Team selected for Burnaby Hospital Phase 2

The preferred proponent team for Phase 2 of the Burnaby Hospital redevelopment project has been selected by Fraser Health and the Provincial Health Services Authority.

The multi-party contract, known as a single target outturn cost alliance development agreement, was awarded to the team of PCL Constructors Westcoast Inc. and Parkin Architects Western Ltd.

“The vision to redevelop the Burnaby Hospital has always been to allow more people to have access to modernized acute-care services, such as life-saving cancer care, within their community,” said Minister of Health Adrian Dix. “With Phase 1 of the Burnaby Hospital redevelopment project well underway, Fraser Health is taking more major strides. I’m excited that we’ve reached this milestone because it means we are closer to beginning design and construction for Phase 2.”

Phase 2 of the Burnaby Hospital redevelopment includes the construction of the Keith and Betty Beedie Acute Care Tower, which will feature 160 private rooms to support general medicine, medical oncology, cardiac telemetry, intensive care and high-acuity patients, a new medical imaging department with two CT scanners, a spiritual-care suite, public spaces and hospital support services.

The new tower will also be home to the new BC Cancer – Burnaby McCarthy Centre, which will include 54 ambulatory-care rooms, 31 chemotherapy chairs, space for five linear accelerators, space for two PET/CT scanners, an oncology pharmacy, and clinical trials and research space.

Phase 2 also includes the demolition of the West Wing building, expansion of the emergency department to 104 treatment spaces, and renovations to the endoscopy and laboratory components. Construction is expected to start in late 2025 and be ready for patients in 2030. The total cost of Phase 2 is approximately $1.7 billion with funding from the province, Burnaby Hospital Foundation and BC Cancer Foundation.

In April, a Phase 1 construction milestone was reached with the removal of two cranes from the site. Phase 1 of the Burnaby Hospital redevelopment, undertaken by design-builder EllisDon, includes the construction of the new health-care pavilion, which features maternity, neonatal intensive care, mental-health in-patient and medical in-patient units. The estimated completion date for the new pavilion is 2025.

Additional work underway in Phase 1 includes a comprehensive upgrade of the Jim Pattison Surgery Centre, now with a total of 10 new or upgraded operating rooms, as well as renovations to the emergency department and other support areas as part of the expansion and renovation of the Support Facilities Building.

Building skilled trades career awareness

It’s not a new story – the headlines for the last few years have been shouting from the rooftops about the shortage of skilled trades workers and how it will affect Canadian businesses. According to Employment and Social Development Canada – about 700,000 of the four million Canadians who currently work in the trades are set to retire by the end of the decade. It leaves us wondering who, exactly, is going to fill the gap?

And while that pinch is being felt across the skilled trade industry, construction is particularly vulnerable. There’s no shortage of initiatives to help address this challenge – trade programs and funding backed by industry and government, sponsoring new Canadians to fill gaps and other upskilling initiatives. And it’s working, to some extent – helping to build a pipeline of diverse talent and encouraging a whole new generation of skilled workers to the construction trades. But is it enough? To really move the needle, we need a multi-faceted approach. It starts with a fresh perspective of what a career in the skilled trades looks like.

We have a visibility issue

The skilled trades career path has evolved significantly even over the last 10 years, yet to many the industry is still perceived as second-rate. We can look to a culture which still values university education over working with one’s hands. Knowledge over skills. Outdated terms like “blue-collar” are still being used to describe an industry with high paying salaries. Construction isn’t traditionally encouraged as a career path for kids. But we are starting to see more grassroots initiatives like high school co-op programs or college outreach making a big difference in reaching young people.

The reality is, construction and many other skilled trades careers offer competitive salaries, benefits, and flexible hours, not to mention the range of career opportunities, mentorship and training available. Think about all the jobs needed to keep a construction site moving that don’t involve hard labour. There’s the mechanics needed to fix equipment, electricians working on new batteries, machine operators, and the drivers that keep things moving.

Then there’s niche industries like equipment rental. Many people are unaware of the opportunities in equipment rental, despite its stable and recession-resistant nature and anticipated growth. The Canadian Rental Association projects the rental industry will reach $7.5 billion by 2027, with an expected growth at a rate of 3.4-3.6% per year in the medium term, but most individuals have little awareness of the opportunities available.

There is no one-size-fits-all approach to combating labour shortages

So how do you combat current labour shortages AND build a future pipeline of workers? You need to think about your short, medium and long-term strategies. Sponsoring or partnering with local organizations is one way to bring visibility to the non-traditional roles available in construction and the skilled trades industry in general. This could involve internships, apprenticeship programs, scholarships and other training to help to inspire the next generation of workers.

