Surrey awards contracts to widen King George Blvd

The City of Surrey has awarded $1.26 million in contracts for road widening along King George Boulevard to support the future construction of the Bus Rapid Transit project.

The contract includes widening King George Boulevard between 72 Avenue and 76 Avenue by adding a third southbound lane. This road upgrade will improve traffic flow and provide better access to businesses along the west side of the corridor, like the access provided by the existing third northbound lane on the east side.

“Investing in this road work is an important step toward preparing for Bus Rapid Transit system in Surrey,” said Mayor Brenda Locke. “The additional southbound lane on King George Boulevard will address current traffic congestion while improving access to local businesses including major destinations like Costco.”

Road work is expected to start in June and be completed by the end of summer. Mainland Construction and ISL Engineering were awarded contracts for the work.

Earlier this month, council approved advancing the King George Boulevard BRT project to full design. The future line will run along a 19-kilometre corridor with 12 stations from City Centre to Semiahmoo Town Centre, providing fast, frequent transit service for residents and commuters.

Currently, King George Boulevard between 72 Avenue and 76 Avenue has three northbound lanes and two southbound lanes. The addition of a third southbound lane will reduce traffic congestion and improve access to businesses.

Derek Newby inducted into RAIC College of Fellows

Derek Newby, Perkins&Will managing director of Vancouver and Calgary studios and regional managing director across Canada, has been inducted into the RAIC College of Fellows.

He was inducted under the category of “Distinguished Contribution through Excellence in Architectural Design, Design Management, or Innovation.” The designation celebrates architects who have moved the profession forward through design leadership and innovation, as recognized by their peers and as reflected in award-winning work.

“I’m honoured to join the RAIC College of Fellows,” said Newby. “This recognition reflects the many collaborators, mentors, clients, and teams I’ve had the privilege to work alongside throughout my career. I continue to believe architecture should create the best possible conditions for both people and the planet to thrive, and I’m grateful to be part of a practice committed to that work every day.”

Over more than two decades in practice and 15 years with the firm, he has become known for pairing long-term thinking with a deeply collaborative approach to design and leadership. In Vancouver and Calgary, he has cultivated studios known for interdisciplinary collaboration, strong mentorship, and ambitious environmental performance goals while advancing the firm’s work in mass timber and low-carbon design. His growing role in guiding teams, strengthening design culture, and leading regional strategy across Canada ultimately led to his appointment to the firm’s board of directors in 2026.

Beyond project work, Newby remains deeply involved in the research, policy, and industry initiatives that continue to influence how sustainable building is understood and implemented across Canada. He has advised provincial and municipal governments on policy development, participated in municipal design review panels and zoning discussions throughout the region, and co-authored publications focused on embodied carbon reduction, healthy communities, and timber innovation.

TTC pilots wayfinding project ahead of World Cup

Tourists visiting Toronto for the FIFA World Cup may find transit facilities more accessible to navigate through a newly launched wayfinding project. The Toronto Transit Commission (TTC), in collaboration with design firm Arcadis, has started piloting two different systems across six high-traffic subway stations, including an exit strategy that is a first-of-its-kind in Canada.

An alphanumeric identification system is being integrated into digital transit apps and rolled out at Bathurst, Dufferin, Bloor-Yonge, Union, St Andrew, and King stations. The NaviLens app, which enables smartphone-based navigation and real-time transit information, will be piloted solely at Dufferin station. Together, the systems will help people quickly access soccer destinations and other above-ground facilities, while supporting those who are visually impaired, low-vision users, multilingual visitors, and neurodivergent riders who often encounter cognitive overload.

The pilot will remain active until September 2026 and aligns with the TTC’s long-term wayfinding strategy that sets out to transform traditional static signage into a dynamic, multi-sensory and integrated experience. In a 2025 report by the TTC, an audit revealed that while 39 per cent of signage reflects current standards, 61 per cent still uses legacy formats.

“Over the years, projects were designed and rolled out by need, often one sign at a time, rather than through upgrading an entire station,” the report states. “This highlights the significant work ahead to achieve consistency system-wide and bring all stations, loops and surface network to 100% alignment with updated standards.”

In addition to a signage overhaul, which requires an estimated $140 million in funding, the TTC is prioritizing a digital revamp. Modern-day wayfinding now integrates both physical and digital tools across various platforms and agencies and incorporates elements such as personal devices, audio cues, and architecture.

