Construction Economist - Fall 2025

The Journal of the Canadian Institute of Quantity Surveyors

Le Journal de l’Institut canadien des économistes en construction

CONSTRUCTION ECONOMIST

LIGHT RAIL TRANSIT SYSTEMS ELECTRICAL

INFRASTRUCTURE AND COST ANALYSIS

To promote the professional status of Institute members by establishing and maintaining high standards and ethics and fostering excellence through education and the interchange of knowledge and partnership with industry stakeholders.

Canadian Institute of Quantity Surveyors (CIQS) Markham, ON info@ciqs.org

CIQS EDITORIAL TEAM

Chief Executive Officer

Sheila Lennon, CAE ceo@ciqs.org

Assistant Editors

Kelsey Wright, Director — Certification & Membership kwright@ciqs.org

Ajibola Soboyejo, PQS

Karen Cheung, PQS

Shane McKernan, PQS

CIQS BOARD OF DIRECTORS

Chair Tammy Stockley, PQS(F) Vice-Chair Seán Hollywood, PQS

Directors

Ajibola Soboyejo, PQS

David Dooks, PQS(F)

Eugène Shkor, CEC

George Abraham Collaparambil, PQS

Ibrahim Oladapo, PQS

Janaka Ruwanpura, PQS

Marc Brown, PQS

Mykola Pulnyev, PQS

Ryan Hendricks, PQS

Observer, Board Wendy Hobbs, PQS(F) Observer, YQS Brandon Roy, CEC

Statements of fact and opinion contained within this journal are those of the authors, including subject matter experts. CIQS assumes no responsibility or liability for the content of such fact and opinion, nor do they represent the official policy of CIQS.

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PUBLISHED SEPTEMBER 2025/CIQ-Q0325

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COVER: ISTOCK.COM/OLEH_SLOBODENIUK

CONSTRUCTION ECONOMIST

Light Rail Transit: Long-Term Infrastructure and Cost Advantages Enhance Urban Mobility

Light rail transit is a beneficial technology ecosystem that delivers an optimal mix of efficiency, sustainability, and affordability.

08

EDUCATION: FOUNDATIONS FOR THE FUTURE

A Quantity Surveyor’s evolving role in a changing world

10 YQS CORNER: NETWORKING Building relationships across the generation gap

12

PROJECT PROFILE: KAMLOOPS CANCER CENTRE

A collaborative development by BC Cancer and the Provincial Health Services Authority, in partnership with Interior Health

14

FREQUENTLY ASKED QUESTIONS: GUARANTEED MAXIMUM PRICE Prevailing concepts

16

DECARBONIZATION: CAN CANADA BUILD HOUSING FASTER AND STILL MEET CLIMATE GOALS?

The Prime Minister has set a target to double the pace of construction to nearly 500,000 new homes a year

19

GOVERNMENT RELATIONS: PRIME MINISTER CARNEY’S FIRST BUDGET AND WHAT IT COULD MEAN FOR THE CIQS

Canadians will get the chance to see the state of the nation’s finances this fall when the Prime Minister outlines his government’s spending plans

24 LIGHT RAIL TRANSIT SYSTEMS: OVERVIEW, ELECTRICAL INFRASTRUCTURE, AND COST ANALYSIS

Light rail transit (LRT) provides mid-capacity urban transit, filling the gap between high-capacity metro systems and standard bus networks

26 THE INTERNATIONAL COMMITTEE — A REFLECTION OF OUR COMMITMENT TO THE GLOBAL COMMUNITY

28

LEGAL: CONCURRENT DELAYS AND THE IMPORTANCE OF PROVING DAMAGES IN LITIGATION

Schedule delays often lead to complex disputes between owners, contractors and subcontractors

04 Chair’s Message

05 Message de la présidente du conseil

06 Message from the CEO 07 Message de la directrice Générale

AOur Path Forward: Implementation of the 2025–2028 CIQS Strategic Plan

Tammy Stockley, Professional Quantity Surveyor (Fellow) Chair, CIQS/CIQS Board Director

s I enter my final year as Chair of the Canadian Institute of Quantity Surveyors (CIQS), I’ve taken the opportunity to reflect on both the evolution of our profession and the Institute’s ongoing role in shaping its future. The implementation of the 2025–2028 CIQS Strategic Plan comes at a time of rapid transformation in the Canadian construction industry. The plan not only responds to the current realities we face but also reaffirms the CIQS commitment to elevating the practice and the profession of quantity surveying across Canada and beyond.

The CIQS 2025 Congress in Winnipeg offered an early glimpse into our collective momentum. With stronger attendance, engaging networking, and insightful technical sessions led by industry leaders, the event demonstrated that our CIQS community is both vibrant and forward-thinking. It also affirmed that the strategic direction we’re taking reflects what members are asking for: relevance, connection, and recognition.

The 2025–2028 Strategic Plan is robust and structured around four key strategies, each of which plays a critical role in securing the long-term value and visibility of our profession.

Ensuring CIQS Certifications Uphold the Highest Standards,

Aligned with Global Best Practices

Our certifications remain the cornerstone of trust and credibility for our profession. Over the next three years, the CIQS is committed

to upholding the high standards of our designations, and benchmarking them against other leading professions, to continuously enhance their recognition and value. Fundamental certification review, including scope and competency profiles, and the relationship between the CEC and the PQS, will reinforce our designations as the standard of excellence.

Promoting the Distinctive Value of Quantity Surveying Among Targeted Decision Makers

One of the greatest challenges we face is that too few decision makers fully understand what quantity surveyors bring to the table. Strengthening the CIQS brand and educating key industry stakeholders on the value of our designations will strategically position the Institute within Canada’s professional landscape. Whether advocating for earlier project-stage involvement or influencing procurement policies, our message is clear: cost certainty, risk mitigation, and fiscal accountability require the insight of quantity surveyors (CIQS members).

Fostering a Vibrant Community of Quantity Surveyors in Canada

Strengthening our CIQS community remains central to our strategic goals. Through continued support of local Chapters, professional events, and networking initiatives, we are investing in the creation of inclusive spaces where knowledge is exchanged, careers are nurtured, and leadership is cultivated. We’ve seen great energy and participation across our Chapters this past year, and we’re committed

to sustaining that momentum by boosting member engagement, improving member satisfaction, and bolstering our volunteer roster.

Build Organizational Capacity for Increased Scale and Influence

To achieve the goals outlined above, the CIQS must continue to grow its own capabilities. The recent motion approval of the set number of Board Directors, strengthens our ability to expand in scope and activity, govern more effectively, address diverse issues, and support strategic initiatives. We are focused on building strong committee structures and roles, addressing the challenges of voluntarism, and streamlining operations to better serve our members and further develop our impact across the construction ecosystem.

Looking Ahead

The strategic plan is more than a roadmap; it’s a reflection of our shared ambition to elevate quantity surveying in Canada. It’s also about securing a seat at the table in conversations that shape the future of construction in this country and establish the CIQS as a thought leader, and the trusted authority on cost and risk management in construction and infrastructure.

As Chair, I am incredibly proud of the work the CIQS has achieved, and even more excited for what lies ahead. This is a pivotal moment for our profession, and together we are charting a clear and confident path forward.

Continued on page 31

ALa voie à suivre : Mise en œuvre du plan stratégique pour 2025–2028 de l’ICÉC

Tammy Stockley, Économiste en construction agréé « Fellow » Présidente de l’ICÉC/membre du conseil d’administration de l’ICÉC

lors que j’entame ma dernière année en tant que présidente de l’Institut canadien des économistes en construction (ICÉC), je profite de cette occasion pour réfléchir à l’évolution de notre profession et au rôle continu de l’Institut dans l’élaboration de son avenir. La mise en œuvre du plan stratégique pour 2025–2028 de l’ICÉC intervient alors que le secteur canadien de la construction subit une transformation rapide. Le plan ne répond pas seulement aux réalités actuelles auxquelles nous sommes confrontés, mais réaffirme également l’engagement de l’ICÉC à élever la pratique et la profession d’économiste en construction à travers le Canada et au-delà.

Le congrès 2025 de l’ICÉC à Winnipeg a donné un premier aperçu de notre élan collectif. Avec une participation accrue, un réseautage attrayant et des sessions techniques approfondies menées par des chefs de file du secteur, l’événement a démontré que notre communauté de l’ICÉC est à la fois dynamique et tournée vers l’avenir. Il a également confirmé que l’orientation stratégique que nous prenons reflète ce que les membres demandent : pertinence, connexion et reconnaissance.

Le plan stratégique pour 2025-2028 est solide et structuré autour de quatre stratégies clés, chacune jouant un rôle essentiel pour garantir la valeur et la visibilité à long terme de notre profession.

S’assurer que les certifications de l’ICÉC respectent les normes les plus strictes et suivent les meilleures pratiques au niveau international

Nos certifications restent la pierre angulaire de la confiance et de la

crédibilité de notre profession. Au cours des trois prochaines années, l’ICÉC s’engage à maintenir les normes élevées de ses titres et à les comparer à celles d’autres professions de premier plan, afin d’améliorer continuellement leur reconnaissance et leur valeur. La révision fondamentale de la certification, y compris le champ d’application et les profils de compétences, ainsi que la relation entre ECC et ÉCA, renforcera la position de nos titres en tant que norme d’excellence.

