Merrick Architecture reflects on 40 years

Merrick Architecture is celebrating 40 years of serving communities across the Lower Mainland and Vancouver Island.

What began as a small practice in Gaolers Mews has grown into a collaborative studio shaped by talented individuals, dedicated clients, and trusted partners.

The firm story traces its roots through several chapters, beginning with Chandler Kennedy, evolving into Paul Merrick Architects, and ultimately becoming Merrick Architecture Ltd. Guided by the vision and mentorship of founders Paul Merrick and Roger Bayley, the firm developed a culture grounded in thoughtful design, collaboration, and respect for the communities. Today, that legacy continues through the current partners and team, who carry forward the values that shaped the firm’s beginnings while adapting to the evolving needs of our cities and communities.

Over the past 40 years, the firm’s projects have become part of the broader story of the region. From landmark developments to community institutions, each building contributes to the evolving fabric of the places we live and work. Projects such as Vancouver’s Olympic Village, SFU Segal School of Business, The Bay Site in Victoria, Sewells Landing, City Square, the Electra Building and Cathedral Place have helped shape urban neighbourhoods, while places like the Orpheum Theatre renewal, and the Bill Reid Gallery Renovation connect architecture with culture and history.

“We extend our sincere thanks to the clients, consultants, builders, and collaborators who have trusted us and worked alongside us throughout the years. Through changing cities, evolving communities, and the many challenges that come with shaping the built environment, these partnerships have demonstrated resilience, adaptability, and shared commitment. Together, we have created places where people gather, learn, work, and live. Looking ahead, we remain committed to designing spaces that respect their context, support their communities, and give a voice to the people they serve,” said the firm.

Common element alterations carry legal risks

Owners are personalizing their condo communities like never before, adding deck expansions, landscaping upgrades, EV chargers, hot tubs, pergolas, hardscaping, basement walkouts, and beyond. Yet every improvement that touches the common elements brings legal and operational consequences.

In Ontario, these changes fall under Section 98 of the Condominium Act, 1998, which requires two criteria before an owner can alter the common elements: board approval and a registered indemnity agreement between the owner and the corporation. This agreement defines who maintains, repairs, insures, and pays for the alteration, thereby protecting the corporation and ensuring fairness between owners.

But what happens when a corporation has dozens of historical alterations, incomplete records, or owners eager to make improvements? That’s where bulk indemnity agreements have become a powerful, cost‑effective solution.

Why Section 98 Agreements Exist

An indemnity agreement ensures the corporation isn’t stuck repairing or replacing owner‑installed improvements. Without one, courts have consistently ruled that if an alteration sits on the common elements, even if made by a previous owner, the condo may be on the hook for costs.

Here is a classic example shared by condominium lawyers: A beautifully designed but unauthorized decorative feature was installed on an exclusive‑use common element backyard space. When it later deteriorated and caused damage, the new owner demanded repairs, and without an agreement in place, the corporation was liable.

Types of Indemnity Agreements: Individual vs. Bulk

Individual agreements are prepared and registered for each unit whenever a change is approved. They are useful for one-off requests but can become costly, repetitive, and difficult to manage if the number of requests increases.

Bulk indemnity agreements allow a corporation to register one agreement on all units, even if not all owners are altering the common elements that day. This provides blanket coverage for historical improvements, future alterations, turnover of unit ownership, and long‑term risk management. Economies of scale also make it more affordable than processing dozens of individual agreements.

How A Sample Bulk Indemnification Process Could Work?

1. Board decision plus management initiates the process: Once a board chooses to proceed, management contacts the law firm to prepare draft materials and confirm the condo’s unit count.

2. Law firm prepares the package: Drafts typically include owner correspondence, the indemnity agreement, and unit‑specific signature forms. These are reviewed by the board and revised as needed.

3. Owner notification and participation window: Owners receive an explanation of the bulk agreement and a deadline to return their signature form. Condos often increase participation by mentioning the initiative at AGMs or in newsletters before the law firm’s mailing goes out.

4. Collection, follow‑up and reminders: After the deadline, management reports who submitted the forms. The board may choose to register the agreement with participating units only, issue legal reminders, and have management conduct follow‑ups.

5. Final checks and registration: The law firm will confirm current ownership, which is important if a unit is sold mid‑process. The firm then prepares final documents, registers the agreement on title and sends the corporation a copy of the registered notice.

Once the bulk agreement is registered, no additional units can be included. Any future additions would require individual agreements.

When Bulk Agreements Are Especially Valuable

1. Historical clean‑ups: Many condos discover old alterations that were approved but undocumented, unapproved changes still present, and unclear Section 98 compliance on status certificates. Bulk agreements help bring the community back into compliance efficiently.

2. Communities with recurring alterations: Bulk agreements greatly benefit townhome complexes, communities with rear yards, units with outdoor spaces, and buildings with high demand for EV chargers.

