Author: Russell Hixson

Key Takeaways:

• For almost 100 years the site was home to one of Canada’s largest gravel suppliers and one of the region’s largest industrial sites.
• The development is expected to include about 2,800 homes along with a mixture of commercial buildings and retail spaces.
• Two multifamily buildings are expected to be complete by summer 2026, followed by a waterfront plaza with pubs, wine bars, restaurants, coffee shops, doctors offices, fitness facilities and more.

The Whole Story:

Seacliff Properties and Reliance Properties have broken ground on a $1.2-billion seaside community on Vancouver Island. 

The Beachlands construction will start with a presentation centre, including a coffee shop overlooking the ocean. The building will serve as an architectural gateway, welcoming residents and visitors to a new seaside village in Colwood.

“After seven years of planning, public consultation and various approvals, we are thrilled to put our $1.2 billion investment in motion and start construction of The Beachlands, a world-class seaside community that will contribute much-needed housing, jobs and spending in Colwood and the region,” said Georgia Desjardins, director of development at Seacliff Properties.

A milestone 25 years in the making

According to the city, officials envisioned big things for the property back in 1998 as the industrial gravel operation it was known for began to wind down.

The Beachlands property has a significant history in Colwood. The gravel operation on the site was the area’s largest employer for almost a century. For almost 100 years – from 1910 to 2007 – Producer’s Pit was one of Canada’s largest gravel suppliers and one of the region’s largest industrial sites.

Officials say residents who lived in Colwood before the operation closed may remember the sound of the gravel rumbling along the conveyor belts down to the shoreline to be barged out.

Colwood Council and staff have worked with the development team to advance the community’s vision to make The Beachlands a vibrant seaside community as envisioned in the community-led Colwood Official Community plan.

City officials say Seacliff and Reliance properties $1.2B investment in Colwood aims to boost housing, jobs and the local economy, creating an estimated 10,500 jobs throughout and beyond the build out. Two multifamily buildings are expected to be complete by summer 2026, followed by a waterfront plaza with pubs, wine bars, restaurants, coffee shops, doctors offices, fitness facilities and more.

47 acres of parks and public spaces

The city’s recent Household Prosperity Survey shows that 75% of residents currently actively engage in nature trails and parks weekly.

Based on that data, there have been many discussions about ensuring the parks, trails and public spaces maximize opportunities for people to enjoy this incredible seaside location.   

The Beachlands encompasses 134-acres of oceanfront land and a shoreline that stretches 1.4 kilometres and beyond to the Lagoon Beach.

Colwood staff worked to ensure that more than 47 acres of the property will be dedicated to public parks and green space, including a covered public square, nature trails, and an amphitheatre.

“This is a place where residents and visitors can enjoy the health and wellness benefits of incredible connections to nature, new parks and trails, places to enjoy arts, culture, and social connections, and opportunities to work, live, and play, here in Colwood,” said the city. 

Increasing housing and employment opportunities 

The development is expected to include about 2,800 homes along with a mixture of commercial buildings and retail spaces.

The city’s Household Prosperity survey also revealed that 52% of Colwood residents have embraced hybrid or fully remote work. The Beachlands, along with rapidly growing commercial areas in Royal Bay, Allandale District and Colwood Corners, will provide opportunities to work, live and play in Colwood, immersed in nature and recreation, offering work-life balance and quality of life.

Key Takeaways:

• Groundbreaking is expected in May 2024, with the new patient and surgical tower expected to be operational in 2028.
• Ontario’s total investment in the project is $794 million.
• The 15-storey tower will include 82 patient beds, and 20 operating rooms. It is expected to increase the the University Health Network’s number of completed surgeries by 20%

The Whole Story:

The Ontario government is investing $794 million to the University Health Network’s (UHN) new state-of-the-art patient tower at Toronto Western Hospital (TWH).

“This new tower will help provide modern and high-quality care to the more than 450,000 people who visit Toronto Western Hospital each year,” said Premier Doug Ford. “In Toronto and right across the province, our government is making historic investments for a stronger health care system, with more doctors and nurses, more beds and shorter wait times. We’re bringing convenient care closer to home for more people.”

Once complete in 2028, the new 15-storey tower, located on the current hospital campus on Bathurst Street in downtown Toronto, will add:

• 82 patient beds, including new critical care beds;
• 20 state-of-the-art operating rooms, including three new image-guided operating rooms for complex neurosurgical and spinal procedures; and
• New single patient rooms that are also strategically designed to enhance the hospital’s infection control abilities to easily respond to future public health outbreaks.

With the new funding, UHN will be able to increase the number of surgeries completed by more than 20% over the next 10 years. The tower also includes modern digital infrastructure and a more comfortable space for family members and other visitors.

“Under the leadership of Premier Ford our government is making record investments in hospital infrastructure, expanding hospital capacity across the province with shovels in the ground for over 50 new projects to connect people to the care they need, when they need it,” said Sylvia Jones, deputy premier and minister of health. “The new University Health Network patient and surgical tower at Toronto Western Hospital is just one part of our plan to ensure patients can access world class, convenient care, for years to come.”

DIALOG is the prime consultant providing integrated design services for architecture, clinical planning, interior design, landscape architecture, structural engineering, and mechanical and electrical design in partnership with HH Angus.

DIALOG officials explained that despite a constrained site, the project encompasses around 380,000 gross square feet across 11 clinical program floors, housing 20 operating rooms, including three hybrid ORs with cutting-edge imaging capabilities.

This technology enhances TWH’s capacity for complex surgical procedures, particularly in spine and brain surgery. The surgical services care platform, extending from a new pre-operative care unit (POCU), a medical device reprocessing department (MDRD), to a post-anesthetic care unit (PACU), is the result of intensive collaboration between DIALOG and UHN clinical and support services teams.

While integrating into the existing hospital care fabric, the new tower also serves as TWH’s main entrance and campus gateway. DIALOG says visitors will encounter a thoughtful, calming, and intuitive interior design, with soft, organic forms and natural materials promoting biophilia throughout the project, from the ground floor lobby to inpatient rooms.

“The surgical teams have been diligent in providing input on the design of the new operating rooms,” says Dr. Tom Forbes, UHN’s surgeon-in-chief. “But they have also provided valuable insights for the design of family waiting areas. They see first-hand the impacts of limited quiet space for waiting family members.”

The New Surgical and Patient Tower will look to become net zero, utilizing UHN’s new wastewater energy transfer system for heating, cooling, and hot water. Targeting a 32% energy reduction, initiatives include a high-performing building envelope, LED lighting, low-flow plumbing fixtures, and efficient air-side energy recovery ventilation units.

The project, located on the southeast corner of Bathurst St. and Nassau St., replacing a surface parking lot, was given a planning grant by the Ontario Government in April 2022. Groundbreaking is expected in May 2024, with the new patient and surgical tower expected to be operational in 2028.

