Construction Economist

The Journal of the Canadian Institute of Quantity Surveyors

Le Journal de l’Institut canadien des économistes en construction

Essentials of Contract Changes

DEMOLITIO N

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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, Member Services Coordinator memberservices@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

Past Chair Arif Ghaffur, PQS(F)

Directors

Ajibola Soboyejo, PQS

David Dooks, PQS(F)

Ibrahim Oladapo, PQS

Kerry Mohur, PQS

Marc Brown, PQS

Mykola Pulnyev, 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 MARCH 2025/CIQ-Q0125

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CONSTRUCTION ECONOMIST

CIQS.ORG

SPRING 2025

Essentials of Contract Changes

Understanding and managing changes to contracts leads to successful project delivery.

SHAPING OUR FUTURE: CATALYSTS FOR PROGRESS

Join us in Winnipeg for Congress 2025.

12 THE IMPORTANCE OF SOFT SKILLS

While technical expertise forms the backbone of our work, there’s more to succeeding in the field.

14 BEST PRACTICES FOR MANAGING TIME ON MULTIPLE PROJECTS

Maintaining a high quality of work and performance while juggling priorities.

OPPORTUNITIES AND BENEFITS OF LOW-CARBON, SUSTAINABLE HEALTHCARE FACILITIES

Decarbonizing the healthcare sector is vital for reducing overall carbon emissions.

PROJECT PROFILE— SCOTIA PLACE

A new state-of-the-art event centre that promises to redefine the city’s sports and entertainment landscape is under construction in Calgary.

CIQS ADVOCACY: POLITICAL UNCERTAINTY IN CANADA AND THE ROAD AHEAD

Advocating for CIQS members during a quickly changing time.

every

04 Chair’s Message 05 Message de la présidente du conseil 06 Message from the CEO 07 Message de la directrice générale 25 New Designation Holders 26 Index to advertisers

MInternational Women’s Day 2025

CIQS celebrates International Women’s Day 2025 with the launch of the CIQS Women’s Coffee Circle

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

arch 8, 2025, marked International Women’s Day, a global celebration of women’s achievements in the pursuit of equality and empowerment. Observed annually since 1911, this day serves as a reminder of the progress made and the work still to be done to forge equality without barriers for women.

In honour of this day, the CIQS is proud to launch the Women’s Coffee Circle (WCC) – a platform to foster a supportive community where CIQS female members can share their stories, inspire one another, and drive personal and professional growth. Through this initiative, the CIQS aims to encourage leadership, promote empowerment, and advance gender parity within the quantity surveying industry.

As the WCC grows, it will serve as a forum to highlight the contributions of trailblazing women in our industry, celebrate their accomplishments, and create opportunities for collaboration that will shape the future of our profession. Together, we are building a stronger, more inclusive community.

Through the lens of Diversity, Equity and Inclusion (DEI), the industry is assessing policies, practices, and organizational culture to identify areas for improvement. The DEI goal is to enhance inclusivity, ensure equitable opportunities, and foster a more diverse environment free of gender bias, discrimination, and stereotypes.

I would be remiss if I did not acknowledge strong women at the CIQS, both past and present, who have shown exemplary leadership and made valuable contributions to the Institute.

• Linn Marron-Marshall, PQS(F), Past Chair/President (1990-1991),

who made history as the first woman to Chair the institute since it was established in 1959. Her leadership set a strong precedent, paving the way for future female members and contributing to a more inclusive and equitable industry.

• Erin Brownlow, PQS(F), Former Board Director & Past Chair (2020-2022), our second female Chair in CIQS history, 29 years later. Erin played a key role in raising the profile of female leadership within the Institute and advancing the involvement of women in the profession.

• Sheila Lennon, CEO, dedicated to elevating the Institute, tirelessly advocating for our members, and leading her strong team with vision and commitment.

• Lois Metcalfe, Former Executive Director, who was a driving force lifeline for the Institute and continues to offer her support to the CIQS.

• Angela Lai, PQS(F), Former Board Director, who continues to support the Institute through her valuable role on the Accreditation Committee, leveraging her extensive academic experience.

• Indu Elapatha, Former Board Director, who was instrumental in coordinating reciprocity agreements among the CIQS and international professional organizations representing quantity surveyors.

• Ajibola Soboyejo, PQS, Board Director and Chair of the YQS Committee, deeply committed to outreach and recruitment efforts aimed at growing the YQS community. As the current CIQS Chair, I proudly embrace my role as a female leader. Reflecting on my journey over the past 30+ years, I recognize how much our

field has evolved. In the early years of my career, I often found myself as the only woman in a male-dominated environment. While this could have been daunting, I did not let it deter me; however, there are still areas where women face barriers in the industry. Childcare remains a significant challenge in the working world, and balancing a career is difficult without flexible employment to meet the demands of working parents.

As we navigate through 2025, it’s evident that the construction sector is increasingly recognizing the importance of creating an inclusive workplace that reflects the diversity, equity, and inclusion of the communities it serves. While the industry has made great strides in supporting and cultivating diverse talent, there is still work to be done. There is ample room for improvement to advance DEI and build a truly inclusive workplace.

Mentorship and encouragement are essential to inspire the next generation of women to step up and bring their unique perspectives to the table. The CIQS Women’s Coffee Circle can serve as that table – a place to raise your hand, seize opportunities, and lean on the support of your member peers for the inspiration you need to soar. ■

Tammy Stockley, PQS(F), MRICS, GSC, AET, 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, to director in her current employment position.

LJournée internationale de la femme 2025

L’ICÉC célèbre la Journée internationale de la femme 2025 en lançant le Café des femmes de l’ICÉC

(WCC)

Tammy Stockley, ÉCA(F), MRICS, GSC, AET, Économiste en construction agréé « Fellow »

Présidente

de l’ICÉC/membre du conseil d’administration de l’ICÉC

e 8 mars 2025 était la Journée internationale de la femme, une célébration mondiale des réalisations des femmes dans la poursuite de l’égalité et de l’autonomisation. Observée chaque année depuis 1911, cette journée rappelle les progrès accomplis et le travail qu’il reste à faire pour instaurer une égalité sans barrières pour les femmes.

En l’honneur de cette journée, l’ICÉC est fier de lancer le Café des femmes (WCC), une plateforme visant à favoriser une communauté de soutien où les femmes membres de l’ICÉC peuvent partager leurs histoires, s’inspirer les unes les autres et stimuler leur développement personnel et professionnel. Par cette initiative, l’ICÉC vise à encourager la direction, à promouvoir l’autonomisation et à faire progresser la parité hommes-femmes au sein de l’économie en construction.

Au fur et à mesure de son développement, le WCC servira de forum pour mettre en lumière les contributions des femmes pionnières de notre secteur, célébrer leurs réalisations et créer des possibilités de collaboration qui façonneront l’avenir de notre profession. Ensemble, nous construisons une communauté plus forte et plus inclusive.

Sous l’angle de la diversité, de l’équité et de l’inclusion (DEI), le secteur évalue les politiques, les pratiques et la culture organisationnelle afin d’identifier les domaines à améliorer. L’objectif de la DEI est de renforcer l’inclusion, de garantir des opportunités équitables et de favoriser un environnement plus diversifié et exempt de préjugés, de discriminations et de stéréotypes liés au genre.