3. Boards wanting stronger governance and clarity: A bulk agreement ensures consistency, reduced legal risk, clear enforcement mechanisms and simpler resale processes.

Benefits for Boards, Managers, and Owners

Bulk agreements can reduce future legal exposure for boards, ensure compliance with the Condo Act, and standardize approval requirements. For condominium managers, these agreements minimize administrative burden, simplify status certificate disclosures, and improve record-keeping They also speed up alteration approvals for owners, clarify maintenance and insurance responsibilities, and make the resale process smoother.

Cost Considerations

A typical fee depends on the number of participating units (e.g., $2,500 to $5,000) plus disbursements and taxes. The fee includes preparation and registration. Compared with issuing 20 to 50 individual agreements over several years, bulk agreements often represent substantial savings.

Key Takeaways for Condo Corporations

Every change to the common elements requires a Section 98 agreement. Bulk agreements offer long-term protection and cost-efficiency, help resolve historical issues, and streamline future requests. Clear communication boosts owner participation and reduces delays. Once registered, only participating units are covered, making thorough outreach essential.

Shane Haskell is the owner/founder of Lionheart Property Management Inc.., where he is responsible for the day-to-day operations. Lionheart is an ACMO2000 organization.

Shane has several years’ experience in the financial industry, marketing, project management, real estate and property management industry. He is a principal condominium manager (PCM) and general licensed manager (OLCM) with CMRAO, a registered condominium manager (RCM) with ACMO, and a leader of The Condominium Institute (LCCI). He is a member of CMRAO’s discipline hearing committee and also sits on the board of directors and chairs the marketing committee of the Canadian Condominium Institute Toronto Chapter. He previously sat on CCI’s national executive board and is current chair of the CCI national advertising, resources and communication committee. He is also the president and realtor of Lionheart Realty Brokerage.

WorkSafeBC: construction injury rate down 25 per cent

WorkSafeBC data shows the overall time-loss injury rate in British Columbia’s construction sector has fallen by 25 per cent over the past decade, alongside a 32 per cent drop in serious injury rates.

This improvement is linked to stronger safety management practices, including more effective hazard identification and management that actively involves workers, along with more proactive approaches to safety fundamentals including training, supervision, and psychological safety.

Despite the improvements, construction remains one of the highest-risk sectors in B.C. The industry is now focusing more directly on the hazards that continue to drive the most serious injuries — all of them well understood and preventable with consistent application of effective controls.

Serious injuries continue to be driven primarily by falls from heights and workers being struck by mobile equipment. Musculoskeletal injuries related to overexertion also remain common.

Based on preliminary data:

Over the five-year period from 2021 to 2025, WorkSafeBC accepted approximately 38,000 claims (short-term, long-term and fatal) in the sector, including over 7,400 serious injury claims, 174 of which were fatal. Total claim costs exceeded $1.3 billion.
Musculoskeletal injuries remain the most common type of injury in construction, with nearly 11,000 claims caused by overexertion and other bodily motions during that same period.
Falls from elevation and struck-by incidents also result in significant numbers of injuries in the sector each year. From 2021 to 2025, there were nearly 5,800 injury claims related to falls from elevation and nearly 7,000 involving workers being struck by objects, equipment, or vehicles.

This pattern highlights a persistent gap between what is known about these hazards and how consistently effective controls are applied on worksites.

As many construction projects increase in scale, new challenges are emerging alongside longstanding hazards. WorkSafeBC is placing greater emphasis on large, multi-employer worksites, including major infrastructure and development projects, with a focus on cranes and mobile equipment, pre-job safety planning, prime contractor oversight and coordination, and employer responsibilities for workers and subcontractors.

WorkSafeBC said that employers play a critical role in addressing both longstanding and emerging risks by ensuring hazards are consistently identified and controlled, workers are properly trained and supervised, and health and safety systems keep pace with changing work environments.

Powering up AGMs with smart tools

Annual General Meetings (AGMs) are an essential part of condo governance, but for many property managers, they come with familiar challenges: low participation, repeated reminders, and time-consuming administrative work.

While these issues may seem procedural, they often reflect a deeper problem: many owners aren’t clear on why AGMs matter, how to get involved, or what’s expected of them. This is where modern communication tools can make a difference.

In particular, two tools—elevator screens and electronic voting—are helping improve turnout, reduce confusion, and make meetings more efficient for managers and residents alike.

Using elevator screens to boost awareness

Elevator screens are already used in many buildings to share notices and updates. During AGM season, they offer a valuable channel for reinforcing key information in high-traffic areas like lobbies, mailrooms, and elevators.

The common uses include:

Displaying the AGM date, time, and location;
Sharing voting instructions or proxy deadlines;
Showing quorum progress updates; and
Reinforcing why participation matters.

The advantage lies in visibility and repetition. Reminders are delivered where residents are likely to see them multiple times per day, without adding extra steps to a manager’s workload.

