Winners of second annual Spotless Spaces Competition are announced

ISSA, the Association for Cleaning and Facility Solutions, and Tork, the global leader in professional hygiene, are proud to announce the winners of the second annual Spotless Spaces Competition. This exclusive ISSA-member benefit showcases the teams that go above and beyond to create safe, healthy, and accessible environments. From sparkling floors to fresh, inviting spaces, these teams set the standard for cleaning excellence.

“The Spotless Spaces Competition represents the very best of our industry worldwide – where precision, innovation, and a deep commitment to excellence come together,” said ISSA Executive Director Kim Althoff. “These companies are not just raising the bar – they are redefining it, creating environments where health, safety, and well-being are protected at the highest level. Their work sets a global standard and serves as a benchmark for what this industry can and should achieve and we applaud them.”

The Tork Think Ahead Facility Excellence Award honors a facility that demonstrates a best-in-class approach to hygiene for people and planet, selected following a rigorous criterial set by Tork. The U.S. and International Spotless Space of the Year winners were selected through an extensive voting process that engaged both industry professionals and the public.

This year’s winners include:

Tork Think Ahead Facility Excellence Award Winner: American Museum of Natural History, New York, NY

“Creating a clean, welcoming environment is essential to the visitor experience,” said Michael S. Freshour, Senior Director of Custodial Services at the American Museum of Natural History. “I’m incredibly proud of our custodial team, whose hard work ensures a seamless, and comfortable, experience for every guest. This recognition is a testament to the consistency, professionalism, and care our team demonstrates on a daily basis.”

U.S. Spotless Space of the Year Winner: Tampa Bay International Airport, Tampa, FL; Maintained by Flagship Facility Services, Inc.

“We’re incredibly proud of our team and our partnership with Tampa International Airport. Maintaining a spotless environment in such a high-traffic facility takes dedication, teamwork, and a shared commitment to excellence. This recognition from ISSA reflects the pride we take in delivering a clean, safe, and welcoming experience for every traveler who passes through Tampa Bay International Airport (TPA),” said Derrick Deadwiler, Senior Vice President of Operations for Flagship Facility Services, Inc.

International Spotless Space of the Year Winner: Quito Metro Stations, Quito, Ecuador; Maintained by Forto Facilities

“From Ecuador to the world, FORTO FACILITIES demonstrates that ensuring mass transit systems at a spotless standard is possible, 24/7. Being recognized as the International ‘Spotless Space of the Year,’ with Metro de Quito stations awarded among the cleanest spaces globally, reflects the standard our team has built through discipline, excellence, and an unwavering commitment to every detail, every day,” said Andres Prado, President of Forto Facilities.

The Spotless Spaces Competition is an important feature of International Cleaning Week 2026, held from March 23-28. This global event underscores the cleaning industry’s vital role in protecting public health and driving economic impact.

For more information about the Spotless Spaces Competition, its winners, runners up, and finalists visit issa.com/advocacy/international-cleaning-week/spotless-spaces-winners-2026. To view last year’s winners, visit this link.

Ontario unveils new business tax measures

Ontario’s business operators got notice of some targeted tax relief, some new tax deferral flexibility and a looming tax credit termination in the newly released 2026 provincial budget, but there is still no indication when a comprehensive property value reassessment can be expected. That’s in addition to other announced stimuli for the housing sector.

Entities that qualify for the small business corporate income tax rate can look forward to reduced payouts, with the Ontario government’s promise to cut the provincial levy by a full percentage, taking it down to 2.2 per cent as of July 1, 2026. That applies on the first $500,000 of annual active business income, provided that the taxpayer is a Canadian controlled private corporation (CCPC) that holds no more than $10 million in taxable capital in Canada. As well, other CCPCs up to a threshold of $50 million worth of taxable capital are eligible for prorated discounts on Ontario’s full corporate rate (11.5 per cent) for their first $500,000 of earnings.

“Through the preferential small business CIT (corporate income tax rate) rate, the Province already provides $3.45 billion per year in CIT relief to small businesses across Ontario,” the budget document reports.

It’s estimated that more than 375,000 Ontario businesses will see an additional tax reduction of as much as $5,000 once the new measure is in place for the full 2027 tax year. In 2026, eligible taxpayers will receive a blended discount, combining the differing rates in the first and second halves of the year, which is projected to equate to $230 million in foregone provincial revenue for its 2026-27 fiscal year. That will then climb to $450 million in 2027-28.

