Category: Projects

Key Takeaways:

• The Ontario government is providing up to $73 million to the City of Toronto to accelerate the Gardiner Expressway construction, allowing for 24/7 work. This will move the completion date from April 2027 to April 2026.
• Measures to improve traffic flow include modifications to on-ramps, opening a left-turn lane, and relaxing noise restrictions and overnight lane closures, all of which will make travel more convenient and efficient.
• Once completed, the improvements will save drivers an average of up to 22 minutes per trip, enhancing travel efficiency and safety for the more than 140,000 vehicles that use the Gardiner Expressway daily.

The Whole Story:

The Ontario government aims to accelerate construction on the Gardiner Expressway by at least one year by providing up to $73 million to the City of Toronto on the condition that work may be allowed to proceed up to a 24/7 basis. This accelerated timeline moves the construction completion date from April 2027 to at least April 2026, which will benefit Ontario’s economy by an estimated $273 million by getting drivers and goods out of gridlock a year faster than planned.

“Our government is helping get the 140,000 drivers from Toronto, Peel, Halton, York, Hamilton and across Ontario who use the Gardiner Expressway each day out of gridlock and where they need to go faster,” said Prabmeet Sarkaria, Minister of Transportation. “The practical solutions we are implementing to speed up construction, like 24/7 work, will provide major economic benefits to Ontario and make life easier and more convenient for drivers from across the province, and in the local community.”

Ontario’s investment will support contractors working 24 hours a day, seven days a week, with multiple shifts per day. Additional measures also being supported through this funding agreement to improve traffic flow include modification of the Jameson to West Bound Gardiner on-ramp, opening a left-turn lane at Spadina Avenue from Lake Shore East Boulevard and relaxing noise restrictions and overnight lane closures.

“Together with the provincial government, we can rebuild the Gardiner Expressway more quickly and ease the painful congestion in downtown Toronto,” said Olivia Chow, Mayor of Toronto. “Working together, we can repair our aging infrastructure, ensure that the Gardiner Expressway is safe and help people get around our city easier.”

The current phase of work on the Gardiner Expressway involves the full demolition and rebuilding of 700 metres of elevated roadway from Dufferin Street to Strachan Avenue, rehabilitating the supporting structures and adding a new traffic management system and streetlights.

The Gardiner Expressway is one of Canada’s busiest corridors with more than 140,000 vehicles travelling on it on an average weekday. A recent study found that travel times on the Gardiner Expressway have increased up to 250 per cent in the morning rush hour and 230 per cent in the afternoon rush hour.

A study of Greater Toronto and Hamilton Area residents by the Toronto Region Board of Trade found that 73 per cent of respondents support 24-hour road construction and 74 per cent support 24-hour public transit construction.

Once construction is complete, drivers will save on average up to 22 minutes per trip, saving commuters time and allowing visitors to get to world-class events, like the FIFA World Cup, quickly and safely.

In November 2023, the Ontario government and the City of Toronto reached a New Deal to help ensure Toronto’s long-term financial stability, including up to $1.2 billion in provincial operating supports over three years and uploading the Gardiner Expressway and Don Valley Parkway to the province, subject to third-party due diligence.

Key Takeaways:

• A development permit application for the facility was submitted on July 19 by the project team, consisting of CAA ICON, HOK-DIALOG, and CANA/Mortenson.
• Scheduled to open in fall 2027, the site will be a 10-acre city block that includes a community rink, outdoor and indoor plazas spaces, four restaurants, the Calgary Flames Team Store, and future development opportunity in the northeast corner.
• The team worked with an Indigenous Advisory Group that included representatives from the Treaty 7 Nations, the Métis Nation of Alberta, Region 3, and the Urban Indigenous community throughout the design process.

The Whole Story:

The City of Calgary and Calgary Sports and Entertainment Corporation (CSEC) have revealed the design for Calgary’s new event centre – formally named Scotia Place.

The project team stated that the design is influenced by the ancestral and historical land of Indigenous Peoples and the culturally significant site that embodies a shared purpose – to gather. It brings together Indigenous cultural perspectives with Calgary’s and the region’s natural beauty, reflecting the four elements of nature – fire, ice, land and air.