Encouraging participation with e-voting

While raising awareness is important, it doesn’t always translate into participation, especially if the voting process involves paperwork or requires residents to attend in person.

Electronic voting simplifies the process by allowing owners to vote securely from any device, at any time. This makes it easier for:

Off-site owners;
Residents with mobility challenges or demanding schedules; and
Communities with language diversity.

From a property management perspective, e-voting offers clear benefits:

Tracks quorum progress in real time;
Reduces reliance on paper proxies; and
Simplifies meeting prep and post-meeting reporting.

Many communities that have implemented e-voting report reaching quorum before the meeting date and holding shorter, more focused AGMs

A stronger result when used together

Elevator screens and e-voting each bring their own benefits, but together they form a powerful combination. Elevator screens enhance visibility and clarify information, while e-voting provides residents with an easy, accessible way to take action.The result is a smoother, more organized AGM process with less administrative work and higher engagement from owners.

Property managers who have implemented both tools note several improvements:

Fewer last-minute questions;
Quorum reached before the meeting (advance votes count toward quorum);
More prepared board members and owners; and
Reduced time spent managing and verifying ballots.

Even boards that were initially hesitant often become strong advocates after seeing the benefits firsthand.

Supporting a shift in condo governance

AGMs are more than just a legal requirement; they’re an opportunity to foster transparency, accountability, and resident engagement.

As expectations for convenience and digital access rise, tools like e-voting and elevator screens help condo corporations meet these demands while simplifying operations.

These solutions reflect a broader shift toward modern, resident-focused governance. For many communities, they are quickly becoming the new standard.

Valeriia Dolgova is a marketing manager specializing in technology solutions for condominiums and HOAs. She works with CondoVoter, a leading provider of electronic voting and virtual meeting services across North America.

AI‑based platform brings clarity to Canada’s regulatory maze

Navigating Canada’s building codes, fire codes, and municipal zoning bylaws is no easy task, even for professionals who work with them every day. Lawtonica, a new regulatory technology platform launched in 2025, aims to change that by making the process faster, clearer, and easier to manage.

“At its core, Lawtonica is a zoning, building code, and compliance workflow platform,” explained Walelign Sumoro, CMO and co‑founder. “AI is one of the tools we use, but the goal is bigger than AI. We are helping people understand regulations, organize project research, and work through compliance faster.”

According to Sumoro, the platform achieves this by bringing municipal zoning bylaws, provincial codes, national codes, and project‑based tools together in one place. Users can read full documents in the Code Library, browse extracted diagrams, ask document‑specific questions, compare code versions, and collaborate with team members in project workspaces. It also supports address‑based zoning queries, allowing users to enter a property address to see whether a duplex, café, or other use may be permitted, what zoning applies, and which setbacks or requirements are relevant.

Other key features of Lawtonica include an AI assistant, a compliance checker, and a deficiency notice parser where users can turn project deficiencies into structured tasks and RFIs.

Home-grown innovation

The concept of a tech‑based regulatory platform first took shape in 2025 at Queen’s University, where Sumoro and his teammates Zain Al‑Sudani, Ethan Stassen, and Yafet Beyene began developing AI tools to simplify access to Kingston’s bylaws. Their early work won the Kingston Mayor’s Innovation Challenge and demonstrated a clear need for better regulatory accessibility.

Today, Lawtonica is expanding its platform for architects, planners, builders, consultants, municipalities, landlords, homeowners, and anyone who needs to understand zoning and code requirements more efficiently.

For more information and to sign up for a 7-day free trial, visit lawtonica.ca

BOMA Canada susses out smart technology acumen

The Building Owners and Managers Association (BOMA) of Canada is attempting to gauge smart technology acumen within the industry. The association is asking commercial real estate and facility management practitioners to answer a short survey about adoption rates within their portfolios and their own comfort levels with various applications. Findings will be considered in priority-setting and the ongoing evolution of the BOMA BEST Smart benchmarking and certification program.

“Digital in buildings isn’t theoretical anymore. It’s already showing up in how you operate, what you’re expected to report, and how performance gets measured,” the prelude to the survey states. “What’s less clear is what actually helps, what’s useful, what’s noise, and what’s worth investing in.”

Survey respondents can provide input via 19 multiple choice questions that are meant to glean an overarching picture of the most prevalent technologies, how they contribute to operations, asset management and investment decision-making, their costs and paybacks, and barriers to implementation. As well, respondents are asked to assess the value of BOMA BEST Smart or other certification programs and indicate further resources that could be supportive.

Survey administrators estimate it should take seven minutes to complete.

Protecting your facility from cross contamination

As the seasons change, it can be a helpful to assess your practices and procedures, making sure that you are cleaning efficiently, productively, and effectively. With more people heading back into offices and workspaces, keeping people safe, prioritizing hygiene, limiting the spread of germs, and avoiding cross-contamination are more important than ever.

