Major urban transit projects are no longer judged solely on how efficiently they move people. Increasingly, they are also expected to strengthen community resilience, protect municipal infrastructure, and respond to the realities of climate change. The Edmonton Valley Line West LRT project offers a clear example of how thoughtful stormwater management can deliver these outcomes, even within tight urban constraints.

The Valley Line West is a 14-kilometre, at-grade light rail extension connecting downtown Edmonton to Lewis Farms. Delivered as a design-build project, it includes 14 street-level stops, 2 elevated stations, new guideways, roadway improvements, utility relocations, and expanded maintenance and storage facilities. Like many Canadian cities, Edmonton faced a familiar challenge: how to manage additional stormwater runoff from new infrastructure in a fully urbanized corridor with limited space and dense underground utilities.

Rethinking Traditional Stormwater Solutions

Conventional stormwater management solutions, such as large ponds or underground storage tanks, were not feasible along much of the corridor. Construction limits, traffic demands, and competing utility corridors left little room for traditional approaches. Instead, the project team explored Low Impact Development (LID) strategies that could be integrated directly into streetscapes.

Linear retention and detention systems, including soil cell installations beneath sidewalks and landscaped areas, emerged as the preferred solution. These systems were designed to temporarily detain store stormwater runoff, promote infiltration, and slowly release excess flows to the municipal sewer system without overloading the existing sewer system.

Balancing Engineering, Constructability, And Operations

City criteria allowed some flexibility, recognizing the challenges of urban construction. As long as post-development peak flows did not exceed defined thresholds above existing conditions, uncontrolled discharge to the municipal system was permitted. LID features were therefore targeted to locations where controls were most needed, rather than applied uniformly along the corridor.

This targeted approach reduced risk, optimized costs, and allowed construction to proceed efficiently, a critical consideration on a design-build project with overlapping design and construction timelines.

Community And Climate Benefits

Beyond meeting regulatory requirements, the integrated LID approach delivered tangible community benefits. Soil cell systems support healthy street trees, which provide shade, improve air quality, and reduce urban heat during summer months. Increased infiltration and evapotranspiration help moderate runoff volumes and improve water quality before discharge.

While climate change adaptation was not the primary driver of the project, the outcome supports long-term resilience. The stormwater system was designed to manage both frequent storm events and larger, less frequent storms, reducing localized flooding risks along key intersections and transit corridors

Lessons For Future Urban Infrastructure

Several clear lessons emerged from the Valley Line West experience:

1. Plan for stormwater early. Identifying stormwater needs at the outset allows right-of-way space to be allocated before utilities and road geometry are finalized.
2. Integrate disciplines. Stormwater, landscaping, and roadway design work best when treated as a single system, not separate silos.
3. Engage owners and operators. Early discussions with municipal operations teams build confidence in LID performance, maintenance, and winter operations.
4. Be flexible, but focused. Applying controls where they provide the most benefit can be more effective than rigid, corridor-wide solutions.

As Canadian cities continue to expand transit networks within constrained urban environments, projects like Edmonton’s Valley Line West demonstrate that innovative, integrated stormwater management is not only possible, but essential. By aligning engineering solutions with community and environmental goals, infrastructure can deliver lasting value well beyond its primary function

Elevated Guideway

Soil-Cell Installation

The post Lessons From Edmonton’s Valley Line West LRT appeared first on Parsons Corporation.

Across Canada, transportation agencies are increasingly asked to balance urgent infrastructure needs with long-term planning. Aging assets must be replaced quickly, traffic must keep moving, and communities cannot wait for perfect, future-state solutions. A recent highway interchange project in Quebec offers valuable lessons on how thoughtful design, collaboration, and a strong focus on safety can deliver lasting value, even when the solution is temporary.

Located about an hour north of Montreal, the Autoroute 31–Autoroute 40 interchange required the replacement of an existing overpass following inspections that identified structural deficiencies. Québec’s Ministère des Transports et de la Mobilité durable prioritized construction of a new overpass to avoid service interruptions while longer-term plans for a full interchange redevelopment are studied. The challenge was clear: design an interim configuration that would safely serve motorists and the surrounding community for several years, while remaining compatible with a future permanent solution.

Putting Community Needs First

From the outset, the project was shaped by the needs of the people who rely on this corridor every day. Maintaining traffic flow in both directions on Autoroute 31 was essential, as was preserving access for local and agricultural vehicles. The temporary interchange configuration also had to fit between fixed tie-in points, an existing signalized intersection to the south and another existing overpass to the north. Both are to remain in place while their long-term redevelopment and integration into the future interchange is studied, leaving little room for traditional highway geometry.