A striking feature of the building is the central structure with a textured flame motif that emulates a home fire, which is further amplified when it is lit at night. The home fire, a place of warmth and energy that brings people together to share stories of the past and create stories for the future, rises from the white, glacial-like forms that define the lower parts of the building.

“When you consider that Calgary is already the envy of other cities with a new world-class convention centre in the heart of the Culture + Entertainment District, the addition of Scotia Place is another signal to investors that our city understands how to build a future that leverages hospitality and hosting as its core strengths,” said Mayor Jyoti Gondek. “We are also acknowledging and honouring the foundational role that Indigenous communities have played for generations in making Calgary, and now Scotia Place, a space where we all belong.” 

Scotia Place, which is scheduled to open in fall 2027, will be a 10-acre city block designed for community and connection and includes a community rink, outdoor and indoor plazas spaces, four restaurants, the Calgary Flames Team Store, and future development opportunity in the northeast corner. It will provide gathering places and amenities for the 8,000 people who will live in the new downtown neighbourhood.

“Calgary has a long history of hosting world-class events, drawing millions of visitors to the city each year, generating revenue for local businesses, and boosting the economy,” said Danielle Smith, Premier of Alberta. “With construction on the Calgary Rivers District and Event Centre now underway, Calgary is one step closer to a revitalized downtown that will bring new energy into the city, attract more exciting events, and create jobs to improve the quality of life for Calgarians.”

A development permit application for the facility was submitted on July 19, 2024. This was a significant milestone for the project team, consisting of CAA ICON, HOK-DIALOG, and CANA/Mortenson. People interested in following or commenting on the permit can find the application at Calgary.ca/dmap. The application is expected to be heard by the Calgary Planning Commission by end of 2024.

“At CSEC, a key component of our mission is to be the heartbeat of our community, create connections and bring people together,” said Robert Hayes, CSEC President and CEO. “Scotia Place will become the perfect home to achieve and share this mission with all Calgarians. Seeing the design brings the vision of so many contributors to life. We are especially thankful to the City of Calgary and the Province of Alberta for their leadership and support to help bring us to this point. In stride with our partner Scotiabank, we are very proud to play our role in presenting Scotia Place as the culmination of diligence and passion, that is now visual in this breathtakingly beautiful and meaningful facility.”

Acknowledging the significance of the building’s location at the confluence of the Bow and Elbow Rivers on the ancestral land of the Treaty 7 Peoples and the Metis Nation, The City, CSEC, HOK-DIALOG and CAA ICON worked with an Indigenous Advisory Group that included representatives from the Treaty 7 Nations, the Métis Nation of Alberta, Region 3, and the Urban Indigenous community throughout the design process.

“It was great to be part of a truly representative voice that included all indigenous peoples of southern Alberta regarding the design of this center acknowledging the historic significance of the land it sits on to the Metis people,” said Carmen Lasante Captain of the Calgary Elbow Metis District. “Inclusivity is a core part of who the Metis are. The City has worked hard to include many diverse histories together in creating this space.”  

A key theme heard often during the Indigenous engagement sessions was “Come in, there is room”, making it clear that Scotia Place needs to be a place that is designed for all.

The public plazas are designed to honour the deep-rooted connection that Indigenous Peoples have with the land, incorporating representations of the tipi, Métis Trapper’s Tent, and elements of Alberta’s world-renown natural landscape.

An important design decision was to lower the event and ice surface so that the primary concourse will be at street-level. Calgarians and visitors will be able to move seamlessly between the curb, the primary concourse and the outdoor public plazas.

“We at DIALOG are thrilled to join forces with HOK and combine our unique expertise to transform Calgary’s Event Centre into the catalyst for a dynamic new urban community,” says Doug Cinnamon, Partner Architect at DIALOG.

“Other design principles including public realm activation, the integration of indigenous influences, public art & storytelling, sustainability, and a balance between past, present, and future is central to our vision. The ultimate goal is to ensure seamless accessibility, promote mixed uses, and create vibrant public areas for everyone to enjoy. This joint redesign represents an opportunity to spur investment into the area and enhance its cultural vitality, anchoring Calgary’s position as a thriving, bustling community hub.”

