Category: Projects

Key Takeaways:

• The investment will allow for an energy-efficient, end-to-end manufacturing process and will significantly increase production capacity, including for electric vehicle (EV) and all-terrain tires.
• The project is expected to create 200 new manufacturing jobs by 2027 and secure over 1,000 existing jobs in Napanee.
• Founded in 1898, Goodyear is one of the world’s largest tire companies. It employs about 71,000 people and manufactures its products in 54 facilities across 21 countries around the world.

The Whole Story:

Goodyear has announced a $575-million project to modernize and expand its plant in Napanee, Ontario. The investment will help Goodyear create an energy-efficient, end-to-end manufacturing process and increase its production capacity, including EV and all-terrain tires.

The project will create 200 new manufacturing jobs by 2027 and secure more than 1,000 jobs in Napanee. This project is expected to get the Goodyear Napanee plant to net-zero emissions by 2040, helping achieve Canada’s goal of a net-zero economy by 2050.

“Goodyear Canada’s investment is another significant boost to Ontario’s growing electric vehicle sector, building on the billions of dollars that have been invested in the sector over the past four years,” said Ontario Premier Doug Ford. “Across Ontario, we’re seeing major investments and new jobs created as we build out our end-to-end EV supply chain, connecting critical minerals in Northern Ontario to world-class manufacturing across the province. Companies are choosing Ontario because of our transportation infrastructure, our competitive business environment and our skilled workforce.”

Goodyear Canada Inc. will receive federal funding of up to $44.3 million from the Strategic Innovation Fund for this expansion project.

“Companies from across the world are choosing Canada,” said Prime Minister Justin Trudeau. “Today’s announcement that Goodyear is modernizing its Napanee plant will create manufacturing jobs, grow our EV industry and use modern technology to keep our air clean. It’s another vote of confidence in Canada’s auto sector workers.”

The Government of Ontario, through Invest Ontario, will contribute $20 million to support key components of the project, including the implementation of innovative technologies and skills training programs.

“Today’s announcement reinforces our long-term commitment to Canada and enhances our agility and flexibility, positioning Goodyear to meet the evolving needs of our customers now and in the future,” said Mark Stewart, CEO and president, Goodyear. “We are appreciative to the federal, provincial and local governments for their support and to our Napanee associates for their dedication to building the next generation of tires.”

The project is also supported by incentives from the Town of Greater Napanee, the Township of Stone Mills and the County of Lennox and Addington, as a result of a newly launched Community Improvement Plan. This project will take place on the same land as Goodyear Canada’s existing facility in Napanee. The modernized facility will reduce greenhouse gas emissions at Goodyear Canada’s Napanee facility by 10% by 2030 and by 100% by 2040.

Founded in 1898, Goodyear is one of the world’s largest tire companies. It employs about 71,000 people and manufactures its products in 54 facilities across 21 countries around the world.
Canada’s automotive sector builds more than 1.5 million vehicles each year – one every 21 seconds. It supports nearly 550,000 direct and indirect jobs, contributed $18 billion to Canada’s gross domestic product in 2023 and is one of the country’s largest export industries.

Builders are helping Canadians across the country stay cool this summer. We decided to round up all the biggest, most interesting pool projects. This includes new builds, recent renovations and more. Let’s dive in!

Kitsilano Pool Restoration

Kitsilano Pool, a cherished Vancouver landmark, received a much-needed restoration this summer thanks to a swift repair project. Facing closure due to numerous issues like slab uplift, pipe failures, and water loss, the City fast-tracked repairs in July 2024. Crews tackled the 50-year-old pool’s deteriorating components, including the pool membrane and concrete structure. The project aimed to ensure Kitsilano Pool’s continued operation for future summers, allowing residents to cool off and enjoy this iconic saltwater pool near the beach.

