CCA welcomes Leslie Fowler as board chair

The Calgary Construction Association (CCA) welcomes Leslie Fowler as chair of its board of directors.

Leslie is principal and co-founder of Align Cost & Project Management Inc., a role she has held since 2023. She brings extensive expertise in pre- and post-contract cost and commercial management, advising owners, developers, architects, and lenders. Her work spans cost estimating, project management, procurement advisory, financial due diligence, and claims analysis, including expert witness testimony.

Over her career, Fowler has contributed to projects ranging from $300,000 to more than $5 billion across a diverse portfolio, including residential developments, healthcare and research facilities, educational facilities, and major infrastructure such as LRT systems, highways, airports, and defence projects.

Active with the CCA since 2022, she joined as a director-at-large and was appointed to the executive committee in 2024. She also serves on the Lindsay Park Sports Society board of governors and supports its Legacy Expansion Aquatics Project. She is passionate about promoting meaningful, rewarding careers in the construction industry and attracting the next generation of talent.

A Gold Seal Certified professional and member of RICS (MRICS) and CIQS (PQS), Fowler is recognized for her collaborative leadership and commitment to advancing the industry.

New advocate for the business of architecture

A new national organization dedicated to advancing the business interests of architectural practice in Canada has launched.

The Canadian Association for the Practice of Architecture (CAPA) will serve as a national voice for its members’ collective interests and will advocate for fair and effective business conditions while reinforcing the value of architecture in strengthening Canada’s economy.

Through engagement with government, industry partners, and key stakeholders, CAPA will participate in discussions that impact architectural practices, including how they compete, deliver services, and adapt to evolving economic, regulatory, and policy conditions.

CAPA has also announced the appointment of Kristen Harrison, MRAIC, as the organization’s first executive director. Harrison brings national leadership experience in architecture, planning, policy, public affairs, and industry engagement. She will support the organization’s advocacy efforts, partnerships, operations, and growth across Canada.

“We formed CAPA because Canadian architecture firms need a strong, coordinated voice grounded in the business realities of practice,” said Harrison. “Our goal is to support firms through change, advocate for better conditions, and help ensure they can continue delivering meaningful work through healthy and sustainable practices.”

CAPA’s current membership includes 23 of Canada’s largest architectural firms, with plans to expand following its establishment phase.

As the organization grows, CAPA will develop services and initiatives that address the business needs of architectural practices and provide support to firms across Canada. By promoting fair business conditions, constructive dialogue, and stronger support for the practice, CAPA aims to help build a stronger, more resilient future for architectural practice in Canada.

Ontario raises new rules for working at heights

A proposed new regulation under Ontario’s Occupational Health and Safety Act (OHSA) would introduce training, inspection, reporting and other due diligence requirements for rope access systems that enable working at heights in window washing, construction and farming operations. These new rules would be established in a stand-alone regulation that applies across the three sectors, superseding existing authorization in the OHSA’s window washing regulation and opening the way to permit rope access systems on construction and farming sites.

The Ontario Ministry of Labour, Immigration, Training and Skills Development is currently inviting comments on the proposed requirements, which would be the first specific references to rope access procedures in an OHSA regulation. This would align with health and safety legislation in other Canadian provinces and respond to industry demand. Participants in an earlier Ministry consultation, conducted in 2024, largely categorized rope access as a beneficial option, while skilled trades endorsed a certification approach that would allow them to work in multiple jurisdictions.

“Rope access can be used to gain access to tall structures or difficult-to-reach or tight spaces where traditional methods of access are either not practical or not safe,” states the consultation paper posted on the Ontario government’s regulatory registry. “Proper training and adherence to established industry standards would help to ensure that rope access is used safely as a method for workers to access and complete tasks at height without being exposed to a fall.”

As proposed, workers and their on-site supervisors would have to be certified through one of two international associations — either the Industrial Rope Access Trade Association (IRATA) or the Society of Professional Rope Access Technicians (SPRAT) — before they could use rope access systems to perform tasks at heights. Employers would be responsible for ensuring that:

all such workers are properly qualified;
all rope and anchor systems are regularly inspected and comply with safety standards;
prescribed measures are in place to safeguard the integrity of ropes and anchors;
emergency contingencies are mapped out and trained rescuers are on-site whenever rope access work occurs; and
reporting and notifications to the Ministry are completed as required.

Employers would be required to notify the Ministry at least 24 hours before any tasks involving rope access are conducted. This is to be conveyed electronically and include: the company name; the name and contact number of the on-site supervisor for the rope access work; the work site address; start-date and expected duration; and number of workers slated to be involved. That information would have to be updated if it changes over the course of the work.

Documentation requirements would include: risk assessments to identify potential hazards workers could encounter; written emergency rescue procedures; and site-specific work plans for performing and supporting rope access work. The latter would have prescribed components related to job functions and equipment safety, which employers/supervisors would need to communicate to workers and verify their understanding of the content.

