Construction underway on Surrey Langley SkyTrain

Significant construction is underway along the Surrey Langley SkyTrain alignment and at future station sites.

Early works, including site preparation and utility relocation, began in spring 2024. Major construction activities followed in November 2024. Construction is progressing with guideway columns starting to be visible at multiple station sites.

Construction in 2025 is focused on foundations for roughly 200 guideway piers and columns. The development of the pre-cast concrete facility in Surrey’s Campbell Heights and starting construction of Green Timbers and Langley City Centre stations is also planned in 2025.

“The Surrey Langley SkyTrain project is going to transform the transportation experience for people across the region,” said Minister of Transportation and Transit Mike Farnworth. “From job creation to housing and improved access to services and amenities, the new SkyTrain line will make getting around faster and more affordable for hundreds of thousands of people.”

As the project progresses into spring, column and pier construction will advance, and crews will begin casting more than 4,400 concrete segments that form the guideway. Four gantry launchers, which are purpose-built cranes to build the guideway, will be assembled to lift and put the segments in place this summer. The launchers will be located at 152 Street, Bakerview-166 Street and Hillcrest-184 Street stations.

“As construction of the Surrey Langley SkyTrain progresses, we are taking a crucial step toward addressing the long-standing transit challenges our city has faced. This project will help reduce the service gaps in Surrey, providing our residents with safer, more reliable and efficient transportation options they deserve. Together, we are building a more connected and vibrant future for our community,” said Brenda Locke, mayor of Surrey.

The project is expected to serve a daily weekday ridership of 56,000 in the opening year, increasing to 80,000 by 2050.

Saskatoon requests input for accessibility plan

The City of Saskatoon is developing an accessibility plan this year to make buildings more inclusive and employment opportunities easier to access through assistive technology and language translation services.

To inform the plan, the city is gathering input from residents to reflect the needs of various people. Intel for improving accommodations when it comes to transportation, service animals and buying goods and services is also desired.

“We recognize the responsibility we have to find, fix, and remove barriers so that everyone, especially people with accessibility needs, can be part of strong and inclusive communities,” says Stryker Calvez, director of reconciliation, equity, diversity and inclusion (REDI). “Developing an accessibility plan for the City is a requirement of the Accessible Saskatchewan Act, which states that the City must have a plan in place by December 2025.”

The survey can be found on the city’s Engage page until March 27, 2025. Paper copies will be made available and other options exist for those who request them.

“We have done a lot of work to make these surveys as accessible as possible,” adds Calvez. “There are options to complete long or short form surveys and we have tested them to ensure they are compatible with assistive technology, such as screen readers.”

Winnipeg rental complex “Pumphouse” named MCHAP finalist

A Winnipeg mid-rise housing complex known as “Pumphouse” has been named one of the top five buildings in the Americas by the Mies Crown Hall Americas Prize (MCHAP.) Designed by 5468796 Architecture, the building has been described as “a bold reinvention” of Winnipeg’s historic James Avenue Pumping Station

“We are absolutely thrilled to see Pumphouse recognized as an MCHAP finalist,” said Sasa Radulovic, co-founder of 5468796 Architecture. “It’s an honour to be named alongside such extraordinary projects, and to have a multifamily residential project highlighted in a program that champions architecture’s power to shape cities, communities, and culture in meaningful ways.”

Built in 1906 to improve the city’s water supply system, the original pumping station closed in 1986 prompting multiple redevelopment attempts. None were successful until 5468796 Architecture’s vision came to life, turning the industrial landmark in Winnipeg into a dynamic, mixed-use hub that embraces the site’s industrial past and integrates two mid-rise rental housing buildings that float on slender columns.

“What is most exciting about the Pumphouse nomination is the recognition from the international design community that purpose-built rental housing can still be seen as capital A architecture,” said Radulovic. “It is immensely encouraging both to our studio and to the practice of constructing housing in Canada that Canadian multifamily housing can be celebrated alongside museums, ecological preserves and exquisite commercial spaces as driving the practice of design.”

In addition to the Pumphouse project, 5468796 Architecture is currently working on housing in Halifax, Toronto, Guelph, Edmonton, Calgary, Surrey, Victoria and Winnipeg.

Education property tax up 6.4% in Alberta

Commercial ratepayers in Alberta are in line for a 6.4 per cent increase in their education property tax burden this year. The newly released 2025-26 provincial budget announces higher tax rates for both residential and non-residential properties, pushing the Alberta government’s take up to to $4 per $1,000 of assessed value on commercial and industrial properties and $2.72 per $1,000 of assessed value on residential and farm properties.

This follows after a freeze in the education property tax rate last year that kept it at $3.76 per $1,000 of assessed value on non-residential properties and $2.56 per $1,000 of assessed value on residential and farm properties. The new higher rate is projected to garner about $3.1 billion to help fund the provincial education system, up from $2.7 billion in 2024-25.

The levy will cover approximately 31.6 per cent of education operating costs, with the remainder drawn from general provincial revenues. Education property tax funded 29.5 per cent of costs last year.

“Our education system, facing record enrolment growth, has an increase of funding that will bring total funding above $10 billion. By 2027-28 education funding is expected to increase to over $11 billion,” Alberta’s Finance Minister, Nate Horner, advised in his budget speech. “These increases mean that our schools will be able to hire more than 4,000 education staff, including teachers, educational assistants, bus drivers and other support staff.”