Spani Outdoor Pool Renewal / Coquitlam, B.C.:

A revitalized outdoor pool experience is on the way for Coquitlam swimmers for summer 2024 with the completion of the Spani Outdoor Pool Renewal project. This major renovation tackles a beloved but aging facility, originally built over 50 years ago. Construction began in spring 2023 and aims to breathe new life into the pool while prioritizing accessibility and sustainability. The project encompasses the refurbishment of the existing eight-lane, 25-meter competition pool and dive tank. Additionally, a new accessible ramp will be incorporated, ensuring everyone can enjoy the aquatic offerings.Sustainability also takes center stage, with the project implementing eco-friendly technologies to promote energy efficiency.

Riverside South Recreation Complex / Ottawa, Ont.

Ottawa residents in Riverside South can look forward to a brand new recreation complex as part of the city’s 2024 draft budget. The $66.4 million project is slated for construction between 2026 and 2031, bringing much-needed aquatic and recreational facilities to the growing community. The complex will boast a new 25-meter pool, a leisure pool ideal for families and young children, two new ice rinks, and a spacious gymnasium. This multi-use facility will provide residents with a variety of options for leisure activities, fitness programs, and community events.

Canada Games Aquatic Centre in Kamloops, B.C.:

The Canada Games Aquatic Center (CGAC) in Kamloops, British Columbia underwent a major renovation and rehabilitation project, the first of its kind in the province to use an Integrated Project Delivery (IPD) agreement. This $14.2 million project not only modernized the city’s main indoor pool but also achieved a remarkable 97% diversion of construction waste from landfill and reinvested $1 million in savings back into the project.

Major aquatic facility / Ottawa, Ont.

Ottawa’s 2024 draft budget allocates $3.9 million to begin development on a new, large-scale aquatic center. This facility is planned to be a major aquatic hub for the city, boasting a competition-ready 50-meter pool. The center will cater to both competitive and recreational swimmers by adhering to current aquatic sports standards. Designed to host national aquatic events, the center has the potential to become a focal point for aquatic competitions in Ottawa. While the initial allocation jumpstarts the project, the draft budget also includes plans for an additional $35 million to be spent in 2025, suggesting a multi-year construction timeline. 

Burnaby Lake pool / Burnaby, B.C.

Burnaby Lake is getting a new pool and arena complex after years of delays and budget adjustments. Construction is set to begin this July following council approval of a $252.9 million contract with Ventana Construction. This price tag is higher than originally planned, but significant reductions in building size helped bring the project closer to its initial budget. The new complex will replace the aging C.G. Brown Pool and Burnaby Lake Arena.

Harry Bailey Aquatic Centre / Saskatoon, Sask.

Saskatoon’s Harry Bailey Aquatic Centre is undergoing a major renovation project to address aging infrastructure and improve accessibility. Originally built in 1976, the pool suffered from leaking basins, outdated mechanics, and energy inefficiency. The project encompasses upgrades to the competition and leisure pools, washrooms and change rooms, building systems, and the roof. Accessibility features and energy-saving measures are a priority. The project faced initial setbacks due to bids exceeding budget, but a revised scope and additional funding secured a construction start in July 2024. 

Key Takeaways:

• The City has identified additional urgent repairs for the Bearspaw South Feeder Main, informed by recent PipeDiver device results and ongoing acoustic monitoring.
• These repairs must be completed by the end of September to prevent potential water system failures.
• To facilitate the repairs, the South Bearspaw Feeder Main will be shut down from August 26 to the end of September, necessitating Stage 4 Outdoor Water Restrictions and a request for residents and businesses to significantly reduce non-essential water use.
• Officials are currently developing a rehabilitation plan, with reinforced concrete encasement being the preferred method.
• The majority of the repair work will occur along 33 Avenue N.W., with potential additional repairs on Parkdale Boulevard and 16 Avenue N.W.

The Whole Story:

Calgary’s water woes have not yet dried up.

The city has announced that, based on new information, additional urgent repairs are needed to the Bearspaw South Feeder Main.

