COUNTRY | Canada
REGION | Americas
SECTOR | transport
SUB-SECTORS | roads, bridges and tunnels, urban infrastructure
QII Principles | Principle 1 Sustainable Growth & Development, Principle 2 Economic Efficiency, Principle 3 Environmental Considerations, Principle 4 Building Resilience, Principle 5 Social Considerations, Principle 6 Infrastructure Governance
QII Sub-Principles | 1: SDGs, 1: Wider economic benefits, 2: Value for money analysis, 2: Operation and maintenance, 2: Technological innovation, 2: Risk management, 3: Environmental Impact Assessment, 3: Disclosure of environmental aspects, 3: Ecosystems, 3: Biodiversity, 3: Climate, 3: Weather, 3: Emissions, 4: Resilience, 4: Disaster risk management, 4: Disaster risk insurance, 5: Social Impact Assessment, 5: Job creation, 5: Capacity and institutional building, 5: Gender, 5: Occupational health and safety, 5: Universal access to services, 5: Social inclusiveness, 5: Disability, 5: Low-income groups, 5: Children, 5: Displaced communities, 5: Indigenous groups, 5: Elderly, 5: Vulnerable environments, 5: Marginalised groups, 6: Growth & development strategies, 6: Procurement transparency, 6: Financial & debt sustainability, 6: Anti-corruption, 6: Access to information and data, 6: Legal and Regulatory Frameworks, 6: Institutional Framework of infrastructure investment, 6: Transparency of infrastructure investment, 6: Enabling Environment, 6: Policy
Overview
Cost: $4,474.1B including construction costs ($2,481.7B), OMR ($754.2M), financing ($954.2M), others ($284.9M)
Size: The project includes: Samuel De Champlain Bridge (3.4 km, 8 lanes, including two dedicated to public transit plus a multi-use path), New Île-des-Soeurs Bridge (470 m), highway reconstruction and widening (4km).
Parties involved (public and private):
Public Entity: Government of Canada (Infrastructure Canada and Public Services and Procurement Canada.
Private partner: Signature on the Saint-Lawrence Group (SNC-Lavalin, ACS Infrastructure Canada Inc., HOCHTIEF PPP Solutions North America, Inc.)/Design-Build contractors (Dragados Canada, Inc., Flatiron Construction Canada Limited, MMM Group Limited, TY Lin International, International Bridge Technologies Canada Inc., EBC Inc.) Relevant contractual details (type, length etc.): P3 agreement for design, construction, financing, 30 years of OMR.
Context: Replacement of Champlain Bridge linking the municipality of Brossard (located on the South Shore) to Montreal. Aim(s) of the project: Ensure long-term safety of users and efficiency of critical transportation corridor.
Brownfield or greenfield: Greenfield (bridges) and brownfield (widening of existing highway)
Timeline
Key dates including procurement, construction, operations
Announcement of the Project: October 5, 2011
Procurement phase: Spring 2014 to Summer 2015
Announcement of preferred Proponent: Late April 2015.
Signature of Project Agreement: June 2015
Construction start day: June 2015
Design-build phase: Summer 2015 to 2020
Deemed Substantial Completion: October 2019
Operating Phase: 2020 to 2050
Relevance to QII
Principle 1: Maximizing the positive impact of infrastructure to achieve sustainable growth and development
Project improves system connectivity to promote the continuous and safe flow of people and goods: crossing is one of North America’s busiest (annual traffic 40-50M crossings, $20B worth of trade). Project increased traffic capacity by adding dedicated public transit corridor and multi-use path, which improves the flow of traffic while ensuring that cyclists and pedestrians also have a safe designated area to circulate. Project contributes to strengthening the economy through job creation and improvement of local, regional and national gross domestic product. Sustainable development integrated in the project from the planning stage (rigorous environmental monitoring and mitigation measures, offset of GHG emissions from construction). Dedicated public transit lanes and multi-use path promote sustainable transportation.
