B.C. Premier David Eby announced a $36-billion investment for community and regional infrastructure projects that will deliver electricity.
This represents an increase of 50% over BC Hydro’s previous capital plan.
These new construction projects are projected to support 10,500 to 12,500 jobs on average annually.
The province and BC Hydro are also implementing a new streamlined, one-window approval process to speed up approvals
The Whole Story:
BC Hydro plans to embark on an “unprecedented level of construction” over the next 10 years, building out the province’s electricity system.
“We must expand our electrical system like never before, to power industrial development, to power our homes and businesses, to power our future,” said Premier David Eby. “Clean, affordable energy will help us meet that opportunity, while reducing pollution, securing good-paying jobs and creating new opportunities for our growing economy.”
Investing billions
At the B.C. Natural Resources Forum in Prince George, Eby announced a $36-billion investment for community and regional infrastructure projects that will deliver electricity to people and businesses in the future.
BC Hydro’s updated 10-year capital plan, Power Pathway: Building BC’s energy future, includes almost $36 billion in community and regional infrastructure investments throughout the province between 2024-25 and 2033-34. This represents an increase of 50% over BC Hydro’s previous capital plan ($24 billion), and includes a significant increase in electrification and emissions-reduction infrastructure projects (nearly $10 billion, up from $1 billion).
These new construction projects are projected to support 10,500 to 12,500 jobs on average annually, and will increase and maintain BC Hydro’s capital investments as major projects like Site C are completed.
Officials say 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. It includes:
building new high-voltage transmission lines and supporting infrastructure from Prince George to Terrace to meet industrial customer demand in the north coast area, including in the mining sector;
building or expanding substations and installing new equipment to support residential housing growth and transit electrification in high-growth areas across the Lower Mainland and Vancouver Island; and
upgrading B.C.’s dams and generating facilities to make them safer, more reliable and more efficient.
“We’re taking action to build a clean energy future and create thousands of construction jobs for skilled workers as major infrastructure projects like Site C reach completion,” said Josie Osborne, minister of energy, mines and low carbon innovation. “Together with our first call for power in over 15 years, BC Hydro’s new capital plan – with almost $4 billion in spending every year for the next decade – will drive economic growth for communities all over the province and ensure households and businesses can power up with clean, reliable and affordable electricity.”
BC Hydro’s goal is to acquire new sources of clean, renewable electricity, including wind and solar. They argue that B.C. is well positioned to add additional intermittent renewables to the grid as its integrated, flexible system of hydro-electric dams act as batteries. The reservoirs store water and allow BC Hydro to ramp production up or down almost instantly, providing a reliable back up for when the sun isn’t shining or the wind isn’t blowing.
“Our electricity grid is already one of the cleanest in the world, and to meet the scale and pace of what’s required, we need to invest in our system and build for the future,” said Chris O’Riley, president and CEO of BC Hydro. “We have already taken significant steps toward sourcing the clean electricity needed to meet the future demand, and we are now embarking on the next step, our $36 billion 10-year capital plan, which includes everything from investing in our generation assets and large transmission infrastructure to the substations and local wires that deliver power to homes and businesses across the province.”
Streamlining approvals
In addition to the 10-year capital plan, Eby announced that the province and BC Hydro are implementing a new streamlined, one-window approval process to speed up approvals to get electricty to in-demand industries faster, and to support jobs.
“Industrial greenhouse gas emissions make up about 40% of B.C.’s total, so we need to work closely with the private sector to electrify rapidly to meet our CleanBC climate goals by 2030 and keep B.C. industries strong and competitive,” said George Heyman, minister of environment and climate change strategy. “This new, one-window approach will help companies reach final investment decisions sooner so they can move to a decarbonized future that will benefit our province for generations to come and meet the growing global demand and opportunities for low carbon commodities.”
The process will result in the Climate Action Secretariat and BC Hydro managing streamlined approvals for industrial electrification projects between the CleanBC Industry Fund and BC Hydro’s Large Customer Low Carbon Electrification programs. Officials say that transitioning to a one-window process will speed up approvals, increase efficiency, and deliver more funding certainty for proponents.
Power crisis in the prairies
The announcement comes at a time when record-breaking weather prompted the province of Alberta to issue an emergency alert warning residents to conserve power due to increased demand. The province stated that extreme cold resulting in high power demand placed the Alberta grid at a high risk of rotating power outages. Officials asked Albertans to do the following:
Albertans are asked to immediately limit their electricity use to essential needs only
Turn off unnecessary lights and electrical appliances
Minimize the use of space heaters
Delay use of major power appliances
Delay charging electrical vehicles and plugging in block heaters
Lafarge and nidus3D are partnering on a 3D-printed housing project to reduce its carbon footprint.
The project team will use Lafarge’s OneChem cement which can reduce carbon emissions by up to 10%.
The project named “Kakatoosoyiists” (Star Lodge) will consist of four buildings, comprising a total of sixteen units, each specifically designed to provide a supportive haven for individuals of SikSika Nation fleeing domestic violence or facing homelessness.
The Whole Story:
Lafarge Canada partnering with nidus3D in supplying its OneCem low-carbon cement in Canada’s largest 3D-printed housing project, aimed at addressing the acute housing challenges faced by the SikSika Nation.
While nidus3D has successfully completed 3D-printed housing projects in Ontario, this marks the first venture of its kind in Alberta. Located one hour’s drive east from the city of Calgary, the project named “Kakatoosoyiists” (Star Lodge) will consist of four buildings, comprising a total of sixteen units, each specifically designed to provide a supportive haven for individuals of SikSika Nation fleeing domestic violence or facing homelessness.
According to Lafarge, the initiative directly confronts a pressing issue underscored by the Social Planning & Research Council of Hamilton. According to their report, Indigenous peoples in Canadian cities are eight times more likely to face homelessness compared to the general population.
Lafarge is supplying its OneCem low-carbon cement for this project, recognized for its ability to deliver a reduced carbon footprint. When manufactured, the higher limestone content of OneCem translates into a reduction of greenhouse gas emissions—up to 10% when compared to traditional Portland cement. OneCem achieves this sustainable advantage while maintaining its strength, durability, performance and workability.