Meanwhile, there are just nine months left to make use of the regional opportunities investment tax credit, which provides a 10 per cent rebate on up to $450,000 of the costs of acquiring, constructing, expanding or renovating a commercial or industrial building in 34 designated jurisdictions throughout northern, eastern, central and southwest Ontario. The refundable tax credit for CCPCs was introduced in 2020 as an economic stimulus measure in regions of the province where the employment growth rate lagged the provincial average during the years from 2009 to 2019. That covers most areas except Ottawa, the Greater Toronto and Hamilton Area and the Barrie, Niagara, Kitchener-Waterloo and Guelph vicinities.

The tax credit — which was temporarily bolstered to 20 per cent for a 21-month period during the COVID-19 pandemic — applies on qualifying expenditures in excess of $50,000 up to a ceiling of $500,000. The Ontario government intends to eliminate it as of Jan. 1, 2027, citing an employment uptick in the subject regions and a desire “to focus tax support more broadly through measures like the proposed small business CIT rate cut and accelerated write-offs” (the latter which are aligned with new federal tax measures).

It’s projected the tax rebate’s termination will garner $17 million in additional provincial revenue in the 2026-2027 fiscal year and $70 million in 2027-28. In contrast, new flexibility to defer upfront tax on insurance premiums when payments are made into a funded benefit plan is projected to cause a $115 million dip in revenue in 2026-27.

Under Ontario’s Corporations Tax Act, plan holders (employers) and members (employees) currently must pay tax on insurance premiums — set at 2 per cent on life, accident and sickness insurance premiums — when contributions are deposited into a funded benefit plan, which has a regular schedule of specified amounts to maintain a balance that exceeds foreseeable payouts in the 30-day short term. For all other types of benefit plans, defined as “unfunded”, tax on insurance premiums is owing only when payouts to members are withdrawn.

The Ontario government now proposes to give plan holders with funded benefit plans the choice to defer the insurance premium tax until funds are withdrawn. Legislation is included in the budget bill to enable the change as of April 1, 2026, but yet-to-be-drafted regulations will be required to establish rules and procedures for revoking/adopting tax payment options. The explanatory notes accompanying the budget bill state that “the regulations may have retroactive effect”.

The budget document announces that Ontario municipalities will be relieved from the administrative task of distributing education property taxes (EPT) to school boards beginning in 2028, and it hints that the government is considering new policy options related to property tax rates for new purpose-built student housing. However, the timing of the next provincial property reassessment is not divulged — six years after that exercise was initially postponed and 30 months after a review of the property assessment and taxation system was launched.

“The government continues to receive feedback on approaches that could make the property assessment and taxation system more effective from a broad range of stakeholders, including residential and business property owners and their affiliated organizations and the professional property tax and assessment sector,” the budget document states.

The budget document announces that legislative changes are pending to designate the provincial government as the administrative body responsible for conveying funds collected through education property tax to school boards, and promises the provincial government will “work closely” with municipalities and school boards before implementing new processes. As proposed, municipalities would remit the education portion of property taxes directly to the Ontario government, which would then combine the EPT with the province’s share of education funding into one streamlined payment to school boards.

“School boards would continue to receive their full funding but would receive it directly through provincial payments, rather than separate payments from municipalities and the Ministry of Education,” the budget document states. “This measure would significantly reduce the number of transactions between municipalities and school boards and thereby lessen both the administrative burden and costs for Ontario, municipalities and school boards.”

Ontario opens new round of community accessibility grants

The Ontario government has opened applications for the second round of the Enhancing Access to Spaces for Everyone (EASE) Grant, which awards up to $60,000 for small capital projects that improve accessibility for people with disabilities and older adults.

A newly announced investment of $2.25 million will help more municipalities, not-for-profit organizations and Indigenous governing bodies to retrofit their community spaces. Examples of potential projects include installing charging stations for mobility devices, installing mobility mats at beaches and building accessible washrooms at parks.

Funding from the first round of EASE grants, announced earlier this year, is helping to realize current projects underway.

The include, Brock Township Public Library Board, which is renovating Beaverton Library’s service counter and computer area with height-adjustable desks, ergonomic shelving, and visual enhancements. The Environment Network is retrofitting the Collingwood Community Garden with accessible pathways, raised beds, seating, and wayfinding systems. The Township of Central Frontenac is using $58,000 to retrofit Olden Community Hall by installing a ramp, railings, and a new door with a power operator.