• Project Manager, Municipal Projects – North Vancouver, B.C. – Maven Consulting
• Senior Project Manager – Toronto, Ont. – Morrison Hershfield
• Project Manager – Richmond, B.C. – Flatiron Construction 
• Construction Manager – Ottawa, Ont. – Ameresco 
• Site Director, Transit Electronics – London, Ont. – Wabtec Corp.
• Senior Project Manager – Fort McMurray, Alta. – FLINT Corp. 
• Project Manager – Calgary, Alta. – Kent
• Director, Automation, Integration & System Protection – Burlington, Ont. – Ulteig
• Project Manager – Calgary, Alta. – Clark Builders
• Director, Low Carbon Transportation – Surrey, B.C. – FortisBC

Key Takeaways:

• B.C. has approved the business plan for a $359 million cancer centre at Royal Inland Hospital (RIH). 
• The procurement process is underway. Construction is expected to begin in 2025 and complete in 2028.
• The five-storey facility will be built on the Westlands site on the RIH campus. 

The Whole Story:

Officials have approved the business plan for the new BC Cancer centre at Royal Inland Hospital (RIH) in Kamloops.

“Approval of the business plan is a critical milestone for this crucial project,” said Adrian Dix, Minister of Health. “This state-of-the-art cancer centre will benefit patients in Kamloops and the surrounding area by offering the confidence from knowing that we’re building treatment capacity for now and the future.”

The five-storey facility will be built on the Westlands site on the RIH campus. There will be space for radiation treatment, radiation-therapy planning, including a CT Simulator, an outpatient ambulatory-care unit, including 10 exam rooms, and two consultation rooms for radiation-therapy services, an additional MRI suite, and patient arrival and check-in areas. 

The centre will have three linear accelerator vaults. These heavy, concrete structures contain radiation equipment used for cancer-patient treatment. In collaboration with Indigenous partners, there will also be a sacred space for patients, caregivers and staff, with features to support traditional ceremonies.

“This is an exciting step forward in our work to bring new treatment options to this region,” said Dr. Kim Chi, executive vice-president and chief medical officer, BC Cancer. “The new BC Cancer centre in Kamloops will increase our capacity to deliver radiation treatment closer to home for the people of Kamloops and surrounding communities for generations to come.”

A new 470-stall parkade will also be constructed as a part of the centre.

In addition, upgrades to RIH to expand cancer care have also been approved, which includes updating and expanding the pharmacy, and relocation and expansion of the Community Oncology Network clinic from the eighth floor to the main floor with more space and improved access. 

Cancer care delivered through the clinic includes oral and intravenous cancer treatment, chemotherapy, immunotherapy, targeted therapy and hormonal therapy. The clinic also provides initial consultation and treatment planning with a medical oncologist, supportive care, followup care and patient education.

The procurement process is underway. Construction is expected to begin in 2025 and complete in 2028. 

The project budget is approximately $359 million, shared between the provincial government, Interior Health and Thompson Regional Hospital District.

Projects are getting bigger, more complex and more expensive, require more and more sophisticated engineering feats.

And with so much infrastructure at stake, this work has never been more important. These projects transport Canadians from one place to another, clean our water, generate our power and ensure that the economy can keep moving forward.

This list includes engineering firms that are lending their brainpower to bring Canada’s mega projects to life.

Klohn Crippen Berger 

Klohn Crippen Berger (KCB) is an engineering, geoscience, and environmental consulting firm with offices in Canada, U.S., U.K., Peru, Brazil, and Australia. They are currently working on one of the largest, most complex projects in the nation, Site C Dam. KCB has been involved in the design, construction support, regulatory, environmental, and procurement support portions of the $16 billion project providing multi-disciplinary engineering services for the main civil works, the generating station and spillways, and the balance of plant contracts. Their work on the site spans decades. From 1989 to 1991, KCB was involved with the preliminary and final design activities. Since 2007, KCB has provided preliminary, optimization, tender and final design engineering services, technical reviews, support services through the environmental assessment process into construction with resident engineering services.

AtkinsRealis

AtkinsRealis, formerly SNC Lavalin, is no stranger to large, complex projects. Started in 1911 by Quebec engineer Arthur Surveyer, they rode the first wave of the electrification revolution. Today, they work on some of the nation’s biggest energy and transportation projects. They’ve worked on the $8 billion Réseau express métropolitain (REM) in Montreal, Eglinton Crosstown LRT, Darlington Refurbishment, Bruce Power Refurbishment, the Ontario Line and more, representing tens of billions in project value. 

Stantec 

Starting as a one-person firm in Edmonton, Stantec has grown to a company of 28,000 employees. And the growth is continuing. Some of its notable projects in Canada include the 100 MW De l’Érable Wind Farm in Quebec, the 152 Shanley Street Redevelopment in Ontario, and the 201 Portage Concourse in Winnipeg. Additionally, Stantec has been engaged in engineering Canada’s largest lithium-ion battery cell plant in B.C. The company also recently announced plans to acquire engineering firm Morrison Hershfield, which will increase its Canadian workforce by approximately 10%.

WSP

WSP, which originally stood for Williams Sale Partnership, was established in 1969 in England by engineer Chris Cole and three other partners. After years of acquisitions and mergers, the company now has its global headquarters in Montreal and works on major Canadian projects. These include the Centre Block Rehabilitation, Eglinton Crosstown LRT, GO Rail Expansion, Calgary’s Green Line and more. Their commitment to the communities they work in have turned heads. Last year they ranked 6th in Corporate Knights’ Best 50 Corporate Citizens in Canada.

AECOM

When it comes to getting Canadians from one place to another, AECOM is one of the best. They have been involved in the Ontario Line, Gordie Howe International Bridge, Réseau express métropolitain (REM), Edmonton Valley Line, Ottawa LRT and many more. AECOM says it launched when a handful of employees from design and engineering companies shared a dream of creating an industry-leading firm dedicated to delivering a better world. It became an independent company formed by the merger of five entities in the 1990s. While it has offices all over the globe, it’s main headquarters sits in Dallas, Texas.

COWI

COWI, a leading international consulting group, has been involved in many significant projects in Canada. Some of its biggest projects include design for an eight-lane immersed tunnel in Vancouver, the Ontario Line and a major bridge replacement over Alberta’s Chin Coulee Reservoir. While it has a major footprint in North America, COWI was created by 29-year-old engineer Christen Ostenfeld in the 1930s in Copenhagen, Denmark. His firm went on to design some of Denmark’s most iconic buildings of that decade. Today, at any given time, COWI is involved in approximately 9,000 projects across the globe.

Fluor

While this engineering giant’s headquarters is in Texas, it boasts 40,000 employees around the world and it’s contributions to Canada have been substantial. Perhaps its crowning Canadian achievement, Fluor was selected to be part of the engineering, procurement and construction team for LNG Canada, one of the largest projects in the history of the nation. They also have been involved in the Gordie Howe International Bridge, Hamilton LRT, the Jansen Potash Project and many other projects. The company began in 1912 with John Fluor.

Key Takeaways:

• The program is a partnership between the Vancouver Regional Construction Association, the Burnaby Board of Trade, the Burnaby School District and the British Columbia Institute of Technology.
• Through the Bring Trades to Schools program, students can engage in practical workshops and immersive experiences led by industry experts and educators.
• Organizers believe the initiative will help to encourage more youth to consider a career path in construction trades. 

The Whole Story:

The Vancouver Regional Construction Association (VRCA) has announced a new partnership with the Burnaby Board of Trade (BBOT), British Columbia Institute of Technology (BCIT), and Burnaby School District.  

