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.
Key Takeaways:
The fourth phase of the $600M project was the most challenging, said officials.
After a winter pause on work, crews will finish the project off with landscaping, wildlife fence installation, limited final paving and painting of permanent line markings.
The work has transformed the narrow, winding two-lane highway into a modern four-lane, 100 km/h standard.
The Whole Story:
People travelling the Trans-Canada Highway through the Kicking Horse Canyon are now using a wider, safer, four-lane divided highway.
The opening of all four lanes this month marks substantial completion of Phase 4 of the Kicking Horse Canyon project. Construction will pause now for the winter. When it resumes in the spring, the final pieces of the project will be completed, including landscaping, wildlife fence installation, limited final paving and painting of permanent line markings.
Officials say construction in spring may require minor lane closures and delays. Details will be posted on the project website in March 2024.
The section of Highway 1 through the Kicking Horse Canyon has a posted speed limit of 80 km/h until completion in spring 2024. Following completion, it will be posted at 100 km/h. Motorists are reminded to be prepared for winter, drive appropriately for the conditions, and be alert to the presence of wildlife.
More than $600 million is being invested in the project, with the Government of Canada contributing $215.19 million and the B.C. government providing the remaining $385.58 million.
The Kicking Horse Canyon, located just east of Golden, B.C., is one of the most rugged sections on the Trans-Canada Highway. As a tourist and commercial transportation corridor, the highway carries more than 10,000 vehicles daily during the summer. While the mix varies by season, up to 30% of the traffic consists of commercial vehicles moving millions of dollars in goods to serve interprovincial and international trade.
Key Takeaways:
Dow says it chose Alberta for its highly cost-competitive natural gas, cost-advantaged ethane and government subsidies/incentives.
Linde will be the industrial gas partner for the supply of clean hydrogen and nitrogen for the site, and Fluor was selected for front-end engineering and design. Additionally, Dow is partnering with Wolf Midstream, which will provide CO2 transportation along the Alberta trunk line.
Construction is expected to start next year with the first phase coming online in 2027.
The Whole Story:
Dow is moving ahead with an $8.8 billion petrochemical complex in Alberta.
It will create world’s first net-zero Scope 1 and 2 emissions ethylene and derivatives complex in Fort Saskatchewan
The Fort Saskatchewan Path2Zero project includes building a new ethylene cracker and increasing polyethylene capacity by 2 million MTA as well as retrofitting the site’s existing cracker to net-zero Scope 1 and 2 emissions. The investment is expected to deliver $1 billion of earnings before interest, taxes, depreciation, and amortization (EBITDA) growth per year at full run rates over the economic cycle while decarbonizing 20% of Dow’s global ethylene capacity.
Dow says the new capacity will enable it to capture growing customer demand in high-value markets, such as packaging, infrastructure and hygiene, among others, with potential additional value captured from commercializing low and zero-emissions products.
The project serves as a leading example that industrial decarbonization is both possible and profitable.
Jim Fitterling, Dow chair and CEO
Now that the company’s board has give the project its approval, Dow expects construction to begin in 2024. Capacity additions are expected to come online in phases, with the first phase starting up in 2027, adding approximately 1,285 KTAiv of ethylene and polyethylene capacity, and the second phase starting up in 2029, adding an additional approximately 600 KTA of capacity.
To achieve net-zero Scope 1 and 2 emissions, the Fort Saskatchewan Path2Zero project will deploy Linde’s air separation and autothermal reformer technology to convert the site’s cracker off-gas to hydrogen, which will be used as a clean fuel to supply the site’s furnaces. In addition, carbon dioxide emissions will be captured and stored, reducing existing emissions by approximately 1 million MTA of CO2e while abating all emissions from the addition of the site’s new capacity.
Dow says it chose Fort Saskatchewan because they believe the region offers highly cost-competitive natural gas relative to other regions, as well as cost-advantaged ethane, a key feedstock for ethylene production. At full run-rates, the site is expected to be one of Dow’s most cost-competitive in the world. The region also features access to existing CO2 transportation and storage infrastructure with available capacity to fully support decarbonization of the project.
Additionally, the governments of Canada, Alberta, and Fort Saskatchewan have made subsidies and incentives available to support the project and to drive innovation in low-emissions manufacturing in Canada. It will be the first project to access Canada’s new investment tax credit (ITC) program for clean technology.
