Q3 home prices flat as listings rise

The average home price in Canada remained largely unchanged in the third quarter of 2025, increasing just 0.1 per cent year-over-year to $816,500.

However, according to the Royal LePage House Price Survey and Market Forecast, on a quarter-over-quarter basis, the national average home price posted a decline of 1.2 per cent. The dip was driven by depreciation in many major markets across the country over the summer.

“Canada’s housing market is shifting toward balance, as easing prices, rising listings and renewed rate cuts improve affordability across most regions,” said Phil Soper, president and CEO, Royal LePage. “For the first time in years, buyers – especially in previously supply-strapped markets – have real choice and negotiating power. With confidence returning and further rate reductions expected into early 2026, we anticipate noticeably stronger activity by the spring.”

Following a slower-than-usual start to the year, home sales picked up late in the spring and have consistently increased over the last five months, according to the Canadian Real Estate Association (CREA).

“Affordability is improving and the economic backdrop remains remarkably stable, yet consumer confidence is lagging,” added Soper. “Many buyers remain hesitant – some worried about broader economic uncertainty, others waiting to see if prices dip a little further before stepping in.”

When broken out by housing type, the national median price of a single-family detached home increased 1.2 per cent year over year to $860,600, while the median price of a condominium slipped 1.6 per cent to $580,700. On a quarter-over-quarter basis, the median price of a single-family detached home and a condominium declined 1.1 and 1.9 per cent, respectively.

National home prices are down about five per cent from their peak during spring 2022. The decline is mainly due to falling prices in the urban centres of Toronto and Vancouver, where prices currently sit more than 12 per cent below their peak. Meanwhile, home prices have continued to appreciate in Quebec, the Prairies and Atlantic Canada.

“Buyer sentiment is being influenced by a complex mix of economic and psychological factors,” said Soper. “Despite materially improved affordability in major cities, many Canadians – particularly younger ones – remain cautious amid high post-pandemic living costs, perceived job uncertainty, and general unease about our economic prospects. It’s understandable that some are waiting before making such a significant purchase.”

According to a Royal LePage survey from September 2024, conducted by Burson, more than four in five Canadians who say they are actively working towards the purchase of their first home say they are planning to hold off for at least another year.

Six teams shortlisted for Banff Ave design

The Royal Architectural Institute of Canada (RAIC) and Parks Canada have announced the six multidisciplinary teams selected to move on to the next phase of the 200-Block Banff Avenue Redevelopment Project design competition.

Following a rigorous pre-qualification process that attracted exceptional interest from the architectural community, Parks Canada received 44 complete submissions from multidisciplinary teams during the first phase open application period which was held from June 26 to August 12.

Over the past month, an evaluation team comprised of Parks Canada representatives and RAIC professional advisers assessed all submissions using criteria outlined in the pre-qualification documents.

The six teams selected are:

Alison Brooks Architects
EVOQ + Ryder
KENGO KUMA & ASSOCIATES + Paul Raff Studio
KPMB Architects
Revery Architecture
Stantec Architecture

These interdisciplinary teams bring together diverse expertise, including Indigenous knowledge weavers and visitor experience specialists, reflecting a deep commitment to design excellence, sustainability, and cultural awareness.

Now a one-stage conceptual design competition has launched. The six teams have seven-and-a-half weeks to develop and submit conceptual design proposals for the project.

Winning proposals must demonstrate design excellence, heritage conservation, environmental sustainability and adaptability for implementation, while balancing historical context, project vision and policy frameworks with a strong focus on visitor experience and connection to place, the release adds.

Phase II will conclude in December 2025, followed by engagement periods and jury deliberation. The design competition winner will be announced in spring 2026.

Brentwood Block secures $763M federal backing

The Government of Canada has announced a landmark investment of over $763 million to support Grosvenor’s Brentwood Block development in Burnaby, BC. Delivered through the Apartment Construction Loan Program (ACLP), the funding will fast-track the construction of nearly 1,300 new homes, marking a significant step forward in addressing Canada’s housing supply challenges.

“We need to build more, build better, and build bolder,” said Minister of Housing and Infrastructure Gregor Robertson. “Through investments in rental housing, our government is supporting those who need it most—here in British Columbia and across the country. We are committed to strengthening communities through initiatives like this one.”

Brentwood Block is a multi-phase, master-planned community that spans 7.9 acres—an entire city block in Burnaby’s urban core. Once complete, the development will deliver 1,279 purpose-built rental units, 451 condominiums, and 160,000 square feet of retail and commercial space. The site will also feature a new City of Burnaby community centre, public plazas, and outdoor amenities designed to foster inclusive, vibrant urban living.

The ACLP, a $55 billion initiative under Canada’s National Housing Strategy, provides low-interest, fully repayable loans to stimulate the construction of purpose-built rental housing for middle-income Canadians. As of June 2025, the program has committed $24.9 billion toward the creation of more than 63,500 rental homes nationwide.

