B.C. announces 5,000 new trades training seats

As part of a $241 million investment, B.C. announced the first 5,000 new trades training seats will roll out in 2026 at public post-secondary institutions and non-profit union trainers.

This investment is part of the province’s “Look West” strategy announced in Budget 2026. The strategy is designed to support $88 billion in planned major projects over the next 12 months, which are expected to create 100,000 job openings in skilled trades.

The $241 million will double the annual funding to SkilledTradesBC from $107 million to $214 million by 2028-29.

Over the next three years, the investment aims to:

reduce wait lists for high-demand trades by expanding program capacity
increase per-seat funding across apprenticeship programs that lead to SkilledTradesBC credentials, helping trainers manage rising costs for equipment, curriculum and instruction
establish the Look West: Workforce Readiness Initiative, a strategy designed to improve access to training in rural and remote communities, which responds directly to employer needs
expand skilled trades certification, starting with tower and mobile crane operators

An estimated $88 billion in major projects is proposed over the next three years, including 17 projects added to the province’s priority major projects list. The projects are expected to create tens of thousands of jobs in construction, clean energy, critical minerals, marine and transportation sectors.

“This investment further strengthens B.C.’s trades-training system by expanding access to apprenticeship and supporting training providers to deliver high-quality trades programs across the province. SkilledTradesBC remains committed to working with industry and training partners to connect more British Columbians with in-demand careers and support the province’s long-term workforce needs,” said Shelley Gray, CEO, SkilledTradesBC.

Burke Mountain Community Centre breaks ground

Construction has begun on the 80,000 square foot Burke Mountain Community Centre in Coquitlam.

Once complete, the Burke Mountain Community Centre will serve as a vibrant hub for recreation, learning and community connection. The new facility has been designed to meet both current and future needs of a growing community.

The centre will include a six-lane lap pool, leisure pool with lazy river and two lap lanes, hot pool, steam room, sauna, climbing wall and drop slide; a double gymnasium; a fitness centre; and flexible, multi-purpose rooms for programs, meetings and events. A new branch of the Coquitlam library will also open inside the facility. The project will have 237 parking spot, including 128 underground stalls.

“As Coquitlam grows, we’ve stayed focused on making thoughtful, long-term investments in the spaces people need to stay active, connect with one another, and enjoy a high quality of life. It’s especially meaningful to see this project moving forward as one of the final major civic initiatives in my time as Mayor. I look forward to this centre becoming a true gathering place where people of all ages can come together, build relationships and create lasting memories for years to come,” said Mayor Richard Stewart.

Beside the community centre, Burke Village Park will be an outdoor extension of the facility. Flexible seating and open spaces, a splash pad to cool off in the summer, and accessible walkways throughout the park will bring community together for everyday use and small community events. A dedicated Streamside Protection and Enhancement Area will protect the natural watercourses in the area.

EllisDon is the general contractor with completion anticipated in 2029.

What exceptional facilities get right before guests ever notice

For facility managers, cleanliness signals how well the entire operation is running. In busy public spaces, guests may not see the systems, staff decisions, or planning behind a well-maintained facility, but they experience the results immediately. They notice whether restrooms are stocked, waste areas are under control, spaces feel accessible and cared for, or if the building seems prepared for the volume of people moving through it. In that sense, cleanliness is a visible measure of operational readiness.

This is especially true during peak periods, when traffic surges expose every weakness in a facility’s workflow. While many organizations prepare for those moments by adding labour or increasing cleaning frequency, the strongest facilities tend to take a broader view. They recognize that exceptional cleanliness depends on more than effort alone. It depends on whether teams are supported, systems are designed for efficiency, and operations are built to perform under pressure.

That is where the two often-overlooked drivers of facility performance come together: staff retention and peak-season readiness.

Why resilience starts with the people doing the work

Facility managers know that cleanliness standards are only as strong as the teams delivering them. Yet in many organizations, cleaning labour is still treated as a short-term staffing challenge rather than a long-term operational asset.

That mindset carries a cost. When turnover is high, facilities lose more than headcount; they lose institutional knowledge, consistency, and the familiarity that experienced team members build over time. In high-visibility areas like restrooms and common spaces, that loss can quickly show up in the guest experience.

Facilities that hold on to skilled staff are often better positioned to maintain standards, respond consistently during high-traffic periods, and reduce the disruption and cost that come with constant rehiring and retraining.

Stronger systems make better performance possible

What retention and peak readiness share is a common foundation: operations designed to help teams succeed. When dispensers require constant refilling, workflows are reactive, or infrastructure cannot handle demand, even capable staff struggle to maintain quality under pressure.

High-performing facilities close those gaps by equipping teams with better tools, creating real-time visibility into service needs, and building hygiene infrastructure that holds up when it matters most. This is where Tork solutions can play a practical role.

High-capacity, easy-to-refill dispensers help reduce unnecessary interruptions, while data-driven tools like Tork Vision Cleaning help teams focus on cleaning and refilling when and where they are needed most. The result is a more sustainable workflow, supporting efficiency, morale, and consistent performance.