Workers would be required to keep a personal log to record the tasks they have performed and the time they have spent working at heights via a rope access system. Supervisors would have to verify and sign off on these entries, but the logs would be workers’ personal property, serving as a record of accumulated experience as they move from jobsite to jobsite.

The Ministry is accepting feedback on the proposed regulation until Aug. 21, 2026. Respondents are asked to outline the financial impacts and/or benefits they foresee from implementing the proposed requirements and to identify any missing elements that they would like to see added.

The proposed regulation would not apply to arborists, emergency responders or instructors and guides for mountaineering and recreational climbing since other legislation already captures rope access systems used in those scenarios.

CAMH celebrates two redevelopment milestones

The Centre for Addiction and Mental Health (CAMH) topped off two landmark redevelopment projects at its Queen Street campus: the Temerty Discovery Centre and the Waverley House Secure Care & Recovery Building.

Together, these buildings will support healing, advance world-leading mental health research and discovery, and strengthen CAMH’s connection to the surrounding community.

“We are thrilled to celebrate and recognize the capstone of our historic 20-year campus transformation,” said Sarah Downey, president and CEO of CAMH. “Our campus redevelopment is a key element of our strategic plan, turning what was once a walled institution into a symbol of hope for the future of mental health care in Ontario and Canada. We are deeply grateful to the Ontario Government and our donor community for their bold investments in the future of mental health care, research, innovation, and recovery that made these two buildings possible.”

Spanning 385,000 square feet, the Temerty Discovery Centre will bring together CAMH’s research programs under one roof. The facility will house more than two-thirds of CAMH’s 1,400+ research staff and will expand the capacity by 43 per cent to house new research scientists, staff, students, and trainees. The centre will provide dignified spaces for patients and families to participate in research studies, while its integration with care areas will ensure discoveries are swiftly translated into improved outcomes.

The Waverley House building will replace CAMH’s outdated facilities for patients with complex mental illness who have encountered the legal system. This seven-story, modern building will feature 234 patient beds, clinics for community-based care, recovery-focused therapeutic spaces, and secure outdoor areas for treatment. Patient-centered design and therapeutic innovation will set a new standard for forensic mental health care and recovery.

The Temerty Discovery Centre is named in recognition of a historic $75-million gift from the Temerty Foundation and has been made possible through many donors. This includes major gifts from Orlando Corporation, whose $50-million contribution supported the Centre’s construction, as well as multi-million-dollar gifts from the Koerner Foundation, the Krembil Foundation and others. The Waverley House is named in recognition of historic support totaling $203 million from Bruce McKean and the Waverley House Foundation.

PCL Constructors Canada Inc has been leading the construction component of the project. “From the health care professionals and researchers advancing compassionate recovery and discovery, to the skilled tradespeople on site each day, we recognize and thank everyone who has made this milestone possible,” added Myke Badry, vice president and district manager at PCL.“Together, we are building the future of mental health, ensuring no one is left behind.”

Ontario poised for record student housing growth

Ontario is poised for a breakout year in student housing, with Urbanation’s new Spring PBSA Report projecting an unprecedented 6,313 new beds coming online in 2026. It’s a scale of delivery the province has never seen, signalling a market shifting into a new phase of purpose‑built growth.

“A record number of student housing beds will open across Ontario in 2026, even as federal study permit policy reshapes demand,” said Sally Turner, Senior Director, Consulting at Urbanation. “Colleges are absorbing most of that pullback, while universities have held steady on domestic enrolment. For developers and institutions, the question is whether demand will stay durable enough to support new supply.”

The Greater Toronto Area leads this surge, with 2,734 beds scheduled for completion this year—43 per cent of the provincial total—as several large, multi‑phase projects reach occupancy.

That said, all across the province, the development pipeline has grown at an unprecedented pace. A total of 70,450 beds are now under construction or proposed—2.5 times the number delivered since 2015. Of these, 10,080 beds are actively under construction across 25 projects, while 60,370 beds are proposed across 60 projects. Notably, 41,298 of the proposed beds fall under purpose‑built student accommodation, highlighting the increasingly central role of private developers rather than universities in meeting student demand.

Urbanation expects deliveries to moderate in 2027 and 2028 as the tighter financing conditions that began in 2024 work their way through the pipeline.

Demand at a turning point

Demand for student housing is also shifting as federal study‑permit caps reshape enrolment patterns. National post‑secondary enrolment, which peaked at 2.34 million students in 2023–24, slipped to 2.30 million in 2024–25 once the new limits took effect. The decline has been most pronounced in colleges, where study‑permit issuance has fallen 73 per cent between 2023–24 and 2025–26. Universities have seen a smaller but still significant 38 per cent drop over the same period.

Despite these pressures, Ontario’s universities have shown resilience. Domestic enrolment rose 3.6 per cent in 2024–25, largely offsetting the decline in international students and helping stabilize demand for student housing.