The 2025-26 budget document also notes that revenue from Alberta’s recently introduced land titles registration levy is “projected to increase significantly” since it will be the first full year of collecting the fee, which is set at $5 per $5,000 of a registered property’s value. Total revenue is estimated at $161 million for the coming fiscal year, with a similar amount foreseen for 2026-27 and 2027-28.

Doug Ford wins third term as Ontario Premier

It’s official: Ontario residents have voted to re-elect Doug Ford in the 2025 provincial election, securing a historical third term and majority win for Ontario’s Progressive Conservatives (PCs). Ford’s re-election comes amid trade tensions between the U.S. and Canada, spurred by Donald Trump’s ongoing tariff threats on all Canadian imports, including, steel, lumber and oil. In response, Canada has planned retaliatory tariffs on specific U.S. goods. Combined, these measures are expected to significantly impact trade between the two countries and cause inevitable economic upheaval.

“This election, we asked the people for a mandate,” Ford told reporters from his Etobicoke North headquarters. “A strong mandate that outlives and outlasts the Trump administration. A mandate to do whatever it takes to protect Ontario. Well friends, the people have spoken. They’re ready to stand up for Canada.”

Tony Irwin, President of the Federation of Rental Housing Providers of Ontario issued a statement congratulating Premier Ford and the PC Party on their re-election victory.

“We look forward to continuing our collaborative work with the government on crucial housing policy priorities,” he said. “These include continuing to reform and expedite processes at the Landlord and Tenant Board, streamlining the development approval process and cutting red tape to accelerate the construction of purpose-built rentals, and foster a stronger, more balanced purpose-built rental market that serves both rental housing providers and residents.”

Irwin concluded that he and the FRPO membership are committed to working with Premier Ford to achieve meaningful progress on their shared goals toward building a brighter future for housing: “We are confident that with continued collaboration, we can create more housing options and a healthier rental landscape for all Ontarians.”

The Ontario Real Estate Association (OREA) also issued Ford a congratulatory statement, citing the PC Party’s commitment to investing $50 million into factory-built housing and innovative homebuilding technologies as a driving reason.

“Increased investment in modular, or factory-built homes will help Ontario bring more homes to market, faster, as well as a commitment to standardizing development study requirements and ensuring all municipal standards are in compliance with the Ontario Building Code,” said Rick Kedzior, President of OREA.

As for the election’s impacts on the Ontario political landscape, the NDP Party, led by Marit Stiles, secured enough seats to remain the province’s Official Opposition, albeit with a reduced caucus at Queen’s Park. Stiles, known for her advocacy on education, workers’ rights, and environmental issues, has represented the riding of Davenport as a Member of Provincial Parliament (MPP) since 2018.

“Our job is to hold this government to account, and that is the job we’re going to do with our usual fight and our determination, but also with love and hope and optimism,” she told her supporters after the election.

Ontario Liberal Leader Bonnie Crombie, a three-term Mississauga mayor and former federal Liberal MP, lost to PC candidate Silvia Gualtieri in her Mississauga East–Cooksville riding. Throughout her political career, Crombie has been known to prioritize issues such as urban development, public transit, and community engagement.

Policies that shaped Ford’s tenure

Doug Ford’s housing policies have been a major focus since he took office in 2018. Key initiatives launched under his leadership include the “More Homes, More Choice” plan, which aims to reduce red tape and streamline the development process in order to speed up housing construction. In November 2022, his government passed “Bill 23 – More Homes Built Faster Act” to further accelerate the construction of new homes by reducing development charges and allowing for more density in certain areas. This legislation also includes provisions to protect tenants and promote affordable housing.

But not all Ford’s policies have garnered support. In 2022, his plan to open up parts of the Greenbelt for development was widely criticized by multiple stakeholders, including citizens, municipalities, environmental organizations, and Indigenous communities. As a protected area rife with farmland, forests, wetlands, and watersheds, critics argued the plan would inject unwanted urban sprawl into the region, further arguing that the government didn’t adequately consult with the public before making key decisions. Additional allegations that certain “well-connected developers” stood to benefit financially from the plan, raised concerns about transparency and fairness in his government’s decision-making process. On September 21, 2023, Ford reversed his controversial Greater Golden Horseshoe plan, stating, “I made a promise to you that I wouldn’t touch the Greenbelt. I broke that promise. And for that, I’m very, very sorry.”

Affordable Housing Initiatives

Since 2018, Ford’s government has remained considerably focused on increasing affordable housing, investing in programs like the Building Ontario Fund and the Municipal Housing Infrastructure Program. That said, these policies have sparked some controversy, with supporters arguing they will help address the housing crisis and critics claiming they don’t go far enough to improve affordability or prioritize the environment.

With the average cost of a house now considered out of reach for the majority of Ontario residents, and rents hovering at historic highs despite continued efforts to tackle restrictions to development, housing advocates are calling for more reforms in the future to address high development charges, restrictive zoning, and labour shortages. According to a recent survey from Rentals.ca, 84 per cent of Ontarians said affordability has worsened in the last five years due to issues such as economic instability, lack of housing, and government inaction and ineffective policies..