“Our government is continuing to make critical investments to ensure people of all ages and abilities stay active, engaged and connected to their communities,” said Raymond Cho, minister for seniors and accessibility. “As we open applications for the EASE Grant, I encourage organizations across Ontario to come forward with projects that create accessible, welcoming and inclusive spaces.”

Applications for the EASE Grant are now open. Eligible organizations have until May 7, 2026 to submit their applications.

Port Hardy Hospital upgrades to start this summer

The Port Hardy Hospital will be expanding and modernizing its emergency department with construction anticipated to start in summer 2026.

Construction will take approximately three years using a phased approach to minimize service disruption, with completion in late 2029.

Port Hardy Hospital opened in 1980 and is the largest hospital in northern Vancouver Island region, with more than 6,000 emergency room visits annually. This will be the first major upgrade to the hospital since its opening.

The improvements include:

upgrades to the emergency department, including a building extension and ambulance canopy
conversion of existing office and storage space into long-term care rooms for seniors, with up to five beds
new culturally safe spaces, including a sacred space and Indigenous health office, to support the delivery of culturally safe care
expanding and modernizing the maternity delivery suite
expanding and modernizing laboratory services
morgue expansion
21 new parking stalls and rough-in for future electric-vehicle charging stations
expansion of administrative areas to improve staff workspaces and increase efficiency.

“This project will help support patients, staff and the broader community in Port Hardy for decades to come,” said Minister of Infrastructure Bowinn Ma. “Modernizing this facility will strengthen the region’s health-care system, investing in the infrastructure we need to make sure people on the northern Island have access to reliable, high‑quality services close to home.”

Ontario’s push to restart housing activity

Ontario’s Budget 2026 arrives at a moment when the province’s economic landscape is being reshaped by forces beyond its borders. With global tariff escalations driving up the cost of steel, lumber, and manufactured building components, squeezing already tight construction margins, the province continues to grapple with a deep housing shortage, rising rents, and a labour market marked by both job insecurity and rapid technological disruption. Meanwhile, Artificial Intelligence and related building innovation are transforming industries at a pace that challenges traditional policy frameworks, leaving employers and workers navigating a period of profound transition. Against this backdrop, Premier Doug Ford has released a budget containing several key measures to address affordability and boost housing supply.

“In the face of tariffs and economic uncertainty, our government is working closely with the federal government to do everything we can to lower costs for families, keep workers on the job and build the most competitive, resilient and self-reliant economy in the G7,” he said.

On the housing front, the removal of the full eight per cent provincial portion of the HST on qualifying homes and purpose‑built rental housing is a significant step for developers. The budget also continues to provide housing‑enabling infrastructure funding through the $4‑billion Municipal Housing Infrastructure Program and the $1.2‑billion Building Faster Fund, which rewards municipalities that make measurable progress in getting new homes underway.

Since 2023, the HST rebate has been an effective motivator for purpose-built housing development, making its continuation a critical pillar of the province’s strategy to revive housing activity. Kevin Fettig, President of CMI Financial Group and former senior leader at the Bank of Canada and CMHC, described the move as “a meaningful step” toward re‑energizing Ontario’s sluggish housing market.

“The decision to enhance and expand HST rebates is a step in the right direction to reduce home prices for Ontarians ahead of the spring market,” he said. “Ontario is experiencing a building lull, and demand from homebuyers for new builds is crucial for the province to re‑establish activity in Ontario’s housing market across developers and homebuyers.”

Fettig noted that the condo sector, in particular, stands to benefit, as builders have been hit hard and the rebate will help bring more units to market without builders absorbing HST costs. For rental housing developers, the measures offer direct advantages by lowering upfront costs and helping restart stalled projects. Fettig emphasized that this is especially important as developers face tightening lending conditions and more expensive construction financing, noting that lowering upfront tax burdens improves project feasibility and strengthens proformas.

Budget 2026 also expands Ontario’s financing tools for rental supply, including new funding streams to convert unsold condominium inventory into long‑term rental housing. This builds on earlier initiatives that helped reposition thousands of units during periods of slow condo absorption. Housing Minister Paul Calandra has underscored the importance of flexible supply‑side solutions, noting that “every unit we can bring online faster helps ease pressure on families and renters.” The budget formalizes this approach with a dedicated rental conversion stream under the Building Ontario Fund, offering developers an alternative exit strategy in a challenging market.