The conclusion is based on analysis of the recent results from the city’s PipeDiver device, combined with previous testing and ongoing acoustic monitoring. Officials noted that while this is not an emergency situation like the city experienced in June, the new data has uncovered additional points in the pipe where urgent repair work is needed by the end of September.

“This news is not what any of us wanted to hear,” said Mayor Jyoti Gondek. “However, I am grateful that we have the PipeDiver results. That important information is allowing us to immediately act to protect our water system against potential breaks. To everyone in the Calgary region, particularly residents and businesses in Bowness and Montgomery, I understand how much this impacts your lives. You have my word that we will continue to do everything we can to improve the stability and security of water in our city.”

Timing is crucial for managing Calgary’s water supply through the winter. Calgary sources its water from the Bow and Elbow Rivers. The Bearspaw Water Treatment Plant draws water from the Bow River, while the Glenmore Water Treatment Plant sources from the Elbow River. During spring and summer, river flows are higher due to rainfall and snowmelt in the mountains. In late fall and winter, the city relies on the Glenmore Reservoir as its water “bank,” drawing it down as flows on the Elbow River decrease. The repairs need to be completed while the flow is still high enough to refill the Reservoir for winter.

Repair work and timing

To facilitate these urgent repairs, crews will need to shut down the South Bearspaw Feeder Main and stop the flow of water through it between August 26 and the end of September.

During this time, the city will return to Stage 4 Outdoor Water Restrictions and officials will also be asking Calgarians and businesses to limit their non-essential indoor water use to reduce the strain on rivers and water treatment plants while work is underway.

Residents will be asked to take three specific actions: taking three-minute showers, skipping flushes where possible, and only running full loads of laundry and dishes. Businesses will be asked to aim to reduce indoor water use by 25%. No businesses will be asked to close unless absolutely necessary. The City of Calgary will also be reducing its non-essential water use.

“We understand that water restrictions play a major role in the day-to-day life of Calgarians, and we want to thank you for your continued support as we rehabilitate the Bearspaw South Feeder Main together,” said Michael Thompson, general manager, infrastructure services. “These urgent repairs are required to proactively support the stability of our water system. We are committed to getting the required repairs completed to keep water flowing safely to you.”

Next steps

The majority of this work will take place along a section of 33 Avenue N.W. There will also likely be a repair required on Parkdale Boulevard, and crews may also perform some additional repairs on 16 Avenue N.W. The precise locations and extent of these repairs will be communicated in the coming weeks as officials learn more information. The city will communicate directly with impacted residents and businesses in the area as construction plans evolve.

Officials are currently developing a rehabilitation plan, with reinforced concrete encasement being the preferred method. This involves exposing the pipe through excavation, constructing an exterior reinforcing steel cage, pouring concrete and backfilling the excavation. Although this method does not involve removing pipe segments, the pipe must be taken out of service due to the water pressure and to ensure worker safety. The city also has contingency plans in place should it encounter additional issues, and officials say they are prepared to respond rapidly.

For now, Calgary remains in Stage 1 Outdoor Water Restrictions until work begins the week of August 26. The city will have teams working 24 hours a day, seven days a week to restore water service to Calgarians as safely and quickly as possible.

The crisis began with a major break in a feeder main on June 5 which is one of Calgary’s most important water supply lines. This break caused extensive flooding and disrupted the water supply to approximately 1.2 million residents.

Key Takeaways:

• The budget for Calgary’s Green Line Phase 1 project has increased to $6.248 billion, up from $5.543 billion in 2020.
• To address cost escalations, the scope has been reduced, with construction focusing on the core segment from Lynnwood/Millican to Eau Claire, deferring other sections until additional funding is secured.
• The project will shift from a Design-Build-Finance contracting strategy to a multi-contracting strategy, anticipated to save around $600 million.

The Whole Story:

Calgary’s Green line project budget has increased and its scope has been cut in response to concerns over cost escalations.

Calgary City Council has approved a revised Green Line Phase 1 project scope, capital funding request and delivery model, as recommended by the Green Line Board, to ensure construction can begin while addressing cost inflation.