Je m’en voudrais de ne pas saluer les femmes fortes de l’ICÉC, passées et présentes, qui ont fait preuve d’une direction exemplaire et ont apporté une contribution précieuse à l’Institut.

• Linn Marron-Marshall, ÉCA(F), ancienne présidente (1990-1991), elle est entrée dans les annales en tant que première femme présidente de l’institut depuis sa création en 1959. Sa direction a créé un solide précédent, ouvrant la voie aux futures femmes membres et contribuant à rendre le secteur plus inclusif et plus équitable.

• Erin Brownlow, ÉCA(F), ancienne membre du conseil d’administration et présidente sortante (2020-2022), c’était la deuxième femme présidente de l’histoire de l’ICÉC, vingt-neuf ans plus tard. Erin a joué un rôle clé dans la mise en valeur de la direction des femmes au sein de l’Institut et dans la promotion de l’engagement des femmes dans la profession.

• Sheila Lennon, directrice générale, elle se consacre à l’amélioration de l’Institut, défend inlassablement les intérêts de nos membres et dirige son équipe avec vision et engagement.

• Lois Metcalfe, ancienne chef de la direction, elle a été la force motrice de l’Institut et qui continue d’offrir son soutien à l’ICÉC.

• Angela Lai, ÉCA(F), ancien membre du conseil d’administration, elle continue à soutenir l’Institut en jouant un rôle précieux au sein du comité d’attestation, en mettant à profit sa vaste expérience universitaire.

• Indu Elapatha, ancien membre du conseil d’administration,

elle a joué un rôle déterminant dans la coordination des accords de réciprocité entre l’ICÉC et les organisations professionnelles internationales représentant les économistes en construction.

• Ajibola Soboyejo, ÉCA, membre du conseil d’administration et présidente du comité YQS, qui s’est profondément engagée dans des efforts de sensibilisation et de recrutement visant à accroître la communauté des jeunes économistes de la construction. En tant que présidente actuelle de l’ICÉC, je suis fière d’assumer mon rôle de femme dirigeante. En réfléchissant à mon parcours sur plus de 30 ans, je constate à quel point notre domaine a évolué. Au début de ma carrière, je me suis souvent retrouvée seule femme dans un environnement dominé par les hommes. Cela aurait pu être intimidant, mais je ne me suis pas laissée décourager ; cependant, il y a encore des domaines où les femmes se heurtent à des obstacles dans notre secteur. La garde d’enfants reste un défi important dans le monde du travail, et il est difficile de concilier une carrière sans un emploi flexible pour répondre aux exigences des parents qui travaillent.

À l’aube de 2025, il est évident que le secteur de la construction reconnaît de plus en plus l’importance de créer un lieu de travail inclusif qui reflète la diversité, l’équité et l’inclusion des communautés qu’il sert. Bien que le secteur ait fait d’énormes progrès pour soutenir et cultiver la diversité des talents, il reste encore du travail à faire. Il y a une grande marge d’amélioration pour faire progresser la DEI et Suite à la page 19

“WDon’t Let Your Designation Slip Away: Why Renewing Your CIQS Membership Matters

Sheila Lennon, CAE Chief Executive Officer, CIQS

hen project issues of increased costs and the impact of schedule delays arise, it is PQS and CEC holders who advise on these things; reallocating money in budgets, providing sound advice on proper contingency allotment and cautionary risk assessments to determine project viability.” –

Erin Brownlow, PQS(F), Past Chair, CIQS, Construction Economist –Winter 2020

When I sat down to write this article on the cusp of another membership year, I found myself thinking back to inspirational musings written by past Chairs over the years, such as the one above, about the important impact the Institute and our members have on the industry.

Canada’s construction industry is the beating heart of the Canadian economy, accounting for over 7% of our GDP and providing more than 1.7 million lucrative jobs. CIQS professional members play a critical role in the construction industry as they are uniquely qualified to work with financial institutions, architects, engineers, lawyers, developers, and government. They add value to the overall project lifecycle by establishing accurate cost baselines and improving project processes from inception to completion.

CIQS membership demonstrates an ongoing commitment to professional development through a continual upkeep of technical skills, industry

trends, and ethical standards – all of which define professional competence and expertise.

David Dooks, PQS(F) once wrote, “The Institute was founded with the intention of embracing all those dealing with matters of cost in contracting, engineering, architecture, and public or private corporations.”

Since its inception, the Institute has grown to be the voice for Canada’s construction economists. Membership, therefore, goes beyond earning the certification. Maintaining annual membership with the Institute enhances professional credibility, demonstrates compliance with a stringent Code of Ethics and National Standards, and offers competitiveness in the job market.

Annual membership renewal also enables members to uphold their licenses to promote themselves as a Professional Quantity Surveyor, Professional Quantity Surveyor-Fellow, Construction Estimator Certified, or Construction Estimator Certified-Fellow.

CIQS members enjoy a plethora of benefits:

• Exclusive resources and networking events

• Reduced pricing on textbooks, seminars, webinars and Congress

• Free subscription to the Construction Economist journal

• Regular updates on industry trends and issues via e-blasts

• Subscription to “The Bottom Line,” the CIQS monthly digital member newsletter

• The Year-in-Review retrospective

• Voting rights at the CIQS Annual General Meeting (PQS and CEC members only)

• Invitation to participate in the quarterly Canada Construction and Infrastructure Survey

• Access to the CIQS job board

• Global mobility through reciprocal agreements with over a dozen QS institutes

• Ability to seek direct entry for Gold Seal and MRICS designations

• Ability to volunteer as a CIQS Ambassador

• Ability to help shape the organization and the profession by volunteering on various committees and taskforces, and/ or being a member of a chapter executive, and/or CIQS board directorship.

PQS and CEC members whose membership lapse are no longer legally able to use the designation in any manner and must remove it from their business cards, online platforms (i.e., social media accounts, websites, etc.), invoices, and any future documentation such as presentations, proposals, responses to project RFPs, and contracts.

Renewing your membership to maintain your professional designation is not just a formality; it is a requirement to maintain the designation you worked so hard to earn. All membership inquiries should be directed to memberservices@ciqs.org.

«LNe perdez pas votre titre : L’importance de renouveler votre adhésion à l’ICÉC

Sheila Lennon, ÉCA Directrice générale, ICÉC

orsque des problèmes d’augmentation des coûts et de répercussion des retards surviennent, ce sont les membres ÉCA et ECC qui donnent des conseils sur ces questions, en réaffectant des fonds dans les budgets, en fournissant des conseils judicieux sur l’affectation appropriée des fonds pour imprévus et en procédant à des évaluations prudentes des risques pour déterminer la viabilité du projet » — Erin Brownlow, ÉCA(F), présidente sortante, ICÉC, Construction Economist — Hiver 2020

Lorsque je me suis assise pour rédiger cet article, à l’aube d’une nouvelle année d’adhésion, j’ai repensé aux réflexions inspirantes écrites par les anciens présidents au fil des ans, comme celle ci-dessus, sur l’impact important de l’Institut et de ses membres sur le secteur.

