Officials in Vancouver have voted to eliminate minimum parking requirements, city-wide, for all land uses.
This makes Vancouver the fourth Canadian city (after Edmonton, Toronto and Montreal) to remove these requirements.
Officials also adopted new by-laws to establish transit-oriented areas. The by-laws are accompanied with a rezoning policy which provides guidance on rezoning conditions.
“This is a major milestone in our commitment to expanding housing choices for all Vancouver residents,” said Mayor Sim. “By integrating housing diversity with transit accessibility, we are paving the way for a more sustainable, inclusive, and vibrant city. These measures will help us meet the housing needs of our residents while fostering complete, connected communities.”
Officials say the actions align with requirements under the Province’s TOA (Bill 47) legislation. Introduced in November 2023, Bill 47 aims to promote the development of more diverse housing and the creation of walkable, transit-friendly neighbourhoods.
Transit-Oriented Area Designation By-law
The city’s new TOA By-law designates 29 TOAs and adopts the following minimum densities:
Rapid Transit (SkyTrain) Station: Within 200 metres, up to 20 storeys; within 400 metres, up to 12 storeys; within 800 metres, up to 8 storeys.
Bus Exchange: Within 200 metres, up to 12 storeys; within 400 metres, up to 8 storeys.
The TOA By-law is accompanied with a rezoning policy which provides guidance on rezoning conditions, but is not itself a rezoning. Property owners will need to apply to rezone their property if they would like to increase height and/or density above what is currently allowed. The city is progressing through other work plans to proactively zone these and other areas, which will come forward to Council for future decisions.
Minimum Parking Requirements for all land-uses eliminated city-wide
Council also voted today to eliminate minimum parking requirements, city-wide, for all land uses. This action goes beyond the province’s legislation for Transit Oriented Areas TOAs and Small-Scale Multi-Unit Housing (SSMUH) and makes Vancouver the fourth Canadian city (after Edmonton, Toronto and Montreal) to remove these requirements.
Prior to this decision, minimum parking requirements had already been eliminated in the downtown peninsula (2018) and in the West End and Broadway Plan areas.
Removing this requirement city-wide will advance the city’s objectives to simplify regulations and accelerate permit approval times as well as move us ahead on our transportation and climate emergency goals. Part of this work includes simplifying Vancouver’s Parking By-law that will be reduced from 33 to 17 pages and 63 unique parking rates will be deleted.
Accessible spots for people with disabilities, visitor spaces, bike parking spaces, and loading spaces will continue to be required.
Eliminating minimum parking requirements allows developers to provide the right amount of parking that their project needs. Staff do not anticipate significant impacts to on-street parking, however, tools such as time limits, pay parking or permit parking could be introduced to manage any impacts. Residents and businesses can request changes to parking regulations by contacting the city via 311.
City Council also passed amendments to the Zoning and Development By-law last week, aligning it with the Province’s SSMUH legislation (Bill 44) External website, opens in new tab. Multiplex homes are now permitted in five additional restricted zones: First Shaughnessy District, RT-7 District, RT-9 District, and two CD-1 zones (371 and 463). This builds on the City’s previous work to enhance housing diversity, including the consolidation of nine residential zones into the R1-1 zone, allowing up to six units per standard lot, with additional capacity for rental housing. This means the vast majority of Vancouver’s single family zones are now eligible for multiplexes.
Hasan Youssef has joined Infrastructure BC as a senior associate. Youssef brings experience in project management and engineering, having recently served as an assistant project manager at Pomerleau.
Diamond Schmitt has announced the appointment of two new principals, five new senior Associates, seven new associates, and one new director, along with two administrative promotions, strengthening the firm’s leadership team. See all the changes here.
Nadine Fullarton has started a new position as CEO at Housing Hub of New Brunswick. Fullarton previously served as CEO of the Chamber of Commerce for Greater Moncton and as a director on the Canadian Construction Association’s board.
Cavin Green has been promoted to chief operating officer at Cedar Coast. Green says he looks forward to providing continued support to the Cedar Coast team, its investors as well as other business partners.
Javier Sevilla Roca has been promoted to CEO of Flatiron Construction. Roca will continue guiding the company as it focuses on emerging growth markets while continuing to strengthen its broad leadership in heavy civil construction. Prior to joining Flatiron in 2013 as chief operating officer, Javier was CEO of Pulice Construction.
Mike Lamontagne has been promoted to director of construction at Westridge Construction. He has been with the company for nearly 20 years. Westridge officials stated that he has been a cornerstone of the company’s success. Beyond his professional achievements, Lamontagne recently received the Volunteer of the Year (South) Award for Hockey Saskatchewan, highlighting his commitment to giving back to the community.
Lisa Prime is Diamond Schmitt’s new director of sustainability. Prime brings over 30 years of experience in community planning, progressive green building design, and developing performance-based solutions at an urban scale, including master plans for Toronto’s waterfront, the City of Markham, and Halton Hills; and has developed sustainable strategies and climate policies for municipalities across the Greater Toronto Area and Winnipeg Region. Lisa will guide Diamond Schmitt’s sustainability approach, driving strategy, education, and analysis of benefit on projects across all sectors.
Loraleigh Kovacik has started a new position as RAM’s vice president of business development. Kovacik brings a wealth of experience and strategic insight from her extensive career in building and transforming businesses and leading high-performance teams in the energy, telecommunications, and IT industries. She has previously held leadership positions for ATCO Infrastructure Services, Rogers Communications and Sprint Canada.
Kirk Fisher, CEO of Lark Group, is celebrating 35 years with the company. Officials say Fisher has been instrumental in shaping the company’s trajectory for decades. His journey began at the King George Mobile Home Park and continued as he played a pivotal role in establishing the Health and Technology District and the HealthTech Connex group of companies.
Multiple Canadian construction professionals have been shortlisted for EY Entrepreneur of the Year (Pacific Region). They include:
Jennifer Price is McElhanney’s new president and CEO. She is taking over for Allan Russell, who served in the role since 2013. Her previous roles include CEO, US of Buro Happold, and executive and senior leadership positions at AECOM, CH2M, and GHD.
Jennifer’s strategic mindset and leadership skills have consistently yielded success in her previous endeavors. She will empower her strong management team while mirroring the personal attributes that reflect McElhanney’s valued culture.
We are thrilled to welcome Stephanie to our team. Her extensive knowledge of the provincial political landscape and communications expertise will be instrumental in advancing the interests of our members, particularly during this pivotal moment within the construction industry as we grapple with issues around investments, growth, and workforce development.
Patrick McManus, executive director of OSWCA and GTSWCA
Carly Guilcher has joined Trico Homes as its new director of construction management. She previously spent seven years serving in various roles at Clark Builders, including director of preconstruction solutions and director of project development.
Michael Lines, area manager for Emil Anderson Construction, has received the company’s Frank Jacobs Operational Excellence Award. The award is in honour of Frank Jacobs, who served as vice president and director of operations. The company says Jabobs was an exceptional leader whose contributions were immeasurable.
