Reimagined, Check-out Free Parking

Parking garages in Canada are undergoing a major transformation, with paper tickets and clunky machines becoming a thing of the past. As business sectors around the globe embrace AI-driven technology to solve challenges, speed up service, and improve the customer experience, forward-thinking asset owners are shifting into gear and installing improvements at their parking facilities to shift the financial profiles of these spaces. Metropolis has created a seamless “drive in and drive out” payment experience for consumers while increasing transparency, capturing revenue, and reducing costs for real estate owners.

“We have always been committed to creating environments that reduce costs, capture revenue, and deliver the best possible guest experience,” said Michael Giles, Vice President, Canada, Metropolis. “Metropolis bringing their advanced parking platform to Canada is a significant step forward, and we’re excited to deliver a seamless experience for Canadian drivers in 2025.”

A new checkout-free system for Q2 2025

Real estate partners who deploy Metropolis’ tech are amenatizing the parking experience for their tenants, creating a preferred customer experience while optimizing facility operations.

The Metropolis system features proprietary technology that tracks vehicles and automatically charges drivers, emailing receipts as they exit. For the customer, this means no searching for cash, no fumbling for credit cards, and no punching buttons on a ticket machine to leave the parking lot. To use a Metropolis parking facility, customers simply download the app and provide their name, license plate, phone number, and payment method. They can then drive in and out, returning their most precious resource: time.

For the facility owner, it means a streamlined operation that provides unprecedented visibility into data and revenue streams. The onsite team is now free to focus on delivering remarkable customer experiences rather than fumbling over clunky and outdated processes. The platform is already deployed in thousands of parking facilities across the U.S.—and Canada is next in line.

“Our technology replaces traditional parking systems for a fraction of the price, capturing revenue and reducing costs for real estate owners while increasing transparency and promoting an enhanced customer experience,” Giles said. “By handling everything—from tenant management and billing to facility performance and more—Metropolis removes the headache of parking operations, freeing up property managers to focus on more important aspects of their business.”

As Giles points out, the benefits are varied, including improved customer loyalty to the facility and empowering operational efficiencies. As technology improves and data sets evolve, the deployed systems can be easily upgraded and won’t become obsolete.

“Combining best-in-class operations with cutting-edge technology is what we do best,” he said. “Our Parking Management team provides a streamlined and frictionless customer experience, and we’re only just getting started. We look forward to leading the way to a smoother parking experience for Canadians in the coming months.”

To start the discovery process and determine how AI-powered computer vision technology can improve your facility’s parking operations, visit www.metropolis.io or contact Michael Giles at mgiles@metropolis.io.

Vancouver passes motion for multi-residential cooling solutions

Vancouver City Council passed a motion calling for the provincial government to address critical gaps in access to cooling solutions, particularly for those living in multi-unit residential buildings, like strata condominium units.

Currently, the Vancouver Charter allows the City to set minimum temperature standards but not maximum indoor temperature limits.

To close this gap, the council is urging the province to grant the city with authority to set maximum safe indoor temperatures for residential buildings and amend the Strata Property Act to recognize the “right to cool,” so strata residents can install cooling solutions like air conditioning or heat pumps. Incentives, grants, or subsidies would further support the installation of energy-efficient, climate-resilient cooling systems for individual unit owners in strata buildings.

“These measures are about more than just comfort – they’re about protecting lives,” said Councillor Peter Meiszner, who introduced the motion alongside Councillor Lisa Dominato. “By making cooling solutions more accessible and affordable, we can build a safer, healthier, and more climate-resilient future for everyone in Vancouver.”

Extreme heat disproportionately impacts seniors, children, and those with pre-existing health conditions. This motion comes as the city’s climate is shifting, with heat events like the 2021 heat dome. Record-breaking temperatures exposed the vulnerabilities of many residents, particularly those living in multi-unit buildings, where strata by-laws or outdated designs often prevent the installation of essential cooling systems like heat pumps.

Expanding condo board oversight

As more condominiums rise up across Ontario, boards play an increasingly vital role because they oversee the operation, both physical and financial, of these communities.

Governance has been scrutinized since the first condominium in the province went on sale in 1967. Some have argued that boards form a fourth level of government, with directors having almost absolute power over the affairs of their condominium corporations. This level of authority eagerly invites the need for accountability, which is essential to ensure transparent governance, ethical decision-making, ongoing economic viability and for maintaining trust in the condominium model within the province. The vibrancy and viability of all condominium communities, including the broader housing market, depend on it.

Common issues with condo board accountability

Lack of transparency

One of the most common complaints from condo owners is the lack of transparency in decision-making. The Condominium Management Regulatory Authority of Ontario (CMRAO), which oversees condo managers, has said that board decisions are a top complaint it receives, despite having no jurisdiction over board directors.

Some boards fail to provide clear communication about financial matters, renovation projects, or major repairs. Owners receive annual budgets and audited year-end financial statements, but these documents merely group revenue and expenses into high-level categories. Owners can be left in the dark about the specifics of how their fees are being spent, which can lead to mistrust and frustration. In extreme cases, boards have been accused of concealing important financial details or approving questionable expenditures without consulting owners.