“Our shared goal with nidus3D extends beyond mere innovation,” says Brad Kohl, president and CEO of Lafarge Canada (West). “This project is about helping address the critical housing needs of the nation and foster a resilient, inclusive future through sustainable construction practices. We were proud to contribute to this project.”
nidus3D, a leading innovator in 3D-printed housing, is excited to bring its expertise to Alberta.
“Nidus3D is honoured and energized to be working with Siksika First Nation and Lafarge Canada on this innovative Canadian first,” says Ian Arthur, nidus3D’s president. “This multi-build development will not only provide much needed housing but show the immense potential of 3D construction printing to address Canada’s housing crisis. This project will demonstrate efficiencies and savings the technology can deliver through rapid, repeatable construction.”
Lafarge added that they believe the collaboration stands as a testament to the potential of combining expertise, resources, and a shared commitment to building not just structures but sustainable, supportive communities for a brighter future. The project is expected to be completed by March 31st, 2024.
New data released by BC Housing shows for the second consecutive year, a record number of purpose-built rental homes were registered in B.C., approximately 30% more than in 2022.
The December 2023 New Homes Registry Report shows 19,064 rental homes were registered in B.C. in 2023, the highest annual total since BC Housing started collecting this data in 2002. Compared with 2022, the number of registered rental units increased by 30.9%.
“Our government’s actions to tackle the housing crisis are starting to take hold as evidenced in the record-setting number of purpose-built homes registered in B.C. last year,” said Ravi Kahlon, minister of housing. “When you compare that to the fewer than 2,000 rental units registered in 2012, it’s quite remarkable how the landscape has changed under our government. I’d like to thank our province’s construction industry for its work to get more homes built for the people of B.C.”
In total, 45,647 new homes were registered in B.C. in 2023. These include 6,522 single detached homes and 39,125 multi-unit homes.
Registered new-home data is collected at the beginning of a project, before building permits are issued, making it a leading indicator of housing activity in B.C.
Under the Homeowner Protection Act, all new homes in the province are required to be registered with BC Housing before a building permit is issued. Each new home must either be enrolled in home-warranty insurance by a licensed residential builder or have an applicable exemption, such as a purpose-built rental exemption or an owner-builder exemption.
The province says home-warranty insurance protects new homes in B.C. against construction defects in materials and labour, building envelope and structural defects.
Anthem noted that Cedarglen is recognized as one of Calgary’s top home builders, building and selling more than 300 homes per year.
They stated that dynamic synergy between Anthem and Cedarglen creates opportunities to support the growth strategy of both organizations.
“The acquisition of Cedarglen is a highly significant transaction for Anthem,” said Eric Carlson, Anthem core-founder and CEO. “It fortifies our position as an Alberta business and synergizes well with our Land division, and everything else we are doing in Calgary. Anthem and Cedarglen are well aligned on our growth strategy, Great People, culture, values, and process. This is a huge win-win, in every aspect.”
Anthem stated that for the foreseeable future the Cedarglen Homes brand, systems, processes, senior leadership team and partner relationships will continue to run as is, and the day to-day operations of Cedarglen Homes will run independently to Anthem and remain business as usual under the leadership of Howard Tse, President of Cedarglen Homes.
“This exciting partnership with Anthem Properties will open a world of opportunities for our employees and customers,” said Tse. “For our employees, it means joining a larger, dynamic company with a strong commitment to growth and development. For our customers, it means continued access to a wide range of high-quality homes in more communities in Calgary and the surrounding areas. We are confident that this partnership will be mutually beneficial and rewarding for everyone involved.”
Anthem explained that the immediate benefit between the two organizations is the shared knowledge of our market, systems and process.
“The potential future integration of our companies, people, culture, business strategies, systems and tools would only transpire in the event it became obvious to the senior leadership of both companies that doing so would materially enhance the success of the business,” said Anthem.
Key Takeaways:
AtkinsRéalis and Bird Construction are teaming up with Metrolinx to deliver the East Harbour Transit Hub.
They have entered into an alliance development agreement as a joint venture, Rail Connect Partners.
The East Harbour Transit Hub is expected to bring about 100,000 daily riders
The Whole Story:
AtkinsRéalis and Bird Construction, have entered into an alliance development agreement to work collaboratively with Metrolinx to deliver the East Harbour Transit Hub: a new interchange station that is part of a broader transit-oriented community plan for Toronto. AtkinsRéalis is partnered with Bird under the Rail Connect (RC) Partners joint venture.
It was also announced that Hatch will be the lead design participant and will provide architectural, engineering, project management, and advisory services to support the project.
Under the alliance development agreement, services include optimizing the design solution, preparing detailed estimates for resources, costs and schedules, preparing a project proposal, finalizing the project Alliance agreement, and performing early works.
“The alliance development agreement represents a significant development for us in how we execute large projects without a fixed price contract model; we are thrilled to work closely with our alliance partners to apply this collaborative model to deliver an exciting new regional transportation hub,” said Ian L. Edwards, president and CEO, AtkinsRéalis. “We are proud to contribute to improving transportation links in the Greater Toronto Area and developing innovative solutions to improve accessibility for commuters.”
Officials say the The East Harbour Transit Hub will support local transit needs in the community and regional connectivity, through the incorporation of the GO Train, Ontario Line subway and future Toronto Transit Commission (TTC) light rail transit. Service levels planned as part of GO Expansion would see a GO train arriving as frequently as every five minutes.
According to Metrolinx, the project will use 40 km of existing GO rail corridors so that new rail stations are more convenient for neighbourhoods and major commercial areas.
Based on preliminary analysis, East Harbour Transit Hub is expected to bring about 100,000 daily riders, with an approximately even split between East Harbour customers using the Ontario Line and SmartTrack GO Station.
Some of the project benefits include:
Concourse area with customer amenities and accessible drop off;
Connections to the future Broadview Ave extension.
GO platforms for local and express train service, complete with elevators.
Access to GO trains, the future Ontario Line subway and future TTC light rail transit in one location.
A multi-use path and trail bridge and landings over the Don River
Eastern Avenue Bridge reconstruction to support both GO transit and the new Ontario Line subway.
Single train connection to Pickering, Whitby, and Oshawa as well as destinations such as Mississauga, Oakville and Hamilton.
Key Takeaways:
Samsung Heavy Industries (SHI) and Black & Veatch have been selected to provide engineering, procurement and construction for the design, fabrication and delivery of the project’s floating LNG production unit
Project officials say a final investment decision is expected by the end of the first quarter of 2024.