We are also starting to see an increase in workforce diversity. If we want to encourage the younger generation to pursue a career in construction, representation is important. People want to see workers who look like them and have experiences they can relate to. There are many organizations that are supporting this cause – Jill of all Trades provides hands-on experience and an engaging learning environment to young women as a way to expose them to the trades. Others like Women in Steel Toes are actively working to support women already in the industry, providing a platform for women in construction to share their stories and experiences.

While we can expect Canadians to fill a portion of the skilled trade jobs of the future, many will go unfilled. We need world-class talent to build a stronger Canada for generations to come. This is why many companies are starting to recruit abroad. Hiring skilled foreign workers helps tap into a wider talent pool. In the past few years we have had great success bringing in skilled mechanics from all over the world, including New Zealand, Mexico, and Zambia. Many of these individuals are also open to moving to places where we struggle to fill positions, such as smaller towns.

It’s time to shake things up and think outside the box

There’s a high demand for skilled labour – and every company is looking for the same people. What are you doing to set your company apart? Is your organization the type of place people want to work? Opening up opportunities for everyone, whether they are just getting started in their career or seasoned veterans, will be key to addressing future labour challenges.

At the end of the day, everyone wants to contribute to something worthwhile. They want to do well, be compensated and treated fairly, and go home safely to their families. There is a big opportunity here to redefine the term “higher education” so young people can learn about the full range of options available to them. Governments across Canada are investing millions to encourage people to pursue careers in the construction industry and skilled trades. Meanwhile, we in the construction industry need to continue to speak up and show them what’s possible.

Remi Ryel is director of people and culture at Cooper Equipment Rentals. Debbie De Sousa is talent acquisition manager at Cooper Equipment Rentals.

UVIC student complex certified passive house

The first of two buildings in the University of Victoria’s (UVic) new Student Housing and Dining (SHD) complex is now Passive House certified. Comprising two buildings totaling over 30,800 square metres (330,000 square feet), the complex provides 783 bedrooms, a modern dining facility, two new lecture theatres, shared lounges, community kitchens, and conference and meeting rooms, all while surpassing stringent environmental performance standards.

“This project is a model for sustainable building that also reinvigorates the campus and enhances the student experience,” said Mike Wilson, director of campus planning and sustainability at UVic. “Our biggest capital infrastructure project to date, it sets a new green standard for university development as the first fully electrified Passive House on our campus.”

Designed by Perkins&Will, the new complex replaces obsolete spaces with larger, smarter facilities with added beds and amenities. A key area of innovation is in the commercial kitchen, which supports the preparation of 8,700 meals per day. Electric cooking appliances replace all but three pieces of typically gas-powered equipment, and waste heat is recovered from kitchen exhaust, dishwashers, and refrigeration. Combined with high-efficiency HVAC systems and air-source heat pumps, the SHD complex saves up to six times more energy compared to typical commercial kitchens, and results in a reduction of greenhouse gas (GHG) emissions of nearly 90 per cent.

The first of the two buildings to open is also certified LEED Gold. The second building is in final review for certification by the Passive House Institute, and is registered with the Canada Green Building Council (CaGBC) with the certification goal of LEED Gold.

“This project is emblematic of UVic’s dedication to sustainability, community engagement, campus inclusion, and student well-being,” said Alex Minard, technical director of Perkins&Will’s Vancouver studio. “We are grateful to the university for trusting Perkins&Will and our broad team of expert sub-consultants to design these pivotal buildings, and to EllisDon-Kinetic and their many subcontractors for taking great care in constructing them.”

IFMA announces new global board of directors

The International Facility Management Association (IFMA) announced the member-elected executive committee and appointees to the global board of directors for the 2024-25 fiscal year (July 1, 2024 – June 30, 2025).

Lynn Baez, FMP, SFP, IFMA Fellow begins her term as board chair. She is joined by First Vice Chair Christa Dodoo, CFM, FMP, CIWFM, CMQ-OE and Second Vice Chair Luis R. Viña. Members of the executive committee serve one-year terms.

“Lynn brings outstanding business acumen with compassionate human touch to our global chair position,” said IFMA President and CEO Don Gilpin. “Her tenure coincides with not only a foundation of sustained growth for IFMA, but a vision for a strategic path of continued success.”