Dave Cassidy, the former president of Unifor Local 444, has been appointed as skilled trades special advisor to Ontario’s minister of labour. He will assess the workforce needs in Ontario’s skilled trades, focusing on the manufacturing and automotive industries, including electric vehicles (EV).
Dave Filipchuk, PCL president and CEO, has been elected a fellow of the Canadian Academy of Engineering. The honour celebrates Filipchuk’s distinguished achievements and career-long service in engineering.
Brian Shelton, a current independent board member of Graham Income Trust (GIT), has been appointed GIT chair of the board. In addition to 21 years of construction and engineering experience, he brings extensive knowledge in capital transactions in mergers and acquisitions in the global marketplace.
Dave Lindsay been re-appointed as chair of Infrastructure Ontario’s board of directors. With an extensive career in the Ontario Public Service and serving as a member of the board of directors for numerous other government agencies, Lindsay brings a wealth of knowledge and experience to his role.
Mr. Lindsay’s experience and leadership have been fundamental to our success during a period of significant growth for our agency. Since his appointment in 2021, he has fulfilled an important advisory role for the government and ensured that the agency’s corporate governance continues to meet the highest standards of integrity and professionalism.
Michael Lindsay, president and CEO, Infrastructure Ontario
Sean Ennis will join Allnorth Consultants as the new operations leader in Vancouver and vice president of metals & minerals. Ennis has more than 30 years of mining experience spanning North and South America, Eastern Europe and Austral-Asia.
Lisa Grago has joined Cooper Equipment Rentals as its chief people officer. brings over 25 years of experience in human resources and Cooper says she is dedicated to fostering a culture of growth and inclusivity.
Curtis Scott is starting a new position as director development planning at City of Surrey. Before this role, Scott spent six years working for the City of Coquitlam as manager of land development and director of city lands & real estate.
Ben Temple, has joined the Wales McLelland team as its new business development manager. Temple is a former commercial real estate broker and acquisition manager with over 14 years of experience in a variety of real estate sectors. He will help Wales identify opportunities for new partnerships and continued growth, manage the development and execution of market plans, and work to successfully advance projects for clients.
Onne Van der Weijde is CarbonCure‘s newest board member. He is a veteran cement executive with 30 years of experience solving complex problems for construction materials companies. He currently serves as senior adviser to the CEO of CRH, one of the world’s largest vertically integrated materials and construction companies.
Onne’s extensive experience in the global construction materials industry — particularly cement manufacturing — combined with his proven ability to drive growth and operational excellence, will greatly enhance our mission to deliver innovative, sustainable solutions that empower concrete producers worldwide.
Argon Robinson has joined the Fort Modular team as its new construction manager. It is a new role at the company intended to expand Fort’s capabilities and services. Working in tandem with Fort’s current team, Robinson will focus on site execution.
Mike McFarlane has started a new role at Avison Young as principal and director of its Toronto valuation and advisory team. Avison Young stated that McFarlane’s extensive experience in commercial property valuation and his leadership skills will be instrumental in expanding its capabilities and mentoring the next generation of appraisers.
Sean Lal is starting a new position as vice president – project commercial implementation – CPG Rapid Transit at Metrolinx. He will oversee all commercial elements of the LRT and Subway Extension projects under construction.
Key Takeaways:
CIBC is offering a new banking program specifically designed for skilled trades students and apprentices.
This program includes free everyday banking, a credit card with special offers,and a line of credit up to $80,000 to help cover the costs of training and tools.
There’s also contest open to registered apprentices who open a CIBC account. The grand prize includes a three-year truck lease and $10,000 worth of tools.
The Whole Story:
CIBC has announced a new banking offer for apprentices in skilled trades.
The bank says its goal is to support this underserved population at a time when skilled tradespeople are in high-demand across the country.
The CIBC Skilled Trades Banking solutions are the first of their kind in Canada and provide skilled trades apprentices with free everyday banking with CIBC Smart Account, access to special offers with the CIBC Dividend Platinum Visa credit card, and a CIBC Education Line of Credit of up to $80,000 to support training and tools. Specialized banking products and services are also available to skilled trades students and certified professionals.
CIBC’s Skilled Trades Banking solutions can currently be accessed by skilled trades students, apprentices and professionals during three distinct points in the skilled trades journey: while enrolled in an accredited trades college, throughout their registered apprenticeship program, and support extends to skilled trades professionals upon becoming a certified member of their respective trade association or union.
“CIBC recognizes the increasing importance that professionals in the skilled trades are bringing to the country and economy, and also understands that it takes an investment of time and money to become certified in a trade,” said Jeff Smith, senior vice-president, client segmentation and franchising, CIBC. “The Skilled Trades Banking solutions are unique and will help make career ambitions of skilled tradespeople more attainable – especially at a time when skilled trades workers are needed across the country.”
According to a recent survey conducted by CIBC, nearly half (45%) of skilled trades professionals don’t feel confidence in their financial situation. CIBC hopes to provide support to help apprentices successfully complete their training.
The bank also announced that it has partnered with the Skilled Trades College of Canada (STC) as their financial services title sponsor to ensure trades students have access to financial advice and products to succeed throughout their journey. The bank will be providing 15 $15,000 scholarships over the next three years to STC students.
“We are thrilled that CIBC is now the official banking partner of Skilled Trades College because a strong financial background is imperative to any successful tradesperson and entrepreneur,” says Mike Di Donato, chief operating officer, Skilled Trades College of Canada. “CIBC will provide our student base with financial advice and access to banking products and services, helping them on their path to be journeypersons and future business owners. In an effort to assist in addressing the skilled trades shortage CIBC has generously committed five, full-ride scholarships to STC students per year for the next three years, valued at $225,000.”
To further help support those who are considering a career in the skilled trades, CIBC will also be providing 15 $2,000 scholarships over three years to the Southern Alberta Institute of Technology (SAIT), and five, $2,000 scholarships to Northern Alberta Institute of Technology (NAIT) for the 2024 academic year.
Registered apprentices who open a new CIBC account and/or product can enter the ‘Build your Future‘ contest by October 31, 2024 for a chance to win $35,000 towards a three-year truck lease and $10,000 in tools.
Key Takeaways:
The project has a total estimated cost of approximately $5.5 billion.
The floating liquefied natural gas facility is being designed and constructed by Samsung Heavy Industries and Black & Veatch, global industry leaders in marine construction and FLNG solutions.
Given the project will be a floating LNG facility, manufactured in the controlled conditions of a shipyard, it is expected that the project will have lower construction and execution risk.
The project is expected to create up to 500 jobs during peak construction and approximately 100 full-time jobs during operation.
The project is anticipated to be in service in late 2028.
The Whole Story:
Cedar LNG, the world’s first Indigenous majority-owned LNG project, is moving ahead.
The Haisla Nation and Pembina Pipeline Corporation, partners in Cedar LNG Partners LP, have announced a positive Final Investment Decision on the Cedar LNG Project, a floating liquefied natural gas facility with a nameplate capacity of 3.3 million tonnes per annum, located in the traditional territory of the Haisla Nation, on Canada’s West Coast.
Cedar LNG is majority-owned by the Haisla Nation, in partnership with Pembina Pipeline Corporation, with 50.1% and 49.9% ownership, respectively.