Officials stated that to respond to rising costs and potential future escalations, the board’s recommendations were based on both the extensive work undertaken to reduce costs through value engineering and design optimization and the direct outcomes of contractor negotiations during the Development Phase. 

Green Line main construction for Phase 1 will now begin by building the core from Lynnwood/Millican in the southeast to Eau Claire downtown, connecting into the existing Red and Blue LRT lines. Construction of the remainder of the Council-approved Phase 1 south to Shepard, as well as any future extensions north or south, will proceed when additional funding is in place. This decision will allow for new Bus Rapid Transit (BRT) and bus service in the southeast to provide connections into the LRT, contributing to the projected opening day ridership of approximately 32,000 Calgarians.

Council also approved deferring construction of the Centre Street S. station and shifting the 4 Street S.E. station near Stampede Park from underground to street level, to better facilitate future regional transit connections and integration with the planned “Grand Central Station”.

“The Board is confident that revising the construction phasing for Phase 1, building from Lynnwood/Millican to Eau Claire, is the best approach to control costs, mitigate risks and build the critical core of Green Line” shared Don Fairbairn, Chair, Green Line Board. “We appreciate that some Calgarians will be disappointed that they will have to wait longer for the new LRT service to reach their community but starting construction will lay a foundation for Calgary’s sustained growth and ensure the long-term benefits of housing, connectivity and ridership can be maximized.”

Officials stated that through extensive efforts during the development phase, significant cost savings were created. However, without additional funding from the province and federal government for this first phase, the city will increase its investment in the Green Line by contributing $705 million to build the core of Phase 1 at a total new project cost of $6,248 billion, up from the approved budget of $5,543 billion in 2020.

“Today’s decision is more than a decade in the making and sets Calgary up for success for years to come, especially at a time when we are the fastest growing city in the nation. The Green Line is a critical piece of transportation infrastructure that demonstrates all three orders of government are focused on collaboration and cooperation to get megaprojects moving” said Mayor Jyoti Gondek.

Current City of Calgary capital investments and municipal property taxes in 2025 will not be impacted by the increased investment in Green Line.

Aligning with current market dynamics, a change from the Design-Build-Finance (DBF) contracting strategy to a multi-contracting strategy was also approved. This change is expected to save approximately $600 million and allow Green Line to execute contracts on individually negotiated scopes of work.

Phase 1 of Green Line LRT is the largest infrastructure investment in Calgary’s history. The more than $1.4 billion spent to date included $350 million in land acquisition, $400 million in enabling works such as the utility upgrades nearing completion in the Beltline and downtown and the new fleet of low-floor light rail vehicles, scheduled to begin arriving in late 2027.

Green Line will work with the Province of Alberta and Government of Canada on approval of the revised funding agreements, in advance of signing the project agreements and beginning main construction later this year. 

Key Takeaways:

• Construction on Canada’s largest renewable diesel facility near Edmonton is expected to be completed by next spring.
• The $720-million project at Imperial’s Strathcona refinery will have a capacity of over one billion liters of renewable diesel annually.
• The facility will produce biomass-based fuel using locally sourced vegetable oils, including canola, and low-carbon hydrogen.

The Whole Story:

Imperial Oil Ltd. has provided an update on Canada’s largest renewable diesel facility, stating that construction of the complex near Edmonton is progressing well and is expected to be completed by next spring.

The $720-million project at Imperial’s Strathcona refinery will have a capacity of over one billion liters of renewable diesel annually. Imperial’s Strathcona refinery has been in operation for more than 75 years.

The facility, announced in 2021, will produce biomass-based fuel using locally sourced vegetable oils and low-carbon hydrogen, aiding Imperial in diversifying its petroleum-based portfolio as part of the energy transition, according to the company.

Imperial chairman and CEO Brad Corson informed analysts on a conference call Friday that the company remains confident in its decision to advance the project, despite a recent surplus of renewable fuel supply in the U.S. affecting margins for producers.