Across Ontario, the combined supply of on‑campus residence beds and PBSA equals 20.6 per cent of university enrolment, a modest provision rate for a province with rapidly growing student populations. Regional disparities are stark: the Western Greater Golden Horseshoe posts the highest provision rate at 31.8 per cent, while the GTA sits at just 11.8%, reflecting its long‑standing reliance on the secondary condo rental market to house students.

Provincial Bill 185, passed in 2024, is expected to accelerate on‑campus development by streamlining approvals for housing on institutional land, often through partnerships with private developers.

Purpose‑built rentals: a quiet source of student supply

A significant, often overlooked source of future student housing lies in the province’s purpose‑built rental (PBR) pipeline near major campuses. Within Ontario’s 28 student‑oriented submarkets, the PBR pipeline totals 377,989 units, including 238,037 already approved, compared with 26,344 units of identified student‑specific housing.

The economics strongly favour student‑oriented development. PBSA continues to command substantial rent premiums: in Downtown Toronto, PBSA averages $8.09 per square foot, compared with $4.47 for post‑2000 purpose‑built rentals. Premiums exceeding 70% are also evident in Guelph, Kingston, and London, giving developers a clear incentive to orient new rental supply toward student demand.

Investment activity rising

While still a niche asset class, PBSA investment is gaining momentum. Between May 2024 and May 2026, Urbanation recorded eight PBSA transactions across four Ontario markets, totalling $475 million and involving 2,552 beds. The growing volume of deals signals rising investor confidence in PBSA as a distinct and maturing real estate category.

For more info, visit: Ontario Student Housing Deliveries Set to Reach Record in 2026 | Urbanation

Guelph breaks ground on transit and fleet facility

The City of Guelph broke ground on a 280,000 square-foot facility that will store, charge and maintain the city’s electric buses and other municipal fleet vehicles.

PCL Construction is building the complex in collaboration with prime consultant Stantec and Strasman Architects Inc. The project will include a vehicular and pedestrian bridge, a precast parking structure and storage facility, electric bus charging infrastructure, a fleet maintenance building and administrative offices. Once complete in 2030, the facility will be able to grow alongside the needs of the community.

“Investing in public transit is key to building strong, connected and sustainable communities,” said Dominique O’Rourke, MP for Guelph, on behalf of Gregor Robertson, minister of housing and infrastructure. “We’re improving the capacity of transit systems to ensure people can safely and reliably get where they need to go. Building a modern transit facility in Guelph creates the capacity required to increase the size and sustainability of the Guelph Transit fleet and serve generations to come.”

The Public Transit Infrastructure Stream of the Investing in Canada Infrastructure Program has committed $77 million in funding to help Guelph improve storage and charging capacity for its bus fleet, including $35 million from Ontario and $42 million from the federal government.

Photo by Strasman Architect Inc.

CAGBC applauds market transformation paragons

Market transformation paragons in both built and human form were held up for acclaim last week as the Canada Green Building Council (CAGBC) announced a slate of 2026 award winners during its annual national conference, Building Lasting Change. Four buildings received plaudits for delivering high performance through design, construction and retrofit, while four individuals and two organizations were honoured for leadership within the green buildings sector.

“The projects and leaders receiving CAGBC Awards demonstrate how their commitment to sustainability drives innovation in the industry and strong performance outcomes that translate into clear business benefits,” maintains Thomas Mueller, president and chief executive officer of the CAGBC. “What stands out is the level of practical implementation and how these approaches are replicated and adapted across markets, asset classes and climates.”

A 30+-year career advancing sustainable development and green building practices within the City of Montreal earns André Cazelais CAGBC’s lifetime achievement award for the broad impact of his contributions as a professional and a mentor. A longtime champion of green building policies and a facilitator of their implementation, he currently leads efforts to decarbonize Montreal’s municipal real estate portfolio. He actively promotes zero-carbon pathways and shares his expertise throughout Quebec and Canada.

Ryan Zizzo, founder and chief executive officer of Mantle Climate is this year’s green building champion for his contributions to the industry’s understanding of embodied carbon. Zizzo served on CAGBC’s zero carbon steering committee from 2018 to 2023, and he has committed his time and expertise to: CAGBC’s organizing committee for its embodied carbon summit; technical committees advising development of the National Building Code and CSA standard for circular construction; and the Carbon Leadership Forum’s Toronto chapter.

Callista Permana, a sustainability analyst with EQ Building Performance is the 2026 emerging green leader, recognizing a young professional at an early career stage. Permana conducts life cycle assessments (LCAs) for LEED, Zero Carbon Building Standards, and Toronto Green Standards certifications, and is a co-author of peer-reviewed research on low-carbon sheathing alternatives which was presented at the 9th International Building Physics Conference. She has also recently been appointed co-lead of the Emerging Green Professionals network.

Adam Stoker, a sustainable infrastructure engineer with the City of Calgary, is the recipient of the 2026 Ed Lim technical volunteer award, bestowed to an individual who freely provides expertise to support the development and industry uptake of green building standards. Stoker is a longtime participant on CAGBC technical committees and currently fills a key role as chair of the U.S. Green Building Council’s (USGBC) consensus committee on design and construction. He previously served as vice-chair of the USGBC committee overseeing the development LEED version 5 for building design and construction.