Infrastructure funding

Infrastructure remains a major pillar of the new budget, with expanded funding for water, wastewater, and servicing capacity — all tied to municipal performance on housing targets. The province is increasing its investment in the Municipal Housing Infrastructure Program and the Housing Enabling Water Systems Fund, continuing the multibillion‑dollar commitment that began in 2024. Premier Ford reinforced this accountability framework, stating, “We need every mayor in Ontario to get more homes built so we can make life more affordable.”

For developers, the linkage between municipal performance and provincial funding is significant, given that municipalities that meet or exceed their housing targets are more likely to streamline approvals, invest in services, and support higher‑density rental construction.

More structural reform needed

Despite the positive reception to the HST measures, Fettig and others caution that rebates alone will not solve Ontario’s housing challenges. He points to the province’s goal of building 1.5 million homes by 2031 — a target far beyond what current measures can deliver.

“These efforts need to be paired with solutions that address the industry’s root challenges rather than piecemeal fixes,” he said. “Small efforts here and there won’t bring back mass‑market activity, which is what developers, builders, and homebuyers are looking to see.”

Fettig argues that Ontario must confront regulatory burdens and high development fees head‑on: “Ontario’s housing slump is largely fuelled by regulatory burden and high development fees. To build 1.5 million homes over the next five years, the province must focus on drastically increasing housing supply and redesign the municipal housing finance system.”

Taken together, Budget 2026 signals a continued and intensifying provincial commitment to purpose‑built rental housing. For developers and landlords, the combination of tax relief, infrastructure funding, and new financing tools offers a more predictable environment in a period of economic volatility. But, as Fettig and other industry leaders emphasize, Ontario will need deeper structural reforms to truly unlock the scale of housing activity the province urgently needs. The budget provides momentum, yet the path to 1.5 million homes remains steep.

Powering Safe, Sustainable Senior Living Across Alberta

In Alberta’s long-term care sector, Black & McDonald (B&M) is recognized for delivering more than well-run buildings. The Facilities Management division partners with multiple care operators, combining technical expertise with empathy to create environments where residents live with dignity, comfort, and peace of mind.

As Shane Warrick, Sales Leader for Alberta, explained: “These aren’t just facilities where people go to work, and then leave at the end of the day. They’re homes, communities, and lifelines for hundreds of seniors and their families. That’s why we’re always mindful of the residents, especially elderly and dementia patients. Every job is approached as if we’re working in our own home, because that’s the level of care people deserve.”

The division supports a diverse mix of clients across Alberta, each with distinct missions and operational models. From Qualicare, a for-profit provider with three facilities under B&M’s care, to not-for-profit organizations like Shepherd’s Care and The Good Samaritan Society, with more partnerships on the horizon.

“We’re big believers in true partnership,” said Scott Giesinger, Division Manager, Northern Alberta. “We don’t just work with these organizations—we support them. Whether it’s by sponsoring events or donating to help fund new beds, we’re in it for the long haul. It’s never about making a quick buck and walking away. It’s about building lasting relationships and showing up for the people who rely on these facilities every day.”

B&M’s integrated services for long-term care and senior living facilities include everything from air quality management with advanced filtration tailored to vulnerable populations, to energy audits and green retrofits that lower costs and environmental impact. Most importantly, the team strives to ensure that essential systems such as HVAC systems, plumbing, and electrical services remain uninterrupted, safeguarding comfort and continuity for residents who depend on these facilities every hour of every day.

When the weather presents extreme temperatures or risky conditions for residents, mandatory walk-throughs, HVAC resilience and contingency plans help ensure that every facility is prepared to respond swiftly.

“Across Alberta, wildfires have become a growing concern, and some of our care homes are located in remote areas or near impacted communities,” said Warrick. “Operators have had to plan for worst-case scenarios—asking, ‘If a fire approaches your long-term care centre, what is your plan to safely relocate residents? How do you safely move them to the next fire-safe city? Does the receiving care centre need additional site services to help accommodate the relocated residents? Should we implement plans to increase the air filtration media to include carbon air filters to minimize the amount of smoke and fire particulates entering the care facility? Part of what we offer includes covering those critical decisions from end to end.”

That same level of foresight applies to day-to-day operations. Beyond emergency planning, Black & McDonald works closely with care providers to optimize building performance and financial sustainability.

