Canada’s average rent continues to fall

The average rent for vacant units across Canada fell 2.8 per cent year-over-year in February to $2,030, marking the 17th straight month of annual declines, according to the latest National Rent Report from Rentals.ca and Urbanation. Asking rents reached their lowest level in 33 months and were 7.4 per cent below levels recorded two years ago, though still 2.3 per cent higher than three years ago.

“Canada is undergoing its largest downturn in rents in recent history,” said Shaun Hildebrand, President of Urbanation. “The supply that everyone has been waiting so long for has arrived at a time when demand has slowed, creating a rare opportunity for renters to take advantage of better affordability.”

February’s seasonal slowdown was sharper than usual, with asking rents declining 1.3 per cent month-over-month—the steepest February drop since 2020. Despite the national decrease, several major markets, including Vancouver, Ottawa, Calgary, Edmonton, and Montreal, posted modest monthly gains.

Improving affordability has been supported by the combination of lower rents and moderate wage growth. In February, the average rent accounted for 29 per cent of renter household income, dipping below the industry’s 30 per cent affordability benchmark for the first time in more than six years.

The secondary market continued to lead the downturn. Condo rents fell 5.1 per cent annually to an average of $2,082, while other secondary units declined 4.5 per cent to $2,009. Purpose-built rentals remained the most resilient segment, with average rents down 1.9 per cent year-over-year to $2,030. Among all property types, one-bedroom units saw the largest annual decrease, falling 3.5 per cent to $1,781. Three-bedroom units were the only category to record growth, rising 0.6 per cent to $2,486.

At the provincial level, rent declines were concentrated in Canada’s largest markets. Average apartment rents fell 4.4 per cent in Alberta, 4.3 per cent in Ontario, and 4.2 per cent in British Columbia, while Quebec recorded a 3.1 per cent annual drop. Saskatchewan was the only province to post notable growth, with average rents rising 3.3 per cent year-over-year to $1,373.

Among the country’s six largest rental markets, average apartment rents declined year-over-year across all cities. Toronto recorded the steepest declines for most unit types, with studio rents down 7.9 per cent, one-bedrooms down 6.9 per cent, and two-bedrooms down 7.1 per cent. Vancouver saw the largest drop for three-bedroom units at 8.8 per cent. Despite annual decreases, most major markets experienced slight month-over-month increases, led by Vancouver (+1.3%), Ottawa (+1.1%), Montreal (+0.7%), Calgary (+0.1%), and Edmonton (+0.9%).

The average asking rent for shared accommodations across British Columbia, Alberta, Ontario, and Quebec fell 6.6 per cent year-over-year in February to $900. Shared rents declined most sharply in British Columbia (-10.1%) and Ontario (-8.3%), while Ottawa (+5.6%) and Edmonton (+2.0%) recorded increases.

Mount Lehman Interchange widening to five lanes

As part of the broader project to widen Highway 1 through the Fraser Valley, the B.C. Ministry of Transportation and Transit is widening the Mount Lehman Road Interchange from three to five lanes, to more easily connect Abbotsford to the Fraser Highway and Abbotsford International Airport.

The upgrades will support growing communities, improve safety and reliability, and keep people and goods moving efficiently throughout the region.

“Expanding the Mount Lehman Road Interchange is about more than improving the road, it’s helping families in the Fraser Valley get home safer, spend less time in traffic and more time together,” said Minister of Transportation and Transit Mike Farnworth. “As we continue widening Highway 1, we’re not only making travel faster, we’re also creating good jobs for people right here in their own communities, strengthening our economy and keeping people and goods moving.”

The Mount Lehman Road Interchange project includes:

widening the existing structure from three lanes to five lanes, including a new southbound lane and a new northbound-to-westbound left-turn lane.
adding a new multi-use path on the east side of the structure to improve pedestrian and active transportation options, and connecting this to a new multi-use path parallel to Highway 1.
seismic upgrades to enhance safety and resilience.
approximately 3.5 kilometres of widening on Highway 1.

The goal is to help deliver more reliable travel times, reduce congestion and improve safety for drivers, pedestrians, cyclists and transit users in the Mount Lehman area.

Construction starts on Mission Hospital expansion

Construction is underway on an $18-million expansion of the the Mission Memorial Hospital Emergency Department.

The upgrade will increase the size of the emergency department by 35 per cent, boosting capacity from 17 to 41 care spaces. The modernized design includes a resuscitation room with a dedicated anteroom for patients who need rapid intervention, as well as an airborne isolation room to enhance infection prevention and control. There is also a private room where patients experiencing mental health concerns can meet with an assigned healthcare worker in a comfortable and confidential space.

Fraser Health has awarded the construction contract for the project, and site preparation and interior demolition are now underway in the former emergency department space, which was damaged by a flood in early 2024. People continue to receive care in the temporary emergency department, accessible through the hospital’s main entrance.

“It is extremely gratifying to see Fraser Health investing in the expansion of the emergency department at Mission Memorial Hospital,” said City of Mission Mayor Paul Horn. “This project recognizes the vital role our hospital plays, not only for the people of Mission, but for communities across the region. We look forward to continuing to work with Fraser Health, our community, and our North Fraser River neighbours to develop an even broader range of healthcare services here, as this hospital is clearly a central hub for residents throughout the area.”

The project is currently in the expansion and upgrade phase with projected completion in spring 2027.

Dramatic, modern and memorable

For this new 3,200-square-foot restaurant in Edmonton, the goal for Box Interior Design was to create a memorable, modern space that references the Japanese, Chinese, and Korean-influenced cuisine as experienced through the senses of a Western lens.