Onshore construction work for the project could commence as early as the second quarter 2024, with the delivery of the FLNG and substantial completion expected in 2028.
The Whole Story:
The Haisla Nation and Pembina Pipeline Corporation, partners in the development of the proposed Cedar LNG Project, announced Samsung Heavy Industries (SHI) and Black & Veatch have been selected to provide engineering, procurement and construction for the design, fabrication and delivery of the project’s floating LNG production unit (FLNG), subject to a Final Investment Decision (FID).
“This is a critical milestone on our path towards a FID for Cedar LNG, the first Indigenous majority-owned LNG project in the world,” said Doug Arnell, Cedar LNG CEO. “We have secured world-class FLNG expertise and look forward to working with SHI and Black & Veatch to build an LNG facility with one of the cleanest environmental profiles in the world that will usher in a new era of low carbon, sustainable LNG production.”
Cedar LNG now has major regulatory approvals and signed memorandums of understanding for long-term liquefaction services for the project’s total LNG capacity. Officials say the project is now at an advanced stage of planning and development with a FID expected by the end of the first quarter 2024. However, early last year, Cedar LNG stated that it was anticipating a FID in the third quarter of 2023.
Subject to a positive FID, onshore construction work for the project could commence as early as the second quarter 2024, with the delivery of the FLNG and substantial completion expected in 2028.
The Cedar LNG Project is a partnership between the Haisla Nation and Pembina Pipeline Corporation to develop a floating liquefied natural gas facility in Kitimat, B.C. within the traditional territory of the Haisla Nation. Cedar LNG will be powered by renewable electricity from BC Hydro, making it one of the lowest carbon intensity LNG facilities in the world.
An artist’s Rendering shows the proposed facility and docked LNG carrier. – Cedar LNG
Key Takeaways:
Originally, the $5.7 billion project was scheduled for completion in November 2024 with opening anticipated by the end of that year.
The new completion date is September 2025 and the updated overall contract value is $6.4 billion.
The project team stated that the delays were due the unique COVID-19 restrictions the project had, as the site is in Canada and the U.S.
The Whole Story:
The Gordie Howe International Bridge has been delayed by 10 months and its costs have shot up $700 million.
The Gordie Howe International Bridge project team announced a new completion and opening timeline. Construction completion is planned for September 2025 with the first vehicles expected to travel across the bridge that fall.
Originally, the $5.7 billion project was scheduled for completion in November 2024 with opening anticipated by the end of that year. However, the team stated that the project experienced “unprecedented disruptions” as a result of the COVID-19 global pandemic. They added that the disruptions were even more prevalent for the Gordie Howe International Bridge project given the differing applicable restrictions in the U.S. and Canada, combined with the ramping up of construction activities in early 2020.
An aerial photo shows progress on the bridge from the U.S. side in September 2023.
“After a three-year pandemic and considering the size and complexity of the Gordie Howe International Bridge project, our project team is pleased that the impact to the construction schedule is limited to only 10 months beyond the original contracted completion date and that we could agree on a reasonable adjustment to the contract value,” explained Charl van Niekerk, CEO, Windsor-Detroit Bridge Authority. “With safety as our top priority, we will continue to work together to deliver this much needed infrastructure to the thousands of eager travellers ready to cross North America’s longest cable-stayed bridge.”
The public-private partnerships (P3) contract between Windsor-Detroit Bridge Authority (WDBA) and Bridging North America (BNA) provides for the schedule and cost impacts of certain risks to be shared. As a result, WDBA and BNA have agreed to amend the contract to include the new September 2025 construction completion date, new measures to ensure this date is achieved, and an updated overall contract value of $6.4 billion.
According to the project team, the new timeline is achievable without compromising quality, and the health and safety of workers.
Recognizing that an extended construction period impacts the project host communities, WDBA has budgeted for a one-year extension of the Gordie Howe International Bridge Community Benefits Plan. With $3 million to be divided equally between Canada and the U.S. and expended over the 2025-2026 fiscal year, residents and business owners in Sandwich/west Windsor and Delray/Southwest Detroit will see positive outcomes from further regional investments. Additional details on the approach to allocating this funding will be shared later in 2024.
Beginning in March 2020 and over the remainder of the pandemic, various governments, including the Governments of Ontario and the State of Michigan, issued hundreds of emergency and executive orders that applied to the Gordie Howe International Bridge project resulting in schedule and cost relief that is contemplated in the Project Agreement between WDBA and BNA.
Over 2022 and 2023, the project team says it was able to make significant progress on bridge and road deck construction, stay cable installation and port of entry facilities which helped drive the overall construction schedule.
In 2024, the public can expect to see the bridge deck connect over the Detroit River and the last of the 216 stay cables installed, as well as the completion of the POE agency buildings and the concrete for the I-75 ramps.
Following construction completion, the project team will finalize operating processes and testing to fully prepare the facilities for traffic crossing the border starting in fall 2025.
Key Takeaways:
The City of Winnipeg is one of the latest cities to strike a deal the Housing Accelerator Fund.
The fund will provide the city with $122M to implement a seven-point plan.
The plan includes zoning changes, incentive programs, creating a land enhancement office and creating a city concierge for affordable housing.
The Whole Story:
The Government of Canada and the City of Winnipeg have reached an agreement to fast track 3,166 housing units over the next three years. Officials say this will help fast-track the construction of more than 15,000 homes over the next decade.
The agreement under the Housing Accelerator Fund (HAF), will provide $122 million to eliminate barriers to building the housing. Winnipeg’s Action Plan commits to seven local initiatives that enable a variety of housing forms and densities.
The funding will allow for rapid zoning by-law amendments and amendments to local area plans. It will support incentive programs promoting multi-family housing downtown and on corridors, the establishment of a land enhancement office, and the creation of a city concierge for affordable housing. It will also provide infrastructure support to increase residential development and digitize and facilitate faster development and permit approvals.
HAF’s goal is to help cut red tape and fast track at least 100,000 permitted new homes over the first three years, which cities and regions estimate will lead to the creation of over 250,000 permitted new homes for people in towns, cities, and Indigenous communities across Canada over the next decade.
It asks for innovative action plans from local governments, and once approved, provides upfront funding to ensure the timely building of new homes, as well as additional funds upon delivering results. Local governments are encouraged to think big and be bold in their approaches, which could include accelerating project timelines, allowing increased housing density, and encouraging affordable housing units.