“As a result of the Haisla Nation’s vision and determination, today we are demonstrating Canada’s ability to sustainably grow its LNG export sector to support the global clean energy transition,” said Doug Arnell, chief executive officer of Cedar LNG. “Moreover, the Haisla Nation and Pembina, as true partners, are demonstrating a new model for how industry and Indigenous communities can work together for mutual benefit.”
The project team believes it is strategically positioned to leverage Canada’s natural gas supply from the Western Canadian Sedimentary Basin to access global markets and is expected to achieve higher prices for Canadian producers and enhance global energy security.
The Cedar LNG team added that they made several innovative design decisions to minimize the project’s environmental footprint and ensure it is one of the lowest-emitting LNG facilities in the world. One of the most important decisions was to power the facility with renewable electricity from BC Hydro. In addition, the choice of site location allows the Project to leverage existing LNG infrastructure, including the Coastal GasLink pipeline, a deep-water port, roads, and other infrastructure.
Under a long-term transportation agreement with Coastal GasLink Pipeline Limited Partnership, the Cedar LNG facility will receive 400 million cubic feet per day of Canadian natural gas via the Coastal GasLink pipeline.
The project’s West Coast location provides one of the shortest shipping routes to key Asian markets. The Douglas Channel, leading to and from the site, offers an established, reliable shipping route and deepwater marine inlet, with year-round ice-free conditions.
“Together with our partner, the Haisla Nation, we are honoured to have made Cedar LNG a reality. This is a historic moment, and we are proud to be moving forward with a project that will deliver industry-leading, low-carbon, cost-competitive Canadian LNG to overseas markets and contribute to global energy security, while delivering jobs and economic prosperity to the local region,” said Scott Burrows, Pembina’s president and chief executive officer. “Cedar LNG aligns perfectly with our strategy and where we want to be as a company moving forward. The Cedar LNG Project will enhance the resiliency of Pembina’s business, provide much needed new egress and greater access to global markets for our customers, and reflects the Haisla Nation and Pembina’s shared values and commitment to supporting a more sustainable future.”
The Ontario Science Centre has been thrust into the national spotlight this month after its doors were suddenly shut by the province.
Officials cited a report commissioned by Infrastructure Ontario due to concerns over roof failure in other jurisdictions that used specific roof panels also found at the Ontario Science Centre facility. The province said the report found that the building, which is more than 50 years old, is at risk of potential roof panel failure due to snow load as early as this winter.
Critics were quick to challenge the province’s reasoning, noting that they believe the report‘s recommendations are far more moderate. Architect and writer Alex Bozikovic noted that the report recommends that all roofs be replaced over a 10-year period, and all “high risk” and “critical risk” areas be reinforced and replaced before Oct. 31. And that those areas make up 5%, 4% and 1% of the centre’s three buildings.
Moriyama Teshima Architects, the firm behind the design of centre, has strongly advocated for rejuvenating the building rather than moving the Science Centre elsewhere. They questioned the decision to close the centre and offered to assist with the repairs for free.
“The Rimkus engineering report makes it clear that closing the OSC is not a necessity,” said the firm in a statement. “Repairs are needed, but on a manageable scale and with potentially minimal impact on the public experience of the building. We offer our architectural services pro bono to the Government of Ontario to realize the necessary roof repairs and we encourage the structural and building science community to similarly offer pro bono services for this scope to accomplish the recommended repairs immediately.”
Here’s a timeline of the centre’s history so far:
1964: Ontario’s government enlists architect Raymond Moriyama to craft the design for the Science Centre in celebration of Canada’s 100th birthday. At a time when science museums were reliant on labels and display cases, the facility was designed to be hands-on and participatory. It remains one of the firm’s most iconic projects.
1969: The Ontario Science Centre debuts. Construction costs were approximately $23 million and an additional $7 million was spent on initial exhibit development.
2016: A government report proposes relocating the centre to cut costs. The centre’s board recognizes the unsustainability of the current situation due to maintenance backlogs.
2020: Relocation discussions resurface as the tourism ministry suggests the move to free up land for housing.
August 2020: Infrastructure Ontario is tasked with assessing the potential benefits and costs of moving the centre to Ontario Place.
June 2021: Ontario Science Centre leadership is informed that the relocation to Ontario Place is deemed a “priority project”.
March 2023: A commissioned study reveals that renovating the existing centre would cost $1.3 billion over five decades, while constructing and running a new facility at Ontario Place would amount to $1.05 billion.
April 18, 2023: Premier Doug Ford announces the Ontario Science Centre will find its new home at Ontario Place in a custom-built, state-of-the-art facility, as well as in the preserved and upgraded Cinesphere and Pod complex.
December 6, 2023: The provincial auditor general highlights omissions in the relocation study, including various expense considerations. Their report concluded that the decision to move the centre was made without a full comparison of the projected costs or proper consultations with the city or its school boards.
June 21, 2024: The Ontario government unexpectedly announces the immediate and permanent shutdown of the current Science Centre location, citing roof structural concerns.
June 24, 2024: Toronto Mayor Olivia Chow says the province, not the city, should pay to fix the Ontario Science Centre after its sudden closure due to safety concerns. She added that talks regarding the future of the science centre site, promised by the province, haven’t happened yet.
Key takeaways:
The project includes 2.6 km of highway upgrades, rockfall and avalanche mitigation, climate change resiliency, median dividers and roadside barriers.
Emil Anderson Construction’s team includes Urban Systems Ltd., BASIS Engineering Ltd., Ecoscape Environmental Consultants Ltd., 6 Point Engineering Ltd.
Some early construction is planned in the fall of 2024 with major construction expected to begin in the spring of 2025. Work is expected to wrap up in 2028.
The Whole Story:
Preliminary construction is expected to begin this fall on a project to provide a smoother driving experience and reduce congestion on Highway 1 east of Revelstoke.
Following a competitive procurement process, the province has selected a preferred proponent to design and build the Highway 1 Jumping Creek to MacDonald Snowshed project. The highway will be expanded to four lanes, reducing congestion and improving safety for everyone on the road. Improvements also include adding a centre median and roadside barriers.
The preferred proponent team selected to enter final contract negotiations with the province is Emil Anderson Construction.
Their team includes:
Emil Anderson Construction (EAC) Inc.
Urban Systems Ltd.
BASIS Engineering Ltd.
Ecoscape Environmental Consultants Ltd.
6 Point Engineering Ltd.
“Emil Anderson Construction is excited to be part the Jumping Creek to MacDonald Snowshed project along the Trans Canada Highway,” said Emil Anderson officials. “Having recently completed both the Illecillewaet Brake Check and Kickinghorse Canyon Projects along this corridor, we understand how important these highway upgrades are to keep people and goods moving across the province while increasing overall highway safety. We are looking forward to collaborating and working with all of partners involved in this work, while delivering another successful project in the area.”
Some early construction is planned in the fall of 2024 with major construction expected to begin in the spring of 2025. The project, which will proceed under a Design-build delivery model, is expected to be completed by the spring of 2028.