“We’re always asking: How can we help reduce operating costs, extend the life of mechanical systems, and help our clients generate revenue?” Warrick said. “In long-term care, full occupancy is what drives funding and growth, so our role is to support that goal with reliable, efficient infrastructure that keeps every bed occupied and every resident comfortable.”

With a deep commitment to quality of life, the Alberta team continues to set the standard for safe, responsive, and resident-focused facility management. Every system upgrade, every maintenance check, and every energy retrofit is part of a larger promise: to uphold the dignity of seniors and support the operators who care for them. As the sector evolves to meet growing demand and rising expectations, B&M remains a steadfast partner—innovating with purpose, listening with empathy, and investing in solutions that make long-term care not just sustainable, but humane.

Visit www.blackandmcdonald.com for more information.

Diversity delivers better projects

Conversations about diversity aren’t new in engineering. Too often, they start and end with a focus that’s limited to representation. These discussions are important, but they can easily miss another slice of reality: how the composition of any project team can dramatically change the way our infrastructure is ultimately delivered.

Engineering projects rarely succeed because of a single person’s expertise. They succeed when teams identify risks early, resolve design conflicts efficiently, and coordinate across disciplines before problems even reach construction. In my experience working on multidisciplinary teams, diverse crews often do all the above more effectively.

Early in my career, many of the project teams I worked on followed a traditional structure, with team members who had similar backgrounds and experience levels. At the time, projects were often simpler, with fewer moving parts and constraints, and were well-suited to more prescribed approaches.

Fast forward almost 20 years and multiple promotions later, I feel inspired by how much change I have personally seen on projects. I have increasingly worked on teams with a broader mix of perspectives. By broader, I mean more differences when it comes to seniority, culture, gender, race, and other identity-defining puzzle pieces. What I have noticed across the board is that these teams carve more space for creativity. When people don’t feel like outliers, they are more willing to share ideas verbatim, question assumptions, and explore solutions that challenge the status quo.

That openness can make all the difference on complex projects.

Modern buildings call for intensive coordination not only between structural, architectural, mechanical, and electrical teams, but across a broader group of project stakeholders, including clients, user groups, and contractors. When these stakeholders work together to resolve a challenge, diverse perspectives and experience help identify conflicts earlier and lead to practical solutions faster.

As a structural engineer, I collaborate closely with other project team members to integrate building systems and achieve a highly efficient structure that meets all project requirements. These conversations work best when team members feel comfortable asking questions and proposing new approaches that might seem unconventional at first. This back-and-forth dialogue ultimately leads to stronger outcomes for the entire building.

Diverse teams also approach risk differently. When people share similar backgrounds or experiences, they may naturally analyze problems through the same lens. A team with varied perspectives is more likely to consider multiple possibilities and identify risks and opportunities that might otherwise be overlooked.

In infrastructure projects, that matters. Early design decisions influence cost, schedule, and long-term building performance. The sooner potential issues are identified, the easier they are resolved.

I’m hopeful the engineering space will keep making progress in this realm. Teams today often include a wider range of voices than they did a decade ago. Younger professionals are entering the field, more women are participating in technical discussions, and people from different cultural backgrounds are contributing new perspectives.

However, challenges remain.

One issue consulting firms continue to face is retention. When we look at the pool of engineers-in-training entering the profession, diversity is often strong. But as careers progress, that diversity can narrow. This pattern is sometimes referred to as the “leaky pipeline.”

In my experience, one of the biggest factors influencing retention is flexibility.

Engineering consulting can be demanding, especially during critical phases of a project. For many professionals, particularly those raising families, maintaining a long-term career in consulting requires workplaces that provide both flexibility and trust. Flexibility allows people to manage competing responsibilities, while trust ensures that different working arrangements do not become barriers to advancement.

For me personally, the ability to continue working in consulting while raising two young children has depended on that balance. Without both flexibility and understanding from my organization, it would be difficult to sustain the pace required by the industry. At our company, that support has allowed me to take on leadership roles on complex projects while maintaining the flexibility to be present for important moments outside of work.

On March 8, I joined a community of 750 plus in celebrating International Women’s Day. More than just one day, it was an opportunity to reflect on gender equality, how far our profession has come, and the representation gaps we need to keep closing 365 days a year. Where we are now is far from perfect, but examples of women building successful careers as engineers are far more likely than two decades ago when I joined the field.