Drawing inspiration from Asian lacquerware, Juu Ku envelopes each guest in an immersive glowing room to deliver an exotic dining experience.

The space was imagined as an oversized bento-box; immersive, vibrant and red-toned, evoking drama and intimacy in the Pan-Asian restaurant. The design organizes the space into distinct zones including a striking, wood-carved central sushi bar, a dedicated cocktail bar, and cozy dining areas with a variety of seating.

Anchoring the heart of the room, a suspended screen element, lined with a custom mural inspired from traditional yakuza tattoos. Every seat maintains a visual connection to this dynamic focal point, further unified by a continuous line of soft lighting around the room’s perimeter.

To create more ease, textural intervention such as the rustic wood floor, hand-glazed tiles, open ceiling, and adzed wood, loosens the rigor of the lacquer walls. Large-scale works by Edmonton born artist, Tim Okamura add deeper texture and provocative plays on traditional visuals.

The exceptional design showcases a confident monochrome approach, enhanced by a thoughtful and strategic lighting technique to create a sense of immersion into a separate world.

Opened in 2025, the project earned the firm an Award of Excellence in the Food and Beverage category at the 2026 IDIBC Shine Awards.

Advancing mass timber projects

As mass timber construction continues to build momentum, critical lessons learned on jobsites are emerging to ensure successful project outcomes. The aesthetics and many benefits of mass timber are well known, but bringing these projects to life involves significant technical and logistical challenges. Common issues that need careful consideration include moisture management, lack of experience, site logistics, safety and more.

“The single most important time in any mass timber project – and where most mistakes are made – is early involvement,” said Scott Comfort, president of Seagate Mass Timber. “You can never talk about mass timber too early in your project. Always have an engineer lifting and bracing plan in place – absolutely critical for the safety of the job and for it to do well.”

He stressed lift engineering requires special attention to ensure safe site practices, citing that 90 per cent of lifting screws are single use but that 75 per cent of people use them multiple times.

“You want to use them more than once but you absolutely can’t – they are single use design and can cause very catastrophic problems,” said Comfort, who was a speaker at Buildex Vancouver.

Other items to be discussed on a mass timber project include confirming schedule, robust temporary works plans, crane size and access, rigging, supplier constraints, member sizing, sequencing and installation.

“How fast can you get material there versus how fast you can install onsite,” he said, noting his team always makes sure that drawings contain tolerance and does a survey prior to installation to check every existing connection is as shown in those drawings. Onsite rework and the need for modifying materials lead to high cost and poor quality.

“Mobilizing before design is complete rarely works. That’s the worst thing you can do for a mass timber building,” he said, explaining for example installers can pass the design and leave timber sitting exposed to the weather.

Another lesson shared was unless there are multiple cores, mass timber cannot be installed under concrete or steel going vertical. “You have to be very conscientious about safety concerns. You cannot be forming concrete core for an elevator and have your timber guys one-two floors below that. Concrete can rain on them and beams are going to get damaged,” said Comfort.

Of course, moisture management ranks as the top concern for mass timber projects. “Insurers are scared of it. People don’t understand it. There is not one method for managing moisture on a job,” he said. “Planning for mass timber erection in the summer or sunny months is not a plan. Everyone knows projects can and often encounter challenges.”

The plan should include setting and clarifying expectations early; looking for standardized procedures; and a design for passive drying.

He explained the 40/60 rule when it comes to passive water removal versus active removal. “If you’re doing active removal, meaning people removing water from the site with brooms…they are there a maximum of 40 per cent of the time. The rest of the time, materials are exposed to water. A passive system removes water for you. It’s more cost upfront but trust me…it will save you money in the long term.”

Moisture management also needs to be managed by the general contractor – they must take the lead, he told the audience.

“Speed of construction is the best prevention for moisture problems,” continued Comfort. “The faster you can get the roof on, the faster you can get that next floor on – the better you will do with moisture management.”

To help the industry with moisture management, best practices are being explored by the Canadian Wood Council and FPInnovations.

Seagate is currently working with Canadian Wood Council on creating a standardized practice for moisture management that provides scope and cost clarity for mass timber projects across Canada, said Comfort, and once that is complete, the complimentary guideline will be made available to the industry.

“We are also working with FPI on demonstration projects to understand the effects of moisture long term on mass timber including remediation,” he said.

Conditioning mass timber after installation is also critical to prevent moisture-related damage and structural issues.

“One of the most important times for mass timber is when you close it in. Use air and not heat to dry. If you just crank the heat and close the building in, you’re going to have problems,” said Comfort.

Cheryl Mah is managing editor of Construction Business.

Clean, connected restrooms: The ultimate smart building launchpad

The biggest hurdle to a smart building is not the technology – it is bridging the gap between strategy and execution. Too often, the grand vision of large-scale Internet of Things (IoT) projects falls short because these projects are too complex or poorly integrated. That is why savvy facility managers are increasingly starting with one of the most frequently used and scrutinized building areas: the restrooms.

This smart-building “sweet spot” offers a highly visible, low-risk launchpad for data-driven intelligence. Restrooms represent a high-pressure environment where traditional cleaning schedules often fail to meet fluctuating demand. In high-traffic environments, like sports stadiums, entertainment venues, airports, and office buildings, customer complaints about restroom conditions offer a real-time metric of operational inefficiencies, wasted resources or poor hygiene standards. In these high-pressure zones, a complaint is not just a grievance; it is a data point indicating a breakdown in labour or inventory management.