 The initiative, titled “Bring Trades to Schools”, seeks to bridge the gap between classroom learning and real-world applications in the construction industry. Organizers say that bringing trades directly into educational environments will give students invaluable hands-on experience and exposure to various trades, including mechanical, welding, carpentry and electrical, empowering them to explore potential career paths and develop essential skills for future success.

 “This marks a significant milestone for the VRCA team as we inaugurate this innovative initiative! Originating from VRCA’s Education Committee, with valued contributions from our esteemed program partners, the concept has flourished. By bringing trades directly into schools, we aim to inspire and empower the next generation of skilled professionals while working to increase B.C.’s skilled workforce,” said VRCA President Jeannine Martin.

 Through the Bring Trades to Schools program, students can engage in practical workshops and immersive experiences led by industry experts and educators.

 Ryan Leonhard, director of workforce initiatives, Burnaby Board of Trade (BBOT) explained that skilled trades are and will continue to be in high demand, so providing students with the opportunity to explore different skilled trades through hands-on, practical experience is a win for everyone. 

“Students connect with well-paying career options, and Burnaby gains more tradespeople to continue building and growing our local community and economy,” he said. 

 Marita Luk, business development manager, BCIT School of Construction and the Environment believes the BTS initiative will help to encourage more youth to consider a career path in construction trades. 

“BCIT is proud to partner with VRCA, BBOT and the Burnaby School District on the Bring Trades to School (BTS) initiative,” said Luk. “As the largest provider of trades training programs in Western Canada, BCIT is a key driver of strategic workforce development and will leverage its unique expertise and resources to support economic recovery, growth, and resilience in BC.” 

Key Takeaways:

• B.C. courts have upheld the government’s decision to pause power service to crypto-mining projects.
• Forestry products company Conifex sought to compel BC Hydro to provide power to several of its high-performance computing data centres it planned to use for mining.
• BC Hydro argued that the order should stand and Conifex’s mining centres would collectively use approximately 2,500,000 megawatt-hours of electrical energy per year.

The Whole Story:

A B.C. forestry company has been blocked by the courts in its quest to power a new cryptocurrency mining operation. 

Conifex Timber Inc. sought to compel BC Hydro to provide the massive amounts of electricity required for mining. The B.C. Supreme Court (BCSC) sided with BC Hydro, upholding the province’s ability to halt power for new crypto mining operations.  

“Conifex is disappointed by, and disagrees with, the BCSC’s decision,” said the company in a statement. “Conifex continues to believe that the provincial government is missing out on several opportunities available to it to improve energy affordability, accelerate technological innovation, strengthen the reliability and resiliency of the power distribution grid in British Columbia, and achieve more inclusive economic growth.” 

The company stated that it is considering its position in relation to the judgment, including potentially appealing the ruling, along with other legal avenues which it may pursue.

Crypto mining is the process of validating transactions on a blockchain network and adding them to the public ledger, known as the blockchain. The miners use powerful computers to solve complex mathematical problems that confirm and secure transactions. In proof-of-work-based cryptocurrencies like Bitcoin, the first miner to solve the problem gets the right to add the next block to the blockchain and is rewarded with newly minted cryptocurrency and transaction fees. This process requires significant computational power and energy consumption, making it a competitive and resource-intensive activity.

At issue in the case was the validity of a 2022 order in council issued by the lieutenant governor which directed the BC Utilities Commission (BCUC) to issue orders relieving the BC Hydro of its obligation to supply service to cryptocurrency mining projects for a period of 18 months.

Conifex continues to believe that the provincial government is missing out on several opportunities available to it to improve energy affordability, accelerate technological innovation, strengthen the reliability and resiliency of the power distribution grid in British Columbia, and achieve more inclusive economic growth.

Statement from Conifex

As a result of that decision, two of the Conifex’s data centre projects were removed from BC Hydro’s interconnection queue. At the time of the decision, those two projects were at the front of the queue.

Conifex argued that the order was an unreasonable exercise of the lieutenant governor’s authority and contravened the intent and purposes of the Utilities Commissions Act. Conifex also argued that the order is invalid because it does not comply with the government’s obligations under the Declaration on the Rights of Indigenous Peoples Act to consult with Indigenous peoples, in this case the Tsay Keh Dene Nation, with whom Conifex intended to collaborate with on its cryptocurrency mining projects.

Northern B.C.-based Conifex is a forestry company that had plans to diversify its operations by developing high-performance computing data centres for cryptocurrency mining. The first required step to secure sufficient electrical power for a mining operation is completing BC Hydro’s interconnection process. In early November 2021, Conifex’s first proposed centre completed that process, and is now moving forward. At the time the  order was issued, two of the Conifex’s other mining facilities were in the interconnection queue with BC Hydro, and were at the front of that queue.

The interconnection process requires the new customer to pay for any new system infrastructure requirements that are for that customer’s sole benefit, and to contribute to the cost of any system reinforcements or upgrades necessary to serve that customer.

BC Hydro made several comparisons to put the electricity usage of Conifex’s facilities in context, notably that projects would use almost half of the output of the Site C Project.

Christopher O’Riley, the CEO of BC Hydro, argued that Conifex’s mining centres would collectively use approximately 2,500,000 megawatt-hours of electrical energy per year. In fiscal year 2022, BC Hydro’s nine largest customer sites each required delivery of more than 500,000 megawatt-hours of electrical power, but none of the nine sites required more than 1,000,000 megawatt-hours.

BC Hydro noted that cryptocurrency mining is a comparatively new phenomenon. It has grown rapidly in the province over the past several years, and the interconnection requests for cryptocurrency miners have far exceeded projections forecast by BC Hydro in December 2020.

Justice Michael Tammen says in a ruling issued Friday that the government’s move in December 2022 to pause new connections for cryptocurrency mining for 18 months was “reasonable” and not “unduly discriminatory.”

Last summer, Conifex signed an agreement with 

The verdict comes less than a year after Greenidge, a cryptocurrency datacenter and power generation company, announced that it has executed a new hosting agreement with Conifex. Greenidge added that Tsay Keh Dene Nation, a First Nation with a traditional territory in north central B.C., would be collaborating with Conifex in supplying hosting services to Greenidge. Under the initial agreement, Conifex would host 750 miners on behalf of Greenidge with capacity of approximately 80 PH/s. 

The agreement included consideration for a potential expansion of 25MW of mining capacity using renewable energy. 

Key Takeaways: 

• The corporation said 2024 will be filled with construction milestones. 
• Major projects include the BMO Centre expansion, 17 Ave Extension & Victoria Park/Stampede Station Rebuild project and the Calgary Event Centre. 
• CMLC plans to issue a Progressive Design Build RFP in the coming weeks the design and construction of Calgary’s new event centre. 

The Whole Story:

Calgary Municipal Land Corporation (CMLC) is on track to advance more than $1 billion in major project completions and initiations this year. 

With the BMO Centre expansion and 17 Ave Extension & Victoria Park/Stampede Station Rebuild projects nearing completion, the late-2024 Arts Commons Transformation project construction groundbreaking approaching, and procurement underway for the new 6 St S.E. underpass, CMLC is preparing for a 2024 full of city-building milestones.