Scotia Place is a generational investment in Calgary’s emerging vibrant Culture + Entertainment District. A modern event centre with universal accessible design throughout and with energy and water conservation built in to maximize efficiencies and the ability to be net-zero by 2050, Scotia place is designed to serve Calgary’s growing community for decades to come.

Key Takeaways:

• The Ontario government is building a new state-of-the-art hospital in Waterloo Region.
• The hospital will be located on the University of Waterloo lands, making it convenient for people in the area to access care.
• The new hospital will offer a wider range of services, including emergency care, critical care, maternal care, and more. It is expected to open in 2035.

The Whole Story:

The University of Waterloo has been chosen as the site for the new state-of-the-art hospital being built for Waterloo Region in partnership with St. Mary’s General Hospital and Grand River Hospital. The Ontario government has invested $5 million to support the early planning and construction of the new hospital that will expand services and add more beds.

“The new site for the Waterloo Region hospital at the University of Waterloo will foster innovation, enhance research and better connect the growing region to convenient care closer to home,” said Premier Doug Ford. “Right across the province, our government is investing more than $50 billion to support more than 50 major hospital projects. When it comes to your health, we’re building a health care system that people across Ontario can count on.”

The new hospital site is located on University of Waterloo lands west of Bearinger Road and Hagey Boulevard in Waterloo, making it more convenient for people living in the area and surrounding communities to access. The new hospital will include the facilities to provide the following care:

• emergency services and critical care
• medical imaging, diagnostic services and enhanced surgical spaces
• maternal, newborn, and pediatric care
• modernized medical and surgical inpatient units
• cardiac clinics

Planning work between the hospitals and the University of Waterloo is underway, with the new hospital expected to open in 2035.

“Under the leadership of Premier Ford our government is making record investments to build a health care system that lasts, connecting more people to the care they need, when they need it,” said Sylvia Jones, deputy premier and minister of health, “The new Waterloo hospital is the next step our government is taking to ensure families in the rapidly growing Kitchener Waterloo region are provided with the right care, in the right place, for decades to come.”

Key Takeaways:

• This summer, construction will begin on a new interchange at Highway 400 and Simcoe County Road 88, along with a new southbound lane on Highway 400 connecting to the future Bradford Bypass.
• The government believes these improvements will help tackle gridlock, shorten travel times, and improve commutes across the Greater Golden Horseshoe.
• The construction phase is expected to create up to 2,200 jobs annually and contribute significantly to the province’s GDP.

The Whole Story:

The Ontario government is getting shovels in the ground on a new interchange at Highway 400 and Simcoe County Road 88 and a new southbound lane on Highway 400 that will connect to the future Bradford Bypass. Construction begins this summer and officials believe the work will play a key role in fighting gridlock across the Greater Golden Horseshoe.

“Our government is delivering on its promise to build the Bradford Bypass, expand our highway network and get people where they need to go,” said Prabmeet Sarkaria, Minister of Transportation. “Combined with the widening of Highway 400, these investments will help tackle gridlock, shorten travel times, and drive economic growth.”

The construction contract has been awarded to Dufferin Construction Company and includes building part of a southbound lane on Highway 400 that will connect to the new Bradford Bypass, reconstruction of the Highway 400-Simcoe County Road 88 interchange and its underpass bridge, widening Simcoe County Road 88 from two to four lanes and widening the Highway 400 platform to accommodate future expansion to 10 lanes.

“Today’s announcement demonstrates the government is choosing to build much-needed transportation infrastructure,” said Walid Abou-Hamde, CEO, Ontario Road Builders’ Association (ORBA). “ORBA and its members commend Premier Ford and his government on taking another step towards building the Bradford Bypass, an important part of the province’s plan to improve connectivity, relieve congestion and promote economic growth.”