Preventing cross-contamination is not a simple task; it comes down to implementing a strategy with series of consistent protocols that include discipline, training, and accountability. Here are some steps that maintenance managers and janitorial staff can take to keep facilities safer and cleaner by limiting cross-contamination this season:

Create a workflow that starts with low use areas like hallways, moving to high traffic areas like common rooms for cleaning.
Consider implementing a colour-coded system for tools and equipment to stay in designated areas, such as assigning a different colour for restrooms, kitchens, and general office spaces to keep tools segregated.
Disinfect tools and change cloths after the cycle is complete so you can begin again knowing you have a fresh start.
Use proper dilution techniques and manufacturer recommendations to maximize results with appropriate potency
Focus on the floors. Studies show that 90 percent of the bacteria is transferred from shoes to uncontaminated flooring, so create a floor cleaning protocol, install entrance matting to try and capture germs, and clean or change the mats frequently.
Maintain tools to keep them functioning their best. For example, laundering microfibres with cotton, over-drying them, or using fabric softeners can damage fires, reducing the capacity to capture and hold contaminants.
Install hands-free restroom technology to help limit the spread of germs. Include touchless taps, dryers, toilets, and doors to limit germ transmission in restrooms.
Encourage staff to stay home if they are unwell to try and limit the amount of germs that enter your facility.

Cross-contamination is a risk that can be mitigated with strict, consistent protocols and regular staff training. Keep employees and visitors safe, and your facility clean by implementing a strategy to limit cross-contamination.

Feds scrutinize telecom tower approval process

Federal regulators are proposing to update the approval process for new telecom tower sites to reduce paperwork and impose a more structured framework for how local planning authorities can intercede. A newly launched public consultation seeks input on various proposed rule revisions, including shifting some of the required steps to a digital platform and scoping the opportunities for outside parties to participate.

The move responds to a trio of the Canadian government’s stated goals: to promote competition in the telecom sector; to improve access to wireless communication services; and to reduce administrative burden that could stifle innovation, investment and/or productivity. Regulatory overseers at Innovation, Science and Economic Development Canada (ISED) note that current rules date back to 2008 and enshrine what are now archaic requirements for tower proponents to send printed correspondence to designated affected parties.

Alternatively, ISED now suggests much of the mandated notification and sharing of documents can occur through a new online portal. Proponents seeking the federal ministry’s approval for tower sites would still be required to communicate those plans with the local planning authority, businesses surrounding the site and the general public. However, it’s proposed they would do so by posting a sign at the potential site to indicate their intentions and direct interested parties to a website where all required details would be posted.

As part of that communication process, proponents would be required to address prescribed questions covering: how the new tower will improve service; why they chose the site and what alternatives were considered; how health, safety, environmental and aesthetic impacts have been considered; and what resulting controls will be in place.

The public would then have 30 days from the time the notification is posted online or the signage is erected at the site, whichever is later, to convey “reasonable and relevant concerns” about the proposed tower site. However, proponents would be required to respond only to the concerns of those who live or operate businesses within a defined radius of the site, measuring out to a distance equivalent to three times the height of the proposed tower.

Meanwhile, ISED proposes a new timeline of 45 calendar days for local planning authorities to concur with or dispute a proposed tower site, and additionally identifies three “valid concerns” that would justify withholding of concurrence. Local planning authorities would have to notify ISED and provide supporting documentation of their valid concerns before the 45-day period expires in order to trigger a dispute resolution process. Otherwise, it would automatically be deemed that they have concurred.

Stakeholders and the general public have until July 16, 2026 to submit comments on the proposals. As well, ISED is soliciting opinions on “gaps and/or opportunities” related to facilitating sites for small cell antennas, even though they are typically not captured in the rules that apply to tower structures.

ACEC-BC recognizes best in consulting engineering

The Association of Consulting Engineering Companies British Columbia (ACEC-BC) recognized the best in consulting engineering at its annual Awards for Engineering Excellence Gala.

This year’s awarded projects reflect the breadth of challenges engineers are being asked to address across the province: protecting communities from escalating natural hazards and restoring critical transportation infrastructure through innovative, collaborative delivery models.

McElhanney earned the top award with The Tank Hill Project – BC Highway Reinstatement Program receiving the Lieutenant Governor’s Award and an Award of Excellence in Bridges. The company also took home an Award of Merit in Municipal & Civil Infrastructure for Cold Spring Creek Debris Flow Mitigation.

The Tank Hill project restored two primary transportation arteries in one of British Columbia’s most constrained and high-risk corridors. Through collaborative delivery, technical innovation, and climate-adaptive engineering, the project was completed under an accelerated schedule, exceeding targets across financial, social, and operational metrics. The overall success of the Alliance model has established a new benchmark for partnership-driven infrastructure delivery.