The Jumping Creek project will improve approximately 2.6 kilometres of Highway 1 between the recently completed Illecillewaet project and the Jack MacDonald Snowshed.
The total estimated project budget is $245 million. The province is providing $200 million, with the federal government contributing the remainder as part of the New Building Canada Fund.
Key Takeaways:
The Seven Stars Energy Project is expected to produce 200 megawatts of emissions–free power – enough to support the annual energy needs of more than 100,000 Saskatchewan homes.
It will be developed, constructed and operated by a wholly-owned indirect subsidiary of Enbridge.
Financial participation of the partners will be supported, in part, by loan guarantees of up to $100 million from the Saskatchewan Indigenous Investment Finance Corporation (SIIFC).
The First Nation and Métis partners have an opportunity to acquire equity ownership of at least 30% in the Project.
The Whole Story:
Enbridge Inc. and Six Nations Energy Development LP – a newly-created consortium of Cowessess First Nation, George Gordon First Nation, Kahkewistahaw First Nation, Métis Nation-Saskatchewan, Pasqua First Nation and White Bear First Nations – announced plans to advance development of a new wind energy project southeast of Weyburn, Saskatchewan.
The Seven Stars Energy Project is expected to produce 200 megawatts of emissions–free power – enough to support the annual energy needs of more than 100,000 Saskatchewan homes. It will be developed, constructed and operated by a wholly-owned indirect subsidiary of Enbridge.
“Partnerships like this take commitment, creativity and ultimately a leap of faith,” said Jake Sinclair, President of Six Nations Energy Development LP. “I am proud of our team who have leaned-in with Enbridge on the ultimate goal of delivering a sustainable project that provides both energy to Saskatchewan and strong financial returns for Enbridge and the First Nations and Métis partners for many years to come.”
Financial participation of the partners will be supported, in part, by loan guarantees of up to $100 million from the Saskatchewan Indigenous Investment Finance Corporation (SIIFC). The First Nation and Métis partners have an opportunity to acquire equity ownership of at least 30% in the Project.
The project is targeted to be operational in 2027, subject to finalizing commercial agreements, securing the necessary environmental and regulatory approvals, and meeting investment criteria. Enbridge is working toward securing a long-term power purchase agreement with SaskPower to support final investment decisions, anticipated in 2025.
“This is a game-changer for the Indigenous Nations, Métis and First Nations,” said Chief Matthew Peigan of Pasqua First Nation. “This project will produce emissions-free electricity for Saskatchewan and provide a stable source of revenue that will benefit our people for many years to come. We are pleased Enbridge sees that meaningful Indigenous ownership is the way to build energy infrastructure in this country and we look forward to developing this Project together.”
Métis Nation–Saskatchewan (MN–S) Minister of Economic Development and Tourism, Brent Digness said this is a moment to not only benefit the environment but support the long-term well-being of Saskatchewan communities and advance First Nation and Métis economic reconciliation.
“It takes teamwork to complete complex projects like Seven Stars Energy. The MN–S government has taken steps to minimize risk to our citizens and will work with the federal government to secure additional support for our investment,” he said.
Matthew Akman, Enbridge’s Executive Vice President noted that this is Enbridge’s first Indigenous partnership focused on wind energy generation and its first Indigenous partnership in Saskatchewan. “The clean electricity Enbridge and our Indigenous partners will provide will help meet the demand for safe, reliable and affordable energy for residential, small business and industrial use well into the future,” he said. “This is a unique opportunity for the growth of our renewables portfolio, and one that I am excited to advance alongside our new partners.”
Key Takeaways:
A recent engineering report revealed serious structural issues with the roof of the Ontario Science Centre. To prioritize visitor and staff safety, the facility has been closed.
The government is actively searching for a temporary location to house the Ontario Science Centre’s programs until a new, state-of-the-art facility is built at Ontario Place. This new permanent location is expected to open by 2028.
The province is reimbursing memberships and summer camp fees. They’ve also secured a nearby school to host the previously planned summer camps free of charge. The Ontario Science Centre is exploring alternative programming options during the closure.
The Whole Story:
Officials have closed the Ontario Science Centre after an engineering assessment revealed structural concerns with roof panels.
As a result of a new report from professional engineers that found serious structural issues with the Ontario Science Centre building that could materialize as early as this winter, the Ministry of Infrastructure and the Chief Executive Officer of the Ontario Science Centre have recommended and the Board of Trustees of the Ontario Science Centre has agreed to close the facility. Previously scheduled private events will be permitted to occur over the weekend.
“The actions taken today will protect the health and safety of visitors and staff at the Ontario Science Centre while supporting its eventual reopening in a new, state-of-the-art facility,” said Kinga Surma, minister of infrastructure. “In the meantime, we are making every effort to avoid disruption to the public and help the Ontario Science Centre continue delivering on its mandate through an interim facility, as well as alternative programming options.”
Infrastructure Ontario commissioned the engineering report by Rimkus Consulting Group due to reports of roof failure in other jurisdictions that used specific roof panels also found at the Ontario Science Centre facility. The report found that the building, which is more than 50 years old, is at risk of potential roof panel failure due to snow load as early as this winter.
he latest engineering assessment shows that the roof structure in parts of the facility was built using construction materials and systems that are now outdated and that certain roof panels are deteriorating. While the building remains safe over the summer with an enhanced process for rainwater monitoring and roof facility management, these months will be required for staff to safely vacate the building.
“Infrastructure Ontario and its predecessor agency have worked for decades to assess, manage and mitigate the challenges presented by aging infrastructure. As in all the public buildings we manage, the safety of everyone visiting or working in those buildings is our top priority,” said Michael Lindsay, CEO of Infrastructure Ontario. “Through planned diligence with our facility managers and engineers, we discovered material issues, in addition to existing issues, at the Ontario Science Centre that would require significant investment and a vacant facility to remediate.”
Recognizing the impact of this sudden closure, the province is reimbursing all members of the Ontario Science Centre and summer camp participants within 30 days. The province has also identified a nearby school that will house similar programming as an alternative location for summer camps free of charge for previously registered campers.
Infrastructure Ontario will be releasing a Request for Proposals to help identify a temporary location for the Ontario Science Centre, while work continues to build a new permanent home for the Science Centre at Ontario Place with an opening slated for as early as 2028. The Ontario Science Centre is also exploring opportunities for alternative programming, such as mobile, pop-up experiences and virtual.
“For more than five decades, the Ontario Science Centre has been a beloved landmark and an integral part of our community and our province. Our building itself has been part of the experience, and a cherished space for generations of visitors, sparking wonder and curiosity about science and the world around us, every day.” said Paul Kortenaar, CEO of Ontario Science Centre. “The memories created within these walls are truly special – and are the foundation on which we will build our future.”
The Ontario Science Centre relocation business case demonstrated that the existing Ontario Science Centre building will reach the end of its useful design life in three to five years from when the business case was released. It also outlined that relocating the Ontario Science Centre to Ontario Place will save taxpayers over $257 million over a 50-year period, when compared to remaining at the current location.
While work to identify a temporary location is underway, the province continues to make progress on its plan to build a new state-of-the-art building for the Ontario Science Centre at Ontario Place, which will feature approximately 15% more permanent exhibit space than the current site.