Smart restroom improvements like consistently stocked tissue, soap, sanitizer, and paper towel dispensers offer fast, tangible benefits. Unlike upgrading an entire HVAC system or retrofitting a 50-story lighting grid, adding sensors to restroom dispensers is non-invasive, wireless, and battery-powered. As a result, restrooms offer facility managers a rare opportunity to elevate operations in a highly visible area without requiring significant Information Technology (IT) overhead.

By starting small and succeeding where it matters most, facility managers can turn a single smart restroom into the blueprint for a fully realized smart building. This blueprint for success rests on three foundational pillars: labour, inventory, and experience.

Work smarter, not harder

If the restroom is the launchpad, then labour is the first area where real-time data pays immediate dividends in staffing allocation and operational efficiency. In a traditional facility, labour is often governed by the “static loop,” a rigid schedule where cleaning teams visit restrooms at set intervals regardless of actual usage.

The result? The “ghost walk,” which occurs when a maintainer travels to a restroom and inspects dispensers only to find they are already full. By transitioning to an outcome-based model supported by smart technology, facility managers can fundamentally change the nature of work performed by maintenance teams. Along the way, they can boost not only the job satisfaction of dedicated cleaning teams but elevate overall restroom experiences for tenants, guests, and customers alike.

As the industry pivots toward outcomes-based Service Level Agreements (SLAs), cleaning staff duties will no longer be dictated by how often restrooms are checked, but by the cleanliness and satisfaction of the occupants. This transition creates a catch-22 for facility managers as they must guarantee specific outcomes while dealing with labour shortages and escalating costs.

The answer is not working harder; it is about using real-time data to react faster. Sensor-equipped dispensers capture and prioritize alerts, which then are sent to mobile devices for fast and seamless problem resolution. This approach not only reduces unnecessary dispenser checks, but it reallocates labour dynamically to support more timely and valuable tasks. This shifts the ROI by converting formerly wasted hours into productive, high-impact labour.

Precision at scale

Connected restroom solutions deliver the data needed to reduce product outages and waste simultaneously. As a result, 99.5 per cent of dispensers equipped with the KOLO® Smart Monitoring System are fully stocked[i]. Unnecessary dispenser checks are reduced by 95 per cent[ii] while cost savings and environmental responsibility are elevated by 100 per cent product usage and near-zero waste[iii].

Without a smart system, facility managers struggle with a tradeoff: high waste with low outages, or low waste with high outages. A prescriptive maintenance model removes this barrier by treating inventory like a strategic asset. Instead of relying on “safety stock,” usage trends help predict when shipments should arrive, freeing capital and physical space.

The journey to a smart building is not a single giant leap; it is a series of intentional, easy-to-activate steps. By starting in a high-visibility area with low technical friction, facility managers can move with precision today while scaling capabilities as part of an integrated IoT ecosystem tomorrow.

It is crucial to collaborate with strategic partners to verify device accuracy and collect baseline data on a site level for outages, waste, and response times. Once the baseline and training are complete, alerts are activated, alongside ongoing performance measurement.

Setting the stage with an enterprise-grade solution must be backed by continuous support led by dedicated customer support teams to facilitate integration across a growing IoT ecosystem. Equally important is embracing open standards and multi-purpose network infrastructure.

Scaling the network does not require new wiring; today’s platform is designed to expand easily to support temperature monitoring, asset tracking and utilization, leak detection, power monitoring, occupancy monitoring, recycling, waste reduction, pest control, and more.

Return on data-driven intelligence

The transition to a smart building does not have to be an all-or-nothing proposition. By solving persistent restroom challenges first, facility managers can prove that data-driven intelligence can yield immediate ROI in labour and tenant experiences. Ultimately, a smart building is only as intelligent as the outcome it produces. Starting with a connected restroom ensures those outcomes are viable, measurable, and most importantly, scalable for the future.

Jens Fossen is Sr. Director of Product Management for the KOLO Smart Monitoring System at GP PRO, the away-from-home division of Georgia-Pacific, where he leads the product team responsible for KOLO’s full-stack portfolio, including connected devices, dispensers, networking infrastructure, and software across the entire system. GP PRO is a recognized leader in designing innovative restroom solutions that meet the needs of both restroom users and maintainers. To learn more, visit www.gppro.com.

Sources:

[i]Time fully stocked based on data from 4,579 connected towel, tissue, and soap dispensers.

[ii] Estimate based on a building with 600 dispensers, 20 seconds per dispenser check twice daily.

[iii] Based on how the product is designed to work.

Women leadership event launches in Vancouver

A new leadership experience designed for women operating in high-stakes, industrial environments will launch this spring in Vancouver.

CALIBRATED: A Leadership Experience for Women Who Build brings together senior women leaders from technical and industrial sectors — including infrastructure, building, energy, water, environment, and resources — for a one-day immersive program focused not on simply inspiring leadership capacity, but resourcing it.

Unlike traditional women’s leadership conferences that emphasize motivation or visibility, CALIBRATED addresses a critical gap facing women in operationally intense environments: the lack of practical, physiological, and systems-level tools to facilitate leadership under sustained pressure — without burnout.

“After years of attending women’s events that lacked real solutions for leaders in male-dominated industries. I knew we needed a change,” said Corinne Lynds, co-founder, CALIBRATED and chief content officer, SiteMedia. “CALIBRATED is designed for women who are ready to stop ‘fitting in’ and start leveraging their natural superpowers to lead high-functioning teams with confidence.”

At the core of CALIBRATED is a shift away from the sentiment of resilience, grit, and grind, toward a deeper understanding of how leadership performance is shaped by physiology, nervous system regulation, hormonal health, and embodied presence.