At the organizational level, Royal Bank of Canada receives this year’s green building visionary award for its commitment to decarbonizing its retail and corporate office space. The Business Development Bank (BDC) of Canada is recognized for government leadership for its policies and financing products to promote sustainability in small and medium-sized enterprises (SMEs).

Winners of this year’s building project awards include:

Rayside Labossière office expansion in Montreal, recognized for zero-carbon design:
Hôtel de ville/City Hall, Montreal, in the deep carbon retrofit category;
təməsew̓txʷ Aquatic and Community Centre in New Westminster, B.C., in the new construction category; and
GEOpark at 485 Albert Street in Kingston, ON, in the inspiring home category.

Eco-anxiety emerging as workplace mental health risk

Climate change concerns are contributing to workplace mental health risks, according to Canada’s first large-scale study of eco-anxiety among employees at small and midsize enterprises (SMEs).

Researchers define eco-anxiety as persistent worry about how extreme weather events will affect the planet and human life. The 2025 study from Université Laval’s research chair in mental health, self-management and work, with support from insurance firm Beneva, analyzed responses from 2,020 employees and managers. The newly released findings show that environmental concern is high at 59.3 out of 100, while consequences on performance remain moderate at 28.7 out of 100.

“Eco-anxiety should not be seen solely as a risk, but as a sign of commitment and awareness among employees and managers,” said Christelle Lim-Severe, sustainability practice leader at Beneva. “Thankfully, the feeling of helplessness is offset by a high level of hope, which acts as a protective shield, providing a valuable opportunity for development. Organizations that embrace and proactively respond to these changes will be able to strengthen their culture, mobilize their teams and accelerate their transition to more sustainable practices.”

The study outlines five recommendations for mitigating eco-anxiety in SMEs.

1. Eco-anxiety can affect concentration, creativity, collaboration and overall well-being. Treat the consequences on performance as early warning signs.

For employers: Check in regularly with staff, use climate events ( e.g. spring
floods, forest fires, record-breaking heatwaves) as opportunities to initiate a conversation, gauge the level of concern and offer support, and consider adjusting workloads during periods of mental overload.

For employees: Keep a wellness log, practise self-care strategies, speak up when stress becomes overwhelming, and access available mental health supports.

2. Turn concerns into a driver for positive action.

Taking action, even on a small scale, helps replace a sense of helplessness with a sense of control.

For employers: Schedule eco-friendly conversations every three months, where teams can choose realistic initiatives; and follow training on how to accept employees’ eco-emotions.

For employees: Transform concerns into practical actions (e.g. avoid excess lighting, reduce paper usage, and use public transportation).

3. Highlight the organization’s environmental efforts.

For SMEs, it is not the scope of the actions that matters, but rather their consistency and visibility.

For employers: Create an internal environmental dashboard (greenboard) to track
collective progress and boost motivation and launch a quarterly team challenge with a measurable impact.

For employees: Suggest low-cost initiatives with tangible benefits and present results (e.g. photos, statistics) at team meetings and on internal platforms (e.g. intranet, newsletter, ‘greenboard’).

4. Cater to generational differences.

Eco-anxiety varies with age. Younger employees seek opportunities to participate and give meaning. Their more experienced colleagues, on the other hand, tend to prioritize legacy and the transfer of knowledge. Recognizing differences helps avoid a one-size-fits-all approach.

For employers: Create mini-projects led by younger employees and set-up intergenerational collaboration on sustainability issues.

For employees: Younger employees can suggest and lead a high-visibility initiative in the short term. Older employers can offer mentoring on
sustainable initiatives.

5. Strengthen self-management and resilience in everyday life.

Knowing one’s limits, structuring one’s schedule and recharging one’s batteries
strengthen emotional stability and performance.

For employers: Offer short training sessions on stress management and mental recovery, tailored to SME employees and make simple resources (e.g. resilience kit) containing exercises, support contacts and resource material available.

For employees: Practice quick self-care rituals every day (e.g. take time to switch off, meditate or go for a walk). Turn an intrusive thought into concrete action, like planning an eco-friendly initiative.

Organizations wishing to delve deeper into the findings and implement concrete actions can consult the comprehensive guide on eco-anxiety in the workplace here.

Shifting from seasonal maintenance to climate risk management

The National Oceanic and Atmospheric Administration (NOAA) has issued an El Niño Advisory, warning of a 63 per cent chance that intensifying tropical Pacific conditions will yield a historic “super” El Niño.

With extreme weather patterns projected to extend well into 2027, facility managers, building owners, and cleaning professionals must pivot from routine seasonal maintenance to aggressive climate risk management.