“Today’s announcement will help fast track 3,166 homes in the next three years and over 15,000 homes over the next decade,” said Sean Fraser, minister of housing. “By working with cities, mayors, and all levels of government, we are helping to get more homes built for Canadians at prices they can afford.”
Key Takeaways:
A new cancer care clinic has opened at Richmond Hospital.
It is part of the first phase of a $861-million upgrade to the facility.
Phase 2 of the updates to Richmond Hospital begins in spring 2024 with the issuing of a request for qualifications (RFQ) for the new Yurkovich Family Pavilion.
The entire project is expected to be complete in 2031.
The Whole Story:
A newly refurbished and relocated cancer care clinic has opened at Richmond Hospital. It’s just one part of a larger, $861-million upgrade for the entire facility.
“The opening of the modernized cancer clinic marks a significant milestone toward strengthening our public health-care system and connecting people with the care they need in their own communities,” said Adrian Dix, Minister of Health. “The cancer clinic is part of the Richmond Hospital redevelopment project and is an example of work being done across the province to upgrade or expand hospitals, empowering health-care workers to continue to deliver people-focused services and high-quality care.”
With work on Phase 1 well underway, renovations are wrapping up on the ground floor of the Milan Ilich Pavilion. They include the updated cancer-care clinic, which opened to patients on Nov. 27, 2023. It has two additional examination rooms and care bays, as well as a clinical teaching room.
Officials explained that the Richmond Hospital cancer-care clinic is leading a transformative approach to cancer care through the innovative Remote Symptom Monitoring (RSM) system. According to the province, the RSM will help provide timely access to clinicians and reduce reliance on emergency department visits for manageable symptoms. Enrolment to the system began in early December 2023.
Phase 2 of the updates to Richmond Hospital begins in spring 2024 with the issuing of a request for qualifications (RFQ) for the new Yurkovich Family Pavilion. Through the RFQ process, Vancouver Coastal Health will identify builders who will be invited to participate in a competitive request for proposals process. This stage will determine who will be chosen to lead design and construction.
The pavilion will house an emergency department with 86 spaces, increased from 62, and add three operating rooms for a total of 11. The nine-floor facility’s pre- and post-surgical care spaces will grow from 26 to 69. The Pavilion will also contain an intensive-care unit, a fully equipped medical imaging department with four CT scanners and two MRI machines, a pharmacy, and short-stay pediatrics.
Phase 3 of the project includes renovations to the south tower to create new in-patient psychiatry and psychiatric assessment units so existing services will be in one location and brought up to modern standards. The south tower will also have a maternity ward and neonatal intensive-care unit. The entire project is expected to be complete in 2031.
The cost of the project is approximately $861 million and will be shared by the provincial government through Vancouver Coastal Health and Richmond Hospital Foundation.
Richmond Hospital opened in 1966 and has 240 beds that serve Richmond, South Vancouver and Delta, as well as people using Vancouver International Airport and BC Ferries facilities. The six-floor north tower is home to surgical suites, medical imaging, a pharmacy, as well as administrative, academic and support services. The hospital redevelopment project is the largest health-care investment in Richmond’s history.
Key Takeaways:
Bird has signed five new contracts that total over $530 million.
The awarded contracts include a large manufacturing facility, the Kakabeka Falls Generating Station Life Extension Project, two contracts for large energy clients, and a 13-storey modular tower in B.C.
Bird says it plans to execute the projects with a focus on collaboration
The Whole Story:
Bird Construction has signed five new contracts that total over $530 million.
The awarded contracts include a large manufacturing facility, the Kakabeka Falls Generating Station Life Extension Project, two contracts for large energy clients, and a 13-storey modular tower for BC Housing’s Permanent Supportive Housing Initiative.
Bird’s wholly owned subsidiary, Stuart Olson Industrial Constructors, has been contracted for the Kakabeka Falls Generating Station Life Extension Project by Ontario Power Generation (OPG) in a 50/50 joint venture.
Bird officials stated that this project aims to enhance the longevity and efficiency of the Kakabeka Falls Generating Station, situated on the Kaministiquia River near Thunder Bay. The station, comprising four hydroelectric generating units, will undergo upgrades to increase power output and extend its operational life, ensuring sustainable and reliable electricity generation for another 90 years. Bird’s role encompasses the design and installation of two new hydro generation units to replace the four existing generators, the construction of a new surge building and penstocks, and the rehabilitation of the existing powerhouse.
Bird says it plans to execute the projects with a focus on collaboration, employing Lean construction methods and leveraging its self-perform expertise in concrete, earthworks, and process mechanical and electrical services.
Bird was awarded a new project and a separate significant change order within an existing project with two long-term clients in the Wood Buffalo region of Alberta. The work is for site infrastructure and other project services, including concrete foundations, instrumentation and controls, as well as telecommunications, fibre optic, mechanical, and high and low voltage electrical services.
Bird was also awarded an additional construction management contract for a 13-storey modular tower for BC Housing’s Permanent Supportive Housing Initiative, located on West 8th Avenue in Vancouver, B.C. Awarded Canada’s tallest modular build earlier this year, this is Bird’s second multi-storey modular construction project design that will be delivered by its Stack Modular business.
The 13-storey modular project is part of the permanent supportive housing initiative between BC Housing, the City of Vancouver, and the Canada Mortgage and Housing Corporation (CMHC) to deliver a minimum of 300 permanent supportive homes on five city-owned sites.
“These awards reflect the success we are achieving in the diversification of our work program across Canada with our significant self-perform capabilities, strong project management, and forward-leaning accelerated construction solutions,” said Teri McKibbon, president and CEO of Bird. “Our continued ability to deliver critical projects across a range of sectors has solidified our reputation as a trusted partner. We look forward to further strengthening relationships with our clients, partners, and community stakeholders through our innovative and collaborative approach.”
Key Takeaways:
Plans have been approved to build a $638.3-million Clinical Support and Research Centre next to the new St. Paul’s Hospital site in Vancouver.
The project will feature a direct sky-bridge connection into St. Paul’s Hospital.
It will house specialty medical services in addition to extensive research facilities, corporate support and child care.
The Whole Story:
Vancouver’s massive St. Paul’s Hospital project just got even bigger.