Rather than asking women to push through pressure, CALIBRATED equips participants with practical tools to expand their capacity, regulate stress in real time, and lead with greater clarity, authority, and sustainability.

Participants will explore:

Why high-performing leaders often encounter burnout as their impact scales — and how to interrupt the cycle
How the nervous system, vagus nerve, gut-brain axis, and hormonal shifts directly influence focus, decision-making, and communication
Executive presence as a physiological and relational skill, not a performative one
How intuition and embodiment function as strategic assets in complex, high-risk environments.

The event will take place May 13, 2026 at The Vancouver Club.

Rent supplements expand affordable supply

An increased allotment of rent supplements will expand Ontario’s universe of subsidized housing options over the next two years, while, simultaneously, more households are projected to fall into need. A newly released report from the provincial Financial Accountability Office (FAO) estimates roughly 894,000 Ontario households will lack suitably affordable accommodations by 2027-28, but about 8,400 additional seekers will be able to secure dwellings for less than 30 per cent of their pre-tax annual earnings.

A large chunk of the latter gains are expected to come from rent supplements funded via the Canada-Ontario Housing Benefit (COHB), a cost-shared program under the national housing strategy (NHS). Subsidies coming on stream since the federal government launched the NHS in 2019 (and the Ontario government subsequently agreed to share costs of three of its various programs) comprise the major share of current rent supplements, while the supply tied to earlier programs has been shrinking.

Rent supplements take two forms:

either paid to landlords and tied to specific units within private rental buildings that are contracted for tenants paying rent-geared-to-income (RGI); or
conveyed directly to tenants as a portable subsidy they can use to bridge the gap between their earnings and market rents.

Drawing on data supplied by Ontario’s Ministry of Municipal Affairs and Housing, the FAO reports a 49 per cent increase in the number of rent supplements on offer — climbing from 23,330 to 45,400 — during the six-year period ending in 2024-25. As of last year, that represented 14.4 per cent of dwellings tied to a provincial subsidized housing program, and COHB-related supplements accounted for 31,655 of those units.

However, that was still less than 75 per cent of the ultimate target to support 43,600 households through the program by 2028. The FAO report projects Ontario will contribute $139 million toward NHS programs in 2027-28 “largely due to the Province’s requirement to cost-match federal COHB funding”.

The augmented supply of rent supplements occurs in the context of steadily growing demand. The FAO estimates that nearly 17 per cent of Ontario households faced onerous housing costs last year, but only about 5 per cent received provincial support.

More than 1 million households could not obtain market housing for less than 30 per cent of their pre-tax incomes or were living in dilapidated conditions and/or insufficient space for their household size. Of these, roughly 316,000 households received assistance through a provincial subsidized housing program, but about 86,000 still paid more than 30 per cent of their pre-tax income on housing.

Of the roughly 729,000 stressed households that did not receive provincial assistance, about 398,000 did not qualify for support based on their income level, asset holdings or immigration status (non-permanent residents such as international students and foreign temporary workers typically do not qualify). The remainder were excluded due to the inadequate capacity of subsidized housing programs.

Looking to 2027-28, the FAO projects that 76,440 households that receive provincial assistance will still pay more than 30 per cent of their income on housing; 381,200 households that theoretically qualify for support will not receive it due to “limited program capacity”; and 436,350 households will pay more than 30 per cent of their incomes for housing or live in dilapidated and/or crowded conditions but fall outside the parameters to qualify for provincial assistance.

The report also charts how the senior levels of government withdrew from subsidized housing provision over an extended period earlier in the 21st century, but have more recently re-engaged. Municipalities’ share of subsidized housing expenditure in Ontario increased from 57 per cent to 69 per cent in the years between 2004-05 and 2021-22. During the same period, the federal quotient fell from 32.3 per cent to 25 per cent, while the Ontario government’s contribution dwindled from 10.6 per cent to 6 per cent.

New spending with the NHS has reversed that trajectory. By 2027-28, the FAO projects the federal share will rise to 31.4 per cent and Ontario’s quotient will nudge up to 9.9 per cent, while municipalities cover the remaining 58.7 per cent. Even so, on an inflation-adjusted real spending basis, federal spending will have decreased by an annual average rate of slightly less than 0.1 per cent and provincial spending will have dropped by an annual average rate of 0.2 per cent over the period since 2004.

Canada invests in new Burnaby rental development

A major boost to Burnaby’s housing supply is on the way, with the federal government and Baydo Group announcing more than $157 million in combined funding to build 388 rental homes in the city’s Metrotown neighbourhood. Known as Baydo Apartments, the project will rise at 6616 and 6630 Telford Avenue and feature two residential towers designed to support families, seniors, and individuals seeking long‑term, high‑quality rental housing. Once complete, the development will offer a balanced mix of amenities aimed at encouraging active living, community connection, and convenient urban access—an approach aligned with Burnaby’s broader strategy to expand housing options while strengthening neighbourhood vibrancy.

“We are making the critical investments to build more homes in B.C.,” said Gregor Robertson Minister of Housing and Infrastructure. “With the recently announced Build Canada Homes partnership with B.C., we will be delivering on hundreds of affordable homes across the province. We aren’t just building housing, we are building opportunity, stability, and a foundation for communities to thrive.”

In the announcement, the government also highlighted Burnaby’s strong performance under the federal Housing Accelerator Fund (HAF), noting that the city has exceeded its housing commitments, supported by the creation of the Burnaby Housing Authority and major improvements to development approvals through modernized zoning and municipal technology. As a result of this progress, Burnaby received its third HAF payment of $10.8 million, reinforcing the city’s momentum in enabling faster, more efficient delivery of new homes. Federal officials emphasized that Burnaby’s success demonstrates how innovation at the municipal level can accelerate solutions to Canada’s housing crisis.