Baez is the enterprise vice president of facilities and workplace at McKesson. “I extend my sincere thanks to IFMA’s membership to entrust me with this role,” she said. “The opportunity to represent the association and our profession is something that fills me with hope and appreciation.”

Newly appointed board members include Nick Heibein, FMP, MCR, and Bobby R. LaRon, FMP, MScM who bring a range of subject matter expertise to the organization, including emerging technologies real estate and accommodations, change management, tactical execution, stakeholder management and client relations.

Outgoing Chair Dean Stanberry, CFM, SFP, will remain involved with the association as past chair. During his tenure, IFMA welcomed new chapters in Macau, Greece, United Arab Emirates and Rhode Island, United States. IFMA also strengthened its global outreach by preparing best practices for launching new chapters and conducting an analysis of Spanish language needs.

“Together, we have made significant strides in advancing the facility management profession and enhancing the value IFMA provides to its members,” he said. “Our collective efforts have not only strengthened IFMA’s position as a global leader in facility management but also paved the way for continued innovation and growth. I am confident that the foundation we have built will serve as a catalyst for even greater achievements in the years to come.”

Embracing Environmental Sustainability: Innovations in Condominium Servicing

Cleaning contracts in commercial and condominium settings are arguably one of the most difficult to satisfy. Where cost and visual impact are the proportionally dominant factors in choosing a service provider, expectations from property management understandably run high. Savvy cleaning and maintenance companies are looking to technology to heighten their ability to service and provide for their clients. As the importance of environmental sustainability becomes increasingly recognized, many companies are also striving to integrate eco-friendly practices into their operations.

A big challenge in the condominium sector is the diversity of needs across a variety of buildings and communities. Unlike commercial properties, where environmental standards like LEED and BOMA certifications are well-established, condominiums often lag in adopting sustainable practices. This presents a unique opportunity for service providers to educate and influence condo boards and property managers about the benefits of eco-friendly solutions.

According to Andrew Hood, Vice President of Innovation Building Maintenance, the goal is not only to provide cleaning and construction services but also to improve environmental, social, and governance (ESG) standards across their operations.

“We can shift the narrative from simply hiring a cleaning service to choosing a partner committed to environmental stewardship,” he explains. “This approach is particularly relevant for condominium boards and property managers, who may not yet prioritize sustainability as much as their commercial counterparts.”

Cleaning Schedules and Bluetooth Tracking

Innovation is also a leader in using technology and industry standards to provide a better service. One of the standout innovations is their use of the Mero system, a cutting-edge technology that tracks and optimizes employee tasks. This system uses Bluetooth beacons placed in wall outlets to scan cleaners’ fobs, providing real-time data on their location and activity. This not only ensures that tasks are completed according to schedule, but also enhances transparency and accountability. Additionally, this data can be used to refine cleaning routines and improve overall service quality.

“With Mero, we’ve seen an active increase in our growth potential with new customers and security in supporting existing contracts. We had a problem at one of our sites where cleaners were not following their routine. Mero’s technology allowed us to highlight the exact areas where cleaners were spending time and changed the dynamic of the property. We can now offer an improved quality of services,” Hood explains.

Another exciting development is the use of robotic vacuums and scrubbers. While these are currently more suited to open commercial spaces, the technology is rapidly developing. The company is at the forefront of these advancements, piloting new robotics and integrating them into their service offerings as they become viable for residential use.

Water Conservation Initiatives

Water conservation is another critical area where Innovation Building Maintenance has made significant strides. “We’ve teamed up with a company to reduce water usage consumption in buildings by replacing standard urinals with waterless urinals,” says Tahsin Bondokji, President of Business Development. “This is new patented technology which we’re excited to offer to our clients.”

To date, Innovation has deployed waterless urinal facilities in major shopping centres across Canada, including Yorkdale and Scarborough Town Centre. The urinals significantly reduce water consumption, showcasing a practical application of sustainability in high-traffic areas. This technology is now being considered for residential buildings, further bridging the gap between commercial and residential sustainability practices.

Third-party auditors like EcoVadis and Green Seal certify all chemicals used by Innovation as safe, ensuring minimal environmental impact.

“EcoVadis is the world’s largest third party ESG auditor,” Bondokji says. “In our first year of being audited, we were awarded a bronze medal. That’s something we’re very proud of.”

Additionally, Innovation Building Maintenance employ ionized water for cleaning, eliminating the need for harsh chemicals while still delivering effective results. This method involves charging water molecules to create a potent cleaning agent, a technology that is both innovative and environmentally friendly.