Promouvoir la valeur distinctive de l’économie en construction auprès de décideurs ciblés

L’un des plus grands défis auxquels nous sommes confrontés est que trop peu de décideurs comprennent pleinement ce qu’apportent les économistes en construction. Le renforcement de la marque ICÉC et la sensibilisation des principales parties prenantes du secteur à la valeur de nos titres permettront à l’Institut de se positionner stratégiquement dans le paysage professionnel canadien. Qu’il s’agisse de plaider pour une implication plus précoce dans les projets ou d’influencer les politiques d’approvisionnement, notre message est clair : la prévisibilité des coûts, l’atténuation des risques et la responsabilité fiscale requièrent la perspicacité des économistes en construction (membres de l’ICÉC).

Favoriser le dynamisme de la communauté des économistes en construction au Canada

Le renforcement de notre communauté ICÉC reste au cœur

de nos objectifs stratégiques.

En continuant à soutenir les chapitres locaux, les événements professionnels et les initiatives de réseautage, nous investissons dans la création d’espaces inclusifs permettant l’échange des connaissances, le soutien aux carrières et la cultivation de l’esprit de direction. L’année dernière, nos chapitres ont fait preuve d’une grande énergie et d’une grande participation. Nous sommes déterminés à maintenir cet élan en stimulant la participation des membres, en améliorant leur satisfaction et en étoffant notre liste de bénévoles.

Renforcer les capacités organisationnelles pour accroître l’échelle et l’influence

Pour atteindre les objectifs décrits ci-dessus, l’ICÉC doit continuer à développer ses propres capacités. La récente requête approuvant le nombre fixé de membres du conseil d’administration renforce notre capacité à élargir notre champ d’action et nos activités, à gouverner plus efficacement, à aborder des questions diverses et à soutenir des initiatives stratégiques. Nous nous concentrons sur la mise en place de rôles et de structures de comités solides, sur la prise en compte des défis du bénévolat et sur la rationalisation des opérations afin de mieux servir nos membres et de développer notre impact au sein de l’écosystème de la construction.

Perspectives d’avenir

Le plan stratégique n’est pas qu’une simple feuille de route ; c’est le reflet de Suite à la page 31

ALeadership in Times of Disruption

Sheila Lennon, CAE Chief Executive Officer, CIQS

t a time of rapid AI evolution, shifting global dynamics, and a growing tariff war that threatens to disrupt supply chains and escalate construction costs, leadership needs to be more than a title; it requires a commitment to chart a course through turbulent waters with clarity, purpose and an understanding of the effect these rapid changes may have on the future of the quantity surveying profession.

Construction economists play a unique role within the construction industry. Your expertise in quantifying and assessing the diverse impacts on infrastructure developments and the broader built environment is critical to understanding the long-term effects of the current transformation of the industry.

As the CIQS CEO, I am excited to share how our organization is moving forward to help our members advance the profession. Now, more than ever, our board and staff understand the importance of planning strategically for the future of the Institute with a special focus on strengthening our

influence in the industry to elevate the role of construction economists within Canada. In today’s climate, resilient and values-based leadership is essential, and we consistently strive for ethical stewardship and professional excellence in everything that we do.

Meeting Emerging Challenges

We currently stand at the edge of a digital precipice, with new and innovative platforms and applications being introduced daily to address disruption and improve productivity for leaders in the quantity surveying profession, as well as at professional organizations like the CIQS. As construction firms adopt AI and VR technologies, and the construction industry modernizes, quantity surveyors are well-positioned to lead this transition to a more automated project delivery.

The Institute is taking the leap in response to the global embrace of artificial intelligence by introducing more flexible learning opportunities for our members. We are evolving our CPD program, education offerings and certification processes to ensure our members stay current and supported throughout their continuous learning journey.

Stronger Than Ever, Together

One of the greatest strengths of belonging to an organization of like-minded professionals such as the CIQS is the knowledge-sharing and support that such a community fosters. Whether you are connecting with members at local chapter meetings, national events or virtual coffee chats, they all offer a forum to build a professional network with which to share experiences and expertise.

As the quantity surveying profession evolves, so too will the CIQS. We will continue to strengthen our community and to speak with a united voice to position the profession and the Institute to move forward together with confidence.

Thank you for your continued support of your professional organization and for trusting that our work continues to be on behalf of our members as we grow alongside the evolution of Artificial Intelligence. Together, we lead the path forward. ■

As the quantity surveying profession evolves, so too will the CIQS.

ALa direction en période de perturbation

Sheila Lennon, ÉCA Directrice générale, ICÉC

lors que l’IA évolue rapidement, que la dynamique mondiale se modifie et qu’une guerre tarifaire croissante menace de perturber les chaînes d’approvisionnement et de faire grimper les coûts de construction, la direction doit être plus qu’un simple titre ; elle exige un engagement à tracer une voie dans les eaux turbulentes avec clarté, détermination et la compréhension de l’effet que ces transformations rapides peuvent avoir sur l’avenir de la profession d’économiste en construction.

Les économistes en construction jouent un rôle unique au sein du secteur de la construction. Votre expertise en matière de quantification et d’évaluation des divers impacts sur le développement des infrastructures et l’environnement bâti au sens large est essentielle pour comprendre les effets à long terme de la transformation actuelle du secteur.

En tant que directrice générale de l’ICÉC, je suis ravie de vous faire part de la manière dont notre organisation va de l’avant pour aider nos membres à faire progresser la profession. Aujourd’hui, plus que jamais, notre conseil d’administration et notre personnel comprennent l’importance de planifier stratégiquement l’avenir de l’Institut, en mettant l’accent sur le renforcement de notre influence au sein du secteur afin

de renforcer le rôle des économistes en construction au Canada. Dans le climat actuel, une direction résiliente reposant sur des valeurs est essentielle, et nous nous efforçons constamment d’assurer une gestion éthique et une excellence professionnelle au sein de tout ce que nous faisons.

Relever les nouveaux défis

Nous nous trouvons actuellement au bord d’un précipice numérique, avec l’introduction quotidienne de nouvelles plates-formes et applications pour faire face aux perturbations et améliorer la productivité des chefs de file de la profession d’économiste en construction, ainsi que des organisations professionnelles telles que l’ICÉC. Alors que les entreprises de construction adoptent les technologies de l’IA et de la RV, et que le secteur de la construction se modernise, les économistes en construction sont bien placés pour mener cette transition vers une livraison de projet plus automatisée.

L’Institut prend les devants pour répondre à l’adoption mondiale de l’intelligence artificielle en introduisant des possibilités d’apprentissage plus flexibles pour nos membres. Nous faisons évoluer notre programme de DPC, nos offres de formation et nos processus de certification afin de permettre à nos membres de rester

à jour et de bénéficier d’un soutien tout au long de leur parcours de formation continue.

Plus forts que jamais, ensemble

L’un des points clés de l’appartenance à une organisation de professionnels partageant les mêmes idées, telle que l’ICÉC, est le partage des connaissances et le soutien qu’une telle communauté permet. Qu’il s’agisse de rencontres avec des membres lors de réunions de chapitres locaux, d’événements nationaux ou de discussions virtuelles autour d’un café, tous ces événements sont l’occasion de créer un réseau professionnel avec lequel vous pourrez partager vos expériences et votre expertise.

L’ICÉC évolue en même temps que la profession d’économiste en construction. Nous continuerons à renforcer notre communauté et à parler d’une seule voix pour permettre à la profession et à l’Institut d’avancer ensemble avec confiance.

Nous vous remercions du soutien que vous continuez à apporter à votre organisation professionnelle et de votre confiance dans nos efforts au nom de nos membres alors que nous nous développons parallèlement à l’évolution de l’intelligence artificielle. Ensemble, nous créons la voie à suivre. ■

L’ICÉC évolue en même temps que la profession d’économiste en construction.

FOUNDATIONS FOR THE FUTURE: A QUANTITY SURVEYOR’S EVOLVING ROLE IN A CHANGING WORLD

REFLECTIONS ON FOUR DECADES IN QS, PROJECT MANAGEMENT, ENGINEERING, AND GLOBAL ENGAGEMENT

By Janaka Ruwanpura, PQS, Ph.D., P.Eng., FCAE, MRICS

Iwas introduced to the ABCs of QS in 1986 when I began my Bachelor of Science (Honours) in Quantity Surveying at the University of Moratuwa in Sri Lanka. That foundational step marked the beginning of a four-decade journey across the interconnected worlds of academia, industry, and global engagement. Along the way, I became a dual professional in QS and Engineering in Canada, a rare combination that has enabled me to operate at the crossroads of cost, value, and technical delivery.

Today, as a CIQS Board Director, I bring this multidisciplinary experience to the profession with a vision to help shape its future. I believe in bridging QS, Engineering, and Project Management in ways that make the profession more adaptable, inclusive, and connected globally, especially at a time when cost leadership, sustainability, and innovation are increasingly intertwined.

Chapter One: Discovering the ABCs of QS — From Uncertainty to High Demand

When I began my undergraduate studies, fewer than 10% of students who sat for Sri Lanka’s Advanced Level exam gained university admission. I was fortunate to be accepted into the newly launched QS program at the University of Moratuwa. At that time,

the profession was virtually unknown locally, with only a handful of Chartered QSs in the country, who were primarily trained in the UK and Australia.