This investment builds on a series of coordinated efforts across British Columbia to increase housing supply quicky, including the recently launched Build Canada Homes partnership between Canada and B.C., which will deliver 1,100 new homes. Federal officials underscored that these investments not only address housing needs but also strengthen supply chains and create jobs throughout the construction sector—supporting both community well‑being and Canada’s broader economic resilience.

“Rental housing plays a vital role in keeping neighbourhoods vibrant, supporting local businesses, schools, and services, and ensuring that the people who power our communities can continue to be part of them,” said Wade Chang, Member of Parliament for Burnaby Central When we expand quality rental options, we’re investing in the long‑term health, stability, and prosperity of the entire community.”

Additional information can be found at: Housing, Infrastructure and Communities Canada – Build Canada Homes

Pinnacle SkyTower reaches 106-storey milestone

Pinnacle SkyTower, part of the Pinnacle One Yonge site in downtown Toronto, has topped off at 106 storeys, officially making it the tallest tower in Canada and the first residential building in North America to reach that height.

Set to be completed in 2026, the building will be home to 958 residential units, the new Le Méridien Toronto Pinnacle Hotel, and 80,000 square feet of amenities. Its highest floor is in line with the CN Tower’s main observation level.

“Now that we’ve reached the 106 storey mark, you can really feel the momentum accelerating.” remarks Anson Kwok, vice president, sales and marketing at Pinnacle International, “Pinnacle SkyTower offers the exclusive opportunity to live in a fully customized home in the tallest building in Canada, creating a new standard for luxury living in Toronto.”

Designed by Hariri Pontarini Architects, the building features a 12-sided, tapered design with an aerodynamic profile and is defined by high-quality materials, and amenities including a restaurant on the top floor. Due to its height, unrestricted views are a key highlight, with balconies spanning up to the 88th floor and impressive floor-to-ceiling windows.

Last year, the project reached a historic milestone as the first building in Canada to hit 100 storeys

Women could help close skilled trades labour gap

Canadian organizations are experiencing a skilled trades labour shortage that is leaving building projects understaffed, delayed, and increasingly expensive. Expanding recruitment to include more women is one way to grow the talent pipeline. Yet women remain significantly underrepresented, making up just 7.9 per cent of tradespeople in Canada. This directly limits the pool of qualified workers that the facilities management industry depends on.

“The majority of FMs don’t have technical expertise and are fully reliant on the few people who have that knowledge within their organization,” says Marcia O’Connor, lead instructor for the University of Toronto School of Continued Studies, Facility Management Certificate Program and Chair of Membership & Education for IFMA’s Greater Toronto and South Central Ontario.

O’Connor, who is also president of AM FM Consulting Group, says many seasoned FM professionals are retiring with in-depth knowledge about mechanical, electrical, and plumbing systems, while fewer people are entering the field with this acumen. According to Statistics Canada, nearly one in five tradespeople will retire by 2028, further exacerbating the skills gap.

Recruiting more women can help ease the demographic challenges to come, but many face additional barriers that hinder their potential. Angela Coldwell, founder of Honour the Work, a charity that advocates for skilled trades in construction careers beginning in elementary school, says pervasive stereotypes and a lack of female role models make the trades appear less accessible.

“There’s a societal bias that this has been men’s work, which doesn’t make a lot of sense because in World War II, when men were fighting, women were the ones in factories using the tools,” she adds.

That legacy is rarely promoted during career conversations with young women today. When girls do express interest in skilled trades, some guidance counselors and parents continue to steer them away from job sites and toward traditionally “female” roles.

Even women who grow up in skilled trades households encounter this bias. There have been cases where daughters are curious, but families suggest they work in the front office rather than pursue an apprenticeship.

“It’s something that has to be explicitly called out,” says Coldwell. “You can’t get more women in if they’re not given the opportunity. And it’s not just women, but underrepresented individuals across the board.”

Skilled trades also offer wages and stability to help women provide for their families and contribute to the economy. Yet the tools of the trade aren’t presented as viable options despite evidence that women are well suited for this work.

“Women have excellent tactile skills. They’re strong in hand-eye coordination. They listen carefully and can take complex design patterns and execute them,” says Coldwell. “There is nothing saying they cannot do these jobs. And on a modern job site, no one should be lifting heavy equipment independently anyway.”

The demand is there, yet it seems to outpace many supports that could retain women once they do acquire a job. Take Ontario’s construction sector for example. A Ontario Building and Construction Tradeswomen (OBCT) survey in 2025 found that the majority of tradeswomen see a future for themselves in the industry over the next two to five years. Yet according to a 2025 BuildForce Canada report, women comprise only 5 per cent of the tradespeople employed in construction in Ontario.

Retaining more women in the trades

Ontario’s Pay Equity Office recently scrutinized the issues preventing women from succeeding in skilled trades. Building a respectful, safe workplace tops the list. The OBCT survey found the majority of tradeswomen were dissatisfied with how their harassment complaints were handled.

According to Coldwell, this is just another reason why having mentors is key. On sites, where a woman is the only female worker, complaints can lead to blackballing if the environment isn’t properly managed.

“Having a female mentor or very supportive men that are going to advocate is essential,” she says. “Because we are a very male-dominated industry, we need the fathers, the uncles, and the brothers to step up. This has to be collective across the industry, with unions and general contractors saying ‘we’re not going to tolerate this’.”