Principle 2: Raising Economic Efficiency in View of Life-Cycle Cost
Project is being completed as P3 to ensure best value (analysis demonstrates a 33% value for money). Long-term P3 also allows better long-term cost management. Project Agreement is based on risk transfer best practices. Regular communications between public authority and private partner ensure early indications of additional costs or delay.
Principle 3: Integrating Environmental Considerations in Infrastructure Investments
Environmental impacts of the Project for each phase (construction, operation and maintenance) were assessed during the planning stage as part of the Environmental Assessment (EA). Project integrates environmental considerations related to climate change and future projects and increase adaptability to the environment, through design for 125 years based on vulnerability analysis and variables modified to account for climate change (e.g. greater rain, rising water level). Private Partner implemented its own Sustainable Procurement Policy and Waste Reduction Management Plan. The Environmental Management System as well as management plans and monitoring programs ensure that required environmental measures are implemented. Loss of habitat is being compensated. Environmental considerations were integrated into the entire life-cycle of the project through the Environmental Assessment and as a recognition of all these measures implemented, the project was awarded the ENVISIONTM Platinum recognition from the Institute for Sustainable Infrastructure (ISI).
Principle 4: Building Resilience against Natural Disasters and Other Risks
Natural events (climatic events and environmental conditions) were considered for the duration of the project’s useful life (125 years for bridges and 75 years for highways). The preparation for hazards took into account natural events (climatic events, environmental and seismic condition) as well as man-made hazards such as road or marine accidents and threats to public security. Related design criteria were included in specific schedules of the Project Agreement. Construction and maintenance strategies were developed to ensure the project’s resilience to 75 and 125 years. The Durability Plan includes quality and technical specifications for materials, and establishes measures for its inspection and maintenance as well as a corrosion protection plan. The project has implemented systems and plans to prevent and/or limit adverse effects on workers, the general population and the environment, including an Environmental Management System, a Health and Safety System and a Risk Management Plan to significantly reduce the risk of human-induced hazards (i.e. hazardous material spills) and to provide an organized response plan to potential incidents.
Principle 5: Integrating Social Considerations in Infrastructure Investment
The project is inclusive. Meaningful consultations were held with the public and stakeholders such as organisations that represent interest groups (e.g.Vélo Québec), neighbouring communities (e.g. Ville de Montreal) as well as the indigenous peoples (Mohawk Council of Kahnawà:ke) to ensure that the needs of the potential users would be met. The multi-use path, the first in the region to be accessible over the Saint-Lawrence river year-round, and the dedicated transit corridor makes the project broadly available, accessible, inclusive and beneficial for a variety of users such as poor marginalized populations, children, women and individuals with disabilities by offering alternative means of transportation. All workers on the project were offered some ongoing training by the Private Partner, with an emphasis on health and safety and environment training. The occupational safety and health conditions for workers are paramount and will be maintained throughout the entire cycle of the project. A Workforce Inclusion Plan was developed between the Mohawk Council of Kahnawà:ke and the Private Partner to address concerns and desires related to employment. This increased the inclusion of the indigenous peoples of the Kahnawà:ke Mohawk Nation who traditionally used the lands on which the project was built.
Principle 6: Strengthening Infrastructure Governance
A sound project governance was implemented from the start to ensure long-term cost-effectiveness, accountability, transparency and integrity of the project investment. This governance includes key departments at various levels of government to ensure informed decision making and accountability. The integrity of the procurement process was ensured by implementing an open, fair and competitive and transparent contracting process based on a commercially accepted approach and Public Services and Procurement Canada's (PSPC) smart procurement principles. A fairness monitor oversaw the entire procurement. In addition, all proponents were required to comply with PSPC's Integrity Framework as an additional measure in place to mitigate corruption risks.
Benefits
Highlights
Continued significant positive impact on the local, regional and national economies while ensuring the environment is protected.
Expected and realised benefits:
- Ensure Continued Safety and Service
- Promote Economic Growth
- Provide Value for Money for Canadians
- Foster Sustainable Development and Urban Integration
Metrics
Performance framework in place and reviewed regularly for relevancy. Annual performance reporting by the Department.
Name of Institution
Infrastructure Canada
Website URL