In May, the Ontario government awarded AECOM the contract for the detail design of the west section of the Bradford Bypass, which will run 6.5 kilometres from Highway 400 to Simcoe County Road 4. The Bradford Bypass will be a vital link for communities in York Region and Simcoe County, providing better connections to jobs and housing. During construction, the project is expected to support up to 2,200 jobs annually and contribute up to $286 million to the province’s gross domestic product (GDP).

“The people of York-Simcoe have been asking for the Bradford Bypass for nearly 50 years,” said Caroline Mulroney, MPP for York-Simcoe. “Under the leadership of Premier Ford, our government is getting it done. We’re building new highways and expanding area roads that will ease congestion around Bradford West Gwillimbury, making life easier for area residents and commuters across York Region and Simcoe County.”

History has a way of repeating itself. 

In 2009, Mike Maierle, then a Construction Manager for a major general contractor in BC, packed up his bags and left Vancouver for the Bahamas to lead the nation’s largest infrastructure project ever—the Lynden Pindling International Airport Expansion for Nassau Airport Development and Vantage Group. It was a monumental responsibility. He had rapidly climbed the ranks and was on track to be a critical part of the company’s leadership.

But he dreamed of starting his own company, nimble enough to tackle the most interesting, complex projects imaginable.

“The construction industry has been stuck doing things the same way for decades and I was tired of the status quo. I wanted to start a company that would be disruptive and change the building game. I wanted a speed boat, not a cruise ship.”

Fifteen years later, Maierle is once again heading to the Bahamas for another massive project. But this time, as the Founder and President of ETRO Construction, with his own team.

Smooth landing

Maierle’s previous employer, in Joint Venture with local Bahamian General Contractor Woslee Construction, was tasked with expanding the airport to accommodate service for 2 million more travellers annually. While Maierle was already a veteran of large complex commercial projects, he was thrown into the deep end on an island in the Caribbean 5000 kilometres away from home.

“When I first landed in Nassau, we were learning on the fly,” said Maierle, recalling the airport project. “There was one trailer on-site. No desks. No chairs. No internet. And I was the first full-time team member to mobilize. We built a team of roughly 35 people with me leading the project as a 27 year old Construction Manager.”

Among them was Hrvoje Pavic and Dan Chyzowski who would go on to be some of ETRO’s first employees and remain part of its leadership team today. Pavic is a General Superintendent and Chyzowski is ETRO’s Vice President of Construction.

The project included a new International Arrivals and International Departures/Domestic Terminal, and a fully renovated and expanded US Departures Terminal. 

While he already had been making plans to launch his own construction company well before heading to the Bahamas, Maierle believes the experience he gleaned was invaluable. 

“I had a lot of autonomy to run the things out there, and I learned a lot about the business that I wasn’t exposed to before,” he said. 

The project was a huge success and foreshadowed some of the advanced construction methods ETRO now uses daily. His team worked with the owner and design consultant to develop new ways to pre-fabricate and revise standard construction sequencing so work could be accelerated. They utilised Building Information Modeling (BIM) and 3D scanning in its infancy and when others questioned its value to complete the 50 month project almost three months early under an accelerated schedule that accommodated a continuous flow of arriving and departing passengers throughout the three complex phases.

Coming full circle

Maierle is going back to the Bahamas, this time with his own company, ETRO, to build the 486,000 square foot Four Seasons Ocean Club Resort Residences, a curated collection of 67 turnkey private residences managed by Four Seasons, located in close proximity to The Ocean Club, A Four Seasons Resort.

The project includes four towers (three are six stories tall and one nine stories tall). It will be built on a two level podium, one for parking and back-of-house space, the other for restaurants, a spa, fitness facilities, and other luxury amenities. The entire project is expected to take roughly 40 months, wrapping up in 2028.

“It’s high-end finishes, everything is imported—whether it’s Italian stone, custom millwork, you name it. It’s a very unique project,” said Lee Cavazzi, Senior Project Manager with ETRO with vast experience managing large and complex out-of-town projects. “It’s a branded resort, so you have high standards you must comply with.”

But the biggest challenge is obvious. Located on Paradise Island near the Bahamian capital of Nassau in the Caribbean, it’s a long way from ETRO’s headquarters in Burnaby, BC. If you are missing an element of the project, it will take at least three weeks to have it shipped over, so coordinating the project and managing procurement before shovels get in the ground will be key to success.