Abuse of power

While most condo boards refrain from abusing their power, some have been known to overstep their authority, imposing rules or penalties on owners without following the proper legal processes.

Some boards may attempt to control every aspect of condo life, from withholding renovation requests or dictating renovation timelines, to inconsistently enforcing rules about pets, parking, or even how units are decorated, all based on their personal and subjective preferences. This type of behaviour often creates a hostile living and working environment, where owners, tenants and staff do not have certainty for how their actions will be treated; they can feel powerless and harassed.

Conflicts of interest

Board members may also act in their own self-interest rather than for the good of the entire condominium. This manifests in various ways, such as favouring certain owners over others, hiring family members or friends to provide their condo with services without competitive bidding, or pursuing personal agendas that do not benefit the wider community.

These issues and the level of accountability and oversight were surely tested in the value-for-money audit, which was conducted by Ontario’s Auditor General in 2020. The report was presented by the standing committee on public accounts to the House in February 2023.

There were many recommendations, which the Condominium Authority of Ontario (CAO) and the CMRAO have since adopted. Currently, the scope of disputes and issues the CAO’s Condominium Authority Tribunal (CAT) can weigh in on is limited. The CAT cannot look into issues relating to board decision-making or governance, unless they relate to noise complaints, smoke migration, pets and records requests.

Aside from taking steps to call a special meeting of owners for the removal and disqualification of board directors, there is no other recourse available to owners to address board governance and decision-making problems, other than making an application to the Superior Court of Justice, which is a costly and time-consuming endeavor.

It is extremely difficult to remove or otherwise hold directors accountable, even if they have eroded the trust of the community. More interestingly, the standing committee recommended that the ministry of public and business service delivery should work with the CAO to include an array of key areas, such as board misconduct and fraudulent board elections.

Arguably, the writing is on the wall: the jurisdiction of the CAT will likely expand to include alleged board misconduct. Regulatory amendments and their proclamation into law can take time as they grind through political and administrative government processes.

In the meantime, condo boards should try to adopt and promote good governance practices by following these three simple steps:

Foster transparency

Owners’ allegations about a director’s abuse of power and misconduct often stem from poor communication and asymmetric information. Board directors have all the information about their condominium’s operations, maintenance, repairs, capital projects, and spend. Owners receive practically none of this information, unless a board actively shares it.

Transparency requires more than just sharing board meeting minutes, which are brief and don’t capture details about discussions or the “why” behind the decisions being made. Transparency also requires more than sharing records because records don’t contain project plans, timelines, or priorities of all the requests and maintenance work the board is tasked with.

In fairness to boards, fostering full transparency isn’t easy. Traditionally, boards don’t have a central place to keep all their records, project plans, and operational work. To improve transparency, get organized and locate all your condominium’s operational information in one place.

Engage ownership

Good governance requires boards to engage with owners regularly and in a manner that allows owners to be heard. At a basic level, engagement requires boards to share information actively with owners. This includes maintenance records, spend, opinions and updates from vendors, reasons for decisions, and how they are prioritizing requests that owners and tenants are making.

At a more advanced level, engagement requires boards to have a communications strategy, which ensures owners appreciate the intent and nature of the message. Communications should not be a check-the-box type exercise. Finally, the best engagement comes when owners have the ability to ask questions and have a dialogue with the board or their property manager in a friendly and non-adversarial setting.

Director qualifications and professional board members

Condo boards are responsible for managing the affairs of their corporations, which includes making decisions and carrying out duties relating to financial, mechanical, structural, social and legal issues. To achieve good governance, board members must have a combined skill set that covers these areas. Otherwise, they are left with voids that may affect their decision-making and actions.

While it’s possible to fill gaps by hiring property managers and vendors (which is undoubtedly done and is the norm in the industry), a board with these skills across their members will have more success and encounter fewer issues because they won’t have as many blind spots.

Over the longer term, there is growing consensus in the industry about the benefits of furthering the oversight of condominium boards across Ontario. Some recommendations have included:

Stronger enforcement of the Condominium Act

Bringing the condo governance disputes into the CAT’s jurisdiction as per the standing committee’s recommendations would be an altering change of the Act’s self-governance model. The ministry of public and business service delivery should offer protection for condo owners and buyers by providing the CAO with inspection, investigation, and enforcement powers to ensure compliance with the Act.

Amalgamate the CAO/CMRAO

Both organizations are already intertwined with information sharing, education, and registries. The value-for-money audit suggested that the CAO and CMRAO could be combined into one authority, with an estimated annual cost savings of up to $753,000. This move would establish a one-stop shop for all things related to condominium governance and management.

Expand further on education

With the seven-year anniversary of the first wave of directors’ training expiring, education should be strengthened to focus further on governance and interpersonal relations. During the time of the audit, more than 6,000 directors (more than 13 per cent) had not completed their training within the prescribed period of time.

Accountability in condo board governance is crucial for the well-being of any community and for stability of the housing market in Ontario, more generally. By fostering transparency, setting clear policies, encouraging resident involvement and ensuring that board members are trained and equipped to handle their responsibilities, the board can build a community based on trust, fairness and mutual respect. The government has an opportunity to act by adopting the recommendation from the value-for-money audit.