Le secteur canadien de la construction est le cœur battant de l’économie canadienne, représentant plus de 7 % de notre PIB et fournissant plus de 1,7 million d’emplois lucratifs. Les membres professionnels de l’ICÉC jouent un rôle essentiel dans l’industrie de la construction, car ils sont particulièrement qualifiés pour travailler avec les institutions financières, les architectes, les ingénieurs, les avocats, les promoteurs et les gouvernements. Ils apportent une valeur ajoutée à l’ensemble du cycle de vie du projet en établissant des données de référence précises sur les coûts et en améliorant les processus du projet, du début à la fin. L’adhésion à l’ICÉC témoigne d’un engagement permanent en faveur du développement professionnel par le biais d’une mise à jour continue des compétences techniques, des

tendances de l’industrie et des normes éthiques, autant d’éléments qui définissent la compétence et l’expertise professionnelles.

David Dooks, ÉCA(F), a écrit : « L’Institut a été fondé dans l’intention d’englober tous ceux qui s’occupent des questions de coût dans les domaines de la passation de marchés, de l’ingénierie, de l’architecture et des entreprises publiques ou privées. »

Depuis sa création, l’Institut s’est développé pour devenir la voix des économistes en construction du Canada. L’adhésion va donc au-delà de l’obtention de la certification. Le maintien d’une adhésion annuelle à l’Institut renforce la crédibilité professionnelle, démontre le respect d’un code de déontologie rigoureux et de normes nationales, et permet d’être compétitif sur le marché de l’emploi.

Le renouvellement annuel de l’adhésion permet également aux membres de conserver leur licence et de se faire connaître en tant qu’économiste en construction agréé, économiste en construction agréé « Fellow », estimateur en construction certifié ou estimateur en construction certifié « Fellow ».

Les membres de l’ICÉC profitent de nombreux avantages :

• Des ressources et des opportunités de réseautage exclusifs ;

• Une réduction sur le prix des manuels, des séminaires, des webinaires et du Congrès ;

• Un abonnement gratuit à la revue Construction Economist ;

• Des informations régulières sur les dernières tendances et questions du secteur à travers les bulletins électroniques ;

• Un abonnement à The Bottom Line, l’infolettre numérique mensuelle pour les membres de l’ICÉC ;

• La rétrospective du Bilan de l’année ;

• Le droit de voter à l’assemblée générale annuelle de l’ICÉC (uniquement pour les membres ÉCA et ECC) ;

• Une invitation à répondre à l’enquête trimestrielle sur la construction et l’infrastructure canadiennes

• L’accès au panneau d’offres d’emploi de l’ICÉC ;

• Une mobilité internationale grâce à des accords réciproques avec plus d’une dizaine d’organismes d’économie de la construction ;

• La capacité à demander l’obtention directe des titres de Sceau d’or et de MRICS ;

• La capacité d’œuvrer bénévolement en tant qu’ambassadeur de l’ICÉC ;

• La capacité d’aider à façonner l’organisation et la profession en participant de façon bénévole à divers comités et groupes de travail et/ou de devenir membre d’un comité exécutif de chapitre et/ou du conseil d’administration de l’ICÉC. Les membres ÉCA et ECC dont l’adhésion devient caduque ne sont légalement plus en mesure d’utiliser ce titre de quelque manière que ce soit et doivent le retirer de leurs cartes de visite, de leurs plateformes en ligne (comptes de médias sociaux, sites Web, etc.), de leurs factures et de toute documentation future telle que les présentations, les propositions, les réponses aux appels d’offres de projets et les contrats. Le renouvellement de votre adhésion pour conserver votre titre professionnel n’est pas une simple formalité ; c’est une exigence pour conserver le titre que vous avez travaillé si dur pour obtenir. Toutes les demandes concernant l’adhésion doivent être adressées à memberservices@ciqs.org. ■

SHAPING OUR FUTURE: CATALYSTS FOR PROGRESS

CONGRESS 2025 WINNIPEG

The CIQS is getting ready to host Congress in Winnipeg, Manitoba, or “The Peg.” From June 19-21, industry professionals will share their knowledge on topics such as project delivery methods, building information modelling (BIM), and decarbonization, to name a few at the Delta Hotels Winnipeg.

Winnipeg overflows with characters, anecdotes, events, and colloquialisms that make it one of Canada’s – and the world’s – most intriguing and welcoming cities. From the iconic architecture of the Canadian Museum for Human Rights, to being home to the world’s largest collection of contemporary Inuit art at WAG-Qaumajuq, to prominent Peggers putting the city on the world stage for the past century, Manitoba’s capital is honestly unreal. ■

Friday, June 20, 2025

Presentation Title

Navigating Equity/Diversity/Inclusion + Reconciliation (EDI+R) in Construction

Is BIM Creating Problems in Construction Disputes?

Decarbonization in Buildings – Cost Risk or Competitive Advantages

Best Practices in Quantity Surveying: Perspectives from Owner, Architect, Contractor and Quantity Surveyors

DID YOU KNOW?

• More than 100 languages are spoken in Winnipeg.

• The world’s most famous spy, James Bond, was inspired by born and bred Winnipegger, Sir William Stephenson.

• A local concoction served at Bridge Drive-In, is the weirdly named Goog; an upside-down blueberry milkshake topped with a hot fudge sundae, bananas, and whipped cream.

Presentation Title

The Business of BIM for Quantity Surveyors

Speaker(s)

Rian Johnson-Bourqe, Turner & Townsend

Diana Massawa, Turner & Townsend

Acacia Ashick, Pomerleau

Ashley Huston, MediaEdge

Georges Bader, Secretariat

Bennet W. Misskey, MLT Aikins

Kenneth Yau, Secretariat

Olga Sandra Morozova, Dragados Canada

Gordon Bourque, Akonovia

Ayo Abiola, Hanscomb

Dominic Leadsom, Turner & Townsend

Jeremy Read, University of Winnipeg Community Renewal Corporation & UWCRC 2.0 Inc.

Glenn Hultzer, A.W. Hooker

Ben Postma, Postma Consulting

Derek Beckley, Winnipeg Regional Health Authority

Dan Bockstael, Bockstael Construction

Jeff Moroz, Stantec

Saturday, June 21, 2025

Progressive Design-Build: Insights, Challenges and Successes in Canada’s Transit and Healthcare Sectors

CIQS Annual General Meeting

Data Centre Construction: Opportunities for the Quantity Surveying Profession and the AEC Industry

Learn more about the Congress Program, speakers, registration fees, host city, sponsorship opportunities, and accommodations at www.ciqs.org/congress

Speaker(s)

Claudia Cozzitorto, BIM DnA Group

Taha Syed, Stantec Consulting

Mel Yungblut, Lakeland Consulting

Elisa Brandts, Stantec Consulting

Sheila Lennon, CEO of CIQS

Tammy Stockley, Chair of CIQS

Seán Hollywood, Vice-Chair of CIQS

Padraig Leahy, Linesight

Ajibola Soboyejo, Linesight

New for Congress 2025

For the first time, our Welcome Reception will be hosted off-site at the Canadian Museum for Human Rights, where attendees can network and have the opportunity to access the museum in its entirety, exploring the 10 core galleries such as What are Human Rights?, Indigenous Perspectives, and Inspiring Change. The museum was the first new national museum to open in 40 years and is the first to be built outside of the capital region. The Museum has received 14 national and international awards related to its architecture and construction. The Welcome Reception is included with the Congress Combo and Congress Registrations and Individual Social Tickets are available for $100. Shuttles will be provided to and from the host hotel for all attendees.