Peak season doesn’t create problems, it reveals them

Peak season does not create operational weaknesses, it reveals them. Gaps in restroom monitoring, supply visibility, waste flow, response time, or staffing consistency become much harder to manage when visitor counts rise.

That is why readiness depends on more than adding labour or increasing cleaning frequency. It depends on whether teams have the tools, visibility, and infrastructure to keep standards consistent under pressure. Tork helps facility managers build that foundation with hygiene solutions designed to reduce strain on staff, improve service efficiency, and support cleaner, better-prepared spaces.

Exceptional facilities are not defined by what guests notice first. They are defined by everything that has already been done right before guests ever have to think about it. Learn more about Tork professional hygiene solutions here.

National home sales in April down 4% from last year

National home sales in April totalled 42,927, down four per cent from 44,698 in April 2025. New data from the Canadian Real Estate Association (CREA) show that sales edged up 0.7 per cent on a seasonally adjusted basis compared with March this year.

Shaun Cathcart, senior economist with CREA, said the latest bout of global economic uncertainty and higher mortgage rates means the previously expected rebound in housing markets this year will continue to be muted, but it does not mean there will be no upward momentum.

“While home sales were up only modestly from March to April, the small increase reflected a slow start to the month with a stronger handoff into May, alongside falling days on market and stabilizing prices, Cathcart said in a press release.

The number of newly listed properties jumped 4.1 per cent on a month-over-month basis.CREA said there were a total of 187,647 properties listed for sale at the end of April, up 2.2 per cent from last April but 6.1 per cent below the long-term average for that time of that year.

Regionally, home prices remain down on a year-over-year basis in British Columbia, Alberta, and Ontario, offsetting gains in other provinces. The non-seasonally adjusted national average price was $695,412 in April, up 2.2 per cent from the same month last year. CREA’s home price index edged down 0.1 per cent month-over-month between March and April, marking the smallest decline since October 2025.

“While many buyers remain in a wait and see mode, the April national housing numbers did move in the right direction across the board,” said Garry Bhaura, CREA Chair. “With the spring listings now coming onto the market, sales were up, days on market were down, and prices continued to stabilize.”

Adding proactive landscaping to your spring maintenance plan

Landscaping is a part of outdoor maintenance that requires planning ahead. Assessing your needs, budgeting for any changes, and creating a schedule that makes sense for your business are some of the steps involved in successfully pursuing proactive lawncare this season.

Starting early with a proactive approach often allows maintenance and facility managers to lower long-term costs, experience fewer emergencies, and strengthen tenant satisfaction.

In order stay on top of your maintenance schedule, avoid costly surprises, and increase your company’s curb appeal, here are some steps to take when adding landscaping to your spring maintenance plan:

If your grounds are vast, you may want to create a drawing or plan to refer to, so you can easily indicate areas that need attention.
Look for any damage caused by winter’s freeze-thaw cycling. This commonly includes lifted pavers, small concrete cracks, loose railings, drainage failures, and erosion. Schedule or
Check the grounds for plants that did not make it through the winter and conduct any necessary maintenance. Check mulch levels, if applicable, and trim anything that’s overgrown.
Asses your irrigation system. Look for cracks in the lines and broken heads and test out the system to ensure that it is ready when you need it. Confirm that drainage is working as it should be well before you turn on the outdoor water systems.
If you are in the market to upgrade your irrigation system, consider adding smart technology with sensors, AI, and remote access to improve efficiency, save water, and cut costs.
Look for winter lawn damage. This could include the edges of walkways where snow removal machines were busy, areas of ice snow mould or salt burn, and matted turf. Address these issues promptly with early overseeding, aeration, and water where necessary.
Be proactive with mowing to encourage lawn health and positive growth. Set a weekly mowing schedule to stay on track through the spring and summer months.
Early-season fertilization can also help strengthen root systems before the weeds arrive, and applying pre-emergent weed control early can help prevent certain weeds from germinating.

These proactive steps can help you stay on top of landscaping as part of your spring outdoor maintenance plan, as well as helping to avoid overgrowth, increased costs, and declining curb appeal.

Brightwood rental community underway in Waterloo

The federal government announced it has committed over $52 million to support the construction of Brightwood, a new six‑storey rental community now underway at 150 Wissler Road in Waterloo, Ontario. Comprising 128 rental homes, the funding was delivered through the Apartment Construction Loan Program, reinforcing Canada’s broader effort to accelerate homebuilding and expand options for middle‑class renters.

Brightwood is being developed by Killam Apartment REIT and is designed to offer residents “a blend of comfort, convenience, and community.” The building includes a ground‑floor commercial retail space, a fitness room, a common room, and an outdoor amenity terrace. Its location places it within easy reach of major employment areas, the Manulife Sportsplex, transit options, and Conestoga Mall.

