b'TCA BOTB AWARDSPROJECT ACHIEVEMENT AWARD | SMALLPCL CONSTRUCTORS CANADA INC. (TORONTO) |MACKENZIE RICHMOND HILL HOSPITAL (MRHH) INPATIENT MENTAL HEALTH UNITThe PCL Constructors Canada Inc. (Toronto) renovation of the Mackenzie Richmond Hill Hospital (MRHH) inpatient mental health unit did more than earn the company a spotlight at TCAs Awards; it provided the community with a new space that embodies the highest standards of modern mental health care.PCL is honoured to have been a part of this project that is setting a new benchmark for mental health facilities, says Cheyanne Hammell, special projects manager, PCL Constructors Canada Inc. With patient safety at top of mind, the MRHH inpatient mental health unit demonstrates how thoughtful design and execution can transform health care spaces to become supportive and healing spaces for patients.devised a unique solution to ensure thecredits the projects success to the Renovations to the MRHH inpatientnew system was fully integrated anddedication of Mackenzie Health, design mental health unit were commissionedallowed for a seamless transition. partners, consultants and trade partners. to standardize working and patient careThrough collaboration and innovative environments, procedures and equipmentThe $4.5-million renovation wassolutions, the entire team was able to between the mental health units atcompleted in April 2024, well within thedeliver Mackenzie Healths vision safely, Mackenzie Richmond Hill Hospital andprojects ambitious timeline. PCL is proudefficientlyandontime,saysHammell. Cortellucci Vaughan Hospital, Mackenzieto have contributed to a health careI am extremely proud of the team and Healths second hospital completed inproject that aligns with the companysthe impact that they have made on2021 by PCL. With the staff potentiallyaffinityforcommunitybuildingand the community.alternating between the two hospitals, the goal was to create consistency between the systems, maintenance items andevenfinishesacrossunitsatbothhospitals, Hammell says.PCL was tasked with completing its work over a tight six-month timeline to meet Ontario Healths funding requirements. The team achieved this through aphased and adaptive schedule, duringLEADERS INwhich the project was broken into high-risk tasks requiring off-hour shifts andCONSTRUCTION LAWlower-risk activities that could proceed without disruption. Working on a 50-year-old facility posed its share of challenges. Among themLAWYERS SUPPORTING was integrating the MRHH mental healthTRADE UNIONS AND unit with the systems and procedures ofWORKING PEOPLECortellucci Vaughan Hospital. As Hammell explains: We prioritized coordination withKOSKIE MINSKY LLPkey trades and manufacturers to ensureJEFFREY ARMEL | JEFFREY LONG | DANIEL RESNICK everyone was aligned on the goals for20 QUEEN STREET WEST, SUITE 900|TORONTO, ONM5H 3R3|KOSKIE MINSKY LLPintegrating the new system. Each partner BUILDERSDIGEST Quarter 1202517'