RFQ issued for first homes on Ookwemin Minising

The Government of Canada, the Province of Ontario and the City of Toronto have officially launched Waterfront Toronto’s Request for Qualifications (RFQ) for the first residential buildings on Ookwemin Minising. The RFQ signals the beginning of developer selection for what will become a complete, mixed‑income island community — and a defining chapter in the city’s next generation of waterfront growth.

Backed by $1.4 billion in tri‑government flood protection, parks and bridges, and an additional $975 million for streets, utilities and public spaces, Ookwemin Minising and nearby Quayside are planned to support up to 14,000 new homes. The first development block alone is expected to deliver roughly 700 units, including a target of 30 per cent affordable rental housing. As part of the Toronto Builds portfolio, the project leverages public land to create mixed‑income communities designed for long‑term affordability and resilience.

This RFQ marks the start of a multi‑decade buildout projected to generate 100,000 skilled‑trade jobs and contribute an estimated $13.2 billion to the economy. With flood protection complete and zoning in place, early‑works construction is anticipated to begin this year. The future Waterfront East Rapid Transit Line — supported through a tri‑government partnership announced in 2026 — will further connect the new community to downtown and the broader waterfront.

“The revitalization of Toronto’s waterfront is one of the most significant infrastructure projects in Canada,” said Federal Housing and Infrastructure Minister Gregor Robertson. “This is an important step toward delivering the very first homes on the island with the launch of this Request for Qualifications.”

At the heart of the emerging neighbourhood is Biidaasige Park, set to become Toronto’s largest new park in a generation. The selected development partner will help shape not only the buildings but the character of an inclusive, sustainable and architecturally ambitious waterfront district.

“Ookwemin Minising represents a generational opportunity to build a complete waterfront community,” said Toronto Mayor Olivia Chow. “Together, these investments are helping build a more affordable, caring, and safe city for current and future generations.”

Okanagan College gets more trades training seats

As part of B.C.’s Look West strategy, Okanagan College is receiving 256 new skilled-trades training seats to deliver 5,000 new trades training seats in 2026-27.

This expansion will help people train in programs in trades leading to good-paying jobs that support the region and the province’s fast-growing economy.

“With more than $88 billion in proposed projects across British Columbia, we are ensuring young people can build a good life here in the Okanagan and across the province,” said Premier David Eby. “By boosting skilled-trades training, we’re making sure British Columbians are first in line for jobs and career opportunities ahead.”

The new seats will reduce wait lists for in-demand apprenticeship programs, introduce more young people to trades and increase training capacity in high-demand careers, including:

construction and housing
critical minerals
automotive
manufacturing
clean energy.

Kelowna is B.C.’s third-largest aerospace hub, home to approximately 18 per cent of the province’s aerospace companies. The sector relies on skilled-trades workers such as sheet-metal mechanics, welders and electricians. These occupations are also in demand across construction, maritime and natural-resource industries.

A partnership between Okanagan College and the BPL Legacy Foundation/KF Aerospace is enabling construction of a new aerospace training facility. Once complete, it will expand aircraft maintenance-engineer program capacity from 64 to 144 students per year by 2028.

B.C. is investing $241 million over three years to train British Columbians for in-demand trades jobs.

BCCA launches improved online job board

The British Columbia Construction Association (BCCA) has launched its new and improved Builders Life TalentCentral platform, a modernized and user-focused online job board.

TalentCentral is an online career hub designed to easily connect employers with skilled talent and help individuals explore rewarding career opportunities in the industry. It offers powerful AI-enabled employer tools and career resources for job seekers all in one centralized online hub.

British Columbia’s construction industry continues to face labour shortages and increasing demand, and the revitalized platform is designed to help with that. The platform now features job match optimization, as well as AI-enabled functionality, for both employers and job seekers, helping each side quickly identify best fits, highlight opportunities to strengthen resumes and job postings, and access expanded career development programs, all designed to make the experience smarter and more effective for users.

For employers, that means a faster, more streamlined way to reach qualified candidates, showcase career pathways, and stand out in a competitive hiring landscape. For job seekers, whether they’re entering the workforce for the first time or looking to build on existing skills, it means clearer entry points, better tools to explore career options, and more direct connections to employers across the province.

“TalentCentral has always been about bringing people and employers together.” said Chris Atchison, president of BCCA. “But today’s workforce and hiring practice challenges demand more. We’ve reimagined the platform to be as intuitive as possible for users, providing an accessible experience that reflects where the industry is headed.”

The new and improved CCDC 5B 2025

The CCDC 5B has long been loved by the industry but derided by construction lawyers.

What’s a CCDC 5B? It’s a standard form contract for construction managed projects that allows a contractor to act as an advisor at the early stages of the project, and then transition into a builder and, potentially, a fixed price contract.

The industry loves the CCDC 5B because it works well with how a contractor actually engages with owners on many projects. Construction lawyers generally deride it because, by seeking to do too much in one agreement, the CCDC5B arguably fails in the primary goal of clearly establishing the parties’ rights and obligations.