“The Government of Canada is committed to working with our partners to rise to the challenge of building more housing,” commented Randeep Sarai, Secretary of State for International Development. “Through the ACLP, we are taking action to increase the supply of new rental housing by investing more than $763 million in the construction of nearly 1,300 homes in Burnaby. This is more than just construction—it’s about creating opportunities for individuals and families to thrive, grow, and build their future with stability and dignity.”

Burnaby Mayor Mike Hurley welcomed the federal support, emphasizing the importance of collaboration: “Burnaby continues to set an example for how cities can lead by working hand in hand with all levels of government and the development community to create new, affordable homes. This federal investment is essential to ensuring projects like Brentwood Block can move forward and reflects the kind of partnership that will move the needle on housing costs in Burnaby.”

“Our longstanding partnership with CMHC is a cornerstone of this project,” added Steve O’Connell, Senior Vice President at Grosvenor. “The ACLP is key to its viability, facilitating the private sector’s role in contributing much-needed rental housing to Canada’s undersupplied markets. Once complete, we look forward to activating our residential homes as an integral part of a sustainably driven, pedestrian-focused master plan—connecting thousands of new residents in the heart of Brentwood with the wider Metro Vancouver region. Brentwood Block continues Grosvenor’s 350-year tradition of developing high-quality residential properties that serve their local communities.”

Grosvenor receives $763M for Brentwood Block

The federal government announced an investment of more than $763 million into Grosvenor’s Brentwood Block for the construction of nearly 1,300 housing units in Burnaby through its Apartment Construction Loan Program (ACLP).

Brentwood Block is a multi-phase master plan community located on a 7.9-acre site that encompasses an entire city block in the heart of Brentwood. When complete, the project will provide 1,279 rental units, 451 condominiums, and 160,000 square feet of retail and commercial space. Grosvenor’s Brentwood Block project includes Western Canada’s tallest all rental tower.

Additionally, the site will be home to a new City of Burnaby community centre, extensive public plazas and outdoor amenity spaces.

“Burnaby continues to set an example for how cities can lead by working hand in hand with all levels of government and the development community to create new, affordable homes throughout our community. This federal investment is essential to ensuring projects like the Brentwood Block can move forward and reflects the kind of partnership that will move the needle on housing costs in Burnaby,” said Mike Hurley, Mayor, City of Burnaby.

The Government of Canada is stepping up with investments to increase the housing supply in Canada through programs to deliver on solutions across the housing continuum. One such program is the Apartment Construction Loan Program (ACLP), which provides fully repayable low-interest loans to encourage the construction of more rentals for middle-class Canadians.

The federal government also launched Build Canada Homes in September as part of their broader effort to build more affordable homes.

Navigating CMHC’s MLI Select requirements

Canada faces a housing supply and affordability crisis that spans both ownership and rental markets. According to a CMHC report in 2023, meeting affordability requires adding some 3.5 million new housing units by 2030—a target that equates to roughly 500,000 units per year. Yet in 2023, Canada built only 56 per cent of that annual target. This supply gap is now reflected in long waiting lists, escalating rents and swelling rates of homelessness. CMHC’s 2024 annual report underscores that rapid population growth, elevated mortgage rates and ongoing rental housing shortages continue to shape the affordability landscape.

The federal government, alongside stakeholders, has rolled out numerous tools under the National Housing Strategy to counter these challenges, with notable programs like the Apartment Construction Loan Program, Affordable Housing Fund and Housing Accelerator Fund supporting the creation and repair of tens of thousands of units in 2024.

Within this framework, MLI Select—CMHC’s Multi-Unit Mortgage Loan Insurance program—is a key financing lever designed to incentivize rental housing development by offering reduced premiums, longer amortizations and other benefits tied to affordability, accessibility and energy or climate performance. The innovative product is structured to reward projects that deliver social and environmental benefits, including affordable rents, accessibility and energy or climate-first design. Developers accrue points based on their alignment with these priorities, which translate directly into lower mortgage insurance premiums and longer amortization periods, improving capital structure and cash flow for rental projects.

Importantly, combining MLI Select with complementary tools such as the Apartment Construction Loan Program, can amplify financial impact. While ACLP provides low-cost construction funding, MLI Select secures longer-term viability through insurance incentives that reduce financing costs over the lifetime of the project. In the context of strained supply, such tools are vital. CMHC expects that without similar incentives, affordability targets will remain out of reach. MLI Select, by aligning financial incentives with social outcomes, makes purpose-built rental developments more feasible and compelling for developers.

Bonding challenges and who they affect

As of late 2024, CMHC significantly tightened its enforcement of surety bond requirements under MLI Select—a move with implications for rental project timelines and feasibility, particularly for developer-builders. Surety bonds, including performance and labour/materials payment bonds, are now mandatory for MLI Select projects, even where developers self-perform construction or hire a general contractor. Historically, this requirement was not as frequently enforced; for now, CMHC applies it uniformly across projects over 25 units.

This requirement particularly affects three key groups:

Self-Performing Developers: These developer-builders now face the full weight of underwriting and surety risk without traditional contractor intermediaries to assume it. It can be difficult to place this type of business.

