Category: Projects

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.

Key Takeaways:

• BC Hydro is investing over $1.25 billion in Burnaby over the next decade to upgrade and expand the electricity grid. 
• These new construction projects are forecast to support 10,500 to 12,500 jobs on average annually, and will increase and maintain BC Hydro’s capital investments as major projects such as the Site C hydroelectric dam are completed.
• BC Hydro’s plan reflects a growing demand for electricity across the province. Electricity demand in B.C. is expected to increase by 15% or more between now and 2030.

The Whole Story:

BC Hydro plans to construct more than $1.25 billion in capital projects throughout Burnaby over the next decade. The goal is to upgrade and expand the electricity grid as the region’s population grows. 

“We must build out B.C.’s electrical system like never before, to power our homes and businesses, to power a growing economy and to power our future,” said Josie Osborne, minister of energy, mines and low carbon innovation. “In Burnaby and communities across B.C., these construction projects will create thousands of good jobs over the next decade and ensure that people have access to clean, affordable and reliable electricity – when they need it and where they need it.”

In January 2024, the Province announced BC Hydro’s updated 10-year capital plan, which contains $36 billion in regional and community infrastructure investments throughout B.C., which is a 50% increase in investments over its previous capital plan. These new construction projects are forecast to support 10,500 to 12,500 jobs on average annually, and will increase and maintain BC Hydro’s capital investments as major projects such as the Site C hydoelectric dam are completed.

The plan reflects growing demand for electricity across sectors due to population growth and housing construction, increased industrial development, and people and businesses switching from fossil fuels to clean electricity, among other factors.

“In growing cities like Burnaby, where we are seeing significant housing, building, transportation and industrial growth, we are embarking on significant upgrades to our electricity system, including investments in new and expanded substation projects as well as voltage conversion projects to ensure we can continue to provide reliable and clean electricity to our customers,” said Chris O’Riley, president and CEO, BC Hydro. “We are also making important changes to our customer connections process to speed up timelines for newly constructed homes and buildings.”

Burnaby is experiencing significant growth in the Brentwood, Metrotown and Burquitlam/Lougheed communities, as well as forecasting industrial growth in the Big Bend and Lake City areas. To meet growth in these areas, BC Hydro is investing in several projects as part of its 10-year capital plan, including:

• Horne Payne substation expansion: will power an additional 10,000 to 17,500 homes, expected completion in 2027.
• Newell substation expansion: will power an additional 10,000 to 17,500 homes, expected completion in 2027. 
• Lougheed substation expansion: will power an additional 20,000 to 35,000 homes, expected completion in 2029.
• Barnard substation expansion: will power an additional 18,000 to 30,000 homes, expected completion 2029.
• New substation to serve Metrotown area: will power an additional 40,000 to 70,000 homes, expected completion 2033.
• Voltage conversion projects in Metrotown and Barnard.
• Converting BC Hydro’s equipment to a higher voltage.

“Burnaby residents and business owners are seeking affordable and reliable options for clean energy and these investments in electricity infrastructure will help meet those needs as our city grows,” said Sav Dhaliwal, acting mayor of Burnaby. “We seek to be a leader in the transition away from carbon-intensive energy and these foundational investments from BC Hydro are essential steps on that path.”

Separate from its 10-year capital plan, BC Hydro recently launched a call for power to acquire approximately 3,000 gigawatt hours per year of clean electricity. This is BC Hydro’s first competitive call for power in more than 15 years and will add 5% to its current supply, and will be the first in a series of calls for power as BC Hydro requires more power to electrify B.C.’s growing economy and reduce harmful pollution.

Key Takeaways:

• The project is being completed in phases to allow the arena to remain operational throughout construction. 
• The renovations prioritize enhancing the visitor experience through features like digital signage, frictionless payment systems, and upgraded food and beverage options. 
• The project involves collaboration between the venue owner, architects, designers, and construction managers. 