“We want everything to feel integrated and purposeful as we go through any updates, making sure that our systems, whether digital or static, work all together,” says Laura Lehming, director of customer experience at the TTC. “It’s like a puzzle—you’ve got all of these pieces that need to work in order to see and understand the whole picture.”

Exit strategy a first in Canada

To glean international best practices, Lehming’s team engaged with various transit agencies around the globe and were inspired by large-scale cities such as Paris and Tokyo that are successfully connecting wayfinding with different formats.

In the TTC pilot, alphanumeric codes are currently assigned to the station exits, transfer points, and other key locations. Each exit will now be marked with a simple code—such as “A” or “A 1,” which also incorporates high-contrast pedestrian icons to help customers pinpoint their street-level destinations.

For example, at Bathurst Station, the Bathurst Street side becomes Zone A, while the Markham St. side becomes Zone B. Each zone is linked to nearby landmarks, street corners, and transit connections, making it easier for customers to choose the most appropriate exit.

Julian Lum-Smith is a transit facilities studio manager at Arcadis, the firm that designed the TTC version of the wayfinding system. He says this specific exit strategy is widely used across transit networks in Asia, where some stations have hundreds of exits. Cities in Europe are gradually adopting it, but this is Canada’s first application.

“Systems where you’re trying to find your way above ground can be really challenging underground,” says Lehming. “When you’re unfamiliar with a station, you really need something to help orient yourself, which might not use cardinal directions.”

Alphanumeric codes are designed to reduce that confusion for anyone who is new to the TTC, but also for Toronto’s multicultural community of English language learners. Rather than relying on long route names, these short identifiers are easier to recognize and remember. As an example, instead of processing “King 504 Streetcar Eastbound,” riders could simply follow a code, such as “B2,” which becomes the only reference they need throughout their journey.

Inclusive support through turn-by-turn directions

Another wayfinding technology aimed to empower people is NaviLens, which is widely used in Europe and currently operating in Vancouver. The app translates visual signage into audio messages, and is especially geared to travelers who are blind or have low vision.

With a smartphone, users can scan colourful QR codes from 40 to 65 feet away, depending on the size. The codes prompt the phone to deliver information about a nearby point of interest and offer turn-by-turn directions.

“Vision impaired users are able to listen to an audio guide, one they would almost get in a museum, but also with music and cues to turn left, turn right, turn around,” explains Lum-Smith. “If you’re trying to get the southbound bus to Toronto Stadium, the audio will take you there—to the elevator, through the stairs, up the concourse.”

As well, the app automatically detects the language on a user’s phone and translates support in up to 42 languages. Neurodivergent riders will also experience less cognitive demand and more reassurance through an app setting that displays picograms, which are similar to MagnusCards—a digital life skills guide that helps autistic adults in real-world situations such as using public transit.

“We also try to have progressive disclosure so you only get the information you need where you need to make the decision,” says Lum-Smith. “If you are on the platform, does it matter when the next bus is coming? Some users might find that information too much.”

Setting standards in permanent motion

As the TTC moves forward with the trial, public feedback will inform necessary improvements. The hope is that it will eventually inspire permanent signage renewals and upgrade new subways like the 15.5 kilometre Ontario Line.

Wayfinding upgrades during high-profile events are not new to Toronto. In 2015, the city completed a pilot project in conjunction with the PanAm Games, consisting of 21 different signs in the downtown core. The project became successful and prompted a city-wide rollout. More recent solutions explore vehicle arrival information. The TTC is also piloting E-link displays at 75 stops, in time for the World Cup.

“As well, we are looking at ways of fully updating stations,” says Lehming. “St. George is one pilot we want to start with first because it’s a major interchange.”

Plans are in place for a potential entire revamp, where every single sign would be upgraded to current TTC standards to enhance transfers between Line 1 and Line 2 and boost access to the Royal Ontario Museum and the Bata Shoe Museum. The team will also explore how to apply customer feedback from the alphanumeric identification strategy.

Once these projects come to fruition, they will showcase a more innovative and intuitive approach to wayfinding, one that is rooted in universal design principles that make all riders feel safer and more comfortable.