Being unable to implement standard solutions into a constrained space, the design team focused on outcomes that matter most to users: predictable speeds, clear sight lines, and safe transitions. This user-centered approach helped ensure that, even with reduced widths and modified alignments, the roadway would feel intuitive, and at a minimum, and would prioritize safety for drivers navigating it for the first time.

Safety As The Primary Design Driver

One of the most important lessons from this project is learning the value of having safety guide every decision. Because not all modern design standards could be met within the available space, the team was required to prioritize critical safety criteria over driver comfort. Early in the process, a road safety audit was requested to validate assumptions and identify risks before detailed design progressed.

The result was a roadway with clearly defined speed zones, gradual acceleration and deceleration areas, and targeted geometric adjustments where needed. Where visibility was limited by vertical or horizontal constraints, the design was refined and enhanced signage was introduced. These measures help reduce uncertainty for drivers and lower the risk of sudden maneuvers an especially important consideration in a temporary configuration that will be in place for several years.

Building Responsibly On Challenging Ground

Another key challenge involved ground conditions. Portions of the new embankments would be built over unconsolidated clay soils, raising concerns about long-term settlement. Because some of these embankments may be reused in a future permanent interchange, the design adopted a long-term view, selecting pavement structures with a 30-year service life.

Lightweight fill was used strategically to limit settlement, paired with carefully designed transitions to conventional embankments. While largely invisible to the public, these decisions protect ride quality, reduce future maintenance needs, and support the responsible use of public investment. They also demonstrate how temporary infrastructure can be designed with durability and adaptability in mind.

Lessons That Extend Beyond One Project

Several broader lessons emerge from this work. First, flexibility is essential. When constraints make it impossible to apply standards “by the book,” engineers must adapt while staying grounded in sound safety principles. Second, early collaboration between designers, safety specialists, geotechnical experts, and the owner can prevent costly revisions later and build confidence in unconventional solutions. Finally, even temporary projects deserve long-term thinking. Designing interim infrastructure that can support future plans reduces waste, saves time, and benefits the community well beyond the initial mandate.

As Canada continues to modernize its transportation networks, projects like this highlight an important truth: success is not only measured by permanence. Sometimes, the most meaningful impact comes from temporary solutions that keep people moving safely today, while laying the groundwork for tomorrow.

The post Autoroute 31/Autoroute 40 Overpass Replacement And Temporary Interchange Reconfiguration In Lavaltrie, Quebec appeared first on Parsons Corporation.

Aging infrastructure, limited funding, and growing demands for safer mobility are challenges faced by many cities across Canada. The widening of the Hull Causeway, one of eight structures making up the Chaudière Crossing between Ottawa, Ontario, and Gatineau, Québec, shows how thoughtful engineering and innovative design can address all three, while delivering meaningful benefits to the local community.

The Chaudière Crossing, managed by Public Services and Procurement Canada, is one of five vehicular interprovincial crossings in the National Capital Region and one of only two that carry truck traffic. It plays a critical role in connecting the downtown cores of Ottawa and Gatineau and supporting daily commuting, commercial movement, and regional tourism. Originally built in the 1950s, the bridge carried two traffic lanes and a pedestrian walkway but lacked dedicated cycling facilities. Cyclists were forced to either mix with vehicle traffic or use the pedestrian space, creating safety concerns for everyone using the bridge.

The Need For A Better Solution

The initial concept for improving active transportation involved widening the bridge slightly and constructing a separate cycling structure alongside it. While this met functional requirements on paper, it introduced significant cost, complexity, and constructability challenges. The biggest issue lay beneath the bridge: a large and complex geological feature known as the Devil’s Hole.

The Devil’s Hole is a karst formation—an underground network of voids and cavities formed by erosion of the bedrock over time. Extensive investigations, including sonar surveys, drilling, and geotechnical modeling, revealed that these voids extended beneath key bridge foundations. In some areas, the bedrock supporting the structure was undercut, raising concerns about long-term stability along with worker safety during construction. As a result, strict work restrictions were imposed, including no-access zones and continuous monitoring requirements. These constraints forced the project team to rethink the approach.

An Integrated And Cost-Effective Design

Instead of building a separate cycling bridge, the team developed an alternative solution that widened the existing Hull Causeway enough to accommodate all users. The final configuration includes two 3.5-metre traffic lanes, two raised 2.0-metre cycle tracks—one in each direction—and a 2.0-metre sidewalk. This eliminated the need for a new standalone structure while significantly improving safety for cyclists and pedestrians.