The Whole Story:

Last year, Maple Leaf Sports & Entertainment (MLSE) announced the $350 million Scotiabank Arena Reimagination project, a multi-phased renovation featuring significant enhancements to virtually all corners of the arena including concourses, premium clubs, suites, technology as well as retail and food and beverage spaces. 

This month, the organization is beginning the second phase of construction covering an all-encompassing design makeover of the 100 Level concourse and building a brand-new luxury club space. As the arena undergoes this new phase of construction, the venue will remain open at full capacity for all scheduled events.

The Scotiabank Arena Reimagination is being completed in collaboration with Brisbin, Brook, Beynon Architects, DesignAgency, owner’s representative firm CAA ICON and construction manager PCL Construction.

“Following the success of last summer’s first phase of the Scotiabank Arena Reimagination project, we are thrilled to introduce even more state-of-the-art improvements to Canada’s top-ranked venue this summer,” said Keith Pelley, president and CEO, MLSE. “Delivering the very best sports and entertainment fan experience will always be our top priority, and we are thankful to MLSE ownership for their commitment and investment in this project as we strive to build on Toronto’s reputation as a world class market with top venues for our teams, performers and fans.”

In October 2023, the first phase of the project was completed and fans were introduced to a complete floor to ceiling remodel of all Mastercard Executive Suites on the 200 Level along with the first-of-its-kind Mastercard Lounge, a shared members space with a premium viewing and dining experience. 

Scotiabank Arena was also the first Canadian venue to unveil two concession stands using Amazon’s Just Walk Out Technology that revolutionized fans’ food and beverage experience with no checkout lines. In 2019, a preliminary phase of the project took place with the addition of a new 2,200 square foot LED videoboard in Maple Leaf Square, two largescale screens in the Galleria, LED colour changing arena signage and a full renovation of Real Sports.

“Leveraging over a quarter-century worth of history and collaboration with Maple Leaf Sports & Entertainment, PCL is passionate about bringing the reimagined vision for Scotiabank Arena to life,” said Marc Pascoli, senior vice president and district manager, PCL Constructors Canada Inc. “Following the successful completion of the first phase of renovations last summer, the second phase of the complex renovation will again be delivered through a fast-track schedule starting ahead of and carrying through the 2024-2025 Maple Leaf and Raptors seasons. We look forward to helping MLSE take their fan experience to even greater heights.”

Phase 2: Summer 2024

Beginning now and through to October 2024, the following upgrades are scheduled to be completed:

• A complete renovation of the first section of the 100 Level concourse with transformative design and functional elements. The arena’s redesigned main concourse will include upgraded finishes, additional LED screens, digital beacons and hubs that can change to align with the atmosphere of the event being hosted on a particular night.
• The addition of a second Real Sports Apparel retail store on the 100 Level concourse for a 2,600 square-foot fan shopping experience. The larger store offers increased access to official team and event merchandise while integrating a new contactless RFID (Radio-frequency Identification Technology) check-out experience. The existing store by Gate 1 will also be renovated to match the new design of this location.
• Conversion of apparel kiosks on the 100 Level into mini walk-in shops equipped with rotating walls and digital signage for an enhanced shopping experience. Two new autograph memorabilia glass showcases will also accompany these shops, replacing ad hoc memorabilia auction locations.
• Additions to the ongoing museum-like art collection curated in collaboration with Sports & The Arts (SATA).
• The remodeling and addition of more inclusive and accessible spaces onto the 100 Level concourse including an infant feeding room, prayer room, all gendered bathrooms and more.
• The introduction of the all-new MNP Pass Social Club on Event Level. Members of the club will be embedded into the action of the game as they get an exclusive, arms-length view of players making their way to the ice or court from their locker room and have access to corresponding platinum seats.
• The reinvigoration of the Hot Stove steakhouse restaurant on the 200 Level with a new dedicated entrance from outside of the arena by Gate 1 of the Galleria.
• The implementation of secure, frictionless security screening.
• Digital signage upgrade within the renovated spaces using LG’s expansive suite of display and LED technology to support with fan communications and wayfinding.                                                                                                  