On June 30, 2025, the Canadian Construction Documents Committee (CCDC) released consequential changes aimed at modernizing the contract and aligning its provisions with the realities of today’s construction practices. Those who loved the earlier versions of the CCDC 5B will likely be happy with the updates. However, the changes generally fail to address the more substantive issues with the contract.

Key updates include:

Pre-Construction Services and Fee Structure

A consequential update in the CCDC 5B-2025 involves the formal separation of Pre-construction Services and Construction Services.

In the update “Pre-construction Services” is more clearly defined as a standalone contractual concept, with additional provisions addressing scope, compensation (either a fixed or time-based fee), invoicing and administration. Practically, this revision provides clearer alignment of expectations among the parties during the pre-construction phase.

Before 2025, the pre-construction services were acknowledged in schedules but not treated as contractually distinct.

Driving this change is a desire for greater transparency in regard to compensation, and recognition that construction management services often commence during the design phase if not earlier.

Updates specific to the pre-construction phase include:
• a separate fee model and payment structure for Pre-construction Services;
• the consultant will no longer have responsibility to interpret disputes relating to pre-construction compensation;
• reimbursable expenses are limited to Pre-construction Services only; and
• the definition of “Work” now expressly excludes Pre-construction Services.

Ready-for-Takeover

The new contract introduces the “Ready-for-Takeover” (RFT) milestone. While this concept was previously included in the CCDC 2-2020 Stipulated Price Contract, it is refined in the CCDC 5B-2025.

The new CCDC 5B recognizes, and aims to address, variations in the definition of Substantial Performance across the provinces and potential misalignment of the many legislative definitions with practical handover needs.

The new Ready-for-Takeover milestone requires that :
• the Consultant has certified Substantial Performance;
• the Work satisfies occupancy requirements, or an occupancy permit has been issued;
• cleaning and waste removal are complete;
• key operations and maintenance materials are provided;
• as-built drawings to date are made available; and
• the required training, demonstrations, and commissioning activities are completed or reasonably scheduled.

Once RFT is achieved, there are a number of contractual consequences, including commencement of the warranty period, indemnity claim periods, and the waiver of certain claims.

Payment Obligations (Prompt Payment) and Progressive Holdback Release

The 2025 version marks a significant alignment of the CCDC 5B payment provisions with increasingly commonplace provincial prompt-payment laws.

In the new version, the owner is required to make payment within 28 calendar days of receiving a proper invoice instead of the old 20-day period.

Additionally, where legislation allows for the progressive release of holdback, the new 5B contract compels the owner to release the applicable portion once the consultant has certified/verified that the corresponding part of the Work has been performed.

Termination for Convenience and Damages

Owners are granted expanded power under the 2025 version to terminate the contract if they are unwilling or unable to proceed with the Pre-construction Services or the work. This includes the ability to suspend or terminate contracts even if the Construction Manager is not at fault, providing increased flexibility to respond to changes in project viability.

The cost of termination is dependent on the project phase:
• Pre-construction Phase: a break fee, calculated as a percentage of the most recent Class Construction Cost Estimate.
• Construction Phase: direct damages (including reasonable loss of profit).

Conclusion

The CCDC 5B-2025 contains a number of material changes that represent a conscious shift to bring this well-known contract document into better alignment with legislative requirements, industry standards, and practical project delivery practices.

While the changes will be welcomed by industry participants, they fail to address a common criticism of the CCDC 5B that it tries to do much in one agreement. Owners and contractors should ensure that they fully understand the risks involved with the CCDC 5B model and carefully think through whether the contract has brought sufficient clarity to the parties’ evolving mutual rights and obligations.

Norm Streu is a partner with the law firm Harper Grey LLP and past chair of the Vancouver Regional Construction Association. Chris Hirst is a partner and leader of the Construction and Engineering practice group at the law firm Alexander Holburn LLP. This article was prepared with the assistance of Austin Sutherland, articled student.

Facility managers can prepare for seasonal demands before they hit

Summer has a way of exposing gaps in facility operations: longer days, increased foot traffic, fluctuating occupancy, and rising temperatures all put pressure on cleaning teams. Many operators anticipate the obvious challenges, but what often gets overlooked is how quickly small inefficiencies can compound under seasonal strain.

On paper, everything may look stable: staffing levels are consistent, supply orders are in place, client expectations have not changed. But within weeks, if there are cracks, they will start to show, as trash volumes increase faster than anticipated, restrooms require more frequent attention, floors lose their appearance earlier in the day, and supervisors spend more time reacting than leading. None of these issues are catastrophic on their own, but together they create inconsistency, which is the fastest way to erode client confidence.

Summer readiness is not about working harder; it’s about preparing smarter.

Why summer creates operational strain

Seasonal shifts affect more than just temperature; they change how facilities are used. Higher foot traffic brings more debris, more wear on floors, and more demand on shared spaces. In some environments, such as offices and educational facilities, occupancy patterns become unpredictable. In others, like retail and healthcare, volume increases.