This integrated design reduced construction footprint, minimized environmental and geotechnical risks, and lowered overall project cost. It also simplified operations for the community by keeping all users on a single, clearly organized structure.

Innovative Foundation Solutions

Addressing the Devil’s Hole was the most technically challenging aspect of the project. Traditional solutions, such as deep caisson foundations extending up to 50 metres into bedrock, were impractical given the restricted access, safety concerns, and high cost.

Instead, the team designed a reinforced concrete extension to the existing north abutment. This extension acts as a concrete pillar embedded in a rock pocket and anchored into the bedrock and existing structure using prestressed rock anchors and passive reinforcement dowels. This solution provided the required strength and stability without extensive excavation or heavy equipment in a restricted area.

Similar tailored solutions were applied elsewhere on the bridge. Micropiles were used at the south abutment to limit excavation. At the north approach, steel pipe piles were drilled below the influence of the Devil’s Hole, combining with rock anchors to reinforce the surrounding bedrock. The northwest pier, which showed signs of undercutting, was stabilized using inclined rock anchors and vertical dowels to secure the rock mass supporting the existing caissons.

Benefits To The Community

Just as important, the project extends the life of a vital piece of infrastructure without major disruption to traffic or the surrounding environment. By avoiding unnecessary new structures and focusing on smart reuse and strengthening of existing assets, the project reflects responsible stewardship of public funds.

A Model For Aging Infrastructure

The Hull Causeway Widening demonstrates that innovative thinking does not always mean adding more—it often means doing more with what already exists. By combining detailed investigation, collaboration with construction partners, and adaptable design solutions, the project team transformed a complex geological challenge into an opportunity to deliver safer, more inclusive infrastructure.

As communities across Canada look to modernize aging transportation networks, this project offers a clear lesson: with the right approach, even the most difficult constraints can lead to better outcomes for the people who rely on these connections every day.

The post Cost-Effective Construction Solutions For Aging Networks Amid Fiscal Constraints: The Hull Causeway Widening Project appeared first on Parsons Corporation.

Across Canada, transportation agencies are collecting more data than ever before, from traffic sensors and cameras to connected vehicles. This offers huge opportunities to improve safety and mobility, but one lesson is clear from our work with public-sector clients: technology alone does not create better outcomes. Without strong data governance, even the most advanced tools struggle to deliver lasting value. Many organizations face constraints like limited staff, legacy systems, and unclear data ownership that slow the adoption of new technologies. Fundamentally, overcoming these challenges starts with a structured approach to managing data and building trust.

Why Data Governance Matters

Most importantly, it aligns data practices with core values such as safety, transparency, privacy, and public accountability. Good data governance isn’t bureaucracy and red tape; it creates a foundation that allows data and any technology interacting with it to be reliable and used in service of community goals. Trust in data enables people to confidently embrace new analytics and tools built on that data.

An Integrated Approach In Action

A strong example comes from our work in one major city in the Greater Toronto Area in support of its Transportation Master Plan and Vision Zero commitment. Rather than treating data, traffic operations, and road safety as separate efforts, the City pursued an integrated approach focused on building a practical foundation for long-term decision-making. Parsons’ team supported the City in developing three interrelated improvement plans. The first modernized traffic management with a measurable roadmap for how traffic is monitored, managed, and evaluated. The second delivered a clear strategy to modernize transportation data practices and establish a data governance framework defining data ownership, roles, and lifecycle management. The third plan addressed road safety, providing procedures and improvements aligned with Vision Zero principles.

What made this approach effective is that data governance was treated as essential, not as a bottleneck. By aligning traffic management, data governance, and safety within one coordinated framework, the City created the conditions needed to responsibly adopt advanced analytics and emerging tools, including Artificial Intelligence (AI), while maintaining transparency and public trust. In other words, strong data governance allows innovation to happen faster and more sustainably.

Adopting New Technologies

New pilot technologies such as video analytics for traffic counts or AI models to flag collision hot spots could be rolled out knowing the underlying data is well-managed and context-rich. Staff and stakeholders can understand where the data comes from and its quality, so they can trust the AI-driven insights and apply their professional judgment appropriately. The data governance isn’t implemented for AI’s sake; it’s implemented for people’s sake, giving decisionmakers confidence in outputs.

Adapting To Local Canadian Needs

Data governance is not one-size-fits-all. In another rapidly growing Canadian city, our team is helping establish a baseline of the City’s transportation data and convened staff from transportation, IT, and other departments to identify pain points. The findings were familiar: data is fragmented across silos, with no single “source of truth,” making it hard for staff to find or trust information in a timely way. We’re helping the City take steps to establish a central, accessible data hub and clear stewardship roles to break down those silos. By starting with a realistic data management strategy and governance framework tailored to the City’s needs, it will be able to better manage its multimodal transportation data as a unified asset.