Volatile U.S. weather outlook

The 2026 to 2027 climate cycle will alter the polar jet stream, disrupting standard seasonal expectations across North America:

Southern U.S.: Significantly wetter conditions with high risks of localized winter flooding
Northern U.S. and Canada: Warmer-than-average winter temperatures
Global Storms: Heightened Pacific storm frequency and intensity

Five critical commercial facility risks

“View this El Niño as an imminent operational risk,” cautions Klaus Reichardt, CEO and Founder of Waterless Co., Inc. “It shifts everything from water demand and energy loads to safety protocols and maintenance priorities.”

Reichardt highlights five primary vulnerabilities facilities must address before winter peaks:

Storm water system stress: Sudden, intense downpours can overwhelm unmaintained gutters and catch basins, triggering flash floods and structural asset damage.
Volatile freeze-thaw cycles: Sharp temperature swings accelerate freeze-thaw damage, cracking building façades, heaving parking lots, and degrading roof membranes.
Unseasonal HVAC strain: Extended winter warmth forces commercial chillers to run longer, spiking facility water use and mechanical failure rates.
Slip-and-fall liabilities: Heavy moisture tracked into lobbies requires high-frequency cleaning and advanced matting systems to mitigate high-cost liability claims.
Indoor air quality (IAQ) risks: Persistent outdoor dampness fosters indoor mould and bacteria growth, compromising building IAQ and tenant health.

Protect your facility and ensure operational continuity with this streamlined winter preparedness checklist to help with climate risk management:

Roofing: Check membranes for ponding water, open seams, and wind-vulnerable edges.

Drainage: Clear all gutters, downspouts, scuppers, and parking lot catch basins.

Envelope: Inspect façade sealants, window gaskets, and joints for cracks.

Below-grade spaces: Test primary and backup sump pumps; update basement flood protocols.

HVAC systems: Tune equipment for unseasonable warmth and clear condensate lines to prevent mold.

Energy budgets: Account for higher electricity use from extended cooling and dehumidification.

Irrigation: Reduce watering schedules to mirror rainfall and cut unnecessary winter cycles.

Parts inventory: Stock critical plumbing, electrical, and HVAC components on-site.

Vendor SLAs: Pre-verify service vendor agreements with plumbers, HVAC techs, and restoration crews.

Communications: Remind occupants how to report leaks, condensation, and drafts immediately.

“The best offense is a good defense,” Reichardt warns. “Facility managers must implement preventative maintenance strategies now to protect tenants and ensure business continuity.”

B.C. backstops First Nations project developers

First Nations project developers can potentially tap into new support to secure financing for revenue-generating infrastructure within their territories in British Columbia. The B.C. government is now offering loan guarantees ranging from $5 million to $400 million for qualifying borrowers investing in an ownership stake of a project that involves new capital construction or substantial expansion of existing capital assets.

The newly launched First Nations Equity Financing Program (FNEFP) has been seeded with $1 billion to backstop financing obtained from institutional lenders. The program is open to First Nations or their associated incorporated entities if they are shopping in the loans market with the intent of purchasing an equity share in a venture with at least $25 million in capital costs. As well, they must have verified financial projections to demonstrate that loans can be repaid from their projects’ revenue stream.

The FNEFP will provide loan guarantees equivalent to up to 20 per cent of the project’s total capital costs. This will be allocated through two project streams: small and medium-sized projects valued at $25 to $125 million; and large undertakings in excess of $125 million. Projects across a range of economic sectors — including natural resources, energy, tourism, agriculture and aquaculture — are eligible, provided proponents can credibly show that the ventures will be commercially viable, foster new economic growth, create jobs and attract spinoff investment.

Potential qualifying projects include:

renewable energy generation and transmission lines;
mining, liquified natural gas (LNG) and forest product manufacturing facilities;
toll roads, ports, terminals and rail infrastructure; and
infrastructure to support commercial activity, such as industrial parks and utilities.

The B.C. government has committed the start-up pot for the first three years, but administrators foresee the program will become self-sustaining once a critical mass of enrollees is paying fees on their executed loan guarantees. Approved proponents will be required to pay an upfront fee, to be calculated as a designated percentage of initial loan principal, when the guarantee is issued. Annual fees for monitoring and administration will subsequently be calculated as a percentage of loan’s remaining balance.

An online information session about the new loan guarantee fund is set for July 15, 2026.

WorkSafeBC reminder about hot weather hazards

WorkSafeBC is reminding employers to prepare now for risks associated with summer weather before conditions become hazardous.

“Heat, UV exposure and wildfire smoke pose health risks for workers, and conditions can change quickly,” said Todd McDonald, head of Prevention Services at WorkSafeBC. “Don’t wait for a heat wave or smoky skies to start planning for these hazards. Employers should have a plan in place now and must engage workers and joint health and safety committees in the planning process.”

As part of its prevention work this summer, WorkSafeBC officers will check that employers have assessed these risks and implemented appropriate controls.

Heat stress can lead to serious health effects. Risk increases with factors such as high humidity, radiant heat from equipment, limited air movement, physically demanding work, protective clothing, and individual factors such as hydration, fitness level, or certain medications.