“Everything has to be shipped in via container, so it’s a logistics challenge,” said Cavazzi. “We’ve spent a lot of time pre-planning, and we still are. There are a number of design-assist trade contractors on board, many of which will be formally awarded in the coming weeks so we are planning installation processes and sequence of deliveries with them. We will kickstart 3D  modelling of all the mechanical and electrical systems shortly as design is finalized so any conflicts can be resolved. ETRO is on the forefront of this kind of technology.”

Building with friends

ETRO is not going at it alone. 

In addition to working with Florida-based client Two Roads Development and New York-based Access Industries, ETRO has Joint Ventured with the same Bahamian company that contributed to the success of the airport project, Woslee Construction. Woslee’s experience, reputation and deep knowledge of the local industry, large fleet of equipment, and self perform capabilities pair well with ETRO’s cutting-edge pre-construction, project management, and VDC expertise. The partnership between Maierle and Woslee, forged during the airport project, has grown stronger over the years, built on mutual respect and shared successes.

“I’ve maintained a great relationship with Ashley Glinton, President, and Marc Hewison, Vice President, of Woslee since the airport project,” said Maierle. “Their expertise and local knowledge are invaluable, and combining that with our advanced construction process really creates an incredible partnership.”

This relationship has been immensely beneficial. When Woslee was looking for a JV Partner on its complex Four Seasons project, they reached out to a team with a proven record of success and sophisticated construction skills. 

“Projects of this size and scope only happen every so often in the Bahamas,” said Maierle. “Marc called me in late 2022 and asked if we would be interested and the rest is history.” 

Since then, ETRO has been engaged on the project for the past 18 months leading the  preconstruction services, budgeting, scheduling, logistics planning and trade engagement. . ETRO will deploy 10-12 management and supervisory staff to the Bahamas over the next two years and the JV are committed to ensuring at least 75% of the workforce on the project are local Bahamians. They expect to have 500-600 construction workers onsite at the peak of the project.

“We are talking to trades from all over the world: Europe, the U.S., Canada, Mexico, South America. It’s a global project,” said Cavazzi.   

ETRO doesn’t plan for this to be a one-time opportunity. Maierle explained that the close bond he’s formed with Woslee’s team could lead to more opportunities in the future.

“We will hopefully be there for the long term and continue to grow the market with our JV Partner,” said Maierle. “The staff we have sent there think it’s awesome. They can often walk to work. They are on the beach. Paradise Island is a beautiful place to be. It’s a cool opportunity. And we have always just wanted to build cool projects with great people.”

Key Takeaways:

• PCL Constructors Westcoast Inc. and Parkin Architects Western Ltd. have signed a single target outturn cost alliance development agreement to deliver the project.
• The total cost of Phase 2 is approximately $1.7 billion.
• Phase 2 of the Burnaby Hospital redevelopment includes the construction of the Keith and Betty Beedie Acute Care Tower.
• The tower will feature 160 private rooms to support general medicine, medical oncology, cardiac telemetry, intensive care and high-acuity patients, a new medical imaging department with two CT scanners, a spiritual-care suite, public spaces and hospital support services.
• Burnaby is the province’s third-largest city, and the number of patients requiring hospital care there is expected to increase by approximately 60% by 2036.

The Whole Story:

Fraser Health and the Provincial Health Services Authority have selected the preferred proponent team for Phase 2 of the Burnaby Hospital redevelopment project.

The multi-party contract, known as a single target outturn cost alliance development agreement, involving PCL Constructors Westcoast Inc. and Parkin Architects Western Ltd., was signed and approved on June 21, 2024. This alliance agreement means the owner, builder and designer team up for full project delivery.

“The vision to redevelop the Burnaby Hospital has always been to allow more people to have access to modernized acute-care services, such as life-saving cancer care, within their community,” said Adrian Dix, Minister of Health. “With Phase 1 of the Burnaby Hospital redevelopment project well underway, Fraser Health is taking more major strides. I’m excited that we’ve reached this milestone because it means we are closer to beginning design and construction for Phase 2.”