Developers Working with General Contractors: These firms must now assess and validate their contractors’ bonding capacity. Prequalification accuracy is critical; letters from brokers alone may not suffice. Only letters from surety companies with detailed track records carry weight.

Specialty Sub-trades: Many subcontractors are being asked to post bonds. Without prior bonding relationships, they must establish new bond facilities, often under tight timelines and unfamiliar requirements.

When bonding is not properly addressed early in project planning, CMHC may delay or withdraw funding, costing developers millions and disrupting project delivery, presales and unit availability.

The value of industry experience

Navigating the world of surety bonds requires a partner familiar with CMHC’s requirements, particularly for developer-builders. The right support can make a significant difference throughout the MLI Select bonding process, guiding clients through each stage of compliance to enable smoother financing and timely project delivery. A strategic partner who cultivates strong relationships with surety providers and engages directly with underwriters can significantly streamline the bonding process. Proactive involvement—shaping compelling financial narratives, assembling thorough documentation, and anticipating underwriter needs—helps minimize friction, accelerate approvals, and safeguard project timelines.

When approaching surety firms, it’s essential to work with someone who does more than manage paperwork. The right partner will collaborate with you to package financials effectively, communicate the project’s value and viability, and foster underwriter confidence. This level of engagement can be the difference between a delayed project start and a successful launch.

Canada’s housing affordability crisis demands not just ambition, but action. CMHC’s MLI Select presents a powerful tool for developers aiming to deliver socially responsible rental housing, offering incentives that align with affordability, accessibility and energy efficiency. Yet the recently enforced surety bond requirements can pose complex roadblocks. Early engagement, strategic underwriting and expert surety guidance are now vital prerequisites for MLI Select success. With the right partner, however, you can turn policy challenges into financing opportunities and new housing for Canadians.

Slava Kolmatskyy is vice president of Surety at NFP Canada. Find out more at nfp.ca

FM pros rethink job satisfaction

Job satisfaction in facilities management is rarely discussed, yet it has never been more important, especially given the essential nature of the work involved.

FM professionals today aren’t just after a steady paycheck or predictable routine—they want to take pride in their work, feel supported by their teams, and be recognized for the value they contribute every single day.

Job satisfaction tends to peak in environments where meaning is embedded in the work itself, leadership is both competent and communicative, and the surrounding culture encourages collaboration, mutual respect and a sense of shared purpose. People thrive when they’re trusted, when their ideas are genuinely heard, and when their contributions are acknowledged—not just during performance reviews but in the everyday moments that shape the work experience.

Workload balance is also becoming a priority. FM professionals are increasingly expected to do more with less—a pace that isn’t sustainable without the right support. Forward-thinking organizations are responding by investing in smart technologies, cross-functional training, and setting realistic expectations to help their team thrive without burning out.

Whether overseeing a portfolio of properties or managing the day-to-day of a single site, work deserves recognition. When that impact is acknowledged and appreciated, it fuels motivation and loyalty.

There is a shared responsibility, not just among leaders but among peers, to create environments where FM professionals can grow, feel valued, and find purpose in their work. That means listening, mentoring, and championing workplaces that bring out the best in everyone.

Facilities management is more than a job—it’s a career grounded in problem solving, service, and an often-overlooked ethic of care. When professionals in the field support one another, the whole industry rises.

How can you tell if you’re genuinely happy in your current job? It’s not always obvious, especially in a field where perseverance and problem-solving are part of the daily grind. Still, certain indicators can help you gauge where you really stand. Start by asking:

Do I feel energized or drained at the end of most workdays?
Am I learning, growing, and being challenged in ways that excite me?
Do I feel respected and supported by my manager and team?
Is my workload manageable, or am I constantly overwhelmed?
Do I see a future for myself here, professionally and personally?
Am I recognized for my contributions in meaningful ways?
Does the company’s culture align with my values?
Do I feel proud to tell others what I do and where I work?

If most of your answers lean toward “yes,” you’re likely in a role that fits. If not, it might be worth pausing to reflect what else is out there. This could mean opening up a dialogue with your manager, seeking guidance from a mentor, or exploring new opportunities that better align with your goals.

There’s no one-size-fits-all answer, but every FM professional deserves to feel fulfilled, respected, and inspired by the work they do. Sometimes the right support or a new challenge is all it takes to reignite your passion.

Building careers that feel meaningful—not just impressive on paper—is essential. When we thrive, our teams thrive. That’s how the entire industry moves forward.

Marcia O’Connor is president of AM FM Consulting Group, Chair of Membership & Education for IFMA’s Greater Toronto and South Central Ontario and lead instructor for the University of Toronto School of Continued Studies, Facility Management Certificate Program. She is a strategic-minded leader with more than 20-plus years of progressive experience in corporate real estate, asset management, and integrated facilities management. Marcia has a passion for mentoring young professionals and helping people, teams, and organizations see their potential.

Paying attention to the use and disposal of lithium batteries

Lithium batteries are widely used, but many businesses remain uninformed about the proper use, risks, and disposal. From phones and laptops to power tools and energy storage systems, maintenance managers may well have access to an array of lithium batteries on site.

