Infrastructure Ontario’s November 2026 Market Update lists 21 projects worth more than $22 billion in procurement, plus a $110 million repair program for provincial buildings. The list is shorter than June’s, but that is not a slowdown. For owners, contractors and consultants, the delivery-model mix and the 2027 calendar matter more than the headline number.
What happened
On November 9, 2026, Infrastructure Ontario (IO) published its November Market Update. It shows 21 projects in pre-procurement and active procurement, with a combined design and construction value of more than $22 billion, and 20 more government-announced projects in early planning. In June, the same update listed 24 projects worth more than $25 billion, with 19 in planning.
Health dominates the list: 13 of the 21 are hospital or health projects. Seven are public works and justice projects, such as OPP facilities, correctional centres and a provincial science laboratory. One is transit: the Yonge North Subway Extension stations, rail and systems package, valued at more than $4 billion and procured as an alliance, with the alliance agreement expected in January to March 2027.
Since the last update, four major projects reached contract execution: the Ontario Place landscape and public realm work, The Ottawa Hospital Civic Campus, Lakeridge Health’s Bowmanville Hospital and the Quinte Detention Centre. Orillia Soldiers’ Memorial Hospital joined the planning list.
IO also outlined an extra $110 million for its Capital Repair Program for provincially owned buildings: $75 million of work to be finished by the end of March 2027 and $35 million to design work for later in 2027. Finally, based on contractors’ Domestic Supply Chain Plans, IO expects about 90% of goods, services and labour on its projects to come from Canadian suppliers, in line with the Buy Ontario Act.
View the data
| Delivery model | Projects |
|---|---|
| Design-build-finance (DBF) | 6 |
| Design-bid-build (DBB) | 5 |
| Design-build-finance-maintain | 3 |
| Alliance | 2 |
| Model to be decided | 2 |
| Progressive design-build | 1 |
| Design-build | 1 |
| CCDC 2 stipulated price | 1 |
What it means for your project
A shorter list is not less work. The drop from 24 projects to 21 mostly reflects large jobs moving into contract. Those teams are now hiring trades, buying long-lead equipment and recruiting the same hospital-experienced superintendents, schedulers and commissioning agents everyone else needs. Owners with private health, lab or institutional work in Ontario should expect competition for those people through 2027.
The delivery model is still moving. Six projects are design-build-finance, five design-bid-build, three design-build-finance-maintain, two alliances, and one each progressive design-build, design-build and CCDC 2. Five of the 21 are still under delivery-model review. For contractors and consultants, that changes the pursuit. Alliances and progressive design-build reward early, open-book collaboration on cost and schedule. Design-bid-build rewards sharp pricing on complete documents. Financed models put lenders, lifecycle and handover risk on the table. For private owners, the signal is useful too: the province is matching the model to the project rather than defaulting to one approach.
Timelines are long, and they move. The second Windsor hospital contract, for example, shows its qualification stage in mid-2027, a development phase agreement in late 2028 and the construction contract in early 2030. Several other projects do not reach qualification until 2028 or 2029, and IO notes that every project is subject to change and government approval. On programs we’ve supported, the plans that hold up treat these dates as ranges, not commitments.
The repair program is small work on a tight clock. The 141 new repair projects are mostly roofs and HVAC, and 90 of them are valued under $500,000. All must finish by March 2027, landing on the same winter and spring calendar as private capital repairs. High-complexity work goes through Colliers under IO’s project management service provider program; low- and medium-complexity work goes through BGIS, whose prequalification is always open.
View the data
| Work type | Projects |
|---|---|
| Roof coverings | 65 |
| HVAC | 23 |
| Sanitary waste | 16 |
| Exterior walls and windows | 14 |
| Electrical | 12 |
| Fire and life safety | 5 |
| Exterior work | 3 |
| Elevators, floors and stairs, paving | 3 |
Domestic sourcing is now a bid deliverable. A 90% Canadian-content expectation means supply chain plans are part of the pursuit, not an afterthought. Contractors should be ready to document sources early. Owners outside IO can borrow the idea to spot tariff and lead-time exposure before tender.
What to do now
- Map your 2027 calendar against IO’s. List the procurement and contract dates that overlap your own tenders and long-lead buys, and flag where you will compete for the same trades and key staff.
- Choose pursuits by delivery model. Contractors and consultants should decide which models suit their strengths before qualification documents drop, and build those teams now.
- Book roofing and mechanical capacity early. Owners planning spring 2027 roof or HVAC replacements should tender before the end of this quarter.
- Carry ranges, not single dates. Where a program depends on public approvals or shared trades, add schedule contingency for procurement slippage and test it with a risk analysis.
- Prepare a supply chain plan template. Record country of origin, lead times and alternates for major materials and equipment, so it is ready for the next bid or budget review.
Planning a capital program in Ontario, or pursuing one of these projects? Book a 30-minute call and we’ll help you test your schedule and budget against the 2027 market.
Sources: Infrastructure Ontario: November 2026 Market Update (November 9, 2026); Infrastructure Ontario: Market Update, November 2026 (PDF); Infrastructure Ontario: June 2026 Market Update; ReNew Canada: Infrastructure Ontario releases latest market update (November 10, 2026). Charts and cover: Benjamin R. Consulting.