Award of Excellence winners:

RJC Engineers – Tsawwassen First Nation Elders Centre (Buildings)
GHD Limited – Memorial West Trenchless Sewer Upgrades (Municipal and Civil Infrastructure)
Urban Systems & BASIS Engineering – Highway 8 Reinstatement – Sites 9 and 10 (Transportation)
Binne – Silver Skagit Road Flood Recovery (Natural Resource & Habitat)
Knight Piésold – 1,230 MW Site C Clean Energy Project: Temporary Civil Works Detailed Design and Construction Monitoring (Energy & Industry)
CIMA Canada – Decisio: A new era of building performance analysis through detailed energy modelling (Soft Engineering)
Hedgehog Technologies – Solar North: The Haida Nation 2 MW Solar Array & Microgrid Controller (Small Firm Projects)

ACEC-BC also recognized individuals for career contributions to the consulting engineering profession, industry, and the broader community.

Meritorious Achievement Award: Asifa Samji, MBA, B.Sc., B.Tech., Chief Human Resources Officer Stantec.

Equity, Diversity & Inclusion: ISL Engineering

Client of the Year: BCIT

Future Leader Award: Jessica LeNoble, project engineer, KWL and Joe Braun, partner, Flow Engineering

New Vancouver Salmon Stone childcare centre opens

Salmon Stone Childcare, a purpose-built, 49-space facility for children aged 0 to 5 years, has opened in south Vancouver.

Located at 3010 East Kent Avenue South, the 11,000-square-foot facility includes an outdoor enclosed playground, dedicated nap rooms and flexible multi-purpose program space. Following a competitive process, the City selected South Vancouver Neighbourhood House to operate the childcare facility on a non-profit basis.

“The city is making considerable progress expanding childcare across Vancouver,” said Mayor Ken Sim. “Salmon Stone Childcare will be a valued resource for South Vancouver families for generations to come, supporting parents, strengthening the West Fraserlands neighbourhood and helping ensure this vibrant and growing community continues to thrive.”

The opening of Salmon Stone Childcare is part of the city’s ongoing commitment to support childcare expansion across Vancouver. Upcoming childcare centres include:

Childcare at the new elementary school in Coal Harbour (opening fall 2026 in Downtown Vancouver).
Childcare at Oakridge Civic Centre (estimated to open in early 2027 in the Oakridge area).

The City of Vancouver contributed $10.7 million to the project and the Province of B.C. contributed an additional $6.2 million.

“High-quality, affordable, and reliable childcare has been a game changer for families and B.C.’s economy. Salmon Stone Childcare is the result of strong collaboration with the city and community partners. Together, we are creating welcoming, high-quality childcare spaces where children can build skills, explore their interests and develop a strong foundation for the years ahead,” said Minister of Education and Child Care Lisa Beare.

RFP reflects Nova Scotia wood heat directive

The Nova Scotia government is procuring wood heat for four hospitals and a community college campus. A newly issued request for proposals (RFP) marks the rollout of a provincial policy to convert public buildings from fossil fuel systems to locally derived wood heat sources when such opportunities arise. That’s part of a broader mandate, adopted in 2025, to prioritize wood construction and heating in the province’s public buildings.

“We are seizing an opportunity to prioritize a local product from our forestry sector that also makes our province more self-reliant and energy secure,” says Fred Tilley, Nova Scotia’s Minister of Public Works.

Prospective proponents have until June. 24, 2026 to bid on providing heating services for the five facilities, which include: Digby General Hospital; St. Martha’s Regional Hospital in Antigonish; Roseway Hospital in Shelburne; Soldiers Memorial Hospital in Middleton; and the Kentville campus of Nova Scotia Community College. As per the Nova Scotia government’s directive, wood pellet, biomass or biofuel options will be considered.

Once converted, the five sites will join 20 other public buildings throughout the province, including schools and hospitals, that currently rely on wood heat. The province is also promoting wood-based district energy in future developments.

“This is a great way to create new opportunities for our forestry industry and for companies to start new business models,” says Kim Masland, Nova Scotia’s Minister of Natural Resources.

Mastering multi-site consistency during peak season

Peak season has a way of testing every assumption in facility services. What works across multiple locations during steady periods can start to break down quickly when demand increases. Summer months bring fluctuating occupancy, increased foot traffic, and shifting client expectations. For operators managing multiple facilities, the challenge isn’t just keeping up; it’s maintaining consistency across all sites simultaneously.

Performance can easily vary under pressure: one location stays on track while another begins to slip, a strong team at one site compensates for gaps at another, and over time, that imbalance creates a fragmented client experience.

Consistency is not something that happens by accident; it’s built into the operation long before peak season arrives.

Where multi-site operations break down

In a single facility, challenges are easier to spot and correct, but in a multi-site environment, small inconsistencies can go unnoticed until they become larger issues.

During high-demand periods, the most common breakdowns are not dramatic, they are subtle shifts in execution. Cleaning frequencies fall slightly behind schedule. Communication becomes less frequent. Supervisors focus on immediate problems instead of reinforcing standards.