Studies show that 41 per cent of people weren’t aware of the safety issues when disposing of lithium batteries, and 37 per cent didn’t know they could be recycled. Among the people aware of recycling, 53 per cent didn’t know how to recycle them. In an effort to improve these results, Cirba Solutions has launched a WeRecycle Interactive Battery Recycling Map, which locates local businesses and organizations that accept batteries for recycling.

The risks of improper lithium battery use include overheating, fire, and explosion, so information and training are critical for maximum safety.

Here are some tips for safe lithium battery use and disposal:

Ensure that the battery is in good working order. Don’t use any lithium batteries that are swollen or dented, have torn plastic wrappers, or show any signs of damage or wear.
Store your batteries safely, in a dry location at room temperature. Do not expose to moisture or extreme weather. Keep batteries free and clear of other items; stacking heavy items on top of a battery can cause it to internally short-circuit and explode.
When charging, follow the instructions. Overcharging can cause the battery to overheat, potentially causing fires or explosions. Charge the battery before it drops below 30 per cent to lengthen the life span of the battery and keep it working optimally.
Contact your local municipality or visit online resources for instructions on the safe disposal of lithium batteries in your area.

45 per cent of people who are aware that lithium batteries need special disposal admit to putting them in the garbage because they are unsure about proper disposal, while 38 per cent throw them away because the recycling program in their region is “too tedious.” Maintenance managers need to practice safe use, disposal, and recycling of lithium batteries as they work to protect the building and its occupants.

Gen Z leads workplace attrition amid career uncertainty

Canadian employers are tasked with retaining a new generation of workers with fewer entry-level opportunities, rising expectations, and rapid technological change.

For Gen Z employees, the top incentives to stay in long-term positions are better pay, improved benefits and more flexible working hours. However, according to Randstad Canada’s latest white paper, The Gen Z Workplace Blueprint: Future-Focused, Fast-Moving, short tenures remain the norm. Among those who left a role within a year, the main reasons cited were low pay, poor workplace culture, and minimal opportunities for career growth.

The findings from the talent company draw on a survey of 11,250 workers globally – including 750 in Canada – and an analysis of more than 126 million job postings worldwide, the results reveal a nuanced picture.

Despite job market doubts (41 per cent don’t feel confident they could find another job) one in three plan on leaving their current role within one year. The attrition rate is the highest of any generation, with 22 per cent having already left a job in the past 12 months.

In the first five years on their job, the average tenure for Gen Z is just 1.1 years, compared to 1.8 for Millennials and 2.9 for Boomers at the same stage.

Rather than indicating disloyalty or casual job-hopping, this movement reflects unmet ambition and a search for clear career progression, purpose, and growth opportunities. In fact, 37 per cent said they always make decisions based on long-term career goals, while nearly half balance their future ambitions with short-term needs like salary and work-life balance.

However, more entry-level doors are closing. Since January 2024, global postings for roles requiring 0–2 years’ experience have dropped 29 percentage points, with tech down 35 per cent, logistics 25 per cent, and finance 24 per cent. For many workers, it’s a shift reshaping traditional pathways into the workforce.

Alongside this uncertainty is artificial intelligence (AI), viewed as both supportive and threatening. Three out of four Gen Z workers now use AI to learn new skills, more than half use it at work, and nearly as many rely on it for job searches.

However, 46 per cent worry about its long-term impact. Formal training in AI remains uneven as men and white-collar workers are more likely to receive it than women or those in operational roles.

In response to job market dynamics, a growing number of young workers are actively seeking side hustles to gain experience, diversify income, and exert control over their career trajectories. Only 45 per cent of Gen Z currently work a single full-time role while one in four would prefer to combine full-time work.

Flexibility is now a top priority for their ideal job set-ups, with 48 per cent citing flexible hours and 39 per cent favouring a flexible location.

Key actions employers should consider

To actively attract Gen Z talent, employers must move beyond traditional approaches and embrace strategic changes that address these young workers’ expectations and challenges.

- Redesign entry-level roles: Treat early-career positions as stepping stones to skill development (critical thinking, creativity, collaboration) rather than routine tasks.
- Provide clear and visible career paths: Map progression paths, offer regular feedback, and reward growth to build confidence in long-term development.
- Integrate learning into growth strategies: Offer upskilling opportunities that are practical, tech-focused, and include AI training.
- Ensure equitable access to skills: AI and other learning opportunities must be available to all, closing gaps between men and women, and white-collar and operational roles.
- Build trust and align values: Cultivate a culture that supports flexibility, purpose and growth, all essential to earning loyalty.
- Collaborate with talent: Involve Gen Z in defining career paths and creating work environments where they feel heard, supported, and engaged.

Guidance for Gen Z professionals to boost opportunities

Stay proactive and agile: Use side hustles, AI tools, and learning agility to diversify experience, income, and career control.
Leverage AI as a competitive advantage: Learning new skills and optimizing job searches with AI can differentiate candidates in a competitive market.
Request growth early: Actively seek feedback and co-create development plans with managers.
Recognize your value: Even with gaps in experience, fast learning and technology skills are strong assets.
Seize opportunities to demonstrate impact: Engage in projects that highlight unique, non-automatable skills.
Build resilience and networks: Find mentors, track achievements, and cultivate peer networks to thrive in challenging environments.