Implementing these suggestions can help prevent conflicts, protect a property’s financial and physical health, and maintain a high quality of life for all residents of condominiums in Ontario.

Val Khomenko, RCM, OLCM is a Regional Condominium Manager with TSE Management Services Inc., providing full-service property management and consulting services in the Greater Toronto Area.

Salim Dharssi, BASc, JD is a two-term condominium board director and Founder & CEO of Managemate, a SaaS solution used by condominium boards and managers to reduce costs by centralizing their maintenance, capital project and record keeping processes.

Limberlost Place: Pioneering Net-Zero Timber Construction in Ontario

Rising 10 storeys from George Brown College’s waterfront campus in Toronto, Limberlost Place is the first mass-timber institutional building of its kind in Ontario. The award-winning, net-zero carbon emission building has been taking form since construction began in September 2021. Now, as the project nears completion, it’s hard to imagine the waterfront without it.

“Limberlost Place is more than a building; it will contribute significantly to revisions of the building code and allow for more mass timber buildings over six storeys tall,” says Black & McDonald’s Senior Project Manager, Praveen Nirula. “Limberlost Place is designed to achieve Net Zero Carbon, LEED Gold and Toronto Green Standard V3 Tier 4 design, and it has already won multiple design awards.”

Scheduled for completion in 2025, the 200,000+ square foot building will be home to the college’s architectural technology program, a demonstration lab, childcare centre, recreation facilities and dedicated space for Indigenous students.

The striking building plays a key role in the revitalization of Toronto’s burgeoning East Bayfront community and stands as a global example of what can be achieved with mass timber; it also showcases the latest smart technology, features a rooftop solar array and an eight-storey solar chimney for natural ventilation.

“The cooperation between all the partners and trades on this project has been tremendous,” Praveen points out. “Our Building Automation, Electrical and Sheet Metal teams have also been instrumental to getting us to where we are today.” In collaboration with PCL, our team was responsible for delivering key mechanical and automation systems that play a vital role in achieving the building’s sustainability goals.”

WORKING WITH MASS TIMBER

Given the unprecedented scale and design of this project, thoughtful coordination and an integrated approach were necessary from the initial stages between the various trades to minimize any installation challenges. As an example, Praveen points out that no floor penetrations were allowed during construction—meaning all holes had to be drilled in the factory and planned well in advance.

Meanwhile, moisture mitigation is a priority when working with mass timber, requiring the encapsulation of the building before any work could proceed. Moisture creates bulges and swells in wood, so developing a system to respond to rainfall was critical.

UNIQUE SYSTEMS & FEATURES

Limberlost Place has an intricate control system with many passive and active design features; it also includes renewable energies that were added to achieve the project’s sustainable targets.

“All these features had to be integrated—and work seamlessly—taking advantage of the local climate, microclimate, and reducing building energy use,” Praveen says. “So far, it’s been a great learning experience and an important project for our team.”

Another unique and critical feature of Limberlost Place is the radiant ceiling system, which will function as the primary source for heating and cooling. Covering upwards of 40 per cent of the ceiling, installing it was no easy feat for the team and involved a steep learning curve.

“The building and construction sector is by far the largest emitter of greenhouse gases, accounting for over 30 per cent of global emissions,” Praveen concludes. “With its many impressive features, Limberlost Place has set a benchmark, not only for mass timber construction but also for sustainable construction.”

AHEAD OF THE CURVE

Limberlost Place is years ahead of Toronto’s 2030 goals for sustainable design and performance for new developments and has become a global model for mass timber sustainable construction. Built with made-in-Canada mass-timber components, the design provides generous spaces focused on wellbeing by maximizing access to natural light and fresh air.

Limberlost Place will be able to operate passively 50 per cent of the year. The building will run with no fuel-fired systems. Electric systems are more energy efficient and represent a cleaner form of energy consumption than natural gas. A roof-mounted solar array will generate 24 per cent of Limberlost Place’s energy consumption to offset GHG (greenhouse gas) emissions generated in the electricity grid.

Black & McDonald is an integrated, multi-trade service provider that safely delivers high-quality construction, facilities management, and technical solutions to government, institutional and industry clients. Learn more about its history, services, projects, and news at www.blackandmcdonald.com.

New look proposed for Ontario security guards

Security guards in Ontario could be getting a wardrobe update. The provincial Solicitor General is considering new stipulations for their uniforms and vehicles to create greater visual distinction between private security staff and police officers.

The public is invited to comment on the proposals, which would prohibit various colours and trims commonly associated with police uniforms, and would require the word “security” to be emblazoned on jackets, shirts and hats, along with the private company’s name and logo. Currently, private security uniforms cannot include black or navy blue collared shirts, but it’s proposed this veto would be widened to include dark grey collared shirts and black, dark grey or navy blue t-shirts. Epaulettes of any kind would be prohibited.

It’s suggested there could be some flexibility to forego obvious identifiers of security staff in “sensitive settings” like long term care homes. An exemption from uniform requirements in special circumstances is being considered.

The proposed new rules would require that security vehicles carry the company’s name and logo. Where flashing lights are employed, they could only be amber or white. However, the existing embargo on red, blue, gold or yellow stripes would be lifted. Crash or push bars and prisoner transport cages would be prohibited.