“Killam is proud to open Brightwood and welcome residents to this new community in Waterloo,” said Philip Fraser, President and CEO, Killam Apartment REIT. “Projects like this are an important part of increasing the supply of purpose-built rental housing and giving more Canadians access to quality homes. We value the partnership with the Government of Canada and CMHC in helping make this development possible.”

Brightwood also aligns closely with Waterloo’s Housing Action Plan, an ambitious strategy that includes streamlining municipal permitting, supporting intensification near transit, and rezoning certain employment lands to allow residential development. These efforts have earned Waterloo its third installment from the Housing Accelerator Fund—nearly $6 million—recognizing the city’s progress in cutting red tape and enabling faster construction.

The federal government’s investment in Brightwood is part of a larger national strategy to strengthen housing supply while supporting economic growth. Through the ACLP, Canada is providing $55 billion in low‑cost financing to encourage the construction of more than 131,000 new rental homes by 2031–32. As of December 2025, the program has committed $29.45 billion in loans to support over 74,600 rental homes across the country.

“This project will create more rental homes for people living and working in Waterloo and is an example of what’s possible when we work together in partnership with the private sector,” said Gregor Robertson, Minister of Housing and Infrastructure and Minister responsible for Pacific Economic Development Canada. “This is another step forward in our bold, ambitious plan to build Canada strong.”

Canadian cities see tech office leasing upswing

The tech industry continues to propel leasing in Canada’s three largest office markets. Newly released findings from CBRE’s annual overview of markets deemed to be tech gateways show the industry leased 2.3 million square feet of space across Toronto, Montreal and Vancouver in 2025. Thus far in 2026, 1.4 million square feet of uptake equates to nearly one-third of office leasing in the three cities during the first quarter.

This year’s report also looks at 12 markets in the United States along with London and Paris. The Canadian markets are represented among the majority (12 of 17) where 2025 tech leasing surpassed 2023 levels. Toronto ranks in the top three for percentage gains along with Manhattan and Boston. Meanwhile, Los Angeles, Dallas/Fort Worth, Washington, D.C., Denver and Atlanta make up the smaller group of markets that lost ground, with the sharpest drops occurring in Los Angeles and Dallas/Fort Worth.

In the bigger office leasing picture, Toronto was one of just five markets where the overall vacancy rate declined last year, and it cracked the top five for net absorption growth, along with Manhattan, San Francisco, London and Silicon Valley. Vancouver and Montreal were also among the eight markets that recorded positive absorption last year — making it three for three in Canada — versus nine in the negative category, including Paris and eight U.S. markets.

Vancouver and Montreal both numbered among the 12 markets that posted rent growth last year, while Toronto fell into the minority, with Silicon Valley, Denver, Washington D.C. and Chicago, where rents subsided. Nevertheless, CBRE analysts conclude “rent growth thus far appears unrelated to tech and AI company growth in nearly all markets”.

Rather, they point to submarkets and “high-quality building categories” where tech industry leasing is flowing through into rent increases, including various submarkets in San Francisco, Silicon Valley, Seattle and Manhattan. Speaking as part of a CBRE-sponsored panel discussion at the Real Capital conference in Toronto earlier this year, Tyler Seaman, executive vice president with Oxford Properties Group, made a similar observation.

“Everybody talks about the impact of AI on jobs, but what about these AI firms themselves as users of office space?” he mused. “The nature of the space they’re taking is either new space or AAA trophy space because rent isn’t their problem. Access to power is their problem; access to talent is their problem. So, as they try to level up, they want really good office space that’s really well located.”

Toronto has seen roughly USD $7 billion of venture capital investment in AI over the past six years, which places it in the top 10 markets for such activity, largely on par with AI investment flowing into Austin and Denver. The report cites Oxford Analytics’ projections that tech job growth will be lower than 2 per cent in Canada in 2026, but that would still outperform expected job growth of less than 1 per cent in the U.S. and Europe.

“The costs required to build AI infrastructure and develop models and tools have created a capital crunch and put an emphasis on reducing operating expenses,” CBRE analysts state. “Many tech companies are repositioning their workforces and capital expenditures toward AI development and deployment that has resulted in a growing number of job cuts.”

Gay Lea’s new HQ honours agricultural heritage

Inside the reception area of Gay Lea Foods’ new headquarters in Etobicoke, Ontario, a large wall installation of black-and-white photographs immediately comes into view. Images of dairy cows, farming families, and workers in vintage factory uniforms trace the lineage of the Canadian co-operative since its founding in 1958.

Relocating from an owned facility to leased office space at 10 Carlson Court marks a new chapter in the co-op’s story—one that blends heritage with a modern vision of work. The same spirit of community that connects its network of more than 1,200 dairy farms has now inspired a two-storey office that prioritizes collaboration and a shared experience.

All employees are asked to come in three days a week on a hybrid schedule. One designated “hub day” brings everyone into the office for social encounters, while individual teams determine the other in-person days.

“This wasn’t meant to be a space where you do your day-to-day tasks,” says Katherine Egenberger, creative lead at interior design firm Figure3. “A large emphasis was placed on non-traditional work-points. About 50 to 60 per of the spaces are collaboration zones defined by soft seating, large communal tables, and meeting rooms.”

