That's true, and it's not just for our industry. When we talk about labour shortages, what we're really talking about is the skill and experience walking out the door. It's not a case of bodies. It's a case of knowledge and experience walking out the door.
To give you some indication of what we're looking at, BuildForce Canada says that in the next 10 years or so we're going to have to find another quarter of a million new workers just to replace those who are going to be retiring in the next little while. It is a constant challenge, but one, though, that I think our industry is up to. We are looking at innovation and other things that hopefully will help with that.
One of the biggest problems we have in our industry is with respect to knowing where the demand is coming from over lengthy periods of time. That's why it's so important for governments at all levels to have long-term infrastructure programs.
Yes, the program may change from one year to the next depending upon other fiscal realities, but at least if you have a long-term plan in place you can do those adjustments three, four, and five years out, hopefully, so that the construction industry doesn't find itself having to turn on a dime when programs are stopped, cease, or have to start up again.
I think what governments can do as major users of construction services at federal, provincial, and municipals levels is make sure that they have long-term capital plans that are capable of being massaged when needed, yes, but that are available to industry.