Phase 2: Fall 2024 to Spring 2025

Through the duration of the 2024-25 Maple Leafs and Raptors regular seasons, the venue will undergo the following improvements:

• Completion of the 100 Level concourse transformation, consistent with the dynamic designs and digital upgrades being made to the first portion of the space this summer.
• Continued expansion of self check-out and mobile ordering capabilities alongside traditional counter service for food and beverage as well as merchandise to give fans more choices, flexibility and reduce line ups inside the arena.
• An arena-wide audio-visual system and WIFI enhancement.
• Design makeover of the Molson Brewhouse on the 100 Level concourse, spotlighting the original façade of the Toronto Postal Delivery Building and seamlessly integrating the historic windows as the backdrop.
• Upgrades to the open-concept broadcast studio located at Gate 6 on the 100 Level concourse.

Future changes include enhancing further fan-facing spaces as well as back-of-house artist and athlete areas to continue to position Scotiabank Arena as a top-ranked live events venue.

“This latest reimagination phase marks a pivotal moment in the project as every fan that enters through the doors of Scotiabank Arena will get to feel the visual, functional and atmosphere enhancements as they begin their experience from the main level concourse to their seats,” said Nick Eaves, Chief Venues & Operations Officer, MLSE. “From purposeful design transformations to innovation technology additions to culturally impactful art integrations, this summer’s ground-breaking celebrates our commitment to ensuring our space is continuously improving to best serve our valued fans.”

As Phase 2 renovations take place from Summer 2024 to Spring 2025, Scotiabank Arena will remain open at full capacity for all expected games and shows. To ensure the timely completion of the in-depth renovations, Gate 1 will be closed during the construction period along with select concession stands, bars and bathrooms on a rolling basis. Fans are encouraged to allow more time for entry and consult their “Know Before You Go” email prior to each event to plan their visit.

The Scotiabank Arena Reimagination is being completed in collaboration with Brisbin, Brook, Beynon Architects, DesignAgency, owner’s representative firm CAA ICON and construction manager PCL Construction. Fans can learn more about the project at  scotiabankarena.com/reimagination and access renderings and videos here.

 Scotiabank Arena is home to the NHL’s Toronto Maple Leafs Hockey Club and the NBA’s Toronto Raptors Basketball Club. Owned and operated by Maple Leaf Sports & Entertainment (MLSE), Scotiabank Arena opened its doors in February 1999. 

Key Takeaways:

• On Wednesday, June 5, a critical piece of water infrastructure in Calgary failed.
• The damaged water main has caused City of Calgary has issued a series of emergency water restrictions, including asking residents to reduce water use by 25%.
• The city is currently working to determine the cause of the break and repair it.

The Whole Story:

The City of Calgary has issued a series of emergency water restrictions due to a large damaged water main. 

Officials said Friday that crews are continuing to repair a large water main break in the Bowness and Montgomery area. This critical water transmission line has severely impacted the supply in Calgary’s reservoirs and the ability to move water across the city. 

Yesterday Calgary saw a significant reduction in water use until the afternoon; however, water use greatly increased around the time people got home from work. Calgary is currently using more water than it can produce.  

“If Calgarians do not reduce our water use, we are at risk of running out,” said officials. “The City is asking Calgarians to save water for the next few days while the work gets completed.

Officials are asking citizens to try to use 25% less water than yesterday. This could mean actions like shaving a few minutes off your shower, skipping a few flushes, and holding off on a load of laundry.

Crews are still working around the clock. Overnight, they continued to pump water from the area around the break. The city stated it was hopeful that by later today they be able to see the feeder main and determine the cause of the break.

A boil water advisory remains in place for all residents and businesses in Bowness. Residents and businesses need to bring water to a rolling boil for at least one minute prior to any consumption, including:

• drinking
• brushing teeth
• cleaning raw foods
• preparing infant formula or juices
• making ice, etc.