Renewable diesel is a fuel created by processing fats and oils from renewable sources to produce diesel. Its advantage is that it’s considered a “drop-in” fuel, meaning it can be used directly as an alternative to, or mixed with, traditional fossil fuel-based diesel. Imperial’s facility will use canola, among other fats and oils, as biofeedstock for producing renewable diesel. Alberta produces over five million tonnes of canola annually, making up 30 percent of Canada’s production last year.

Key Takeaways:

• PCL Construction has been selected to support the engineering, procurement, and construction (EPC) works for Nova Scotia’s first grid-scale battery energy storage system (BESS) projects, partnering with Canadian Solar’s e-STORAGE.
• The projects, totaling 150 MW / 705 MWh DC, will be located in Bridgewater, Waverley, and White Rock.
• Construction is set to be completed by the end of 2026, with the first site operational in 2025.

The Whole Story:

PCL Construction has announced it will support the engineering, procurement and construction (EPC) works for Nova Scotia’s first grid-scale battery energy storage system (BESS), which will be built by Canadian Solar’s e-STORAGE.

PCL has been selected to complete the E House with switch gear, all civil scopes, landing invertors, BESS systems and electrical and mechanical connections for the  three energy storage projects in Nova Scotia totaling 150 MW / 705 MWh DC. The project sites are in Bridgewater, Waverley and White Rock.

“This is an unprecedented milestone for the local communities and for renewable energy as a whole in Nova Scotia,” said Andrew Moles, general manager of PCL’s solar division. “We look forward to working with Canadian Solar’s e-STORAGE on this exciting new venture to deliver Nova Scotia Power’s flagship energy storage projects.”

“We are thrilled to select PCL to work with us on this significant benchmark in the renewable energy sector. Their strong portfolio as a premier utility-scale solar solutions provider is invaluable for the project,” said Colin Parkin, president of e-STORAGE. “Together, we’re proud to be setting a new precedent for North America by creating local jobs and enhancing grid reliability.”  

These projects will play a crucial role in enhancing grid reliability and stability while supporting Nova Scotia’s transition to cleaner energy. Construction will be complete by the end of 2026, with the first site expected to be operational in 2025.

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

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

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

Key Takeaways:

• Cross Fraser Partnership, a consortium of construction companies, will lead this project.
• It will be wider (eight lanes), toll-free, and include dedicated public transit lanes and a multi-use pathway for pedestrians and cyclists.
• The environmental assessment is ongoing, and several improvements along Highway 99 are happening before major tunnel construction begins in 2026. This includes the Steveston Interchange project and adding an extra southbound lane. 
• The entire project is expected to be completed by 2030.

The Whole Story:

Cross Fraser Partnership has been selected by the province of B.C. to build the George Massey Tunnel Project. The team consists of Bouygues Construction Canada Inc., Fomento de Construcciones y Contratas Canada Ltd., Pomerleau BC Inc. and Arcadis Canada Inc.

The team can now proceed to the the next stage of design for the new toll-free, eight-lane tunnel.

“This is a huge step for the Fraser River Tunnel Project, which will see a new toll-free, eight-lane tunnel built to replace the aging George Massey Tunnel,” said Rob Fleming, Minister of Transportation and Infrastructure. “With this team in place, we can finalize the project design and ready it for construction, helping us improve travel for people moving along Highway 99 between Richmond and Delta.”

The new crossing will replace the George Massey Tunnel with a toll-free, eight-lane immersed tube tunnel that includes three general-purpose travel lanes and a dedicated public transit lane in each direction. The new tunnel will also feature a separate multi-use path to support walking, biking and other active transportation options.

“We’re addressing traffic congestion at this bottleneck to make it quicker and easier for people to get where they’re going,” said Dan Coulter, Minister of State for Infrastructure and Transit. “Dedicated lanes through the tunnel will make public transit along the corridor faster and more reliable, and for the first time ever at this location, people will be able to cross the river on foot or by bike.”

