opportunity to better deal with this problem during the tender phase or during construction. It involves communicationhonest, professional, reasonable communication from all parties involved. Could the parties work together to quickly find solutions through early notification of problems, fair assessment of impact, and cooperation?

During the bidding phase, if the contractor discovers errors, omissions, or inconsistencies in the plans or specifications, it should inform the owner through requests for clarification. This permits the design professionals to remedy the error early on and allows the contractor to bid the job more accurately and fairly.

During the construction phase, best practices suggest that the contractor should:

• Prepare early coordination drawings to identify potential issues as soon as possible;

• Inform the owner and/or design professionals of errors, omissions, or inconsistencies in the plans and specifications as soon as they are discovered, typically through the RFI process;

• Inform the owner of the impact of such errors, omissions, or inconsistencies on the project budget and schedule, as soon as possible;

• Properly track the additional costs incurred due to incomplete plans and specifications.

It is important that the owner and design professionals be notified

of the impact that incomplete plans and specifications may have on the project so that they can make informed decisions and take timely action. The contractor’s assessment should include the impact of the incomplete plans and specifications in the contemporaneous schedule revision (e.g., time impact analysis), accompanied by a schedule narrative explaining the impact. Estimating the impact prospectively is often difficult and the actual impact may be different, particularly in the case of multiple changes where there may be an unforeseeable cumulative impact. Nonetheless, the contractor should provide the owner with its best contemporaneous assessment of the impact.

The contractor’s assessment must be fair and reasonable, and for their part, the design professionals must take accountability for design issues when due.

CONCLUSION

Successful projects require the collaboration of all parties, working towards a common goal. In an ideal world, the parties should be able to rely on each other and have reasonable expectations of one another. An owner should be able to count on the fact that the design meets a certain standard of care. A contractor bidding on a project should be able to count on the fact that the design it receives is indeed constructible. Above all, the parties owe one another a duty of good faith and the duty to communicate and collaborate for the good of the project. n

ACA DOCUMENTS

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CCA DOCUMENTS

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CCDC DOCS

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Municipal framework to build equity and inclusion into municipality daily operations

By Lisa Kopochinski

In 2006, the Regional Municipality of Wood Buffalo was one of the first municipalities in Alberta to show commitment to inclusion by becoming a signatory of United Nations Educational, Scientific and Cultural Organization’s Coalition of Inclusive Municipalities (CIM).

To advance the UNESCO commitments for Inclusive Municipalities, the 2017-2022 Diversity & Inclusion (D&I) Community Plan was developed as a guide for equity and inclusion work for the municipality and the community.

“People experience the world around them differently based on who they are,” explains Krystell O’Hara, Equity and Inclusion (E&I)

program manager for the Regional Municipality of Wood Buffalo (RMWB). “Indigenous people, racialized people, women, seniors, youth, people experiencing homelessness, people with disabilities, 2SLGBTQ+ people, religious and language minorities experience different degrees and types of barriers to achieve equal participation in the social and economic fabric of the region.”

The Diversity and Inclusion Community Plan identified systemic barriers experienced by the different demographics, such as lack of accessibility and experiences of discrimination, to establish solutions for the municipality to work in

collaboration with the social profit sector, other levels of government, and business to address the findings.

O’Hara says the first diversity plan was created in 2012 and when it culminated in 2015, “the Regional Advisory Committee on Inclusion, Diversity, and Equality (RACIDE) worked with municipal staff, social profit agencies, businesses, and residents to conduct research and analysis, public engagement, and consultation to develop its successor.”

After joining the CIM, the municipality established the Regional Advisory Committee on Inclusion, Diversity, and Equality (RACIDE) and, in 2021,

Left: The framework goal is to improve fairness for residents’ social and economic participation, tackle systemic barriers, and promote human rights. Photo courtesy of the Rural Municipality of Wood Buffalo. Right: People experience the world around them differently based on who they are. Photo courtesy of the Rural Municipality of Wood Buffalo.

the Equity and Inclusion Office and interdepartmental committee to advise and support the municipality’s work on equity and inclusion.

When last updated in 2017, the plan set out the next set of priorities and possible ways to achieve them.

CURRENT UPDATE

With the current update, O’Hara says it not only builds on its predecessor, but also on the municipality’s 2021 Equity and Inclusion organizational commitments and other community efforts related to diversity, equity, and inclusion.

“The plans need to be updated to ensure we are reflecting evolving best practices on the identified strategies.”

The update will provide an opportunity to evaluate the progress made and use more recently collected information by the municipality through conversations, public and employee surveys, and the findings of reports provided by partner organizations such as Rehoboth Alliance on Addressing Anti-Black Racism, and the Multicultural Association report on Discriminatory Barriers to ensure emergent inequalities are being addressed.