Thank you to our Congress 2025 Sponsors

Silver Bronze YQS Bursary Benefactors

Interested in Sponsoring?

Contact Marilyn Lawrie at sponsor@seatoskymeetings.com

Congratulations to our 2025 David Lai YQS Bursary Recipients

Mfonobong Duncan, PQS

Sayine Soujanya Pavathasan

Mark McGill, PQS

Meena Hamati, PQS

Cameron Power, PQS

Karen Cheung, PQS

Garret Johnson, CEC

““I was sincerely honoured to have been selected as a David Lai YQS Bursary recipient for Congress 2024, an opportunity that allowed me to gain invaluable insights, expand my professional network, and further develop as a quantity surveyor. I extend my gratitude to CIQS for their commitment to fostering growth within the profession and hope that future young professionals will have the privilege of experiencing similar opportunities to excel in their careers and contribute meaningfully to our industry.”

– Amir Naderi, PQSCIQS – British Columbia Chapter Chair David Lai Congress Bursary Recipient in 2024

Don’t forget! Last day to register and book your accommodations is May 15, 2025. Contact Kelsey at congress@ciqs.org if you have any questions.

Knowledge Counts

Construction Professional Development on the Go

Host Wendy Hobbs, PQS(F) interviews guests on a variety of topics of interest to professionals from all sectors of the construction

THE IMPORTANCE OF SOFT SKILLS

By Ibrahim Oladapo, PQS, PMP

In the fast-paced world of construction and infrastructure development, technical expertise forms the backbone of CIQS members’ work. From preparing cost estimates to managing contracts and advising on cost control, the tasks are multifaceted and demanding; however, success in these roles increasingly hinges on more than just technical know-how. Strong interpersonal and managerial abilities, i.e., soft skills, are essential for navigating complex projects, fostering collaboration, and driving successful outcomes.

Clear and tailored communication underpins much of what we do. Whether it is presenting detailed cost estimates, preparing tender evaluations, or liaising with diverse stakeholders, the ability to convey technical information effectively is

crucial. This skill fosters alignment, builds trust, and ensures smooth collaboration, especially when working across culturally or professionally diverse teams.

Negotiation plays a pivotal role in balancing interests within the construction industry. Advocating for fair pricing, resolving disputes, and ensuring favourable project outcomes all require a blend of assertiveness, adaptability, and diplomacy.

Professionals who are adept at negotiation can secure agreements that satisfy stakeholders while maintaining long-term relationships.

Construction projects are rarely straightforward, often requiring swift and effective problem-solving Changes in project scope, budget constraints, and unforeseen risks demand an analytical mindset. We

professionals must evaluate options, propose actionable solutions, and implement strategies that keep projects on track. Collaboration within multidisciplinary teams further amplifies the impact of well-honed problem-solving skills.

The ability to manage time and stay organized is essential as the industry is characterized by tight schedules and overlapping responsibilities. By prioritizing tasks and leveraging project management tools, we ensure timely delivery of critical deliverables while maintaining the overall efficiency of the project workflow.

Leadership qualities are equally important, as we are often entrusted with guiding teams and making key decisions. Leadership involves more than just authority – it requires clear direction, informed decision-making,

and the ability to inspire confidence. Even in roles without formal leadership titles, the ability to influence and motivate others can be a game-changer for project success.

Interpersonal dynamics are a constant in construction projects, making emotional intelligence (EI) a cornerstone of professional excellence. Managing emotions, empathizing with others, and navigating relationships with tact, build a foundation of trust and cooperation. This skill becomes particularly critical in high-pressure situations where collaboration and understanding are key to resolving conflicts constructively.

Adaptability and resilience are also indispensable traits in our ever-changing industry. Whether facing regulatory changes or unexpected market conditions, the ability to pivot and perform consistently ensures that we remain reliable and effective. This flexibility enables us to tackle challenges without compromising on quality or deadlines.

In multi-cultural societies, cultural competence is no longer optional. Understanding and respecting diverse cultural perspectives enhances communication and collaboration, particularly where subtle cultural nuances can have a significant impact on outcomes. Building cultural awareness fosters stronger and more effective partnerships.

Networking and relationshipbuilding round out the essential soft skills for CIQS professionals. By participating in industry organizations, attending events, and maintaining positive client relationships, we can open doors to knowledge sharing, career advancement, and innovative opportunities. Strong professional networks not only support individual growth but also contribute to the broader success of projects and teams.

While technical expertise provides the foundation for a CIQS professional’s role, it is our soft skills that truly unlock our potential. Effective communication, strategic negotiation, innovative

problem-solving, and emotional intelligence enable us to thrive in a complex and collaborative environment. By mastering these skills, we can elevate our individual performance and contribute to the overall success of teams and the construction and infrastructure projects we undertake. In a human-centered industry like construction, soft skills are not just an asset – they are indispensable. ■

Ibrahim Oladapo’s career spans three continents and over 18 years in consulting, contracting, academia, and public service. He possesses a master’s degree in project and enterprise management and a bachelor’s degree in quantity surveying. He is a Cost Manager with the Government of Alberta and provides expertise for the planning and delivery of the province’s vertical infrastructure projects. Based in Edmonton, Alberta, Ibrahim is CIQS Education Director.

CB Ross Partners have job opportunities in our Project Monitoring department for Assistant Cost Consultants, Cost Consultants and Senior Cost Consultants.

Candidates must have:-

BEST PRACTICES FOR MANAGING TIME ON MULTIPLE PROJECTS

By Brandon Roy, BA, CEC, GSC

In our profession, we are often juggling multiple projects for multiple clients, all requiring different levels of coordination and involvement. It is critical to the success of QS roles that we are able to keep all these balls in the air (sticking with the juggling analogy), while maintaining a high quality of work and performance. These are some best practices that I have implemented in my day-to-day work life.

K.I.S.S.

This is the classic saying “Keep It Simple, Stupid,” and it is always my number one rule for managing my time and work. It doesn’t mean that I don’t take on complex or difficult tasks/projects: quite the contrary. By following this principle, I can manage several highly complex projects at once, while maintaining a high quality of output.

This K.I.S.S. principle is straightforward in its approach: don’t over-complicate things. Limit unnecessary complexity by directing your focus on straightforward approaches and tasks. Use your training, work with your mentors and implement your known skill sets to achieve desired outcomes. There will always be complex tasks that need

to be achieved within a given project, but if the process or approach to completing the task is kept simple, it will reduce your stress and help avoid mistakes.

2 Write Things Down

If you want to use pen and paper or a computer or even your phone’s note app, it doesn’t matter. Write things down! Whether it’s critical notes during meetings for a project, assumptions while completing take offs or drawings/ spec reviews or simply tasks that you want to complete in a given timeframe. Writing things down makes you think about what you need to accomplish. It also provides a record of things that you’ve completed, so that if you have to revisit a project several weeks later and need to know why something was done or costs carried etc., you have the record.