Egenberger was one of the designers behind the 22,000-square-foot build-out, which was substantially completed between December 2024 and May 2025. Her team was engaged from the beginning, alongside the broker and a team of consultants.

“That was really key—oftentimes, we get brought on after a space is already selected and we have to figure out how to make it work,” she says. “Once Gay Lea understood their goals we could make sure it was possible.”

The property had sat vacant for 15 years before being repurposed. At one point, it served as a gym and restaurant until it was returned to base condition, stripped of its interior finishes and HVAC system, and ultimately deemed “unleasable.”

But it still had the potential for becoming a dynamic workplace, with double-height ceilings, a mezzanine, and a solarium with access to outdoor patios—features that visually represented the project’s guiding principles such as nurturing connections, idea exchange and ensuring that every employee has a meaningful experience.

In a market where landlords are striving to keep their buildings occupied and reimagine vacant space, Gay Lea was also able to secure a tenant inducement allowance with Crown Realty Partners, where it could double its footprint and remain cost-conscious as a farmer-owned organization.

Reusing an existing structure also aligned with sustainability goals. Abundant natural light, ESG lease clauses, SMART HVAC automation, occupancy-based lighting, and ENERGY STAR appliances further contribute to reduced energy use.

The agricultural narrative weaves through the space in the form of greenery, environmental graphics, and wood finishes. The furniture is sourced from local Canadian companies. Material colour choices such as yellows, greens, purples and blues echo what is found in nature. By the mezzanine staircase, a full-sized interior tree symbolizes renewal.

Photo by Steve Tsai

Biophilic design carries over to a large collaboration area and lunchroom that doubles as a 1,000 square-foot town hall. This is strategically located by an existing solarium that was elevated for year-round comfort and reduced heat gain.

Angled floor-to-ceiling glazing maximizes outdoor views of the landscape. Built-in banquette seating in warm mustard upholstery, integrated shelving, and muted green cafe-style tables add a hospitality-style quality that makes the space feel more relaxed.

A clear purpose within a modern farm aesthetic

There was a conscious effort to ensure the materials and lay-out were both humble and authentic. “We learned a lot about the traditional red barn versus what actual modern farming is,” says Egenberger. “It’s much more industrial, metal, more technical and innovative.”

An existing metal pan deck ceiling, an uncommon feature in a typical commercial office, turned out to be a defining architectural element. Exposed concrete block walls and black-painted structural steel reinforce the industrial look in the executive leadership area, which is nestled in a corner by the elevator.

This zone was intentionally designed as an open, visible space, reflecting the organization’s leadership transition and its renewed emphasis on employee empowerment and connection-building.

A communal table anchors the space, rather than enclosed private offices. Adjacent glazed meeting rooms provide quiet areas without disconnecting executives from the rest of the office. Frosted glass panels offer both transparency and privacy, while planter-topped storage lockers create subtle spatial separation.

The entire office breaks away from traditional hierarchy in favour of a more team-oriented environment.“Even the board room has a higher-end look than some of the other spaces, but it’s not intentionally showing its status,” says Egenberger.

Above that, the mezzanine overlooks the open workspace below and supports large team meetings, press announcements, and employee training. Pastoral images and grass-like carpeting bring an agricultural identity to the second floor, while additional touchdown zones further cement the influence workplaces can have in shaping how people connect socially.

“I think it plays such a crucial role in the culture of a company,” adds Egenberger. “You can have a lot of staff, but feel very disconnected and isolated if you don’t have a great office space where people can come to. Gay Lea had a clear mandate about what the purpose of the new office would be and why people would be asked to come in.

“Too often, organizations approaching hybrid work focus primarily on reducing square footage. In reality, it’s not always about less space, it’s about creating different kinds of spaces that are intentionally designed around how people work today and what their teams truly need.”

Feature photo by Steve Tsai Photography

FMs balance cost constraints and workplace demands

Organizations are under increasing pressure to balance cost constraints with rising expectations around office performance. Global research from facility management firm ISS shows that while 83 per cent of leaders believe the workplace plays a critical role in organizational performance, many are still working to align that ambition with financial and operational challenges.

Drawing on insights from nearly 3,000 business leaders across 28 countries and 24 industries, the ISS Facilities Management Outlook highlights how organizations can connect how the workplace is managed, measured and experienced with larger business and asset outcomes. For facilities management (FM) and corporate real estate (CRE) leaders, this represents a shift toward more integrated, performance-oriented approaches.

“Organizations aren’t choosing between cost and experience – they’re being asked to deliver both in a much more complex environment,” said Steve Quick, CEO, Americas at ISS. “The reality is, most organizations are still not structured to capture the full value of the workplace, creating a significant opportunity for FM and CRE leaders to unlock additional value.”

The workplace as a lever for performance

Operational decisions are increasingly tied to leasing performance, retention and long-term valuation as occupiers place greater emphasis on employee experience, flexibility and productivity. Cost control remains at the centre of that decision-making.