AI and infection prevention

AI has made its way into many industries to increase efficiency, maximize operations, and improve customer experience. In the janitorial space, this tech is also a tool that can be used to amplify sanitization and hygiene efforts by reducing the spread of germs. Throughout winter, as we spend more time indoors, reducing the spread of germs continues to be a top priority, and today’s technology can help.

Sanitization

Robotics is revolutionizing the cleaning world, helping to increase efforts to sanitize and limit the spread of germs. In hospitals, robots are being used to sterilize rooms once they are vacant using sensor technology and UV light. In some cases, robots emit a high-intensity UV-C light that damages the DNA of microorganisms, making them unable to reproduce or cause infections.

With maximum efficiency and a minimal margin for error, robotics offer improved cleaning and sanitizing services throughout multiple industries.

Training

Along with simplifying cleaning and disinfecting, AI is helping to transform staff training with simulations focused on infection prevention. AI tools allow staff to train interactively in all aspects of cleaning, from hand hygiene to personal protective equipment (PPE) use.

In some cases, with the easy adoption of an app, AI can walk workers through step-by-step practices and protocols, all from a mobile device. As well as helping to train employees, AI can offer real-time data and analytics to track individual performance, provide personalized feedback, highlight areas for improvement, and predict patterns and behaviour.

Labour management

While AI and robotics often offer more efficient, more effective methods of maintaining hygiene and sanitation, they also allow staff to be better allocated for complex human tasks. Cleaners can leverage AI to assign tasks to staff and complete scheduling for different sites based on location, ease-of-access, and travel time. So, AI helps assign the appropriate labour to each task, improve operational efficiency, and increase cleaning efforts.

AI helps cleaners in a myriad of ways, but perhaps most important is the improved standard in sanitization, hygiene, and germ prevention.

Loan conditions onerous for condo projects

Loan conditions are expected to be onerous for residential condominium developments again in 2025, following a year when many lenders pulled back on construction financing. Newly released results from CBRE Canada’s annual survey of Canadian lenders finds them generally readying to bid actively on commercial real estate deals in the coming months, but with somewhat less enthusiasm for development land and condo construction.

The survey draws insight from questions posed to 37 organizations — including domestic and foreign banks, credit unions, insurance companies, pension funds and private debt capital — that collectively have more than $200 billion in commercial real estate loans under management. Three quarters of respondents plan to originate more loans this year; a majority intends to increase allocations to purpose-built rental housing (both existing and new construction), single-family housing and data centres; and some quotient, ranging from 10 to 48 per cent, has a larger budget than last year for eight other asset classes.

“Lenders are feeling increasingly good about every asset class with the exception of the condo and land market,” Jessica Harland, a senior vice president with CBRE Capital, reiterated as she presented some of the survey findings earlier this week in conjunction with the RealCapital conference in Toronto. “What is really notable, is that many lenders express significant appetite for rental construction, but very few of them noted intentions to increase the exposure to the land loans needed for the underlying rental construction to happen.”

Nearly 60 per cent of survey respondents now categorize development land as an asset class with cause for concern, up from 35 per cent heading into 2024. More than 40 per cent also deem high-rise condo to be an asset of concern, up from about 10 per cent in the previous survey.

For 2025, 32 per cent of surveyed lenders intend to increase their loan budgets for high-rise condo, while 11 per cent say they’ll reduce condo loan volume. No lenders plan to increase their budgets for development land, but 26 per cent expect to shrink them. Meanwhile, deals for purpose-built rental projects are more eagerly sought, with 86 per cent of lenders looking to extend more financing for CMHC-insured construction loans and 74 per cent preparing to offer more funds for conventional construction loans.

The upward adjustment is partly reflective of last year’s experience when more than half of surveyed lenders exceeded their original 2024 targets for CMHC-insured deals. In contrast, 59 per cent of lenders fell below their targets for condo construction loans in 2024.

“This is particularly troubling given that high-rise condos are historically, in recent years, accounting for much of our housing supply,” observed Joshua Sonshine, senior vice president with CBRE Toronto.

When surveyed in the fall of 2023, 72 per cent of lenders gave notice that they’d be requiring more upfront equity on condo construction loans in 2024. For 2025, 52 per cent indicate they’ll ratchet that requirement up further. As well, 36 per cent of lenders say they’ll be looking for higher deposits and shorter payment schedules to secure the loan, and 68 per cent will want to see the pre-sale of 60 to 79 per cent of units. That latter condition is seen as a growing challenge for financing, given the year-over-year drop in sales levels in the new condo market.

Meanwhile, falling land values have lenders wary, with more than three quarters of survey respondents suggesting that development land poses an elevated or significantly elevated credit risk. To illustrate, Harland noted that land purchased at $200 per buildable square foot in 2021, carrying $100 per buildable square foot of debt, might now be worth about half of its original value.

“That puts the original land loan at risk so the lending community’s hesitation is not unwarranted. The risk that a lender may be caught holding the bag is there,” she said. “Land financing trends across Canada have been significantly influenced by higher interest rates, economic uncertainties and evolving government policies. Lenders are hesitant to mortgage development land due to factors like uncertainty of the underlying value, risk of non-completion of the project, zoning and permitting issues, cashflow or lack thereof, longer timelines and complexity of development plans.”