Building on the extensive design work already completed by the province, the project now enters the development phase, which allows a transparent and collaborative approach to tunnel design, and agreement on project costs and risks between the Province and Cross Fraser Partnership. The final design and cost submission will culminate in a design-build agreement.

The environmental assessment continues in parallel with the development of the project design and early works with major construction starting in 2026.

In advance of tunnel construction, the province is delivering several corridor improvements along this vital stretch of Highway 99 to improve travel. Transit and cycling upgrades along Highway 99 are already complete and the Steveston Interchange Project will reach a key milestone this year with construction of the first half of the new interchange.

In June 2024, crews began erecting the 21 concrete girders that will support the first half of the new interchange. Steveston Highway traffic will then move on to the new structure so the old overpass can be removed and work can begin on the second segment. The Steveston Interchange Project is on schedule for completion in 2025.

“Along with the new eight-lane tunnel, the new five-lane Steveston Interchange under construction will make it easier for people to travel within our community,” said Kelly Greene, MLA for Richmond-Steveston. “Improved transit connections, facilities for biking and walking, reduced traffic congestion and easier access to, from and across Highway 99 all make this project an important one for Steveston and Richmond residents.”

Also in Richmond, preloading of soil for an additional southbound lane between the Westminster and Steveston highways will get under way this summer. The additional Highway 99 lane will result in a consistent, eight-lane configuration from Westminster Highway in Richmond to Ladner Trunk Road in Delta once the new eight-lane tunnel is in place in 2030.

With these Highway 99 corridor improvements complete and the new tunnel in place, vehicles will travel along the corridor at 80 kilometres per hour, unlike the current average of 30 kilometres per hour.

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

History has a way of repeating itself. 

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

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

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

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

Smooth landing

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

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

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

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

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

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

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

Coming full circle

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

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

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

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

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

Building with friends

ETRO is not going at it alone. 

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

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

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

It has three main components:

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

Key Takeaways:

• Officials in Vancouver have voted to eliminate minimum parking requirements, city-wide, for all land uses.
• This makes Vancouver the fourth Canadian city (after Edmonton, Toronto and Montreal) to remove these requirements.
• Officials also adopted new by-laws to establish transit-oriented areas. The by-laws are accompanied with a rezoning policy which provides guidance on rezoning conditions.

The Whole Story:

No parking? No problem.

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

“This is a major milestone in our commitment to expanding housing choices for all Vancouver residents,” said Mayor Sim. “By integrating housing diversity with transit accessibility, we are paving the way for a more sustainable, inclusive, and vibrant city. These measures will help us meet the housing needs of our residents while fostering complete, connected communities.”

Officials say the actions align with requirements under the Province’s TOA (Bill 47) legislation. Introduced in November 2023, Bill 47 aims to promote the development of more diverse housing and the creation of walkable, transit-friendly neighbourhoods.

Transit-Oriented Area Designation By-law

The city’s new TOA By-law designates 29 TOAs and adopts the following minimum densities:

• Rapid Transit (SkyTrain) Station: Within 200 metres, up to 20 storeys; within 400 metres, up to 12 storeys; within 800 metres, up to 8 storeys.
• Bus Exchange: Within 200 metres, up to 12 storeys; within 400 metres, up to 8 storeys.

The TOA By-law is accompanied with a rezoning policy which provides guidance on rezoning conditions, but is not itself a rezoning. Property owners will need to apply to rezone their property if they would like to increase height and/or density above what is currently allowed. The city is progressing through other work plans to proactively zone these and other areas, which will come forward to Council for future decisions.

Minimum Parking Requirements for all land-uses eliminated city-wide

Council also voted today to eliminate minimum parking requirements, city-wide, for all land uses. This action goes beyond the province’s legislation for Transit Oriented Areas TOAs and Small-Scale Multi-Unit Housing (SSMUH) and makes Vancouver the fourth Canadian city (after Edmonton, Toronto and Montreal) to remove these requirements.