Last month, Karen Pullen, chair of OBCT, said leadership in the trades doesn’t always come with a title. “It can mean speaking up on a job site, mentoring an apprentice, demanding safer work, or simply showing up for one another when it matters most,” she stated, “These everyday acts of leadership are what change workplaces and industries.”

As well, anti-discrimination and anti-harassment training should be mandatory for every worker. Addressing and preventing biases, sexism, and harassment is now law under the Employment Standards Act anti-harassment requirements.

Visible representation in leadership roles also factors into retaining women as it demonstrates viable career progression. Coldwell says the trades, in general, have been framed as a backup plan for students who couldn’t pursue other careers, rather than a first-choice pathway that builds communities and offers people the pride of craftsmanship while using critical thinking skills. Women leaders can further showcase this opportunity for achievement because, as it stands, many advancement decisions are still shrouded in gender bias rather than merit-based.

To further support women’s career trajectories entails fair compensation and inclusive job postings. To help businesses, Ontario’s Pay Equity Office introduced a toolkit for complying with pay equity practices and a gender neutral job ads resource. Advertising supports like childcare and harassment training/policies can help employers differentiate themselves by getting ahead of the barriers female candidates face.

Many tradeswomen are known to turn down jobs due to the incompatibility with childcare arrangements. According to the Canadian Labour Congress, caring for family members, including children and elderly parents, more often falls to women.

“In construction, workers begin early on a job site until a certain hour and it’s very difficult to accommodate shift work if you don’t have someone to take care of your children,” says Coldwell. “It would be a game-changer for both women and men, but it needs to be something close to the job site with extended hours.”

Making headway toward inclusion

While the skilled trades have always been male dominated, efforts are underway to build a more inclusive workforce. Governments and non-profits have been forming active pathways and support systems.

Women Building Futures in Edmonton is helping single mothers and those leaving abusive relationships enter trades to build long-term careers. Honour the Work is advancing STEAM education by providing books, equipment and lesson plans that introduce the skilled trades to elementary students in Canada. Techsploration, a Nova Scotia‑based program, introduces girls to science, technology and trades careers through mentor‑led experiences.

In British Columbia, the BC Centre for Women in the Trades is working to create a diverse, inclusive industry with training, support and resources. In Ontario, the Career Lab is helping high-school students to consider a range of possible futures, including in the skilled trades and facility management fields, while Skills Ontario’s Young Women’s Initiatives offers events and programs that provide development and mentorship opportunities to young women.

Together, these initiatives are boosting women’s participation in the trades and nurturing a talent pipeline for careers that rely on technical knowledge. Trade skills can also be a launchpad into diverse careers like facility management. When O’Connor is counseling students who are pursuing the FM sector, she encourages those with mechanical, electrical and plumbing knowledge to showcase that on their resumes.

“If you look at ROIs, it would be more effective to hire somebody with that expertise versus trying to get it outsourced,” she says. “We need to find these skilled tradespeople to join our organizations or think about it as part of their career path.”

Bird consortium awarded Alberta schools

Concert-Bird Partners has been selected by Alberta Infrastructure as the preferred proponent to deliver P3 School Bundle #6, that will add six new schools in Calgary, Edmonton, Airdrie and Cochrane.

The consortium is comprised of Bird Capital Limited Partnership, Bird Design-Build Construction Inc., Wright Construction Western Inc., Concert Infrastructure Ltd., Ainsworth Inc., and BR2 Architecture Inc. The project has reached financial close with a total combined contract value of approximately $323 million.

“Investments in school infrastructure are investments in Alberta’s future. Through this school bundle, we are building the classrooms that families need in Edmonton, Calgary, Cochrane and Airdrie. These new schools will provide safe, modern and high-quality spaces that support student success for decades to come,” said , Minister of Infrastructure Martin Long.

The project includes six new elementary and junior high schools across Alberta, including three in Edmonton and one each in Calgary, Airdrie, and Cochrane. Once complete, the schools will accommodate more than 5,300 students and will include approximately 490,000 sq. ft. of permanent structure space.

“Bird’s long-standing partnership with Concert Infrastructure reflects a shared track record of successfully delivering multi-school programs under P3 models in Alberta and Saskatchewan,” said Teri McKibbon, president and CEO of Bird. “While Bird is increasingly shifting our focus to collaborative contracting models, certain projects with characteristics like this one remain well suited to the P3 delivery model. These include greenfield developments, repeatable and standardized designs, and clear scope definition. Supported by our experience delivering more than 50 schools under similar frameworks alongside partners such as Concert, the P3 model is consistent with our disciplined approach to risk.”

The schools are scheduled to open to students in Fall 2028.

How AI can help protect your building’s water resources

As summer draws nearer, building managers need to prepare for more than rising temperatures, as several areas are projected to experience below normal precipitation. “These areas are likely to face serious water-related challenges,” says Klaus Reichardt, CEO and Founder of Waterless Co., Inc. “Agriculture, local water supplies, and even public health could be impacted. One of the most effective responses is to prevent water loss. Fortunately, advances in AI make that much easier.”

In the United States, approximately 14 to 20 per cent of treated drinking water is lost to water loss before ever reaching a consumer. Typically, this is caused by leaks, aging infrastructure, and inefficiencies, which worsen drought conditions.

According to Reichardt, AI can help building owners and facility managers reduce water loss in several keyways, with:

Smart leak detection: AI-powered sensors continuously monitor plumbing systems and detect abnormal flow patterns that signal leaks, often identifying problems long before routine inspections would.

Predictive maintenance: By analyzing historical performance data, AI can forecast when pipes, fixtures, or irrigation systems are likely to fail, allowing repairs before leaks occur.