Vacillating development cost factors

Developers point to some factors that should help improve the economics of some kinds or new development and/or help cushion the blow of potential tariffs the Canadian government may be forced to impose on various building products imported from the United States in response to that country’s recent aggressiveness around tariffs. However, participants in an associated industry panel discussion remain largely focused on purpose-built rental projects in the current market. Indeed, the slowdown in condo production is seen as a major differentiator from 2018-19 when the U.S. government triggered a slate of retaliatory tariffs after it imposed a 25 per cent tariff on steel imports and a 10 per cent tariff on aluminum imports.

“The construction environment in Canada was really different then. Condos were booming. Everything was going hard. You couldn’t find people to build,” recalled Ugo Bizzarri, managing partner and chief executive officer of Hazelview Investments. “Today is a little bit different. The condo market is dead. Trades are coming looking for work.”

Andrew Joyner, managing director, multifamily, with Tricon Residential also cited declining costs for trades, particularly for forming, which he characterized as the “single biggest line item of construction costs” along with ebbing interest rates on construction financing and expectations that land values will drop further. “When you put that soup together, we’re seeing the denominator of yield on cost calculations shift down,” he said.

“We’ve actually started getting in the ground in some development probably a little earlier than we normally would just to take advantage of the cost environment,” concurred Rob Kumer, chief executive officer of KingSett Capital. “That’s for sure a trend across the board and that goes to offset some of the threats of the tariffs.”

That tariff threat continues to be fluid due to less-than-consistent messaging from the U.S. about the start-date and comprehensiveness of its purported measures. Reflecting on the Canadian government’s initial list of CAD $30 billion worth of countermeasures, should they be necessary, Joyner hypothesized that multifamily developers would see most of the flow-through impact in new surcharges on appliances, equating to about a 0.25 per cent increase in total development costs.

“If Canada moves to a retaliatory tariff framework on steel and aluminum, we’re now talking closer to a 1 per cent increase in total development costs, and if we move to a retaliatory framework on all inputs from the U.S., we think that’s closer to 4 per cent of total development cost,” he added. “So, in an environment where getting new housing starts off the ground is hard, it’s not helpful.”

Canada invests $240 million in Manitoba housing

The federal government is investing $240 million toward building, repairing and renewing 105 housing projects across different municipalities in Manitoba. The February 27th announcement took place at Rubin Block on Morley Avenue in Winnipeg, a historical building left vacant due to a fire.

Rubin Block is receiving $9.1 million through the Affordable Housing Fund and the Indigenous Shelter and Transitional Housing Initiative (ISTHI), an investment that will support the Fisher River Cree Nation in redeveloping the building into 13 transitional homes for families in need. Construction for redevelopment began in October 2024 and is expected to complete in May 2026.

“This initiative signifies a significant step towards addressing the critical need for safe transitional housing for families in need,” said Chief David Crate, Fisher River Cree Nation. “The transformation of the Rubin Block Building will not only provide shelter but also hope and stability to those facing housing challenges. We are thankful for the support from the Federal government in creating a positive impact on the lives of individuals who need it.”

The Manitoba housing projects that are part of today’s announcement are supported through various initiatives under the National Housing Strategy (NHS) and aim to address needs across the housing continuum for diverse communities, prioritizing Manitoba’s most vulnerable populations.

“The market alone won’t deliver the housing affordability we need,” said Nathaniel Erskine-Smith, Minister of Housing, Infrastructure and Communities. “These projects represent major progress in returning a strong federal role to affordable and non-market housing. It’s now time to double down on that commitment.”

The funding announced today includes:

$113,958,615 in contributions and loans through the Affordable Housing Fund (AHF) to help create 396 new units and repair 1,667 units across 69 projects.
$11,252,802 in contributions and loans through the Affordable Housing Innovation Fund (AHIF) to help create 240 new units across two projects.
$26,275,000 in a loan through the Apartment Construction Loan Program (ACLP), which will help create 125 new rental units in one project, with affordability conditions.
$4,243,076 in loans and contributions through Canada Greener Affordable Housing (CGAH) toward pre-development and retrofit activities for 427 units across 10 projects.
$75,782,469 in contributions through the Rapid Housing Initiative (RHI) to create 202 new units and renew 74 units through 20 projects.
$4,054,675 through the Housing Accelerator Fund (HAF) to help spur the construction of 108 homes over the next three years and 621 homes over the next 10 years across three separate municipalities: the Rural Municipality of Lorne – Notre Dame De Lourdes & Somerset, the Rural Municipality of Ritchot, and the Village of St-Pierre-Jolys.
$4,524,000 from the federal government through the Indigenous Shelter and Transitional Housing Initiative (ISTHI) delivered by Canada Mortgage and Housing Corporation (CMHC) for 13 units.
Subsidy from Indigenous Services Canada (ISC) for ongoing operations and support.

Team selected for Richmond Hospital tower

The team of Graham Design Builders and HDR Architecture Associates has been selected as the preferred proponent for phase two of the $1.96B Richmond Hospital redevelopment project.

With the completion of the RFP process by Vancouver Coastal Health, the team will begin an alliance-development phase, which will ensure all parties are aligned and committed to working together effectively.

It is anticipated this phase will take one year. Phase two construction of the new Yurkovich Family Pavilion is expected to start in 2026 and be completed by 2029.