Many organizations are working to balance efficiency goals with investments that support experience and performance outcomes, a dynamic that can be complex to navigate across portfolios and operating models.

“Cost discipline remains essential, and organizations are right to stay focused on it,” adds Quick. “The opportunity is in how that discipline is applied – connecting operational decisions more directly to employee experience, tenant demand and long-term asset performance.”

The study also found that FM teams are taking on more responsibilities. Nearly half of leaders say they need support delivering wellbeing (45 per cent) and employee experience (35 per cent), suggesting a shift from operational execution to experience and performance enablement.

Cost pressures

Short-term cost decisions, such as deferred maintenance or reduced service levels, can have larger implications for workplace experience, tenant satisfaction and long-term asset performance. Some organizations are beginning to reframe cost discipline within a performance context, and align efficiency with measurable business outcomes.

Digitalization stalling without proof

Nearly half of leaders (46 per cent) identify digitalization as a key disruptor, yet only 20 per cent prioritize it within their FM strategy.

They recognize the potential of data, smart buildings and digital tools, but many are still working to establish the measurement frameworks needed to confidently scale these investments. In turn, limited data visibility is constraining investment confidence, which slows digital adoption.

For CRE leaders, this gap extends to asset strategy. Without reliable data to link workplace experience to performance metrics like retention, utilization and revenue, it remains difficult to justify investment at scale.

With a growing expectation to align operational decisions with business and investment strategies, the report centres on connecting strategy and execution, clearer measurement of performance outcomes, and more integrated operating models.

Vancouver’s Oakridge Park mall set to open

Vancouver’s Oakridge Park, Canada’s largest redevelopment by QuadReal Property Group and Westbank, is officially opening on May 28th.

Spanning 650,000 square feet and featuring more than 100 premier brands, the highly anticipated mixed-use project brings together a mix of luxury labels, contemporary fashion, beauty and lifestyle concepts, reinforcing Vancouver’s position as a growing global hub for luxury retail.

The first phase is part of a massive retail and residential project. When complete in 2029, the project will have 1,400 residential units and 720,000 square feet of offices.

Designed by Henriquez Partners Architects, the project also boasts an array of civic amenities including a 9-acre public park, community centre, library and daycare. EllisDon began construction in late 2019.

“The official opening of Oakridge Park marks a significant milestone in bringing our long-term vision for this destination to life,” said Chrystal Burns, executive vice president, Canadian Retail Experience at QuadReal Property Group. “We set out to create more than a retail centre; we wanted to build a place where world-class shopping, dining, culture and community come together. With an exceptional collection of global brands and the debut of Time Out Market Vancouver, Oakridge Park delivers an unparalleled destination for residents, visitors and the community. The development reflects the energy of the city, complementing Vancouver’s vibrant culture while shaping the future of retail and lifestyle experiences in the region.”

Former PEI premier honoured at renamed airport

The Charlottetown Airport has been renamed to honour the legacy of a former premier of Prince Edward Island. The facility will now be known as the Charlottetown Alexander B. Campbell Airport, after the province’s longest-serving premier and the youngest-ever at the time of his election in 1966.

“Renaming the Charlottetown Airport in honour of Alexander B. Campbell recognizes his leadership in helping modernize Prince Edward Island’s economy and in strengthening the foundations of the province we know today,” says Joël Lightbound, Canada’s Minister of Government Transformation, Public Works and Procurement.

Campbell was elected to the provincial legislative assembly in 1965 at age 22. He served as premier for 12 years, ending his tenure in 1978, after which he was appointed a judge of the provincial supreme court. Today, at age 92, he lives in Stanley Bridge, PEI, with his wife of 65 years, Marilyn Gilmour.

“As a vital community asset and a key connector for Islanders, visitors and businesses alike, the airport reflects the pride and respect felt across Prince Edward Island for Premier Campbell’s enduring legacy and his contributions to public service,” says Doug Newson, chief executive officer of the Charlottetown Airport Authority.

The airport’s newly released 2025 results report nearly 392,000 passengers, more than $15 million in revenue and an estimated $366-million impact on PEI’s economy last year. A terminal building expansion is now underway, and the airport authority also published its first sustainability and accessibility progress reports last year.

Winner selected for Banff Park design competition

Parks Canada, in partnership with the Royal Architectural Institute of Canada (RAIC), announced the winning conceptual design of the international design competition for a reimagined visitor centre and community space through the 200‑Block Banff Avenue Redevelopment Project in Banff National Park.

The winning submission (Design #5) is from Paul Raff Studio and Kengo Kuma & Associates, bringing together Canadian and international design expertise. The design was recommended by an independent jury assembled by the RAIC following a rigorous and transparent evaluation process. All six submissions were treated equally from beginning to end and assessed against the same criteria, informed by technical review, Indigenous and public feedback, and expert advice throughout the competition.

“The jury’s decision was unanimous and confident. The winning design was selected not only for its design excellence, but for its flexibility and resilience, qualities that allow it to evolve without losing its essence. The jury was satisfied that advancing this design does not compromise its original spirit but rather provides the strongest framework for thoughtful refinement over time,” said Mike Brennan, RAIC CEO.