The trick is to also apply the K.I.S.S. principle: you don’t need to write a novel! Brief notes are a perfect way to help trigger a memory about the reason for the note. It can be one word or a sentence but keep it simple. Create a daily to-do list with a maximum of three primary tasks to maintain focus and productivity. Tasks should be targeted on the level of attention that each item requires.

If you start making lists of things to do that have five, six, seven items or more, you may find yourself becoming overwhelmed and feeling defeated when you can’t complete the entire list. Keep lists short and targeted to what is required at that time. Once the task is completed, cross it off your list with authority! It feels good.

3 Ask Questions

It is a simple concept, but a lot of people are reluctant to ask questions, especially when they think it is a stupid question. THERE ARE NO STUPID QUESTIONS! Most of the time, your question will be one that many people want to ask but are afraid to for fear

of appearing unaware. It is better to ask the question that you may think is stupid to gain clarity and be sure in your approaches. (We all know what happens when we assume.)

Asking questions does two things: it provides clarity and opens up your time. Clarity is gained by having the authority responsible provide the necessary answers. Time is gained when it is not wasted trying to guess at what an intent is, or in not having to redo work because the assumptions made were incorrect and need to be corrected.

4 Use Technology

We are living in the age of technology, so use it! It may be emails,

Writing things down makes you think about what you need to accomplish.

phone calls, software, photographs, anything. I find that I can accomplish more by utilizing the power of my technology to simplify my day-to-day. Whether this is using a specially designed Excel spreadsheet with customized formulae and macros that limit manual calculations and input, or using newer take-off software to reduce the time needed to complete quantity takeoffs versus doing it all by hand.

Even if you are not highly proficient in technology, there are thousands of hours of tutorials and training webinars available to guide you in your skill development. I can complete a quantity take off in anywhere from a quarter to half the time it would take me to do it by hand, simply by employing some very user-friendly software. Don’t be afraid of technology. Lean into it!

5 Know When to Stop

Last but probably one of the most critical is to know when to stop. Know when to take a break, know when you are running out of steam. People think that the only way they can get ahead is by putting in excessive hours on a project, working 60 to 70 hours a week, but typically this has the opposite of the desired effect. Overworking and getting burned out will always have a detrimental effect on your performance, no ifs ands or buts about it. It’s just a fact.

Learn to take micro-breaks. I am strict with this approach. Every 20 to 30 minutes, I take a five-minute break. I don’t necessarily leave my desk every time; I may simply let my brain take a rest from focusing on the task. Taking

a five-minute micro-break will allow you to maintain a higher level of focus on your tasks at hand by not becoming overworked in the task. Every hour, I get up and go for a walk, whether to get a coffee or water, go to the bathroom or simply take a walk around the workplace. It doesn’t matter; just get moving for a short time and then get back at it.

Finally, know when to log off at the end of the day. If you have a company cellphone, set a timer so that at a specific time the “do not disturb” setting is activated. You are allowed to have your life outside your work; in fact, you need it for your health and well-being. These are some best practices that I employ to help me maintain a work/life balance and high-quality work product. By no means are these the answers to all questions; everyone has their own way of doing things, but I believe these five principles can and will work for anyone, when implemented appropriately. ■

Brandon is a Senior Estimator with Traugott Building Contractors Inc., a national general contractor. 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, as well as holding a Gold Seal Certification in Estimating from the Canadian Construction Association.

ESSENTIALS OF CONTRACT CHANGES

By Karen Cheung, BSc (Surv), PQS, MRICS, MCInstCES Senior Contracts & Commercial Specialist, Lakeland Consulting Inc.

Methods & Nuances

Construction industry practitioners are familiar with changes that are a normal occurrence on many construction projects. These changes are typically anticipated within the conditions of the prevailing contract agreements. The ability to effectively comprehend and manage changes contributes to successful project delivery and positive outcomes. This article explores this topic and

provides my thoughts on relevancy, and on effectively navigating contract changes.

Changes Are a Norm

Change (also sometimes referred to as Variation, Architect’s Instruction, Change Confirmation, Change Order) in construction projects generally refers to an addition, substitution, omission, alteration or modification to the design, specification, quality, quantity,

timeframe, terms and conditions of the scope of work originally specified in the contract. Such scope of work is also known as original/intended work or base/baseline scope of work. Both owners of the construction project (“Owner[s]”) or vendors, suppliers, general contractors, subcontractors (collectively “Contractor[s]”) typically also have the right to initiate changes.

Construction contracts typically have clauses that set the process

requires a change in the work to be implemented prior to the Parties’ agreement on adjustments in contract price and contract time.

Changes in a construction are inevitable, regardless of the type, nature, size, and complexity of projects. Despite rigorous planning and detailed design, changes still arise from factors such as unforeseen site conditions, evolving requirements from Owners, lack of clarity in the scope, errors or omissions in design, and unavailability of resources. Indeed, the inclusion of contingency in the price in most contracts evidences the anticipation of changes and increased costs.

There Are Limitations

Not all changes constitute a binding agreement to which a Contractor is obligated to adhere, there being several prevailing questions:

• What if there is a fundamental change to the base scope of work?

• What if there is an omission of works for others to perform?

• What if there is a change instructed after substantial/practical performance?

Fundamentally change the base scope of work: Changes cannot fundamentally alter the type of base scope of work or the project value. An example of fundamental change is the case of Blue Circle Industries PLC v Holland Dredging Company (UK) Ltd2 where the Parties entered into a contract for dredging works, it being noted that:

for administering changes and the actions required from the parties to a construction contract (“Parties”). The presence of such change clauses empowers Owners or their representatives to make changes to the base scope of work. Further, this change mechanism enables Owners to make an informed decision on scope, schedule, and costs, thereby remaining informed and in control of project outcomes.

The base scope of work is protected in a manner that a formal instruction is a prerequisite to any changes being made to the base scope – thereby enabling payment. For example: CCDC 2 – Stipulated Price Contract, instructions may take the form as a Change Order when mutual agreement on the change in the work and impacts of the change are agreed between the Parties.1 Conversely, a Change Directive is issued when the Owner

• The tender related to the dredged material being deposited in areas approved by public authorities. An instruction was given to use the excavated material to form an artificial bird island. The Court of Appeal held that this scope was outside the scope of the original contract and consent from the contractor was required to enter into a new and separate agreement.

• The underlying legal principle in this case is known as the cardinal change principle established in Thorn v Mayor and Commonalty of London3 which held that a separate

contract is required if the additional or varied work were “so peculiar, so unexpected and so different from what any person reckoned or calculated upon.”

Further, in Chadmax Plastics Pty Ltd v Hansen and Yuncken (SA) Pty Ltd4, the main contractor was compelled to omit subcontractor works. A variation was issued under the main contract to change the finishes. The main contractor did likewise to omit such works in the subcontract, resulting in 98% of the subcontract work being deleted. The subcontractor was awarded damages for breach of the subcontract since the extent of the change amounted to a virtual cancellation of the subcontract and also a repudiation.