“I think that makes a big difference when you’re out on public transportation—feeling like somebody has taken care of you and is thinking about the customer-first approach,” explains Lehming. “It’s a great way to see the city, and as we’re gearing up for the World Cup, we want to make sure everyone has that same perception.”

Adapted residential and therapeutic complex underway in Quebec

Construction is officially underway on a new adapted residential and multifunctional complex in Saint‑Rémi, Quebec, for adults living with physical disabilities, including traumatic brain injuries and other physical impairments. Developed through a partnership between the Government of Quebec, the Government of Canada, the City of Saint‑Rémi, and Vents d’espoir de la Vallée du Saint‑Laurent, the project represents an investment of more than $19 million and will become the ninth Maison Martin‑Matte.

“As the Member of the National Assembly for Sanguinet, I am very proud of the measures we are implementing to provide stimulating and adapted living environments that meet the needs of its clientele,” said Christine Fréchette, Premier of Quebec. “With this impactful project, we are showing that it is possible to innovate to better respond to each person’s specific needs, while bringing together committed partners who share the same goal. This is one of the ways we are improving access to healthcare in Quebec.”

Set to open in 2027, the Maison Martin‑Matte will combine 42 adapted residential units with a range of specialized facilities designed to promote autonomy and well‑being for those living with disabilities. Plans include a therapeutic pool, an adapted training room, a day centre, and multifunctional community spaces designed to create “a safe, stimulating environment” for residents.

The ground-breaking ceremony on May 26 brought together several key figures, including Minster of Health, Marjorie Michel, who stated: “This critically important project will enable vulnerable people in the Montérégie region, including those living with a head injury, to maintain their independence in a safe and caring environment and will provide valuable support to their loved ones.”

For more on the Maison Martin-Matte foundation, visit: Les Maisons Martin-Matte | Fondation Martin-Matte.

Ontario puts clamps on youth custody facilities

Lockdown rooms could become a feature of Ontario’s youth custody facilities. Proposed amendments to the provincial Child, Youth and Family Services Act would give the Minister of Children, Community and Social Services the authority to prescribe standards for locked rooms and the circumstances under which young offenders could be confined within them.

Authority for this new detention option is included in the omnibus Bill 119, introduced in the Ontario legislative assembly earlier this week, which contains amendments to 16 different provincial statutes. Currently, the Act allows only for young offenders who are in a secure treatment program for mental health disorders to be held in a locked room that’s separate from the larger population of the facility. A government backgrounder, released with the tabling on the Bill, suggests that’s inadequate to “manage high-risk safety incidents” that may arise.

Canada’s federal Youth Criminal Justice Act stipulates that any detention within a locked rooms must be explicitly authorized and in adherence with human rights laws. The proposed changes to Ontario’s law would specify that such authority rests with “a person in charge” of a secure custody facility (i.e. not a group home) and can be applied only in prescribed circumstances and via prescribed procedures.

Those triggering circumstances and required procedures would be specified in future regulations once the bill is adopted. However, the Ontario government backgrounder offers an example scenario.

“There may be need for staff to temporarily place youth in secured areas (rooms with lockable doors) during a facility-wide weapons search,” it states. “The changes would help ensure front-line staff in secure youth justice facilities have the appropriate tools and resources to keep everyone safe.”

The public can submit comments on the proposed legislation via Ontario’s regulatory registry until June 24, 2026.

Commercial cleaning in 2026

Commercial cleaning is a vast industry, encompassing everything from janitorial services to including window washing, furniture, carpets, air ducts, restoration, and more. The global cleaning services market is projected to reach over $111 million by 2030, which reflects a compound annual growth rate (CAGR) of 6.5 per cent from 2021 to 2030.

The perception of commercial cleaning used to mean checklists, shiny floors, and a “clean smell,” but that definition has evolved and today’s businesses are aligning cleaning decisions with fundamentals like employee wellness, indoor air quality, sustainability goals, and operational efficiency. Rather than treating janitorial services like a separate entity, many building managers are taking an integrated approach where all departments work together to maintain and improve the building.

What are the priorities and expectations for commercial cleaners to help maintain today’s buildings?

Healthier workplaces

Workplace conditions are becoming an important part of employee wellness and air quality is a top concern for many managers during allergy season. Upgrading HVAC systems to HEPA filters, focusing on limiting VOCs from cleaning products, and air duct cleaning all help offer better air quality for staff and visitors. Hygiene and sanitization also still a concern, of course, and improving those efforts with automation is allowing cleaners to offer better results.