Heat adds another layer, as odours intensify, waste breaks down faster, equipment and materials are exposed to more stress. Even team performance can be affected when conditions become less comfortable. These factors don’t operate independently – they stack on top of each other – and without a plan in place, teams quickly move into reactive mode. The goal is to stay ahead of the curve, not chase it.

Build a summer-ready operating plan

Preparation starts with visibility. Before the season begins, operators should evaluate where demand is most likely to increase and how current processes will hold up under pressure.

Our operational approach starts by reviewing each client site through a seasonal lens. Entryways, restrooms, break areas, and high-touch surfaces typically require more frequent service. Floor care schedules often need adjusted to maintain appearance throughout the day, not just at the end of a shift.

From there, we provide the operational frameworks that help franchisees align their staffing with demand. Because they manage their own teams and schedules independently, these insights serve as a guide for them to optimize resources.

Rather than automatically increasing headcount, this guidance helps them determine where to adjust shift timings, redistribute workloads, or ensure coverage during peak hours.

Supply planning is another critical step. Running out of essential products during peak usage creates unnecessary disruption, and a proactive inventory approach ensures teams have what they need without overstocking.

Communication also plays a key role; teams should understand what changes to expect and why those changes matter. When employees are prepared, they perform with more confidence and consistency.

Support teams where it matters most

We work closely with our franchisees to review their site plans, identify potential pressure points, and offer guidance on adjustments that can improve efficiency. In some cases, that means refining workflows. In others, it means providing additional training or tools to help teams succeed.

Consistency across locations depends on how well those systems are reinforced. Summer is not the time to introduce complexity; it’s the time to double down on what works and ensure successful execution.

Regular check-ins during this period make a significant difference, creating opportunities to address issues early, sharing best practices, and keeping operations aligned across multiple sites.

Focus on the details that drive perception

Clients may not see every aspect of a cleaning program, but they do notice the results. During summer months, certain details become more visible: odours in restrooms or waste areas, smudges on high-touch surfaces, debris at entry points. These are small issues that can quickly shape perception if not addressed consistently.

A proactive approach means identifying these touchpoints and increasing attention where it matters most. It also means reinforcing quality expectations with teams so there is no ambiguity about what “clean” looks like under changing conditions.

When expectations are clear, and execution is consistent, client confidence remains strong even during peak demand.

Turning seasonal pressure into operational strength

Summer will always bring added complexity to facility services. The difference between struggling through the season and performing at a high level comes down to preparation.

Operators who take the time to evaluate their systems, align their teams, and anticipate demand are far better positioned to deliver consistent results. Those who wait to react often find themselves playing catch-up.

The sites that perform best during summer aren’t the ones with the most resources; they’re the ones with the clearest plan. Preparation creates stability. Stability drives consistency. And in this business, consistency is what clients remember most.

Deb and Mark Arduino are the Master Franchise Owners for Anago of Metro Detroit, part of the Anago Cleaning Systems brand, which supports over 1,800 franchises across the U.S. and Canada. For more information about Anago of Metro Detroit, visit www.AnagoCleaning.com/Metro-Detroit.

Barrier-free facilities prioritize lived experience

Canadians living with disabilities are often excluded during the design of public facilities, however, a new crop of barrier-free projects is championing their lived experience from the outset with flexible lay-outs and sensory-conscious spaces.

A recent panel discussion hosted by the Urban Land Institute (ULI) showcased how accessibility in real estate is shifting beyond code compliance to a more dignified approach—one that consults people with disabilities and incorporates universal design principles, clinical research, and third-party certifications.

Nearly eight million Canadians have a disability, according to the 2022 Canadian Survey on Disability by Statistics Canada. Of this group, the majority have experienced barriers navigating indoor and outdoor public spaces. As the senior population rapidly increases, even more people with physical, sensory, or cognitive disabilities will encounter facilities that are fraught with accessibility challenges.

Inclusive screening takes flight

Airports are a prime example. In 2025, 19.4 million passengers traveled through the Calgary Airport—an increase of 500,000 since 2024.

“As passenger volumes grow and disability becomes an increasingly common part of the traveler experience, accessibility is both a matter of dignity and an often overlooked opportunity to create better outcomes, for our guests, businesses, and the broader travel ecosystem,” said Caitlin Thomas, accessibility programs coordinator at Calgary Airports. “When it comes to design, it’s about more than just physical spaces; it’s about an experience across a journey, especially in an airport environment.”

Security screening is often the most stressful stage of a passenger’s journey, so the airport created an inclusive screening facility that reduces sensory stimuli and fosters a calm, flexible and predictable experience.

Instead of focusing solely on the needs of specific disability groups, the design team used a barrier-first approach to target obstacles that can impede everyone. A partnership with the University of Laval’s Inclusive Airport Study, in collaboration with architecture firm DIALOG, captured volunteer feedback through simulated tours of domestic departure and international arrival passenger flows.