Despite its novelty, the program quickly demonstrated its strength. The curriculum was uniquely interdisciplinary, merging civil engineering, construction technology, economics, project management, law, and contract administration. Although we encountered early challenges in attracting qualified faculty, we benefited from international lecturers from the UK, Australia, and Kenya, as well as a core group of dedicated local professionals.

Soon after graduating, I was appointed as a lecturer at the university while simultaneously serving as a QS consultant on construction projects. The demand for QS services was increasing rapidly, and I was actively involved in preparing Bills of Quantities, estimating, tendering, tender evaluation, claims management, and contract negotiations, often acting as an independent advisor to project owners. Many of our graduates were recruited internationally, particularly to the Middle East, sometimes even before completing their studies. These early experiences demonstrated the true value a QS provides, offering cost

clarity, commercial rigour, and a voice of reason throughout the project lifecycle.

Chapter Two: Integrating QS with Engineering and PM

My professional experiences quickly ignited a desire to deepen my understanding of the technical and strategic factors that influence project success. I pursued graduate studies in the U.S. and Canada, completing an MSc in Construction Management at Arizona State University and a PhD in Construction Engineering and Management at the University of Alberta.

These programs broadened my perspective and equipped me with advanced tools in construction planning, optimization, simulation, performance measurement, and systems thinking. I began to see how QS could be effectively integrated with Construction Engineering and Project Management, not as separate entities but as a coordinated trio. I started viewing QS not just as a cost-related function but as a strategic interface that connects scope, design, delivery, and value. My academic work increasingly focused on aligning budget, time, and quality — principles that continue to influence my research and consulting approaches today.

Chapter Three: Teaching, Research, and Industry Impact

After completing my PhD, I joined the Schulich School of Engineering at the University of Calgary and began an academic career in 2001 that merged research, teaching, and industry collaboration. I led the university’s Project Management Specialization and eventually founded the Centre for Project Management Excellence in 2011, a space where students, faculty, and industry partners could tackle real-world construction challenges.

In recognition of my contributions, I was awarded the Canada Research Chair in Project Management Systems in 2007. This enabled me to establish a comprehensive, interdisciplinary research program aimed at enhancing project planning, execution, and control. I led several national studies,

including the widely recognized “Top Ten Targets for Improving Construction Productivity”, which identified systemic inefficiencies and proposed solutions that have since influenced industry practice, policy, and training in Canada and beyond.

Alongside academic leadership, I remained actively engaged in industry consulting and training. I conducted executive sessions and workshops on Risk Management, Cost and Schedule Simulation using Monte Carlo techniques, and Productivity Improvement Strategies across Canada, the U.S., and countries such as Mexico, India, Sri Lanka and those in the Middle East. These engagements continually reaffirmed the importance of blending quantitative tools with practical insight, an area where QS professionals are particularly well-positioned to lead.

Chapter Four: Leading Global Engagement

In 2013, I was appointed Vice-Provost (International) at the University of Calgary and later also served as Associate Vice-President (Research). Over 11 years in this senior leadership role, I developed and implemented global strategies that fostered research partnerships, expanded academic mobility, and enhanced the university’s global presence beyond Project Management and Engineering.

Although my portfolio encompassed all disciplines, I remained strongly committed to my identity as a PQS and P.Eng. I brought that perspective to international collaborations in construction, project delivery, and infrastructure planning. I continued supervising graduate students, published research, and participated in advisory panels focused on cost engineering and productivity. I was often invited to contribute to cross-border projects and policy discussions aimed at improving the measurement, delivery, and sustainability of construction value.

This phase of my career underscored a vital truth: the future of QS, like engineering and project

management, depends not only on technical depth, but on global vision, cultural intelligence, and cross-sector collaboration.

Conclusion: A Full-Circle Journey with a Forward Vision

From a QS undergraduate in Sri Lanka to a dual-qualified professional, academic, consultant, and global leader, my journey has been guided by continuous learning, purpose, and connection. Each chapter, whether focused on cost certainty, project management, construction productivity, or strategic leadership, has reinforced the enduring importance of QS as both a profession and a mindset.

Now, as a CIQS Board Director, I feel honoured to contribute to the next generation of QS professionals. I remain dedicated to supporting educational pathways, advancing applied research, and ensuring that our profession evolves to meet the changing needs of the built environment. This includes adopting new technologies, strengthening sustainability practices, and reaffirming the QS’s role as a trusted advisor in delivering value, not just cost control.

In an increasingly complex and interconnected world, the Quantity Surveyor must evolve into a strategic thinker, systems integrator, and global collaborator. I believe this profession is prepared for that challenge, and I am honoured to contribute to shaping its future. ■

Janaka Ruwanpura is a Professor of Project Management at the Schulich School of Engineering, University of Calgary, where he has served as Vice-Provost and Associate Vice-President Research (International) for 11 years and Canada Research Chair in Project Management Systems for 6 years. He is a Fellow of the Canadian Academy of Engineering and the US Academy of Construction. His expertise includes risk management, simulation analysis, productivity improvement and global engagement.

NETWORKING:

BUILDING RELATIONSHIPS ACROSS THE GENERATION GAP

By Brandon Roy, BA, CEC, GSC

Quantity Surveying is a large and diverse field of occupation, spanning all sectors of construction, as well as the financial and insurance markets. From small single office construction companies to the boardrooms of multi-billion-dollar companies, a QS plays a vital role in the success of the company. A large part of the success of a QS comes down to his/her ability to work with trades, owners, lenders, insurers, etc., to bring their projects to completion

successfully. The question is, how do we cultivate these relationships to better improve a QS’s success?

The answer is networking. I am sure that everyone has heard this term before, and most believe that they understand what networking is; however, most don’t necessarily understand the time required to properly cultivate relationships and partnerships through networking. It takes more than just handing out a business card (if you still have those…) or a 15-second phone

call. Let’s review different ways to network as a YQS.

1. CIQS Socials

Take advantage of the several CIQS social events put on by the various chapters. These are great opportunities to interact with colleagues of like mindsets and have meaningful discussions about the industry, outside the confines of the office. Interacting in a more casual atmosphere allows people to relax and be open about their opportunities

and struggles that they are facing within the industry. This allows you to work together, discuss ideas and forge new relationships that, if cultivated properly, can prove invaluable down the road. Visit the CIQS events page for more information on upcoming social events in your area.

2. Local Construction Association Events

Like the CIQS socials, these are great events to get out there, represent your company, and interact with trades, designers and your competitors in a relaxed environment. With the understanding that not all the companies you deal with may have a CIQS member on staff (unfortunate but true), this gives you the ability to interact with the people who deal with your local market daily. You will discover companies that you may never have heard of before and be able to grow your network. The more you attend these events, the more people will remember you. You will have more interactions and develop relationships and potential future partnerships.

3. Pick up the PHONE!

This is self-explanatory, but I have seen with a lot of the incoming generation of YQS’s that many lack this skill set, since it’s somewhat of a foreign concept to them, growing up texting/IM’ing/DM’ing, etc., rather than calling their friends to talk. While emails, texting and IM’ing have their place and can be very beneficial, it is very difficult to have a deep and thoughtful conversation in such a short-form format. We are currently sitting at a tipping point with the construction workforce, where most companies are run by Baby Boomers and Gen-Xers — people who grew up and built their businesses by forging meaningful, in-person relationships over decades.

While the concept of networking in business to build relationships hasn’t changed, the methods and means have developed with the times. There are now more ways to connect with people, even on the other side of the world, than ever before. We need to lean into some

of these advances, but we must not forget that building relationships takes time and sacrifice.

As a QS, your success relies heavily on your ability to build relationships, to engage with others and to utilize your connections for the success of all. Pick up the phone, go get coffee with a client or trade, attend larger social events outside your normal groups. As I have stated before, building relationships takes time, and there is no time like the present to start. ■

Brandon Roy is a Senior Estimator with a general contractor in Ontario. He has a diverse portfolio spanning all sectors of construction in commercial, design-build industrial, institutional, Long-Term Care, and Multi Family Residential. Brandon holds a Bachelor of Arts, History degree with a minor in Classical Military Tactics from Wilfrid Laurier University and a Construction Estimator Certificate from Conestoga College.

KAMLOOPS CANCER CENTRE

By Shane McKernan, PQS, GSC, B.Tech

PROJECT: BC Cancer Centre, Kamloops, BC

LOCATION: Westlands site, Royal Inland Hospital campus, Kamloops

OWNER/DEVELOPER(S): Collaborative development by BC Cancer and the Provincial Health Services Authority, in partnership with Interior Health

DESIGN-BUILD PARTNER: EllisDon Corporation

Construction is now underway on the landmark Kamloops healthcare facility — marking a transformative step for cancer care in the Thompson-Cariboo-Shuswap region. The new centre is designed to improve access to leading-edge treatments, minimize the need for patients to travel long distances, and set a new benchmark for regional cancer services.

As part of British Columbia’s ambitious 10-year Cancer Action Plan, Kamloops is one of several new or expanded facilities across the province. The initiative is focused on expanding cancer prevention, advancing early detection, and enhancing treatment options to meet the growing needs of communities throughout BC.