Stakeholders from planning, operations, IT, and even legal and privacy offices are engaged through workshops and interviews to empathize with their needs. Our iterative methodology breaks large transformation efforts into small, manageable slices for facilitating change. This way, we’re positioned to deliver early wins that demonstrate value, build buy-in, and inform the next iteration turning disruptive changes into sustainable evolution.

Enabling Sustainable Innovation

With a solid data governance foundation in place, Canadian transportation agencies can confidently embrace innovations like AI, IoT, and smart mobility programs. This is because AI is most effective when built on well-understood data and clear governance structures. By addressing data management and governance first, agencies can focus on driving meaningful outcomes through the deployment of new technologies.

Effective data governance also involves investing in people. Even a small team, empowered with the right training and mandate, can ask better questions, challenge vendor solutions, and steward data responsibly. Technology can accelerate work, but human expertise is needed to make sure it’s implemented and used ethically and effectively. Establishing data governance working groups or identifying data champions within teams and organizations help maintain focus on continuous improvement. Consequently, it creates a culture where data is seen as a strategic asset across the organization, not just a concern for IT.

For resource-constrained organizations, it’s even more important to start small and build momentum. This might mean beginning with an inventory of existing data and focusing on one high-priority use case. By demonstrating quick improvements in cross-department collaboration and results for that use case, agencies can secure buy-in to expand governance efforts to other areas. Data governance frameworks can and should evolve as technology and needs evolve, but they will stay anchored in each organization’s values.

An Opportunity For Canada

By adopting shared best practices, open standards, and consistent governance frameworks, transportation agencies can better support safety, equity, climate goals, and mobility across the country. As AI and other technologies advance, trust must come before technology. Strong data governance is what makes innovation sustainable, defensible, and truly valuable to the public. By starting with governance and letting it guide each step, Canadian transportation agencies can confidently harness innovation to improve transportation for everyone.

The post Putting Data Governance First: A People Centered Approach To Transportation Innovation In Canada appeared first on Parsons Corporation.

Estimated reading time: 3 minutes

In our first episode of Meet the Mission in 2026, host Candace Scarborough sits down with Osama Gamal, Senior Vice President and Regional Manager for the Greater Toronto Region, and Mohammed Abdrabo, Senior Program Manager for Design, Delivery, and Digital Transformation in Canada. Together, they explore how digital transformation is reshaping infrastructure across the region.

Highlighting Our ISO 19650 Certification & Digital Standards

The conversation covers everything from our recent ISO 19650 certification to the growing need for unified digital standards. It also addresses the rise of AI‑powered workflows. Both leaders outline where Canada’s infrastructure stands today and the challenges of modernizing legacy processes. Moreover, they discuss the immense opportunity ahead as the industry moves toward connected, data‑driven delivery.

Episode Overview

• 0:00 – 4:11: Welcome, Introductions & Context
• 4:12 – 10:27: Future Vision & Personal Journeys
• 10:28 – 15:26: Canada’s Digital Maturity & Standards
• 15:27 – 20:58: Operationalizing Digital Transformation
• 20:59 – 26:53: ISO 19650 & Digital Capabilities
• 26:54 – 32:16: Client Value & Data Challenges
• 32:17 – 37:55: Sustainability Through Digital Tools
• 37:56 – 41:11: Emerging Technologies & Future Vision
• 41:12 – End (~41:30): Key Takeaways & Closing

Key Takeaways On Digital Transformation In Canada

A central theme of the conversation is the human side of digital transformation. Osama’s key takeaway is that digital isn’t about software — it’s about empowering people to make better decisions and deliver greater value to the public. He envisions a future built on connected infrastructure systems. In this future, data flows seamlessly across agencies and assets. Mohammed’s key message is that digital transformation is a journey, not a single implementation. Each day brings new challenges, new learning, and continuous change management. However, the payoff is worth it when teams can deliver higher‑quality work with more efficiency and consistency.

The episode closes with a forward‑looking view of how we are shaping the next era of infrastructure in Canada. From AI‑assisted model interrogation to lifecycle digital twins and improved collaboration through unified standards, the team is pushing the boundaries of what digital delivery can achieve. These capabilities lower risk, reduce rework, and ultimately help clients make smarter long‑term investment decisions.

Tune In and Join The Conversation

Check out the full episode on YouTube or Spotify!

The post Digital Transformation And The Evolution Of Infrastructure In Canada appeared first on Parsons Corporation.