Earlier this year, Infrastructure Ontario released a Request for Qualifications to begin the procurement process to identify a team that will design, build, finance and maintain the new state-of-the-art home for the Ontario Science Centre at Ontario Place.
Graham has been awarded the Early Contractor Involvement Contract for the new Regina Specialized Long-Term Careproject.
The Progressive Design Build Agreement allows the government to enter a contract with a single proponent for the design and construction of this project but also provides an “off-ramp” if the government is unable to conclude negotiations with Graham at an acceptable price for the build.
“Our government is committed to providing seniors and other residents in long-term care with safe and comfortable spaces to live,” Minister Responsible for Seniors Tim McLeod said. “We are investing $20 million this year to further advance work on the future 240-bed Specialized Long-Term Care Home in Regina. I look forward to these additional long-term care spaces being available to support the needs of residents requiring specialized care.”
The Regina Specialized LTC Home is expected to be built as a multi-story building designed to create a home-like environment with individual rooms featuring ensuite bathrooms and indoor and outdoor multipurpose spaces. More details will be shared once the design is finalized.
The new home will be built on a site owned by the Government of Saskatchewan, located south of the Saskatchewan Polytechnic Regina Campus. The Saskatchewan Health Authority (SHA) will own and operate the facility.
This specialized LTC home will focus on caring for individuals with dementia, cognitive and acquired brain injuries, and other complex behavioral needs.
Graham Construction noted that it’s team has a strong history of delivering medical facility projects in Saskatchewan, including the Dr. F.H. Wigmore Regional Hospital in Moose Jaw, the Southwest Integrated Health Care Facility in Maple Creek, the Jim Pattison Children’s Hospital in Saskatoon, and the recently completed Regina Urgent Care Centre.
“We are thrilled to collaborate with the Government of Saskatchewan to deliver the new Regina Specialized Long-Term Care Home as a local contractor. Projects like this are immensely significant to us, and we take great pride in positively impacting our province and communities,” said Brad Kornum, Graham Construction district manager.
Design will commence immediately, and construction is anticipated to begin in early 2025.
Key Takeaways:
The Ontario government signed agreements with four First Nations to upgrade roads and build new infrastructure near mineral-rich areas. This improved infrastructure is expected to unlock economic opportunities in resource development and better connect First Nations communities to the province’s highway network.
The project prioritizes First Nations involvement by including funding for skills training programs for resource development and ensuring First Nations workers are involved in construction.
The agreements go beyond just roads. The project includes funding for a rest stop, relocation of a police station, and collaboration on a pre-charge diversion program.
The Whole Story:
The Government of Ontario has signed Letters of Confirmation with four First Nations to create infrastructure near mineral-rich areas.
Agreements were signed with the Animbiigoo Zaagi’igan Anishinaabek, Aroland First Nation, Ginoogaming First Nation and Long Lake #58 First Nation to unlock economic and resource development opportunities in northern Ontario, including future critical minerals projects.
“As we rebuild Ontario’s economy, our government is developing meaningful partnerships with First Nations across Ontario that create real opportunities for economic growth and job creation,” said Premier Doug Ford. “Together with First Nations partners, we’re improving and upgrading northern roads to better connect First Nations communities to the province’s highway network and to support future critical mineral and resource development opportunities. These are all season roads that will support First Nations communities, built by First Nations workers.”
The commitments outlined in the Letters of Confirmation include an agreement to upgrade the roads that connect First Nations communities to the provincial highway network and contain funding for other community infrastructure and skills training programs for First Nations people, including in resource development.
The agreement includes the following:
Building and improving the highway infrastructure that will help connect more First Nations communities to the province’s highway network. This work includes maintenance and upgrades to Highway 584 and Highway 11, with work starting this construction season.
$1.9 million fromtheMinistry of Labour, Immigration, Training and Skills Developmentfor the Indigenous Workforce Development Program through the province’s Skills Development Fund. The program will provide training and support to secure jobs related to mineral development in the region.
$2 million to fund the construction and maintenance of the Migizi Plaza Rest Stop, which will serve the needs of First Nation members, tourists and residents, create jobs and drive revenue for the First Nations and Municipality of Greenstone.
The province will work to relocate the Greenstone OPP detachment, with support for the relocation costs from Greenstone Gold Mine. Relocating the station will ensure that people have access to police services, close to home, following the displacement of the station during the mine’s construction.
The province will engage with relevant First Nations communities and police services to develop a pre-charge diversion program.
“Our government is proud to build consensus with First Nations leaders around key economic development opportunities in the north,” said Greg Rickford, minister of northern development and Minister of Indigenous Affairs and First Nation Economic Reconciliation. “Through strategic partnerships and critical infrastructure investments, we are laying the foundation for Greenstone to become the new centre of gravity for mining, in partnership with First Nations.”
Key Takeaways:
BC Hydro is investing $725 million over the next decade to upgrade and expand Langley’s electricity grid. This is part of a larger provincial plan with a 50% increase in capital investments.
The Langley upgrades are designed to address population growth, new housing developments, and a shift towards clean electricity.
Investments are also being made in transmission and distribution infrastructure to enable the Surrey-Langley SkyTrain. That work is expected to be complete by spring 2025.
The Whole Story:
BC Hydro will spend approximately $725 million in capital construction throughout Langley over the next decade to upgrade and expand the electricity grid and provide clean power for homes and businesses in growing communities.
“We must build out B.C.’s electrical system like never before, to power our homes and businesses, to power a growing economy and to power our future,” said Josie Osborne, minister of energy, mines and low carbon Innovation. “In Langley and communities across B.C., these construction projects will create thousands of good jobs over the next decade and ensure that people have access to clean, affordable and reliable electricity, when they need it and where they need it.”
In January 2024, the Province announced BC Hydro’s updated 10-Year Capital Plan containing $36 billion in regional and community infrastructure investments across B.C., which is a 50% increase in investments over its previous capital plan. These new construction projects are forecast to support 10,500 to 12,500 jobs on average annually, and will increase and maintain BC Hydro’s capital investments as major projects such as the Site C hydroelectric dam are completed.
The plan reflects growing demand for electricity across sectors due to population growth and housing construction, increased industrial development, and people and businesses switching from fossil fuels to clean electricity, among other factors.
We’re powering #LangleyBC with more clean electricity ⚡ Today, Hon. @Josie_Osborne, Minister of Energy, Mines and Low Carbon Innovation, alongside Charlotte Mitha, our Executive Vice-President, Operations announced about $725 million in capital projects throughout Langley to… pic.twitter.com/ogzbDPIoPf
“In growing cities like Langley where we are seeing substantial housing, building, transportation and industrial growth, we are embarking on significant upgrades to our electricity system, including investments in new and expanded substation projects as well as major distribution investments to support underground and overhead infrastructure extensions to ensure we can continue to provide reliable and clean electricity to our customers,” said Chris O’Riley, president and CEO of BC Hydro. “We are also making important changes to our customer connections process to speed up timelines for newly constructed homes and buildings.”