Using HEPA-filtered vacuums with low sound decibels to reduce noise pollution and improve indoor air quality, their attention to detail underscores a holistic approach.

Innovation Building Maintenance has also partnered with Veritree to establish a tree planting initiative aimed at reforesting areas affected by wildfires. Since its inception in 2023, a total of 20,571 trees have been planted in British Columbia. Such programs not only offset the company’s carbon footprint but also engage the community.

By educating board members and property managers about the benefits of these initiatives, Innovation is helping to drive a cultural shift towards more sustainable living. Their thorough approach incorporating advanced cleaning methods, water conservation, and cutting-edge tracking systems, positions them as a frontrunner in the industry.

To learn more, visit https://www.innovationmaintenance.com/

Alignvest acquires Montreal student housing asset

Alignvest Student Housing has completed the acquisition of a purpose-built student accommodation property located at 1680 Lincoln Avenue in Montreal, Quebec.

“We are excited to announce this strategic acquisition, as it further diversifies our REIT’s portfolio and solidifies our position as the leading owner and operator of Canadian student housing,” said Sanjil Shah, Managing Partner of Alignvest. “With this acquisition, we own in excess of 7,100 student housing beds across Canada. Further, this acquisition marks our entry into Montreal, which is home to several universities and colleges in need of housing for their students. We look forward to further growth in Quebec.”

The property, known as “The Link” is a newly constructed, 18-storey building located steps away from Concordia University and within walking distance of McGill University. The property is equipped with 246 beds in 101 fully furnished units, including studios, two-, three-, and four-bedroom suites in a wide variety of configurations.

According to Alignvest, The Link features several amenities, including a fitness room, social rooms, a rooftop terrace, smart package lockers, and an underground parking garage.

Like other major cities in Canada, the lack of student housing in Montreal has posed problems for both returning and international students.

Visit Alignvest Student Housing Real Estate Investment Trust at www.alignveststudenthousing.com.

Landlords tapped to act on lead water pipes

A Toronto Councillor is calling for more due diligence and disclosure around legacy lead water pipes through proposed new obligations for owners of small multifamily buildings. In a recently filed motion, Councillor Dianne Saxe notes that some municipally owned lead water pipes are still in place, serving more than 20,000 households, and it’s presumed there are still more privately owned lead pipes connecting from the City’s feeder line into older buildings.

The motion, which has been referred to Toronto Council’s planning and housing committee for consideration, urges a new by-law to prevent lead poisoning, specifically focusing on the landlords of buildings with six or fewer units that were built prior to 1950. If Council agrees, City staff would be directed to explore the feasibility of mandating designated landlords to determine whether there is a lead water pipe or pipes in their buildings, and where they exist to:

disclose the information to tenants; and
either replace the pipe or provide tenants with an NSF-053-certified filter and subsequently needed replacement cartridges.

“Through the Priority Lead Water Service Replacement Program and Capital Water Service Replacement Program, the City of Toronto has taken important steps to eliminate lead pipes. However, landlords currently have no obligation to replace dangerous lead pipes on their properties, nor inform potentially vulnerable tenants that they are present,” Saxe’s motion states. “Tenants must not be kept in the dark.”

BC Hydro amps up energy efficiency spending

BC Hydro is pledging to invest $700 million in energy efficiency over the next three years, including targeted incentives for commercial and multifamily properties along with opportunities to tap into a new rebate for solar arrays and batteries. For now, there are few program details to accompany the overarching energy-saving scheme released in late June, but the provincial utility is projecting the spending commitment will deliver 2,000 gigawatt-hours of energy savings by 2030 and 400 megawatts of capacity savings through demand-response programs and the introduction of an optional time-of-use rate for residential customers.

“Energy efficiency is a resource,” states the overview of planned initiatives. “For BC Hydro, it’s the best and least expensive way to meet increasing demand for energy. Energy savings from these programs help us to defer the need for additional capital infrastructure and provide additional flexibility to our electricity system.”

For commercial customers, $120 million is promised to fund energy assessment tools and energy managers’ services, conduct energy audits and optimization studies and subsidize small to major retrofits. That’s also to include a new program for apartment buildings with an emphasis on energy advisors, whole building assessments, recommissioning and incentives for measures such as in-suite heat pumps and upgrades to common area lighting, the building envelope and windows.