The redevelopment will add 113 hospital beds and expand medical-care spaces across the facility. Three additional operating rooms will bring the total to 11, while emergency-department spaces will increase from 62 to 86. In addition, the project will incorporate three new CT scanners, add another MRI (bringing the total to two), and include an extra interventional-radiology room in future enhancements. The redevelopment will also include new upgraded equipment to enhance patient care.

“Graham is pleased to collaborate with HDR and Vancouver Coastal Health on the Richmond Hospital Redevelopment project. With extensive experience delivering medical facilities across North America, our team looks forward to contributing to this vital healthcare expansion for the citizens of Richmond and surrounding areas,” said Richard Ellis-Smith, executive vice president, Buildings Canada, Graham.

The total four phase Richmond Hospital Redevelopment project cost is estimated to be $1.96 billion, with contributions from the provincial government ($1.89 billion), Vancouver Coastal Health ($30 million), and the Richmond Hospital Foundation ($40 million).

KPIs and the cleaning industry

The cleaning industry has always been a slow-moving sector, deeply rooted in traditional patterns. Many companies rely on methods that have been tried and tested for decades, claiming simply that “they’ve always operated that way.” This conservative view often holds back the adoption of new techniques or the optimization of processes. And yet, housekeeping is an area where the potential for improvement is immense.

Whether using intelligent technologies, real-time data analysis, or the redesign of organizational processes, there is an unparalleled opportunity to transform a service often perceived as simple into a genuine source of added value. By rethinking traditional practices and adopting a proactive approach, companies can not only improve the quality of their services, but also reduce costs, increase customer satisfaction, and position themselves as leaders in a constantly evolving market.

In a world where operational excellence and customer satisfaction are top priorities, it is essential for companies to rigorously measure, analyze, and improve their performance. In the janitorial sector, where profit margins are often very thin, this analysis becomes even more important. In many cases, cleaning contracts are still awarded to the lowest bidder, forcing companies in the sector to operate within these limited margins, restricting their ability to invest in innovation or optimization.

In this context, the use of KPIs and the integration of the Six Sigma methodology are powerful tools for overcoming these challenges. Properly mastered, they enable inefficiencies to be quickly highlighted, optimize processes, and ensure sustainable growth despite budgetary constraints, while delivering concrete and measurable results that meet client expectations.

What is a KPI and why is it Important in Housekeeping?

A SMART KPI is a Key Performance Indicator that meets the criteria of the SMART method. It must be Specific, Measurable, Achievable, Relevant, and Time-bound, to ensure that it accurately reflects the performance of a particular activity or process over a defined period. When properly designed, a SMART KPI enables business objectives to be monitored, and actions to be guided to maximize efficiency and effectiveness.

Case in point: the cleaning industry

Let’s take the following indicator: “Reduce the average cleaning time for a 65 sq. ft. office to less than 10 minutes per employee within 3 months.”

Specific: The objective targets a precise task – cleaning a 65 sq. ft. office.
Measurable: The time is quantified (less than 10 minutes per office).
Achievable: With proper training or appropriate tools, this goal is realistic for the team.
Realistic: The target is attainable based on current performance and potential improvements.
Time-bound: The KPI is measured over a defined 3-month period.

With such indicators, it is possible to monitor performance rigorously and identify concrete areas for improvement, ultimately enhancing efficiency and service quality. In the cleaning industry, SMART KPIs can be applied to:

Evaluate service quality: For example, monitoring occupant satisfaction by collecting real-time opinions via interactive screens or surveys.
Optimize resources: Measuring team productivity by calculating floor space cleaned per hour or monitoring product consumption by building.
Control costs: Comparing cleaning costs per surface area with industry benchmarks or those of similar sites.
Reduce risks: Monitoring the number of incidents linked to cleaning operations, such as slippery floors, to implement preventive measures.

The use of well-defined KPIs aligned with organizational objectives can transform operational challenges into opportunities for growth and excellence.

To provide more perspective, here are some examples of KPIs specifically applied to housekeeping:

Inspection compliance rate: Percentage of cleaned areas meeting the standards outlined in the specifications.

Example: During a weekly inspection in a hospital, verify if all rooms, waiting areas, and restrooms meet hygiene standards. If 90 per cent of the areas are compliant, 10 per cent remain to be corrected.

Average task completion time: Average duration required to complete a specific task, such as cleaning a restroom or a meeting room.

Example: If cleaning a restroom typically takes 20 minutes but some teams exceed 30 minutes, it may indicate a lack of training, time theft, or inefficient tool usage.

Complaint rate: Number of complaints recorded per 100 interventions.

Example: A property management company receives complaints about uncollected waste in common areas. Tracking complaints could reveal these issues occur after staff or schedule changes.

Chemical usage: Amount of cleaning product used per floor space.

Example: Excessive consumption could signal waste or improper employee training.

Sustainability assessment: Percentage of ecological product use or water reduction per surface area cleaned.

Example: By adopting water-efficient cleaning solutions, a company can measure a 15 per cent reduction in annual water consumption.

The Six Sigma methodology

Six Sigma is a methodology focused on the continuous improvement of processes by identifying and eliminating variations and inefficiencies. This method is based on two main approaches:

DMAIC (Define, Measure, Analyze, Improve, Control) is used to improve existing processes.
DMADV (Define, Measure, Analyze, Design, Verify) is used to design new processes or services.