Alberta Health Services and The City will continue to monitor the situation, including sampling and testing of the drinking water to ensure it is safe for consumption. This advisory has been issued as a precautionary measure.

This advisory will remain in effect until further notice.

Key Takeaways:

• The federal government has launched a new $1.5 billion program, the largest investment in co-op housing in 30 years, to build thousands of affordable co-op homes by 2028.
• The program prioritizes co-op projects that target providing affordable housing for those who need it most, including Indigenous groups, women and children, and people with disabilities.
• It offers a combination of loans and contributions to help co-op housing providers build new co-ops and expand existing ones. Applications for the first funding round open July 15,2024.

The Whole Story:

The federal government has launched a new Co‑operative Housing Development Program to support a new generation of co-op housing in Canada and help make housing more affordable.

The new $1.5 billion program – co-designed with the co-operative Housing Federation of Canada and other leaders in the co-op sector – will provide loans and contributions to build and grow co-ops across Canada. 

“By focusing on people over profits, co-operative housing is able to keep housing affordable for the long term,” said Sean Fraser, minister of housing. “This is the largest investment in co-op housing in 30 years. It will help build thousands of new homes and create a new generation of co-operative housing across Canada.”

The program aims to build thousands of new co-op homes by 2028. Projects that focus on providing homes for those most in need will be prioritized.

Co-op housing providers will be able to apply for funding starting on July 15, 2024, and the first intake round will remain open until September 15, 2024. Additional intake opportunities will be announced at a later date. To start preparing an application and to receive updates, visit the Co-operative Housing Development webpage.

“Our government’s plan to build nearly 4 million new homes is the most ambitious housing plan in Canadian history,” said Chrystia Freeland, minister of finance. “We’re doing this to ensure every generation, especially Millennials and Gen Z, can find an affordable place to call home. Today’s investment to build more co-op housing—the largest investment in co-ops in three decades—will help us build more of the homes Canadians need.”

Co-operative housing, often referred to as “co-ops”, are managed by the people who live in it, with no outside landlord. Co-ops are generally more affordable than other private rental housing.

The program consists of approximately $500 million in contributions and $1 billion in loans to build new co-ops and grow existing ones. CMHC will administer the Co-operate Housing Development Program on behalf of the federal government. 

Projects will be prioritized for funding if they focus on providing homes for those in need of support, including Indigenous groups, women and children, and persons with disabilities.

Key Takeaways:

• The 12-floor, 170,000-square-foot office building constructed in 1982 will be converted into a 226-unit hotel in downtown Calgary. 
• Announced in November as one of the City of Calgary’s downtown office conversion partners, the Element Hotel is the first hospitality project as part of the Downtown Calgary Development Incentive Program.
• Demolition is completed, with construction now underway, and project completion slated for the summer of 2025.

The Whole Story: 

PBA Group of Companies (PBA) and its partner Concord Hospitality have officially started converting the former 12-storey office building in Downtown Calgary into an Element Hotel by Westin.

The building is a 12-floor, 170,000-square-foot office building constructed in 1982. PBA is converting the building’s existing office space and common areas into 226 fully appointed hotel suites, dining facilities and hotel guest amenities. Demolition is completed, with construction now underway, and project completion slated for the summer of 2025.

“We’re honoured to help take one of the first steps in transforming our downtown into a differentiated residential and recreational district that serves as a symbol of progressive inner city planning with this conversion,” said James Scott, senior vice president, planning and development, PBA Group of Companies. “We’re proud of our trusted partnership with Concord Hospitality and look forward to continuing the momentum with this novel conversion project which will have a notable impact in the community.”

Announced in November as one of the City of Calgary’s downtown office conversion partners, the Element Hotel is the first hospitality project as part of the Downtown Calgary Development Incentive Program. It will remove 170,000 square feet of unused office space from the city’s core. 

PBA stated that the conversion project exemplifies the pivotal role that repurposing buildings plays in advancing sustainability principles within real estate, demonstrating a commitment to sustainability and urban revitalization.