The jury identified the following strengths in the winning design:

A strong and credible sustainability approach, ranking highest with the strongest sustainability strategy.
Important value placed on landscape and architecture, with outdoor public space and connection to nature acknowledged as central to the project and complementary to the indoor space.
A balanced approach to conservation, heritage, Indigenous perspectives, and visitor experience, representing a true-to-place experience in which Parks Canada’s identity is clear.
Flexibility and resilience offering a concept that is technically feasible while able to be refined without compromising its original intent or spirit.

Parks Canada will work with Paul Raff Studio and Kengo Kuma & Associates to further refine the design, guided by continued engagement, environmental review, and Parks Canada’s mandate to protect and present places of national significance.

Soccer fan influx afoot in Toronto

An influx of soccer fans is expected to shake up the routine for downtown Toronto businesses and residents when the FIFA World Cup gets underway next month. Employers, building owners/managers and condominium corporations are urged to think about potential operational disruptions and plan ahead, particularly for the six match days scheduled from June 12 to July 2.

The two key venues for the event are located just to the west of the financial district and the city’s primary transit hub at Union Station, but other affiliated nodes and connecting transportation routes throughout the city are also likely to be busier than usual. Lead coordinators within Toronto Police Services and the City of Toronto shared insights on the extensive planning exercise and resulting management strategies for the global championship during a recent webinar sponsored by the Building Owners and Managers Association (BOMA) of Greater Toronto.

Toronto is one of 16 host cities for the 48-team tournament, along with Vancouver, 10 cities throughout the United States and four cities in Mexico. Toronto festivities will officially kick off on June 11, the day before Team Canada’s first match.

“It’s really an opportunity as well as an event to manage. Toronto will be in the spotlight. There will be a lot of visitors to the city, a lot of eyes on the city, a lot of people moving in and around the city,” observed Andrew Posluns, chief congestion officer and executive director with the City of Toronto’s infrastructure services division. “Proactive planning helps businesses and institutions keep their doors open and productive, their services reliable no matter whether it’s a match day or not, avoiding unnecessary delays and improving commuting experiences.”

The city is promoting a 5R transportation demand management strategy to target that goal, and has produced associated guidance for businesses and institutions. Similar to the electricity demand response concept, contributors to the commuting load are asked to curtail their input during peak congestion times. Potential commuters and those who set agendas for commuters’ presence in the workplace are urged to reduce trips or reschedule them for off-peak times, relocate to alterative sites, remode away from single-occupancy vehicles and reroute around high-traffic areas wherever possible.

Given various road closures that will be in effect for approximately 10 hours on game days, those could all be reflexively logical options for decision-makers depending on their location within the tournament’s vast footprint. A roughly four-kilometre (km) stretch of the major east-west arterial, Lake Shore Boulevard, about 0.5 km of the north-south Strachan Avenue and streets leading into and through the 192-acre Exhibition Place will all be shut down from five hours before kick-off until about three hours after a game ends. As well, street networks in two other nearby districts will be open only to local traffic, and on standby for possible full closure, if it’s deemed necessary, during the same hours.

Soccer fans will be heading to two primary destinations:

Toronto Stadium, a 45,700-seat venue at Exhibition Place on the Lake Ontario waterfront; and
the designated Fan Festival zone, a multi-block district located just to the northeast of Exhibition Place in close proximity to the Liberty Village residential/commercial neighbourhood and historic Fort York, which will be in place from June 11 to July 19.

Crowd contingencies

Pedestrian traffic will dominate in these areas and the surrounding vicinity, dubbed the last mile. There will be no on-site parking at either the stadium or official fan zone so walking routes from the nearest point of transit access — including five different Toronto Transit Commission (TTC) streetcar and bus routes and two Metrolinx GO train stations — will carry the crowd flow. Conventionally during World Cup festivities, supporters of the competing national teams gather in a public space in the lead-up hours and then march together toward the game site as the start-time nears.

“Those marches can be tens of thousands of people, and they’re very celebratory,” advised Superintendent Dave Ecklund, the Toronto Police Services’ lead on all aspects of safety and security related to the FIFA World Cup tournament. “We want to make sure that they march safely.”

In preparation, Toronto Police Services has forged connections with representatives of the fan bases of each of the nine teams that will play in the five preliminary matches scheduled from June 12 to 26, and with the eight teams that could potentially play in the Round of 32 match on July 2. That’s just one of the myriad planning tasks the multi-agency integrated safety and security unit (ISSU), under Ecklund’s command, has undertaken since it was struck for the purpose more than three years ago.

“We’ve identified some park locations where we will encourage fan groups to gather and then we will help facilitate the march,” Ecklund said.

Officers on bicycles and foot will escort the marchers and, if necessary, other traffic along the route will be halted while they move past. Upon reaching a staging point near the stadium, fans will be split into ticket-holders and non ticket-holders and each group will be guided separately to the stadium or other zones for those not attending the match.