Robotics

AI and automation are helping cleaning businesses better manage labour, improve efficiencies, and offer staff better work life balance. Tools like automated scrubbers can help simplify a large cleaning job like lobbies or hallways. Robotic lawnmowers can save time and money, predict weather conditions, and perform based on gathered data for best results. Automation also helps with fluctuating schedules and hybrid work, offering labour during off times when employees are not on call.

Data

More modern tools that use data to provide real-time insight are becoming the standard for today’s cleaners. Occupancy sensors, digital monitoring, and automated logs are all helping cleaners and maintenance managers to better allocate staff, cut costs on energy bills and inventory, and provide a more sustainable approach to cleaning and maintenance. Data is adding a layer of transparency that allows maintenance managers and janitorial staff to better plan and budget, assess practices, and execute their duties.

The maintenance and janitorial industries are ever-growing and ever-evolving, and knowing what clients expect can help business owners deliver on expectations, remain competitive, and build loyalty.

The CAO appoints new CEO and registrar

The Condominium Authority of Ontario (CAO) has appointed Kate Lamb as the new Chief Executive Officer and Registrar, effective June 1, 2026.

Lamb joins the CAO from a federal professional regulator, where she served as interim president and CEO. She began her career as a lawyer then moved into senior leadership roles over the last 15 years. Lamb is said to bring a transparent and compassionate leadership style that values stakeholder relationships and service excellence.

“I am honoured to join the Condominium Authority of Ontario at such an important moment for the sector,” she said. “Ontario’s condominium communities deserve clear information, strong protections, and accessible dispute resolution. I look forward to working with the Board, staff, the Ministry, and our many partners to build on the CAO’s strong foundation and to continue earning the trust of the people we serve.”

In her role, Lamb will lead the CAO in delivering its mandate under the Condo Act. This includes providing information, resources and access to Ontario’s public condo registry, as well as mandatory training to condo board directors, while supporting the operations of the Condominium Authority Tribunal.

“Kate brings a combination of executive leadership, regulatory insight, and genuine commitment to the public interest,” said CAO Chair Allison Scanlan. “The Board is confident that under her leadership, the CAO will continue to deliver high-quality services to Ontario’s condominium communities, strengthen consumer protection, and work collaboratively with government and sector partners as the condominium sector continues to evolve across the province.”

Funding for Cambie Street Bridge seismic upgrade

Cambie Street Bridge, one of the Vancouver’s most critical and busiest bridges, will be upgraded to meet modern seismic standards following a combined investment of more than $200 million from the federal government, the City of Vancouver, and TransLink.

The Cambie Street Bridge, which connects the densely populated downtown peninsula with the rest of Vancouver, is located in an active seismic region. The bridge, which opened in 1985, features five vehicle lanes, a two-way bike path and pedestrian walkways. It serves as a major transit route with over 13 million vehicle crossings annually and is also part of TransLink’s Major Road Network (MRN), which ensures the safe and efficient movement of people and goods across the region.

This project will enhance the bridge’s seismic resilience through upgrade and rehabilitation work delivered over multiple phases, reducing potential earthquake damage and repair costs. The upgrades will also enhance public safety and help maintain a reliable transportation network by supporting efficient emergency response and emergency vehicle access, protecting communities and critical infrastructure beneath the bridge, and reducing recovery needs following an earthquake. Over the bridge’s lifespan, these upgrades will reduce future rehabilitation needs and deliver longer term reliability.

Planned improvements include the innovative and effective use of seismic isolation bearings at all 65 bridge piers, modifying the existing expansion joints, seismically upgrading supports at each end of the bridge, and installing soil anchors to strengthen foundations.

In addition to structural upgrades, the project includes transportation upgrades that support long-term sustainability and connectivity, and shoreline naturalization at the north end of the bridge that will pilot a new type of seawall construction designed to be more resilient to sea level rise and coastal flooding.

Work is expected to be completed by 2035.

Construction begins on new Ontario Science Centre

Construction on a new 400,000-square-foot Ontario Science Centre is officially underway in downtown Toronto. The provincial government broke ground on the waterfront facility, which is slated to open at the revitalized Ontario Place in 2029.