By offering extended-stay hotel units, PBA says it is adding to a range of choices within the hospitality sector, while supporting Calgary’s greater economic transition and welcoming a diverse mix of people to the downtown core. 

Embracing a sustainable, nature-inspired aesthetic, the hotel offers expansive studios and one-bedroom suites, which are outfitted with fully equipped in-room kitchens, spa-inspired bathrooms and the Priority Bicycles program, where hotel guests can borrow bikes free of charge during their stay.  

Infusing flexibility and convenience for groups, the Element brand pioneers a unique communal space known as Studio Commons. Centred around four guest rooms, this concept promotes community by allowing guests to cook, gather and unwind together within shared kitchen and living room areas, fostering a sense of togetherness and relaxation.

“Coming off the success of our first hotel development, The Dorian, this project brings a particular level of excitement for us at PBA as we look to create another dynamic, Calgary-centric property, but this time, in the west end of downtown, where our company began its nearly 60-year history,” said Scott. “Projects like this will help inject vitality into the community and contribute to Calgary’s reputation as a global city.”

Developers are the masterminds behind creating new structures and revitalizing old areas. Long before hammers are swinging on site, their teams are envision what could be. They play a crucial role in the construction progress, all the way from forming an idea to selling the final product. Here are 9 developers are having a major impact on the nation’s built environment.

Mattamy Homes

Mattamy Homes, founded in 1978 in Toronto, Canada, is one of the largest private homebuilders in North America. They’ve grown from building a single house to developing entire communities, designing not just the houses but also streets, parks and trails. With a presence across Canada and in 11 metro areas in the United States, Mattamy Homes has helped over 8,000 families a year achieve their dream of homeownership.

Known for:

• Hawthorne Village, Milton, Ont.
• Mattamy on Main, Whitchurch-Stouffville, Ont.
• Parkside Towns at Saturday in Downsview Park, North York, Toronto, Ont.

Concord Pacific

Concord Pacific, established in 1987, is Canada’s largest master-planned community builder. They’re responsible for large-scale developments like Vancouver’s Concord Pacific Place, with a focus on creating entire communities that include not only housing but also parks, amenities, and even commercial spaces. However their reach has been extending beyond Canada, with projects currently underway in the U.S. and the U.K.

Known for:

• Concord Pacific Place, Vancouver, B.C.
• Park George, Surrey, B.C.
• ACFN-Concord Solar Partnership, Alberta

Tridel

Tridel is an old dog that has constantly been learning new tricks. Founded in Toronto in the 1930s, Tridel earned a reputation for shaping skylines. They’re the largest builder of condominiums in the Greater Toronto Area, with over 90,000 homes constructed to date. Tridel’s focus goes beyond just building residences; they’re committed to sustainable practices through their Tridel Built Green Built for Life communities and are known for creating vibrant communities with a focus on innovation and design.

Known for:

• The Well, Toronto, Ont.
• Aqualina & Aquavista, Toronto, Ont.
• YYZ Condominiums, Mississauga, Ont.

Menkes Developments

Founded in 1954, Menkes Developments is a major player in the Canadian real estate scene, particularly in the Greater Toronto Area. They specialize in creating a variety of property types, from high-rise condos and elegant single-family homes to coveted office, industrial, and retail spaces. Renowned for their innovative designs, Menkes focuses on developing complete communities, not just individual buildings.

Known for:

• Watermark at Whitby Harbour, Whitby, Ont.
• Sugar Wharf Condominiums, Toronto, Ont.
• The Residences at Yorkville, Toronto, Ont.

QuadReal Property Group

QuadReal Property Group is a relative newcomer. Established in Vancouver in 2016, is a rapidly growing real estate investment and management company. They own and operate a wide range of properties across Canada, including residential suites, office buildings, shopping centers, and industrial spaces. QuadReal emphasizes thoughtful development, prioritizing sustainability and heritage preservation in their projects. They go beyond just managing buildings, fostering a sense of community within their properties.