Omit works for others to perform: Omissions shall be genuine in that there is no intention of assigning a third party to undertake the omitted work. Contractors expect to conduct the awarded scope of works which entitled them to earn the corresponding profits. Entering into a contract/binding agreement

implies that the Employer is prevented from unpicking specific scope items, potentially depriving the benefits to a Contractor under the contract and leading to financial constraints due to the engaged or committed resources. Such a concept had been illustrated by the Judge in Abbey Developments Ltd v PP Brickwork Ltd 5, who stated that:

“A contract for the execution of work confers on the contractor not only the duty to carry out the work but the corresponding right to be able to complete the work which it contracted to carry out. To take away or to vary the work is an intrusion into and an infringement of that right and is a breach of contract.” (emphasis added).

And

“The basic bargain struck between the employer and the contractor has to be honoured, and an employer who finds that it has entered into what he might regard as a bad bargain is not allowed to escape from it by the use of the omissions clause so as to enable it then to try and get a

better bargain by having the work done by somebody else at a lower cost…” (emphasis added).

Similarly, in Amec Building Company Limited v Cadmus Investment Company Limited6, it was held by the Court that the Employer was not able to withdraw work from the original contractor and let another contractor carry out such work. The original contractor was entitled to the loss of profit for the omitted scope of work. Instruct a change after substantial/practical performance of projects: Unless otherwise specified in the contract documents, a Contractor is generally not obliged to carry out changes (except for defective works) issued after the substantial/ practical performance of projects. It is foreseeable that a Contractor, having resources demobilized from site during the defect liability period, may encounter a shortage of resources to perform the work under changes. It being noted that even if a Contractor is willing to carry out the works, contract rates may no longer bind the valuation of change, and the Employer is liable

to pay a reasonable price for such work carried out.

Changes & Relationships

Changes can influence costs, schedule, and quality of the project, and the relationship between the Parties. Changes may present opportunities for cost savings and enhanced project performance; however, some of these can challenge time and costs parameters of the project. Therefore, changes have to be handled appropriately. Otherwise, they can be escalated to the claims and disputes, thereby entering a lengthy and costly resolution process.

Valuation of Changes

Valuation of changes plays a crucial role in the financial management of construction projects. Having a reliable cost estimate prior to the issuance of formal instructions is essential for cost-benefit analysis and risk mitigation of budget overruns. Contract conditions drive the mechanism for valuing changes. The internationally recognized ethos of valuing changes is by adopting a tiered approach, subject to the contractual rates and prices in bills of quantities and schedules of rates, as well as the market data:

• Rule 1: For those items which are the same as or similar in character to work priced in the contract and are carried out under the same or similar conditions, the contract rates shall determine the valuation.

• Rule 2: For those items which are the same as or similar in character to work priced in the contract but are not carried out under the same or similar conditions, the contract rates with a fair adjustment shall determine the valuation.

• Rule 3: For those items which are not the same as or similar in character to work priced in the contract and/ or cannot be referenced to existing rates, they shall be valued at a fair rate which is typically based on market rates or established by costs comprising staff, labour, material, equipment, and transportation, plus overheads and profit.

Rules 1 and 2 apply where contractually agreed rates are either adopted or used as a basis to generate new rates, can still be challenged on the applicability of these rates. For instance, disagreements can arise over the interpretation of similar character which a new rate or a pricing based on a time and material basis rather than a competitively priced rate may be sought.

Rule 3 is the primary cause of disputes between the Parties among the three methodologies. It is common, in practice, that a Contractor is requested to submit a quotation and invoices to reflect how actual costs are incurred, and to provide market rates and prices. To ensure that the quotation is in line with the market trend, a minimum of three quotations are sometimes requested.

To resolve disputes arising from the valuation of changes, the initial step is to clarify the nature of changes, and the works priced in the contract documents, including conditions of contracts, pricing documents, drawings, and specifications. This is followed by the application of project experience, construction knowledge, knowledge from legal precedence, information from suppliers, published market data, internal cost database and benchmarks to establish professional assessment of changes. Admittedly, negotiation between the Parties and commercial settlement are sometimes unavoidable.

The Right to Profit & Conclusion

Unlike claims where a Contractor is often not entitled to profits arising from the principle of placing them back to “no better and no worse” situation, a Contractor undertaking changes is typically entitled to profits. The underlying rationale is that the scope of works within the change should have been specified in and priced as the base scope of works. Changes are not only anticipated within individual construction projects but are a reality across the Canadian construction industry. ■

**This article does not constitute legal opinion and/or legal advice in respect

of any particular nuance or situation that may arise.**

References

1. CCDC 2 – 2020 Stipulated Price Contract.

2. Blue Circle Industries Plc v Holland Dredging Company (UK) Limited (1987) 37 BLR 40.

3. Thorn v The Mayor and Commonality of London (1876) LR 1 HL 120.

4. Chadmax Plastics Pty Limited v Hansen and Yuncken (SA) Pty Ltd (1984) 1 BCL 52.

5. Abbey Developments Ltd v PP Brickwork Ltd [2003] EWHC 1987 (TCC).

6. Amec Building Company Limited v Cadmus Investment Company Limited (1996) 51 ConLR 105.

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.

JOURNÉE INTERNATIONALE DE...

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mettre en place un lieu de travail véritablement inclusif. Le mentorat et l’encouragement sont essentiels pour encourager la prochaine génération de femmes à s’engager et à apporter leur point de vue unique. Le Café des femmes de l’ICÉC peut servir de table ronde en étant un endroit où lever la main, saisir les opportunités et s’appuyer sur le soutien de vos pairs membres pour l’inspiration dont vous avez besoin pour vous élever. ■

Tammy Stockley, ÉCA(F), MRICS, GSC, AET, 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.

OPPORTUNITIES AND BENEFITS OF LOW-CARBON, SUSTAINABLE HEALTHCARE FACILITIES

By Ayo Daniel Abiola, P.Eng, PQS

Healthcare’s climate footprint is 4.4% of the global total. According to Health Care Without Harm, if it were a country, healthcare would be the fifth-largest emitter on the planet. In the United States, healthcare contributes around 8.5% of greenhouse gas emissions, and in Canada, the healthcare carbon footprint is estimated at around 5% of the national total.1 Canada also ranks in the top 10 for healthcare climate footprint, on par with Australia, South

Korea, India, and Brazil. On a per capita basis, however, Canada is one of the top four emitters, alongside the United States, Switzerland, and Australia. It is therefore evident that decarbonizing the healthcare sector is significant for reducing Canada’s overall emissions footprint.

The need to prioritize patient outcomes is often recognized as a barrier to sustainable practices and efforts to decarbonize the healthcare sector; however, prioritizing health and well-being does not necessarily negate

sustainability goals. Conscientious sustainability practitioners explore opportunities to decarbonize the sector without jeopardizing health outcomes. Although operational carbon emission reductions may be limited in healthcare settings, embodied carbon reductions can be viable, especially in new constructions, renovations, and refurbishments of healthcare facilities. In a recent article for Canadian Healthcare Facilities magazine2, Stantec duo Jay Burstwistle and Éléonore Leclerc

Climate-resilient healthcare buildings can protect vulnerable patient populations, reduce disruptions in care, and minimize the need for risky evacuations.

surmised that building materials play a role in mitigating embodied carbon in healthcare facilities. They suggest that Life Cycle Assessments (LCA) can be used to identify carbon-intensive processes and products in a healthcare building project, and embodied carbon analysis should be included in design decisions.