Dow’s investment leverages approximately $2 billion of investment from third-party companies for circular hydrogen, CO2 capture, and other infrastructure assets critical to the project execution. Earlier this year, Dow announced that Linde had been selected as its industrial gas partner for the supply of clean hydrogen and nitrogen for the site, and Fluor was selected for front-end engineering and design. Additionally, Dow is partnering with Wolf Midstream, which will provide CO2 transportation along the Alberta trunk line, and with Ravago which will provide third-party logistics for finished products from the site.
Key Takeaways:
$2.34 billion of highway improvement work is underway from the Fraser Valley to the Sumas Prairie.
It is Phase 3A of the Province’s Fraser Valley Highway 1 Corridor Improvement Program, a multi-phase program to improve goods movement and travel along Highway 1 in the Fraser Valley through the Sumas Prairie to Chilliwack.
Two more tenders are on track for release, including a new interchange at 232nd Street and highway widening for HOV lanes, along with a replacement to the existing CP Rail overhead.
The Whole Story:
The next phase of multi-billion dollar Highway 1 expansion project has begun.
The project will expand Highway 1 through the Fraser Valley to the Sumas Prairie.
Officials say the work will relieve traffic congestion and accommodate more sustainable transportation options in the region.
Accelerated advance work along the Highway 1 median east of 264th Street has begun, with work delivered by local companies including Kwantlen First Nation. People travelling Highway 1 will see crews in the median undertaking utility relocation, median soil removal, tree clearing and preloading of soil. This work will prepare the area between 264th Street and Mt. Lehman Road for the addition of high occupancy vehicle (HOV)/electric vehicle lanes and other multi-modal upgrades.
“The Fraser Valley is growing fast and we are building infrastructure that people need,” said Rob Fleming, minister of transportation and infrastructure. “People need to be able to get to work and back home without facing gridlock. We’re taking action to relieve congestion for drivers, to make goods movement more efficient and to accommodate more sustainable transportation options.”
The widening of Highway 1 between 264th Street and Mt. Lehman Road has an approved budget of $2.34 billion. This is Phase 3A of the Province’s Fraser Valley Highway 1 Corridor Improvement Program, a multi-phase program to improve goods movement and travel along Highway 1 in the Fraser Valley through the Sumas Prairie to Chilliwack.
The centrepiece of Phase 3A will be a new 264th Street Interchange, reconfigured to better serve road users. Officials say the 264th Street area is highly travelled during morning and afternoon hours, including a high volume of commercial vehicles heading to and from the border crossing. Along with more efficient goods movement, the new interchange will include improvements for active transportation, truck parking and public transit. The new interchange is in procurement, with construction expected to begin in 2024.
The 264th Street Interchange and associated highway widening is one of the three major construction contracts that make up Phase 3A. The other contracts will be upgrades to the Mt. Lehman Interchange and 3.7 kilometres of highway widening, and replacement of the Bradner Road overpass with 3.9 kilometres of highway widening. These contracts will go to tender in 2024. Completion of Phase 3A is expected in 2029.
Work is underway on Phase 2 between 216th and 264th streets, with a new Glover Road overpass currently under construction and completion expected in summer 2024.
Two more tenders are on track for release, including a new interchange at 232nd Street and highway widening for HOV lanes, along with a replacement to the existing CP Rail overhead.
Further east along Highway 1 between Mt. Lehman Road and Highway 11, advanced site-preparation work is planned for early 2024 ahead of construction on that phase of the program.
The scope of the program has expanded and a fourth phase extends through the Sumas Prairie into Chilliwack. Officials explained that this future phase of the Fraser Valley Highway 1 Improvement Program through the Sumas Prairie will address the need for improvements to infrastructure to make it more resilient to changing climate.
The Ministry of Transportation and Infrastructure has committed $30 million to an integrated planning study, which is happening in parallel with flood-mitigation strategy planning work. This study will identify potential future improvements along the Trans-Canada Highway corridor between the Sumas Prairie and Chilliwack.
Vanessa Werden is a partner at construction law firm Jenkins Marzban Logan LLP. Named one of the Top 40 Under 40 in Canadian Construction in 2020, she is licensed to practice in B.C., Alberta, the Northwest Territories, and Ontario. Earlier this year she was ranked by Lexpert as one of two “Leading Lawyers to Watch” in Construction Law in BC, and one of five “Lawyers to Watch” in Infrastructure Law in Canada.