The proposed regulations would also impose new requirements for reporting instances of security staff employing handcuffs, batons, firearms or any other use of force in the course of their work, or any incident in which a dog involved in the provision of security services attacks a person. The current regulations require security companies to keep records of all such occurrences, but the proposed regulations would more explicitly state mandated reporting steps.

That includes an added directive for the subject frontline security staff, who would be required to report the incidents to their employers. From there, companies would have to report the incident to the Ministry of the Solicitor General within 30 days of an incident occurring.

The public can submit comments on the proposals through the Ontario government’s regulatory registry until Jan. 12, 2025.

Increasing safety on your loading dock

Is your loading dock as safe as it can be? Studies show that 25 per cent of warehouse injuries occur on loading docks, so that’s an area where businesses can increase their efforts to keep employees protected. Temperature fluctuation and weather changes can cause increased risk to teams working in these areas, so addressing these concerns seasonally can help.

Spring

Increased seasonal precipitation can make surfaces slippery, adding a risk of injury to operations.

Keeping this area as dry as possible, increasing signage usage, and quickly cleaning up spills like oil or water can help lower the risk of potential slip-and-fall accidents.
As well, carefully inspect dock seals and shelters to ensure that they are performing efficiently and keeping hazardous weather conditions out of the building.

Summer

While the weather may not be an issue throughout the summer, this is a great time to address any other safety-related concerns.

Forklift accidents can occur if the operator falls from the 4’ drop. Use clear signage and protect this drop with a safety barrier to help keep it secure.
You may also consider limiting your ground traffic, monitoring patterns, and refining your processes to make traffic safer and more organized.

Fall

Freeze-thaw cycling can cause wear and tear damage to dock equipment, making them susceptible to failure and exposing staff to potential injury. As well, ice and snow can make it difficult to operate and increase slip and fall risks.

Stock up on salt, ice melter, and the tools to ensure you are ready to remove accumulating snow this winter.
Take a proactive approach by assessing equipment and making all repairs before winter comes, along with creating a plan to address slippery winter weather conditions.
Also, address any clogged drains by removing leaves or debris to stop an accumulation of snow and ice once the colder weather arrives.

Winter

Winter brings its own unique challenges!

Stay on top of the weather conditions to keep those shelters clear from snow and ice so the area can stay unobstructed, keeping hazardous weather outside your building.
If you have seasonal matting, regularly cleaning and drying the mats helps to stop dirt and debris from being tracked throughout the building and making floors wet and slippery.

Keep your loading dock functioning and your staff safe with a four-season approach to maintenance.

Laurel Street Works Yard wins Project of the Year

Burnaby has been recognized with the Public Works Association of BC’s “Project of the Year” award for large (50,000+ population) communities for the construction of the city’s new Laurel Street Works Yard, a keystone civic facility which was completed in September 2023.

Nominees were judged on a slate of criteria, including safety record, environmental and social benefit, complexity and innovation in design, environmental protection measures taken during construction, and the quality of the final works.

The Laurel Street project earned top honours for both the next-generation features of the new works yard (like advanced environmental and climate-resilience measures, and a design which helps insulate the surrounding residential neighbourhood from the sights and sounds of daily operations), and the integrated project management which delivered this major facility on time and budget.

Adding to the complexity of the project was the requirement for Burnaby’s Public Works team to continue to operate out of the site during construction, with the yard space acting as both a construction site and Burnaby’s Public Works headquarters throughout the majority of the build time. These special circumstances made it all the more impressive that construction proceeded on-pace, and with minimal disruptions to local residential traffic. This smooth delivery was made possible thanks to a range of innovative measures which helped ensure the light, noise, smells, and other byproducts of the process had as little impact as possible on the people and environment surrounding the yard.

“We’re very proud of the Laurel Street Works Yard project, and it’s a credit to our staff that we’ve been recognized for this accomplishment”, said Burnaby chief administrative officer Leon Gous. “Upgrading the Works Yard from the original built in the 1950s was seen as a seriously challenging project for many years. For our team to not only deliver it but in award-winning fashion speaks volumes about the hard work and attention to detail that’s gone into this project.”

Ontario looks to unravel conservation easements

A proposed amendment to the Ontario Heritage Act could make it easier to extract developable parcels from properties that have a conservation easement registered on the title. The amendment, which was recently tabled in Bill 227, the Cutting Red Tape, Building Ontario Act, would streamline the process for removing an easement from portions of a property that do not have heritage attributes deemed worthy of protection.

The provincial Crown agency, Ontario Heritage Trust (OHT), has oversight of all properties with conservation easements, which are legal agreements to protect properties with significant heritage features. These easements were all voluntary on the owners’ part at some point in time. However, once registered on a property’s title, all subsequent owners are beholden to them.

The current process for releasing a conservation easement requires Ministerial approval. It’s now proposed that the OHT be authorized to make that decision in cases where it has determined that removing the easement from a portion or portions of a property would not be detrimental to the heritage features on the remainder.

A summary of the proposed amendment on the Ontario government’s regulatory registry says it would allow for a faster response to “an anticipated growing number of requests” to remove easements. Other procedures established in the Ontario Heritage Act would still apply on all parts of a property with heritage attributes.