Prior to this decision, minimum parking requirements had already been eliminated in the downtown peninsula (2018) and in the West End and Broadway Plan areas.

Removing this requirement city-wide will advance the city’s objectives to simplify regulations and accelerate permit approval times as well as move us ahead on our transportation and climate emergency goals. Part of this work includes simplifying Vancouver’s Parking By-law that will be reduced from 33 to 17 pages and 63 unique parking rates will be deleted.

Accessible spots for people with disabilities, visitor spaces, bike parking spaces, and loading spaces will continue to be required.

Eliminating minimum parking requirements allows developers to provide the right amount of parking that their project needs. Staff do not anticipate significant impacts to on-street parking, however, tools such as time limits, pay parking or permit parking could be introduced to manage any impacts. Residents and businesses can request changes to parking regulations by contacting the city via 311.

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

More diverse housing

City Council also passed amendments to the Zoning and Development By-law last week, aligning it with the Province’s SSMUH legislation (Bill 44) External website, opens in new tab. Multiplex homes are now permitted in five additional restricted zones: First Shaughnessy District, RT-7 District, RT-9 District, and two CD-1 zones (371 and 463). This builds on the City’s previous work to enhance housing diversity, including the consolidation of nine residential zones into the R1-1 zone, allowing up to six units per standard lot, with additional capacity for rental housing. This means the vast majority of Vancouver’s single family zones are now eligible for multiplexes. 

Key Takeaways:

• The project has a total estimated cost of approximately $5.5 billion.
• The floating liquefied natural gas facility is being designed and constructed by Samsung Heavy Industries and Black & Veatch, global industry leaders in marine construction and FLNG solutions.
• Given the project will be a floating LNG facility, manufactured in the controlled conditions of a shipyard, it is expected that the project will have lower construction and execution risk.
•  The project is expected to create up to 500 jobs during peak construction and approximately 100 full-time jobs during operation.
• The project is anticipated to be in service in late 2028.

The Whole Story:

Cedar LNG, the world’s first Indigenous majority-owned LNG project, is moving ahead.

The Haisla Nation and Pembina Pipeline Corporation, partners in Cedar LNG Partners LP, have announced a positive Final Investment Decision on the Cedar LNG Project, a floating liquefied natural gas facility with a nameplate capacity of 3.3 million tonnes per annum, located in the traditional territory of the Haisla Nation, on Canada’s West Coast.

Cedar LNG is majority-owned by the Haisla Nation, in partnership with Pembina Pipeline Corporation, with 50.1% and 49.9% ownership, respectively.

“As a result of the Haisla Nation’s vision and determination, today we are demonstrating Canada’s ability to sustainably grow its LNG export sector to support the global clean energy transition,” said Doug Arnell, chief executive officer of Cedar LNG. “Moreover, the Haisla Nation and Pembina, as true partners, are demonstrating a new model for how industry and Indigenous communities can work together for mutual benefit.”

The project team believes it is strategically positioned to leverage Canada’s natural gas supply from the Western Canadian Sedimentary Basin to access global markets and is expected to achieve higher prices for Canadian producers and enhance global energy security.

The Cedar LNG team added that they made several innovative design decisions to minimize the project’s environmental footprint and ensure it is one of the lowest-emitting LNG facilities in the world. One of the most important decisions was to power the facility with renewable electricity from BC Hydro. In addition, the choice of site location allows the Project to leverage existing LNG infrastructure, including the Coastal GasLink pipeline, a deep-water port, roads, and other infrastructure.

Under a long-term transportation agreement with Coastal GasLink Pipeline Limited Partnership, the Cedar LNG facility will receive 400 million cubic feet per day of Canadian natural gas via the Coastal GasLink pipeline.

The project’s West Coast location provides one of the shortest shipping routes to key Asian markets. The Douglas Channel, leading to and from the site, offers an established, reliable shipping route and deepwater marine inlet, with year-round ice-free conditions.