When this happens, each site begins to operate a little differently. For clients, that difference is noticeable when expectations are based on the brand, not the location. When one facility delivers a different level of service than another, customer confidence starts to erode.

The risk increases when teams move into reactive mode, and without a clear structure to guide performance, even experienced operators can struggle to maintain alignment throughout locations.

Systems create stability across locations

Consistency across multiple facilities starts with systems that are designed to scale, and standardized processes are the foundation. Every site should operate from the same playbook, with clearly defined expectations for cleaning frequencies, quality standards, and reporting. When those standards are consistent, teams can execute with confidence, regardless of location.

In a successful model, that consistency is reinforced through structured onboarding, comprehensive orientation, and ongoing education. Unit franchisees and their teams are equipped with the same tools and expectations from the start. That alignment becomes especially important during peak periods, when there is little room for uncertainty.

Technology also plays a role: clear communication channels, shared reporting systems, and visibility into performance allow operators to identify issues early. When you can see where a site is falling behind, you can address it before it impacts the client.

Consistency is not about rigidity; it’s about creating a framework that supports reliable execution.

Supporting franchisees to drive performance

As a Master Franchise owner, my responsibility is not to manage each site directly. It’s to support the Unit Franchisees who are responsible for the day-to-day operations, and that support becomes more critical during periods of increased demand.

We work closely with our franchisees to review site performance, identify potential gaps, and reinforce best practices. Regular check-ins provide an opportunity to address challenges before they escalate and to share insights that can be applied spanning multiple locations.

In one instance, a franchisee managing several high-traffic facilities began to experience service delivery inconsistencies as summer demand increased. Rather than focusing on one site at a time, we stepped back and evaluated the broader system. We identified gaps in communication between shifts and adjusted how expectations were handed off from one team to the next.

The result was not just improvement at a single location, it improved alignment across all sites they managed. That’s the advantage of a system that supports the operator, not just the task.

Focus on what clients notice most

During peak season, clients aren’t evaluating every detail of a cleaning program, they’re reacting to what they see and experience. Issues like entryways that collect debris more quickly, restrooms that require more frequent attention, high-touch surfaces that need consistent care throughout the day. It’s areas like these that shape customer perception.

Maintaining consistency means prioritizing these high-impact touchpoints in every location. It also means reinforcing expectations with teams so there is no variation in how standards are applied. When every site delivers the same level of attention to these details, the brand experience remains consistent throughout locations.

Turning complexity into competitive advantage

Managing multiple facilities will always involve complexity, and peak season amplifies that complexity, but it also creates an opportunity. Operators who rely on reactive decision-making often struggle to keep up. Those who invest in systems, support their teams, and maintain clear expectations can deliver consistent results even under pressure.

The difference comes down to alignment in processes, communication, and expectations. When those elements are in place, consistency is not something you chase; it becomes part of how the operation runs every day. And in a multi-site environment, that consistency is what sets you apart.

Alex Caravaggio is the Master Franchise Owner for Anago of Colorado/Southern Ohio, part of the Anago Cleaning Systems brand, supporting over 1800 franchises across the U.S. and Canada. For more information about Anago of Colorado/Southern Ohio, visit www.AnagoCleaning.com/Colorado and www.AnagoCleaning.com/SouthernOhio.

Immersive studio conjures decarbonization

Decarbonization and energy efficiency materialize with real-world context in a newly launched immersive studio that’s now freely open to building operators, skilled trades, students and others interested in sustainable technologies and high-performance building systems. The Building Owners and Managers Association (BOMA) of Canada is sponsoring the space and four facilitated learning modules that harness virtual reality simulations, digital twins and 3D case studies to help participants visualize and get a hands-on feel for integrated, cleantech applications and systems.

EPiCS — an acronym for the Enspire Potential Immersive Cleantech Studio — is an element of BOMA Canada’s Enspire program. Funded through the Canadian government’s deep retrofit accelerator initiative, the program is intended to cultivate knowledge, skills, professional and business networks needed for widescale reduction of greenhouse gas (GHG) emissions on a pressing timeline. The studio, located in Toronto’s King West district bordering the downtown core, allows learners to step into multimedia scenarios that replicate the interconnectedness of building systems and sustainability features via visualizations of electrical/mechanical rooms, control panels, HVAC delivery networks, building envelope assemblies, etc.

“One of the biggest challenges in decarbonizing buildings isn’t just the technology, it’s ensuring that the people have the skills to use it effectively,” Susan Allen, president and chief executive officer of BOMA Toronto, observed during a recent event to introduce the studio’s purpose and services. “EPiCS directly addresses this gap. This is exactly the kind of capacity building our industry needs.”

“Immersive technology can help people better understand how building systems work together in practical environments,” concurred Dean Karakasis, executive director of BOMA Ottawa. “Reading about a building automation system in a manual is one thing. Experiencing it in an interactive environment is something completely different. This kind of learning helps make complex technologies more understandable, more accessible and, ultimately, more useable for the people operating our buildings.”