“Under this proposal, the OHT would continue to complete the required due diligence to confirm that the release would not affect the heritage attributes, with its board of directors ultimately approving the release,” the summary states. “Shortening the time it takes for the OHT to respond to property owner requests would help limit potential delays in property sales, transfers or development on these parts of properties where the release would not affect the heritage attributes protected under the conservation easement agreement.”

The public can submit comments on the proposal through the regulatory registry until Dec. 20, 2024.

Industry celebrates 25 years of the Brownie Awards

The 25th anniversary of the Brownie Awards took place in downtown Toronto last week. More than 300 attendees came together to recognize excellence in the remediation and revitalization of contaminated sites.

The Brownie Awards is a national awards program presented annually through a partnership of the Canadian Brownfields Network (CBN) and Actual Media Inc. This year’s awards celebrated a variety of projects across the country.

Toronto Deputy Mayor Jennifer McKelvie provided the opening remarks this year. “Rethinking how our land can be used in new and innovative ways is the key to getting more housing built here, and in any city,” she said.

The 2024 Brownie Awards included updated categories and a special edition 25th anniversary award. Here are the winners:

REPROGRAM: Legislation, Policy and Program Initiative
Qualified Persons Community of Ontario – Ontario

REMEDIATE: Sustainable Remediation
Vivenda Remediation and Development Project Made Possible using a Novel Approach –Montréal, Quebec

REMEDIATE: Technological Innovation
Anaerobic Bioremediation Facilitates Site Redevelopment – Saskatoon, Saskatchewan

RESTRATEGIZE: Partnerships and Community Engagement
Sp’akw’us Feather Park – Squamish, British Columbia

REBUILD: Project Development at the Building Scale
Wonder Condos – Toronto, Ontario

RENEW: Project Development at the Neighbourhood Scale
Canals Development – Welland, Ontario

REFOCUS: Vision of Alternative Benefits to Brownfields Remediation
Radiance Co-Housing – Saskatoon, Saskatchewan

BEST SMALL PROJECT
Alberta Environment & Protected Areas Guide to Excluding the Domestic Use Aquifer based on Municipal Bylaws (Guide, 2022) – Calgary, Alberta

BEST LARGE PROJECT
Union Carbide Property Regeneration – Welland, Ontario

BEST OVERALL PROJECT
Richmond Industrial Centre Development – Richmond, British Columbia

25th ANNIVERSARY SPECIAL EDITION:
Outstanding Achievement in Brownfield Advancement
Federal Contaminated Sites Remediation Projects in Nunavut – Nunavut

BROWNFIELDER OF THE YEAR
Judy Lam – Hamilton, Ontario. Lam is currently the manager of commercial districts and small business within economic development at the City of Hamilton. Amon her many achievements, she has long advocated for the remediation and redevelopment of brownfields in the city.

Feature photo of the 2024 Brownie Awards. Photo by the Environment Journal.

New scoring system rates government contractors

The Canadian government has introduced a new scoring system to monitor and evaluate its contractors. Public Services and Procurement Canada (PSPC) began the phased 12-month rollout of the vendor performance management (VPM) program earlier this month, beginning with its procurement of a select number of professional services.

Contractors will be assessed in four categories related to the cost, quality, timeliness and management of the products or services they provide. The resulting score will be factored into a performance rating, which will then be considered in future procurement exercises.

“VPM promotes strong contract management through regular touchpoints between federal buyers, federal clients and private sector vendors. This will foster stronger relationships with the vendor community, maintain transparency on contractual expectations and allow vendors to course-correct performance if required,” states an explanatory summary from PSPC.

VPM clauses will begin to appear in the PSPC’s bid solicitation documents over the coming year as it gradually extends the program to more types of contractors and suppliers. Performance ratings are not expected to be used to inform procurement decision-making until 2026, and prospective vendors are promised at least 90 days of advance notice before that occurs.

A process for contractors and suppliers to dispute their performance ratings is also promised. On the flipside, they will be entitled to cite positive performance ratings in their own promotional and marketing materials.

Creating a positive company culture for cleaners

Today’s commercial cleaning industry, like so many others, is experiencing a shift in labour, with evolving needs, changing practices, and a focus on company culture. Studies show that as of December 2023, there were 34,000 janitorial businesses across Canada, and that’s a lot of employment positions to fill, but recent research confirms that 61 per cent of contractors identify staffing as a significant risk to achieving growth goals in 2024.

As business owners work to find prospects, manage turnover, increase retention, and entice a new crop of candidates, setting themselves apart from the competition may make or break their staffing success. Though many cleaning companies typically experience high levels of turnover, some businesses have managed to create a community where employees feel included, valued, and supported.

“We are hyper-focused on positive company culture and that’s where other employers need to focus, too,” says Shafiq Mohamed, owner of Stratus Building Solutions of Hamilton. “It’s about building relationships at all levels, starting from the top down.”

After working in the restaurant business for 30 years, Shafiq made the decision to get into the commercial cleaning industry about 10 years ago. He began his journey at Stratus six years ago, taking on a territory that includes Burlington, Hamilton, Niagara, Brantford, Kitchener, Cambridge, and Guelph.