Earlier this year, the government unveiled a final design that showcases a new mainland building for programming, exhibitions and immersive visitor experiences, including hands-on exhibits and educational workshops. Upgraded pods will create new science-themed experiences. Renovations to the Cinesphere include acoustic enhancements to its IMAX theatre and a complete interior and exterior revitalization that will double the current seating capacity.

Surrounding the site, visitors can expect more than 50 acres of public trails, expanded green space, playgrounds, interactive fountains, new beaches, event spaces, a modernized marina and the redesigned RBC Amphitheatre.

The contract to design, build, finance and maintain the new facility has been awarded to the Ontario Science Partners, a collaboration that includes Hariri Pontarini Architects.

Climate action at a crossroads

Amid rising geopolitical tensions, economic volatility, and a North American retreat from ESG commitments, Desjardins Group has released its 2025 Climate Action Report and its Social and Cooperative Responsibility Report—two documents that chart the progress and setbacks of the past five years. Since announcing its ambition to reach net‑zero emissions by 2040, Canada’s largest cooperative financial institution has stayed the course and remained a stabilizing force in the national financial landscape, managing $524.3 billion in assets as of March 31, 2026.

Still, the path has been far from smooth. Desjardins’ latest findings offer both guidance and a stark reminder of the mounting challenges building owners face as they work to deliver essential sustainability upgrades.

“Even though we’ve made real and meaningful progress, these reports show the complexity and challenges of decarbonization,” said Gildas Poissonnier, Chief Sustainability Officer at Desjardins. “Above all, they show that we need to keep moving forward, using reliable data and robust tools, while still remaining attentive to the needs and circumstances of our members and clients during this transition.”

While Canada has seen some pushback against ESG in the past two years, in the United States it has become a highly polarized political issue, with state‑level legislation restricting ESG investing, public campaigns targeting financial institutions, and explicit anti‑ESG mandates. Despite this resistance, Desjardins again earned MSCI’s highest ESG rating of AAA in 2025 and reported strong progress across several key areas.

Specifically, renewable energy lending has increased from 28 to 73 per cent of its energy portfolio since 2020, supported by $8.3 billion in transition‑aligned commitments. The institution has also invested more than $2 billion in renewable energy infrastructure, while four sustainable and green bond issuances totaling $2.2 billion—including a $500 million issuance in 2025—signaled growing momentum for green multifamily financing. Desjardins further reports a 27 per cent reduction in operational GHG intensity and a 32 per cent reduction in emissions intensity from investment and lending activities. Yet even as total assets rose by 55 per cent, financed emissions remained flat, showing that portfolio expansion has outpaced its ability to drive down total emissions.

“Our progress over the last five years has reinforced our belief that meaningful climate action requires collective effort,” the report contends. “To make real headway toward a fairer, more equitable and low‑carbon economy, we need a political, economic and regulatory ecosystem that is coherent and motivating—one that unites public‑ and private‑sector players and keeps them moving in the same direction.”

For Canadian apartment owners, Desjardins’ findings reinforce what the sector has long understood: meaningful climate action is only viable within a coordinated ecosystem that provides predictable policy, financing incentives, and technical support. For operators managing aging building stock, capital constraints, and mounting regulatory pressures, the shift to low‑carbon operations demands continual adjustment in an already challenging environment. As retrofit costs rise, tenant affordability pressures intensify, and provincial regulations evolve, alignment across policy, finance, and technical capacity is becoming increasingly essential.

Desjardins’ CEO Denis Dubois underscored this need, stating, “The energy transition can’t happen in isolation. It needs to take into account economic and operational realities. It means we’ll need to make important decisions and continually adjust in an environment that is still demanding.”

Collaboration as a climate strategy

While decarbonization is proving slower and more complex than anticipated—especially as portfolios grow—reliable data and standardized tools remain critical for tracking emissions across diverse building types. At the same time, Desjardins emphasizes the need for collaboration across public, private, and non-profit sectors to scale affordable, low‑carbon housing, even as green financing mechanisms—from sustainable bonds to blended‑capital funds—become increasingly central to rental housing development and retrofits.

“We’re determined to continue incorporating ESG factors into our activities and products because we believe they’re a source of more sustainable growth,” the report adds—signaling that capital providers will increasingly expect, and reward, credible climate strategies, transparent reporting, and investments in resilient, efficient buildings.