Employers should assess heat stress risks based on workplace conditions, job demands, and any factors that may increase a worker’s susceptibility to heat-related illness.

Once risks are identified, employers should:

Monitor workplace conditions and reassess regularly.
Provide cool drinking water and regular rest breaks.
Set up shaded or cooled recovery areas.
Schedule strenuous work during cooler parts of the day.
Improve ventilation and cooling in indoor work areas.
Rotate workers between hotter and cooler environments.
Train workers to recognize the early signs of heat stress in themselves and others and how to seek first aid. Symptoms can include excessive sweating, muscle cramps, nausea, weakness, dizziness, agitation, or confusion.
Encourage workers to report symptoms early and speak up if conditions become unsafe.

During the summer months, outdoor workers also face risks associated with UV exposure. Prolonged sun exposure can cause skin damage — making outdoor workers 3.5 times more likely to develop skin cancer than indoor workers.

Risk can be reduced by monitoring the UV index, using sunscreen, wearing protective clothing, and seeking shade when possible.

Bowen Island centre earns national award

Bowen Island Municipality has received national recognition from the Canadian Association of Municipal Administrators (CAMA) for its Bowen Island Community Centre project.

The municipality was awarded the 2026 CAMA Willis Award for Innovation in the Under 20,000 population category during CAMA’s national conference held in Whistler, B.C.

The award recognizes outstanding municipal programs, projects, and services that demonstrate innovative approaches and deliver meaningful benefits to local governments and their communities.

After decades of community-led planning, the Bowen Island Community Centre (BICC) opened in 2025 as a versatile hub integrating arts, culture, recreation, and civic services in a single, accessible location. The project represents the largest capital investment in the municipality’s history, with a total cost of nearly $19 million.

The facility features:

A professional performing arts venue with 179 retractable seats
Multi-purpose programming and community meeting spaces
A fitness studio and weight room
The new Municipal Hall with centralized civic services.

By co-locating these services, the Centre enhances accessibility while improving operational efficiency and long-term financial sustainability.

Since opening, the 15,000-square-foot facility has quickly become the island’s “living room,” fostering social engagement, creativity, and community connection. The project is also being recognized as a replicable governance and service delivery model for small communities across Canada.

Summer yard work starts with safety

With summer season now in full swing, the Outdoor Power Equipment Institute (OPEI) is reminding property owners to keep safety front and centre when using lawn mowers, trimmers and other outdoor power equipment.

“We all want our yards looking top-notch for picnics, parties and relaxing, but remember to learn the safety features and adopt safe practices when using your mower and other outdoor power equipment,” said Kris Kiser, President and CEO of OPEI. “Follow manufacturers’ guidance. It sounds basic, but it’s important.”

For smaller landlords and property managers, here are Kiser’s top recommendations for performing common summer yard care tasks with safety and efficiency in mind:

Walk, scan, inspect:
• Before mowing, walk and scan the yard to remove rocks, sticks, toys, trash and any loose objects that could get in the way of mowing and other equipment. Check terrain and note any steep slopes, holes, or low-hanging branches so you can navigate them with care.
• Inspect and service equipment. Check oil and air filters. Look for damaged or missing parts.
• Read and follow the manufacturer’s owner’s manuals.
• Clean and store equipment properly. Wipe off dirt and debris and keep your equipment in a dry place.

Fuel up:
• Use fresh fuel. Never store equipment with fuel in the tank. Remember, storing fuel in hot, humid conditions will make the fuel grow stale more quickly.
• Always turn off the engine and allow the mower to cool completely before refilling the tank.
• Charge batteries using an appropriate charger. Use the charger that came with your equipment and follow the manufacturer instructions, including how to store batteries properly.

Use equipment safely:
• Never disable, modify or remove safety devices from yard care equipment.
• Ensure no one is in the vicinity as yard care using power equipment gets underway.
• Wear closed-toed shoes, long pants, safety glasses and hearing protection.
• Use caution when mowing on slopes.

For more safety information about outdoor power equipment, visit www.opei.org

India poses hyperscale draw for CPP Investments

Canada Pension Plan Investment Board (CPP Investments) has joined forces with the India-based data centre operator, CtrlS, to develop hyperscale campuses across that country. A CAD $1 billion injection gives the pension fund an 8.2 per cent interest in CtrlS’s existing facilities to accompany a 48 per cent stake in the new joint venture.

“India represents an important pillar of our global data centre strategy,” says Max Biagosch, global head of real assets at CPP Investments. “This partnership with CtrlS positions us to scale high quality infrastructure and deliver long term value for CPP contributors and beneficiaries.”

The new partnership augments the approximately CAD $27 billion in assets CPP Investments already holds in India, contributing to its standing as one of the largest international institutional investors there. As well, the investment is in keeping with a focus on AI-related growth as the pension fund expands its global data centre portfolio.