Cowichan District Hospital is salmon-safe certified

The Cowichan District Hospital Replacement Project (CDHRP) has achieved Salmon-Safe certification, marking a milestone as the first hospital in B.C. to achieve this recognition.

The certification recognizes excellent efforts to reduce water use, treat stormwater and enhance and protect important wetland ecosystems. The project team includes EllisDon and Parkin Architects.

Located on the traditional territory of Cowichan Tribes, the site is located within the S’amunu watershed, which supports populations of coho and chum salmon.

Salmon-Safe accreditation recognizes design firms, developers and construction managers’ commitment to watershed health. Accredited firms undergo an independent assessment to demonstrate leadership in protecting water quality, managing stormwater, and supporting healthy ecosystems.

The Salmon-Safe team commended the CDHRP for several key initiatives including:

Extensive Green Stormwater Infrastructure (GSI) implemented on-site to maximize infiltration, including bioretention swales, rain gardens, a green roof and enhanced wetlands
Landscaped and garden areas designed to aid in water infiltration
On-site treatment of all stormwater
Use of native and drought-tolerant trees, shrubs and other plants
A high-efficiency irrigation system equipped with a rain sensor
In total, 42 per cent of the site will be landscaped, featuring a therapeutic garden,
Indigenous plants, accessible wellness paths with a forest meditation loop, wetland enhancements, rain gardens, and conserved natural forest stands.

In addition to obtaining Salmon-Safe certification, the site achieved Zero Carbon Building Design certification and is targeting LEED Gold v4. It will be the first fully electric hospital in British Columbia and will have solar panels installed on the roof to provide some renewable energy. Compared to the current Cowichan District Hospital, it is projected to be 30 per cent more energy efficient, 60 per cent more water efficient, and will achieve a 75 per cent reduction in greenhouse gas emissions.

Scholarship winner aims for career progression

Cristina Ong-Tulabut, an assistant property manager with BentallGreenOak (BGO) in Edmonton, has been awarded the 2025 Vyetta Sunderland Scholarship to support her pursuit of a Real Property Administrator (RPA) designation. BOMI Education Canada bestows the bursary every year to support early-stage property or facilities management professionals.

Ong-Tulabut has developed skills in customer service, administration, accounting and property management since starting out as a property administrator in 2018. She joined BGO in 2023.

“I am deeply passionate about advancing in the commercial real estate sector and am confident that the RPA designation will serve as a catalyst for my career progression,” she says. “I am eager to apply the knowledge gained through this program to benefit my organization and the broader community.”

The scholarship is named in honour of a former BOMI International and BOMI Canada chair, who has been a longtime champion of continuing education and professional development.

“Working with Vyetta Sunderland on various BOMI Boards and committees, I know she would agree that Cristina embodies the characteristics the committee seeks for the scholarship recipient,” observes Kim Saunders, chair of BOMI Education Canada.

New smart building labs fuel real estate innovation

Morguard ioined forces with CENGN, Canada’s Centre of Excellence in Next Generation Networks, and Nokia, to launch three smart building living labs in Montreal, Toronto and Ottawa. The $6.5 million project offers Canadian startups and scale-ups a space to develop technologies that promise to improve building safety, efficiency and connectivity.

The living labs transform three Morguard properties into real-world hubs of innovation: Place Innovation, an office property in Montreal; The Bay Club, a multi-suite residential complex in Toronto; and St. Laurent Shopping Centre, a retail destination in Ottawa.

Innovators have the chance to test and refine smart solutions such as AI systems that predict equipment failures, robotics that automate maintenance, and sensors that reduce energy use in real time. Nokia’s 5G technology will power the sites as teams design each project to integrate seamlessly into daily operations.

“These labs reflect our commitment to advancing smart, sustainable properties while accelerating technologies that improve the everyday lives of the people who live, work and shop in our communities,” said Angela Sahi, president and COO of Morguard. “At the same time, they highlight our dedication to creating long-term value for our stakeholders by building resilience, driving sustainability, and leading change in the real estate industry.”

The project is part of CENGN’s Living Lab Initiative, a national program backed by a $45-million federal investment through the Strategic Response Fund. Designed to empower more than 100 Canadian startups and scale-ups, the initiative helps prepare technology solutions for market-readiness and fast growth.

By combining CENGN’s technical expertise with Morguard’s infrastructure, the Living Lab accelerates the adoption of digital solutions in real-world smart building environments.

“This initiative strengthens Canada’s position as a global leader in building automation, IoT, advanced communications, and applied AI technology,” added CENGN’s vice president of business development and marketing. “These technologies are key to transforming building infrastructure maintenance and operations, and supporting the country’s economic resilience and long-term growth.”