On November 10, 2023, the Supreme Court of Canada issued its ruling in a case called R. v. Greater Sudbury (City). The case arises from a fatal accident and concerns the proper interpretation of Ontario’s Occupational Health and Safety Act (the “Ontario Act”).
In September 2015, a pedestrian was struck and killed in Sudbury, Ontario, by an employee of Interpaving Limited who was driving a road grader in reverse, through an intersection. The City of Sudbury had contracted with Interpaving Limited to act as a constructor to repair a downtown water main. Contrary to a provincial regulation, no fence was placed between the construction project workplace and the public intersection and no signaller was assisting the Interpaving worker. In separate proceedings, Interpaving was convicted of breaching its duty as an employer under section 25(1)(c) of the Act to ensure that the measures and procedures prescribed in the applicable regulation were carried out on the project site.
The issue before the Supreme Court of Canada was whether the City was liable as an “employer” for breaching the same duty. Section 1(1) of the Ontario Act defines an employer as “a person who employs or contracts for the services of one or more workers”. The City denied that it was an employer because it lacked control of the repair work and had delegated control to Interpaving.
The Supreme Court of Canada held that the City was liable as an employer for breaching its obligations under section 25(1)(c) of the Ontario Act. The Court determined that nothing in the text, context or purpose of the Ontario Act requires the Ministry to establish control over the workers or workplace to prove that the City breached its obligations as an employer. In its reasons, the Court confirmed the following in respect of the application of the Ontario Act:
Where an owner who contracts for the services of a constructor on a construction project is prosecuted for a breach of s. 25(1)(c), a court must first consider whether the Ministry has proven beyond a reasonable doubt that the Act applied to the accused because the accused was an employer under s. 1(1) of the Act. An owner is an employer if it employed workers at a workplace where an alleged breach of s. 25(1)(c) occurred, or contracted for the services of a worker at that workplace (including for the services of a constructor). The Ministry is not required to prove that the owner had control over the workplace or the workers there. It is clear from the text of the definition of employer that control is not an element that the Ministry must prove to establish that an accused is subject to the duties of an employer.
[Emphasis added]
The commentary by construction lawyers in Ontario has been in the nature of concern, calls for legislative reform, and even panic. Much of the concern about the Court’s reasoning is a lack of clarity on what will or will not constitute a sustainable due diligence defence on the part of an owner. The Court stated that in the construction context, it may be open to a judge to find that the owner took every reasonable precaution because the owner decided to delegate control of the project and responsibility for workplace safety to a more experienced constructor. Relevant considerations might include whether the owner pre-screened the constructor before hiring the constructor to ascertain, for example, whether the constructor has superior expertise, a track record free of prior convictions, and the capacity to ensure compliance. An owner may argue that its relative inexperience with workplace safety was why it chose to delegate control over a project to a more sophisticated constructor.
In British Columbia, occupational health and safety is regulated by the Workers Compensation Act (the “BC Act”) and the Occupational Health and Safety Regulation. In the BC Act, employer is defined to include, “every person having in their service under a contract of hiring or apprenticeship, whether the contract is written or oral, express or implied, a person engaged in work in or about an industry.”
In BC, the concept that a project owner could be deemed by WorkSafeBC to be an employer is not new. However, owners who have been found liable under the BC Act are not necessarily forced to pay, as WorkSafeBC has discretion to relieve an employer from liability if satisfied that the default was excusable. Similar to the due diligence defences suggested by the Supreme Court, there are defences available to project owners in BC who have taken reasonable and appropriate steps to delegate authority for health and safety to a contractor.
Where an owner has engaged a contractor to do work at its property, they should always seek a clearance letter from WorkSafeBC to avoid potential exposure to premium payments. Even when owners have retained an independent contractor, it is important that they do their due diligence to ensure that the contractor is in good standing with WorkSafeBC. Owners who fail to do so can become jointly liable with the contractor for unpaid WorkSafeBC insurance premiums. Owners can confirm a contractor’s status by getting a clearance letter from WorkSafeBC.