“Together with our partner, the Haisla Nation, we are honoured to have made Cedar LNG a reality. This is a historic moment, and we are proud to be moving forward with a project that will deliver industry-leading, low-carbon, cost-competitive Canadian LNG to overseas markets and contribute to global energy security, while delivering jobs and economic prosperity to the local region,” said Scott Burrows, Pembina’s president and chief executive officer. “Cedar LNG aligns perfectly with our strategy and where we want to be as a company moving forward. The Cedar LNG Project will enhance the resiliency of Pembina’s business, provide much needed new egress and greater access to global markets for our customers, and reflects the Haisla Nation and Pembina’s shared values and commitment to supporting a more sustainable future.”

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

The Ontario Science Centre has been thrust into the national spotlight this month after its doors were suddenly shut by the province.

Officials cited a report commissioned by Infrastructure Ontario due to concerns over roof failure in other jurisdictions that used specific roof panels also found at the Ontario Science Centre facility. The province said the report found that the building, which is more than 50 years old, is at risk of potential roof panel failure due to snow load as early as this winter.

Critics were quick to challenge the province’s reasoning, noting that they believe the report‘s recommendations are far more moderate. Architect and writer Alex Bozikovic noted that the report recommends that all roofs be replaced over a 10-year period, and all “high risk” and “critical risk” areas be reinforced and replaced before Oct. 31. And that those areas make up 5%, 4% and 1% of the centre’s three buildings.

Moriyama Teshima Architects, the firm behind the design of centre, has strongly advocated for rejuvenating the building rather than moving the Science Centre elsewhere. They questioned the decision to close the centre and offered to assist with the repairs for free.

“The Rimkus engineering report makes it clear that closing the OSC is not a necessity,” said the firm in a statement. “Repairs are needed, but on a manageable scale and with potentially minimal impact on the public experience of the building. We offer our architectural services pro bono to the Government of Ontario to realize the necessary roof repairs and we encourage the structural and building science community to similarly offer pro bono services for this scope to accomplish the recommended repairs immediately.”

Here’s a timeline of the centre’s history so far:

1964: Ontario’s government enlists architect Raymond Moriyama to craft the design for the Science Centre in celebration of Canada’s 100th birthday. At a time when science museums were reliant on labels and display cases, the facility was designed to be hands-on and participatory. It remains one of the firm’s most iconic projects.

1969: The Ontario Science Centre debuts. Construction costs were approximately $23 million and an additional $7 million was spent on initial exhibit development.

2016: A government report proposes relocating the centre to cut costs. The centre’s board recognizes the unsustainability of the current situation due to maintenance backlogs.

2020: Relocation discussions resurface as the tourism ministry suggests the move to free up land for housing.

August 2020: Infrastructure Ontario is tasked with assessing the potential benefits and costs of moving the centre to Ontario Place.

June 2021: Ontario Science Centre leadership is informed that the relocation to Ontario Place is deemed a “priority project”.

March 2023: A commissioned study reveals that renovating the existing centre would cost $1.3 billion over five decades, while constructing and running a new facility at Ontario Place would amount to $1.05 billion.

April 18, 2023: Premier Doug Ford announces the Ontario Science Centre will find its new home at Ontario Place in a custom-built, state-of-the-art facility, as well as in the preserved and upgraded Cinesphere and Pod complex.

December 6, 2023: The provincial auditor general highlights omissions in the relocation study, including various expense considerations. Their report concluded that the decision to move the centre was made without a full comparison of the projected costs or proper consultations with the city or its school boards.

June 21, 2024: The Ontario government unexpectedly announces the immediate and permanent shutdown of the current Science Centre location, citing roof structural concerns.

June 24, 2024: Toronto Mayor Olivia Chow says the province, not the city, should pay to fix the Ontario Science Centre after its sudden closure due to safety concerns. She added that talks regarding the future of the science centre site, promised by the province, haven’t happened yet.