As a result, advisors with a diverse range of lived experience offered unique perspectives that directly inspired design outcomes, such as a dedicated accessibility entrance, tactile and braille signage at e-gates, lighting and material finishes that minimize glare and visual noise, acoustic features that support a quieter environment, and spaces to pause away from the main flow of travellers.

To boost awareness of invisible disabilities, signage was also integrated into the screening queue entrance for the Hidden Disabilities Sunflower Program, which allows people to voluntarily share their disability without making it immediately apparent.

“Designing for dignity means an accessible design that creates an ecosystem that flexes to the different needs, preferences, and comfort levels of travelers,” said Thomas. “It takes into consideration not only the operational needs, but the guest-centric programs and services that create that seamless experience in the built environment.”

Inclusion-led design embraces new vision

Workplaces are another environment where people confront physical and cognitive barriers daily. Partnering with BDP’s inclusive design and advisory practice Human Space, The Canadian National Institute for the Blind’s (CNIB) forthcoming Toronto office, located at 121 King Street West, will empower occupants while challenging the status quo.

“What we really wanted to do was not design for the people that will use the space, but with the people, so every decision was tested against lived experience,” explained David Demers, executive director of operations and accessibility at CNIB Quebec.

That approach extends to the interiors that are treated as functional tools, rather than merely decorative choices. A palette of Canadiana tones—amber, maroon, slate blue, pine green and taupe—was presented to individuals with low vision and colour blindness so they could trial various levels of contrast to ensure the aesthetic was effective for the widest range of users.

Deafblind Community Services, a partner organization, further inspired a high-contrast green wall in the skills development room to support ASL training. Since wayfinding plays a critical role, colour contrast extends across adjoining surfaces, from doors and floors to elevators, furniture and fixtures to help distinguish boundaries, while low-pattern carpeting offers subtle directional contrast without creating visual clutter.

Lighting and in-floor tactile strips will help guide people from the reception area to elevators that have appropriate Braille signage and fully accessible panels. In tandem, perforated sound dampeners reduce noise transfer across areas, while the layout itself offers natural break points, helping to buffer sound between spaces.

The design also considers guide dog owners and people using mobility devices, with features such as an outdoor covered grass area, lower benches, accessible counter heights and increased circulation space.

Once move-in ready, the space will blend accessibility with thoughtful design while serving a broad range of users. Besides CNIB staff, it will host community workshops and events, and meetings with partners and stakeholders that represent different disability groups. The downtown location, chosen for its strong public transit connections, will further make the facility easier to access.

“It’s also going to help serve as a beacon for outreach,” said Demers. “The result will be a workplace where inclusion is designed in from the start and not added on. That’s what is really at the core of what we’re doing.”

B.C. awards contract for CPKC rail overpass

A major bottleneck on Highway 1 is being transformed to reduce congestion as the B.C. government moves ahead with replacing the CPKC rail overpass near Langley in the Fraser Valley.

The province has awarded a contract valued at $74.2 million to B.C.-based Norland Kingston General Partnership to replace the existing rail-overpass structure between 216th Street and 264th Street as part of the Fraser Valley Highway 1 Corridor Improvement Program, widening Highway 1, facilitating efficient goods movement, and improving safety and reliability for the region.

The new overpass will have increased height clearance for commercial vehicles, with clearance of 5.2 metres, up from the current 4.4 metres, and allow for additional lanes on Highway 1, including new HOV lanes in each direction. The location has been the site of previous overpass crashes, and the new height clearance will improve safety and reduce the likelihood of damage to the structure.

The replacement of the CPKC rail overpass is part of the planned Phase 2 improvements between 216th Street and 264th Street, which represents a combined investment of approximately $480 million from the Government of Canada and the Province of British Columbia.

Benefits of the project include:

reduced congestion and improved travel-time reliability
safer highway travel for people moving through the corridor
improved movement of goods and commercial traffic
new HOV lanes in each direction to support more efficient travel options
enhanced highway infrastructure to support growth in the Fraser Valley.

Construction on the overpass replacement is expected to begin in summer 2026.

Vancouver on-boards rail travel gateway

Vancouver’s Pacific Central Station now hosts North America’s first rail preclearance service, allowing cross-border travellers to clear United States customs inspections before their trips begin. The new facility opens just ahead of FIFA World Cup 2026, which boasts tournament venues in both Vancouver and Seattle, and joins nine Canadian airports where U.S. Customs and Border Protection conducts border clearance services.

“The launch of U.S. preclearance at Vancouver Pacific Central Rail Station will help streamline cross-border rail travel, strengthen tourism and trade connections between Canada and the U.S., and create new opportunities for travellers and businesses on both sides of the border,” maintains Steven MacKinnon, Canada’s Minister of Transport.