Heather Findlay, Regional Executive Director for BC Cancer Interior, highlights the significance of the project:

“This new centre reflects the urgent needs of cancer patients and their families in Kamloops and beyond,” Findlay said. “By adding leading-edge radiation therapy and comprehensive oncology care where people live, we are building hope and improving outcomes for present and future generations.”

Set to open in 2028, the Kamloops Cancer Centre promises to transform cancer care delivery in the region. The state-of-the-art,

five-story facility will be equipped to deliver approximately 16,500 radiation treatments annually to around 1,200 patients, along with providing 7,500 consultations and follow-up appointments each year.

In addition to cutting-edge treatment technology, the centre’s design emphasizes expanded capacity and a patient-centered approach by keeping individuals close to home and their support networks during the most critical times of their care journey.

The new centre represents a major advancement for healthcare in the region — anchored by innovation, greater access, and a steadfast commitment to improving patient outcomes now, and for generations to come. ■

Shane McKernan is the Director of Preconstruction for Axiom Builders, based out of Vancouver, BC.

With over seventeen years of experience, Shane’s a seasoned construction professional specializing in cost consulting and project management. He is a Past President of the CIQS — BC Chapter, where he served for ten years, and is a current Assistant to the Construction Economist editor.

PROJECT STATS

• Size: 226,000 SF, five-story building

• Cost: Latest project budget: $386 million — a $27 million increase from earlier estimates, reflecting recent economic pressures such as tariffs, labour shortages, and supply chain disruptions

• Schedule: Three-year anticipated construction period, with construction commencing in July 2025; expected to be operational in 2028

PROJECT FEATURES

• Radiation Oncology Clinic: Three, shielded, treatment rooms equipped with high-energy radiation linear accelerators (LINACS) to offer local access to advanced radiation therapy

• Outpatient Oncology Unit: Includes exam rooms, consult rooms, and comprehensive support spaces for ambulatory care

• Diagnostic Imaging: On-site Magnetic Resonance Imaging (MRI) and radiation therapy planning with a CT simulator

• Support Spaces: Interfaith sacred space for cultural and healing practices; staff offices and workstations for optimal care delivery

• Parking: New four-story, 470-stall parkade to accommodate increased patient and staff volumes

• Expanded Pharmacy and Oncology Clinic Upgrades: The project will also renovate and expand the existing oncology pharmacy and improve access and space at the community oncology network clinic within Royal Inland Hospital

GUARANTEED MAXIMUM PRICE: PREVAILING CONCEPTS

By Karen Cheung, BSc(Surv), PQS, MRICS, MCInstCES

Senior Contracts and Commercial Specialist, Lakeland Consulting, Inc.

What Is a Guaranteed Maximum Price? Frequently Asked Questions

benefits from the savings, and the Contractor may be entitled to share those savings if stipulated in the contract. Both costs and savings are typically subject to the conditions set out in the contract between the Owner and the Contractor.

How Does It Work?

The underlying theme of the successful execution of GMP

arrangements require a mutual understanding between the parties to a construction contract (“Parties”) of its components and financial mechanism, as well as the roles and responsibilities of the Parties.

1) Establishment of GMP: Parties undertake an extensive effort to establish the GMP during the pre-construction phase, guided by the following essential elements:

• Project Scope: A clearly defined scope of work, outlining detailed plans, specifications and requirements, to enable the development of a cost estimate.

• Direct Costs: Hard costs, including labour, materials, equipment, and subcontractor costs.

• Indirect Costs (also known as overhead costs): Soft costs, including administrative expenses, temporary site facilities, insurance and bonding.

• Profit: Revenue, after deducting all costs, either determined as a fixed amount or as a percentage of the total project cost.

• Contingency and Allowances: Financial buffers to account for unexpected costs arising from unforeseen, unknown and known-unknowns issues — for example, price fluctuations and weather-related delays.

2) Cost Transparency and Monitoring: A key aspect of GMP arrangements is the requirement for open book accounting, providing the Owner with transparency into the project financials such as invoices, purchase orders, and payroll records. Continuous cost

tracking enables early identification of potential cost overruns. Further, conditions governing the use of contingency funds, whether the decision rests with Contractors or is contingent on approval by Owners, require to be explicitly delineated in the contract to avoid any ambiguities or disputes between the Parties.

3) Price Adjustment: The GMP can be adjusted through approved change orders, which alter the project scope. Entitlement, negotiation and agreement are often required to determine what constitutes a change requiring a price adjustment. Change orders, managed through a structured procedure, must be properly documented and comply with the contract provisions.

4) Payment Structure: GMP contracts are typically tied to project milestones, with payments covering reimbursement for actual costs incurred, fee for overhead and profit and contingency usage. Unlike the target cost mechanism where cost overruns are shared between the Parties, Contractors are typically required to fully absorb overruns under GMP arrangements. In contrast, cost savings are either kept solely by the Owners or shared between the Parties as an incentive for Contractors to manage cost efficiently.

When Should I Use It?

The GMP approach is commonly used on larger and more complex projects where the scope is highly defined, but costs may vary. This approach is particularly useful for project delivery methods such as Design-Build and Construction Manager at Risk when the project design is not fully finalized before the establishment of GMP, but there is a need to maintain cost certainty or manage budgets limitations.

What Are the Potential Pitfalls?

Risks inherent in the GMP model are primarily borne by Contractors, potentially resulting in unreasonably

inflated GMP (inclusion of substantial contingencies) to cover potential uncertainties. Without the “saving-share mechanism” in place, Contractors are unlikely to be incentivized to pursue cost-saving measures or work efficiently to minimize costs before reaching the GMP limit.

The administration and management of GMP contracts require significant resources from the Parties to achieve project success, encompassing the detailed project planning, robust change management processes and accurate cost tracking. For example, Parties have to commit substantial preparation time to set up detailed estimates and clearly define the scope of work, accounting for all elements, to arrive at a concise GMP.

Change orders can be another source of friction. Given that unforeseen and unknown conditions inevitably arise during construction, disputes over financial responsibility often emerge, particularly concerning whether the expenses fall within the original GMP scope or should be attributed to change orders.

Open-book accounting, as a common feature of GMP that necessitates detailed tracking and reporting, can be time-consuming and complex for the Parties.

Contractors are obliged to keep meticulous records, whereas Owners are tasked with continuous monitoring and accurate auditing to prevent fraudulent costs resulting from misuse of contingency fund and diminished project quality (e.g., less-skilled labor and quality issues, low-quality materials and unqualified subcontractors).

Trust, serving as the foundation for collaboration in GMP arrangements, requires time to be established between the Parties. Without a trusted partner, the suspicions about inflated costs, profitability derived from lower-quality work, and risks of infringement on business privacy through open-book accounting can impede the attainment of the optimal project outcome.

What Are the Potential Opportunities?

A comprehensive and meticulous GMP contractual arrangement, clear communication and early alignment between the Parties regarding the interpretation of the contract terms and conditions might help avoid potential pitfalls and enhance project outcomes. Further:

• Owners can achieve increased cost certainty and even cost savings, allowing more predictable cash flow and strategic financial management, which are especially vital for projects with limited budgets. The clear and detailed requirements and specifications outlined in the contracts help maintain the quality of the work and avoid the disputes regarding what is included and excluded from GMP.

• Contractors can be incentivized to benefit the Parties financially and manage costs efficiently, particularly when a shared savings mechanism is implemented. This can be accomplished through meticulous project planning, strategic resource management, well-planned procurement schedule, and preventable abortive works.

In summary, GMP arrangements foster a collaborative relationship by advocating transparency, building trust and aligning financial interests. This approach benefits projects by enabling more holistic and informed decision-making, while also paving the way for future partnerships. ■

Please note: This article does not constitute legal opinion and/or legal advice in respect of any particular nuance or situation that may arise.

Karen Cheung is a Professional Quantity Surveyor and Chartered Surveyor with experience working on projects in Canada and Hong Kong. Karen continues to be involved in project planning/design, cost estimating including during the pre-contract, delivery, and post-construction phases of projects.

Decarbonization

CAN CANADA BUILD HOUSING FASTER

AND STILL MEET CLIMATE GOALS?

By Ayo Daniel Abiola, P.Eng, PQS

In 2025, housing affordability became one of the most pressing issues in Canada, even as trade relations with the United States evolved in unprecedented ways. Heading into the spring federal election, leaders of the major parties recognized the importance of addressing the housing crisis and proposed various measures aimed at accelerating the increase in housing

came strong support for modular and prefabricated housing as a rapid construction strategy.

The Prime Minister set a target to double the pace of construction to nearly 500,000 new homes a year, but how would building at such rapid scale impact Canada’s emission reduction goals — especially since the government eliminated the consumer carbon tax, a measure originally intended to incentivize decarbonization across all sectors?

This article examines both sides of the proposed rapid housing strategy and its implications for Canada’s climate commitments.