Recently, the group has advanced several collaborative initiatives with direct relevance to housing, including Décarbone+, developed with partner institutions to help businesses understand and reduce emissions; a $400,000 investment with Cycle Momentum to support climate‑tech start-ups emerging from Quebec universities; and the Amplifier Fund, a $50 million partnership with the Société d’habitation du Québec and six foundations to expand affordable rental housing with a low environmental footprint. It also launched partnerships for renewable energy and storage projects with First Nations and regional alliances, as well as supported the installation of 477 EV charging stations across Quebec and Ontario, reflecting infrastructure shifts that will be increasingly expected in modern rental communities.

Taken together, these findings point to a sector‑wide inflection point. As financial institutions maintain, or even sharpen, their climate commitments and governments advance new regulatory expectations, rental housing providers will increasingly operate in an environment where low‑carbon performance is tied to both risk management and access to capital. Desjardins’ 2025 reporting makes clear that progress is possible when policy, financing, and technical capacity move in alignment—and the path forward will depend on sustained collaboration, predictable frameworks, and continued investment in resilient, efficient buildings.

Royal Columbian Hospital acute care tower opening

The new Jim Pattison Acute Care Tower at Royal Columbian Hospital is set to open on May 31, 2026.

The new 388-bed, 10-storey tower is the second phase of the Royal Columbian Hospital redevelopment project. The multi-million, multi-phase project that will increase the hospital’s capacity, introduce advanced medical technologies and improve the health care environment for patients, staff and medical staff.

Phase 2 includes the new acute care tower, featuring more beds, private rooms, new operating rooms, advanced technology and equipment, a 356-stall underground parkade, a 117-stall surface parking lot, new main entrance and rooftop helipad.

Amenities for health-care teams include multiple staff lounges, staff change rooms and lockers on each floor, bike storage, outdoor spaces and a lactation lounge for parents needing to pump milk during the workday.

The tower will open in two stages, making Royal Columbian Hospital the only hospital in B.C. with expanded trauma, cardiac care, neurosurgery, high-risk obstetrics, neonatal intensive care and acute mental health care on one site. EllisDon was the general contractor.

The building has been designed to be LEED Gold. To increase energy efficiency, the project features advanced heating, ventilation and air conditioning systems. The building is designed with a focus on reducing greenhouse gas emissions and incorporates sustainable and locally sourced materials as much as possible.

Phase 1 of the Royal Columbian Hospital redevelopment opened in 2020. It included a new mental-health and substance-use wellness centre (with inpatient and outpatient services, including a specialized unit for seniors care), energy centre and parkade. This phase expanded access to mental-health and substance-use care and improved hospital services and facilities.

Phase 3 will include upgrades to the existing health-care centre and Columbia Tower to support the beds and services added in Phase 2. Those renovations are expected to be complete in 2029.

Construction underway on Surrey City Centre 5

City Centre 5, located in Surrey’s Health and Technology District, has officially broken ground.

City Centre 5 is a 23-storey, 182,000-square-foot student housing residence featuring 810 student beds designed to support the growing demand for high-quality, accessible housing for post-secondary students in Surrey. Construction is scheduled for completion in Fall 2028.

“We are incredibly proud to deliver Surrey’s first student housing development project designed to meet the growing demand for affordable, high-quality accommodation for post-secondary students right here in Surrey,” says Kirk Fisher, CEO of Lark Group. “This collaboration brings together Lark Group and ICT Group’s experience in construction and development, Western Community College’s deep commitment to student success, and UniLodge Canada’s globally recognized expertise in student housing management. Together, we are creating an environment where students can live, learn, and thrive in a vibrant innovation-driven community.”

Strategically located adjacent to Surrey Memorial Hospital and steps from King George SkyTrain Station, City Centre 5 is part of the broader Health and Technology District, an eleven-phase master-planned development by Lark Group and ICT Group that will include nine City Centre buildings. The District is designed to bring together healthcare, education, business, and technology organizations into one integrated innovation ecosystem that supports British Columbia’s growing economy.

With the addition of City Centre 5, this state-of-the-art student accommodation features a range of studio, one bedroom, and two-bedroom units tailored to suit students’ lifestyles. It offers semi-private bathrooms, communal kitchen and dining areas, fitness centre, gaming room and theatre, study rooms, laundry facilities and indoor/outdoor lounges. It’s close to transit, retail shops, dining options, healthcare services, and integrated daycare facilities to support both the learning and professional community.