Curious onlookers are also anticipated at: two practice fields, located in the north and west ends of the city, that have been reserved for World Cup competitors; teams’ hotels; and even along the routes team buses will be travelling. In the latter case, Ecklund cited an example from last fall when the Major League Soccer (MLS) team, Inter Miami, was in town and several dozen fans ran into live lanes of traffic on Lake Shore Blvd. in an effort to see that team’s star player, Lionel Messi. World Cup team buses will have police escorts.

“We expect crowds to gather in and around times when teams leave (their hotels) to go to training, when teams leave to go to their match or when they come back. Football fans are fanatical and they will show up just to try to get a glimpse of their sports heroes,” Ecklund said. “When you see escorts with lights and sirens, it’s because of that reason. We need to get that bus out of there quickly: a) to get traffic moving again; and b) to prevent those public safety issues with people running in live lanes of busy roadways.”

City life interface

Of course, visitors will also be welcome to experience the life of the city and to participate in one or more of the hundreds of events occurring simultaneously with the tournament — either tied to World Cup or as part of a large roster of summertime happenings. Some notable overlaps include Canada Day, the Pride Festival, the Taste of Little Italy, the Ride to Conquer Cancer, the Portugal Day Parade and 13 Toronto Blue Jays’ home games, including three on the same days as World Cup matches.

“With a number of road closures (on match days) we anticipate there would be impacts, not only in the affected areas, but carrying on through the downtown as people adjust their travel routines to take into account these road closures,” Posluns acknowledged. “At other times, we do expect it will be like you would expect normally in a busy active Toronto summer with other events in and around the city.”

Toronto Police Services will have a dedicated presence in all demarcated World Cup sites — Toronto Stadium, the two practice fields, the Fan Festival district and the last mile pedestrian zone — and within the more fluid parameters of traffic management and the broader public realm. A roving team of officers will be assigned to the latter domain, to be dispatched to FIFA-related crowd control and safety issues that might arise around the city.

The City of Toronto will issues passes for businesses and residents in areas where match-day restrictions apply to make it easier for permitted local traffic to gain access, but Ecklund suggests police officers will use their judgement and be flexible for delivery drivers and others who believably have a sanctioned reason to be there. Alternatively, those who misrepresent their purpose are likely destined to encounter new logistical hurdles.

“If they just want to go in to find parking, it’s a self-correcting problem because they won’t have a car when they get back,” Ecklund quipped. “We will have a lot of parking enforcement officers in the area so if you’re illegally parked, you’ll find yourself walking to wherever your car got towed.”

Tactical planning

Host cities must comply with FIFA’s specifications for 18 categories of tactical planning related to safety and security, which each come with up to five performance standards. As well, collaboration with federal agencies is required for issues such as airspace security, intelligence and threat assessment, background checks for credentialling purposes and mitigation of fraudulent ticket sales.

The ISSU brings together more than 60 players — including emergency first responder services, City of Toronto services, transportation providers, health care services, police forces from other jurisdictions and other miscellaneous support services — tasked with advance preparations and real-time incident management once the tournament is underway. Representatives from every participating agency will have a seat in the event’s command centre, creating a direct communication bridge between their own operations and the overarching safety and security framework. Ecklund and his colleague, Inspector Barry O’Neill, will serve as area commander and deputy area commander.

“We are confident that we are in very good shape in terms of what we are responsible to deliver,” Ecklund affirmed.

Drilling down to particular concerns for property managers, he underscored some CPTED (crime prevention through environmental design) basics such as lighting and camera systems to discourage prospective mischief-makers from idling and increasing the presence of security personnel. Businesses in the path of fan marches should remove any potential sidewalk obstructions, such as storefront displays and signage, and adjust their staffing, inventory and/or operating hours with the throng of pedestrians in mind. Businesses and residents in areas shouldering the stadium and designated fan zones should also temper any expectations that roads will remain open to local traffic.

“Depending on how the crowds are and how busy it is, we might do a hard closure for awhile if people take over the street because cars and people don’t mix,” Ecklund warned. “We’ll do our best to keep things moving, but we do expect large crowds.”

As part of the advance preparations, Toronto Police Services studied soccer crowd dynamics and policing responses throughout Europe and at the 2022 World Cup in Quatar. However, there are many variables in play.

“It just sort of depends on the teams that are playing here and who really shows up to party,” Ecklund mused.

Meanwhile, the City of Toronto is imploring employers to adjust office hours and/or allow work from home on match days, to schedule deliveries for times with lighter traffic and to “make the most of a big moment”.

“With a bit of planning, it can be an opportunity for businesses to take advantage of. It can be an opportunity for staff to enjoy events together,” Posluns said. “The strategy is for everyone to be aware and manage their transportation demands. By bringing down demand at peak times just a little bit, it keeps everybody moving and it gives everybody a better experience.”

BC Hydro to expand Mount Lehman substation

BC Hydro announced it is beginning construction on a major expansion of its Mount Lehman Substation in Abbotsford to meet the growing electricity demand and improve reliability in one of the province’s fastest-growing regions.