Startups and scale-ups that wish to participate can apply at https://www.cengn.ca/living-lab-initiative/smart-building-living-labs

Managing risks in consultant contracts

Consultant contracts can be a minefield in the best of circumstances and if a consultant agrees to provide a guarantee, a warranty, or an enhanced performance standard, their insurance can even be voided.

That is because errors and omissions policies often only provide coverage for a failure to meet the prevailing standard of care of a professional practicing in the relevant discipline. Guaranteeing that the work will be “free of defects” or agreeing to perform to the “highest standards”, may not be covered.

Sometimes this type of problematic language is clear in the proposed contract and should be rejected outright by the consultant. At other times, the language used can be more ambiguous but can still lead to a possible interpretation that poses a higher standard on the consultant than their policy covers.

Here’s a detailed look at how you can navigate this minefield effectively.

Guarantees
Guarantees can significantly increase a consultant’s liability. To avoid inadvertently providing a guarantee, consultants should:

1. Use Clear Language: Ensure that the contract language is precise and unambiguous. Avoid terms that imply a guarantee, such as “ensure” or “warrant.”
2. Limit Scope of Work: Clearly define the scope of work to avoid any implied guarantees. This includes specifying what is and isn’t included in the services provided.
3. Include Disclaimers: Incorporate disclaimers that explicitly state that no guarantees are being made regarding the outcome of the services.
4. Negotiate Terms: During contract negotiations, be firm about not including guarantee clauses. Explain the risks associated with guarantees, such as possible insurance coverage concerns, to the client.

Higher Standards of Performance
Higher contractual standards of performance can lead to increased liability and expectations. To manage this, consultants should:

1. Define Standard of Care: Clearly define the standard of care expected in the contract. This should align with industry norms and not exceed what is typically expected.
2. Avoid Absolute Terms: Refrain from using absolute terms like “best” or “highest” in describing performance standards. Instead, use terms like “reasonable” or “customary.”
3. Document Assumptions: Clearly document any assumptions that the performance is based on. This can help manage expectations and provide a reference if disputes arise.

Warranties
Warranties on design accuracy can be particularly risky, as they imply a level of certainty that may not be achievable. To mitigate this risk, consultants should:

1. Clarify Responsibilities: Clearly outline the responsibilities of each party regarding design accuracy. This includes specifying who is responsible for verifying and approving designs.
2. Include Limitations: Incorporate limitations of liability clauses that cap the consultant’s liability for design inaccuracies.
3. Use Disclaimers: Include disclaimers that state the designs are based on the information available at the time and may be subject to change.
4. Regular Reviews: Implement regular design reviews with the client to ensure that any inaccuracies are identified and addressed promptly.

Above all, read your contract carefully with a view to what your insurance covers. Keep in mind that the use of precise language, defining clear standards, and the inclusion of appropriate disclaimers and limitations can significantly assist in managing your risk.

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

Aging Manitoba rental stock gets $9M boost

Since September, the Canadian government has launched a series of initiatives to boost housing supply, accelerate repairs, and reduce costs—including Build Canada Homes, a cornerstone of its broader strategy to expand affordable housing construction nationwide.

“Solving Canada’s housing crisis requires immediate action,” said the Honourable Gregor Robertson, Minister of Housing and Infrastructure. “We need to build more, build better and build bolder. Through investments in affordable housing, our government is supporting those who need it most, here in Winnipeg and across the country.”

On that front, the federal and Manitoba governments jointly announced over $9 million in funding to repair 738 affordable rental homes across the province. The investment will extend the life of existing housing stock and improve living conditions for low- and moderate-income residents.

“This investment is another significant step in ensuring Manitobans have access to safe, stable, secure and affordable housing,” said the Honourable Bernadette Smith, Manitoba’s Minister of Housing, Addiction and Homelessness. “By extending the life of nearly 740 rental homes, we’re not only preserving critical housing stock, but also supporting healthier, more stable communities.”

The announcement was made by the Honourable Rebecca Chartrand, Minister of Northern and Arctic Affairs, on behalf of Minister Robertson, alongside Parliamentary Secretary Kevin Lamoureux and Minister Smith.

“Every Canadian has a right to a safe, affordable home to call their own,” said Chartrand. “These projects will provide more safe, affordable homes for residents in Manitoba. It’s also another step forward in building an economy that serves everyone.”

The momentum is expected to continue with Budget 2025, which will propose new measures to lower construction costs, attract private capital, and double the pace of homebuilding. The budget will also prioritize efficiency in government operations to free up resources for housing and affordability.

Celebrating Global Handwashing Day

Each year, Global Handwashing Day shines a spotlight on one of the simplest and most effective public health practices: washing hands with soap and water. Celebrated annually on October 15, this worldwide event reminds people that consistent hand hygiene is critical to preventing the spread of infectious diseases and protecting community health.

According to the Global Handwashing Partnership, regular handwashing at key times – such as after using the restroom, before preparing food, or after caring for someone who is ill – can cut diarrheal disease nearly in half and reduce acute respiratory infections by almost a quarter. These benefits are especially important in protecting children under five, who are most vulnerable to preventable illnesses caused by unsafe hygiene practices.