Finally, consider that most forms of CCDC contract provide that the contractor is responsible for construction safety. For example, General Condition 9.4.1 of the CCDC 2 provides:
9.4.1 The Contractor shall be responsible for establishing, initiating, maintaining, and supervising all health and safety precautions and programs in connection with the performance of the Work in accordance with the applicable health and safety legislation.
This General Condition establishes that the contractor is solely responsible for construction safety at the project. That responsibility, however, may differ where the owner engages other contractors under separate contracts or employs own forces to perform work. The owner and its consultants also must abide by safety regulations at the site. There is nuance to workplace safety, and when in doubt, and particularly when deviating from the traditional general contracting delivery method, seek legal advice to ensure compliance and make sure you understand your obligations and exposure to risk and liability in the context of the selected contracting and project delivery model.
Key Takeaways:
Ledcor will twin 46 km of Highway 3 between the town of Taber and the hamlet of Burdett.
It is the first of eight phases to twin the route.
Construction will begin in spring 2024, with completion anticipated in 2025.
The Whole Story:
Ledcor has been awarded the first contract to begin twinning Highway 3.
Highway 3 is a vital economic corridor and east-west link, and the first section of the highway being twinned sees approximately 3,900 vehicles per day. Through $179.7 million in provincial funding, this first phase will twin Highway 3 between the town of Taber and the hamlet of Burdett. The contract for the 46-kilometre project was awarded to Ledcor Highways Ltd.
“Highway 3 is a key economic corridor in southern Alberta between Saskatchewan and British Columbia, south of the Trans-Canada Highway. It is critical infrastructure for Alberta’s growing agri-business industry and will enhance tourism and improve safety in the region as well,” said Devin Dreeshen, minister of transportation and economic corridors
Pre-construction work, including acquiring the right of way and relocating utilities, is underway and is scheduled for completion this year. Construction will begin in spring 2024, with completion anticipated in 2025. The project is expected to support 755 jobs.
“I am excited to see this important project get underway. Twinning this stretch of Highway 3 is critical to supporting jobs, growth and the agri-food processing corridor in the region,” said Grant Hunter, MLA for Taber-Warner. “This project has been a priority of mine and I want to thank Minister Dreeshen for his commitment to twinning this vital east-west link.”
Twinning Highway 3 from border to border will be completed in eight phases to limit costs and minimize disruption to people and businesses along the route. The other seven sections of the project are in various phases, including consultation, planning and design, land acquisition, environmental assessment, engineering or contract tendering.
“This is great news for our association members and municipalities all along the agri-food corridor, in addition to all southern Albertans who will be ecstatic when dirt begins to move next spring,” said Bill Chapman, president, Highway 3 Twinning Development Association. “Our association extends our thanks to Premier Danielle Smith and Devin Dreeshen, minister of Transportation and Economic Corridors, for your commitment to this vital project.”
The eight phases of the project include:
Phase 1, 46 kilometres – twin Highway 3 between Taber and Burdett
Phase 3, 15 kilometres – east of Seven Persons to Medicine Hat
Phase 4, 47 kilometres – Blairmore to east of Highway 6 at Pincher Creek
Phase 5, 28 kilometres – east of Bow Island to east of Seven Persons
Phase 6, 23 kilometres – east of Burdett to east of Bow Island
Phase 7, 38 kilometres – Pincher Creek to west of Fort Macleod
Phase 8, eight kilometres – Alberta/B.C. border to Highway 3X
Key Takeaways:
The 34-year-old stadium is getting a $300M upgrade.
PCL has already conducted major demolition work the lower bowl and at the field level.
A total of 2.4 million pounds of structural steel has been fabricated offsite and will be installed at Rogers Centre to complete the project.
The work is expected to go through April next year.
The Whole Story:
PCL is going into extra innings on the Rogers Centre renovation project. The contractor announced it has been awarded the second phase of work to renovate the home of the Blue Jays in Toronto.
The second phase of work is part of a more than $300 million multi-year renovation that aims to transform the 34-year-old multi-purpose stadium into a ballpark through a series of projects focused on modernizing the fan experience and building world-class player facilities for the Toronto Blue Jays.