Phase 2 of the Burnaby Hospital redevelopment includes the construction of the Keith and Betty Beedie Acute Care Tower, which will feature 160 private rooms to support general medicine, medical oncology, cardiac telemetry, intensive care and high-acuity patients, a new medical imaging department with two CT scanners, a spiritual-care suite, public spaces and hospital support services.

“We are grateful to our partners, staff and medical staff for their agility and dedication to our patients, families and communities as we make space for construction needs,” said Dr. Victoria Lee, president and CEO, Fraser Health. “This redevelopment project is not just about building a new facility, it’s about fostering hope, enhancing patient care and shaping a healthier future for everyone in Burnaby.”

The new tower will also be home to the new BC Cancer – Burnaby McCarthy Centre, which will include 54 ambulatory-care rooms, 31 chemotherapy chairs, space for five linear accelerators, space for two PET/CT scanners, an oncology pharmacy, and clinical trials and research space.

Phase 2 also includes the demolition of the West Wing building, expansion of the emergency department to 104 treatment spaces, and renovations to the endoscopy and laboratory components. Construction is expected to start in late 2025 and be ready for patients in 2030. The total cost of Phase 2 is approximately $1.7 billion with funding from the Province, Burnaby Hospital Foundation and BC Cancer Foundation.

“As a key funding partner, we are thrilled to contribute to this pivotal phase of our hospital’s transformation,” said Kristy James, president and CEO, Burnaby Hospital Foundation. “Our steadfast commitment to enhancing patient care and community health in Burnaby, East Vancouver and the surrounding areas remains unwavering. This redevelopment initiative mirrors our dedication to advancing medical excellence and innovation, setting a new standard in health-care delivery.”

In April, a Phase 1 construction milestone was reached with the removal of two cranes from the site. Phase 1 of the Burnaby Hospital redevelopment, undertaken by design-builder EllisDon, includes the construction of the new health-care pavilion, which features maternity, neonatal intensive care, mental-health in-patient and medical in-patient units. The estimated completion date for the new pavilion is 2025.

Additional work underway in Phase 1 includes a comprehensive upgrade of the Jim Pattison Surgery Centre, now with a total of 10 new or upgraded operating rooms, as well as renovations to the emergency department and other support areas as part of the expansion and renovation of the Support Facilities Building.

Commonly used in Australia and the UK, alliance agreements are an equitable and collaborative model that is well-suited for large-scale, complex projects where a high-level of co-operation and flexibility is required. 

Burnaby Hospital opened in 1952 and provides a range of acute-care services, including emergency care, critical care, surgery, maternity, neonatal intensive care, palliative and adult mental-health and substance-use services.

Burnaby is the province’s third-largest city, and the number of patients requiring hospital care there is expected to increase by approximately 60% by 2036.

Key Takeaways:

• The company said this second phase this will significantly increase their ability to process natural gas and extract valuable natural gas liquids (NGLs).
• The NGL North Phase Two expansion is expected to cost $1 billion and be in-service in 2027.
• The increased NGL production is secured by long-term agreements with Alberta’s petrochemical companies, providing them with a reliable source of key materials.

The Whole Story:

Calgary-based energy company Wolf Midstream has announced a positive final investment decision to proceed with its NGL North Phase Two project, which will significantly increase the natural gas liquids (NGL) production capacity of Wolf’s existing NGL North System (NGL North), which was successfully commissioned in 2023.

Once completed, the expanded system will have the ability to recover NGL from approximately 1.5 billion cubic feet per day (Bcf/d) of natural gas and produce over 90,000 barrels per day (bpd) of NGL, including over 60,000 bpd of ethane. The vast majority of this production is committed under long-term agreements with Alberta’s growing petrochemical industry. NGL North Phase Two is an incremental investment in Alberta of approximately $1 billion, supported by Wolf’s shareholder, Canada Pension Plan Investment Board (CPP Investments).