Estimated reading time: 7 minutes

As infrastructure demands grow across Canada, the need for innovative approaches to design and construction has never been greater. The Highway 401 Expansion Project from Mississauga to Milton demonstrates how advanced engineering solutions, collaborative delivery models, and cutting-edge technologies can overcome challenges. These approaches accelerate timelines and deliver enduring value to the public.

A Milestone In Canadian Transportation

The Highway 401 Expansion widened and reconstructed 18 kilometers of North America’s busiest corridors. It improved safety, eased congestion, and enhanced connectivity across the Greater Toronto Area. Delivered by West Corridor Constructors (WCC), a joint venture of Parsons, Aecon, and Amico, the project was completed on an aggressive schedule, throughout which full traffic flow was maintained. Even more remarkably, this was achieved under the pressures of the pandemic.

Why The P3 Model Worked?

Faced with a tight delivery timeline, Ontario’s Ministry of Transportation (MTO) and Infrastructure Ontario (IO) determined that a Design-Build-Finance approach would offer the best value. The Value-for-Money (VFM) assessment confirmed savings of 19.5% when compared with traditional delivery methods. The P3 structure enabled overlapping design and construction activities and early works. Additionally, a strong governance framework streamlined decision-making and managed risk effectively.

The project team relied on advanced technologies and innovative construction methods to deliver the project efficiently and safely within the required schedule. These innovations included on-site recycling, digital twin technology, and barrier wall optimization. Collectively, these enhancements improved the project’s sustainability, safety, and operational effectiveness.

On-Site Recycling

Reconstructing the median of the highway while maintaining traffic flow posed significant logistical challenges. Traditionally, this process would involve removing road materials, transporting them off-site, and bringing new materials back to the site. To address these issues, the project team implemented an innovative on-site recycling approach.

Mobile crushers were brought to the work zone to process asphalt, concrete, and granular base materials into Granular A, meeting Ontario Provincial Specification Standard (OPSS) requirements. This approach recycled approximately 650,000 tons of granular material and 750,000 tons of asphalt. It eliminated the need for off-site trucking and reduced environmental impacts. The recycling process also improved site cleanliness and accelerated the project schedule. Through the mobile crushing operation, it assisted the schedule, by allowing concurrent works, such as installing high mast foundations and storm sewers immediately following the crushing operations. This innovation not only reduced costs and emissions but also improved safety and minimized truck traffic on live lanes of Highway 401.

Digital Twin Technology

This digital representation of the physical and functional characteristics of the highway served as a centralized hub for collaboration. It facilitated design, scheduling, construction, quality, commissioning, and closeout processes among the teams.

The digital twin was particularly instrumental in the commissioning process. It allowed deficiencies to be recorded, visualized, and rectified efficiently. Using a mobile application integrated into the platform, deficiencies were documented with descriptions, photographs, and GPS locations. This enabled seamless tracking and resolution. The dashboard provided real-time status of deficiencies and issues on the project. This innovative use of digital technology streamlined operations. Moreover, it improved communication and ensured quality standards were consistently met.

Barrier Wall Optimization

Designing the highway to fit within the constrained right-of-way while minimizing the use of barrier walls posed another significant challenge. Barrier walls, while necessary in some areas, can introduce hazards and increase costs. The design team conducted explicit road safety analyses to explore alternatives to the standard approach of adding barrier walls.

These analyses compared options such as narrowing shoulders, reducing lane widths, and steepening roadside slopes. The goal was to identify solutions with the least societal cost while maintaining safety. This approach reduced the number of barrier walls required, improving overall highway safety. Additionally, it reduced societal costs. Post-construction, road safety audits were conducted to address perceived safety concerns. This ensured the best alternatives were implemented, even in areas compliant with design standards.

Lessons In Collaboration

The success of the Highway 401 Expansion Project was built on a foundation of strong collaboration, unified goals, and a commitment to innovation. The co-location of teams from WCC, IO, and the MTO fostered a highly integrated and cooperative environment. This close proximity allowed for real-time communication and faster decision-making. It also facilitated the ability to address challenges as they arose. Thus, ensuring the project stayed on schedule and within scope despite the work’s complexities.

Parsons, as the lead design engineer and a Design-Build joint venture partner, worked closely with construction teams. This ensured that designs were not only technically sound but also constructible and efficient. This integration allowed for the development of dynamic staging plans. These plans enabled construction to proceed while maintaining traffic flow. The staging approach involved widening the highway on the outside first, shifting traffic to the newly constructed lanes, and then reconstructing the median. This phased approach required coordination between design and construction teams. It was essential to adapt to field conditions and ensure safety for both workers and the traveling public.