In the context of housekeeping, the DMAIC approach is particularly effective for addressing recurring issues and optimizing performance. Here’s how it can be appropriately applied:

Define: Identify project objectives based on client needs and organizational goals.

Example: Reduce toilet cleanliness complaints by 25 per cent over the next six months.

Measure: Collect data on current performance using KPIs.

Example: Install sensors to measure restroom cleaning frequencies and ensure they align with planned schedules.

Analyze: Determine the root causes of problems using tools like Pareto charts or control charts.

Example: Discover that 60 per cent of complaints originate from toilets cleaned between 4 PM and 6 PM, when staffing is reduced, resulting in less frequent cleaning.

Improve: Implement solutions to address identified issues.

Example: Adjust cleaning schedules to add an extra cleaning round between 4 PM and 6 PM or integrate automated cleaning tools to save time.

Control: Establish mechanisms to sustain improvements.

Example: Use dashboards to monitor cleaning frequencies in real time and correlate them with user feedback.

Case study: reducing complaints in a specific area

At an industrial location that operates 24/7, the manager noticed a high rate of complaints about restroom cleanliness in a specific area of the warehouse. The challenge was to pinpoint the exact cause and implement a sustainable solution to maintain an acceptable level of cleanliness by applying the methodology:

Define

Objective: Reduce complaints about restroom cleanliness in the problematic area by 80 per cent within two months.

Measure

Data collection: The team used a technological solution capable of monitoring cleaning frequencies and collecting real-time user feedback. The collected data revealed:

Cleaning team schedules
Gaps between cleaning rounds
Volume and type of complaints submitted by employees in this area

Measurement results: The data showed a 14-hour gap between the last cleaning on Friday evenings and the first cleaning on Saturday mornings. This exceeded the frequency required to maintain acceptable cleanliness levels, particularly in a high-use environment.

Analyze

Root cause identification: Using analytical tools like a Pareto chart and identify correlations between complaints and cleaning schedules. The team determined that:

Cleaning frequency was insufficient due to a schedule mismatch between weekdays and weekends.
Heavy restroom use on Friday evenings exceeded the cleaning capacity before Saturday morning.

Analysis conclusion: The prolonged service gap was the main cause of complaints, precisely matching the periods flagged as being uncovered by cleaning rounds.

Improvement solutions:

Schedule reorganization: An extra cleaning round was added on Saturday mornings to fill the gap between weekday and weekend schedules.
Resource optimization: Adjustments were made to allocate additional staff during critical periods.
Employee training: Training sessions were conducted to emphasize the importance of cleanliness in this critical area.
Immediate impact: After implementation, complaints dropped instantly, achieving a 95 per cent reduction within the first month.

Control

Sustaining improvements:

Real-time monitoring: The HBscan system continues to track cleaning frequencies and employee feedback.
Performance dashboards: KPIs were established, such as average time between cleaning rounds and weekly complaint counts.
Regular audits: Weekly inspections are conducted to ensure the new schedules and cleanliness levels are maintained.

This case study highlights how rigorous analysis and a structured methodology like Six Sigma can transform a recurring issue into an opportunity for sustainable improvement, even in a demanding sector like industrial housekeeping.

A strategy for success

The use of KPIs and the Six Sigma methodology in housekeeping is a strategic approach that enables organizations to achieve superior performance levels. By measuring specific key indicators, analyzing data, and implementing targeted improvements, companies can not only enhance their services but also optimize costs and strengthen customer loyalty.

Karl Bédard is the Senior Director at ValkarTech, a consulting firm dedicated to optimizing commercial cleaning contracts. As an experienced LEED Green Associates certified auditor, he conducts many building visits and evaluates customers’ various processes. His recommendations are always aimed at improving cleaning quality and productivity while minimizing costs.

Tips for retaining condo staff and avoiding turnover

From the property manager who oversees daily operations, to the cleaning staff who keep spaces immaculate, to the security personnel who bring peace of mind and are often the first smile residents see each day, their contributions are invaluable but often underappreciated.

Retaining these essential employees is a reflection of a community’s values and makes savvy business sense. A high turnover rate disrupts the belonging that residents strive to foster, incurs unnecessary costs associated with recruitment and training, and may be an indication of a culture gone wrong. This is why it’s crucial to prioritize employee retention through a multi-faceted approach that acknowledges their unique needs, contributions and situations.

While, technically, all of a condominium’s employees work for another company, legally, a condo board has a duty to ensure the work environment is safe, inclusive and welcoming.

If employees aren’t happy with their working conditions, a corporation can collaborate with its management company to make improvements.

Property managers: the heart of a community

While condominiums come in all shapes and sizes, property managers will be the linchpin of the community—even if they interact less with residents compared to cleaning staff or security. They are tasked with navigating myriad responsibilities, so recognizing their expertise and dedication is paramount.

One strategy that can be particularly effective is providing annual performance-based bonuses. In my own condo, this is set at a base level of 5 per cent salary, which can move up or down depending upon their execution. In 2023, there were several large projects that came in substantially under budget because the manager dug for deals and used her network. She was given a portion of those savings to recognize her extra work.

On top of this, inviting property managers to participate in community events, such as holiday gatherings or barbecues, reinforces their integral role. Understanding and accommodating their commuting needs, such as flexible work hours or assigning a parking space, also demonstrates empathy and consideration.