Langley is experiencing significant growth in the Willoughby, Brookswood and Gloucester neighbourhoods. To meet growth in these areas, BC Hydro is investing in several projects as part its 10-Year Capital Plan, including:
McLellan substation expansion will be done in two phases that are expected to be in service in 2026 and 2028 and will power an additional 40,000 to 70,000 homes;
new Campbell Heights substation will be in service by 2032 and will power an additional 20,000 to 35,000 homes;
new Willoughby-Clayton substation will be in service by 2032 and will power an additional 20,000 to 35,000 homes; and
major distribution investments to support underground and overhead infrastructure extensions, keeping pace with increased and growing demand in Willoughby-Clayton, Brookswood and Gloucester.
Investments are also being made in transmission and distribution infrastructure to enable the Surrey-Langley SkyTrain. That work is expected to be complete by spring 2025.
Separate from its 10-Year Capital Plan, BC Hydro recently launched a call for power to acquire approximately 3,000 gigawatt hours per year (GWh/y) of clean electricity. This is BC Hydro’s first competitive call for power in more than 15 years and will add 5% to its current supply. This will be the first in a series of calls for power as BC Hydro requires more power to electrify B.C.’s growing economy and reduce harmful pollution.
Key Takeaways:
Advanced Construction Robotics (ACR) is partnering with Nucor, a major rebar installer, to integrate ACR’s robotic rebar tying solution, TyBOT, into Nucor’s operations.
The collaboration aims to enhance job site safety by reducing physical strain on workers. It also suggests that TyBOT can increase productivity and improve overall efficiency in rebar installation.
The agreement highlights a growing industry interest in using advanced technologies to improve construction processes.
The Whole Story:
Advanced Construction Robotics (ACR), announced it has entered into an agreement with Nucor Rebar Fabrication, Inc. (Nucor), North America’s largest fabricator and installer of rebar. This partnership will introduce cutting-edge technologies into Nucor’s operations.
Nucor Rebar Fabrication will be integrating TyBOT, ACR’s robotic rebar tying solution, with its crew for rebar installation projects, with the first unit being delivered to Washington State. Officials say the partnership will augment Nucor’s crews by increasing productivity, reducing physical strain on workers, and improving job site safety in a seamless integration of innovation and efficiency.
Danielle Proctor, President and CEO of Advanced Construction Robotics, expressed her enthusiasm about the collaboration: “We are excited to partner with Nucor, a company that shares our vision for innovation and excellence in the construction industry. This partnership not only demonstrates Nucor’s commitment to adopting cutting-edge technologies but also sets a new standard for efficiency and safety in rebar installation.”
Stephen Muck, Founder and Executive Chairman of ACR, added, “Through this partnership, we are not just integrating TyBOT into Nucor’s operations; we are also setting the stage for a broader adoption of construction robotics across the industry. Our mission has always been to enhance the capabilities of construction crews with advanced technology, and this collaboration with Nucor is a testament to the industry’s readiness for change. We are proud to be at the forefront of this evolution.”
This partnership between ACR and Nucor Rebar Fabrication not only highlights a shared commitment to safety and advancing construction technology, but also marks a significant milestone in the commercialization and distribution of robotic solutions.
“As a leader in the industry, partnering with ACR allows us to enhance job site safety for our team and brings much needed innovation to the industry,” said Chad Beard, president Nucor Rebar Fabrication.
Key Takeaways:
Raven Indigenous Capital Partners is investing in NUQO Modular, a company building affordable housing and childcare facilities specifically for Indigenous communities in Canada.
NUQO will use the investment to not only accelerate affordable housing construction but also launch modular childcare and education facilities.
NUQO prioritizes cultural sensitivity in their designs, offers a welcoming work environment for women in construction, and uses sustainable practices to minimize environmental impact.
“Raven is thrilled to support the next phase of NUQO’s growth and development as it expands its offerings of innovative, sustainable, and culturally grounded modular spaces in the housing, child-care and education sectors,” said Stephen Nairne, chief investment officer of Raven Indigenous Capital Partners.
NUQO Modular, woman-led, Indigenous-owned company specializing in modular construction, has received a multi-million-dollar investment from Raven Indigenous Capital, a leading investor in Indigenous and Native American entrepreneurs. NUQO will use the funds to accelerate the construction of affordable housing and launch modular solutions in the child-care and education sectors.
“As a values-led company, NUQO has a high bar for partnership criteria. Raven met those expectations. Their investment strengthens our ability to expand to meet community demands for quality housing and childcare. We are honoured by this partnership,” said NUQO founder and CEO, Rory Richards.
NUQO is creating a lasting impact in Indigenous communities, having recently completed two award-winning affordable housing buildings, including 82 units of housing, in partnership with the Squamish Nation. Cultural integrity and safety are at the heart of NUQO’s designs. In Canada’s construction industry, where women comprise a mere 12% of the sector, NUQO is committed to providing a safe and inclusive workplace for women. A certified B Corp, NUQO’s innovative approach to modular building significantly reduces construction timelines and minimizes waste and disposal costs.
Burnaby-based ETRO Construction is embarking on a long-term partnership on Vancouver Island through a strategic joint venture alliance with Victoria-based Durwest Construction Management. This alliance aims to leverage the strengths of both firms to offer enhanced construction services on the island.
ETRO Construction views this partnership as a natural fit due to shared values and construction approaches, in addition to a true focus on building impact in their communities.
Mike Maierle, President of ETRO, highlighted the synergy between the two companies, explaining that his team’s innovative approach to construction coupled with Durwest’s decades of experience and established relationships in the region will provide significant value to their clients.
The joint venture will focus on mixed-use master-planned communities and institutional work. Additionally, ETRO plans to offer its Revive brand, targeting retrofits, heritage upgrades, building rehabilitations and more.
“We’re excited about working with a great company who have 40 years of history, deep roots and a fantastic reputation,” said Maierle.
Zoe Mitchell, President of Durwest, said she was excited to work with an innovative and technologically sophisticated builder like ETRO as opportunities in the region grow.
“There is so much development of affordable housing projects and ancillary developments like schools, hospitals and transportation infrastructure. There is an influx of population growth because it’s a great place to live,” said Mitchell. “We are set up for the future and it looks bright here.”
Founded in 2015, ETRO Construction is one of Vancouver’s fastest growing construction management and general contracting firms. Built on a foundation of quality and rooted in a commitment to creating exceptional projects and experiences, we add value to lives and communities through our people, our expertise, and our passion for doing things differently.
Key Takeaways:
The VRCA’s Constructive Conversations is a platform for industry stakeholders to engage with decision-makers and discuss solutions for a sustainable future for the construction sector.
The first event, held on April 11, welcomed Premier Eby as the inaugural guest. The third edition of the series is scheduled for August 28, with BC Conservative Leader John Rustad as the guest speaker.
Kevin Falcon, BC United Leader, emphasized the need for collaboration between government and industry to address these challenges. He highlighted attracting more youth to skilled trades and prompt payment legislation as key areas needing attention.