“As Calgary’s go-to city-building placemakers, CMLC has a proven track record of designing and delivering some of Calgary’s most transformational projects on behalf of our partners,” said Kate Thompson, CMLC’s president and CEO. “2024 will be a huge year for project completions and groundbreakings, and for continued progress and development for downtown Calgary’s east end. Our team is poised and ready to advance more than $1 billion in major city-shaping vertical and infrastructure builds this year, and to steward further development and placemaking in East Village.”

In 2024, CMLC will continue to oversee the development of several mixed-use residential projects in East Village, which includes projects like BOSA Development’s Arris Residences, which began leasing on 337 units in late 2023, and Alston Properties’ EV606, where construction is underway on 44 residential units and 9,000 SF of main floor retail space. 

CMLC says it is seeing sustained development interest in the community, recently signing Letters of Intent for three development parcels.

In the downtown core, CMLC is leading the Arts Commons Transformation and Olympic Plaza Transformation projects on behalf of Arts Commons and the City of Calgary, and are preparing to reveal the design for the Arts Commons Transformation expansion – a new building with a 1,000-seat theatre and 200-seat studio theatre – this spring and anticipate breaking ground on the expansion later this year. 

The Olympic Plaza Transformation project, which will support Arts Commons’ vision for an expanded, integrated Arts Commons campus, is also advancing through the design phase in 2024.

In The Culture + Entertainment District (The C+E), CMLC is preparing to bring more than $600 million of major city-building projects over the finish line in 2024 in partnership with the Calgary Stampede and the city. The BMO Centre expansion is expected to open for Stampede 2024 and the Victoria Park/Stampede Station Rebuild and 17 Ave S.E. Extension projects will are also on track for completion this summer.

In CMLC’s capacity as district construction coordinator, the team will continue to support the coordination of the many developments in The C+E, including the new Calgary Event Centre and the Green Line LRT’s 4 St S.E. station, to ensure access is maintained at all times for the many Calgarians and visitors who visit the BMO Centre and the Scotiabank Saddledome for events every year.

And as some of CMLC’s major builds in The C+E approach completion, the team is preparing to initiate another major related project: the new 6 St S.E. Underpass. As steward of the Rivers District Master Plan, CMLC will lead the delivery of the district infrastructure projects in support of the Calgary Event Centre. The 6 St S.E. Underpass is the first of those projects to get underway.

“The underpass was envisioned in the Rivers District Master Plan in 2019 as a critical infrastructure connection to support future development in the area, including a new Event Centre, the expanded BMO Centre and more than 4M square feet of future mixed-use development,” said Thompson. “CMLC has proven experience building infrastructure of this kind. In 2011, early in our stewardship of East Village, we delivered the 4 St S.E. Underpass, which has completely transformed the way people travel through downtown Calgary’s east end.”

In 2023, CMLC began the early scoping work required to support the future underpass. Now, with the Event Centre’s definitive agreements and funding in place, CMLC says it is ready to move the project into the next stage of development. 

CMLC will issue a Progressive Design Build RFP in the coming weeks to identify a project team that can support the design and construction. Early works on the project are anticipated to begin in 2024, and the overall construction schedule will be refined in due course.

“CMLC is proud to serve as steward of the Rivers District, and as development manager for some of our city’s most-anticipated capital builds,” said Kate. “Together, alongside the City of Calgary’s downtown revitalization work, these investments will put Calgary on the map as a Tier 1 tourism and hospitality destination, attracting international meetings and conventions audiences, dramatically transforming Calgary’s creative future, and fundamentally re-shaping the way that Calgarians experience downtown Calgary.”

Key Takeaways:

• Started in 2021 with two people, the SPO unit has grown to more than 20
• Officials say the “business within a business” requires an entrepreneurial spirit and the ability to adapt to the local market needs.
• The unit does carpentry, demolition, concrete, equipment rentals and more.

The Whole Story:

After seven years of growth in Canada, Turner’s business unit in Vancouver decided it wanted to look at creating its own self-performing operations (SPO) unit like other large general contractors.

Essentially, this entailed developing a business within a business led by someone with a passion for entrepreneurship. When they put out a call to current employees, Yasir Ali leapt at the opportunity. 

Starting small

“The reason I put my name in the hat to start SPO was because it was the perfect blend of entrepreneurship, creativity and being able to build a business from the ground up that has allowed me to positively impact the Vancouver construction community,” said Ali. 

In 2021, Ali partnered with Preston Boomars, a veteran superintendent at Turner, to shape what the new SPO department would look like. 

“Part of this is looking at it from an intrapreneurial lens in terms of how we set it up with processes and systems and policies, and how we set something up that is not just profitable one year, but sustainable year after year with that trajectory in mind,” said Ali.  

They decided to start by focusing on rough carpentry and site protection. Ali says this work got the business up and running, generated data and allowed the team to go into 2022 with a refined strategy. 

“2021 was a very good formative year. It kind of also changed the change culture,” said Ali. “When you’re starting something new, you are having to train up both internally and externally.” 

Based on their experiences in 2021 and feedback, in 2022 the SPO took off running. Rough carpentry got more established, the team got a truck, warehouse space was leased, Turner assets were used to start an equipment rental business and more staff were added.

Workforce development

These staff included an experienced Red Seal carpenter which triggered a whole new opportunity: workforce development. 

“We realized if we have this experienced carpenter, we should also tap into high schools and look at what carpentry apprenticeship looks like,” said Ali. 

Working with Turner’s Vancouver Business Unit, they connected with several schools and have now created two active partnerships with schools. Every quarter, there are week-long job shadow opportunities for students to get basic construction training and experience on a variety of job sites. 

“If it is something they are interested in, we will bring them on board and then we support their entire journey through their technical acumen as well as setting them up in the industry to eventually be a carpenter Journeyman,” said Ali. 

Adding new kinds of work

In 2022 another opportunity arose. One of Turner’s trade partners was no longer interested in performing demolition work. Turner brought on some of their key folks and added demolition to its SPO services. 

“We kick started last year going out doing demolition, purely clean demolition, anything that doesn’t contain hazardous materials,” said Ali. “One of the other things we started doing on the back end of both 2022 and 2023 was we started tapping into external projects. These were key strategic projects that made sense for us, either they were too small for a special projects division or they were opportunities for us to Maybe do 50% of the work in-house by self-performing. So it just made more sense for us to tackle and that also created a benefit on the back end where we had a more Streamlined course of events.” 

The SPO aslo looked at partnering with Turner’s virtual design and construction department. A robotic total station allowed them to tap into laser scanning and registration. This meant they could get in on an early construction capacity and help clients figure out what the existing conditions look like to avoid change order.

Towards the tail end of 2023 the SPO realized their team was doing a great deal of rock carpentry and decided to expand into drywal. They kick started their very first small drywall project and are looking at adding that as part of their regular services. 

What started out as a two-person department had grown into 22 employees. Amit Patel, vice president & general manager at Turner Construction’s Vancouver business unit, explained that this growth has been directed to the Lower Mainland business’s specific needs. 