“NGL North Phase Two includes Wolf Recovery Facility 2 which will recover higher carbon natural gas liquids prior to combustion at downstream oil sands production facilities,” said Kevin Jagger, president, Wolf NGL. “Additionally, the project includes a 125-kilometre pipeline lateral, a material expansion of the Wolf Feedstock Separation facility in Sturgeon County, a new unit train rail terminal and large-scale salt cavern storage.”

The entire NGL North project is a Wolf proprietary NGL recovery, transportation, and separation system capable of producing approximately 70,000 barrels per day of NGL including ethane, propane, butane and condensate.

It has three main components:

Recovery: an NGL recovery facility with an ultimate capacity of approximately one billion cubic feet per day, located in Northeast Alberta that recovers higher carbon NGL prior to downstream combustion;

Transportation: an NGL transportation system that includes approximately 100 kilometres of new-build pipeline to connect to Wolf’s existing 16-inch pipeline to transport recovered NGL from Wolf Recovery Facility I to the Wolf Feedstock Separation complex; and

Separation: an NGL separation complex located in Sturgeon County, Alberta and immediately proximate to Wolf’s existing Sturgeon Terminal and Alberta Carbon Trunk Line origin point. Wolf Feedstock Separation will have an ultimate capacity to produce approximately 70,000 barrels per day of NGL including ethane, propane, butane, and condensate.

“This is a very exciting opportunity,” said Bob Lock, president and chief executive officer of Wolf, “along with pre-investment for future phases, this expansion continues to build out NGL North’s ultimate potential of processing nearly 3 Bcf/d and recovering 170,000 bpd of NGL, creating a critical source of incremental, reliable feedstock supply for a new wave of downstream market development in Western Canada.”

The NGL North Phase Two expansion is expected to be in-service in 2027.

Key Takeaways:

• Aecon and Coastal GasLink settled their dispute over the construction of sections 3 and 4 of the Coastal GasLink pipeline. 
• Officials noted that the settlement avoids the costs and uncertainties of arbitration. It also doesn’t affect Aecon’s cash flow but does result in a $127 million accounting charge. 
• This charge reflects the additional costs Aecon incurred building those sections of the pipeline.Aecon expects additional charges of $110 million related to three other large construction projects. 
• More details of the settlement will be released later this month as part of Aecon’s second quarter 2024 financial results.

The Whole Story:

Aecon Group and Coastal GasLink have reached a settlement over a pipeline construction dispute. 

SA Energy Group, a general partnership of Aecon Construction Group Inc. and Robert B. Somerville Co. Ltd., and Coastal GasLink Pipeline Limited Partnership, by its general partner Coastal GasLink Pipeline Ltd., have reached an amicable and mutually agreeable global settlement to resolve their dispute fully and finally over the construction of Sections 3 and 4 of the Coastal GasLink Pipeline Project in B.C.

“The Coastal GasLink settlement allows Aecon to close the chapter on one of the most technically and financially challenging projects in its history, and represents continued progress in reducing the uncertainty associated with Aecon’s four legacy projects,” said Jean-Louis Servranckx, president and chief executive officer, Aecon Group Inc.  “We are proud of our team and thank them for delivering this project safely and with incredible resiliency through to completion.”

Aecon officials stated that the settlement agreement is not an admission of liability by either party and the parties have mutually released their respective claims in the arbitration, thereby avoiding the expense, burden and uncertainty associated with arbitration.

The terms of the settlement agreement are expected to result in no cash impacts to Aecon. From an accounting perspective, Aecon expects an approximately $127 million, non-recurring charge relating to the construction of Sections 3 and 4 of the Coastal GasLink Pipeline Project to be reflected in Aecon’s financial results for the second quarter of 2024. 

Further, as part of its ongoing review of critical accounting estimates in respect of the remaining three large fixed price legacy projects now nearing completion and being performed by joint ventures in which Aecon is a participant, Aecon currently anticipates additional charges of approximately $110 million in aggregate to be reflected in its second quarter 2024 results. 

Servranckx added the additional impacts from the remaining legacy projects anticipated in the second quarter reflect the ongoing progress towards driving these remaining legacy projects to completion.

Further details respecting the settlement and the review of the remaining three large fixed price legacy projects noted above will be provided as part of Aecon’s second quarter 2024 financial results to be released on Wednesday, July 24 after market close.