“The demand signals from hyperscalers, cloud providers, and enterprises are clear and unmistakable,” maintains Sridhar Pinnapureddy, founder and chief executive officer of CtrlS. “We are not merely expanding capacity but also establishing the benchmark for AI-ready infrastructure in one of the world’s most significant digital markets.”

The new economics of rental housing

Government funding has recently emerged as the dominant force shaping Canada’s rental landscape — influencing what gets built, where it gets built, and how quickly projects move from concept to construction. A wave of recent federal and municipal announcements has underscored this shift, making it clear that simply encouraging purpose‑built rental development is no longer enough. Government capital is now flowing into projects at a scale not seen in decades, redefining what “viable” means in a market still struggling with affordability pressures.

“Through the Apartment Loan Construction Program and multi-unit mortgage loan insurance, CMHC supported most of the rental construction in Canada in 2025,” wrote Coleen Volk President and Chief Executive Officer, CMHC, in this year’s annual report. “If you see a crane on a residential building site in your community, chances are it’s a project backed by CMHC.”

Meanwhile, Build Canada Homes has accelerated the pace of funding commitments, with hundreds of millions invested in housing developments since the agency launched in September 2025. Recent announcements include more than $100 million for mid‑rise rentals in Toronto, tens of millions for seniors’ housing in Ottawa, and substantial financing for Indigenous‑led developments like the Wendake project in Quebec.

These are not isolated injections. Across Canada, a coordinated effort is underway to boost supply quickly — especially in markets like Toronto and Vancouver, where vacancy rates remain historically low. Rental projects that align with key government priorities are the ones securing favourable financing. In other words, more public spending means more government influence over what gets built and when.

“Federal support is essential, particularly for construction of lower income and supportive housing, and for the financing of new market rental stock through successful programs like MLI Select,” said David Hutniak, CEO of LandlordBC. “The private sector has historically delivered the vast majority of Canada’s rental supply, and we believe it remains best equipped to continue doing so. But that can only happen if the numerous barriers to development are addressed, including legislative and regulatory hurdles, land-use constraints, fees such as DCCs, and challenges around access to capital and financing. On top of that, the uncertainty surrounding immigration levels is creating significant planning difficulties for the sector.”

Smaller landlords more at risk

In line with Hutniak’s concerns, some industry observers warn that as public funding becomes a central driver of new rental construction, smaller landlords and mid‑sized developers risk being sidelined, given that large REITs and institutional players are better positioned to capture the bulk of new opportunities. Government programs — from low‑cost loans to accelerated approvals — tend to favour proponents with deep balance sheets, in‑house development teams, and the capacity to navigate complex application and reporting requirements. These conditions naturally tilt the playing field toward large, well‑capitalized organizations.

According to CMHC, institutional landlords accounted for roughly 20 to 30 per cent of purpose‑built rental units in 2024, a share that has been rising steadily in cities with active development pipelines. At the same time, CMHC reports that smaller developers are far more likely to delay or cancel projects due to financing constraints, underscoring the uneven capacity to advance new construction in today’s cost environment.

Still, Ryan Berlin, Chief Economist and Vice President of Intelligence at Vancouver‑based Rennie, believes federal support has been “absolutely essential” to the realization of new purpose‑built rental supply in recent years.

“Over the past decade, the Apartment Construction Loan Program (ACLP) and the MLI Select program have driven a significant surge in rental construction,” he said. “In an ideal world, the private sector would deliver rental housing using private financing alone, but such are the economics of the sector today — and to be fair, the role MLI Select plays is not unlike the function CMHC mortgage insurance has long served for individual homeowners.”

Zoning changes

A positive development overall has been the growing connection between federal funding and municipal zoning reform, which is becoming a key driver of faster purpose‑built housing development. In a recent statement, RESCON president Richard Lyall voiced his support for Canada’s efforts to get shovels in the ground faster, noting that, “Addressing the housing crisis requires all levels of government to work toward the common goal of making new homes more affordable and speeding up construction.”

Referring to Ottawa and Ontario’s move to reduce development charges, he added, “If we want a prosperous, competitive Ontario, we must restore the conditions that allow builders to build and consumers to buy or rent homes at attainable prices.”

Launched in 2023, the Housing Accelerator Fund (HAF) is another federal program designed to speed up homebuilding by tying funding directly to municipal reforms. HAF provides multi‑year grants to municipalities that commit to removing barriers to new housing through measures such as updated zoning bylaws, streamlined or eliminated rezoning requirements, digitized approvals, and expanded affordable‑housing programs. By linking funding to structural change, HAF aims to fast‑track new housing starts, reduce red tape, and increase long‑term supply — with major agreements like Ottawa’s $176.3‑million commitment illustrating the scale at which the program is reshaping local planning and accelerating construction.

Indigenous‑led, community‑focused models

Embracing reconciliation and working directly with Indigenous communities has also helped spur a new wave of development models. One of the most compelling examples is unfolding in Wendake, a self‑governing Huron‑Wendat First Nation community on the Saint‑Charles River just northwest of Québec City. On June 5, the federal government and the Huron‑Wendat Nation announced the partnership at the grand opening of the 236‑unit purpose‑built rental community that blends cultural identity, sustainability, and long‑term affordability.