Rapid Housing Supply Worsening Emissions

Construction activities are highly carbon intensive due to on-site transportation, energy use during building processes, and the heavy reliance on materials such as concrete, steel, and aluminum. An

average 1,000-square-foot home emits between 30 and 70 tonnes of CO2 during construction. Canada currently builds about 250,000 new homes each year,1 and the plan to double this to 500,000 annually could be expected to double associated carbon emissions. At that rate, emissions could reach 25 to 35 megatons of CO2 equivalent each year —comparable to the emissions of approximately 7 million gasoline-powered cars. Furthermore, increased construction will drive demand for building materials, potentially resulting in the sourcing of cheaper, higher-emission products from overseas.

The rapid loss of greenfield and forest land, which currently act as vital carbon sinks, may also accelerate if large-scale development leads to unplanned suburban sprawl. Urban sprawl, in turn, increases car dependency and exacerbates transportation-related emissions.

These outcomes would undermine Canada’s climate goals and highlight the need for careful planning to ensure that housing growth aligns with decarbonization efforts. This scenario creates a reinforcing loop: greater material use, expansive land development, and increased automobile reliance all contribute to higher national greenhouse gas emissions, as illustrated in Figure 1.

Aligning Rapid Housing Supply with Emission Goals

The Prime Minister’s promise to “build new homes for Canadians at a pace not seen since the Second World War” is expected to result in the creation of Build Canada Homes (BCH), a dedicated housing development vehicle. BCH will be tasked with building at scale, backed by over $25 billion in financing to help prefabricated home builders construct faster and more sustainably. 2 According to the

Liberal Party’s housing plan, BCH developments will prioritize the use of Canadian technologies, workers, and materials — including certified wood, recycled content, and other low-emission options.

Prefabricated construction, also known as modular construction, involves manufacturing sections — or “modules” — of a building offsite in a controlled factory environment. These modules can range from individual rooms to entire floor plates. Much like assembling LEGO blocks, the modules are transported to site and assembled to form the complete building. This process streamlines construction by allowing simultaneous on-site preparation and offsite manufacturing. According to McKinsey & Company, modular construction can shorten build times by up to 50%. 3

In addition to rapid construction, the strategy offers a compelling opportunity to reduce embodied and operational carbon and meet climate goals through the following opportunities:

• Material use: Factory-based fabrication allows for precise cutting and efficient material management, significantly reducing waste. Traditional on-site construction can result in 20% to 30% material waste, whereas a 2022 study estimated that modular construction can reduce overall on-site waste by up to 80%.4 Additionally, many modular projects are increasingly turning to mass timber — a renewable material that sequesters carbon and has a much lower embodied carbon footprint compared to concrete and steel.

• Transportation and construction: While modules must be transported from centralized factories to building sites, the overall transportation footprint is often lower than that of traditional construction. A study of high-rise modular projects found that site deliveries

Figure 1: Interconnected factors contributing to greenhouse gas emissions.

were reduced by up to 70%, 5 as most transportation was limited to material shipments to the factory. Furthermore, on-site assembly is faster and less equipment-intensive, reducing both energy use and construction-related emissions.

• Building performance: Modular construction typically results in higher-quality building envelopes, with improved airtightness and reduced thermal bridging. These factors contribute to superior energy performance and lower operational carbon emissions — particularly important in Canada’s cold climate, where heating is a major energy demand. A study by the National Renewable Energy Laboratory found that modular multifamily units had fewer air leakage pathways and, despite minor transport damage, exhibited no significant infiltration issues.6

Conclusion

There is a clear alignment between modular construction — touted as a strategy for accelerating housing delivery — and Canada’s climate objectives. However, scaling up this approach will require overcoming several challenges, including:

• Developing an adequate pool of skilled, factory-based workers to

meet the productivity demands of large-scale delivery

• Modernizing building codes, procurement practices, and manufacturing standards to fully embrace the efficiencies of modular construction

• Eliminating logistical barriers to enable the smooth transportation of materials and modules from factories to diverse housing sites Fortunately, British Columbia offers a promising model: the province has an established network of modular home factories and has successfully deployed nearly 2,000 modular supportive housing units to address urgent housing needs. With continued investment, supportive policy frameworks, and close collaboration between government, industry, and labour, Canada can harness the transformative power of modular construction — not only to deliver the homes it urgently needs, but also to advance its long-term sustainability and climate goals. ■

References:

1. Canada Mortgage and Housing Corporation. (2024, April 4). Canada’s potential capacity for housing construction: What is possible and how to get there. CMHC Housing Observer.

2. Liberal Party of Canada. (n.d.). Building Canada Strong: Housing Plan. liberal.ca.

3. Woetzel, J., Mischke, J., Garemo, N., Hjerpe, M., & Palter, R. (2019, June). Modular construction: From projects to products. McKinsey & Company.

4. Zhang, Y., & Pan, W. (2021, November). Reducing construction waste through modular construction. In International Symposium on Advancement of Construction Management and Real Estate (pp. 339-347). Singapore: Springer Nature Singapore.

5. Lawson, R. M., Ogden, R. G., & Bergin, R. (2012). Application of modular construction in high-rise buildings. Journal of Architectural Engineering, 18(2), 148-154.

6. Christensen, D., & Kosny, J. (2011). Multifamily air leakage evaluation: A modular case study (NREL/TP-5500-50373). National Renewable Energy Laboratory.

Ayo Daniel Abiola is the manager of Hanscomb’s Saskatchewan office and is a seasoned Mechanical Quantity Surveyor. Combining his expertise as both a Professional Engineer and a Quantity Surveyor, Ayo effectively balances cost, sustainability, and performance in new construction and renovation projects across Canada. Ayo is an ASHRAE Certified Decarbonization Professional (CDP) and a recognized expert in sustainable infrastructure. He has trained almost 400 public and private sector professionals in system analysis methods for sustainability planning. He is licensed to practice engineering in Ontario and Saskatchewan and is deeply committed to environmentally responsible and cost-effective building solutions. Ayo lives in Regina.

PRIME MINISTER CARNEY’S

FIRST BUDGET AND WHAT IT COULD MEAN FOR THE CIQS

By James Ball

Following an unusual spring session of Parliament where the Carney government considered not releasing a budget this year, Canadians will get the chance to see the state of the nation’s finances this fall when the Prime Minister outlines his government’s spending plans. While any government budget is subject to change, they provide a useful snapshot of priorities, proposals, and the country’s overall financial health. Already, there are signs that the new Prime Minister is taking a different approach than his predecessor, but what could that mean for the CIQS?

During the election campaign, Prime Minister Carney promised that, if elected, his Liberal government would reduce operational government spending while increasing the government’s investments to grow the economy and advance projects

that were long overdue. This included finding opportunities to invest in the construction industry to build more homes, communities, transportation, and energy solutions. The narrative of investing in Canadians and supporting the middle-class echoed former Prime Minister Trudeau’s language on spending, which delivered Canadians successive Liberal budgets written with red ink and heavy on deficit spending. Fiscal restraint had appeared to be on the table twice for the Trudeau government, but both times were prior to the COVID-19 pandemic and the current trade war with the United States, when any consideration of fiscal responsibility was thrown aside in favour of ensuring that Canadians wouldn’t lose their jobs and homes. However, there are signals that this fall budget could see real change in the government’s approach to spending. At the beginning of July, Finance

Minister François-Philippe Champagne sent a letter to his colleagues in cabinet, directing them to find savings in preparation for the fall budget. The number being targeted by the Department of Finance in their quest to pinch pennies: $21.5 billion. This is $8.5 billion more than Prime Minister Carney had promised to save during the election.

To reach this goal, the finance minister has asked every department to find savings of 7.5% for the 2026–27 fiscal year. That target will increase to 10% in 2027–28 and 15% in 2028–29.

The Department of Finance has stated that there is no intention to cut services to Canadians or federal transfer payments to other levels of government. Instead, these savings will be found by reducing the cost of operating government, eliminating jobs in the civil service through attrition or efficiency practices, and looking

for savings in programs that are not considered essential to the federal government’s mandate, or that are being duplicated in other areas.

These goals to reduce spending, target investments and deliver results, all provide opportunities for alignment with CIQS advocacy objectives.

Looking at housing as an example: the Liberals promised to create Build Canada Homes (BCH), which would provide billions in federal funding to build affordable housing at scale,

through low-cost financing and investments in prefabricated housing construction; however, throwing money at the problem without a plan to direct funding, get shovels in the ground, and reach deadlines for construction will lead to money wasted, and federal initiatives to build homes while saving money will have failed.

Effective oversight of projects will be crucial in guaranteeing funds are directed toward projects that align with the overarching

goal of providing accessible and sustainable housing solutions, which has been a core part of CIQS advocacy. Transparent monitoring mechanisms, rigorous evaluation processes, and collaboration with industry experts will ensure that selected projects are in fact viable and will have their intended result. Tapping into the specialized knowledge of CIQS members to identify potential challenges early in a project and find opportunities to streamline will help develop faster housing projects at lower costs, increasing the federal funding available to other areas, and supporting decreased housing costs for Canadians who need an affordable place to live.