“Trade partners are our lifeblood so we don’t want to undercut our trade partners at all,” he said. “We want to work with them. We’re trying to do scopes that trades don’t generally want to pick up or the size and scope is generally not available to them, so that we can still do that for our clients.”

Sustainable growth

As for the future growth of Turner’s SPO department, Ali said the team is trying to be very targeted and mindful about how they grow. One thing they are looking into is cross-training so SPO workers can do multiple kinds of jobs. 

When it comes to starting business inside a business, Patel stressed that it takes a great deal of passion to develop it. 

“It’s about that entrepreneurial Spirit,” said Patel. “To start a business, it’s not just being operational minded. There’s a lot of thankless hours and a lot of long hours. You gotta want to do it for just the love of growing a business and Yasir had that so he was perfect for it.”

Key Takeaways:

• Canada is seeing rapid reductions (potentially up to 5%) in both high and low-rise residential construction costs, with much larger reductions anticipated in Toronto, followed by Montreal and Vancouver.
• Interest rates are expected to begin their decline in 2024, at which point condominium sales will likely recover. By this time, we should also see increased momentum in purpose-built rental development, with credit to government-led incentives and an increase in infrastructure spending.
• Mid-term (2025-2026) success will hinge on timing the market and beating the rush, taking a deal, and hitting the ground running.
• In the long term, we are likely to find ourselves losing the demand versus supply fight, and costs may continue to escalate while the housing crisis intensifies. 

The Whole Story:

Builders could be seeing some relief from high construction costs, however in the long term, the industry will continue to face significant challenges . 

The latest construction costs forecast from Altus group shows that Canada is seeing rapid reductions (potentially up to 5%) in both high and low-rise residential construction costs, with much larger reductions anticipated in Toronto, followed by Montreal and Vancouver.

Marlon Bray, Altus Group’s senior director of cost consulting & project management, wrote that as the industry heads into 2024, development demand is ripe (particularly in the case of residential development), but investors, builders, and developers are wary in this high-interest rate environment. 

“While escalation projections are, in essence, a well-educated guess – especially in the current, more volatile landscape – it remains important to highlight the anticipated impact of cost escalation over the short term, midterm, and longer term,” said Bray.

Across Canada, Altus is seeing rapid reductions (potentially up to 5%) in both high and low-rise residential construction costs, with much larger reductions expected for Toronto, followed by Montreal and Vancouver. However, in the Atlantic (Halifax, in particular) and the Prairies (Calgary, in particular), cost reductions are not expected. Bray noted that instead, these regions could see a continued upward trajectory.

“This cost correction can largely be attributed to interest rate hikes, which have impacted the condominium and low-rise markets in the most expensive cities, by the largest degree,” said Bray. “In the current environment, sales have plummeted, and construction starts are slowing (if not coming to a near halt). The ongoing housing crisis is expected to worsen as a result, with regions like the Greater Toronto Area (GTA) expected to be hit the hardest.”

According to Build Force Canada, employment in the residential sector is forecasted to decline by more than 11,000 workers – or approximately 5% of the 2021 workforce – as demand for new home construction recedes. The non-residential sector helps to offset this; however, the skills need to be transferable, and location plays a key role. Quebec and B.C. will also see large drops in workforce, with a significant decline in Quebec non-residential expected as well.

Even in the best-case scenario, housing needs, infrastructure challenges, and the lack of skilled labour in the market are on a collision course to create a massive construction cost headache – or hangover.

Marlon Bray, senior director of cost consulting & project management, Altus Group

Labour costs are not expected to decrease; union agreements in addition to the increased cost of living mean there is little wiggle room. Material costs have stabilized (albeit higher than pre-pandemic) with some reductions, but nothing significant on an overall project scale.

Bray said the industry will likely see a reduction of overhead and profit as companies adopt lean operational models. To insulate profit margins, some construction trades will reduce their labour force and focus on recreating productivity for the inevitable resurgence in residential construction.

Housing development is expected to slow outside of Calgary and Halifax in 2024. However, the infrastructure/institutional market (including transit and social investments) will remain robust for the foreseeable future in Ontario, Atlantic, and Alberta regions – and to a lesser degree in B.C.

Mid-term: 2025-2026

Interest rates are expected to begin their decline in 2024, at which point condominium sales will likely recover. By this time, we should also see increased momentum in purpose-built rental development, with credit to government-led incentives and an increase in infrastructure spending.

As sales increase, the construction market could become flooded with development projects, especially in regions like Toronto. There are potentially 90,000 condominiums on deck, ready to go out for sale over the next few years in the GTA, along with 30,000 rentals that should be approved and ready to go (with even more moving through the system). 

“In simpler terms, we may see the construction industry shift from 2nd gear to 8th gear in the span of 6 to 9 months,” said Bray.

He explained that success in this mid-term period will hinge on timing the market and beating the rush, taking a deal, and hitting the ground running. This kind of environment is all about relationships, rather than competitive tendering. 

“The lowest bid is not always the best choice; rather, it’s about selecting the right person who can get the project finished,” said Bray. “This sentiment applies to trades as well – pick the right owner, because getting paid should be the priority in a high-interest environment.”

He added that when considering private sector construction costs, it’s also important to recognize that time is an exceedingly important factor in the overall cost of any project. Slow construction timelines (and delays) translate to higher trade, interest, and overhead costs, as well as the loss of opportunity. Within a construction site, “too many white hats” is often a bad sign for coordination and efficiency. 

Bray says the most efficient construction sites are typically those that have leaders and decision-makers in more limited quantities. The presence of too many “cooks in the kitchen”, so to speak, can become more of a productivity bottleneck than an asset. 

“In the world of development, the speed at which decisions are made is a key determinator of profit potential, and if you have the right people, they know how to get things done,” said Bray.

Altus expects the mid-term to endure some serious turbulence. Labour demand is likely going to exceed available supply in 2026; most acutely in Ontario, B.C., and Nova Scotia.

The long-term outlook

In the worst-case scenario, the “wheels may come off the hypothetical development freight train” and we could see double-digit escalation over the long-term, predicted Bray. 

“Even in the best-case scenario, housing needs, infrastructure challenges, and the lack of skilled labour in the market are on a collision course to create a massive construction cost headache – or hangover,” he said. 

When it comes to the housing crisis, Bray said the biggest challenge won’t be policy, it’s the shortage of skilled labour. 

He explained that in the long term, we are likely to find ourselves losing the demand versus supply fight, and costs may continue to escalate while the housing crisis intensifies. 

“The fix? It’s a complicated issue, but the development of a national housing plan that is focused on tangible outcomes and the continued removal of red tape and bureaucracy would be a step in the right direction,” he said. 

Bray believes that if we don’t make major changes to the market now, it’s going to become expensive to build anything, anywhere. He noted that innovation is required; modulization, building information modelling (BIM), and artificial intelligence (AI) need to be applied across the industry. Moreover, we need to find a way to better attract and retain skilled labour. 

“Trade workers build homes that house families and foster communities – this is critical and honourable work that should not be minimized, but celebrated and propped up, now more than ever,” said Bray.

Transferring ownership of a construction business is no simple task. 

It’s a unique industry based on relationships, projects pipelines and processes. Financial services firm First West Capital has in-depth knowledge of the construction sector. When navigating a business sale, their goal is to ensure a fair deal that rewards the owner and sets up the new one for success. 