Working With Stakeholders

Additionally, the project team worked closely with stakeholders, including local municipalities and utility providers with the aim was of coordinating activities and minimizing disruptions to the public. Regular updates and communication on the website and notices kept motorists informed about construction progress and traffic impacts. By maintaining open lines of communication and fostering a spirit of partnership, the project team was able to build trust. It also ensured the smooth execution of the work.

The Highway 401 Expansion Project demonstrates how collaboration, when combined with innovative tools and a shared commitment to excellence, can overcome even the most complex challenges. The integration of design, construction, and stakeholder engagement was key to the project’s success.

Building Canada’s Future

The Highway 401 Expansion Project stands as a benchmark for modern infrastructure delivery in Canada. It illustrates how advanced engineering solutions, collaborative partnerships, and innovative technologies can overcome complex challenges. Simultaneously, it delivers long-term economic and community benefits.

We are proud to be part of this achievement, not just as a global infrastructure leader, but as a committed member of Canada’s engineering community. We are helping to shape the nation’s transportation legacy for generations to come.

The post Highway 401 Expansion: Driving Progress Through Innovation appeared first on Parsons Corporation.

Estimated reading time: 6 minutes

Public infrastructure is becoming more complex. Major bridge projects today go far beyond structural engineering. They must account for tolling systems, digital platforms, long-term maintenance, stakeholder engagement, and coordination across multiple agencies or borders. These demands have transformed how infrastructure is delivered and how success is measured.

The Gordie Howe International Bridge is a powerful example. This landmark project offers practical insight into what it takes to deliver large, multi-jurisdictional bridge programs under a public-private partnership (P3) model.

Setting A New Standard For Bridge Delivery

Spanning the Detroit River between Windsor, Ontario, and Detroit, Michigan, the Gordie Howe International Bridge is one of the most complex bi-national infrastructure programs ever undertaken in North America. The project includes six lanes of traffic across the border, commercial and passenger vehicle inspection facilities, modern border crossing technology, advanced tolling infrastructure, and a comprehensive strategy for long-term operations and maintenance.

We served as General Engineering Consultant to the Windsor-Detroit Bridge Authority. In this role, we acted as a trusted Delivery Partner, providing oversight, technical assurance, program controls, and multi-jurisdictional coordination during the development and procurement phases of the project. Our involvement helped ensure the project met the highest standards of performance, safety, and value while maintaining alignment with the owner’s long-term goals.

Three Lessons For Complex P3 Bridge Programs

1. Governance and Oversight Must Be Clear and Collaborative

Bridge programs that span jurisdictions, regulatory bodies, or even international borders require governance structures that are well-defined and flexible. At Gordie Howe, the success of the program depended on early collaboration between transportation agencies, Federal border agencies, private partners, and multiple levels of government.

Parsons supported the creation and operation of a governance model that allowed the owner to retain control while ensuring timely and coordinated decision-making across stakeholders.

What Worked:

• Defining clear roles and responsibilities from the outset
• Establishing efficient review and escalation processes
• Maintaining transparency between public and private partners

2. Tolling Systems Should Be Fully Integrated from the Start

Tolling is no longer an afterthought. It plays a central role in corridor performance, financial modeling, and user experience. At Gordie Howe, tolling systems were designed alongside traffic management strategies and long-term operations planning.

Parsons supported the selection and integration of toll technologies that allow for dynamic pricing, interoperability, and future adaptability. We helped ensure the systems would meet both current and evolving needs.

What Worked:

• Planning tolling systems as part of the full life cycle of the corridor
• Incorporating tolling data into real-time operational dashboards
• Ensuring systems support commercial traffic, passenger vehicles, and policy changes

3. Community and Environmental Outcomes Build Public Trust

P3 projects must balance private delivery with public benefit. At Gordie Howe, community and environmental commitments were built directly into the contract and delivery model. This included Indigenous engagement, workforce development, environmental mitigation, and local economic support.

We helped track these commitments and provided reporting tools that gave the owner visibility into progress and compliance. These measures contributed to stronger community relationships and broader support for the project.

What Worked:

• Embedding community benefit programs into the P3 structure
• Providing tools for transparent tracking and communication
• Centering long-term value in how project success is measured

Planning For Performance That Lasts

We worked closely with the owner to define operations and maintenance standards that ensure availability, durability, adaptability, and resilience over the life of the concession.

This included materials selection, asset management frameworks, digital system integration, and protocols for upgrades and futureproofing. We helped the owner define success across the entire life cycle, not just construction.