Real-time water monitoring: AI systems track water consumption in real time and flag unusual spikes that may indicate hidden leaks or equipment malfunctions.

Restroom fixture analysis: Because restrooms account for a significant share of water use in commercial buildings, AI can evaluate existing fixtures and recommend lower-consumption options – or even no-water alternatives – such as waterless urinals.

Smart irrigation: AI-driven irrigation systems adjust watering schedules based on weather forecasts, soil conditions, and plant needs, eliminating overwatering, which is one of the largest sources of waste in commercial landscapes.

Automated shutoffs: When abnormal flow or pressure is detected, AI systems can automatically shut off water to affected areas, preventing minor leaks from becoming major losses.

Occupancy-based optimization: AI can adjust water usage based on building occupancy patterns, reducing consumption during low-use periods without manual oversight.

Water audit analysis: AI can quickly analyze utility data and benchmark a building’s water use against comparable properties, identifying hidden inefficiencies and opportunities for improvement.

“The common thread of these strategies is that they shift owners and managers from a reactive approach to a proactive one,” says Reichardt. “When it comes to protecting water resources, being proactive isn’t optional, it’s essential.”

Contractors face higher risk on projects

The British Columbia construction industry is undergoing a period of sustained stress. Dramatically decreasing market demand has resulted in an erosion of project equity across the province. As equity positions deteriorate, the viability of many projects is increasingly in question, particularly those that were marginally capitalized from the outset.

This erosion of equity has predictable consequences. Across British Columbia, projects are experiencing an uptick in developer insolvencies and Companies’ Creditors Arrangement Act (CCAA) filings, often mid-construction. These filings are no longer confined to fringe or speculative developments; they are increasingly appearing on conventional residential, mixed-use, and commercial projects.

For contractors and trade contractors, this environment presents acute risk.

Contractors Are Exposed When Projects Fail
When a project encounters financial distress, contractors are typically among the most exposed stakeholders. Unlike lenders, contractors advance labour and materials without the benefit of comprehensive security. While the Builders Lien Act provides powerful remedies in theory, those remedies can be sharply constrained in practice when a project is under water.

Most notably, secured lenders take priority over lien claimants for all funds advanced prior to the filing of liens. Where construction financing has been substantially advanced and the value of the project has declined, there may be little or no realizable equity remaining to satisfy lien claims.

In those circumstances, lien rights, though technically preserved, can become effectively meaningless. This reality has become more common as declining values intersect with highly leveraged projects.

Practical Risk Mitigation Strategies
In this market, contractors cannot assume that statutory remedies alone will provide adequate protection. Proactive risk management is essential. Some practical tips for managing your risk include:

a) Ensure the Lien Holdback is Secure
The lien holdback remains one of the most reliable protections available to contractors. Funds placed into a properly maintained holdback account are impressed with a trust for the benefit of lien claimants. Unlike general project funds, holdback monies are insulated from many competing claims.

Contractors have a statutory right to request information about the existence, amount, and administration of the holdback. In stronger markets, this right is often overlooked. In the current environment, it should be exercised routinely and early.

Failure by an owner or prime contractor to properly establish or fund the holdback account may give rise to personal liability and trust claims—often more effective than lien enforcement against a distressed project.

b) Avoid “Pay-If-Paid” Clauses
“Pay-if-paid” clauses shift the risk of owner default entirely onto trade contractors. In effect, the trade contractor becomes an unsecured financier of the project, without control over the owner’s solvency or the construction loan.

While courts have historically shown some reluctance to enforce pay-if-paid clauses, that reluctance is not a guarantee. Properly drafted pay-if-paid provisions are increasingly likely to be enforced, particularly where the contractual language is clear and unambiguous.

In the present market, accepting a true pay-if-paid clause may expose trade contractors to total non-payment in the event of a project failure. Wherever possible, such clauses should be resisted, limited, or converted into pay-when-paid provisions with defined outside payment deadlines.

c) Monitor Receivables Aggressively
Delayed payment is no longer merely an administrative inconvenience; it is a risk signal. Contractors should assume that any unpaid receivable is at risk, particularly on projects showing signs of financial stress.

This requires a disciplined approach to receivables including:
• Prompt invoicing
• Strict adherence to payment timelines
• Early escalation of overdue accounts
• A willingness to suspend work where contractually permitted.

Passive tolerance of late payment can result in meaningful exposure by the time financial distress becomes apparent. In this market, liquidity discipline is as important as pricing discipline.

Conclusion
The current construction downturn in British Columbia has shifted risk decisively onto contractors and trades. In this environment, declining equity values, increased insolvencies, and the priority afforded to secured lenders significantly reduce the practical effectiveness of lien rights on distressed projects.

Contractors who adapt by enforcing holdback rights, avoiding unfavorable risk-shifting clauses, and aggressively managing receivables will be far better positioned to weather this cycle. Those who do not may find that, when a project fails, their legal rights exist only on paper.

Norm Streu is a partner with the law firm Harper Grey LLP and a past chair of the Vancouver Regional Construction Association. Chris Hirst is a partner and leader of the Construction and Engineering practice group at the law firm Alexander Holburn LLP.

B.C. introduces crane licensing and permitting

B.C. is introducing a mandatory crane licensing and permitting program through WorkSafeBC to strengthen safety oversight.

Workers who operate cranes in B.C. must be certified and registered with an oversight body, while others responsible for cranes (for example, those who own, maintain, repair, move, erect, disassemble or are otherwise responsible for cranes) are not required to be certified, registered or licensed.