The Whole Story:
The Vancouver Regional Construction Association (VRCA) hosted its second Constructive Conversations event last week featuring BC United leader Kevin Falcon. This event brings together VRCA members, industry leaders and stakeholders to address critical issues impacting the construction sector in B.C. The province will be holding an election this October.
“I think sometimes legislators, certainly at the provincial level, feel a little untouchable and out of reach and we want to let our members know that these are the people we need to be talking to about construction and what’s going on in construction,” said Jeannine Martin, VRCA president. “Construction is 10% of our GDP and the fact that construction isn’t getting more attention from legislators is surprising to me.”
Martin added that these conversations are a great opportunity to understand what a candidate’s views are on the construction sector and let them know the major issues the industry is thinking about.
The 90-minute conversation with Falcon covered various crucial topics related to the growth and sustainability of the construction industry.
These included elevating the brand of construction to attract more individuals to skilled trades, addressing the housing crisis and its impact on drawing people to B.C., the necessity for targeted immigration, short- and long-term infrastructure funding, and the importance of affordable childcare for working families.
Do you support prompt payment?
When asked about his stance on prompt payment, Falcon noted that he has heard the stories of developers taking advantage of contractors. He expressed his support for implementing some form of prompt payment, but wanted to make sure time was taken to structure it well.
“You have to pay your people so it doesn’t take long before you can find yourself in a whole world of hurt. How will it be structured? I would take a lot of guidance from you on how to get it right,” said Falcon. “I would look at who does it best in Canada. Alberta? Ontario? And why they do it best. But I 100% agree that we need some form of prompt payment legislation. I know what it’s like to be an entrepreneur, you’ve got those receivables and you are waiting on some big payments that are due. That just doesn’t work.”
BC Construction Association President Chris Atchison responded to Falcon, noting that cross-jurisdictional analysis is currently being done on prompt payment language and processes that work best. He also reminded Falcon of his previous comments around developers.
“You mentioned one thing that is an irony when we are talking about prompt payment,” said Atchison. “We recognize that they are all different, but when you say we need to make the developers whole if we are introducing a program to inspire building. You can’t on one hand make the developers whole and offer to make tradespeople whole if you don’t connect the dots to make sure payment flows to the people.”
How do we attract and retain more workers?
Falcon lamented that B.C. was becoming a harder and harder place for young people to succeed, adding that this is particularly challenging for B.C.’s construction sector which is looking to recruit the next generation for workers.
“One in three British Columbians is looking to move outside the province,” he said. “We lost 70,000 people to Alberta last year. Right now B.C. is a really tough sell. It’s tough for you to attract and retain employees. Even more concerning, of 18- 35-year-olds, 50% are looking at leaving British Columbia. That terrifies me.”
He believes that improving healthcare, bringing down home and rental prices, and providing affordable childcare can help prevent more young families and workers from leaving.
“When you talk to workers and people in the trades, they say ‘I can’t make it here. I can’t ever dream of owning a home in British Columbia,” said Falcon. “At least I can go to Alberta and have a chance.’”
Falcon also believes more work needs to be done to educate young people in school about trades opportunities and to honour trades workers.
“Not every child should go to university. We need to do a better job of letting young women and men know that there is great opportunity,” said Falcon. “We have given parents the mistaken impression that somehow every child must go to university or they will be less than successful. We have to change that. Many of them graduate and still have no jobs or opportunity”
He recalled that during his time as minister of transportation, he would go around to major projects with plaques, medals and ceremonies to celebrate workers.
“We have to do a better job of celebrating the trades and make people proud to be trades people like they are in Europe,” said Falcon.
He also plans to pressure the federal government on immigration to prioritize more skilled trades immigration. And he wants to work to immediately funnel immigrants toward the construction sector by providing them with language and skills training,
Does construction get the attention it deserves?
Martin explained that construction drives more than 10% of GDP in B.C. but rarely is in the limelight. She asked if Falcon thought there should be a government official or department that could focus on the sector and its issues. She was curious what Falcon’s thoughts on the construction sector were and if he feels like it needs more attention.
“I think the construction industry is a huge, important part of the economy and they did such a great job for us when we were in government,” said Falcon. “I was minister of transportation and infrastructure for six years and was responsible for over $14 billion in capital projects, many of them built by your members. The vast majority were delivered on schedule and on budget, granted those were different times with different challenges. I don’t know if we need a minister of construction, but we need a minister responsible that understands the importance of the sector.”
Key Takeaways:
Construction leaders in B.C. have issued a warning about a growing trend of public owners removing “Contract A” from procurement processes.
“Contract A” is a legal concept established in Canadian law that ensures fairness, openness, and transparency in construction bidding.
Construction industry advocates argue that removing “Contract A” undermines trust, increases risk for bidders, and could lead to unfair practices.
The BC Construction Association recommends that construction firms proceed with caution and consider legal advice when encountering situations where “Contract A” is absent.
The Whole Story:
The BC Construction Association (BCCA) has issued a province-wide industry alert following the confirmation of cases of removal of “Contract A” from the procurement process by a growing list of public owners, including some municipalities, school districts, universities, and crown corporations.
The association stated that in the absence of “Contract A”, general contractors and trade contractors should not assume that they will be treated fairly and probably have no legal recourse for being treated unfairly.
In Canadian contract law, “Contract A” ensures fairness, openness and transparency between the owner and each compliant bidder who responds to a procurement call. “Contract A” typically includes terms and conditions such as deadlines, evaluation criteria, privilege clauses and often the requirement for bid security. It serves to protect the legitimate expectations and interests of all parties.
“The removal of ‘Contract A’ is the most significant violation of public sector procurement processes that the construction industry has seen to date. It is a serious concern for industry associations and should be of equal concern to BC taxpayers,” says BCCA President Chris Atchison. “When a public sector owner willfully removes an obligation to act fairly in its dealings with you at the start of a project, you have to ask yourself: do you really want to bid on that project and work with that government entity?“
According to the BCCA, the absence of “Contract A” undermines the integrity of the procurement process, and may result in:
Lack of transparency
Bid shopping
Unequal treatment
Increased risk for bidders
Legal vulnerabilities
Reputational damage to the public sector owner.
“Contract A” is a legal convention that was created in 1981 by the Supreme Court of Canada in The Queen (Ont.) v. Ron Engineering. The association says the landmark decision is the cornerstone for fair, open and transparent procurement, providing a mechanism to protect both owners and bidders from unfair practices. It forms the basis of an understanding that all owners have a duty of fairness towards compliant bidders. Through the use of the “Contract A” bidding contract, Ron Engineering has brought certainty to the procurement process.
“Those who actually do the work in the construction industry cannot proceed on the assumption that it is ‘business as usual’, given the deliberate removal of ‘Contract A’ by certain public owners,” says Michael Demers, legal counsel for BCCA. “Before Ron Engineering, procurement was the wild west, where bidders were subject to the misconduct of unscrupulous owners, and owners did not know where they stood legally with bidders. After 40 years of relative clarity in procurement rules, and a legal basis to ensure both owners and bidders followed the rules, it appears some public owners want to take us all back to the old days where they can’t be held to account for their wrongdoings. It’s a sad day for an industry that is already under so much pressure to perform for the benefit of British Columbians.”