One of the most complex tasks is answering a deceptively simple question: What is a construction business worth? 

Construction is project-based

Geoff Devereux, a director at First West Capital, explained that while equipment, real estate and other assets are part of this equation, unlike other industries, construction is mostly a project-based business. The common refrain is that you are only as good as your next project. Most construction businesses can produce a forecast of the next six to nine months based on what projects are in the queue.

“But after that it just falls off a cliff and it’s really tough to estimate how things are going to be,” he said. “Even businesses that have been in the industry for 20 years, they’re still very much averse to thinking about multi-year forecasts not based on an actual pipeline. And so figuring all of that out when you’re buying a business is going to be pretty critical to its value.” 

This is often why valuation multiples tend to be a bit lower than other sectors that aren’t subject to the project dynamic. Having a diverse portfolio of projects, sticking with work that your team is experienced with and cultivating relationships with multiple clients are ways to mitigate some of these risks and maintain a business’s value. 

Finding the hidden value

While important, project value isn’t everything. 

Steve Chen, vice president and head of First West Capital, explained that often construction businesses overlook some of their biggest assets for buyers. 

“When we are talking to construction companies — could be trades or subtrades or whoever — they are always talking about their pipeline, saying ‘these are our customers, this is our pipeline’ and we find a lot of value in that for sure, but I think that they undersell the processes, systems and controls that they have built internally,” said Chen. 

How bidding is organized, project management, software systems and many other factors can be a huge in determining the value of a company. First West Capital added that this is especially true of companies with strong estimating offices that are pragmatic and realistic in their work. 

“A lot of companies do these things well. My two cents is that you should be talking about all these processes and systems that you have put in place and how they have contributed to the ongoing profitability and success of the business,” said Chen.     

Thinking beyond price

Chen added that coordinating ownership changes is about more than money. He believes the early conversations should also include planning how the transition will create success for both parties going forward. 

“At the end of the day there is going to be a valuation that includes something paid now and something that gets paid over time,” he said. “If  you just focus on what’s paid today, no matter how well you structure it, you’re probably not going to get the amounts that are paid later. The business is not going to be successful or the projects will fall off when customers aren’t happy.”

Chen encouraged companies thinking of selling to make sure that good systems and processes are in place that will set the business up for ongoing success after ownership changes hands and key people might not be in place. 

He also stressed the importance of understanding who an ideal buyer might be. It could be a competitor down the street, members of your own management team or a large company on the other side of the country who wants to expand into your market. 

“Identify who your ideal buyer is, why they want your business and what it would take to make them successful,” he said. “If you can do that, you’re maximizing your dollars.”

Common pitfalls 

While it may be tempting to try and simplify the process with a handshake deal, Devereux cautioned owners and buyers from avoiding the details. 

“What we sometimes see is an existing owner and several key employees show up at our door with an agreed upon price but not enough work has been done to support the valuation,” he said. “Then things get bogged down because as soon as you dig in, everyone’s expectations get blown apart and things become contentious.” 

While he noted that there can be some hesitation to include consultants, high quality ones exist and can create a deal that is a win for everyone. 

“Typically there is some contingent compensation or transition period so the deal is going to close and then you’re going to have to still work together,” he said. “And if you’re feeling like you just got sort of whatever short end of the stick, suddenly all that cooperation gets a lot tougher.”

Mary Liu, an associate director at First West Capital, believes that structuring a buyout can be complex and many owners tend to avoid advisors, instead opting to keep things in the company. 

“A lot of that work ends up getting done in-house by having these conversations with their more senior employees and thinking about what kind of home equity can be borrowed to buy out a business,” she said. “So they’ve done it in a very grassroots kind of way and instead of seeking professional help on that and I think  because of that, they’ll tend to leave some money on the table.”

If you are thinking about transferring ownership of your construction business, connect with First West Capital’s team to see if they can help your journey. 

• Project Manager – Brockville, Ont. – Newterra
• Director, Construction Admin, Bridges/Highways/Roads – Toronto, Ont. – WSP
• Project Manager – Parkland County, Alta. – Nelson Environmental Group
• VP, Operations – Montreal, Que. – ANDY
• North American Director of Engineering, Sustainable Infrastructure Services – Richmond Hill, Ont. – Johnson Controls 
• Project Manager – Toronto, Ont. – Mueller Water Products
• VP of Logistics – Montreal, Que. – ANDY  
• Project Manager – Vancouver, B.C. – Sledgman Pty
• VP of Engineering – Sturgeon County, Alta. – Pegasus
• VP, Energy Transition & Asset Management – Regina, Sask. – SaskPower

Key Takeaways:

• The Victoria Hospital agreement includes the design and construction of a new acute care tower that  features a heliport on the roof, an expanded emergency department, larger operating rooms, pediatrics, maternity, NICU, new medical imaging, and a First Nations and Métis Cultural space.
• Overall capacity at Victoria Hospital, between the new tower and existing facility, will increase 40%, from 173 to 242 beds.  
• Construction on the new tower is expected to begin in spring 2024 with anticipated completion in 2028.
• The design build agreement includes an option to retain services for phased future renovations to the existing facility.

Whole Story:

PCL Construction Management has entered an $898 million agreement to design and build the Prince Albert Victoria Hospital in Saskatchewan. 

The agreement is inclusive of the design and early works agreement awarded through a public procurement to PCL in December 2022.  

“On behalf of PCL Construction and the extended Design Build team, we would like to express how proud and excited we are to deliver the Victoria Hospital project for the Prince Albert, Northern Saskatchewan, and Indigenous communities that this hospital serves,” PCL District Manager Mike Staines said.  

The Victoria Hospital agreement includes design and construction of a new acute care tower connected to, and directly north of the existing facility. The new tower features a heliport on the roof, an expanded emergency department, larger operating rooms, pediatrics, maternity, NICU, new medical imaging, and a First Nations and Métis Cultural space, among other key services. Overall capacity at Victoria Hospital, between the new tower and existing facility, will increase 40 per cent, from 173 to 242 beds.  

Prince Albert Grand Council (PAGC) is working with the Government of Saskatchewan and the Saskatchewan Health Authority (SHA) on designing the cultural space that will be central to the new main entrance. PCL will engage with local and Indigenous vendors to deliver services for the construction. 

“I am proud that our government is getting this project done and that it is the largest single investment, private or government, in the history of Prince Albert,” SaskBuilds and Procurement Minister and MLA for Prince Albert Carleton Joe Hargrave said. “This hospital will bring expanded and state of the art service to Prince Albert and the North and will benefit all of Saskatchewan upon completion.”

PCL and the SHA will work to ensure minimal disruption to staff and visitors to the hospital during construction and renovation phases. Patient care is not expected to be impacted.  

The design build agreement includes an option to retain services for phased future renovations to the existing facility.

Site preparation/early works included construction of a new parking lot, which will be paved this spring. Construction on the new tower is expected to begin in spring 2024 with anticipated completion in 2028.

Listen to the episode:

It’s not breaking news in the construction sector that construction costs have gone up.

Canada’s residential construction price index has soared 51% since the start of the pandemic, putting new pressure on home prices amid a severe housing affordability crisis. 