The Equity and Inclusion (E&I) framework will be a guiding document for the Regional Municipality of Wood Buffalo’s approach to equity and inclusion to provide a collective vision for the municipality to work at aiming to continue removing systemic barriers for both RMWB employees and residents.

“Fostering a community with an increased sense of safety and belonging can help employers across the region attract new talent to address labour shortages and to retain employees, which turns into financial and social benefits.”

“The framework will also allow the municipality to tell a story of what is working well and what has been achieved in equity and inclusion, where we still need to go, identify current assets, and ultimately how we will get there,” says O’Hara. “It will also help steer the municipality through this journey and create shared goals, strategies, and accountability.”

One of the new elements of the updated E&I framework is that it will include a detailed plan to embed equity and inclusion work throughout the organization, ensuring that E&I becomes a core value of the municipality’s daily operations.

The framework will also inform existing municipal policies and processes, as well as provide recommendations on how processes and the way we do things may be able to shift to adopt more inclusive and equitable ways of operating, including a change management plan for adequate implementation of feasible actions.

LOCAL CONSTRUCTION INDUSTRY

When asked how this new plan will help the local construction industry, O’Hara says the updated E&I framework will provide an actionable and doable plan that will reflect a vision for the municipality to create a more inclusive workplace.

“It will also continue to address

systemic inequities within the community that lead to poverty, a lack of sense of belonging, safety issues, and other social issues that negatively impact various demographics in our community. Fostering a community with an increased sense of safety and belonging can help employers across the region attract new talent to address labour shortages and to retain employees, which turns into financial and social benefits.”

Additionally, one of the outcomes from the D&I plan was the Workplace Inclusion Charter, a program developed and implemented in partnership with the Chamber of Commerce, Economic Development and Tourism, and the Local Immigration Partnership.

“This program is designed to help employers across the region to create more equitable and inclusive workplaces in their organization, practices that bring a great number of competitive advantages,” she explains. “This includes increased innovation, profitability, enhance organizational reputation, improve customer services, decrease absences, and increase retention. There is still time to join this program that will benefit all types of employers.”

To learn more, please visit the Wood Buffalo Workplace Inclusion Charter – Regional Municipality of Wood Buffalo at www.rmwb.ca. n

FORT McMURRAY CONSTRUCTION ASSOCIATION MEMBERSHIP

3D Building Group

PO Box 5212

Fort McMurray, AB T9H 3G3

T: (780) 714-7211

Acden Fleet LP

220 TaigaNova Crescent

Fort McMurray, AB T9K 0T4

T: (780) 714-5440

Ainscow & McCormick Roofing Ltd.

16073 132 Avenue

Edmonton, AB T5V 1H8

T: (780) 447-0975

Akron Engineering Consultant’s

Group Ltd.

8123 Fraser Avenue

Fort McMurray, AB T9H 1W5

T: (780) 600-0099

AlumaSafway Inc.

185 TaigaNova Crescent

Fort McMurray, AB T9K 0T4

T: (780) 743-5011

Bartle & Gibson

8220 Manning Avenue

Fort McMurray, AB T9H 1V9

T: (780) 743-4476

Birch Mountain Enterprises LP

PO Box 5445

Fort McMurray, AB T9H 3G4

T: (780) 824-1128

Burnco Rock Products Ltd.

825 Memorial Drive

Fort McMurray, AB T9K 0K4

T: (780) 715-9291, ext. 2

C&B Maintenance Corp.

10103 Centennial Drive

Fort McMurray, AB T9H 4Z2

T: (780) 799-6776

CBS Construction Ltd.

150 Mackay Crescent

Fort McMurray, AB T9H 4W8

T: (780) 743-1810

Centurion Canada Infrastructure

PO Box 210

Cold Lake, AB T9M 1P1

T: (780) 826-8048

Chinook Fuels

160 Mackay Crescent

Fort McMurray, AB T9H 4W8

T: (780) 743-2381

CLH Contracting Ltd.

161 Royer Way

Fort McMurray, AB T9H 0E1

T: (780) 750-1086

Collective Waste Solutions Inc.

171 Poplar Drive

Conklin, AB T0P 1H1

T: (780) 559-0277

Command North Construction

Group Ltd.

12720 149th Street

Edmonton, AB T5V 1B3

T: (780) 452-8413

Connect Group Inc.

318 MacAlpine Crescent

Fort McMurray, AB T9H 4A8

T: (587) 646-6565

Consun Contracting Ltd.

