capacity gaps, but local organizations helped shape specific features. “When the design was underway, the design team met with the facility user groups to determine how best to address current and future needs, which included expanding the existing, under-sized ice pad, and adding a second, new NHL-size ice pad and seating area,” Taylor explains. “Local sports user groups were consulted in the design process and their feedback was incorporated, wherever feasible.” MANAGING CONSTRUCTION COMPLEXITY AND FUNDING THE WORK Managing a project that involves renovating a 53-year-old building introduced considerable construction risk. Taylor notes two challenges in particular. “Because part of the scope involved renovating a 53-year old arena, there were a number of unknown issues that were discovered during construction that needed to be added to the project scope,” he says. A strong contingency allowed the team to address issues without compromising scope, though the schedule was extended. Supply chain pressures also surfaced. “Sourcing product from the US market turned into a schedule challenge after tariffs came into effect… we were able to mitigate by working with an Ontario-based supplier willing to expedite our order.” The project relied on a multi-source funding strategy with one million dollars in funding provided by the Province of Ontario, and additional (Photo Credit: Architects Tillmann Ruth Robinson) 69 JAN 2026 | BUSINESS ELITE CANADA
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