This is the first such service established in a rail station since Canada and U.S. expanded their decades-old agreement enabling preclearance of airline passengers to cover all modes of cross-border transport and include cargo shipments. Presence in a key Canadian travel hub gives U.S. customs officials ability to detect potential threats at an early juncture and creates physical space for shared risk management and cross-border security collaboration.

“Launching U.S. preclearance at the Vancouver Pacific Central Rail Station makes us all more secure and supports safer, faster and dependable cross border travel and trade,” says Gary Anandasangaree, Canada’s Minister of Public Safety.

In addition to expediting the flow of cross-border soccer fans in the near term, preclearance at the Vancouver rail station is expected to make Amtrak’s service between the city and U.S. destinations more attractive to travellers in general. Southbound trains will no longer stop in Blaine, Washington, where, until now, U.S. customs officials have boarded to review passengers’ documentation and luggage. The travelling time between Vancouver and Seattle is projected at about four hours.

“Launching the continent’s first rail preclearance facility reflects what’s possible when strong partners come together with a shared focus on the customer experience,” says Roger Harris, president of Amtrak. “This improvement makes cross-border travel faster, easier and more seamless from the moment passengers arrive at the station.”

CMHC reports softening in major rental markets

Canada’s major rental markets are showing early signs of easing as new supply comes online and demand growth slows, according to a new report from the Canada Mortgage and Housing Corporation (CMHC). The shift is being driven primarily by an increase in higher‑priced rental units, which are taking longer to lease—a dynamic that is creating some relief at the upper end of the market while affordability pressures persist for lower‑priced rentals.

The report examines rental conditions across seven major rental markets and finds that asking rents have fallen in Toronto, Vancouver, Calgary and Ottawa, while remaining relatively stable in Montréal, Edmonton and Halifax. Although renters seeking new leases may find more choice in some cities, CMHC notes that improvements are uneven: vacancies are rising mainly in newer, more expensive units, while lower‑rent segments continue to face tight conditions and limited tenant mobility.

Despite slower population growth, CMHC expects rental demand to remain elevated, driven by younger adults who are more likely to rent.

“Recent supply growth is improving choice for renters in some segments of the rental market, particularly among newer, more expensive units,” said Tania Bourassa‑Ochoa, Deputy Chief Economist at CMHC. “However, persistently tight conditions in lower segments of the market highlight that affordability challenges remain and will take time to address.”

New supply driving competition

Housing providers in Canada’s major rental markets point to increased competition from new purpose-built rental housing supply as a primary reason asking rents have declined. In Toronto and Vancouver, the surge of newly completed condominiums entering the rental pool has also intensified competition, causing supply to outpace demand for higher-end units. While this competition is currently significant, CMHC says it expects it to diminish in the coming years as condo completions decline sharply.

In the meantime, landlords are increasingly offering incentives alongside reduced asking rents. Market intelligence indicates these incentives have grown more generous over the past six months, in some cases reaching several months of free rent. Other common offers include discounted parking, gift cards and move‑in credits.

Rents paid on occupied units continue to rise, driven largely by increases at turnover. Even in markets with low turnover and rent‑increase guidelines, landlords can significantly raise rents once a unit becomes vacant. In the first quarter of 2026, average rents for two‑bedroom units increased year‑over‑year in all major markets except Toronto, where gains remained modest.

Vacancy rates

Newly completed rental buildings are experiencing the highest vacancy rates. Completions in early 2026 are tracking above the same period in 2025, and CMHC’s Rental Market Survey shows vacancies concentrated in structures built after 2020 and in units near post‑secondary institutions. Older, stabilized buildings and family‑sized units remain much tighter, a divergence CMHC notes has intensified since its fall survey.

For renters, all this comes as good news: the short‑term imbalance is creating more choice and some negotiating power. Although average rents continue to rise for occupied units and at turnover, current vacancy levels point to more balanced conditions in Canada’s largest rental markets.

Read the full report on the CMHC website.

Energy performance lens supports AI computing

A new online resource offers technical direction for optimizing the energy performance of data centres employed for artificial intelligence (AI) computing. ASHRAE and the U.S. National Electrical Manufacturers Association (NEMA) have partnered to produce guidance on the design, commissioning, operation and retrofit of AI data centres, which addresses thermal management, system integration, energy and water use with recommendations geared to varying climates, load densities and operating circumstances.

“It translates complex technical challenges into clear, actionable strategies that help operators enhance performance, control costs and make more effective use of energy, while strengthening reliability at both the facility and grid level,” says Bill McQuade, ASHRAE’s 2025-26 president.

The online guidance document is organized into eight topic areas, ranging from the initial considerations of site selection for new projects to retrofit and modernization strategies for existing facilities. An additional section provides a full compendium of tools, standards and sources that planners, designers, operators and integrators might need along the way.

Drawing on membership expertise, ASHRAE steered the content on HVAC systems, thermal management and facility performance, while NEMA took the lead on electrical systems, equipment and safety. The U.S. federal agency for energy systems research, Pacific Northwest National Laboratory (PNNL) coordinated the effort. NEMA president and chief executive officer, Debra Phillips, describes it as a unified approach to give information-seekers a big-picture perspective on the interconnectedness of inputs, functions and outputs.