Plans have been approved to design and build a $638.3-million state-of-the-art Clinical Support and Research Centre (CSRC) at the new St. Paul’s Hospital site.
“This new research centre will help define the future of medicine,” said Premier David Eby. “We are going to see scientific breakthroughs translated into real-world health care, delivering better services and treatments for patients. B.C. is becoming a global hub for life sciences and today’s announcement will help us to continue to attract the best scientists and researchers to our province, as well as doctors, nurses and other health-care professionals.”
Located near 1002 Station St., directly adjacent to the new St. Paul’s Hospital, the centre will be approximately 34,400 square metres (370,000 square feet) in size and connected with a sky-bridge to the St. Paul’s Hospital on the Jim Pattison Medical Campus, which is under construction.
“Clinical research and innovation are drivers of excellence in the health sector and lead to improved patient care and treatment,” said Adrian Dix, minister of health. “That’s why our government is investing in establishing a world-class research centre in the heart of the new St. Paul’s Hospital campus that will facilitate the translation of scientific innovation and research into day-to-day clinical practice, resulting in improved patient care and outcomes.”
Providence Health Care (PHC) and Providence Research operate several major research centres based at St. Paul’s Hospital and other surrounding locations. Once complete, the centre will be home to these key research centres, programs and disciplines at Providence as well as specialty physician practices to complement care provided in the hospital, allowing for an integrated health campus.
The new St. Paul’s in downtown Vancouver will be on a 7.4 hectare site at 1002 Station St. in the False Creek Flats. – Province of B.C.
“Centred around an innovation centre, and with a direct sky-bridge connection into St. Paul’s Hospital, the CSRC will include specialty medical services in addition to extensive research facilities, corporate support and child care,” said Fiona Dalton, president and chief executive officer, Providence Health Care. “This innovation hub will bring together patients, physicians, researchers and academic partners to create sustainable solutions to the challenges that face health and well-being across the world.”
The centre will also include infrastructure for emerging technology such as 3D bio-printing, research data and analytics, corporate services and a 49-space child care centre.
“The new Clinical Support and Research Centre is a significant addition to the new St. Paul’s Hospital and will bring B.C.-driven innovation closer to the patients who will need it the most,” said Brenda Bailey, Minister of Jobs, Economic Development and Innovation. “This step is part of B.C.’s Life Sciences and Biomanufacturing Strategy demonstrating that our province continues to be a global leader in life sciences and that we are transforming our vision into action.”
The total capital cost of the project is $638.3 million and will be cost-shared by the Province ($331.7 million), Providence Health Care ($215.6 million), St. Paul’s Foundation ($88 million), and ChildCare BC New Spaces Program ($3 million).
As the cornerstone of Vancouver’s newest hub for discovery and learning in the False Creek Flats, the CSRC will bolster B.C.’s life sciences community by attracting leading care providers, scientists and industry partners to deliver excellence in care, research and innovation.
Building the new centre is part of the StrongerBC Economic Plan’s Life Sciences and Biomanufacturing Strategy. The strategy outlines key actions developed in close consultation with industry and academia to position British Columbia as a global hub for life sciences and biomanufacturing, and as a leading centre for commercial-scale biopharmaceutical and medical manufacturing.
Here’s what progress happened at the new St. Paul’s Site this year:
Signed with partners to help implement exciting technologies, including BC’s first Care Coordination Centre and technology that will help patients check referrals and manage appointments.
Key Takeaways:
The 101-kilometre free-flowing Calgary Ring Road is now open to traffic.
The five-leg project has been under construction since 1999 and been in various stages of planning since the 1950s.
The final portion of the project was completed 10 months ahead of schedule by Calgary Safelink Partners, a joint venture that included Graham Construction, Carmacks Enterprises and VINCI Construction Geo Infrastructure.
The entire project required building 197 new bridges and 48 interchanges.
The Whole Story:
The Calgary Ring Road project, one of Alberta’s largest infrastructure projects ever, has come to a close after decades of planning and construction.
The project is one of the largest infrastructure undertakings in Calgary’s history and includes 197 new bridges and 48 interchanges. The fifth and final leg of the 101-kilometre free-flowing Calgary Ring Road is now open to traffic.
“Calgary’s ring road is a project that has been decades in the making and its completion is a real cause for celebration,” said Premier Danielle Smith. This has been an important project and our government got it done. With this final section completed, travelling just got a little easier for families and for workers. This will not only benefit Calgarians and residents in the metro region, it will provide a boost to our economy, as goods can be transported more easily across our province.”
Although construction of the entire ring road project began in 1999 under former premier Ralph Klein, discussions on a ring road around the City of Calgary began as early as the 1950s. In the late 1970s, under former premier Peter Lougheed, high-level planning and land acquisition started and a transportation utility corridor was established to make the Calgary Ring Road a reality.
A map from December 29, 1953, represents the earliest known regional road plan that includes a prototype ring road alignment. – City of Calgary
“The final section of the Calgary Ring Road is now complete, and I’d like to acknowledge the work done by former premiers and transportation ministers and their vision to build Alberta,” said Devin Dreeshen, minister of transportation and economic corridors. “I’m proud to announce that the final section was completed on budget and months ahead of schedule.”
Officials explained taht Opening the ring road means new travel options for Calgarians, which will draw traffic away from heavily travelled and congested roads such as the Deerfoot Trail, 16th Avenue, Glenmore Trail and Sarcee Trail. For commercial carriers, the ring road provides an efficient bypass route, saving time and money for the delivery and shipment of goods and services.
“The ring road investment generated thousands of local jobs and will now play an integral role in keeping Calgarians and the economy moving,” said Jyoti Gondek, Calgary mayor. “This important transportation link will ease congestion on city routes and greatly improve connectivity and access for businesses transporting goods.”
The province noted that the ring road is a critical component to growing economic corridors in Alberta and Western Canada, as it connects the Trans-Canada Highway to the east and west, and the Queen Elizabeth II Highway and Highway 2 to the north and south. It is also part of the CANAMEX corridor, which connects Alberta to the highway network in the United States and Mexico.
The final portion of the project was completed 10 months ahead of schedule by Calgary Safelink Partners, a joint venture that included Graham Construction, Carmacks Enterprises and VINCI Construction Geo Infrastructure.