As one of the 13 Master Franchisees for Stratus Building Solutions in Canada (77 in North America) and with 117 franchises under his responsibility, Shafiq has a unique perspective on labour and commercial cleaning as part of a company experiencing growth.

We connected with Shafiq to talk about the current state of the cleaning industry, the importance of company culture, and what the future holds for staffing commercial cleaners.

This interview has been edited for length and clarity.

What do you think draws candidates to commercial cleaning?

There are many factors that might appeal to potential cleaners. If someone is looking to build a business and create a legacy, investing in a franchise may be the opportunity they need to prosper. It can also offer a solution for people looking to increase their income, because it’s something they can do at night if that’s what they want, without interfering with a day job. It’s not cheap to live in Canada, especially for a newcomer, so there’s an opportunity to get ahead with a secondary income for people looking for that.

Also, in today’s day and age, when mental health is more commonly talked about, night work means that someone can get the job done without a hectic schedule and social interaction if that’s what they need. These are all benefits that cleaners can enjoy.

How have employee expectations shifted for commercial cleaning companies?

The pandemic really shone a light on the value that commercial cleaners bring to business, and the fact that it’s not just about cleanliness, but it’s also about safety. Those facts emphasized the value of cleaners for the whole industry. Pre-pandemic, many people were scared to get fired if they gave negative feedback to their employer, but now many people are making it known that company culture is important, and it matters to employees. It’s not that people don’t want to work, it’s that they don’t want to work in the same way that they have been in past years.

There are lots of businesses out there that have had no trouble finding and keeping employees because they’ve built such a strong culture. Right now, I have a list of people wanting to become franchisees and that’s because we have built a reputation for a positive community.

What steps have you taken to create this positive culture?

If the culture is built and people enjoy where they work, it’s a win-win. Management style is important. For example, the old ways, where some managers led by fear just aren’t feasible anymore. This is what I call “seagull management,” where managers swoop down on an employee, bother them, and then fly back out. This type of management doesn’t address what people want from their employers and there’s so much choice out there for candidates that management needs to change to reflect positive company culture.

We want to get to know our teams, so we meet with our franchisees quarterly, have regular phone conversations, and celebrate their milestones. We don’t want it to just be a paycheck, we want a community. We support our teams by keeping the promises we make. When someone signs on as a franchisee, we guarantee them clients and they know they are supported.

This approach helps our business grow, too. Referrals are an important part of our success and if we don’t make it our mission to provide a positive company culture – and promote that culture – we lose out on potential top team members who can help us to provide excellent service.

What advice would you give to other commercial cleaning companies looking to do the same?

Use any tools that you can to make your company a great place to work. For example, today’s technology affords companies the opportunity to find a better balance for their employees. Technology is sometimes misunderstood; rather than replacing employees, investing in certain technology can help better allocate labour, which cuts down on costs and allows employees to focus on other tasks. This can help fill in gaps, relieving overworked positions and reallocating your labour more efficiently.

Retention and company culture are about making people feel recognized and supported. The solitary nature of commercial cleaning means that you have to try even harder to engage with your teams and get to know them to create that culture. We will often stop by where cleaners are working and visit, show them we are thinking of them, and recognize their efforts with a gift card or just a coffee. That quality time is important for staff. It’s simple really: treat your people right and they will do their best for you.

Ocean discovery hub targets net-zero in Pender Harbour

The Pender Harbour Ocean Discovery Station (PODS) project in British Columbia’s Sunshine Coast received a $13.4-million boost from the federal government. The facility, expected to be completed in Spring 2027, will create a vibrant hub for aquatic research, community engagement, and cultural programming, while adhering to the highest standards in green building technology.

The net-zero structure will feature interactive exhibits, laboratories, galleries, and performance spaces, with environmental stewardship courses and public programming.

The PODS has been a years-long collaboration between the Loon Foundation and shíshálh Nation to incorporate shíshálh traditional knowledge, western science, and local culture.

Dr. Michael Jackson, executive director of the Loon Foundation, said the project is expected to bolster the Sunshine Coast economy and bring together science, art, and Indigenous knowledge “to spark solutions for our planet’s most pressing environmental and social challenges.”

For more than 20 years, the Loon Foundation has worked to preserve and enhance the biodiversity of the Sunshine Coast and foster environmental stewardship. The shíshálh Nation has been traditionally stewarding the swiya.

“PODS exemplifies Reconciliation in action, demonstrating how collaboration can pave the way for a brighter future for generations to come,” said lhe hiwus (Chief) Lenora Joe, shíshálh Nation.

AECOM JV selected for Iona Island treatment plant

AECOM announced that its joint venture with Jacobs Consultancy Canada has been selected by Metro Vancouver to provide preliminary engineering services for the Iona Island Wastewater Treatment Plant upgrade. The project seeks to upgrade the existing facility to meet regulatory requirements and ensure protection of public health and the environment in a growing region.

“As Metro Vancouver continues to invest in its water treatment facilities, we’re ready to support them as the industry’s top Water design firm,” said Beverley Stinson, chief executive of AECOM’s global water business. “Aligned with global trends toward investment in sustainable and resilient infrastructure, including in solving global water supply challenges, our team is excited to apply our expertise in advanced water treatment technologies to the Iona Island Wastewater Treatment Plant, ensuring it meets the highest environmental standards and supports regional sustainability.”