Compared to 2017, residential building costs are now 79% higher in Calgary, 65% higher in Edmonton, and 57% higher in Metro Vancouver. For the 11-city Canadian composite, the comparable increase is 73%.

The deeper question is why these costs have skyrocketed in recent years. SiteNews Editor Russell Hixson stopped by the Free Lunch by The Peak podcast to share how much construction costs have gone up and what the major forces behind these increases are.

“Without question, the number one thing that keeps builders up at night … we are going off a demographic cliff,” said Hixson, highlighting the impact worker shortages are having on rising costs. “You have a lot of people who have been in the trades , they are highly skilled workers, they are electricians, project managers, carpenters, and they are getting to retirement age. And there are not as many people going into the industry.”

According to BuildForce Canada, overall hiring requirements in the industry are expected to exceed 299,000 by 2032 due to the retirement of approximately 245,000 workers (20% of the 2022 labour force) and growth in worker demand of more than 54,000. They are predicting a possible retirement-recruitment gap of more than 61,000 workers.

To compete for this smaller pool of workers, the industry has had to offer better wages and more benefits. And many builders are having to turn down work. According to the Independent Contractors and Business Association’s most recent survey in B.C., in 2025, the industry’s average hourly wage – before any bonuses, benefits, profit-sharing or overtime – will reach $37.51, or about $78,000 annually.

Hixson also spoke about the challenge builders have acquiring materials and how those costs have also gone up due to supply chain disruptions and high demand. Some of these disruptions include COVID-19 causing reduced mill capacity, storms cutting off highways in B.C., port strikes, the war in Ukraine and more.

When asked by the hosts what can be done to address these challenges, Hixson spoke about the movement to enact prompt payment, contracts that encourage more project collaboration, technology that can reduce labour demands and more.

“More and more what we are seeing is that builders on a project need to work together to share risk,” said Hixson. “There is always going to be volatility. Stuff is going to happen. If you just try and gouge each other and beat each other, everyone is going to lose. Builders will go bankrupt and you won’t have that partner to work with in the future.”

We have Snow angels, cold concrete pours, buildings on boats and more in the very first SiteViews of the new year.

Ventana Construction

That’s one way to instantly increase your amount of workers. Ventana crews took a break from their B.C. job sites to make snow angels.

Metrolinx

Crews check out the Toronto skyline from Exhibition Station, where one day the Ontario Line subway will share a concourse with GoTransit. Until then, teams are putting the finishing touches on the pedestrian bridge.

Surerus Murphy Joint Venture

On January 20, Surerus Murphy Joint Venture reached 9,005 total completed welds on the Trans Mountain Expansion Project, concluding their welding program with a project-leading repair rate of 3.18%.

Canam

Canam’s massive steel girders roll through Toronto before getting installed at the eight-story podium area at 141 Bay at CIBC Square.

Jacob Bros

This project will be thrilling adventure seekers for years to come. ThunderVolt is beginning to take shape at the PNE in Vancouver. The new coaster will have a fully themed entrance plaza, waiting area, illuminated launch tunnel and landscaping, with footpaths for visitors.

Turner Construction

Turner’s self perform team works on concrete topping at The Post in downtown Vancouver.

Kiewit

A Craft Voice in Safety (CVIS) team member helps maintain safety on site. Every Kiewit job requires a CVIS team to empower craft workers to take ownership of their safety and the safety of those on the project.

CIP Modular

How do you deliver a building to an island? You float it of course. CIP’s first install of the year was a new campground office for Regional District of Nanaimo at Descanso Bay Park.

Syncra Construction

Syncra crews pour the final slab-on-grade at its Kits Block project site. The first section of P1 exterior walls were shot, and the P1 suspended slab reinforcing and electrical rough-ins also took place.

MGI Construction Corp.

MGI conducts demolition operations during a cold Ontario winter.

Seaspan

Seaspan Victoria Shipyards hosted Disney Cruise Line’s Disney Wonder for a quick visit before it set sail for Australia and New Zealand.

The shot of the month goes to …

The Quorum Group

With the crisp winter sky, rolling mountains dotted with trees and crews working on the roof, it almost looks like a painting. The team is working on a two-storey, 12-classroom addition to Dr. Knox Middle School in Kelowna, B.C. The budget for the project is $22.3 million.

Key Takeaways:

• The initial phase includes engineering and design work as well as securing long-lead components that can require years for manufacturing.
• This phase will last through the end of 2024. All the work is anticipated to be completed by the mid-2030s.
• the refurbishment of Pickering is expected to increase Ontario’s GDP by $19.4 billion over the 11-year project period.

The Whole Story:

The Ontario government is supporting Ontario Power Generation’s (OPG) plan to proceed with the next steps toward refurbishing Pickering Nuclear Generating Station’s “B” units (units 5-8). Once refurbished, Pickering would produce a total of 2,000 megawatts (MW) of electricity, equivalent to powering two million homes. 

“With global business looking to expand in jurisdictions with reliable, affordable and clean electricity, a refurbished Pickering Nuclear Generating Station would help Ontario compete for and land more game-changing investments,” said Todd Smith, minister of energy. “The refurbishment of Pickering would create thousands of new jobs and help produce at least another 30 years of safe, reliable and clean electricity to power the next major international investment, the new homes we are building and industries as they grow and electrify.”

OPG will now proceed with the project initiation phase of refurbishment which will last through the end of 2024. The government is supporting OPG’s $2 billion budget for this phase which includes engineering and design work as well as securing long-lead components that can require years for manufacturing. By placing orders in advance with key suppliers, OPG will ensure materials are available when Ontario needs them and help keep costs down. OPG and its business partners will also identify potential Indigenous engagement opportunities in contracting, employment and other economic benefits related to the project.

“With new investments and jobs coming to Ontario and the population growing rapidly, our province needs clean and affordable energy that all communities can rely on,” said Peter Bethlenfalvy, MPP for Pickering-Uxbridge. “To meet this growing electricity demand, we are expanding Ontario’s generation capacity, conducting Canada’s largest clean energy storage procurement, and expanding energy efficiency programs.”

Based on OPG’s preliminary schedule, the refurbishment of Pickering Nuclear Generation Station is anticipated to be completed by the mid-2030s. According to independent preliminary analysis by the Conference Board of Canada, the refurbishment of Pickering is expected to increase Ontario’s GDP by $19.4 billion over the 11-year project period. The project is also expected to create about 11,000 jobs per year. Post-refurbishment operation of the facility is expected to also create and sustain about 6,410 Ontario jobs per year for decades.

“Today’s announcement is a testament to the highly skilled Pickering Nuclear team, whose focus on safety and performance allows the station to reliably power the equivalent of more than two million Ontario homes,” said Ken Hartwick, OPG president and CEO. “Our experience refurbishing Darlington, a highly complex project that remains on time and on budget, will be invaluable as we begin the work necessary so Pickering can continue to help meet the growing electricity demands of this thriving province for another three-plus decades.”

The Independent Electricity System Operator (IESO) concluded that the Pickering refurbishment would provide better overall ratepayer value in terms of costs and risks, when compared against non-emitting generation alternatives.