BCCA recommends construction firms proceed with extreme caution in the face of the unprecedented implications of the removal of “Contract A”. Contractors are advised to:
read all procurement documents carefully.
use the RFI process to question the intent of the Owner’s procurement process in cases where “Contract A” has been removed.
seek legal advice when they have questions or concerns about procurement and contract conditions.
consider qualifying their bid only once they have fully evaluated the associated risks and are prepared to accept the consequences.
advise their Regional Construction Association and BCCA of any irregularities in the procurement process through the BCCA Public Sector Transparency Tip Line.
“When public sector owners remove “Contract A”, they break the covenant of trust, integrity and transparency that it represents,” says Atchison. “Public sector owners must be held to a higher standard in procurement. We urge public owners to commit to fairness by maintaining “Contract A”. When it comes to the construction projects British Columbians rely on, it’s in the public interest.”
To access the full Industry Alert on “Contract A” removal, visit this link.
A webinar on the implications of the removal of “Contract A” will be presented on June 25th, at 10 a.m. To register visit this link.
Here’s what other industry leaders had to say:
The Canadian Construction Association is a staunch champion for equitable procurement practices. Projects thrive when partnerships are based on trust, fairness, and transparency. The removal of “Contract A” risks taking the industry back to a time when bidders were not adequately involved from the beginning of a project, potentially compromising the integrity of the process, which ultimately impacts taxpayers the most. CCA continues to advocate for a balanced procurement process, where risk is shared, competition is fair, and innovation is encouraged.
Rodrigue Gilbert, President, Canadian Construction Association
The construction industry is being asked to do more than ever: building community infrastructure, healthcare facilities, schools, public transit, record amounts of housing and enabling the clean energy transition. It is essential at this time that public owners commit to fair and reasonable procurement practices and contract structures. The removal of “Contract A” is step backwards, fails to provide the transparency British Columbians expect for public projects, and shifts a disproportionate amount of risk onto contractors throughout the supply chain, the majority of which are small and medium sized businesses.
Matt MacInnis, President, Electrical Contractors Association of BC
BCCA has touched a nerve with this Industry Alert; the issue of “Contract A” removal has long been an irritant for the Surety Association of Canada. We have encountered this many times over the years: a construction buyer trying to contract out of Ron Engineering by simply inserting language to that effect. In our mind, it’s the equivalent of trying to lift yourself off the floor by pulling up on the top of your socks! We urge contractors to consult with their surety and broker when they see this language to discuss the risks to their submission and company.
Steve Ness, President, Surety Association of Canada
Key Takeaways:
Procore is integrating its AI assistant, Procore Copilot, further into the platform and with Microsoft Teams. This will allow users to ask questions about projects in natural language and get answers directly within Teams.
New features like AI Locations will automatically generate project location lists and Procore Maps will offer better visualization of project progress through photos.
Procore will leverage AI to surface key information on responses to requests for information (RFIs) and submittals, providing context on project requirements and industry benchmarks.
The Whole Story:
Construction management software provider Procore Technologies is deepening its integration with artificial intelligence.
Among the many solutions announced at Innovation Summit 2024, newly announced product updates give Procore customers deepened access to AI, improve field productivity, and drive efficient cost management:
Procore Copilot AI will further integrate into the Procore platform via Microsoft Teams. This upcoming integration will bring important project data and context directly from Procore into Microsoft 365. Procore Copilot AI users will then be able to simply ask questions about Procore projects in Teams, in normal, conversational language, and receive a complete summary of the pertinent information along with links to related information sources. Users will be able to search for, view, and attach Procore project information (such as requests for information (RFIs), Specifications, and Submittals) in work on calls, meetings, and chats.
AI Locations will allow users to scan project drawings and automatically build out project location lists. This will unlock the ability to organize project items by location as they’re created in the field later on. Procore will also utilize AI to surface key information on RFIs and submittal response time, alongside context on project requirements and industry benchmarks.
Procore Maps will enable viewability of photos on a map to understand work status across all areas of a project to help optimize workflows and reduce delays. Procore Maps will be able to filter photos on a map by date to pinpoint specific milestones or events captured during a project timeline.
Procore says this will streamline visual data and support smart decisions on the go. Users will also be able to navigate to where photos are captured directly from the map interface, providing context and clarity to team members regardless of their location.
The contract was awarded to Capital Line Design-Build Ltd., a member of the Ledcor Group of Companies, with AECOM as their design partner.
Work includes building an underpass, two bridges, two stations, an operations/maintenance facility and more.
An economic assessment estimates the extension will generate 9,500 full-time jobs and $1 billion in wages and salaries through construction, operations and maintenance.
The Whole Story:
The City of Edmonton has awarded the Design-Build contract for Phase 1 of the Capital Line South Extension project from Century Park to north of Ellerslie Road.
The City completed negotiations and formally awarded the contract to Capital Line Design-Build Ltd., a member of the Ledcor Group of Companies, with AECOM as their design partner. Over the coming months, the Ledcor team will begin detailed design with major construction along 111 Street anticipated to begin in 2025. Phase 1 of the project is a 4.5-kilometre, high-floor LRT extension along the west side of 111 Street and includes:
An LRT underpass at 23 Avenue
Two bridges (one across Blackmud Creek and one across Anthony Henday Drive)
Two stations (Twin Brooks station and Heritage Valley North station connecting to the Heritage Valley Transit Centre and Park and Ride)
An Operations and Maintenance Facility (south of Anthony Henday Drive)
Light Rail Vehicles (LRVs)
“Our city is experiencing rapid growth,” said Mayor Amarjeet Sohi. “As more people choose to call Edmonton home, we need to respond to the added pressure on our transportation network. The Capital Line South Extension will help improve sustainable mobility options as we grow to a city of two million by increasing ridership capacity and providing additional transportation options to communities in south Edmonton.”
Ledcor was selected as the preferred bidder in April 2024. Contract negotiations between the City and the preferred bidder occurred throughout April and May.
“The Capital Line South Extension project is a critical addition to our LRT network,” said Craig Walbaum, acting deputy city manager, Integrated Infrastructure Services. “This project has been many years in the making and delivers on The City Plan goals of improving how we move people quickly, efficiently and sustainably along our transportation corridors. We look forward to working with Ledcor to bring this transformational infrastructure to life.”
“Building on Ledcor’s 75-year legacy of serving Edmontonians, we are thrilled to be chosen by the City of Edmonton, with our design partner AECOM, to construct this vital new phase of public transit which will serve the city’s growing population for many decades to come”, said Brad Mytko, SVP Infrastructure, Ledcor Group. “With passion and dedication, we will deliver a successful project, ensuring safety every step of the way.”
In addition to expanding the city’s mass transit infrastructure, the Capital Line South Extension project is expected to financially benefit the region. An economic assessment estimates the extension will generate 9,500 full-time jobs and $1 billion in wages and salaries through construction, operations and maintenance. The project is also projected to generate $88 million in tax revenue for Alberta and $211 million for the rest of Canada over 30 years.
The $1.34 billion project has funding commitments from the Government of Canada, the Government of Alberta and the City of Edmonton.