Cleaning staff: the unsung heroes

Cleaning staff make shared living spaces hygienic and inviting, contributing significantly to residents’ quality of life. Annual bonuses can be tied to performance evaluations to acknowledge their commitment to maintaining a community’s standards. Setting a minimum wage above provincial guidelines also acknowledges the many staff who have extremely long commutes by bus and train.

As well, a simple thank-you note, a small gift card, and quarterly lunches for all employees boost morale and foster a sense of belonging. Be mindful of their working conditions and ensure access to proper cleaning supplies and equipment.

Security personnel: guardians of our safety

Security personnel work tirelessly to safeguard their communities, often in challenging circumstances. Annual bonuses of up to 5 per cent can increase with seniority. Helping out by paying for new shoes, lunches, and the occasional note of thanks also goes a long way.

This retention strategy may sound costly, but added up, it equates to about 2 per cent of the overall budget in my own building. Over the past 10 years, we have monitored the savings generated by this approach and found the return to be roughly four to five times. Our property manager, who has been with us for 12 years, saved us more than $80,000 in 2023 alone.

When an emergency happens, our staff, regardless of title or responsibility, will jump in to help, saving further amounts of money. Additionally, cleaning staff are the eyes and ears in the building. They know if something sketchy is happening or if someone is in distress.

Having an invisible ear to the ground is immeasurably valuable when assessing and mitigating risks within any communal building. Implementing these types of retention strategies cultivates a dedicated and loyal workforce that enhances the quality of life within a community and saves the corporation significant dollars. When thinking holistically and with empathy, it becomes a win-win-win-win.

Todd Hofley is the President of Toronto Standard Condominium Corporation 2164.

This article originally appeared in CondoBusiness’ fall issue in 2024.

B.C. cracking down on consumer injustice

Proposed amendments to consumer protection laws in B.C. will quell predatory sales practices and safeguard vulnerable people from making poor purchasing decisions on items such as air conditioners and furnaces.

The proposed legislative changes will modernize the Business Practices and Consumer Protection Act (BPCPA) to reflect contemporary business practices. The amendments are designed to promote contract fairness and transparency and to strengthen consumer rights.

“Our office hears from seniors who have fallen victim to scams and purchased an item or service they didn’t need due to high-pressure sales tactics,” said Dan Levitt, B.C. seniors advocate. “Many older British Columbians live on fixed incomes and take great care with their finances. Therefore, giving seniors and others space to review contracts in advance and prohibiting home sales will reduce the opportunities for older people to buy products and services they don’t need and can’t afford.”

Attorney General Niki Sharma said the amendments will better protect people from unfair business practices in an increasingly complex marketplace. Key changes will:

require businesses to provide important contract terms up front, including improved remedies for consumers related to renewal, cancellation, return and refund policies, particularly for online orders, bringing more transparency to pre-purchase contracts;
introduce notification requirements for automatic subscription renewals and restrict significant contract changes without the customer’s consent;
prohibit contract terms that restrict participation in class-action lawsuits, restrict consumer reviews or require private arbitration for disputes;
ban direct sales of high-cost household products, such as air conditioners and furnaces, and prohibit offering credit as part of a direct sale, reducing the risk of predatory sales tactics;
provide clearer pathways for consumers to cancel contracts under specified conditions; and
give consumers the ability to use the Civil Resolution Tribunal to adjudicate disputes under the BPCPA.

The amendments were developed with public and stakeholder engagement to ensure that B.C.’s most vulnerable consumers, including seniors, newcomers and people with lower incomes or disabilities, are aware of their rights and are protected.

The province said it will continue to work with Consumer Protection BC and stakeholders to provide businesses with reasonable time so they can adjust their practices to meet the new requirements.

Island states collaborate to promote recycling

Ten Caribbean island states are undertaking a joint project to promote recycling across their shared maritime region. Members of the Organisation of Eastern Caribbean States (OECS) have agreed to pursue policies and promote public-private partnerships with the goal of reducing plastic waste and better protecting marine biodiversity.

That may include adoption of legislation that is already prevalent in other parts of the world to mandate deposit fees on recyclable containers and/or set waste reduction targets for designated public and private entities. OECS-member, Dominica, is identified as a potential exemplar for innovative funding, based on its practice of tying waste management fees to utility bills. Member states also plan to explore environmental levies and incentives for private investors to generate funding for new recycling programs.

The initiative is occurring in partnership with Agence Française de Développement (AFD) and financial support from the European Union. The OECS is comprised of: Anguilla; Antigua & Barbuda; British Virgin Islands; Dominica; Grenada; Martinque & Guadeloupe; Montserrat; Saint Kitts & Nevis; Saint Lucia; and Saint Vincent & the Grenadines.

BCCA launches new prompt payment campaign

The B.C. Construction Association (BCCA) has launched a new campaign calling on the provincial government to take urgent action and pass Prompt Payment legislation immediately.

“British Columbia’s construction industry can’t keep waiting for payment certainty,” says Chris Atchison, president of the BCCA. “B.C. is one of the last jurisdictions to advance Prompt Payment legislation. Our province depends on its construction industry to get the job done: the people who build B.C. deserve to be paid on time.”