Parsons’ Approach To Owner-Side Delivery

Parsons supports owners at every stage of major bridge programs. As a Delivery Partner, we provide the expertise, structure, and systems needed to manage risk and deliver outcomes. Our experience with P3s allows us to navigate technical and commercial complexity without losing sight of public priorities.

From procurement support and contract oversight to quality verification and long-term asset planning, we help owners retain control while delivering efficiently. Our role is not to replace internal resources, but to extend and enhance them with the scale and insight required for large, multi-agency infrastructure programs.

Building The Bridges Of The Future

The Gordie Howe International Bridge shows what is possible when modern project delivery is matched with strong public leadership. For agencies considering P3s, tolling strategies, or multi-jurisdictional governance models, this project offers proven lessons and a model worth adapting.

Parsons brings that experience forward. We continue to support complex bridge programs across North America, helping agencies plan, deliver, and operate infrastructure that works for generations to come.

The post Three Lessons For Multi-Jurisdictional Public-Private Partnership (P3) Bridge Programs appeared first on Parsons Corporation.

Infrastructure projects are becoming increasingly complex and interconnected. Owners and agencies across Canada are raising the bar for digital delivery. They now expect transparent, auditable data across project phases, efficient workflows that minimize waste, and full traceability and accountability. Today we announce that at Parsons Canada, we are proud to meet and exceed these expectations with our ISO 19650 Kitemark Certification from BSI. This certification is more than just a credential. It’s a testament to our commitment to delivering trust, performance, and quality in digital project execution. It demonstrates that Canadian infrastructure delivery can lead the world. This is powered by innovation, local talent, and trusted standards.

As we mark our 75^th Anniversary of contributions to Canada’s infrastructure landscape, Parsons is enabling smarter decisions, better sustainability outcomes, and enhanced lifecycle value.

What This Certification Means For Clients And Parsons

Achieving ISO 19650 certification is a strategic advantage that sets Parsons apart in the Canadian market. It reflects our ability to deliver scalable, repeatable workflows developed by local teams and aligned with global BIM standards. By leveraging smart, data-driven delivery methods, we empower faster and better-informed decisions while reducing risks through rigorous information management practices.

This foundation also opens doors to innovation, enabling us to integrate automation, AI design validation, and digital twins into our projects. For our clients, this means partnering with a locally certified team that delivers excellence from day one. For Parsons, it means gaining a competitive edge in a global market. ISO 19650 compliance is rapidly becoming the norm.

Our Digital Transformation Journey In Canada

Our journey toward ISO 19650 certification began in March 2023 with just three digital pioneers. Within two years, our team grew to over 120 professionals fully aligned with ISO 19650 workflows. Together, we delivered complex infrastructure projects digitally, showcasing speed, capability, and accuracy. This transformation wasn’t just about meeting compliance standards. It was about building local expertise, fostering innovation, and setting new benchmarks for the industry across Canada.

These achievements highlight our ability to deliver reliable, efficient, and future-ready infrastructure solutions.

Flawless Certification, Proven Capability

Our ISO 19650 certification process was rigorous, involving a six-day BSI audit. There were 25 hours of presentations, over 200 preparation tasks, and more than 40 validated workflows. The outcome? A flawless certification with zero non-conformities or recommendations for improvement. This result underscores the discipline, rigor, and excellence of our Canadian team.

Shaping the Future Of Infrastructure

With ISO 19650 certification, Parsons Canada is positioned to lead the way in digital project delivery. Our certified workflows and talented professionals give us the tools to deliver confidently, scale effectively, and drive innovation across every phase of infrastructure development. Together with our clients, we are building smarter, safer, and more sustainable infrastructure for the future.

For the 1600 Parsons employees in Canada, this is a historic milestone that recognizes our team and its drive to deliver excellence to project partners across the country. Its impact, however, goes beyond our company. As one of few nationally operating engineering firms in Canada to achieve the ISO 19650 Kitemark, Parsons is helping to elevate Canada’s position as a global leader in digital infrastructure delivery. We are continuing our 75-year track record of being an integral part of Canada’s infrastructure history.

The post Certified To Lead: How ISO 19650 Sets Parsons Canada Apart In Digital Delivery appeared first on Parsons Corporation.

As the newest member of the Kamloops community, Parsons believes in making meaningful contributions that resonate with our core values of innovation, integrity, and inclusion. This belief was brought to life over the weekend of June 1-2, as we had the privilege of supporting an event that lies at the heart of these values—the local 3×3 Hoops in the Loops Tournament, which supports the KidSport Foundation.