There are a few limitations, however, that plague the adoption and implementation of whole-building LCAs and embodied carbon assessments. One is that, due to the relative infancy of the process, standards are still evolving, and the outcomes of the assessments can be subjective. Owners need to trust the validity and feasibility of LCA results and recommendations. This is where independent practitioners such as quantity surveyors, with their contractual neutrality, can provide objective assessments or third-party verifications of carbon studies. Secondly, in healthcare specifically, choices of materials are often limited relative to other commercial or general-purpose buildings. The opportunity to substitute carbon-intensive materials could be limited by functional requirements and health impacts. Fostering early collaborations across project teams (architects, builders, engineers, sustainability consultants) could be key to addressing this limitation, ensuring that a multitude of ideas can be considered and explored quickly.

Healthcare buildings and facilities are among the most highly utilized constructed asset categories. They experience intensive use, especially in urban areas, and therefore their lifespan can vary widely, with some estimates ranging from 20 to just over 50 years. Long-lasting healthcare buildings can offer significant benefits,

including cost savings, operational efficiency, and carbon reductions. Cost savings result from less frequent renovations and repairs, while consistent and reliable infrastructure results in operational efficiency. Long-lasting healthcare buildings also achieve significant savings in embodied carbon emissions as they reduce the need for new construction materials and resulting waste. The recommendations from whole-building LCAs can lead to the achievement of long-lasting healthcare facilities. A long-lasting healthcare building could be a climate-resilient facility that remains functional during extreme climate events.

Achieving climate resilience in healthcare buildings is desirable for several reasons, primarily because it allows for operational continuity during extreme weather events such as floods, hurricanes, heatwaves, and wildfires. Climate-resilient healthcare buildings can protect vulnerable patient populations, reduce disruptions in care, and minimize the need for risky evacuations. This also boosts community trust and reliability, ensuring that people feel secure in seeking care during emergencies. Achieving this requires careful planning, optimizing design for energy efficiency, and using sustainable materials to achieve low embodied carbon. Low-carbon materials such as sustainably sourced timber, recycled steel, and low-carbon concrete can significantly reduce the embodied carbon of a building. Features like passive solar heating, natural ventilation, and high-performance insulation can reduce both operational and embodied carbon. Furthermore, innovative construction techniques such as modular construction and

prefabrication can reduce waste and improve efficiency, further lowering embodied carbon.

Whole-building life cycle assessments integrated with the design process can help identify sustainability and resilience strategies that enhance healthcare facilities and service delivery. Finally, integrating cost planning into sustainability driven design processes can ensure healthy financial investments towards the delivery of healthcare facilities. ■

References

1. Karliner et al. (2019), “Health care’s climate footprint” in Health Care Without Harm Climate-smart health care series Green Paper Number One. Produced in collaboration with Arup. September 2019

2. Burtwistle & Leclerc (2025), “Long term care of the planet” in Canadian Healthcare Facilities. Journal of Canadian Healthcare Engineering Society. Volume 45 Issue 1, Winter 2024/2025

Ayo Daniel Abiola, P.Eng, PQS, 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 over 300 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, Saskatchewan.

PROJECT PROFILE –SCOTIA PLACE

PROJECT: Calgary’s Scotia Place Events Centre

LOCATION: Olympic Way SE, Calgary, AB

OWNER/DEVELOPER: The City of Calgary and the Calgary Sports and Entertainment Corporation (CSEC)

CONSTRUCTION MANAGER: CANA and Mortenson

By Shane McKernan, PQS, GSC, B.Tech

Stats

Size: 4-hectare (10-acre) site, with a planned total of 18,400 seats for hockey games and sporting events, expandable to 20,000 for concerts. A 1,000-seat community rink and outdoor plazas on all four sides of the development.

Schedule: Three-year anticipated construction schedule. Excavation commenced in July of 2024 and completion is currently slated for the fall of 2027.

Notes:

• Accessibility: Barrier-free design with street-level access to the main concourse.

̐• Indigenous-inspired design: Incorporates cultural perspectives reflecting fire, ice, land, and air.

• Public spaces: Vibrant outdoor plazas on all four sides for community gatherings.

• Year-round amenities: Restaurants and retail options accessible without event tickets.

• Sustainability: 600 solar panels for on-site power generation.

• Digital display: Canada’s longest at 140 meters, animating the exterior.

• Versatile event spaces: Configurable for various gatherings, from small events to large festivals.

Calgary’s Scotia Place: A New Era in Sports and Entertainment Calgary is set to welcome a state-of-the-art event centre that promises to redefine the city’s sports

Rendering 1: Scotia Place arena.

Rendering 2: Scotia Place concert venue.

and entertainment landscape. Scotia Place is designed to be more than just an arena; it’s a community hub that will serve as a catalyst for downtown revitalization.

One of the most striking features is the central structure with a textured flame motif, symbolizing a home fire and creating a dramatic visual effect when lit at night. The design also pays homage to the area’s Indigenous heritage, incorporating elements that represent the deep-rooted connection to the land.

Scotia Place is not just about sports and entertainment; it’s a significant investment in Calgary’s future. With energy and water conservation measures built-in, the facility is designed to maximize efficiencies and has the potential to be net-zero by 2050. As construction progresses, Calgarians can look forward to a venue that will serve as a place for celebration, community, and connection for decades to come.

Scotia Place achieved a significant milestone on December 12, 2024, when the Calgary Planning Commission unanimously approved its development permit. This approval paves the way for the construction of a state-of-the-art venue designed to host a wide array of sports, arts, cultural, and entertainment events.

The project, with an approximate cost of $900 million, has already seen considerable progress. Excavation work began in July 2024, with crews digging more than 10 metres deep to accommodate the event bowl and allow for street-level access to the main concourse.

Following the development permit approval, construction of the Scotia Place building, community rink, and surrounding plazas is set to commence in 2025. Throughout the year, Calgarians can expect to see increased activity at the site, including the installation of foundation walls, below-grade columns, stairs, elevator cores, and access ramps.

Scotia Place is scheduled to open its doors in the fall of 2027, coinciding with the start of the Calgary Flames’ 2027/2028 NHL season. The venue will have a seating capacity of 18,400 for hockey games and sporting events, expandable to 20,000 for concerts.

This project represents a significant investment in Calgary’s future, designed to be a place for celebration, community, and connection, welcoming all Calgarians. As construction progresses, it promises to become a unique amenity and a premier sports and entertainment destination in the city. ■

Sources

• https://newsroom.calgary.ca/calgary-pla nning-commission-approves-developme nt-permit-for-scotia-place/

• https://calgary.citynews.ca/2024/12/12/cal gary-scotia-place-development-permit/

• https://calgaryherald.com/news/ final-scotia-place-development-per mit-coming-to-calgary-planning-commiss ion-for-approval

• https://livewirecalgary.com/2025/01/13/ scotia-place-structural-work-to-take-up-th e-bulk-of-2025-construction/

• https://www.cbc.ca/news/canada/calgary/ scotia-place-arena-development-per mit-approved-1.7409195

• https://www.nhl.com/flames/news/develop ment-permit-approved-for-scotia-place

• https://calgaryherald.com/news/ local-news/scotia-place-aboveground-con struction-begin-2025

• https://readsitenews.com/scotia-place-ra mps-up-construction-after-approval/

Shane 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 & project management. Shane was the Past President of the CIQS – BC Chapter, where he served for ten years and is a current Assistant to the Construction Economist editor.