Built in 1963, the plant serves approximately 750,000 residents and processes about 200 billion liters of wastewater annually. Through the plant upgrades, Metro Vancouver aims to ensure the project will improve water quality, support the region’s carbon neutrality objectives and enhance climate resilience. The joint venture will provide preliminary engineering services, including design and project planning oversight. The project intends to provide significant and sustainable improvements to the treatment facilities whilst minimizing environmental impact and enhancing operational efficiency.

“We’re proud to serve as a trusted partner on this critical upgrade, which builds on several recent water and wastewater treatment projects our teams are delivering for Metro Vancouver,” said Richard Barrett, chief executive of AECOM’s Canada region. “Our deep understanding of the region’s unique environmental challenges and our experience on local projects will be instrumental in enhancing Metro Vancouver’s wastewater treatment capabilities and protecting the natural environment.”

AECOM has long history of collaboration with Metro Vancouver on some of its most complex water projects, including the Stoney Creek Trunk Sewer Upgrade and North Shore Wastewater Treatment Plant.

Stantec appoints new Ports sector leaders

Stantec has appointed Kip Skabar as its new sector leader for Ports and Marine Terminals (PMT) in Canada and Maxwell Mozo in the United States. Both Skabar and Mozo will be integral to growing Stantec’s Ports and Marine Terminals business and presence across North America and helping the firm to achieve its short- and long-term growth goals in this sector.

Skabar has more than 20 years of industry experience and has been with Stantec for over 17 years, working across Canada and the US. He is a strong business developer and has led multidisciplinary technical teams to deliver major projects under both conventional design-bid-build and alternative procurement delivery models. These projects include container terminals, shipyards, piers/wharves, liquefied natural gas facilities, small craft harbors, retaining structures, highway interchanges, terminal buildings, and railway grade separations. Most recently, Skabar was appointed to the board as one of the directors of the Association of Consulting Engineering Companies British Columbia (ACEC-BC).

“As we look to expand the capabilities of our award-winning Ports and Marine Terminals team across Canada and the United States, the addition of Kip and Max to our PMT leadership team is a crucial next step,” said Dave Sauve, senior vice president and business leader for Stantec’s transportation business in North America. “Both Kip and Max are proven leaders with an incredible track record for delivering impactful projects within the ports and maritime sectors. We look forward to the immediate impact they will be able to make on our broader PMT services and growth across North America.”

Stantec sees substantial growth opportunities across both Canada and the United States within the ports and marine terminal sector, specifically within Canadian and US defense ports, decarbonization, logistics hubs, and supply chain resiliency. The appointment of Skabar and Mozo will help the firm in its efforts to expand these services across North America.

Is your property insurance proper?

Contending with property damage is an undesirable – yet unavoidable – reality of condominium management. For this reason, having the right property insurance goes a long way toward protecting your financials and giving all stakeholders greater peace of mind.

That being said, is your property insurance the proper fit for your building?

It’s a question that demands consideration, especially as property insurance is mandatory for all condominiums. For review, Ontario’s Condominium Act requires all standard registration condominium corporations to carry property insurance covering the common elements and the units, but not any betterments done to the units. Importantly, it clarifies the types of loss that a property needs to be insured against (aka “major perils”) and makes it clear that the insurable value must be the full replacement cost of the property. Additionally, the Act specifies that the insurance policy must be set up to protect three key parties, including the condominium corporation, each unit owner, and each unit’s mortgagee.

The mandatory requirement for property insurance for condos makes complete sense. Since unit owners collectively own the condominium, they want to protect their investment but do not want to bear any personal risk from an inadequate insurance limit or insurance companies that are not financially able to pay their claims during a catastrophic event. Meanwhile, mortgage providers and lenders want assurances that a condo corporation’s insurance coverage will restore the livability and sellability of the unit by repairing damage to both common elements and the basic unit. Similarly, financial institutions that provide mortgages on condo units will often be concerned that the policy is insured to full replacement cost value at all times and insured with financially stable, A-rated insurance companies. Savvy owners will want to ensure this as well, as the intent of the insurance is to transfer risk to an insurance company.

So, what should a condo board look for to know if their property insurance is adequate? From a high level, you want to ensure your coverage program is:

● Entrusted with stable and financially sound insurers;

● has a proper replacement cost limit of insurance;

● carries reasonable deductibles (as required by the Condo Act), and

● does not contain any co-insurance penalties.

There are additional points and tips to consider when assessing if your property insurance is the right fit. They include:

THE AM BEST GUIDE: When brokerages evaluate the financial stability of potential insurers, they will commonly consult the AM Best Guide. This is a reputable and independent rating agency that assesses the financial strength and stability of insurance companies. An “A” rating indicates that the company has a strong ability to meet its financial obligations, including paying out claims. This verifies that the insurer has sufficient funds to cover potential losses and provides peace of mind to policyholders. Many large corporations and financial institutions require a minimum “A” rating for their insurers.