“Data centres require seamless integration between electrical and mechanical systems,” she observes. “Power distribution infrastructure must be coordinated with cooling and thermal management to maximize safety, reliability and efficiency outcomes.”

Nevertheless, the collaborative partners stress that the guidance is offered for voluntary uptake and does not replace or supersede applicable codes and standards. Ongoing updates are anticipated to reflect emerging best practices.

“It’s a dynamic online resource that can be updated, remain relevant and stay accessible to anyone involved in developing a data centre,” affirms Bing Liu, director of buildings and industrial programs with PNNL.

Installing EV charging stations on your property

If part of your mandate as a maintenance manager is to work towards your company’s ESG goals, you may be considering adding EV chargers on your property. EV chargers take a step towards sustainability, and as more people invest in electric vehicles, adding on-site charging stations may also help raise employee satisfaction. A 2024 survey of EV drivers noted that 42 per cent of respondents valued workplace charging availability as a key factor in their job satisfaction, particularly for urban commuters – and as more people head into the office, this could be a perk for returning employees.

However, it isn’t just a simple installation, and there are many factors to consider before deciding to go ahead. Here are some steps to take before adding EV chargers to your facility:

Get the information: Assess the demand and current usage to determine the potential capacity that’s right for your building. Also, look at what your electrical system can sustain, identify capacity challenges, and research planned upgrades and scalability to decide whether your building can support EV chargers without compromising other building functions – now and in the future.

Location, location, location: It is important to note the location of the chargers when planning and budgeting. The further they are away from your building, the more expensive the installation will be. You may need to add infrastructure if you are considering adding them to a parking garage, and that could lead to more costs for multiple levels, more complicated electrical work, and may limit the amount of space you offer for parking.

Payment plan: Will you offer EV charging free for employees and visitors? Consider whether this will be a revenue source, or whether you will offer it as a perk – and what that will cost. If you are looking to monetize the system, look for providers that allow you to set variable rates for peak usage times, offer data for decision-making, and allow you to pass the electricity cost on to users with a small markup that covers maintenance.

Safety and compliance: Before starting any work, you will need a permit from the Electrical Safety Authority (ESA). In addition, for larger installations (especially Level 3), you will need to submit an EV connection request form to your local electricity distributor (e.g., Hydro One or your local municipal hydro provider). Consider accessibility with clearance space and proximity to the building, as well as safe placement, barriers, and signage where needed.

Adding EV chargers to your facility can be a positive step for sustainability and employee satisfaction, but it can also be a complicated and expensive endeavour. Ensure that you are considering the steps from all angles before making the decision that makes the most sense for your business.

New rental tower set to rise at Sheppard-Yonge

Stafford and DBS Developments have unveiled plans for a purpose‑built rental tower at 11–21 Johnston Avenue in Toronto’s Sheppard-Yonge neighbourhood, marking the first collaboration of its kind for the two companies.

Located just 130 metres from Sheppard‑Yonge Station, the site offers future residents rapid access to both the Yonge‑University and Sheppard subway lines, as well as grocery stores, restaurants, retail, entertainment venues, and community spaces along Yonge Street.

“Stafford is incredibly excited to be partnering with DBS Developments at this opportune time to build this amazing new community on Johnston Avenue,” said Jonathan Goldman, President of Stafford. “Yonge and Sheppard is one of the most underserved rental nodes in the city, which paired with the strong rental demand in this area makes this the exact type of development the city needs.”

“We are thrilled to be partnering with Stafford on what will become a landmark purpose-built rental community for this neighbourhood and for the city,” added Bryan Levy, CEO of DBS Developments. “Stafford has built an exceptional reputation for delivering thoughtful, beautifully executed projects across Toronto, and there is a strong natural alignment between our organizations in how we approach development, construction, and the resident experience.”

Levy added that, as demand for professionally managed rental housing continues to rise in Toronto, so does the need for experienced developers and operators to deliver these critical housing projects: “Together, we’re excited to bring a world-class rental community to one of Toronto’s most connected neighbourhoods, where demand for high-quality rental housing remains strong,” he said.

A development application submitted earlier this year outlines 524 rental units across approximately 350,709 square feet, designed by Turner Fleischer Architects with planning by Goldberg Planning Group.

KPU’s design program earns re-accreditation

Kwantlen Polytechnic University’s (KPU’s) interior design program is being recognized for delivering exceptional, practice-ready education by the Council for Interior Design Accreditation (CIDA).

The Bachelor of Interior Design at the KPU Wilson School of Design has been awarded a six-year reaccreditation, effective May 2026. The six-year accreditation is the maximum term, meaning no areas of non-compliance were identified during the review — an achievement that reflects the strength and consistency of the program.

This recognition highlights the program’s continued commitment to delivering a quality professional-level education that prepares students for the evolving demands of interior design practice.