Known for:

• The Post, Vancouver, B.C.
• Bay Adelaide Centre, Toronto, Ont.
• Yonge Sherbrooke Condominiums

CentreCourt Developments

CentreCourt Developments, established in Toronto in 2010, has become a major force in the Greater Toronto Area’s (GTA) high-rise residential landscape. They focus on well-designed condo buildings situated near public transit, amenities, and employment hubs. Their success is evident; with over 19 projects completed or under construction, CentreCourt has provided homes for over 10,000 residents and boasts a development value exceeding $5.6 billion.

Known for:

• 411 Church Street, Toronto, Ont.
• The Parker Condominiums, Mississauga, Ont.
• One City Condos, Toronto, Ont.

The Daniels Corporation

For over 40 years, The Daniels Corporation has been a major developer in the Greater Toronto Area (GTA), building nearly 40,000 homes and shaping communities. Their focus goes beyond bricks and mortar; they strive to create vibrant neighbourhoods with a commitment to social responsibility, environmental awareness, and iconic design, as seen in their work on Toronto’s Regent Park revitalization and the TIFF Bell Lightbox.

Known for:

• Regent Park Revitalization, Toronto, Ont.
• TIFF BELL Lightbox, Toronto, Ont.
• City of Vaughan’s Sugar Wharf Development, Vaughan, Ont.

Bosa Properties

Bosa Properties, founded in Vancouver over five decades ago, has built a strong reputation for quality and community focus. They specialize in residential construction, with a portfolio of condos, townhomes, and single-family homes across British Columbia. Bosa prioritizes not just the aesthetics of their buildings but also the creation of well-designed neighbourhoods, evident in their commitment to functionality and fostering a sense of community within their developments.

Known for:

• Fifteen Fifteen (Jenga Tower), Vancouver, B.C.
• University District, Surrey, B.C.
• The Empress Hotel Revitalization, Victoria, B.C.

Brivia Group

Brivia Group, a Montreal-based developer with over 20 years of experience, has carved a niche in Quebec’s real estate landscape. They focus on exceeding expectations for investors, partners, and communities. Known for their visionary leadership and focus on quality, innovation, and social responsibility, Brivia Group has a growing portfolio of successful and inspiring projects. Outside of Quebec, they are planning CURV, a 60-storey residential development that will be the world’s tallest passive house building.

Known for:

• MAÏA, Montreal, Quebec
• Quartier Dix30, Brossard, Quebec
• OVO (Nolen & O’Connell), Montreal, Quebec

Key Takeaways:

• The team is expecting a projected gross joint venture capital cost of $1.35 billion, excluding governmental incentives and support.
• The bulk of REEF’s construction activities are planned to take place over 2025 and 2026 with select workstreams beginning in 2024.
• 90% of equipment, packaging and pipes expected to be prefabricated offsite in controlled operating environments.

The Whole Story:

A joint venture comprised of AltaGas Ltd. and Royal Vopak has announced a positive final investment decision (FID) on the Ridley Island Energy Export Facility (REEF), a large-scale liquefied petroleum gas (LPG) and bulk liquids terminal with rail, logistics and marine infrastructure on Ridley Island in B.C. Following a five-year environmental preparation and review process, extensive engagement with multiple stakeholders including Indigenous rights holders and local communities, the joint venture is set to deliver the export facility. 

“This positive FID enables AltaGas to continue connecting Canadian energy to Asian markets and drive valuable outcomes for all our customers,” said Vern Yu, president and CEO of AltaGas. “Canada has a structural advantage in delivering LPGs to Asia with the shortest shipping time and lowest maritime emissions footprint. AltaGas delivers more than 19 percent of Japan’s propane and 13 percent of South Korea’s LPG imports, connecting our upstream customers with customers in Asia. We look forward to working with our partners to drive more long-term value creation with REEF.”

The joint venture stated that it has completed all major gating items, including front-end engineering design (FEED) and a detailed Class III capital estimate. Site clearing work is more than 95% complete and with required permits in hand, the project is expected to come online near the end of 2026.