The Prime Minister has also discussed the need to invest in what his government is calling nation-building projects, which include energy, infrastructure, trade, defence, and any other project that has been deemed as vital to Canada’s national interest. The government’s Bill C-5, titled An Act to enact the Free Trade and Labour Mobility in Canada Act and the Building Canada Act, promises to fast track these nation-building projects and prioritize getting shovels in the ground faster. But without proper project oversight and planning in the early stages, these projects that are vital to Canada’s future may never be completed. Making it a priority for CIQS members to be involved in projects from the beginning to ensure proper management and oversight will be critical if this government is serious about its plans for infrastructure and housing. CIQS leadership is prepared to make its voice heard by policymakers in Ottawa this fall. ■

James Ball is a Research Specialist with Impact Public Affairs in Ottawa, Ontario. He works with a variety of clients to engage the government on Canadian construction issues, including the Canadian Institute of Quantity Surveyors.

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CIQS BRITISH COLUMBIA CHAPTER

November 26, 2025 | 5:30 - 8:30pm PST

The Vancouver Club, 915 West Hastings St., Vancouver, BC

CIQS PRAIRIES & NWT CHAPTER

November 19, 2025 | 5:30 - 8:30pm MST | Edmonton

Moxies-South Commons, 203 99 St. NW

November 20, 2025 | 5:30 - 8:30pm MST | Calgary - Venue TBA

CIQS ONTARIO CHAPTER

November 6, 2025 | 5:30 - 8:30pm EST | Ottawa

Mill St. Pub, 555 Wellington Street

November 19, 2025 | 5:30 - 8:30pm EST | GTA - Venue TBA

CIQS QUEBEC CHAPTER

November 5, 2025 | 5:30 - 8:30pm EST | Montreal, Venue TBA

CIQS MARITIMES CHAPTER

November 13, 2025 | 5:30 - 8:30PM AST

Resto Urban Dining, 1515 Bedford Hwy, Bedford, Nova Scotia

CIQS NEWFOUNDLAND & LABRADOR CHAPTER

November 12, 2025 | 5:30 - 8:30pm NST | Location TBA

Congress 2025 - In the “Peg”

The Canadian Institute of Quantity Surveyors welcomed over 120 delegates to the 2025 Congress held in Winnipeg, Manitoba between June 19-21. This event brought industry professionals from across the country, as well as a delegation from the Nigerian Institute of Quantity Surveyors for a third year.

This year’s event saw the Welcome Reception hosted offsite at the Canadian Museum for Human Rights on June 19, where attendees had access to all galleries and networking opportunities.

Thank You To Our Sponsors

CIQS Awards at a Glance

Gordon Pattison Award of Merit

Michael Gabert, PQS(F)

Lois Metcalfe Fellowship Award

Kevin Drake, PQS(F)

Tom Tamayo, PQS(F)

Antoine Aurelis, PQS(F)

Chair’s Award

Wendy Hobbs, PQS(F)

Young Quantity Surveyor Award

Mark McGill, PQS

Presentation Highlights

On June 20, Eiad El Fateh, Housing, Infrastructure and Communities Canada, spoke to delegates about the importance of “Understanding Infrastructure Cost Data: Collection, Importance, and Analysis”.

This year’s program consisted of over 20 speakers presenting on a number of topics such as BIM, Project Delivery Methods and Best Practices in Quantity Surveying and Estimating.

Annual & Special Meeting

CIQS Members got together in-person and virtually to reflect on and celebrate the successes and highlights of the last membership year, and make their voices heard on governance matters for another successful year ahead.

On June 21, Mike Watkinson, Watkinson Coaching, gave an address entitled “Fueling High Performance Through Personal Well-Being. Whether you were a leader, entrepreneur, or team member, this presentation had attendees leaving recharged and ready to take their performance to the next level without the risk of burnout.

2025-2026 Board of Directors

Chair

Tammy Stockley, PQS(F)

Vice Chair

Seán Hollywood, PQS

Chief Executive Officer

Sheila Lennon, CAE

Directors

Ajibola Soboyejo, PQS

David Dooks, PQS(F)

Eugène Shkor, CEC

George Abraham Collaparambil, PQS

CIQS Heads Out East to Charlottetown for Congress 2026

Join us June 4-6 as we bring the CIQS Congress to Charlottetown, Prince Edward Island for the first time. Known for its red sand beaches, extensive list of golf courses, and seafood, there is something for everyone to experience.

Important Dates

September 8, 2025

Registration Opens

Call for Presentations Begins

Sponsorship Prospectus Available October 6, 2025

Call for YQS Bursary Applications Begins November 7, 2025

Submission deadline for Presentations & YQS Bursary applications

Ibrahim Oladapo, PQS

Janaka Ruwanpura, PQS

Marc Brown, PQS

Mykola Pulnyev, PQS

Ryan Hendricks, PQS

Room block available at Delta Hotels Prince Edward:

$309/night Standard Room

$349/night Water View Room

LIGHT RAIL TRANSIT SYSTEMS:

Light Rail Transit OVERVIEW, ELECTRICAL INFRASTRUCTURE, AND COST ANALYSIS

By Sharib Maradukhel, PQS, MRICS, CET

1. Introduction

Light rail transit (LRT) provides mid-capacity urban transit, filling the gap between high-capacity metro systems and standard bus networks. Using lightweight rail vehicles on dedicated tracks, LRT delivers an optimal mix of efficiency, sustainability, and affordability. This overview explores LRT’s key features, electrical infrastructure, and cost considerations.

2. Key Characteristics of LRT Systems

energy-efficient than buses, especially when powered by electricity from renewable sources.

• Regenerative Braking: Modern LRTs recover kinetic energy during braking, improving overall energy efficiency.

2.1 Vehicle Design and Operation

• Lightweight and Compact Vehicles: LRT vehicles are generally smaller and lighter than traditional trains, allowing them to navigate tighter spaces and urban environments more easily. They often have multiple cars that can be connected to form a longer train when needed.

• Dedicated Right-of-Way: LRTs primarily operate on exclusive tracks, minimizing delays caused by road traffic and enhancing reliability.

• Urban and Suburban Coverage: LRT systems tend to serve urban and suburban areas with relatively short to medium travel distances, making them ideal for connecting neighborhoods to central business districts or major transportation hubs.

• Reduced Congestion and Pollution: By shifting commuters from private vehicles to rail, LRT systems help alleviate traffic congestion and lower urban air pollution.

2.3 Accessibility and Service Quality

• High-Frequency Service: LRTs offer frequent departures, particularly during peak hours, ensuring minimal wait times.

• Integrated Stations: Stations are strategically located near key destinations, with features such as elevators and ramps to ensure accessibility for passengers with disabilities.

3. Electrical Infrastructure of LRT Systems

3.1 Power Supply Systems

• Overhead Catenary System (OCS): Most commonly uses overhead wires and a pantograph to supply power.

the train through contact with the train’s shoes. This is less common for LRTs but is used in certain regions, especially in systems where overhead wires are not feasible due to aesthetic or operational reasons.

• Battery-Powered Systems: Emerging solution for short distances (e.g., tunnels, historic areas).

3.2 Substations and Power Conversion

• AC-to-DC Conversion: Utility grids supply alternating current (AC), while LRT traction systems typically use direct current (DC). Substations convert and regulate voltage levels (commonly 600V–750V DC).

• Distributed Substations: Located at intervals along the route to maintain consistent power delivery and minimize voltage drops.

3.3 Electrical Distribution

• Traction Power: Drives trains via catenary/third rail.

• Auxiliary Power: In addition to traction power, the trains also require auxiliary power for lighting, air conditioning, communication systems, and other onboard functions.

3.4 Control System

• Train Control and Signaling: The electrical system is also

3.7 Power Quality and Stability

• Stable voltage is critical; fluctuations can disrupt operations. Backup power and energy storage help maintain reliability.

• Power conditioning (filters, stabilizers, transformers) ensures a consistent supply.

3.8 Energy Management Systems

Advanced systems optimize power use by monitoring consumption, adjusting train speeds/schedules, and balancing grid load in real time.

4. Cost Analysis of LRT Systems

4.1 Initial Capital Cost for LRT Construction

The capital cost includes everything required to build the LRT system from scratch, including track installation, stations, vehicles, and other infrastructure.

• Track Construction: This is one of the most significant costs in building an LRT system. The price for constructing a mile of LRT track can range between $10 million to $50 million (USD), depending on the complexity of the route, geography, and the area (urban, suburban, etc.). Elevated or underground tracks can be

significantly more expensive than those built at grade level.

Stations and Stops: The cost of building stations typically ranges from $5 million to $20 million per station, depending on the design, size, and amenities. Stations in urban centers or more complex locations can cost more.

Vehicles (Trains): The price of LRT vehicles (also called light rail cars) can vary. Each train car can cost $2 million to $4 million (USD), and most LRT systems use trains with multiple connected cars. The number of vehicles required depends on the expected ridership and

Substations and Power Systems:

Building electrical substations and setting up the power system (including overhead catenary or third rail) can range between $2 million to $6 million per substation. The number of substations required depends on the length of the system and the power needs.

• Control Systems and Signaling: The cost of control systems (including central control and signaling systems) can range from $5 million to $10 million, depending on the complexity of the system.

Total Construction Costs:

For a complete LRT system, including track, stations, vehicles, substations, and other infrastructure, the total construction cost can range between $50 million to $200 million per mile (USD). Complex systems with tunnels or elevated tracks are at the higher end of this range.

4.2 Operational Expenditure

• Energy Consumption: Annual electricity costs range from 200K–500K per mile, influenced by service frequency and efficiency measures.