Why handwashing matters more than ever

Medical experts emphasize that soap and water remain the gold standard for reducing the spread of germs that cause illnesses such as influenza and other common viruses. But when it comes to norovirus — one of the most contagious stomach bugs — handwashing is the only effective defence. Unlike alcohol-based hand sanitizers, which do not work against norovirus, vigorous washing with soap and water for at least 20 seconds provides the friction and rinsing action needed to dislodge and flush away viral particles.

“Handwashing, using soap and warm water, is an easy and effective way to reduce the spread of disease-causing organisms like norovirus,” says medical microbiologist Michael P. McCann, Ph.D., professor emeritus, Saint Joseph’s University. “Given the ease with which some of these organisms can be spread on solid surfaces, in food, and by other means, handwashing is something that everyone should do after activities like using the restroom.”

Healthy Handwashing Survey Results

For 16 years, Bradley’s Healthy Handwashing Survey™ has tracked Americans’ hand hygiene behaviours and attitudes. Findings from the 2025 survey reinforce both progress and challenges:

Americans value handwashing. 93 per cent say it is important to maintain their health.
Most wash after restroom use, but lapses remain. 81 per cent always wash their hands after using a public restroom.
Soap use isn’t universal. While lathering is best, 45 per cent admit to sometimes rinsing with only water – with men more likely than women to skip the soap.
Gender differences are clear. 85 per cent of women report always washing their hands in public restrooms, compared with 77 per cent of men. Women also take extra precautions to avoid germs, such as using paper towels to touch restroom surfaces.
Clean facilities matter. 84 per cent say that an unkempt restroom negatively impacts their perception of a business, underscoring the importance of well-stocked, hygienic facilities that support handwashing.

A call to action for Global Handwashing Day

“This year’s theme, Clean Hands Are Within Reach, reinforces that handwashing is both a personal responsibility and a global health priority,” says Jon Dommisse, vice president of business development and strategy for Bradley. “Our survey confirms that people believe in the importance of handwashing, but they also need clean, functional restrooms that make it easy to follow through. Global Handwashing Day serves as a reminder for individuals, families, schools, businesses, and public institutions to prioritize handwashing and make soap and water available.”

Contracts awarded for Green Line LRT bridge work

The City of Calgary announced that EllisDon has been awarded the contract to complete the Blackfoot Trail LRT Bridge as part of the Green Line LRT Project. This critical project will allow for the Green Line tracks to pass over Blackfoot Trail S.E., just south of Crossroads Market.

“EllisDon is thrilled to partner with the City of Calgary on the Blackfoot Trail LRT Bridge. This vital infrastructure will not only support the future Green Line but also showcase EllisDon’s commitment to delivering complex urban projects with precision and care,” said Sean Dekoning, senior vice president, Area Manager, Calgary, EllisDon.

“As we prepare to break ground this fall, we look forward to bringing this transformative project to life and contributing to Calgary’s growing transit network.”

Constructing a bridge over a busy inner-city roadway in Calgary is a complex undertaking that requires meticulous planning and execution. The process begins with preparing the project site, which includes erosion and sediment control measures, as well as grading and excavation.

Next, crews will drill concrete piles and build concrete abutments. As the bridge takes shape, it will be highly visible to the public, showcasing the scale and significance of the work involved.

The bridge itself will be constructed with prestressed concrete I-beams to span the gap, topped with a concrete deck that will eventually support the Green Line tracks.

EllisDon begins work this month and is scheduled to complete the project by October 2026.

For the 78 Avenue Light Rail Transit (LRT) Bridge project, the contract was awarded to Graham Construction.

The main scope of work for this project is to build a bridge beside the recently completed underpass at 78 Avenue S.E. for the Green Line tracks that will run parallel along the west side of the Canadian Pacific Kansas City railway line.

The underpass, which is set to open this month, connects 78 Avenue to Ogden Dale Road on the east side of the railway line and provides better and safer access into the industrial area.

Bridges are key components of LRT projects and are often on the critical path for project success. Completing bridge work ensures that when it’s time to lay track across the city, the necessary infrastructure to cross roadways is already in place.

Rental scams are rising

Canada’s housing market is having a turbulent year—and residential landlords are feeling the ripple effects. In recent months, property owners have faced rising costs across the board, from maintenance and administration to mortgage renewals at higher rates. At the same time, tenants are being pushed to their financial limits, with many reporting having to make painful trade-offs over which bills their limited income can cover. Recent data from SingleKey shows that the average Canadian renter now spends nearly 40 per cent of their gross income on housing. For landlords, rental payments often cover mortgage obligations or serve as a primary income stream. Even a single missed payment can trigger a cascade of financial strain.

Why is rental fraud on the rise?

While there’s always some level of risk with investments, owning a rental property has historically been seen as a safe, secure way to generate income. The rise in rental frauds today largely stems from the financial burdens more Canadians are feeling due to higher cost of living, low affordability in major city centres, and job insecurity.