“Major nation-building projects are moving forward in B.C. and the people who build them must have the best level of safety we can provide,” said Premier David Eby. “British Columbia will be a leader in crane safety – with the highest standards of training, certification, technology and oversight – to protect workers and the public on every project, every time.”

Crane operation is high-risk work with significant safety hazards, meaning failures can have catastrophic consequences.

“It is important that we take meaningful measures to help prevent tragedies before they occur,” said Clinton Connell, executive director, BC Crane Safety Association. “This includes ensuring equipment is operated by people with proper training and experience. Licensing and permitting frameworks are a practical way to manage accountability and shared responsibilities within the industry.”

During the past five years, safety incidents involving cranes in B.C. have claimed the lives of seven workers. These fatal events have highlighted ongoing safety risks at worksites and underscore the need for stronger oversight and improved safety practices across the sector.

More cranes are in operation than ever before in British Columbia. In 2021, there were 261 active tower cranes on worksites in B.C. That number increased to a five-year high of 409 cranes in 2024. Currently, 373 cranes are operating in the province. In comparison, there are 106 active tower cranes in Toronto, and a combined total of 127 tower cranes operating in 11 major U.S. cities.

RAIC recognizes exceptional firms

The Royal Architectural Institute of Canada (RAIC) has announced the recipients of the 2026 RAIC Architectural Practice Award, the RAIC Emerging Architectural Practice Award, and the RAIC International Prize.

From a Toronto firm whose seven-decade legacy continues to evolve with boldness and craft, to a Vancouver studio redefining what community-centred practice can look like, to a London-based not-for-profit challenging the very foundations of how we build — this year’s recipients reflect the breadth and depth of architecture’s power to shape a more equitable, sustainable, and beautiful world.

RAIC Architectural Practice Award Recipient
Moriyama Teshima Architects

Founded in Toronto in 1958, Moriyama Teshima Architects (MTA) has shaped Canada’s cultural and civic landscape for over 60 years, with landmark projects including the Canadian War Museum, the Ontario Science Centre, and the Toronto Reference Library.

“We are deeply grateful for this recognition from our peers and from the Royal Architectural Institute of Canada,” said a spokesperson for the firm. “We carry a legacy of bold, passionate design from our founders, and we’re honoured to be recognized today, not for where we’ve come from, but for who we are now: a collective that continues to evolve and continues to push boundaries with courage in the pursuit of a more balanced and beautiful future.”

RAIC Emerging Practice Award Recipient
MOTIV Architects Inc.

Founded in Vancouver in 2017, MOTIV Architects is a people-centred studio working at the intersection of housing, innovative learning spaces, and food security. Certified as a B Corporation, the firm brings a strong ethical foundation to every project — making design accessible, community-rooted, and deeply responsive to the people it serves.

“This award is an incredible validation of our work in making design accessible, responsive and relevant in a world that needs design now more than it ever has,” said the firm.

RAIC International Prize Recipient
Material Cultures

Material Cultures is a London-based not-for-profit design and research organisation working to advance regenerative, socially just land and building systems. Through design practice, applied research, and education, they champion low-carbon, bio-based construction as a model for the future of the built environment.

“We are delighted to be recognised by the RAIC for our intersectional work on regenerative and socially just land and building systems. We are grateful to work alongside incredible collaborators, with whom we continue to discover new models of transformation.”

New leaders at Acton Ostry Architects

Acton Ostry Architects (AOA) has announced an expanded leadership team, welcoming Calvin Lau as director of finance; and Molly Gray, Matias Grez, and Mehdi Hashemi as associates, and Nebo Slijepcevic as production specialist.

“AOA’s strength lies in the depth of talent and commitment across our team,” said principal Matthew Wood. “These appointments recognize individuals who have consistently demonstrated leadership, design excellence, and deep understanding of the firm’s values. Their expanded roles will be instrumental as AOA continues to grow.”

Calvin Lau

As director of finance, Calvin will provide leadership over the firm’s financial direction and will be instrumental in shaping and advancing AOA’s long-term strategic objectives. Since joining the firm in 2020, he has played a key role in strengthening financial reporting, forecasting, and analysis, helping to support informed decision-making across the practice.

Molly Gray

Since joining AOA in 2012, she has contributed to complex institutional, mixed-use, and educational projects, including the Jewish Community Centre Campus Redevelopment, UBC Sauder Powerhouse Project, UBC Hebb Building Renewal, and SFU Child Care Expansion.

Matias Grez

Matias joined AOA in 2018 and brings 12 years of experience across mixed-use, residential, and educational projects. His recent work includes Phase 1 of Portwood in Port Moody, the UBC Sauder Powerhouse Project, ongoing renovations at West Point Grey Academy, and several mixed-use rental residential developments being rezoned under Vancouver’s Broadway Plan.

Mehdi Hashemi

Mehdi is a senior project manager and contract administration specialist with experience across residential, mixed-use, hospitality, commercial and retail projects in Canada and abroad. He joined AOA in 2024 and is currently leading contract administration for Phases 1 and 2 of Portwood in Port Moody.

Nebo Slijepcevic

Since joining AOA in 2009, he has been a key contributor to the firm’s technical production on major institutional projects, including Limberlost Place in Toronto, King David High School Expansion, Little Flower Academy, and the UBC Sauder Powerhouse Project. He is currently overseeing document production for the Jewish Community Centre Campus Redevelopment.

Principal Derek Fleming added, “Each of these individuals brings a unique perspective and skill set that strengthens our practice. From financial stewardship to project delivery and technical production, this expanded leadership team enhances our ability to deliver architecture that reflects the aspirations of our clients and communities.”

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