REPLACEMENT COST APPRAISALS: To ensure your corporation carries an appropriate limit of property insurance, you should secure a replacement cost appraisal regularly. This report should be completed by an accredited independent third-party appraiser that carries an ASA or AACI designation. This will provide your board with assurances that your corporation is insuring its full replacement cost value and is in compliance with the Condo Act. Your declaration may specify how often to secure an accredited appraisal; but when in doubt, most condos observe the rule of thumb of every three to five years.

REASONABLE DEDUCTIBLES: The Condominium Act specifies that a condo corporation’s property insurance may carry a deductible but that the deductible must be reasonable. The term “reasonable” is used often in the Act, and it essentially means that the deductible is appropriate (and not in excess) based on the details of your particular condominium.

In our experience, many condos carry a water damage deductible of $25,000 or $50,000 as they feel that it is a good “managing deductible” for the corporation. In essence, it allows the condo to charge back up to that amount to the responsible unit for the nuisance unit-to-unit losses but still allows the corporation to access its insurance coverage at a reasonable deductible level.

WHAT IS COINSURANCE? Coinsurance is a penalty designed by insurers to penalize an insured (and make them a co-insurer on the loss) when an insureds property insurance limit is below the full replacement cost. As a basic example, if you have a clause in your policy, and only insure to a limit that is 50% of the replacement cost value of your property, the insurer will only pay roughly 50% of any loss your corporation incurs. This makes the condominium, and ultimately the unit owner, a co-insurer in the loss.

Be cautious of workarounds that require a board member or property manager to sign off on the insurable property value. These forms create significant exposure to boards and property managers and if requested should only ever be signed by an accredited independent appraiser. The most optimal option is to have your insurer remove any coinsurance penalties and provide a true no-coinsurance policy which offers maximum protection.

Between floods, fires, windstorms, and owner accidents, property damage is a near inevitability in a condominium. But when repairs or restorations are needed, there is value

in being equipped with a properly-tailored property insurance policy that will insulate the condominium corporation from financial burdens and let everyone rest easier.

Tom Gallinger is Senior Vice President of Atrens-Counsel Insurance Brokers (www.atrens-counsel.com).

More Ontario agencies to drop realty functions

The Ontario government is continuing to centralize realty functions, with 12 additional provincial agencies now tapped to lose autonomy. Bill 227, a newly tabled package of legislative amendments aimed at cutting red tape, proposes to modify statutes governing those agencies to clarify that they need authorizing consent from the Ministry of Infrastructure to acquire, lease or dispose of property.

The 12 agencies include

Ontario Clean Water Agency;
Ontario Heritage Trust;
Venture Ontario;
Ontario Lottery and Gaming Corporation;
Ontario Cannabis Retail Corporation;
Ontario Building Fund;
Agriculture Research and Innovation Ontario;
Ontario Food Terminal Board;
Nawiinginokiima Forest Management Corporation;
Temagami Forest Management Corporation;
Metrolinx; and
Ontario Northland Transportation Commission.

It’s proposed the handover of control would take effect April 1, 2026. The public can submit comments through Ontario’s regulatory registry until Dec. 20, 2024.

Bill 227 also includes an amendment to the Legislative Assembly Act to establish that the Ministry of Infrastructure will have oversight of the planning and procurement related to renovating and restoring the legislative assembly’s home, known as Queen’s Park.

While it loses its autonomy on real estate functions, Metrolinx is in line for a break on the paperwork involved in developing new water distribution and sewage infrastructure as part of a transit project. The Ontario government is proposing to allow transit authorities to piggyback on municipality environmental approvals in cases where the new infrastructure is ultimately slated to be transferred to municipal ownership. This will eliminate the time and duplicate effort of applying separately for the approvals.

The proposal was announced in a list of red tape reduction initiatives released on Nov. 20. However, the public consultation on the matter closed on Nov. 11.

“The proposed regulatory amendments are expected to reduce regulatory burden for municipalities and transit authorities by eliminating duplicative approval requirements,” stated the regulatory impact analysis accompanying that consultation. “This will reduce burden on transit authorities and allow important transit projects to start sooner while maintaining environmental protection by requiring sewage and water systems to meet the ministry’s strict requirements.”

U.S. home builders decry new tariff threat

A 25 per cent tariff on Canadian imports would further erode housing affordability in the United States, warn advocates for that country’s residential development industry. U.S. president-elect Donald Trump issued the threat toward Canada and his southern neighbour, Mexico, yesterday, suggesting that he would sign an order to enact such a tariff scheme once he takes office in January 2025.

Meanwhile, the U.S. National Association of Home Builders (NAHB) has repeatedly called for a long-term trade agreement that would give its members access to Canadian softwood lumber products at a lower cost. NAHB — which represents more than 140,000 members in the home building sector through a network of more than 700 local and state chapters — underscores that tariffs on the key building materials simply flow through to American businesses and consumers. The threat of a heightened tax penalty comes just a few months after the current U.S. administration significantly boosted the tariff on incoming Canadian lumber products from 8.05 to 14.54 per cent.

“For years, NAHB has been leading the fight against lumber tariffs because of their detrimental effect on housing affordability,” affirms Jim Tobin, the association’s chief executive officer. “Increasing tariffs on Canadian softwood lumber will further exacerbate our nation’s ongoing housing affordability crisis.”

ASHRAE Building Decarbonization Conference

Our Latest Issue