The project — known locally as Kwayaweh — features two mid‑rise buildings arranged around a landscaped central courtyard. It offers a full range of unit sizes, complemented by community spaces, indoor and outdoor gathering areas, and culturally informed design elements that reflect Wendat heritage. Energy‑efficient construction, universal accessibility, and durable materials underpin the development’s long‑term stewardship model. Financing for the project includes more than $70 million through the federal Apartment Construction Loan Program, combined with direct investment and land stewardship from the Huron‑Wendat Nation. The development is intended not only to meet local housing needs but to strengthen the Nation’s economic base through long‑term rental revenue and community‑controlled development.

“Our government is proud to support this project that will create more rental housing for people living and working in Wendake,” said Caroline Desrochers, Parliamentary Secretary to the Minister of Housing and Infrastructure. “It’s an example of what we can achieve when the government and the private sector work together.”

As more rental projects like this come to market — driven largely by rising public investment — there’s no question that government capital is reshaping the economics of development. By lowering borrowing costs for policy‑aligned projects, accelerating zoning reform, and supporting higher‑efficiency buildings, governments are helping ensure that new rental housing is actually getting built. For both owners and developers, success will hinge on understanding how public capital, regulatory change, and evolving demand intersect, and on adapting strategies to thrive in a landscape where government influence has become a central force.

Window cleaning basics

Window cleaning can be a daunting task as maintenance and cleaning professionals try to stay on top of all the responsibilities that come with maintaining a building. As the summer approaches and natural light is at a premium, keeping your windows clean can help with employee motivation, aesthetic appeal, and reducing building maintenance costs.

Here are some of the steps you can take to keep your windows clean through the summer months:

Create a window cleaning schedule to manage labour and stay ahead of the dirt that can accumulate over time. Allow some flexibility in your scheduling so you can clean on overcast days, avoiding the harsh sunlight that can bake soap on and leave you with streaky windows.
Rather than relying on paper towels and spray cleaner, ensure that you have the right tools to get the job done, including a squeegee, sponge, microfibre cloth, utility bucket, scraper, and cleaning solutions. Check window manufacturer and cleaning supply company directions to clean without causing any damage to the windows, tints, or films. Add an extension pole to help you clean high spots and hard to reach areas.
Start by cleaning the window frames to remove dust, pollen, and bird droppings so that the debris does not get onto your clean windows.
Give high traffic areas more frequent attention. Storefronts and street-level glass are the most noticed and should be cleaned weekly.
Consider adding a tint or protective coating to help block summer heat, lower cooling costs, and reduce the amount of dirt that adheres to the actual glass.
If you are looking to upgrade, adding technology like smart glass can help you better manage your heating and cooling costs, saving you up to 20 per cent. It works by tinting the windows according to need throughout the day. So, when you want more natural light to heat the building, you can limit the tint. But with increased tint in the summer months, some solar radiation is blocked, reducing the heat coming in.

Summertime is a great time to maximize natural light in the building to help with employee morale and productivity, as well as helping to offer more curb appeal, and reduce heating and cooling costs. Create a regular window cleaning schedule to maximize these benefits this season.

Terry Fox landmark set for renewal in Thunder Bay

The Ontario government is investing $319,423 through the Northern Ontario Heritage Fund Corporation to help the City of Thunder Bay enhance the Terry Fox Monument and Visitor Centre.

After being diagnosed with bone cancer in his leg in 1977, Terry Fox decided to run across Canada to raise money for cancer research. The Marathon of Hope took place in 1980, and Fox ran an average of 42 kilometres a day for 143 days. In September 1980, he had to end his run in Thunder Bay.

The facility currently welcomes more than 100,000 visitors annually from around the world, with more than 50,000 entering the visitor centre itself. The improvements will boost accessibility and extend the lifespan of the facility and grounds. The project team will rehabilitate the visitor centre roof, upgrade walkways, trails and landscaping and purchase new equipment such as water filling stations, outdoor picnic tables and benches. The city will also install new technologies such as screens, tablets and stands for interactive displays, as well as undertake restoration work to revitalize the 30-year-old monument.

In a statement, the Fox family regarded the memorial as “a place of deep significance” for their family. “Every year, thousands of people visit the Memorial to reflect on Terry’s journey, his determination and his unwavering belief in a future without cancer,” they wrote. “We are grateful for this investment, which will help preserve and enhance this special place, ensuring it remains accessible and inspiring for all who come to learn about his legacy and the enduring power of perseverance.”

1. Eco-anxiety can affect concentration, creativity, collaboration and overall well-being. Treat the consequences on performance as early warning signs.

2. Turn concerns into a driver for positive action.

3. Highlight the organization’s environmental efforts.

4. Cater to generational differences.

5. Strengthen self-management and resilience in everyday life.

Heat Happens: Lessons on Cooling and Comfort

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