Client: Interior Health Authority

Location: Kamloops, British Columbia, Canada

Delivery Model: Design-Build-Finance-Maintain

Size: 288,472 sq. ft.

Value: $417 million

Project Highlights

• 2018 North American Social Infrastructure Deal of the Year at the Infrastructure Journal Global Awards.
• The first project to achieve official Green Bond accreditation through the International Capital Markets Association.
• Designed and built to achieve LEED® certification.
• Compliance with British Columbia’s Wood First Act.
• Compliance with all applicable codes, standards, and guidelines of British Columbia’s Hydro High-Performance Building Program, PowerSmart. There is potential for 50,000 kWh per year in electrical reductions.

EllisDon Capital Inc. (EDC) is the Developer Lead, 100% Equity Provider, and Financial Advisor on the RIH PCT Project. As Developer Lead, EDC led the consortium through procurement, financing, design development, construction, and transition planning for operations, providing leadership and a single point of contact with Infrastructure BC and Interior Health, successfully achieving commercial and Financial Close.

EllisDon Capital, as Developer and Financial Advisor, was responsible for leading the consortium, EllisDon Infrastructure Healthcare (EDIH), through the procurement stage, providing leadership to the team and ensuring that EDIH achieved Interior Health’s (IH) vision for the project while simultaneously providing exceptional value to the client. The RIH PCT project was procured using Infrastructure BC’s Public-Private Partnership (PPP) Design-Build-Finance-Maintain model with some significant new and unique concepts, including:

1. A requirement that Project Co. assume the facilities maintenance of the existing RIH campus only 5 months following financial close. Facilities maintenance of the existing campus is being provided by EllisDon Facilities Services.
2. “Select Campus-Wide Systems” that span across the RIH campus and would be fully integrated and either replaced or inherited by Project Co. through its delivery of the new Patient Care Tower. These systems included a fire alarm, nurse call, pneumatic tube, and others, and carried the same risk profile as those elements within the new Patient Care Tower (full demand maintenance and lifecycle risk), but extended well into the existing buildings of the broader hospital campus.
3. Phase 2 renovations services, which are delivered following the Service Commencement of Phase 1 and carry a risk profile similar to a typical Construction Management (CM) contract. Project Co.’s fee to provide design and construction management services for this scope of work was fixed at the bid stage as part of the competitive selection process. Project Co. will retain the responsibility for delivering the CM services and ultimately the facilities maintenance services for the renovated space following completion.
4. Operating Scored Elements: The Project is the first in BC to introduce the innovative concept of operating scored elements. IH sought an operating solution that would strongly correlate with its project objectives. A series of operating scored element categories were established for the project that challenged proponents to deliver an operating solution that excelled in the following categories:

• Staffing levels
• Staff qualifications, experience, and training
• Specific on-site training
• Operating period representative
• Sustainability proposals
• Facility maintenance integration

For each category, proponents could earn points which would then be converted into a dollar value adjustment to be credited against their financial submission. Each proponent’s proposal was evaluated against the scored elements criteria and awarded points for the final ranking process.