The EPiCS menu offers four distinct learning streams, focusing on:

existing building commissioning;
building performance;
retrofit planning; or
skilled trades for cleantech and green construction projects.

Sessions are divided into roughly 30-minute components, beginning with a general overview, then going in for a deeper dive followed by a participant-focused interactive module or workforce development module. Information is presented through an interactive touch-wall format with pop-out multimedia content on separate screens. Groups of up to roughly 10 can be accommodated, and the complexity of the content can be geared to each user group.

Building owners/managers, skilled trades and technicians, emerging and mid-career retrofit professionals or career candidates exploring cleantech pursuits are all encouraged to register for the free sessions. As well, EPiCS program managers can adapt supplied data for projects teams that want to meet in the space to review and brainstorm over visualizations of their own (or their clients’) assets. Toronto-based post-secondary institutions including Toronto Metropolitan University, University of Toronto and Humber College are also considering working the studio’s capabilities into their curriculum options.

BOMA Enspire program administrators are expecting at least 1,000 learners to pass through EPiCS over the coming 10 months before the pilot shuts down in late March 2027. That will be in sync with the scheduled wrap-up of deep retrofit accelerator programs.

Thus far, funding has flowed through to more than 22,000 buildings across Canada through two completed tranches of BOMA Enspire:

the quick-start audit initiative, which provided up to $10,000 to cover up to 100 per cent of the costs of conducting an ASHRAE-level audit in qualifying Class B and C commercial buildings; and
the building performance excellence (BPE) excellence initiative, which provided up $125,000 per building to cover up to 80 per cent of the costs of optimizing energy performance or laying the groundwork for a deep retrofit in qualifying Class B and C commercial buildings.

A third program, the Retrofit Ready initiative, rolled out earlier this spring. It provides 60 to 80 per cent of the costs of professional and technical services required for preparation and/or implementation of deep retrofits. Incentives are targeted to Class B and C commercial buildings and public sector facilities, excluding buildings that are part of the federal government’s portfolio.

“Programs like EPiCS carry genuine value as we strive for low-carbon operations and the need to attract new talent to our industry,” asserted Neil Lacheur, chair of BOMA Canada and vice president, real estate management services, for Avison Young in Canada. “As part of BOMA Enspire’s capacity building strategy, EPiCS supports education and accelerates clean tech adoption in the built environment. It also affords us with the opportunity to learn and to inform future initiatives.”

Recycling bin giveaway launches across Manitoba

Manitobans can now access free recycling bins designed for condos, apartments, mixed-use spaces, and single-family households through the end of summer.

The Canadian Beverage Container Recycling Association (CBCRA), a non-profit that operates the Recycle Everywhere program, announced its “You’ve Bin Asking” initiative will bring pop-up giveaways to Winnipeg, Gimli, Steinbach, Brandon, Thompson and southern Manitoba. The program also includes on-the-go bin bags.

“There are more than 85,000 Recycle Everywhere bins already in place across Manitoba, one for every 17 Manitobans, and the province has reached a 75 per cent recovery rate for beverage containers,” said Ken Friesen, executive director at CBCRA. “But the research tells us there is still more we can do to make recycling easier and more convenient.”

The CBCRA recently commissioned consumer research that found 91 per cent of Manitobans recycle at least some eligible items at home, including empty beverage containers. However, among Manitobans who do not recycle all eligible beverage containers at home, 16 per cent say their container gets too full. When away from home, lack of access is an even bigger barrier, with 39 per cent citing a lack of beverage container recycling bins as a reason they do not always recycle.

Jill Knaggs, director of stakeholder relations at CBCRA, said the initiative was developed directly from listening to Manitobans. “Most people in our province already understand the importance of recycling, and many are doing their part,” she said. “Our role is to continue removing barriers, improving access and making beverage container recycling as easy as possible.”

CCI Toronto renews call for condo law amendments

The Canadian Condominium’s Toronto & Area chapter is urging Ontario’s auditor general for renewed condo oversight. The association, which represents more than 2,500 condo corporations, sent a formal letter to Shelley Spence regarding outstanding recommendations outlined in the 2020 Value-for-Money Audit: Condominium Oversight in Ontario and its 2023 update, both compiled under Bonnie Lysk’s leadership.

The Ministry of Public and Business Service Delivery had an opportunity to proclaim changes to the Condo Act that would have allowed many key changes to move forward.

“On December 31, 2025, the deadline to proclaim these changes expired and although many were preserved through the passing of Bill 72 The Buy Ontario Act; changes related to reserve funds, procurement, budgeting and chargebacks were not preserved and remain of critical importance to Ontario’s condos and impact the affordability of housing for many Ontarians,” the letter states.

“It is our view that the failure to implement critical recommendations is of sufficient importance that the Office of the Auditor General should update its report, or consider a new report based on the current needs of the Condominium market,.”