Another $100 million is earmarked for the new solar rebates, which are expected to be rolled out later this summer for residential customers, small businesses, social housing and Indigenous communities enrolled in the self-generation (formerly called net metering) program. Residential rebates will top out at $10,000 for the installation of solar panels and batteries; small businesses and private apartment buildings qualify for up to $50,000; and social housing and Indigenous communities can secure up to $150,000. As well, large commercial and industrial electricity customers will be eligible for “targeted incentives” and the solar funding envelope is also expected to cover training to build the ranks of B.C.-based installers.

The new energy efficiency plan allocates $60 million specifically for residential programs, $80 million for programs targeted to low-income, social housing and Indigenous consumers and $130 million for the industrial sector. Commercial, industrial and residential customers can all participate in some form of demand response, for which the plan allocates $110 million.

The new time-of-use rate for residential customers will give them the option of differing rates over three periods of the day. Overnight rates from 11 p.m. to 7 a.m. are promised at a discount of $0.05 per kilowatt-hour (kWh) over the standard rate, while energy consumption in the on-peak hours from 4 to 9 p.m. will come with a $0.05/kWh surcharge.

“BC Hydro has acknowledged that this option may not be right for everyone, which is why the choice is completely optional and customers can opt in or out without penalty,” the energy efficiency plan advises.

OMERS to garner $1.35 billion from LifeLabs sale

OMERS has agreed to sell the LifeLabs network of 16 laboratories and 382 collection centres for providing and relaying diagnostic information to U.S.-based Quest Diagnostics for CAD $1.35 billion. The Canadian pension fund acquired the laboratory service, which operates an online portal for conveying test results of an estimated 8 million registrants, in 2007.

“OMERS is proud to have supported LifeLabs’ growth over the last 17 years. Our purchase in 2007 and subsequent investments have helped LifeLabs grow into a great Canadian success story,” says Michael Hill, OMERS’ executive vice president and global head of infrastructure.

The company will retain its Canadian brand, headquarters and management under the new ownership. Quest Diagnostics is a publicly traded company and leading provider of clinical testing, including a track record of specialized services for Canadian laboratories, hospitals and academic institutions. LifeLabs has also been a participant with Quest in a 12-member global diagnostic network for sharing expertise and advancing capabilities.

Quest reported revenue of USD $2.37 billion in the first quarter of 2024, and projects the LifeLabs acquisition will generate CAD $970 million (USD $710 million) in annual revenue. The deal is expected to close by the end of this year.

“We are committed to working with the LifeLabs team to ensure service continuity and enhance access and innovation to meet the needs of Canada’s growing and aging population,” maintains Jim Davis, the company’s chair, chief executive officer and president.

“Quest is the right partner to build on the strengths of LifeLabs and align with our strategic path,” says Charles Brown, president and chief executive officer of LifeLabs. “We sincerely thank OMERS for its investment, leadership, and valued collaboration over 17 years.”

EGBC announces new advocacy body

The Engineers and Geoscientists BC (EGBC) announced it is initiating the creation of an independent advocacy body for engineering and geoscience in British Columbia. The advocacy body is expected to be operational by July 2025.

The decision came following significant review and evaluation of EGBC’s programs and activities as it worked to integrate the requirements of the Professional Governance Act (PGA) into its operations, including adopting a more focused mandate that significantly restricts advocacy.

“Engineers and Geoscientists BC has undergone a significant evolution over the past three years,” noted Heidi Yang, P.Eng., CEO. “With most PGA requirements now in place, we felt the time was right to make this change. We need to refocus our efforts to best deliver our regulatory mandate and advance our Strategic Plan, but in doing so we also wanted to find a way to retain valuable programs that have contributed to a strong and connected community of engineering and geoscience professionals. Divesting advocacy activities to an independent organization creates clarity for both of our roles and allows both regulation and advocacy for the professions to flourish.”

Over the next two years, several of EGBC’s programs and activities will be changing. For example, activities focused on community-building and registrant benefits such as the branch program and the affinity program will be transitioned to the advocacy body. Programs that no longer fit within EGBC’s mandate as a regulator such as the awards program, sponsorships, and the outreach program will be discontinued.

The advocacy body will be established through a steering committee that will select the group’s inaugural board of directors. The steering committee will be in place by August 2023.

EGBC will be providing $250,000 in initial seed money to support the establishment of the advocacy body.

Creating small business pathways to generational wealth

Building generational wealth is complex and requires careful planning, dedication, and wise investments. Franchising, especially in the commercial cleaning and maintenance industry, presents a unique and powerful opportunity for entrepreneurs to achieve financial success and secure their families’ future.