Rendering 3: Scotia Place community rink.

Rendering 4: Scotia Place outdoor pavilion.

CIQS ADVOCACY: POLITICAL UNCERTAINTY IN CANADA AND THE ROAD AHEAD

By Dan Marino

As winter envelops Ottawa, Canadians were welcomed back from the holidays with Prime Minister Justin Trudeau’s resignation as Leader of the Liberal Party and Prime Minister, pending a Liberal Party leadership race. His resignation follows the shocking resignation of Deputy Prime Minister and Minister of Finance, the Hon. Chrystia Freeland in December, and mounting pressure from within the party for him to step aside. For months, members of the Liberal caucus had called for Trudeau’s resignation as leader, with a sharp increase in such calls occurring in the weeks leading up to his resignation.

This decision comes as the government’s polling numbers continue to decline, evident from significant by-election losses across the country. Escalating housing prices, a rising cost of living, and increasing crime rates loom large over the waning poll numbers of the Liberal government as well.

Prime Minister Trudeau also prorogued Parliament until March 24 giving the Liberals time to elect a new leader and enact a new Parliamentary session upon return. Prorogation ends all proceedings before Parliament. Unfinished business dies on the Order Paper and must be started anew in a subsequent session.

The Liberal Party of Canada will hold a leadership race to choose who replaces Justin Trudeau as Liberal Leader and Prime Minister. High profile Liberals such as Mark Carney and Chrystia Freeland are likely successors. When the House returns, a new Liberal Leader and Prime Minister will introduce a new Speech from the Throne, automatically triggering a confidence vote. All opposition party leaders have expressed their desire for an election

and have stated their parties will be voting non-confidence in the government at the next opportunity despite the party having a new leader.

What Does This Mean for CIQS Advocacy?

The CIQS continues to advocate for its members and is a leader in advocating for sustainable infrastructure and the construction industry. In 2024, the Institute held a successful Advocacy Day in Ottawa, its first provincial advocacy day at Queens Park in Ontario. These events, which bring together industry professionals, policymakers, and stakeholders, have been instrumental in advancing crucial conversations around affordability and the involvement of our industry professionals in Canada’s infrastructure programs.

Amidst the political uncertainty in Canada and the prorogation of Parliament, the CIQS plans to shift its strategy to a more grassroots approach to ensure that it meets elected officials where they are and continues to elevate the voice of its members leading up to a federal election. This includes developing a grassroots advocacy kit to empower members to meet with their local Members of Parliament in their ridings and inviting Members of Parliament to local chapter meetings to meet with members and industry stakeholders.

The CIQS also plans to expand on its provincial advocacy by hosting its first advocacy day in Alberta and continue to build momentum in Ottawa and Ontario by hosting advocacy days in 2025. Advocacy Days have provided a platform for constructive dialogue between industry leaders and policymakers, fostering a collaborative environment to address the challenges that hinder government procurement and infrastructure projects. The Institute will also be preparing an

election strategy to ensure the CIQS and its members are prepared for an election this spring or in the fall.

Looking forward, the CIQS is poised to elevate the discourse on affordability, a critical issue that continues to shape the landscape of the construction industry. Affordability extends beyond the cost of construction materials; it encompasses labour, regulatory compliance, and the overall financial burden borne by all stakeholders. By delving into these multifaceted aspects, the CIQS aims to lay the groundwork for policies that not only ensure fair compensation but also promote sustainable practices and collaboration in the long run.

One notable area in which the Institute is gearing up for further success is the pressing need for the involvement of CIQS members in government infrastructure procurement and projects. The construction industry is inherently susceptible to fluctuations in material costs, and recent global events have only accentuated the need for a proactive approach to mitigate the impact of price escalation and ensuring the public purse is well spent.

2025 is shaping up to be an unpredictable year for advocacy; however, the CIQS and Impact Public Affairs are prepared to face the challenges 2025 will bring and will ensure the Institute remains a leading voice for its members. ■

Dan Marino is a Public Affairs Associate with Impact Public Affairs in Ottawa, Ontario. Dan works with various clients to engage the government on Canadian construction issues, including the Canadian Institute of

New Designation Holders

CONGRATULATIONS TO THE FOLLOWING DESIGNATION HOLDERS WHO HAVE QUALIFIED AS A PQS OR CEC

CIQS – British Columbia

Bhawuk Sharma, PQS

Cameron Power, PQS

Dingying Tang, PQS

Long Ching Chan, PQS

Kunkun Li, PQS

Olakanmi Ayodele Olaleye, PQS

Xinyue Duan, PQS

CIQS – Members at Large

Adeniyi Ayodeji Ijogun, PQS

CIQS – Ontario

Adarsh Bhaskar, CEC

Adrian Bobis Ravago, CEC

Alan Uy Chung, CEC

Chak Tun Wong, PQS

Colin Sauve, PQS

Fritz Hagen, PQS

Inian Rajasekaran, PQS

Inoka Darshanee Samarathunga Arachchi, PQS

Jay Dattu Rami, CEC

Khalid Hejazi, PQS

Mahathelge Jayampath Suravinda Peiris, PQS

Maher Ali Alsharani, CEC

Mark Anthony Sarmiento Tongol, CEC

Martin Rodrigo Battaglia, CEC

Maurice Saonoy Remigio, CEC

Minguen Song, PQS

Mostafa Moghimikakhi, CEC

Mudhafar Swadi T Al-Gburi, PQS

Navish Chetamun Lutchmee Boodhram, CEC

Nick Dvernechuk, PQS

Nireshni Sirithunga, PQS

Qi Meng, CEC

Rodica Dagher, PQS

Sivachchelvan

Kathiramalainathan, PQS

CIQS – Prairies and NT

Andrew Webber, CEC

Atinuke Ettu, CEC

Devorah Parrera Dizon, PQS

Harman Sandhu, PQS

Jessey Jean-Guy Essiambre, PQS

Laylan Alzahawi, PQS

Manmohit M Chawla, PQS

Milap Desai, CEC

Pierre Sells, PQS

Rotimi Adedeji Adeniyi, PQS

Troy Freadrich, PQS

CIQS – Québec

Basem El-Musa, PQS

Call for Articles

You are invited to submit articles for consideration to the editorial team of the Construction Economist. We are particularly interested in knowledge share and thought leadership, with a focus on innovation and sustainability. CIQS continues to work in elevating the profession of quantity surveying and estimating, in a manner that seeks to make these careers of choice. We welcome members and readers of this journal to contribute their subject matter knowledge as the Construction Economist continues

be the preeminent voice of construction economics in Canada.

Should you be interested, please contact Kelsey Wright at