Young Canadians, who make up a large portion of renters, are under particular strain. According to Equifax Canada, millennials and Gen Z saw their average non-mortgage debt rise by 2 per cent in Q2 of 2025 compared to the year before. Nearly 1 in 4 renters is under the age of 34. While a single-digit increase may not seem like much, job uncertainty or even unemployment for young workers can severely diminish available cash to cover basic needs, emergencies, existing debts, and housing.

Despite rent prices declining over the last few months, rental prices are near crisis territory and are already there for large city centres. SingleKey’s rental application data reveals that the average Canadian tenant spends 37 per cent of their income on rent, well above the recommended 30 per cent threshold. Tenants are paying even more in major cities like Vancouver (37.46%), Calgary (39.76%) and Toronto (41.12).

Types of rental scams

Whether incidental or deliberate, missed rent payments can pose a huge risk to a landlord’s income. Tenants who repeatedly fail to pay their rent end up taking landlords down a long and difficult eviction process, costing the average landlord four to eight months of rental income. Overpayment schemes, on the other hand, are deliberate. They typically involve tenants submitting incorrect banking details or claiming to have overpaid—prompting landlords to issue a refund and prolonging the payment process. In other cases, scammers have sent eTransfer requests designed to look like incoming rent. If a landlord accepts, thinking it’s a deposit, the funds are actually withdrawn. While less common, these types of tactics can pose real challenges—especially for landlords managing properties solo or without protective systems in place.

Mitigating fraud

Mitigating the risk of rental scams starts when screening for potential tenants. While it might be tempting to combat the risk of scams through more stringent screening processes, holding tenants to the traditional 30 per cent rent-to-income cut-off isn’t realistic. In the current economic conditions, tenants will ultimately be putting more income towards rent. With rising vacancies, an overly strict approach not grounded in the realities of the current market can see you miss out on rental income altogether.

While rent-to-income models are an important factor to assess, there are a variety of metrics that can measure a tenant’s financial situation and whether they’d be equipped to withstand any additional financial burden.

Key metrics for evaluating a tenant:

Credit Score

Monitor tenant credit scores by looking at the credit rating and the number of inquiries made. Excessive inquiries can indicate a tenant is wary of their own financial standing.

Eviction Records

Eviction Records are publicly available data, and they are crucial for determining if a tenant has been evicted before and why.

Payment History

In the grand scheme, one missed cell phone payment is not much, but missed car loan payments or repeated missed credit card payments can be an indicator of a higher-risk tenant.

Employment History

A snapshot of a tenant’s current and past employment to determine if they can consistently generate income to meet payment obligations.

Debt-to-Income Ratio

A comparison of a tenant’s debt to their income determines whether they are taking on too much debt in their personal finances, making rental payments more challenging to meet on a recurring basis.

What’s the solution?

One of the main reasons why rental scams are so prevalent and impactful is the lack of safeguards and standardized processes within the rental market. For investments like houses and cars, owners are required to have insurance. Rental income should also have “trust infrastructures” in place to reduce risk and increase transparency in the tenant-landlord relationship. Examples include:

Standardized screening platforms that verify income, credit, and identity data
Automated rent collection systems that confirm legitimate payments
Rent guarantee programs that insure the landlord against missed payments

By embracing modern screening practices and adopting trust infrastructures, landlords can move from being reactive to proactive in their approach to filling vacancies. These safeguards aren’t about distrusting tenants; they’re about creating a fair and transparent process for both parties.

Viler Lika is the founder and CEO of SingleKey, Canada’s leading rental risk intelligence platform.

Canadian Wood Council celebrates wood design

The Fraser Mills Presentation Centre in Coquitlam earned two 2025 Wood Design & Building Awards from the Canadian Wood Council (CWC): the Honor Award and a WoodWorks BC Wood Design Award.

Designed by Patkau Architects and built by StructureCraft, the building is the gateway to a transformative 96-acre mixed-use development. It integrates a master plan info hub and two display homes under a sweeping, free-flowing roof form. Its objective is to create an iconic destination that merges heritage with forward-thinking design, welcoming visitors to discover the future of Fraser Mills.

The project was one of 18 from Canada and around the world that were recognized for excellence in wood design and construction. This year’s competition drew 140 entries.

Public Architecture + Design also received double honours for sʔitwənx Child Care in Kelowna with a Wood Design & Building Award citation and a WoodWorks BC Wood Design Award.

“The diversity and creativity in this year’s winning projects demonstrate how wood can connect people with nature,” says Martin Richard, CWC vice presidentp of communications and market development. “These designs not only showcase wood’s versatility, but also create spaces that enrich daily life and support community well-being. They are high-performance solutions that respond to today’s urgent need for housing, schools, and community spaces.”

Other B.C. winners of Wood Design & Building Awards include:

an Honor Award for Google Borregas (Sunnyvale, CA, USA), project designer: Michael Green Architecture and architect of record: SERA Architects.

Other WoodWorks BC awards winners include:

Adams Lake Health + Wellness Centre (Chase, BC) | Unison Architecture Ltd.
Kin Park Pavilion and Ice Rink (Fort St. John, BC) | Public Architecture + Design
Point Grey House (Vancouver, BC) | Patkau Architects.

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