The legacy of franchising

Franchising is a business model that allows entrepreneurs to build a business using a proven system and brand. This can be a great way to create generational wealth, as it offers several advantages over starting an independent business.

One critical advantage of franchising is that it provides access to a well-established business model. Franchisors have already developed a successful business system, and they provide franchisees with the training and support they need to replicate that success. This can save franchisees time and money; they don’t have to start from scratch.

Another advantage of franchising is the ability to tap into a brand that consumers already know and trust. This can give franchisees a significant head start in building their business. Additionally, franchisors often provide marketing and advertising support, which can help franchisees reach their target market and generate leads.

Franchising also offers the potential for high returns on investment. According to the International Franchise Association, the average franchise generates a profit of $82,000 per year. Of course, not all franchises are equally profitable, so it’s essential to thoroughly research the brand before investing.

To leave a legacy for your children or grandchildren, a franchise can be passed down from generation to generation, providing a steady income stream for your family.

Growing your franchise empire for generations to come

Franchising is a beacon of hope, offering entrepreneurs a structured and proven path to financial success. Developing a well-defined growth plan is essential. This plan should outline your business goals, target markets, expansion strategies, and financial projections. It should also consider market demand, competition, and potential challenges.

Providing exceptional customer service is vital to the success of your franchise empire. Ensure your franchisees prioritize customer satisfaction by delivering high-quality products or services, resolving customer issues promptly, building lasting relationships, and exceeding customer expectations. Encourage a customer-centric culture with all franchisees and empower them to make decisions that enhance customer experiences.

Investing in marketing and advertising is crucial for expanding your franchise network and attracting new customers. Develop comprehensive marketing strategies that include both traditional and digital channels. Use social media, search engine optimization, email marketing, and paid advertising to increase brand visibility and generate leads. Collaborate with your franchisees to ensure consistent brand messaging and practical local marketing efforts.

Leveraging technology can streamline operations, improve efficiency, and enhance customer experiences. Implement technology solutions such as customer relationship management (CRM) systems, inventory management software, and point-of-sale (POS) systems. Encourage franchisees to adopt these technologies to optimize operations and deliver seamless customer service. Additionally, explore emerging technologies that can provide a competitive advantage, such as AI, machine learning, and data analytics.

While the benefits of owning a franchise are widely acknowledged, the hidden gem of franchise resale often goes unnoticed and can contribute to a diverse wealth portfolio that can be handed down generationally. This overlooked aspect of franchising presents a wealth-building opportunity that is both lucrative and strategic.

Beyond the financial rewards, franchise resale offers entrepreneurs a strategic exit strategy. It provides a graceful way to transition out of the business while retaining some ownership and control. This flexibility allows entrepreneurs to maintain a connection to their legacy while exploring new ventures or pursuing personal passions.

The value of commercial cleaning and maintenance franchise systems

The commercial cleaning and maintenance industry is increasing and is expected to reach $67 billion by 2026. This growth is driven by several factors, including the increasing demand for commercial cleaning services, the rising cost of labour, and the need for specialized cleaning solutions. A well-run franchise can provide a steady income stream for years and be passed down from generation to generation.

Commercial cleaning and maintenance franchises offer several benefits over starting an independent cleaning business. These advantages include training and support, access to marketing and branding, established processes, and the ability to scale the business.

A franchise may be a good option if you want to start a business in the commercial cleaning and maintenance industry. Franchisors can provide you with the training, support, and resources you need to succeed. This could be a great way to connect with your family and pass down the art of business ownership while creating a legacy for future generations.

Father and son duo Dave and Bill Ross are the Master Franchise Owners for Anago of Western PA, part of the Anago Cleaning Systems brand supporting over 1800 franchises across the U.S. and Canada. For more information about Anago of Western PA, visit AnagoCleaning.com/Western-PA.

Condo associations seek changes to criminal code

Ontario’s leading condo associations are requesting the federal government to amend the Criminal Code of Canada and impose stricter sentencing measures on individuals who commit or attempt to engage in violent assaults against condo directors, officers, managers, and related support staff.

A recently submitted letter from the Association of Condominium Managers of Ontario, the Toronto and Area and Eastern Ontario Chapters of the Canadian Condominium Institute, and the Canadian Chapter of the Community Associations Institute is the fourth in a series of recommendations regarding safety and security in Ontario condominiums.

The associations launched a joint initiative early last year to propose legislative reforms and develop resources following the mass shooting at Bellaria Residences in Vaughan on December 18, 2022. Since that incident, they’ve observed that current safeguards concerning violence against staff are insufficient.