“This achievement not only sets a new standard for major projects in the region but also stands as a testament to the remarkable efforts of our dedicated team,” said Graham’s team. “Completing this ring road project 10 months early is a win not just for the project but for Calgarians and the citizens of Alberta who will be able to utilize the entire Stoney Trail network. It demonstrates our commitment to delivering results that positively impact the community and the travelling public.”
The federal government has reached an agreement with the City of Vancouver to fast-track over 3,200 new housing units over the next three years.
Officials say the work will help spur the construction of more than 40,000 homes over the next decade.
Under the Housing Accelerator Fund, the agreement will provide almost $115 million to eliminate housing development barriers. It will allow for high density development including multiplexes and apartment buildings, help fast-track development processes, and build housing near public transit.
As part of the agreement, Vancouver will work to streamline re-zoning laws, expand affordable rental programs, cut red tape, and unlock non-market housing.
“Like so many cities across Canada, Vancouver needs more homes, and fast,” said Prime Minister Justin Trudeau. “That’s why we’re working with mayors across the country to cut red tape and change the way we build housing. Today’s announcement with Vancouver will help build more homes, faster, so that every Canadian has a good place to call their own.”
The Housing Accelerator Fund is meant to help cut red tape and fast track home construction across Canada. It asks for innovative action plans from local governments, and once approved, provides upfront funding to ensure the timely building of new homes, as well as additional funds upon delivering results. Local governments are encouraged to think big and be bold in their approaches, which could include accelerating project timelines, allowing increased housing density, and encouraging affordable housing units.
Key Takeaways:
True North Real Estate Development Limited (TNRED) and the Southern Chiefs’ Organization (SCO) are joining forces to collaborate on two major Winnipeg projects.
The projects are the Portage Place redevelopment and Wehwehneh Bahgahkinahgohn project.
The groups each noted that there are synergies between the two projects and they plan to work together to improve downtown Winnipeg.
The Whole Story:
True North Real Estate Development Limited (TNRED) and the Southern Chiefs’ Organization (SCO) have entered into a memorandum of understanding that will see new collaboration on two major downtown developments in Winnipeg: the Portage Place redevelopment and Wehwehneh Bahgahkinahgohn project.
TNRED and SCO stated that they will bring a shared focus on key downtown priorities including multi-family and affordable housing, healthcare, food security, and community spaces, along with the principles of reconciliation, inclusion, and building thriving communities.
The groups explained that The Wehwehneh Bahgahkinahgohn project, which will redevelop the downtown HBC Building, will be a place where economic and social opportunities are created, and First Nations heritage is celebrated. They added that the Portage Place redevelopment will complement this revitalization with a mandate to serve and reconnect north and south downtown Winnipeg neighbourhoods with public greenspaces, essential and community services, culture and arts, affordable housing, and a healthcare centre.
“Our collective vision for both the Wehwehneh Bahgahkinahgohn and Portage Place developments weaves together the many layers we believe are necessary for a successful downtown transformation,” said SCO Grand Chief Jerry Daniels. “Our innovative partnership demonstrates the benefit of respectful and collaborative dialogue to improve the urban health of downtown Winnipeg, creating a catalyst for others to follow from their respective communities and organizations at the local, provincial, and national level.”
A rendering shows part of the Portage Place redevelopment in Winnipeg. – SCO
Earlier this month, TNRED received approval for a six-month extension for its plan to buy and redevelop Portage Place. The two projects total nearly two million square feet of downtown development.
“As we have explored the avenues for social and economic opportunity through the Portage Place redevelopment, we have become increasingly more cognizant of the synergies with Wehwehneh Bahgahkinahgohn,” said TNRED President Jim Ludlow. “Together, we will bring forward thinking solutions to our collective pursuit of market and affordable housing, healthcare, Indigenous relations and reconciliation, and downtown revitalization to realize exponential social and economic benefit.”
Three teams have been invited to participate in the request for proposals (RFP) stage to design and construct the Highway 1 Jumping Creek to MacDonald Snowshed project.
The project is approximately 40 kilometres east of Revelstoke, B.C. Highway 1 will be widened to four lanes over a 2.6-kilometre section between the recently completed Illecillewaet project and the Jack MacDonald Snowshed.
Safety and reliability on this section of highway will be improved through inclusion of median and roadside barriers to reduce frequency and severity of collisions. The project also includes avalanche and rockfall mitigation measures.
After evaluating the request for qualifications submissions, the three teams selected to participate in the RFP are:
Following the evaluation of RFP submissions, the ministry will choose the project’s design-build team. It is expected that the team will be selected by the fall of 2024 with construction beginning by spring of 2025.
The total estimated project budget is $245 million. The Government of Canada is contributing $45 million as part of the New Building Canada Fund, with the province providing the remainder.
Key Takeaways:
The province’s capital process for school construction hasn’t been significantly updated since 2010.
Ontario says the changes will cut the average school construction timeline of 4-7 years in half.
The reforms include prioritizing shovel-ready projects, project agreements that lay out key milestones and delivery timelines, standardized designs, streamlined approvals and more.
The measures have been incorporated into this year’s Capital Priorities Program as well as through new regulation that takes effect December 31, 2023.
The Whole Story:
The Ontario government is introducing new measures to speed up school construction.
Officials say the changes will cut construction timelines by nearly 50% to meet the unprecedented pace of growth across the province.
In Ontario, the average school construction timeline is 4-7 years. The province stated that this is due to an “obsolete capital” process that has not been meaningfully overhauled since 2010.
Officials said the new process will be faster, more transparent, have accountability and prioritize shovel-ready projects.
School boards will follow a more streamlined process to identify and dispose of unused property, generate more revenue to reinvest back in schools, create schools in mixed-use buildings like condominiums and use existing buildings in their communities.
“As our government delivers on our promise to Build Ontario, ease the housing crisis and meet the expanding population need, it is vital that students have access to modern schools close to home,” said Stephen Lecce, minister of education. “It is no longer acceptable for schools to take a decade to be built, and that is why we are reforming the way schools are built by working with school boards to speed up the construction through design standardization, reduced approval requirements and increased transparency and accountability to ensure value for taxpayer dollars.”
The strategy overhauls the development, planning and building of schools so projects can be completed faster for the benefit of families in growing communities. Key reforms include:
Prioritizing shovel-ready projects and enhanced accountability requirements as school boards provide realistic project costs and timelines.
Strengthened accountability framework to reduce approval timelines and stronger project oversight with the introduction of project agreements that lay out key milestones and delivery timelines.