Reserve funds relate to one proposed amendment that was not extended. According to the Condominium Authority of Ontario, amendments would have provided more guidance on what adequate funding means when it comes to condo reserve funds, as well as what qualifies as a major repair. Corporations that don’t keep an adequate fund would have been forced to get an expert’s written opinion on whether an early reserve fund study was needed.

Additional amendments would have opened the door for regulations to define a set process for how all condos in Ontario need to conduct their procurement processes. They also would have increased transparency around chargebacks, with new regulations that define more scenarios where condos could issue chargebacks to owners, as well as a mandatory notice and timelines for corporations notifying owners about chargebacks and how owners can respond.

Progress update on Housing Accelerator Fund

A recent update on the Housing Accelerator Fund (HAF) highlights measurable progress as municipalities implement local policy changes to increase housing supply. According to CMHC, thirty‑two municipalities have met or exceeded their program commitments, making them eligible for additional federal reinvestment. More than $42 million is being allocated back to these communities, supporting an estimated 1,300 additional residential building permits.

“Our government is removing barriers and cutting red tape to enable more housing in communities across Canada,” said Gregor Robertson, Minister of Housing and Infrastructure and Minister responsible for Pacific Economic Development Canada. “We reward local governments that are delivering real results and building more homes faster. By reinvesting in proven success, we are helping more Canadians access the housing they need.”

Since the launch of the HAF in 2023, municipalities receiving support have issued more than 334,000 residential building permits, and available data indicates that the program is contributing to faster approvals and increased housing activity.

To accelerate rental construction, several municipalities have introduced targeted reforms. Some cities have updated zoning bylaws to permit as‑of‑right multiplexes in low‑density neighbourhoods, enabling more small‑scale rental units. Others have created fast‑track approvals for purpose‑built rental projects or removed minimum parking requirements near transit to reduce construction costs. Municipalities have also expanded permissions for secondary suites and laneway homes, increasing the supply of lower‑cost rental options.

These actions were outlined in locally developed Housing Action Plans submitted in exchange for federal funding. Taken together, CMHC says the policy changes are helping municipalities speed up approvals and support increased housing construction across the country.

Saint-Laurent unveils plan for Québec’s first industrial TOD

Montreal’s Saint-Laurent borough has unveiled two master plans that will reimagine the southern part of its territory and include Québec’s first industrial transit-oriented development.

The area is currently undergoing rapid transformation due to population growth and the arrival of the new REM automated light-rail transit system. The newly released Hodge-Lebeau plan aims to gradually redevelop aging industrial sites in order to create safer and greener streets, easier walking and cycling routes, and more local shops and services all centred around the Côte-de-Liesse intermodal station.

A second master plan spans nearly 300 hectares across four key southern gateways into Saint-Laurent—Alexis-Nihon, Marcel-Laurin and Décarie boulevards, along with Avenue Sainte-Croix—and will gradually transform industrial and commercial lands into transit-oriented mixed-use neighbourhoods.

Both projects will roll out across several phases, leading up to 2050.

Industrial Innovation through the Hodge-Lebeau TOD Plan

The Hodge-Lebeau TOD Plan centres on five major changes. An innovation and mobility hub beside the Côte-de-Liesse REM station will feature a 6,000-square-metre public square and a pedestrian and cycling overpass above the railway tracks.

The plan also calls for densifying industrial sites and transforming the Hodge and Benjamin-Hudon corridor to improve access to the REM station through eastbound one-way traffic, protected bike lanes, widened sidewalks and expanded tree canopies.

Additional strategies include encouraging shared facilities and services among businesses, such as parking and storage, and introducing an active mobility path to the east, at the heart of the mega-blocks, which links Wright and Deslauriers streets to Rue Lebeau with a shaded and safe east-west connection.

Reimaging Saint-Laurent’s Gateway Areas

The “gateways” plan proposes pedestrian-friendly streets, housing, offices, retail, community spaces and public amenities, and up to 160,000 square metres of green space to address heat islands and stormwater management. In the long term, the project aims to accommodate 10,000 new residents, create 200,000 square metres of business space, add 25,000 square metres of retail and services, and establish a new school and community facilities.

Families can eventually expect mini-parks and play areas all connected to the future linear park. For students, the transformation will mean easier access to the Du Collège metro station in addition to educational hubs (Cégep Saint-Laurent and Vanier College) as well as service centres. People working in the area can expect clear street layouts, safe routes and more eating and service options.

“With these two plans stemming from our strategic planning, we are laying the groundwork for future developments and improvements that will need to reflect our proposed vision: a community that is even greener, more innovative, better connected and more attractive—for both residents and businesses alike,” said Mayor Alan DeSousa. “We aim to redevelop key sites, calm down and connect streets and create high-quality public spaces so that Saint-Laurent continues to be a place where people live, work and innovate even better than before.”