195 Macdonald Crescent

Fort McMurray, AB T9H 4B3

T: (780) 743-3163

Cormode & Dickson Construction

(Fort McMurray) Ltd.

Unit 5, 400 Taiganova Crescent

Fort McMurray, AB T9K 0T4

T: (780) 749-0067

Coverall Uniform Linen & Mat Ltd.

345 TaigaNova Crescent

Fort McMurray, AB T9K 0T4

T: (780) 792-5217

Creative Industries Ltd.

150c Macdonald Crescent

Fort McMurray, AB T9H 4B2

T: (877) 835-4253

Dechant Construction Ltd.

11004 97th Street

High Level, AB T0H 1Z0

T: (780) 821-0560

Delta Contracting Ltd.

Box 55

Fort Chipewyan, AB T0P 1B0

T: (780) 838-5831

Duke’s Building Supplies Inc.

100 Royer Way

Fort McMurray, AB T9H 0E1

T: (587) 624-0010

E CONSTRUCTION, a Division of Colas Western Canada Inc.

745 Memorial Drive

Fort McMurray, AB T9K 0K4

T: (780) 743-3822

Edwards Land Surveys Ltd.

30 Poplar Crescent

Gregoire Lake Estates, AB T9H 0L2

T: (780) 334-9622

EMCO Corporation

130 Boreal Avenue

Fort McMurray, AB T9K 0T4

T: (780) 791-3626

EMCO Waterworks

200 Macdonald Crescent

Fort McMurray, AB T9H 4B2

T: (780) 713-2433

Ethos Mechanical Inc.

Unit 110, 67048 Mission Road

Lac La Biche, AB T0A 2C0

T: (780) 729-4734

Gateway Mechanical Services

303, 113 Loutit Road

Fort McMurray, AB T9K 0K6

T: (780) 818-2853

Genron Enterprises 2007 Ltd.

295 Macdonald Crescent

Fort McMurray, AB T9H 4B7

T: (780) 743-3445

H. Wilson Industries (2010) Ltd.

1045 Memorial Drive

Fort McMurray, AB T9K 0K4

T: (780) 743-1881

Hammerstone Infrastructure

Materials Ltd.

360, 999 8 Street SW

Calgary, AB T2R 1J5

T: (403) 297-1680

Hatfield Consultants Partnership

Suite A, 300 MacKenzie Blvd.

Fort McMurray, AB T9H 4C4

T: (780) 743-4290

Hedco Group Inc.

395 Loutit Road

Fort McMurray, AB T9K 0L5

T: (780) 750-2680

Herc Rentals

105 Mackay Crescent

Fort McMurray, AB T9H 4C9

T: (780) 706-0207

Hines Health Services

Suite 2, 604 Signal Road

Fort McMurray, AB T9H 4Z4

T: (844) 893-6909

Icon Surveys Inc.

328 Lindstrom Crescent

Fort McMurray, AB T9K 2S2

T: (780) 838-0962

Inland Concrete Limited

580 Memorial Drive

Fort McMurray, AB T9K 0N9

T: (780) 743-8020

Inspek Crushing Limited

Box 1412

Athabasca, AB T9S 2B3

T: (780) 743-8862

Janes Brother’s Contracting Ltd.

124 Westwood Drive

Fort McMurray, AB T9H 5C3

T: (780) 799-1865

FORT McMURRAY CONSTRUCTION ASSOCIATION MEMBERSHIP

K Plowman Contracting Ltd.

Box 534

Athabasca, AB T9S 2A5

T: (780) 370-8450

Lafarge Canada Inc.

PO Box 5207

Fort McMurray, AB T9H 3G3

T: (587) 536-2014

LetCar Mechanical Group Ltd.

8115 Fraser Avenue

Fort McMurray, AB T9H 1W5

T: (780) 799-6111

Lexon Projects Inc.

2371 91 Avenue

Edmonton, AB T6P 1L1

T: (780) 435-7476

Lynx HDPE Services Ltd.

413, 8535 Clearwater Drive

Fort McMurray, AB T9H 0B7

T: (780) 292-1823

Marvel Contracting Inc.

390 Macalpine Crescent

Fort McMurray, AB T9H 4B1

T: (780) 791-7100

Midlite Construction Ltd.

560 Memorial Drive

Fort McMurray, AB T9K 0N9

T: (780) 714-6559

Morgan Construction and Environmental Ltd.

16901 109 Avenue

Edmonton, AB T5P 4P6

T: (780) 733-9100

Parsons Creek Aggregates

PO Box 25085, RPO Signal

Fort McMurray, AB T9H 5N8

T: (780) 598-2279

Pidherney’s Inc.