The Coastal GasLink Project is a 670-kilometre pipeline designed to transport natural gas from northeastern British Columbia to the LNG Canada facility in Kitimat, B.C. Work began in 2012 and crews achieved mechanical completion in early November of 2023, ahead of its year-end. LNG Canada is entering its startup phase and its owners, a consortium of international fossil fuel companies, expect to start shipping in 2025.

Key Takeaways:

• The milestone signifies the start of preparatory work to get the site ready for construction of the new hospital. This includes demolition of existing buildings, relocating utilities, and building temporary roads.
• The project involves collaboration between several entities including ED+PCL Healthcare Partners, Infrastructure Ontario (IO), Trillium Health Partners (THP), and the Ministry of Health.
• The new hospital will be a modern facility with advanced technology and will cater to the growing needs of the Mississauga community. It is planned to be the largest hospital in Canada and the first women and children hospital in Ontario.

The Whole Story:

ED+PCL Healthcare Partners announced that the Trillium ED/PCL JV partnership has begun executing the enabling works for the Peter Gilgan Mississauga Hospital project. These works will prepare the site for the new Peter Gilgan Mississauga Hospital project. PCL noted that This is a significant milestone in the project, indicating the progress towards the construction of the hospital.

“In connection with the innovative Development Phase Agreement, Enabling Works encapsulates all the preparatory work required for the site to be ready for construction to take place,” said Andrew Anderson, senior vice president & area manager, Toronto, EllisDon. “This is a significant step forward in the development of this new state-of-the-art facility that will service the growing needs of the community of Mississauga. ED+PCL Healthcare Partners, as well as our consortium partners, are thrilled with the progress to date, and look forward to continuing to build on the success of our collaborative efforts and support THP and IO to bring this vital hospital to fruition.”

A large and essential undertaking, enabling works will bring substantial changes to the project site before excavation and construction. Along with the systematic demolition of three buildings throughout the next several months, there will be major efforts made to remove and relocate site utilities, realign site roads, and create new temporary construction roads to prepare the site’s footprint for the next phase of construction.

“As we progress through the Development Phase, the Trillium ED/PCL JV partnership is thrilled to begin Enabling Works, preparing the site to advance critical work on the new Peter Gilgan Mississauga Hospital,” said Marc Pascoli, Senior Vice President and District Manager, PCL Constructors Canada Inc. “Reaching this major milestone is a result of the outstanding commitment and collaboration between THP, IO, EllisDon, PCL and our expert health care design and construction consultants. We look forward to the next stages of our partnership to help bring THP’s vision for this important healthcare project to life.”

Under the Development Phase Agreement, ED+PCL Healthcare Partners are working alongside Infrastructure Ontario (IO) and Trillium Health Partners (THP) and the Ministry of Health to collaboratively develop the project requirements, design, pricing, schedule, and risk management for The Peter Gilgan Mississauga Hospital.

The Peter Gilgan Mississauga Hospital will allow THP to better respond to future health care challenges and will feature modern hospital facilities and technology that reflect the latest standards in infection prevention and control. Set to fully replace the existing Mississauga Hospital and planned to become the largest hospital in Canada, the new hospital is intended to be Ontario’s first women and children hospital. It will include advanced diagnostic imaging facilities, a new pharmacy and clinical laboratory as well as an expanded emergency department; slated to be one of the largest in the province.

Key Takeaways:

• 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.

The Whole Story:

No parking? No problem.

Vancouver officials have voted to eliminate minimum parking requirements, city-wide, for all land uses. In addition to changing parking requirements the Vancouver City Council also adopted the Transit-Oriented Areas (TOA) Designation By-Law.

“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.

Read more in the Council report PDF file (1.1 MB).

More diverse housing

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. 

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.”

Cedar LNG Announces Positive Final Investment Decision from Cedar LNG on Vimeo.

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 Care project.

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 from the Ministry of Labour, Immigration, Training and Skills Development for 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:

• 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.

To signal a case of “Contract A” removal by a public owner, access BCCA’s Public Sector Transparency Tip Line.

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:

• 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.