The Mount Lehman Substation expansion adds eight feeder positions to support new distribution circuits and increase electricity delivery to the area. Once complete, the project will supply clean electricity for up to an additional 35,000 homes, supporting significant growth across the region into 2035. Construction is expected to be completed by 2027, with three feeders energized by fall 2026 and the remaining five in service by fall 2027.

Electricity demand is rising in Abbotsford and Chilliwack due to population growth and increased electrification across residential, commercial, industrial and agricultural sectors. Currently, BC Hydro operates 13 substations in the Fraser Valley Regional District, serving around 120,000 customers. By 2050, the region’s population is expected to exceed 500,000, with key growth areas including the Lickman Corridor, Young Corridor, Mount Lehman, Sumas Corridor and Sumas Mountain.

In addition to expanding the Mount Lehman Substation, BC Hydro is also making substantial investments to expand underground infrastructure and enhance electricity distribution capacity throughout the Fraser Valley as part of its $36 billion capital plan.

Other major projects in the region include:

Atchelitz Substation expansion in Chilliwack – will power up to 14,000 new homes by 2028.
Clayburn Substation expansion in Abbotsford – will power up to 35,000 more homes by 2028.
Fraser Valley Capacitive Reinforcement Project – will reinforce the transmission system in the central Fraser Valley, Surrey, Langley and Abbotsford to provide additional transmission supply capability in anticipation of the expected load growth in the region.
South Coast Transmission Reinforcement Project – will increase capacity to the transmission system feeding the Lower Mainland, including the Clayburn substation in Abbotsford, to meet the projected load growth driven by increasing population and electrification.

Investment in Canada’s skilled trades is on the rise

High demand, strong wages, and financial incentives are boosting the appeal for skilled trades careers in Canada. Current economic uncertainty and labour shortages have encouraged investment in the trades to help generate interest and fill the gaps.

Aging infrastructure, the rise of AI and technology, stricter budgetary restraints, and increasing performance expectations are placing new demands on buildings and those who maintain them.

Recently, the federal government committed to investing $5.9 billion in the Team Canada Strong plan to train 100,000 new workers by 2030, addressing critical shortages. With over 1.4 million tradespeople needed by 2033, skilled trades are being strongly promoted to create clear, paid pathways for young Canadians into good jobs while strengthening Canada’s future workforce.

Wolseley Canada recently announced an investment in skilled trades education in Ontario and Quebec, including 22 financial need-based bursaries ranging from $1,000 to $2,500, designated for students applying to post-secondary programs in the plumbing and HVAC industry.

“As the country focuses on building and investing in infrastructure, it’s critical to have a skilled trades workforce to support those efforts,” says Vanessa Lupton, Communications Manager, Wolseley Canada. “We understand the importance of an educated trades workforce and want to help alleviate some of the financial burden of pursuing that education.”

With these efforts, the aim is to ease the path to careers in skilled trades, as well as to encourage more participants in the programs. Women are a large demographic who tend to see the skilled trades as a more plausible career path for others than for themselves, with more than two-thirds of respondents never having seriously nor vaguely considered such pursuits.

Aging infrastructure, advancing AI and technology, tighter budgets, and rising performance standards are creating new pressures for facility and maintenance managers. As labour shortages continue, more investment and incentives will be necessary to help attract student interest and help build Canada’s economic strength.

Royal University Hospital begins ICU expansion

The Government of Saskatchewan is investing more than $17 million to expand intensive care unit (ICU) capacity at Royal University Hospital (RUH) in Saskatoon.

The project includes renovations to the existing space to accommodate 26 single-patient ICU rooms. Construction will begin this week in a two-phased approach and is expected to be complete within two years. ICU patients will be relocated to another vacant unit during the renovation.

“By modernizing the existing ICU and adding seven new beds, we are better equipped to respond to the most complex and urgent patient needs, while also supporting and enhancing the high-quality care delivered by critical care teams to patients during some of their most difficult moments,” said Saskatchewan Health Authority CEO Andrew Will.

This latest investment builds on Saskatchewan Health Authority’s Saskatoon Capacity Pressure Action Plan, which outlines concrete actions to alleviate the immediate pressures facing hospital capacity in Saskatoon.

B.C. regs aid localized emergency planning

New regulations in British Columbia will give municipalities and regional districts more clarity over emergency-management planning in their communities. The new requirements come into force in January 2027, under a phased implementation of the Emergency and Disaster Management Act.

Local authorities will have to complete emergency-management plans, business continuity plans and hazard-risk assessments, in consultation and co-operation with Indigenous governing bodies. The goal is to make communities more resilient and better able to withstand natural and climate-caused disasters, such as wildfires, floods and earthquakes.

The Ministry of Emergency Management and Climate Readiness is developing support for local governments as they prepare for the new requirements. It is expected to include guidance for preparing risk assessments, management plans and business continuity plans that align with the Act, which came into effect in November 2023.