• Maintenance: Regular maintenance, including vehicle repairs, track inspections, and station upkeep, averages 500K–1.5M per mile annually. This can vary depending on the age of the system, the condition of the infrastructure, and the level of service provided.

• Labour: LRT systems require personnel to operate trains, manage stations, and maintain the infrastructure. Labour costs can vary, but operating personnel salaries might range from $2 million to $5 million annually, depending on the size of the system and the number of employees.

• Total Annual Operating Costs: Between $10 million and $50 million, depending on network scale and service levels.

4.3

Farebox Recovery Ratio

LRT systems typically recover 25% to 60% of operating costs from fares, with the rest covered by government subsidies or public funding.

4.4 Additional Considerations

• Environmental & Regulatory Costs: Expenses like land acquisition, environmental assessments, and compliance vary by region.

• Modernization & Upgrades: Aging systems may need costly updates (new trains, signaling, expansions) over time.

5. Conclusion

LRT provides sustainable, efficient urban mobility with lower emissions and better reliability. Despite high costs, long-term benefits (reduced congestion, environmental gains, urban growth) justify investment. Future tech like batteries and automation could further improve performance. ■

With over 18 years of experience and a solid background in Electrical Engineering (BEng, MSc), Sharib Maradukhel is an Associate Director at Altus, specializing in cost planning and management for various sectors, including institutional, data centres, and large transit projects. Certified (MRICS, PQS, GSC, CET), Sharib has a proven track record in cost control, project delivery, and change management throughout the project lifecycle, focusing on value-driven solutions and project success from concept to completion.

THE INTERNATIONAL COMMITTEE —

A REFLECTION OF OUR COMMITMENT TO THE GLOBAL COMMUNITY

By David Dooks, PQS(F), MRICS, P.GSC

In 2003, I was welcomed into CIQS membership and, in that same year, the CIQS was admitted as a full association member into the Pacific Association of Quantity Surveyors (at the 7th PAQS Congress in Japan). A decade later, I was appointed as a CIQS Director and, in June 2017, I was introduced to my first PAQS meeting in Vancouver, which would mark the second PAQS Congress hosted by the CIQS in Canada.

The annual PAQS Congress comprises member associations and invited guests from quantity surveying (QS) and construction economist (CE) associations, including a gathering of representatives from six continents. The 2017 CIQS Congress and joint PAQS Congress was highlighted by the global launch of the first edition of the International Cost Management Standards (ICMS), a joint global effort by QS associations and representatives that collaborated to develop a methodology for reporting, grouping and classifying construction project costs.

This year marks the ten-year anniversary of the first ICMS meeting, held in Washington, DC, and hosted by the International Monetary Fund, where QS associations meet and were presented with the opportunity to make a meaningful comparative analysis of construction costs between countries on a global scale.

Since the initial launch of the standards, a second edition was released in 2019, which included life

cycle costs, and a third edition was released in 2021, which included standards for carbon emission in construction reporting. The latest edition of the ICMS included a coalition made up of 49 associations, that participate in the collaborative development of the evolving standards and the continued support promoting adoption of the standards.

In my early years on the Board, I enjoyed the fascinating stories of the journeys told by David Lai, PQS(F), and the late Ian Duncan, PQS(F), who represented the CIQS for many years at PAQS. David participated as CIQS education director, and Ian (former past chair of CIQS and PAQS) led the way in building relationships with other QS associations on the international level. The many reciprocity agreements we have today were initially forged by them, and their efforts will not be forgotten by me.

It was to my benefit that I had the chance to travel with David and Ian to international meetings in Vancouver, Sydney, Paris and Kuching as they introduced me to QS representatives from PAQS, ICEC, ICMS, CEEC and CASLE, to name a few. I truly appreciate the opportunities the CIQS has afforded the International Committee to continue our global efforts to establish the CIQS as a valuable contributing member for and with those associations. We continue to build lasting relationships to enhance the QS professional brand in promoting the highest standards globally, in conjunction and in harmony with all international recognized QS and CE associations. Since my first PAQS meeting in 2017, I have continued as CIQS representative to PAQS, previously serving as secretary on the PAQS board in 2021–23, and as QS representative to European Council of Construction Economists (CEEC), where the CIQS is an associate member and the CIQS representative serves on the ICMS Trustee committee. While there is travel required to attend international

meetings, the level of participation and engagement with other associations while in attendance is paramount to the role and duty of serving as International Committee Chair.

In the spring of 2025, the International Committee travelled to Madrid to attend the CEEC Spring Meetings. The European group is made of a varying cohort of QS/ CE professionals, and many of the representatives have been involved and have served on the association board or on committees for several years. They do so because it matters to them to be a part of something that contributes to the collaboration of like-minded professionals committed to the highest of standards and in sharing EU-benchmarked projects and collaborative workshops that showcase cost datasets on office-cost models, apartment-cost models, and transportation modules as examples of current and ongoing joint projects. As a personal reflection, the EU has a similar contrast of costs from region to region — not unlike Canada’s variance of prices from our vast geographical locations. The CIQS continues to support CEEC, and we hope their representatives return to Canada for a joint event in the future.

At the end August, the International Committee will be travelling to Jakarta to attend the 29th PAQS AGM and Congress. The theme for this year’s conference is “Harnessing AI and Digital Technology for Smart Construction Towards Net Zero, Decarbonization, and Innovative Building Materials.” The program will offer insight on how the profession applies our unique skillset to work with AI and data to advance and enhance our services.

PAQS includes a commitment to YQS participation, and I am excited to learn more about the ever-growing YQS program that gained headway in 2016–19, stalled out during COVID, and is now returning with new joint effort, with several collaborating associations hosting industry talks and discussion groups drawing hundreds of attendees.

The quantity surveying profession may sometimes feel overlooked by other professions, but the one thing our profession has is that we are small but mighty. As a global community, our profession transcends political boundaries, allowing for transferability across regions. Despite geographical differences, we face similar challenges and uphold the highest standards in cost advising within the built environment.

We have proven time and time again of our resilience to adapt and adopt change. Within our community of professional associations and with the support of our members and volunteers, the CIQS is proud to participate in and be recognized as a leader and advocate for international initiatives.

To all who have supported, attended, and participated in international joint committees and conferences―thank you for including us in this shared journey.

Congratulations to us all on the accomplishments upon which we continue to build, and the relationships we share and value. ■

David Dooks is a Professional Quantity Surveyor, Fellow, who has been involved with CIQS volunteer for over 13 years serving on both the chapter level (Maritimes) as vice chair and chair, and as chair and past chair of the CIQS board of directors. Most recently, he serves as a Chapter Committee chair, and International Relations on the CIQS board of directors. He is a CIQS representative with PAQS, CEEC, ICMS (trustee) and is actively involved in CIQS’s advocacy initiative, such as meeting with Federal government officials as part of Day on the Hill events on Parliament Hill in Ottawa. David has over 25 years of experience in the construction field and has worked as a construction estimator/ cost consultant for the last 20+ years. He is currently working as an Associate Director with Altus Group — Development Advisory in Nova Scotia.

Legal CONCURRENT DELAYS

AND THE IMPORTANCE OF PROVING DAMAGES IN LITIGATION

By Alex Valova, BA (Hon.), LLB, LLM

Schedule delays often lead to complex disputes between owners, contractors and subcontractors. This is especially the case with large construction projects. Such disputes can be time-consuming and costly for everyone involved. Apart from any legal fees that are incurred by the parties, which can be significant, it is often necessary for all parties involved in the dispute to obtain their own schedule delay analysis by an independent expert.

This is a costly but essential exercise as decision makers, both judges and arbitrators alike, need a reliable assessment of delays, which includes assessment of critical path delays, to determine the responsibility of the parties involved in the dispute. Many construction contracts have moved away from relying on the courts in litigating disputes and rather push them into alternative dispute resolution mechanisms. While there are certain benefits to pursuing disputes through such mechanisms, this can lead to a less robust body of case law.

In 2021, the Ontario Superior Court provided important and arguably needed direction with respect to the assessment of concurrent delay in Schindler Elevator Corporation v. Walsh Construction Company of Canada (2021 ONSC 283). The project in question was the construction of a new hospital in Toronto. Schindler, a subcontractor on the project, sought approximately $1 million for outstanding payments from Walsh Construction Company of Canada and Bondfield Construction Company Limited (WBP). In return, WBP advanced a counterclaim for just over $2 million with respect to project delays that it alleged were caused by Schindler.

Schindler’s expert argued that concurrent delay needs two co-critical and co-controlling activities that are parallel in time and identical in duration, which was rejected by the court. Rather, the court accepted a different view, which is that independent causes of delay do not need to occur at the exact same time to qualify as being concurrent.

The court highlighted two important points, that (1) it is “rare that concurrent delays start and end at the same time,” and that (2) “concurrent delays are more commonly experienced as overlapping events.” The court accepted this view as “more realistic” and found the opinion of Schindler’s expert to be “too rigid for use by the courts” particularly in more complex circumstances. A key takeaway from Schindler can be summarized as follows:

“Concurrent delay on a project is often difficult to evaluate, since it involves evaluating how each event delayed completion of the project, which is a more involved and speculative assessment process compared to an isolated or singular cause of delay. Analysis of concurrent delay requires breaking the overall delay into its component parts and apportioning time, responsibility and costs.”