The “No Time to Wait” campaign calls on British Columbians to send a digital letter to their MLA, urging them to pass Prompt Payment Legislation right away. Amidst threats and tariffs from the Trump administration, the association said the provincial government must stand in solidarity with the construction industry, businesses, and workforce by implementing measures that support the sector and remove unnecessary barriers to interprovincial trade.

“The provincial government needs to prioritize payment certainty,” emphasized Atchison. “This legislation is already in place in most provinces. B.C.’s failure to implement this policy is unfairly burdening hard-working British Columbians and weakening our ability to compete nationally.”

According to the association, lack of payment certainty is one of the most significant issues in British Columbia’s construction sector. When contractors don’t get paid on time, it doesn’t just hurt businesses — it costs taxpayers billions annually and blocks cash flow in the economy.

New survey reveals Canada’s top trending rental markets

RentCafe’s latest Renter Interest Report unveils the Canadian cities that captured the most renter interest in Q4-2024. Based on four key indicators — apartment availability, listing views, apartments saved as favourites, and saved personalized searches — the findings reveal that Winnipeg remained the most sought-after city for renters searching for apartments on the platform. The Manitoba capital is known for attracting a steady influx of workers due to its established manufacturing, agrifood, education, and healthcare sectors, many of whom begin their journey there as renters.

Edmonton came in as Canada’s second-most popular city for renters, followed by Victoria, B.C, and Ottawa. Other notable highlights include:

Toronto jumped six spots to #14 leveraging its status as Canada’s economic powerhouse. However, sharp declines in saved searches and favourited listings suggest renters in the city are acting quickly due to lack of available supply
Montréal held steady at #22 with increased listings and rising favourited properties, indicating that apartment hunters were being selective amid winter challenges and recent rent hikes.
Vancouver slipped two spots to #23 with a recent surge in listings suggesting that renters in this expensive rental market are taking their time before committing to leases.

For a complete breakdown, view the full report here: https://www.rentcafe.com/blog/rental-market/market-snapshots/canada-renter-interest-report/

ISSA Canada opens 2025-2026 scholarship applications

ISSA Canada has announced the 2025-2026 ISSA scholarship applications are now available. Scholarships are open to all active ISSA Canada member companies, and their employees and immediate family members. Eligible candidates include those entering or continuing full-time studies at a fully accredited university majoring in whatever field of study they desire.

ISSA Scholars, an ISSA Charities™ signature program, awards scholarships based on merit, individual accomplishments, and evidence of leadership. Financial need and other special circumstances may also be considered.

Made possible by the generous contributions of ISSA member companies and individuals, ISSA Scholars helps individuals fulfil their dreams of higher education. Since 1988, ISSA Scholars has provided nearly $4 million in financial aid to over 1,000 college and university students.

By allowing students to pursue and focus on their studies, ISSA Scholars aims to relieve the burden of tuition and introduce a new generation to the growing opportunities within the worldwide cleaning industry.

To be considered for this award, submit all items to the indicated email address by April 21, 2025 (by 7 p.m. Eastern). Applications that are not received by April 18, 2025, will not be considered for the 2025-2026 scholarship awards.

Please note that ISSA Scholars awards cover the cost of books and tuition only. Other school related expenses such as room and board, materials, etc., are not covered under these awards.

All applicants will be notified by July 2025. ISSA Scholars awards will be sent directly to the cashier of each recipient’s chosen university based on the school’s calendar (semester or quarter basis). The awards are not renewable; however, candidates may reapply in successive years.

If you have any questions, contact ISSA Canada Operations Manager, Tracy MacDonald at [email protected] or by telephone at 1 (866) 684-8273. ISSA Scholars is a signature program of ISSA Charities.

To view the list of last year’s scholarship recipients, visit this link.

HCMA selected to design Saanich municipal facility

The District of Central Saanich has announced local architectural firm HCMA will design Central Saanich’s new municipal building for their facility replacement project. This is a significant milestone for the longstanding project, which will upgrade aging district facilities, currently located at 1903 Mt Newton Road.

HCMA has begun the work of developing designs and cost estimates for the facility, which will include municipal offices, fire and police facilities, as well as community and recreation spaces. Design concept drawings and financial options for a new civic facility will be presented to the community for input this spring. The concepts will include two designs for a building on Hovey Road, one with and one without recreation facilities, as well as a civic facility at 1903 Mount Newton.

“We are pleased to have HCMA working on this pivotal project for our community,” said Mayor Ryan Windsor. “Their impressive track record and design style make them the perfect fit for our vision. We are confident they will help us create a civic space that not only meets our current needs but also inspires and serves our community for decades.”

HCMA’s portfolio includes projects such as Victoria Fire Station No. 1, Saanich Fire Station No. 2, təməsew̓txʷ Aquatic and Community Centre in New Westminster, and Whistler Public Library.

“Our HCMA team looks forward to engaging with the Central Saanich community and staff to ensure the new civic facility is tailored to their unique needs long into the future, and strives to remove barriers, whether physical, cultural or social,” said Adam Fawkes, associate principal, HCMA. “We believe that the impact of a public building is often defined by how engaged the community is in its design, construction, and operation.”

A comprehensive series of engagement events and materials are planned to give residents a variety of opportunities to share their thoughts on the plans and associated costs.

Vacillating development cost factors

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