Moving your maintenance from a preventative to a predictive approach

Taking a preventative approach to maintenance can help managers stay on top of budgets, avoid any expensive surprises, and lengthen the lifespan of their equipment, but is that a feasible approach for maintenance and facility managers?

A recent study by UpKeep reveals that while 90 per cent of managers believe in preventative maintenance, only 26 per cent are practicing that, citing staffing shortages and scheduling conflicts as the main impediments. Further, 28 per cent don’t know their annual maintenance budgets, so planning ahead becomes almost impossible.

The study explains that simply directing maintenance teams to ‘practice preventative maintenance and ‘prioritize prevention’ focuses on behavioural change, rather than the necessary organizational solutions, and that is not a viable strategy. Just over half of the managers surveyed (54 per cent) say they’re seeing improvements in their maintenance operations but 62 per cent say they can’t show that with data.

What’s missing in this equation? Without having data to support what they’re doing, facility managers can be operating blindly, without a way to accurately predict or measure their actions.

While preventative maintenance is described as following a predetermined maintenance schedule, predictive maintenance involves monitoring asset condition and enhancing asset performance to determine maintenance needs.

Both strategies are proactive, but predictive maintenance relies on real-time data to inform and justify maintenance managers’ decision making.

What are some of the quantifiable benefits of predictive maintenance?

Rather than relying on set intervals to assess and perform maintenance, a predictive approach is triggered by real-time data, where action is taken only when it is determined to be beneficial.
Today’s technology tools can better determine early signs of equipment failure using sensors, IoT, and analytics.
Less downtime is necessary because maintenance is only performed when necessary or beneficial, rather than o a set schedule.

According to the U.S. Department of Energy, predictive maintenance saves managers eight to 12 per cent over preventive maintenance, and up to 40 per cent over reactive maintenance. So, while proactive maintenance is still a vast improvement over a reactive strategy, it is slowly being replaced by predictive maintenance as the industry evolves.

Yukon to accelerate major infrastructure projects

The Yukon government has partnered with Canada on a $350-million investment that will deliver more housing and infrastructure across the territory.

The first agreement is for nearly $157 million under the Build Communities Strong Fund. The Yukon will receive up to $82.4 million to support infrastructure projects related to housing and post-secondary education over 10 years, as well as up to $74.5 million in health infrastructure funding over three years.

Upgrades will target housing supply, including water and wastewater systems, roads and bridges and community infrastructure. It will also help with building and renovating learning and research spaces, as well as hospitals and long-term care facilities.

The second agreement is with Yukon Housing Corporation (YHC) to build up to 500 new homes for rent-geared-to-income clients and essential workers in the community.

The federal government is investing $100 million and the YHC is contributing $93 million to deliver both public-housing units owned and operated by YHC and partner-led units constructed by community housing developers.

The governments say the goal is to accelerate construction timelines and improve efficiency, while prioritizing Canadian-made materials and products.

The initiative also supports the integration of supportive and transitional housing, which will help to address homelessness and provide housing stability for vulnerable people.

Spring and summer pest management for your building

Maintenance managers have so many responsibilities throughout the spring and summer and pest management can become a time consuming and costly issue if not addressed correctly. Taking a reactive approach is a mistake, and could potentially lead to infestations, property damage, and unsafe working conditions.

Maintenance and facility managers need to prioritize pest control by taking action to deter rodents, bugs, and birds from impacting their business:

Rodents

Rodents are typically attracted to the interior of the building to find food, so keeping food sources secure and your waste management clean can help to deter interest in your building. Additionally, rodents could be seeking entry to warm up, cool down, or for nesting, so securing the building is critical in deterring entry.

Mice can squeeze through openings as small as a quarter, so sealing any available entry points is key. Check the building exterior and utility pipes for cracks or holes, ensure doors and windows close tightly, and repair missing weather stripping, door sweeps, and window screens. You may also want to install protective screens over HVAC air intakes and exhaust vents to stop rodents from access the interior of the building. Also, cutting tree branches and bushes (away from the building) can help prevent pests from using branches as a bridge to your roof.

Look for signs like droppings, chewed wires, or foul odours that could indicate the need to take action.