The team is expecting a projected gross joint venture capital cost of $1.35 billion, excluding governmental incentives and support.

The team added that onsite work will be minimized to reduce capital cost risk and community impacts, with 90% of equipment, packaging and pipes expected to be prefabricated offsite in controlled operating environments.

The team believes the facility will enhance Canada’s role as a growing global energy exporter, strengthen Canadian and Asia Pacific energy connectivity and provide Canadian producers and aggregators with access to the premium global markets for LPGs.

The joint venture expects to lock-in more than 60% of the phase 1 capital costs through fixed-price, lump-sum engineering, procurement and fabrication contracts prior to construction.

Vopak and AltaGas anticipate funding their 50% pro-rata ownership through each company’s respective financial capacity with no leverage at the Partnership level.

The capital cost breakdown of phase 1 includes approximately $875 million for construction of the facility, balance of the plant and LPG storage tanks and $475 million for construction of the new dedicated jetty and extensive rail and logistics infrastructure. The infrastructure includes additional redundancies to provide operational flexibility that benefits the Joint Venture and customers over the long term.

The bulk of REEF’s construction activities are planned to take place over 2025 and 2026 with select workstreams beginning in 2024.

The team noted that with only ten shipping days to the fastest growing demand markets in Northeast Asia, REEF has a structural advantage in delivering LPGs to Asia with the shortest shipping time globally.

The project has First Nations support agreements in place and will drive further economic benefits to local communities in Northwestern B.C. through construction activities, long-term job creation and community investment focused on delivering positive outcomes for all stakeholders.

REEF will be constructed and operate under AltaGas and Vopak’s existing exclusive rights granted by the Prince Rupert Port Authority (PRPA) to develop LPG, methanol and other bulk liquids exports on Ridley Island.

“We are excited to be able to execute on our growth strategy and invest in export infrastructure on this highly strategic location” said Dick Richelle, chairman of the executive board and CEO of Royal Vopak. “Prince Rupert, with the shortest shipping distances between North America and Asia, gives the opportunity to drive progress by increasing the trade between Canada and the Asia Pacific region. We are proud to contribute to this development and are thankful for the good collaboration with our partner AltaGas and other key stakeholders. The trust and support of local First Nations and communities makes this envisioned terminal a reality.”

This win marks a major milestone for ETRO, validating their innovative and sophisticated approach to construction. Competing against several large scale-general Contractors, ETRO believes their advanced pre-construction processes and proven track record of building complex projects were key factors in their being successfully awarded.

The BC Place renovation is a complex endeavor. The project comes with tight deadlines, a busy downtown location, and a packed events calendar requiring meticulous planning and coordination. Once completed, the renovated stadium will be showcased to the world during FIFA World Cup 26.

“We won the RFP competing against some of the largest general contractors in the city. We’ve proven that as an eight-and-a-half-year-old company, we are capable and qualified to deliver,” said Mike Maierle, President of ETRO Construction. “This project is fantastic for our brand and our team. It’s a unique, once-in-a-lifetime career opportunity. It’s going to be incredibly challenging, but it’s something special.”

Dan Chyzowski, ETRO’s Vice President of Construction, detailed the project’s timeline, which is divided into two primary phases when construction can occur within the facility. The first phase is underway and will continue until the Grey Cup. The second phase of the work will commence after pop superstar Taylor Swift and her fans descend upon the city in December, with the remainder of the work wrapping up by Spring 2026 in advance of the World Cup.

“At any given time there will be up to 10 projects concurrently under construction with the overall scope being divided into 12 projects in total. Many of the projects are executed over multiple phases due to the constraints of working within the stadium,” Chyzowski explained.

BC Place is a premier venue in British Columbia, hosting Vancouver Whitecaps FC, the BC Lions, the Canada Sevens, and the BC Sports Hall of Fame, along with numerous concerts and events. The renovation will enhance high-impact areas to improve the fan experience, including upgrading hosting spaces, field club suites, adding vertical transportation to several of the upgraded spaces and improving accessibility within the stadium. There will also be additional upgrades to player facilities. 