“It is alarming to see a rise in incidents where condominium directors, condominium managers and related support staff are subjected to physical assault while carrying out their responsibilities,” they state. “Actual, attempted or threatened violence not only jeopardizes their well-being but also undermines their ability to effectively fulfill their duties.

“A growing number of directors, the majority of whom are unpaid volunteers, are stepping down, declining re-election, or hesitating to enforce condominium regulations due to concerns for their personal safety from abusive residents. Encouraging owners to volunteer for board positions is more difficult under these circumstances. Many condominium managers feel equally unsafe and are leaving the profession.”

What they propose is amending Section 269.01 of the Criminal Code of Canada to extend protections that include condominium directors, condominium managers and/or agents of the condominium or strata corporation. Currently, s. 269.01 states that an assault on a public transit operator is an “aggravating circumstance” when considering the appropriate sentence.

“The purpose of this provision is to provide an additional deterrent to protect transit operators while performing their duties,” the associations state. “This same rationale applies to those who are fulfilling their duties under various forms of condominium legislation across the country.”

More than two million Canadian households live in condos. ACMO, CCI-T and CAI-C want to send a “clear message that such behaviour will not be tolerated” and that Canada’s criminal justice system takes violent offenses against directors, managers and support staff seriously.

“These persons have a duty to enforce provincial condominium legislation and the governing documents of the condominium corporation that they serve,” they urge. “A person who, through violence, interferes or attempts to interfere with someone who is discharging their duties in this regard should face an increased criminal penalty.”

BC launches Landlord Use Web Portal

A new web portal aimed at improving the residential eviction process in B.C. will be launching on July 18, 2024. Landlords will soon be required to use the new web portal to generate ‘Notices to End Tenancy’ for personal occupancy or caretaker use.

Through this process, landlords are informed of the significant penalties they could face if they are found to be evicting a tenant in bad faith. By requiring landlords to include the information of who will be occupying the home on the notice, the government says tenants will have a better sense of the landlord’s intentions and may provide this information at the dispute hearing if they believe the landlord is acting in bad faith.

“With this new tool, we’re taking action to better protect tenants from being evicted under false pretences and ensure that landlords who need to legitimately reclaim their units have a straightforward pathway to do so,” said Ravi Kahlon, Minister of Housing. “The portal will also provide government with a window to better understand when and how often these evictions occur so that we can continue to build on our work to improve services for renters and landlords.”

While some landlords do need to reclaim their units for the right reasons (i.e. to take over occupancy for a family member), others continue to evict tenants under the guise of landlord use, only to rent out the unit again at a significantly higher rent.

“We’ve worked tirelessly through our BC Eviction project and systems change work to affect this type of change,” said Amanda Burrows, executive director, First United, a community provider for Vancouver’s Downtown Eastside. “Today, we see that advocacy works and this new web portal to help prevent bad-faith evictions is a positive first step toward housing security for over one million B.C. renters. There is still work to do and we will continue to advocate for changes to prevent homelessness and displacement because housing is a human right.”

Effective July 18, 2024, the Province will increase the amount of notice a tenant must receive and the amount of time they have to dispute an eviction. Landlords will also be required to give tenants four months’ notice instead of two months when evicting for personal or caretaker use. Tenants will then have 30 days to dispute Notices to End Tenancy instead of the current 15 days. The person moving into the home must occupy it for a minimum of 12 months and landlords who evict in bad faith could be ordered to pay the displaced tenant 12 months’ rent.

“Protecting a landlord’s right to reclaim a rental unit for personal use is critical to maintaining a balanced rental housing market,” said David Hutniak, CEO, LandlordBC. “It is also important that landlords know their responsibilities when exercising this right and that they understand the risks of bad-faith evictions. The Landlord Use Web Portal will not only educate landlords about the process, but it will also standardize the process for improved efficiency while increasing transparency.”

To learn more about this and other government initiatives to address housing issues, visit: https://news.gov.bc.ca/releases/2023HOUS0019-000436

Chronic property tax arrears at Toronto condo

A downtown condominium complex is a major contributor to Toronto’s property tax arrears with 15 units collectively owing more than $10.2 million. The City’s recently released list of debtors with tax bills surpassing $500,000 identifies five different recalcitrant corporate owners at the 222 Spadina Avenue property, four of which have unpaid balances dating back to 1997.