Insects

Bugs are generally attracted to food sources, so ensuring that your waste management areas are regularly cleaned and emptied will help. Insects can also be drawn to light sources, so consider setting timers or installing sensored systems to help eliminate consistent light around your building at night.

If you have gardens, there are some plants you can incorporate that will help deter bugs from coming near. Plants like citronella, lemongrass, and mint, along with flowers like marigolds and petunias can help keep bugs off your property.

Birds

Birds can quickly turn into a nuisance if they decide to build nests or find a water source on your property. Check your roof seasonally for ponding water which may attract birds, and clear your drains if you find any standing water on your roof. Install physical deterrents like spikes and netting to prevent birds from landing and settling on your building.

To stay on top of a potential issue, train your teams to recognize early signs of bird activity like droppings or a buildup around rooftop equipment or water features.

The warmer weather and cooler nights can encourage pests like nesting birds, seasonal bugs, or pests looking to seek refuge from the heat. Maintenance teams need to stay vigilant in looking for signs, taking preventative action where possible, and addressing the issues as they arise as part of their pest management plan this season.

RentCafe adds integrated tenant insurance

Yardi announced it has expanded RentCafe Renter Essentials in Canada through a strategic partnership with APOLLO Insurance, allowing residents to purchase or upload tenant insurance directly within the RentCafe leasing workflow. Yardi says the integration enhances resident financial well‑being and gives property managers a streamlined, real‑time view of insurance compliance across their portfolios.

“Partnering with companies like APOLLO Insurance allows us to bring the right solutions directly into the hands of property managers and residents,” said Peter Altobelli, president, Yardi Canada Ltd. “Making tenant insurance a seamless part of the leasing experience is exactly the kind of practical innovation our clients are asking for.”

RentCafe Renter Essentials is a collection of products and services required by residents throughout their tenancy, delivered by Yardi or through select partners. With the APOLLO Insurance integration, residents can now upload proof of insurance or purchase a policy without leaving the RentCafe environment.

Jeff McCann, founder and CEO of APOLLO Insurance, called the partnership “a major milestone,” noting that embedding tenant insurance directly into the leasing workflow “removes friction for both residents and property managers” and makes compliance “effortless.”

For property managers using Yardi Voyager, the integration provides a centralized, real‑time dashboard showing insurance status across units and buildings. This improves risk management, simplifies compliance tracking and supports more efficient leasing operations.

Yardi will be showcasing the APOLLO Insurance integration at the 2026 Rental Housing Canada Conference in Ottawa, May 26–28.

Gairloch breaks ground on new Junction rental property

Gairloch Developments has officially broken ground on 3239 Dundas Street West, a new purpose‑built rental community in Toronto’s Junction neighbourhood designed by Batay Csorba Architects. The project marks a significant milestone for the company as its first purpose‑built rental building and the launch of a broader long‑term rental housing strategy across the city. Additional rental communities are planned for 1802 Bayview Avenue and 1650 Dupont Street, reinforcing Gairloch’s commitment to “delivering design‑focused housing.”

3239 Dundas Street West brings together a full modular precast structural and exterior envelope system, sustainable high‑performance building design, and innovative heating, cooling, and hot‑water technologies to create a contemporary rental community centered on durability, efficiency, and long‑term livability. The modular precast approach enables greater construction precision, faster delivery timelines, reduced neighbourhood disruption, and enhanced long‑term material performance. Paired with advanced mechanical systems and a high‑performance envelope, the company says the project reflects a “forward‑looking model for sustainable urban rental housing.”

Architecturally, the building emphasizes clarity of form, refined material expression, and a sense of permanence—creating a distinctive presence on Dundas Street West while remaining sensitive to the scale and character of the Junction.

“This project reflects our belief that purpose‑built rental housing should be designed with the same level of care, quality, and architectural ambition as any residential development in the city,” said Bill Gairdner, President of Gairloch Developments. “3239 Dundas Street West represents a long‑term investment in design, sustainability, and the future of rental living in Toronto.”

Situated in the heart of the Junction, the development benefits from strong transit connectivity, a vibrant retail and dining scene, and an established residential community—positioning it well for long‑term urban renters seeking both convenience and design quality.

With construction now underway, 3239 Dundas Street West underscores Gairloch Developments’ ongoing commitment to delivering innovative, design‑forward purpose‑built rental communities across Toronto.

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