“PCL and our partners are passionate about bringing the Toronto Blue Jays’ reimagined vision for Rogers Centre to life,” says Monique Buckberger, vice president and district manager, PCL Constructors Canada Inc., Toronto. “Following the complex, fast-track renovation completed in just six months for the 2023 season, the second phase of the project will deliver an even greater volume of work in the same time frame, as the 100 level seating bowl is demolished and rebuilt to bring Blue Jays fans an experience designed specifically for baseball.”
The first phase of the project achieved substantial completion on March 31, 2023 and opened to fans on April 11 for the 2023 season Blue Jays Home Opener.
The second phase of work features a reimagined 100 level seating bowl and structure (from foul pole to foul pole) designed specifically for baseball viewing, with an all-new Blue Jays clubhouse in addition to three new premium clubs and seating sections. The 100 level seating bowl features:
A more comfortable experience with additional legroom, modern-shaped seats with slats on the back that provide more airflow, wider seats between the dugouts, cupholders throughout, adaptable raisable armrest options and handrails in every aisle.
Greater variety of seating options including different vantage points from new sections, accessible field level seats plus premium seating experiences.
Designed specifically for baseball viewing with seats oriented towards the infield, improved sightlines with less obstruction and new seats closer to the action as a result of the remodeled bowl structure.
The three new premium clubs include:
Batting Tunnel Club located behind home plate – third base side.
Home Plate Club located directly behind home plate.
The Lounge located behind home plate – first base side.
A rendering shows a reimagined baseline at Rogers Centre. – Toronto Blue Jays
Crews have already completed demolition work for the lower bowl and at the field level. At the peak of demolition and excavation work, 10 excavators were on site with 344 dump trucks cycling in and out of Rogers Centre over a temporary bridge in one day.
With a fast-tracked construction timeline, formwork for the new build began and the first new concrete was poured on the same day demolition was completed in October.
Approximately 500 truckloads worth of concrete are expected to be poured to complete the project. On Nov. 9, a major piece of mechanical equipment was delivered by crane from Bremner Blvd. into Rogers Centre through an opening in the roof.
The first structural steel column was put up on November 13. A total of 2.4 million pounds of structural steel has been fabricated offsite and will be installed at Rogers Centre to complete the project.
Key Takeaways:
A request for proposals to select a consultant was issued. The consultant will help develop the design parameters and review design submissions.
As many as 10 different designs will be developed.
Standardized designs and plans are expected to be available to local governments by summer 2024.
The Whole Story:
Do you have any ideas for what the perfect home design should be?
B.C. officials want to know.
The province is embarking on a project to create new standardized designs for small-scale, multi-unit homes, such as townhomes, triplexes and laneway homes. They hope the designs will help builders and developers create housing faster and cheaper.
“In order to address our housing crisis, we must use innovative solutions to enable housing to be built faster,” said Ravi Kahlon, minister of housing. “Having standardized building designs available can help streamline the permitting process. We will work to add additional designs in the coming years to ensure our communities remain vibrant and have a variety of housing options.”
Through the new Standardized Housing Design Project, the province is creating new standardized, customizable residential designs for small-scale, multi-unit housing built on single lots. Officials stated that the designs can be adopted by local governments and offered to builders and homeowners at a significantly below-market cost to expedite permitting and development. The province is seeking to engage a consultant team to provide expert advice on the development of these designs.
Officials explained that standardized designs can substantially streamline the permitting process to make it easier for local governments to give building-permit approvals quickly and save builders and homeowners design costs. They also assist smaller local governments that may not have the resources to develop standardized designs to help approve developments efficiently and quickly.
The move follows the recent introduction of legislation that, if passed, will allow three to four units on land currently zoned for single-family homes and duplexes, and as many as six units near bus stops with frequent transit service. During the consultation process, local governments suggested a catalogue of design options needs to be available to support small-scale developers, builders and homeowners to build these new homes.
A request for proposals to select a consultant was issued Nov. 15, 2023, for the first phase of the project and will close Dec. 13, 2023. The consultant’s scope of work will include collaborative engagement with industry professionals and local governments to develop the design parameters that can be used to create standardized housing designs. The consultant will also support the province in reviewing the draft and completed designs.
The province will work with the consultant for nine months, with the goal to procure design services by spring 2024. Standardized designs and plans are expected to be available to local governments by summer 2024.