Ontario will follow a multi-phase approvals process. The project is also subject to regulatory approval by the Canadian Nuclear Safety Commission (CNSC). The CNSC is the federal nuclear regulator responsible for licensing nuclear power plants and overseeing their safe operation in Canada.

Key Takeaways:

• The decision comes after direction from Ontario’s minister of energy to the Independent Electricity System Operator (IESO), outlining next steps related to the project including a cost recovery agreement.
• Using water and gravity, pumped storage acts like a giant battery. It stores excess electricity when demand is low and makes it available when it is high.
• If built, the facility would provide 1,000 MW of flexible energy to Ontario’s electricity system.
• It is expected that construction for the project would begin in the latter part of this decade with in-service in the early 2030s.

The Whole Story:

TC Energy Corporation announced this month that it will continue to advance the Ontario Pumped Storage Project with its prospective partner Saugeen Ojibway Nation, and begin work with the Ministry of Energy and the Ontario Energy Board (OEB), to establish a potential long-term revenue framework. Further, TC Energy and Saugeen Ojibway Nation will assist with the ministry’s evaluation of the Project’s broader societal and economic benefits.

The decision comes after direction from Ontario’s minister of energy to the Independent Electricity System Operator (IESO), outlining next steps related to the project including a cost recovery agreement. Subject to an agreement with the IESO, this direction from the minister will facilitate the continued development of the project, that if constructed, will support Ontario’s long-term plans to grow the economy and build a sustainable, reliable and clean electricity system.

TC Energy and Saugeen Ojibway Nation stated that they look forward to continuing work with the Ministry, the IESO and the OEB to advance the project, which they say will play an important role in accelerating the province’s ambitious plans for clean economic growth.

Using water and gravity, pumped storage acts like a giant battery. It stores excess electricity when demand is low and makes it available when it is high.

The Ontario Pumped Storage Project will be designed, engineered, and built by a domestic supply chain. During construction, the project will create 1,000 unionized jobs and over 75% of the total materials and supplies will be provided by Ontario-based companies.

Based on feedback from stakeholders and Indigenous groups, the project team opted to completely re-designed the project to enhance protections for Georgian Bay & near-shore environments.

The project remains subject to the approval of TC Energy’s board of directors and Saugeen Ojibway Nation. It is expected that construction for the project would begin in the latter part of this decade with in-service in the early 2030s, subject to receipt of regulatory and corporate approvals. Further, any future capital allocation decisions will align with TC Energy’s net capital expenditure limit of $6-7 billion post-2024.

 The Independent Electricity System Operator (IESO) estimates that Ontario needs 5,000 to 15,000 megawatts (MW) of new electricity production by 2035. When operational, the OPSP will provide 1,000 MW of flexible, clean energy to Ontario’s electricity system — enough to power a million homes for up to 11 hours.

Key Takeaways:

• The over $40 billion Apartment Construction Loan Program is providing low-cost financing to build more than 101,000 new rental homes across Canada by 2031-32.
• Ottawa announced plans to expand the program to include housing for students.
• The announcement comes just days after Otrtawa revealed plans to set an intake cap on international student permit applications to stabilize new growth for a period of two year

The Whole Story:

The federal government has turned its attention to the construction of student housing in its ongoing efforts to address the nation’s affordable housing crisis. 

The Government of Canada will be offering low-cost loans to build more student housing on- and off-campus. They stated that by reforming the Apartment Construction Loan Program, the country will be able to help more students find housing they can afford close to where they study, and help ensure that there are more homes available for families who live in those same communities year-round.

The over $40 billion Apartment Construction Loan Program, formerly known as the Rental Construction Financing Initiative, is providing low-cost financing to build more than 101,000 new rental homes across Canada by 2031-32.

Reforms to the Apartment Construction Loan Program will permit post-secondary institutions to access low-cost loans for student housing construction. The application process is expected to be open in 2024. 

The 2023 Fall Economic Statement announced an additional $15 billion in low-cost loans for the Apartment Construction Loan Program and an additional $1 billion in new funding for the Affordable Housing Fund.

“By allowing post-secondary institutions to access low-cost loans in order to build more student housing, we will help more students find affordable places to live close to where they study, and help ensure there are more homes available for families and folks who live in the community nearby,” said Housing Minister Sean Fraser.

The announcement comes just days after Otrtawa revealed plans to set an intake cap on international student permit applications to stabilize new growth for a period of two years. For 2024, the cap is expected to result in approximately 360,000 approved study permits, a decrease of 35% from 2023. 

Individual provincial and territorial caps have been established, weighted by population, which will result in much more significant decreases in provinces where the international student population has seen the most unsustainable growth, officials said. Study permit renewals will not be impacted. Those pursuing master’s and doctoral degrees, and elementary and secondary education are not included in the cap. Current study permit holders will not be affected.

Soon after the federal announcement, some provinces also introduced new measures to curb international student numbers. Ontario announced a moratorium on new public-private college partnerships. Officials also said they plan to require all colleges and universities to “guarantee that housing options are available for incoming students,” and reinforce oversight of programs with high numbers of international students. B.C. promised to ban new post-secondary institutions from applying to enrol international students for the next two years, as the province roots out “exploitive practices”.

Key Takeaways:

• The funds will focus on increasing the participation of underrepresented groups, such as women, newcomers, persons with disabilities, Indigenous people, and racialized Canadians, in the Red Seal trades.
• They will go towards two projects: one with Build A Dream to Empower Women and the other with Women’s Enterprise Skills Training of Windsor.
• According to the latest data from BuildForce Canada, women make up roughly 12.8% of the Canadian construction sector.

The Whole Story:

Minister of Employment, Workforce Development and Official Languages, Randy Boissonnault, has announced funding for over $7.3 million for two projects through the Canadian Apprenticeship Strategy’s Union Training and Innovation Program (UTIP) – Innovation in Apprenticeship Stream. These projects will improve the participation of underrepresented groups, such as women, newcomers, persons with disabilities, Indigenous people, and racialized Canadians, in the Red Seal trades.

Through the first project titled Diversifying the Talent Pipelines for In-demand Red Seal Trades, Build a Dream to Empower Women will receive more than $4 million over two years to help up to 18,000 underrepresented apprentices in Ontario, Alberta and Nova Scotia improve their overall skills and competencies in leadership and team building. Participants will also get support to upgrade their technical skills through hands-on experience. In collaboration with unions and employers, the organization will help participants find work placements in the Red Seal trades.

As part of the second project, Women’s Enterprise Skills Training of Windsor Inc. (WEST) will receive more than $3 million over four years for their SMART for Women project to help up to 400 unrepresented apprentices to progress and succeed in their apprenticeships. WEST will provide math refresher courses; assist participants to enroll in technical training courses offered by trades schools and training providers; and provide participants with wrap-around supports, such as childcare and financial support, so they can complete their apprenticeship training successfully and pursue in-demand jobs.

“Investing in training and opportunities for Canadian workers is how we fill critical labour gaps across Canada,” said Boissonnault. “Build a Dream to Empower Women and Women’s Enterprise Skills Training of Windsor Inc are doing this work on the ground and directly supporting the future of Windsor’s workforce. This $7.3 million investment will strengthen our workforce and grow our economy, and support middle class jobs for the people of Windsor.”