Standardizing designs of new schools to reduce school board planning time and mitigate scheduling delays.
Greater collaboration between school boards and municipalities to ensure planning and construction of schools is targeted to ongoing and future growth.
Reducing red tape with streamlined approval and reporting requirements on new school builds.
Effectively using space by supporting school boards in working together to operate schools in joint-use facilities between two or more boards within the same building, where appropriate, or as shared-use sites where a school is part of a larger building with multiple users, such as a school within a mixed-use condominium.
Identifying and disposing of unused surplus school board property at fair market value, first considering local school board pupil accommodation needs and then provincial priorities such as long-term care and affordable housing before being sold by school boards on the open market. School boards will continue to reinvest proceeds of disposition back into their school facilities.
The measures have been incorporated into this year’s Capital Priorities Program as well as through new regulation that takes effect December 31, 2023.
Key Takeaways:
The project includes linking Oregon, Washington State and B.C. with high-speed rail service.
It was one of seven high-speed rail projects to receive funding.
Project sponsors will now receive $500,000 to complete the first step of the Corridor ID program, which includes researching the scope, schedule, and cost estimate for preparing a service development plan (SDP) for a corridor.
The Whole Story:
America is investing in high-speed rail connections.
The Biden administration has announced US$6.1 billion in new funding for major passenger rail projects across the country, including Cascadia High-Speed Rail, a proposed high-speed rail corridor linking Oregon, Washington State and Vancouver.
The Cascadia project is one of many getting funding through Corridor ID, a new planning program established by President Joe Biden’s Bipartisan Infrastructure Law. Its inaugural round includes upgrades to 15 existing rail routes, additions or extended service on 47 new routes, and advancing 7 new high-speed rail projects.
The proposed corridor would connect Vancouver, B.C. to Portland, Ore. via Seattle, Wash. with a potential future extension south to Eugene, Ore. The proposed corridor would provide new high-speed rail service on a new alignment.
The program defines high-speed rail as services planned to operate at speeds of up to 186 mph or greater, primarily or solely on new, dedicated alignment.
For each selected corridor, the Federal Railroad Administration (FRA) initially awards the grantee $500,000 for eligible activities related to the initiation of a grantee’s corridor development. This includes the development of a scope, schedule, and cost estimate for preparing a service development plan (SDP) for a corridor. For Cascadia, the funds will go to the Washington State Department of Transportation.
According to program documents, upon the FRA’s determination that the grantee has successfully completed Step 1, they will award the grantee funds for Step 2 activities. This includes preparing a service development plan, which determines and documents how the corridor will be implemented. This plan must detail all the capital projects necessary to achieve the proposed service. FRA will determine the funding amount for Step 2 based on the cost estimate developed in Step 1.
Step 3 of the program includes the project development work required to make a corridor ready for final design and construction.
Other high-speed rail projects that received funding to go ahead with Step 1 activities include:
Amtrak Texas High-Speed Rail Corridor
The proposed corridor would connect Dallas and Houston in Texas with a new, dedicated and grade-separated high-speed passenger rail service. The proposed corridor would provide new service on a new alignment, with station stops in Dallas, Brazos Valley, and Houston.
Brightline West High-Speed Corridor
This corridor in California would connect Rancho Cucamonga to Las Vegas, Nev., providing new service on a new high-speed rail alignment with intermediate stops at Hesperia and Victorville, Calif.
Charlotte, North Carolina, to Atlanta, Georgia, Corridor
The proposed corridor would provide new service on a new high-speed rail alignment between Charlotte, N.C., and Atlanta, Ga., with potential intermediate stops including Greenville-Spartanburg International Airport in South Carolina and Augusta and Athens, Ga., then serving a downtown Atlanta station and terminating at Atlanta’s Hartsfield-Jackson International Airport, the world’s busiest airport.
Fort Worth to Houston High-Speed Rail Corridor
The proposed corridor would connect Fort Worth, Dallas, and Houston, Texas, with a new high- speed passenger rail service. The proposed corridor would provide new service on a new alignment, with station stops in Fort Worth, Arlington, Dallas, Brazos Valley, and Houston.
High Desert Intercity High-Speed Rail Corridor
This proposed corridor would connect Victor Valley to Palmdale, Calif. The proposed corridor would provide new high-speed rail service on a new alignment, serving to link two other highspeed rail lines under development: Brightline West and California High Speed Rail Phase 1.
Key Takeaways:
The Crown Corporation currently has $46 billion in work currently under construction and more than $35 billion in procurement/pre-procurement.
Officials say that have had to adjust their practices and timelines due to feed back from the industry and volatile market conditions.
Since the last update in March, Infrastructure Ontario reached substantial completion on three projects.
The Whole Story:
Infrastructure Ontario’s (IO) latest Market Update shows it has more than $35 billion in pre-procurement and active procurement work currently on the go despite “volatile” conditions.
The Crown Corporation’s update includes a listing of 31 projects in pre-procurement and active procurement totalling more than $35 billion in estimated design and construction costs.
December’s list also includes 20 government-announced projects in the initial stages of planning, for which scope, timing and delivery model are still being determined. Since its last update in March, three projects in IO’s pipeline have advanced to construction, and three projects have been added in the justice, tourism and culture sectors.
Since 2020, IO has brought 30 projects to market, began construction on 24 projects and achieved substantial completion of 30 projects. In just the last four years, it has completed eleven hospitals, six justice facilities, and ten transit and transportation projects.
Officials stated that they saw “excellent competition” in all but one or two of IO’s largest hospital projects during the “tumultuous time”. The total value of contracts currently in construction is approximately $43 billion, not including the three Progressive P3 hospital projects in Mississauga, Ottawa, and Moosonee for which IO has now identified a development partner.
Michael Lindsay, president and CEO of IO, explained that the organization has recently had to make significant changes due to changing conditions and feedback from the industry.
“That dialogue has led directly to a number of substantive changes to our timelines, our contract models, and our approach to capital delivery,” he said. “We continue to be very deliberate and transparent about the staging/timing of our projects – taking note of market feedback about when to bring projects to market in order to secure the most robust competition. We continue to deploy a broad set of contract forms – selecting the model which is most appropriate to the size, complexity, and risks of a given project.”
Lindsay noted that for some projects included in the update, IO is still working to determine the right procurement approach and models and will communicate those changes as soon as possible in the new year.