PO Box 130

Blackfalds, AB T0M 0J0

T: (403) 885-9101

PME Inc.

8402 116 Street

Fort Saskatchewan, AB T8L 0G8

T: (780) 992-2280

Poosh Cleaning Services

121 Elm Street

Fort McMurray, AB T9K 0J9

T: (780) 370-4618

FORT McMURRAY CONSTRUCTION ASSOCIATION MEMBERSHIP

Powermax Ltd.

407 Snow Eagle Drive

Fort McMurray, AB T9H 0H7

T: (780) 714-9690

Prairie North Const. Ltd.

9725 266 Street

Acheson, AB T7X 6H6

T: (780) 463-3363

Proserve Cleaning & Restoration Services Inc., DKI

Unit 5, 300 Maclennan Crescent

Fort McMurray, AB T9H 4G1

T: (780) 791-3663

Radisson Hotel & Suites Fort

McMurray

435 Gregoire Drive

Fort McMurray, AB T9H 4K7

T: (780) 743-2400

Ram Mechanical Inc.

191 Mackay Crescent

Fort McMurray, AB T9H 5E8

T: (780) 799-7201

Regional Municipality of Wood Buffalo

9909 Franklin Avenue

Fort McMurray, AB T9H 2K4

T: (780) 743-7023

Revolution Communication Solutions Ltd.

14 Saprae Crescent

Fort McMurray, AB T9H 5B4

T: (780) 598-7528

RJ Rice Enterprises Ltd. o/a Fort McMurray Home Hardware Building Centre

7925 Franklin Avenue

Fort McMurray, AB T9H 2H5

T: (780) 743-2271/Cell: (780) 713-4180)

SeNa Constructors Inc.

30 Freestone Way

Fort McMurray, AB T9H 5B4

T: (780) 799-0230

ServcoCanada Inc.

9919 Biggs Avenue

Fort McMurray, AB T9H 1S2

T: (877) 973-7826

Sonepar Canada Inc. o/a Gescan

6, 390 MacAlpine Crescent

Fort McMurray, AB T9H 4B1

T: (780) 713-5394

Soogadin Services LP

2308 8 Street

Nisku, AB T9E 7Z2

T: (780) 838-1471

Speedpro Signs Fort McMurray

10214 Centennial Drive

Fort McMurray, AB T9H 1Y5

T: (587) 536-6464

Stantec Consulting Ltd.

300 MacKenzie Blvd.

Fort McMurray, AB T9H 4C4

T: (780) 791-7117

Stony Valley Contracting Ltd.

245 TaigaNova Crescent

Fort McMurray, AB T9K 0T4

T: (780) 598-2244

Stratford Contracting Ltd.

168 Wood Buffalo Way

Fort McMurray, AB T9K 1W5

T: (780) 792-1864

Superior Propane

295 Macalpine Crescent

Fort McMurray, AB T9H 4A8

T: (780) 743-8348

Sureway Construction Group of Companies

180 TaigaNova Crescent

Fort McMurray, AB T9K 0T4

T: (780) 743-4786

TBG Contracting - Division of Lafarge Canada Inc.

680 Memorial Drive

Fort McMurray, AB T9K 0N9

T: (780) 743-8474

The Casman Group of Companies

330 MacKenzie Blvd.

Fort McMurray, AB T9H 4C4

T: (780) 791-9283

Thompson Bros. (Constr.) LP

685 Memorial Drive, Highway 63 N, PO

Box 6439

Fort McMurray, AB T9H 5N4

T: (780) 715-3422

Thurber Engineering Ltd.

10, 340 Macalpine Crescent

Fort McMurray, AB T9H 4A8

T: (780) 743-1566

Top Knotch Doors Ltd.

11, 266 Mackay Crescent

Fort McMurray, AB T9H 5C6

T: (780) 881-4160

TS Signs Printing & Promo

121 MacKenzie King Road

Fort McMurray, AB T9H 5A6

T: (780) 790-1945

Vallen

3, 431 MacKenzie Blvd.

Fort McMurray, AB T9H 4C5

T: (780) 743-4336

White Cap Supply Canada Inc.

190 Macalpine Crescent

Fort McMurray, AB T9H 4A6

T: (780) 790-1804

Wilco Contractors NW Inc.

2D, 380 MacKenzie Blvd.

Fort McMurray, AB T9H 4C4

T: (780) 598-0080

Wood Buffalo Paving Ltd.

E3, 380 MacKenzie Blvd.

Fort McMurray, AB T9H 4C4

T: (780) 799-9130

WSP Canada Inc.

189 MacKenzie Blvd.

Fort McMurray, AB T9H 0C8

T: (780) 410-2580

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