“Receiving the highest level of reaccreditation from CIDA is always an exceptional accomplishment,” said Paola Gavilanez, program chair. “CIDA accreditation is one of the most rigorous and respected standards in interior design education, and this result confirms the quality of our students, faculty and curriculum, as well as our commitment to preparing graduates for professional practice and leadership in the field.”

Following a rigorous peer review process, CIDA’s decision recognizes the program’s successful achievement of 16 accreditation standards evaluating curriculum, student learning, faculty expertise, professional preparation and institutional resources.

“This reaccreditation is a significant milestone for KPU and the Wilson School of Design and a clear reflection of the program’s excellence and the dedication of our faculty,” said Andhra Goundrey, dean of the Wilson School of Design. “It recognizes a program that not only meets the highest global standards, but also actively responds to the changing expectations of the interior design profession.”

KPU offers the longest-running CIDA-accredited Bachelor of Interior Design program in western Canada, and is also the first in British Columbia to have received this accreditation. Offered through the KPU Wilson School of Design, the four-year degree prepares graduates for entry-level professional practice, advanced study and pathways toward professional registration.

Canada to fund local infrastructure across the North

The federal government is investing $22.7 million through its Build Communities Strong Fund – Local Impact Stream to build and renew critical local infrastructure projects across the northern territories.

Canadian Northern Economic Development Agency (CanNor) announced that municipalities, Indigenous organizations, and non-profits in Nunavut, the Northwest Territories, and the Yukon can now apply to receive up to $1 million for each project.

The program will build new community spaces and modernize existing ones through expansions, renovations, retrofits, climate adaptation improvements, and replacements. A few examples include museums, recreational facilities, downtown improvements, and parks.

Earlier this month, Canada’s minister of housing announced that the Regional Development Agencies will deliver $1 billion of the Build Communities Strong Fund – Local Impact Stream to advance regional economic development across the country.

Toronto green development standard loses clout

Some previously mandated elements are once again voluntary options for Toronto development projects following the recent adoption of provincial legislation that prohibits municipalities from imposing certain requirements as a condition of planning approvals. Amendments to the City of Toronto Act and Planning Act, which received Royal Assent June 2, cancel authority to dictate sustainable design features through site plan control and add in new clauses to forbid local governments from requiring electric vehicle (EV) charging infrastructure in private commercial and multifamily buildings.

Several provisions of the Toronto green standard (TGS) for new development remain in place, however, since they are tied to health, safety, accessibility or protection of adjoining lands. The two Acts still allow local governments to apply site plan control related to those circumstances. As well, other TGS measures are enabled through regulatory mechanisms — such as Toronto’s zoning bylaw and requirements for garbage, recycling and organics collection — that continue to be authorized.

A new report to Toronto City Council concludes that 11 performance measures in the basic TGS tier will have to shift to a voluntary basis, but 25 can still be enforced. More rigorous requirements in the two additional TGS tiers won’t have to be adjusted because participation is already voluntary.

More than 4,000 private and municipally owned developments have been built to reflect TGS requirements since 2010 — incorporating various measures related to: air and water quality; greenhouse gas (GHG) emissions reduction; climate resilience, ecology and biodiversity; and waste reduction and recovery. That’s estimated to have resulted in more than $407 million in utility cost savings and avoidance of 972,000 tonnes of GHG emissions.

“It is one of the most important tools the City has to address climate resilience and achieve the Council-adopted greenhouse gas emissions reduction target of net zero by 2040 under TransformTO,” states the report to be considered at the upcoming meeting of Toronto Council’s planning and housing committee. “The TGS also serves as a market transformation tool facilitating the adoption of materials, technologies and design tools that are now mainstream in Toronto and across Ontario such as bird friendly glass, green roofs, geothermal energy, soil volume planning and energy modelling.”

The new provincial rules mean green/cool roofs and energy modelling will now be reclassified as voluntary undertakings. Nor will development proponents have to meet targets for total energy use intensity (TEUI), thermal energy demand intensity (TEDI) or GHG emission intensity.

The latter prerequisites involved energy modelling to demonstrate that commercial office and high-rise multifamily projects would operate with TEUI no greater than 130 kilowatt-hours (kWh) per square metre per year (12 kWh/square foot) and GHG emissions intensity no greater than 15 kilograms (kg) of carbon dioxide equivalent (CO₂e) per square metre per year (1.39 kg CO₂e/foot²). Commercial retail projects faced TEUI ceilings of 120 kWh/metre²/year (11.1 kWh/foot²) and maximum GHG intensity of 10 kg CO₂e/metre²/year (0.93 CO₂e/ foot²).