For those unfamiliar, KidSport is a remarkable organization dedicated to ensuring all kids can participate in organized sports by helping to remove financial barriers. As a volunteer high school basketball coach and an advocate for youth athletics, I have witnessed firsthand how sports can transform lives by fostering teamwork, discipline, and resilience among young people. This event was not just an opportunity for Parsons to support a great cause; it was also a chance for me to blend my personal passion with our company’s mission to make a difference in our new home.

The tournament brought together kids I have had the honor of coaching in various capacities. Some I used to coach, some I currently coach, and even future stars I look forward to coaching. Seeing their energy and enthusiasm on the court was nothing short of inspiring. It was a vivid reminder of why we do what we do both on and off the court. Events like these do not happen without sponsors and volunteers.

Parsons proudly contributed by providing trophies and basketballs for the winners in every division—a small token to celebrate their hard work and achievements. More importantly, through our contribution to KidSport, we helped ensure that more children will have access to sports programs that can change their lives for the better.

The weekend was filled with memorable moments—from breathtaking buzzer-beaters to heartfelt displays of sportsmanship. But beyond these moments of triumph were stories unfolding off-court: stories of communities coming together, barriers being broken down, and children finding joy in every dribble towards their dreams.

In addition to the joy and excitement on the court, the 3×3 Hoops in the Loops Tournament provided a unique opportunity for Parsons Kamloops to engage with our community in a more personal, neutral setting. As we cheered on the young athletes, I found myself amidst a diverse group of parents, local business owners, and community leaders—all gathered to support their children and this noble cause. These interactions were not just about watching the game; they became invaluable moments of connection.

Reflecting on this experience reaffirms my belief in the power of community engagement. At Parsons, we’re not just building projects; we’re committed to building stronger communities where every child has the opportunity to shine—both on and off the field (or court in this case!).

As we continue settling into Kamloops, events like this serve as important milestones in our journey. They remind us that while infrastructure builds cities, it is community spirit that builds homes. We are honored to be part of this vibrant community and excited about forging more connections through meaningful initiatives like this one.

I look forward to being part of more opportunities like this, it is clear that events supporting great causes like KidSport aren’t just about fundraising or sports; they’re vital platforms for building relationships within our community. These interactions remind us of the importance of being present—not only as professionals but as individuals passionate about making a positive impact where we live and work.

To everyone who participated or supported this wonderful cause—thank you! Your enthusiasm makes events like these possible and underscores what can be achieved when we come together for a common purpose.

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The Ottawa Hospital (TOH) provides regional health care services to the greater Ottawa and Eastern Ontario region, Western Quebec and Nunavut, with a vision, “to provide each patient with the world-class care, exceptional service and compassion we would want for our loved ones”. To this end, TOH has embarked on a notable hospital investment plan and has retained Parsons directly to assist in realizing this vision.

Located on the heart of Canada’s Capital on 20 hectare (50acre) site, TOH is developing a new regional health care centre that in their own words will include, “a new state-of-the-art health care facility and academic research centre that will support our leadership to reshape the future of health care, train the next generation of health care workers and expand our support for the discovery of new life-changing research”. The site is served by the City of Ottawa’s light rail transit (LRT) line for which our team had led the early planning and design of for the City. The site is also located on federal leased lands surrounded by Dow’s Lake, the historic Rideau Canal, and the Central Experimental Farm. The campus will host 6,000 workers employed in health care delivery, research, and associated activities. The new hospital will feature highly specialized inpatient, outpatient, emergency, and trauma services, and provide more than 600 beds to the hospital’s portfolio.

Our team is providing fundamental urban planning, environmental planning, transportation planning, and civil engineering services to assist in TOH, their management consultants (GBA), and their architects (HDR) in the development of this site. We completed the project’s early development feasibility studies that examined urban planning policies, on-site environmental conditions, cultural heritage, transportation networks, and municipal servicing requirements. Next we played a key role on the project’s master planning team, and helped evolve the physical plan. We then assisted the hospital to navigate the myriad of municipal, provincial, and federal approvals required to move towards project implementation.

Now that a constructor has been retained by TOH, we are currently providing detailed engineering designs for on and off-site roadways and municipal services, and we are providing compliance auditing, site inspections, and engineering services during construction. Construction on an early phase broke ground in 2023, and the main hospital itself with be under construction in 2025.

This project showcases the broad, multi-disciplinary service offerings of our team that has been based in Ottawa since 1955. Our relationships with all levels of government, and our experiences on thousands of planning and engineering assignments in the Capital were harnessed by the hospital to help advance their once-in-a-generation $2.8 B investment plan. We are so very proud to be supporting TOH every step of the way towards project completion in 2028.

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