As many as 10 different designs will be developed. The designs will comply with the BC Building Code and are expected to be as close as possible to building-permit ready, recognizing minor amendments may be required by local designers or architects to take into account specific site conditions. The designs will be created for various lot sizes and configurations to be widely applicable throughout B.C. and are expected to help builders and homeowners add increased density to their existing properties quickly and more affordably.
In addition to the housing designs, a separate project is underway to develop guidebooks that can act as a blueprint for local governments to implement a pre-approval process and provide guidance to homeowners and small-scale builders about how to add density to their lots with standardized designs.
Two years following a catastrophic atmospheric river, B.C.’s transportation network is coming back stronger.
On the two-year anniversary of the disaster, B.C. officials announced that permanent repairs to Coquihalla Highway 5 are complete after flooding washed it out.
The repaired highway features six new climate-resilient bridges built in place of the ones that were lost in November 2021. The six bridge spans located at three different locations have been rebuilt to handle extreme weather.
The new permanent bridges are now finished at Bottletop Bridge, 50 kilometres south of Merritt, and Jessica Bridge, 20 kilometres north of Hope. The bridges at Juliet, 53 kilometres south of Merritt, were completed earlier this year.
Reflecting on disaster
The BC Road Builders and Heavy Construction Association (BCRB&HCA) reflected on the atmospheric river and the spotlight it put on the construction sector.
“Our member companies rose to the challenge despite an incredible set of circumstances, and pulled off the unthinkable given the scope of repairs,” said Kelly Scott, president, BCRB&HCA. “This success story is a showcase for our members’ fortitude and dedication, as well as a reminder of the benefits displayed by strong partnerships.”
Coquihalla Highway 5 was closed to regular vehicle traffic on Nov. 14, 2021, due to damage caused by an atmospheric river. The rain caused flooding and washouts between Hope and Merritt. More than 20 sites spanning 130 kilometres were damaged. This included six bridges where spans completely collapsed or were damaged.
More than 300 workers used 200 pieces of equipment and moved more than 400,000 cubic metres of gravel, rock and other material to repair and reopen Highway 5 to commercial vehicle traffic in 35 days, on Dec. 20, 2021, and to all traffic on Jan. 19, 2022.
Adapting to climate change
Scott added that the damage the weather did to the province underscores the challenges the region faces and the necessity of resilient infrastructure,
“The impact of climate change on infrastructure in British Columbia in recent years has been profound,” said Scott. “It’s demonstrated that now is the time to invest in climate resilient transportation infrastructure throughout B.C., to meet our needs today and prepare for what the future holds. That’s why programs like The RoadShow will be critical, so that we fill key roles that maintain the infrastructure that is the backbone of this province.”
The 2021 atmospheric river caused the Juliet Bridge on Highway 5 to collapse. – Province of B.C.
The road building community and others instrumental in the rebuild effort were highlighted by the province in its announcement.
“Today, we are honouring the efforts of British Columbians who worked to rebuild after the atmospheric river event, two years ago,” said Rob Fleming, minister of transportation and infrastructure. “Thank you to the Nlaka’pamux communities, Silyx Nation, Peters First Nation and Yale First Nation along with their monitors, for their support through the washout and rebuild process; and to the many contractors, unions, ministry and road-maintenance staff who worked to rebuild this piece of highway that is so important to the movement of goods in our province.”
Rebuilding with resilience
The new bridges are built to withstand high water levels by using deep-pile footings and longer spans. Large rock protection has been added to protect the bridges from erosion and scour. Trees, shrubs and grasses have been planted to encourage stream-side re-vegetation and support overall restoration of aquatic and land habitat.
KEA5, a joint venture between Kiewit Infrastructure British Columbia and Emil Anderson Construction, completed the bridges two months ahead of schedule.
The Bottletop Bridge on Highway 5 was also severely damaged in the 2021 flooding event. – Province of B.C.
Officials added that repairs to highways damaged in the floods are progressing well across southwestern B.C. In addition to the completion of the full rebuild of Highway 5, two of the three bridge replacements on Highway 1 are underway at Nicomen and Falls Creek. Design of the third bridge replacement at Tank hill is underway with construction expected to start next year. The ministry is working with local First Nation communities to fully re-build Highway 8 between Merritt and Spences Bridge. On Vancouver Island, permanent repairs are complete at the Tunnel Hill section of the Malahat that was washed out by flooding.