Other measures that will now be voluntary include:

EV and electric bike infrastructure;
at least 10 publicly accessible, secure and weather-protected spaces for short-term bicycle parking, at grade on the site or within the public boulevard, at developments located within 500 metres of a transit station entrance;
one of six specified choices for on-site green infrastructure, including: three green roof options, two options for planting flowers/pollinator species or trees, or an on-site bioretention facility to capture stormwater runoff;
large shade trees dispersed throughout above-ground parking lots at a ratio of one tree per five parking spaces, along with a watering and maintenance program for four years after they are planted;
cool paving technologies or soft landscaping on at least 20 per cent of non-residential sites to offset non-roof hardscape; and
on-site landscaping using at least 50 per cent native plants, including at least two flowering species that provide continuous blooms throughout the growing season.

The basic TGS tier retains mandatory requirements for long-term and short-term bicycle parking and shower/changing facilities for cyclists, which are spelled out in Toronto’s zoning bylaw. It also specifies features and configurations for waste collection, storage and compaction, and managing bulky and household hazardous waste.

An ongoing basic TGS measure spells out compliance with Toronto’s wet weather flow management guidelines for reducing and managing storm runoff from the site. Proposed developments that trigger a requirement for a transportation impact study will also still need to produce a plan for reducing single-occupant vehicle trips related to the development by 25 per cent.

Other basic TSG stipulations for accessible pedestrian routes and connections between the development and surrounding properties, pedestrian-scale lighting and covered outdoor waiting areas relate to health, safety and accessibility. Meanwhile, requirements for tree planting along street frontages and special considerations for developments bordering on ravines fall within the City’s authority to protect adjoining properties.

City staff will be updating the guidance documents and checklists that development proponents can use to interpret requirements and steer through the approvals process. A review of the TGS program is also in progress.

“The City will continue to advance climate leadership on its own City-led projects, applying the highest standard of the TGS to these developments. Private development will be encouraged to continue to achieve the TGS voluntary performance measures,” the report to Toronto Council advises. “High-performance private developments will continue to be incentivized through the voluntary TGS development charge refund program.”

SFU’s medical school receives historic $40M gift

The soon-to-open Simon Fraser University (SFU) School of Medicine has secured a $40-million donation from Ratana and Arran Stephens, founders of Nature’s Path, Love Crunch, and Que Pasa Mexican Foods.

The gift marks the largest single donation in the university’s history and will support critical infrastructure, student training, research, and innovation. In recognition, the school will be named the SFU Stephens Family School of Medicine. In a joint statement, the family said they were drawn to the school’s holistic approach to health, which emphasizes nutrition, Indigenous knowledge, and functional medicine.

“Receiving a donation of this scale will meaningfully strengthen how SFU can deliver its medical education training,” said Jessie Sunner, minister of post-secondary education and future skills. “It means B.C.’s future doctors will be trained with cutting-edge equipment and enhanced academic support. This is a win for all British Columbians and especially for growing communities like Surrey and south of the Fraser.”

The school will welcome its first cohort of 48 students in August 2026. SFU has renovated existing space on its Surrey campus and leased additional space to create an interim facility, supported by $33.7 million in provincial funding. The university will locate the school permanently at Surrey Centre Block, next to Surrey Central SkyTrain Station.

The provincial government and SFU have committed $496 million and $25 million, respectively, to the project. Construction will begin in fall 2026. Full completion is on track for fall 2030.

Vancouver’s PNE amphitheatre officially opens

PNE has officially unveiled the Freedom Mobile Arch at Hastings Park in Vancouver. The new 10,000 capacity amphitheatre was completed on schedule, just ahead of the 2026 FIFA World Cup.

Designed as a modern tribute to the rich legacy of the historic PNE amphitheatre while embracing the future of live entertainment, the Freedom Mobile Arch represents one of the most significant cultural infrastructure investments in British Columbia in recent decades.

“The Freedom Mobile Arch is a new home for music, art and culture in British Columbia and we are so proud to feature BC and Canadian artists for the Opening Night Celebration,” said PNE president and CEO Shelley Frost. “This evening signifies the PNE’s dedication to our cultural and creative communities, and our belief in the opportunity a world-class venue like the Freedom Mobile Arch gives as a gathering place for shared experiences.”

Located at Hastings Park on the PNE grounds, the venue’s signature feature is North America’s largest clear-span wood roof, an iconic architectural statement celebrating British Columbia’s leadership in mass timber innovation and sustainable building design.

Designed by Revery Architecture, the project showcases British Columbian and Canadian building products and engineering while adhering to the highest standards of environmental sustainability. EllisDon was general contractor, overcoming complex challenges to deliver the unique canopy.

“The Freedom Mobile Arch embodies our commitment to investing in the communities we serve,” said Freedom Mobile president and CEO Pierre Karl Péladeau. “We are genuinely honoured to have our name associated with this world-class venue, and with the generations of memories that will be made here. Being part of Vancouver and BC’s cultural history, alongside an institution as iconic as the PNE, is a real privilege.”

The Freedom Mobile Arch is envisioned as a year-round gathering place that will support local arts organizations, touring productions, festivals, sporting events, and cultural programming while strengthening Vancouver’s live entertainment economy.

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