The Schindler decision was recently applied in Walsh Construction v. Toronto Transit Commission et al., 2024 ONSC 2782 (CanLII), where in addition to stressing the above-noted principles, the court highlighted that:

“A construction project of any complexity consists of a multitude of moving parts. Work can be carried out at the same time at a number of locations; it is not simply a linear process like the building of a Lego model. A delay on one aspect of a project may not have an impact on its ultimate completion

date because there may be other delays happening concurrently that are, in the scheme of things, more important or critical to the eventual completion of the project.”

In the end, Schindler was granted judgment of $650,786.20, inclusive of taxes against WBP. In turn, WBP’s claim, after setoff against the amounts owed to Schindler, “was proven” in the amount of $51,653.79, inclusive of taxes.

Apart from the important discussion about the assessment of concurrent delays, the Schindler case also highlights the equally important point that litigants who bring claims must properly substantiate down to the last cent all of the amounts they alleged to be owed to them. While determining liability is an important part of the litigation process, determining damages is an equally important but at times overlooked exercise. The presiding judge carefully considered the different categories of sums claimed by the parties.

Another subcontractor on the project who was involved in designing and constructing the mechanical and electrical system had also advanced a claim for loss of productivity. The claim was unsuccessful, and the court stated that “no evidence supports a finding regarding the extent of any quantifiable direct loss suffered” by this party. ■

Alex Valova is a lawyer at Stieber Berlach LLP. She has experience dealing with complex construction disputes across Canada and the United States. In addition to her time in private practice, Alex spent several years working in-house for a large Toronto based construction company. Alex has also worked on the owner side on a new major transit project in Toronto.

Welcome Aboard

WELCOME NEW MEMBERS!

The CIQS welcomes the following new members who joined the Institute from April 25 through August 18, 2025. We look forward to your contributions to the association.

Adebayo Oyenubi

Adil Khurshid Alam

Ali Khorashadizadeh

Arash Niazi

Arturo Hernandez Moyo

Behzad Ahmadian

Brandon Sharpe

Chak Kin Ng

Daniel Wiafe

Davog Lynch

Dawit Solomon Yilma

Faraz Rikhtehgaran

Garnett Radcliffe

Gayan Dehigaspitiya

Harishankar Thevaraj

Helbert Hubo Flores

Hongtao Lu

Jian Wang

Joshua Ferozdin

Josh Oakley

Juan Manuel Salazar Buitrago

Kai Yiu Tsang

Kang Li

Kesar James Mahay

Lee Stephen Billington

Lok Yi Wu

Majed Elzaghir

Man Kwan Chan

Maliheh Falah Nezhad Tafti

Michael Glynn

Michael JW Sherban

Mohammad Kouroshkarim

Nathan Elikem Gbeckor-Kove

Nikunjbhai Ishvarbhai Patel

Olawale Olasupo

Peiman Bandari Dijvejin

Pejman Alanjari

Petro Karanxha

Piumi Chethana Walimuni

Mudyanselage

Priyangan Uthaykumar

Reyhane Jeddi

Reza Shahni Dezfoulian

Roderick Ringor Ulpindo

Ronald Austin-Bearns

Sabik Mohamed Ziyard

Soma Sri Harsha Dasari

Swetha Madhuri Vinjamuri

Thais Todero Luzini

Thao Anh Nguyen

Tsz Fung Cheng

Udari Mahesika Alwis

Maththumagalage

Vahid Nasernezhad

Viviane Pinheiro De Araujo Carvalho

Wing Kei Wong

Yuen Hei David Kwok

Yuk Ling Yo Yo Leung

New Designation Holders

NEW DESIGNATION HOLDERS

Congratulations to the following Designation Holders who have qualified as a PQS or CEC:

CIQS — British Columbia

Andre Bernardino, PQS

Arash Niazi, CEC

Arturo Hernandez Moyo, CEC

Brittany Barnes, CEC

Daniel Robbins, PQS

Jael Duguran, PQS

Jibin Biju, CEC

Justino B. Lorico, CEC

Michael Wai Mah, CEC

Mohammad Kouroshkarim, CEC

Mohammad Zaman Amir, CEC

Nikunjbhai Ishvarbhai Patel, CEC

Pejman Alanjari, CEC

Piumi Chethana Walimuni Mudiyanselage, PQS

Reynier Zietsman, CEC

Ron Petkau, PQS

Yujun Chen, CEC

CIQS — Members at Large

Adebayo Oyenubi, PQS

Jian Wang, PQS

Kang Li, PQS

Sabik Mohamed Ziyard, PQS

Toochi Chukwunyere, PQS

Yuen Hei David Kwok, CEC

CIQS — Maritimes

Lee Stephen Billington, CEC

Matthew Guptill, PQS

Reyhane Jeddi, CEC

CIQS — Ontario

Ali Khorashadizadeh, CEC

Arash Rashidi, CEC

Aren Kurkjian, PQS

Bal Kumar Lama, CEC

Cameron Stitski, PQS

Chak Kin Ng, CEC

Edna Mola Cruz, CEC

Ei Ei Phyo, CEC

Faraz Rikhtehgaran, CEC

Hannah Glynn, CEC

Juan Trujillo, PQS

Lejin Dan Sabu, CEC

Marwa Hassan, CEC

Nathan Elikem Gbeckor-Kove, CEC

Priyangan Uthayakumar, CEC

Reza Shahni Dezfoulian, CEC

Rhea Charlene Co Molina, CEC

Sanju Lakshan Dharmasena, CEC

Viviane Pinheiro De Araujo Carvalho, CEC

Yuk Ling Yo Yo Leung, PQS

CIQS — Prairies and NWT

Behzad Ahmadian, CEC

Jose Alejandro Perez, CEC

Jose Ruiz Acebo, CEC

Majed Elzaghir, CEC

Man Hing Chau, CEC

Man Kwan Chan, CEC

Michael Kordos, PQS

Mihir Hirenbhai Parekh, CEC

Mostafa Ahmadi, CEC

Olawale Ibrahim Olasupo, CEC

Roberto Gimoro, PQS

Soma Sri Harsha Dasari, CEC

Steve Popovics, PQS

Ting Kwan Hui, CEC

In Closing

As we move forward with the implementation of the 2025–2028 Strategic Plan, I want to extend my heartfelt thanks to our CEO, board directors, members, and CIQS staff for their continued support. Your engagement and participation empower us as a Board to pursue new objectives with clarity and purpose.

A special note of appreciation goes to our outgoing CIQS board directors, Arif Ghaffur, PQS(F) and Kerry Mohur, PQS, for their dedicated service and valuable contributions to the Institute. Finally, as we pave the way for the next phase of growth, I extend a warm welcome to our incoming directors, Eugène Shkor, CEC, George Abraham Collaparambil, PQS, Janaka Ruwanpura, PQS, and Ryan Hendricks, PQS. We look forward to your insights and involvement as we continue this important work together. ■

Tammy Stockley began her career in Quantity Surveying in 1992 after graduating from Architectural Engineering Technology in St. John’s, NL. Her professional career roles evolved from cost planner, cost consultant, senior cost consultant, associate, associate director, and to director in her current employment position.

notre ambition commune d’élever le niveau de l’économie en construction au Canada. Il s’agit également de s’assurer une place à la table des conversations qui façonnent l’avenir de la construction dans ce pays et d’établir l’ICÉC comme un leader d’opinion et l’autorité de confiance en matière de gestion des coûts et des risques dans la construction et l’infrastructure.

En tant que présidente, je suis incroyablement fière du travail accompli par l’ICÉC et encore plus enthousiaste pour nos perspectives futures. Il s’agit d’un moment charnière pour notre profession et, ensemble, nous traçons une voie claire et confiante pour l’avenir.

Pour conclure

Alors que nous avançons dans la mise en œuvre du plan stratégique pour 2025-2028, je tiens à remercier chaleureusement notre directrice générale, les membres du conseil d’administration, ainsi que les membres et le personnel de l’ICÉC pour leur soutien continu. Votre mobilisation et votre participation nous permettent, en tant que conseil d’administration, de poursuivre de nouveaux objectifs avec clarté et détermination.

Je tiens à remercier tout particulièrement les membres sortants du conseil d’administration de l’ICÉC, Arif Ghaffur, ÉCA(F) et Kerry Mohur, ÉCA, pour leur service dévoué et leurs précieuses contributions à l’Institut. Enfin, alors que nous ouvrons la voie à la prochaine phase de croissance, je souhaite chaleureusement la bienvenue aux nouveaux membres de notre conseil d’administrateurs : Eugène Shkor, ECC, George Abraham Collaparambil, ÉCA, Janaka Ruwanpura, ÉCA, et Ryan Hendricks, ÉCA. Nous attendons avec impatience vos idées et votre participation alors que nous poursuivons ensemble ce travail important. ■

Tammy Stockley a débuté sa carrière en économie en construction en 1992 après avoir obtenu son diplôme de technologie des études techniques à St. John’s en Terre-Neuve-et-Labrador. Au cours de sa carrière professionnelle, elle a occupé les rôles de planificatrice des coûts, consultante en coûts, consultante principale en coûts, associée et directrice associée, avant son poste actuel de directrice.