The City of Toronto acquired three floors of the same building in 2021, where it now offers 84 units of supportive housing in conjunction with the partner non-profit organization, Homes First Society. Background information from Toronto Revenue Services notes that the units on the debtors’ list have also been put up for tax sales at various times, but it has been deemed “not in the City’s best interest” to take title to the property. Nor have other suitable buyers come forward.

The Revenue Services backgrounder chronicles a history of failed efforts to contact the owners via mail and non-response to urgent notices left at the property. “This Spadina Avenue condominium complex has numerous abandoned units,” it reports.

Under the City of Toronto Act, a tax arrears certificate can be issued to property owners when they fail to pay property taxes for two consecutive years, thus serving notification that they have one year to pay the outstanding debt before forfeiting the property through a tax sale. It is expected that tax arrears certificates will be re-registered against the properties in 2024.

“Given that property taxes form a first priority lien on the property, the City’s tax receivables are secure with minimal risk of uncollectable taxes,” the recent report to City Council states. “The use of municipal tax sale proceedings, as prescribed in the City of Toronto Act, 2006, is a proven and effective tool in the collection of unpaid property taxes.”

However, unpaid taxes and accumulated interest at an annual rate of 15 per cent significantly surpass the current value assessment (CVA) of the 15 units at 222 Spadina Avenue, which is collectively pegged at about $5.9 million. The condo units account for a sizable dollar share of the roughly $45.6 million owed by the City’s 29 largest debtors, but are a tiny fraction of the tax base in a City where it’s estimated 97 to 98 per cent of ratepayers pay their full bills in the year they receive them.

Edmonton reopens solar rebate program

The City of Edmonton reopened its Change Homes for Climate Solar Rebate Program on July 2, which offers incentives to multi-unit residential properties that install rooftop solar photovoltaic (PV) systems.

The $1.3 million in rebates will be available to properties with four or more permitted dwellings, and will be administered on a first-come, first-serve basis while funds remain available. Eligible systems must be installed with details submitted by December 16, 2024.

“By making solar energy accessible to a wider range of residents, especially those living in multi-unit buildings, we’re ensuring that everyone has the opportunity to benefit from affordable renewable energy,” said councillor Michael Janz. “This is about equity and ensuring that all our communities can participate in, and benefit from, our energy transition.”

Edmonton invites all eligible multi-unit residential property owners to invest in solar energy, reduce their energy costs and contribute to a greener and more sustainable city. The program also supports local businesses in the renewable energy sector, fostering job creation and economic growth.

Employee retention strategies for commercial cleaners

As ongoing staffing challenges persist throughout the industry, many commercial cleaning companies are looking to attract top talent and increase employee retention.

Recently, Jeff Cross’ Straight Talk! tackled all topics labour-related, including employee turnover, engaging talent, and staff retention. His guest, Jeff Carmon, director of business development at Frantz Building Services and a consultant with Elite Business Coaching, shared his thoughts on labour in today’s commercial cleaning industry.

Managing employee turnover and staff retention is critical in our current economy, when hiring and training is such a costly endeavour. While many employers may be seeking to eliminate staff turnover, learning to manage it is a far more reasonable goal. “It’s an issue that most of us in the building services industry have to deal with,” confirms Carmon, offering some strategies from his experiences that work to help manage today’s labour challenges:

Educate customers on the importance of team members being well-paid.
Create “floater positions,” with employees who can fill in where you need them, especially when you are left short-handed without a two-week notice period.
Hire “right fit” team members by qualifying candidates that will make good cleaners.
Invest in making a connection with new team members to discourage turnover in the first ninety days of employment. Thorough onboarding and training become vital for employees to feel valued right from the hiring stage.
Invest in training “field leaders” who engage with employees, understand their needs, and create the company culture resulting in high retention rates.

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Carmon also introduces some interesting generational trends relating to retention, noting that Boomers typically remain with their employers for five years and beyond, while Gen X and Millennials stay about a year in their positions, on average. This highlights the need to connect with these employees, motivating and supporting them for maximum retention rates.

Seeking input from your teams is also critical, as we look to improve operations and increase efficiency. Getting feedback from staff helps better your business but it also shows employees that you are invested in their future and want to hear their voices. This can help staff feel more a part of the team and a contributor to the success of the business.

Finally, Carmon talks about recognition and rewards, and the part they play in employee retention, suggesting that longevity within the company needs to be at the heart of these programs, as we strive to encourage long-term employment.

As the industry continues to evolve and labour remains a challenge, taking steps to manage employee turnover and retention is a strategy for staffing success.

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