“We recognize that there is a greater volatility associated with model selection than has been our historic trend,” he said. “We trust that market partners will recognize that this is driven by the volatility we are collectively observing within our industry.”
IO will also be working closely with ministry partners for projects in earlier stages of planning to identify opportunities for greater standardization of design, which they expect will streamline the planning process and improve project outcomes.
Lindsay cited three recent examples of the public sector and private sector working together in Ontario to deliver critical projects:
In August, IO launched the first competitive process of its kind in Canada to select a qualified Satellite Internet Service Provider (Satellite ISP) to deliver satellite internet service to the province.
Last month, Ontario’s Minister of Infrastructure Kinga Surma also announced the next wave of IO’s Transit-Oriented Community sites.
IO says it is looking forward to working with two new service providers in 2024 who will manage Ontario’s real estate portfolio (our Real Property Services program) and project manage many high complexity projects with a value of up to $20 million (our Project Management Service Provider, or PMSP).
LIndsay noted that espite extremely tight timelines, the team and IO’s partners successfully moved enough earth to fill Rogers Centre while conducting site preparation work for the Volkswagen EV battery plant in St. Thomas. Crews were able to finish this work ahead of their deadline so VW can begin building in the new year.
The update also saw substantial completion on three major projects:
GO Expansion — Stouffville Corridor
Highway 401 Expansion
West Park Healthcare Centre
IO added that as its new Progressive P3s advance, they are working with development partners on all three hospital projects: (Weeneebayko Area Health Authority Redevelopment, Trillium Health Partners Broader Redevelopment — Peter Gilgan Mississauga Hospital, and the Ottawa Hospital Civic Campus Redevelopment) before proceeding with a fixed-price contract.
Key Takeaways:
The project team plans to build a mixed-use community of up to 1,500 homes, plus over 100,000 square-feet of retail, office space, and other commercial uses.
The developers are Stryke Group and Tien Sher Group.
Penticton has approved zoning amendments for the project and the developers have acquired the 10- acre parcel where it will be built.
The Whole Story:
A massive real estate transaction has been finalized in Penticton, B.C., paving the way for an $800-million mixed-use community project.
“I am very excited to share that we have officially closed on the acquisition of this 10-acre parcel, the largest commercial sale of 2023 in the Okanagan,” said Rocky Sethi, managing director of Stryke Group. “This rare site features an incredible location, adjacent to Penticton Regional Hospital, and provides the opportunity to develop a truly innovative community, in phases with multiple uses which help ensure the success of the project long term, despite the economic headwinds.”
Sethi explained that the team’s vision is to bring forward a master planned, mixed use community of up to 1,500 homes, plus over 100,000 square-feet of retail, office space, and other commercial uses. They are working with Tien Sher Group, another lower mainland developer, on the project. They are being backed by Valley First, a division of First West Credit Union.
“Over the next 10 years, we will invest upwards of $800 million into this project, delivering much needed civic infrastructure upgrades, and over $2M in DCCs. The economic benefit of this project will include the creation of hundreds of local jobs during construction and space for upwards of 300 permanent workers on site at full build out.
In October, council unanimously approved an Official Community Plan (OCP) amendment for this industrial-zoned site to allow the mixed-use development.
The first phase of the project includes building a Class A office building and pedestrian-oriented retail.Future phases will include hotels, seniors housing and more.
Key Takeaways:
The company is planning over $300 million in store renovations this fiscal year.
This work includes creating Walmart Canada’s future flagship store in Ontario.
These investments mark the midpoint in the five-year timeframe of the retailer’s major $3.5 billion investment in store infrastructure and customer experience transformation.
The Whole Story:
Walmart Canada is investing nearly $1 billion this fiscal year as part of a multi-year modernization plan.
This includes unveiling its “Store of the Future” in Mississauga, Ont., including the first Walmart Health hub in Canada, and investing over $300 million in store remodels and renovations.
These investments mark the midpoint in the five-year timeframe of the retailer’s major $3.5 billion investment in store infrastructure and customer experience transformation, first announced in July 2020.
“Walmart Canada has an ambition to be the most trusted retailer for Canadians. This is what we’ve worked towards for the last 30 years and it’s why we continue to invest, including nearly $1 billion this year, to build an even more efficient, consistent and reliable omnichannel experience for Canadians,” said Gonzalo Gebara, president and CEO, Walmart Canada. “We’re excited to welcome our customers into our modernized stores and for them to experience the future of Walmart Canada, no matter how they choose to shop with us.”
Store of the Future
Walmart Canada’s future flagship location, the Square One Walmart Supercentre in Mississauga, Ont. is the retailer’s largest store by square foot and one of its largest capital investments in a single store.
With improvements already underway, this Store of the Future will act as a prototype for omnichannel retail innovation.
This includes creating “immersive retail experiences”. This transformation will begin in electronics where traditional product cases will be replaced by open displays allowing for hands-on interactions. Customers will be able to see product availability in real-time, scan a QR code to place their order and experience immediate on-site delivery by an associate, facilitated by automation.
New Walmart Health Hub will centralize pharmacy, vision centre and medical clinic into one area.
An expanded omnichannel operations area provides dedicated space for associates to pick, pack and stage customer orders- creating more availability for pickup and delivery slots for customers.
Modernizing the in-store experience
Walmart Canada will upgrade and modernize 55 stores across the country this year to improve customer experience, including 20 extensive refurbishments. Stores in Rexdale, Mississauga (Erin Mills, Square One) and Newmarket in Ontario; Kirkland and Montreal Nord in Quebec and Kamloops in British Columbia will experience the most significant transformations.
Significant updates to 20 stores across the country this year will include changes such as:
Clearer navigation, new aisle markers and enhanced customer-facing signage.
A focus on sustainability, including transitioning to CO2, a more environmentally-preferable refrigerant.
Updated Fresh departments, providing customers with a larger produce area and expanded assortment.
Enhanced support for omnichannel experience, including more dedicated space to pack and prepare customer orders and improved technology.
In August, the retailer also opened a brand new, 140,000 square-foot Supercentre in Montreal, Que.’s Marché Central shopping centre.
This year’s investments also support new e-commerce-ready facilities, including the Rocky View County Fulfillment Centre, which opened June 2023 in Alberta. This facility is capable of shipping 20 million items annually direct to customers.