With 50-plus events scheduled before the World Cup, ETRO will be required to engage with all stakeholders, including consultants, facilities teams, events teams, and other contractors on site to ensure minimal disruption during construction.

“We believe we were hired because of our unparalleled pre-construction and operations teams and the extensive experience our proposed team members will bring to this project. Our construction and Virtual Design & Construction teams are the best in the market, capable of coordinating and identifying issues early on. We are not a typical design-bid builder; we are a progressive construction partner,” Maierle stated.

“We don’t like cookie-cutter projects,” Chyzowski said. “We prefer complex projects that require significant brainpower and problem-solving. This is where our team adds immense value, and it’s one of the reasons we won the contract—our commitment to the front end and working collaboratively with the team.”

ETRO’s diverse experience with operational facilities, such as airports, shopping malls, and educational institutions, has been a key to their success. This broad experience will be essential for the BC Place project.

For Maierle and Chyzowski, the BC Place renovation is more than just a project; it’s a milestone for ETRO Construction and a launching pad to take them to the next level. “Being part of such a landmark project is a special moment for us. When we received the award, it was emotional and very exciting for our entire team,” Chyzowski shared. “We look forward to tackling this challenge alongside PavCo and the rest of the Project Team.”

 

Key Takeaways:

• Crews have completed work on the new Pattullo bridge’s main tower and tunnel boring operations have wrapped up for the Broadway Subway project.
• The province also announced each project’s completion has been pushed back a year.
• They attributed these delays to inflationary pressures, global supply chain issues and a five-week concrete strike.

The Whole Story:

Two major B.C. projects, the Broadway Subway and the Pattullo Bridge Replacement Project,  have reached significant milestones this month.

Despite the milestones, both projects also have had their completion dates pushed back. 

Officials announced that Tunnel boring operations have finished, marking the completion of the most technically complex and challenging part of the new subway construction.

Meanwhile, construction of the main tower for the new bridge to replace the existing Pattullo, connecting Surrey and New Westminster, is complete. It is the tallest bridge tower in British Columbia.

“Despite facing significant global challenges, we’ve seen tremendous progress on both of these projects,” said Rob Fleming, minister of transportation and infrastructure. “These projects will move people and goods more quickly and safely around the Lower Mainland.”

The Pattullo Bridge Replacement Project started at the beginning of the pandemic in February 2020. The province noted that it has faced significant challenges, including inflationary pressures and global supply issues related to the delivery of specialized components from around the world. In addition, the bridge tower construction took longer than expected. As a result, the new bridge is expected to open in fall 2025.

Work started on the bridge in 2020. About a year into construction, the opening of the bridge was delayed from 2023 to 2024. At the time, the government attributed delays to on-site investigative work, and permitting hold-ups due to the COVID-19 pandemic.

The new bridge will provide people with better connections and modern, wider lanes separated by a centre median barrier and dedicated walking and cycling lanes. Once complete, the bridge will provide a safer commute for people driving, cycling, or walking, and a more efficient connection for goods movement between Canada and the United States.

Design and construction activities on the Broadway Subway Project, which also began during the pandemic in September 2020, have taken longer than originally expected, including work to relocate major utilities and install traffic decks, while keeping traffic moving along Broadway. Tunnelling, which included boring under the Canada Line, and station excavation also took longer. This was in part due to a five-week concrete strike in 2022 that delayed construction of the launch pad for the tunnel-boring machines. Despite making significant progress so far, the new line is expected to go into service in fall 2027.

Construction first started on the subway extension in 2020, when the B.C. government projected  the line would be opeartional after five years. In 2022, the government said the project opening had been delayed until 2026 by a five-week concrete workers’ strike.

“On projects of this size, delays have the potential to affect other construction activities,” said officials. “While mitigation efforts were made to recover both project schedules, it wasn’t always possible.”