If there is one takeaway that I hope the industry recognizes is that diversity and optimal project outcomes are married. It is not about filling quotas. It is about creating environments where different perspectives are encouraged, ideas are shared openly, and professionals feel supported in building long-term careers.

When that happens, the benefits extend beyond individuals or EDI benchmarks. They appear in stronger collaboration, vibrant visions, and infrastructure that serves communities best because it was crafted by people who reflect their unique demographics.

Vanessa Wong is an associate at RJC Engineers in Vancouver.

OAA design awards finalists revealed

The Ontario Association of Architects (OAA) has announced the 20 finalists for its 2026 Design Excellence Awards.

Chosen by a jury of design experts, this year’s collection features a diverse range of building types, including sustainably designed community centres, innovative housing solutions, revitalized academic and cultural facilities, and transformative public spaces. Spanning from Passive House-certified homes to net-zero energy research centres, these 20 finalists serve as the shortlist for the OAA’s Design Excellence Awards category.

The biennial OAA Design Excellence Awards program offers the opportunity to display the transformative influence of architecture, promoting broader public recognition and appreciation for its positive impact.

Selected from 96 eligible submissions, the 20 finalists were judged on criteria such as creativity, context, sustainability, good design/good business, and legacy. Submissions also required disclosure of Energy Use Intensity (EUI) metrics, reflecting the OAA’s dedication to advance climate action in the public’s interest and ensuring sustainable, resilient design remains a critical aspect of every successful project.

Three projects by B.C. architects making the shortlist include:

• The Marianne and Edward Gibson Art Museum (Burnaby, British Columbia) by Hariri Pontarini Architects (Design Architect) and Iredale Architecture (Architect of Record).

• UBC MacLeod Building Renewal (Vancouver, British Columbia) by Teeple Architects (Design Architect; now Teeple Architects Canada Inc.) and Proscenium Architecture + Interiors (Architect of Record).

• Kìwekì Point (Ottawa, Ontario) by Janet Rosenberg & Studio Inc. (Prime Consultant and Landscape Architect) and Patkau Architects Inc. (Architect).

The 10 winners will be announced in April. They will be honoured during the 2026 OAA Conference held in the Waterloo Region this May.

Nearly 20% of Canadians retain a key to their previous home

Nearly a fifth of Canadians still have a key to their previous home. New research suggests these figures are even higher among residents in the 18 to 34 age category at 23 per cent.

Opinium surveyed 2,000 people on behalf of HomeStars, a national network of community-reviewed home service professionals. The data revealed that even more Canadians fail to change their locks after moving into a new property, suggesting that millions could be unwittingly compromising their home security.

It was found that 44 per cent of residents don’t get their locks changed when they move into a new home, a figure that rises among Canadians in the 35-54 age category to 48 per cent.

Geographically, residents in Manitoba were the least likely to change their locks at 50 per cent. Those in British Columbia were close behind at 47 per cent.

Further research suggests that previous occupants’ friends, co-workers, cleaners, babysitters, or even estate agents may also still have access. According to a study last year, 59 per cent of adults said they’d feel comfortable giving a spare key set to a neighbour.

Burglary remains a big issue in Canada. Police forces received more than 120,000 incidents of breaking and entering in 2024.. According to a 2019 study, only 21 per cent of Canadians said they had taken a measure specifically to protect their household in the past 12 months. A 2014 report also revealed that 15 per cent of homeowners fail to routinely lock their doors and windows.

“I can’t stress enough how important it is to change your locks when you move,” said Colleen McGrory, senior product manager at HomeStars. “Failure to do so can reduce your home’s security in a number of ways. The general advice is that locks should be changed every seven to 10 years, as older or outdated ones are easier to bypass. Many burglars enter through the front door, and a weaker lock will make the chances of a robbery much easier.”

BCREA appoints Kim Heizmann as new chair

The British Columbia Real Estate Association (BCREA) announced that Okanagan-based realtor Kim Heizmann has been named as its new chair for the 2026-2027 term.

Heizmann has dedicated 19 years to real estate in British Columbia’s Okanagan region, and for the past decade has served in a variety of leadership roles, championing collaboration and professionalism within organized real estate. Throughout her career, she has remained committed to fostering growth, integrity, and innovation across the sector.

Kim Heizmann

“Our work doesn’t happen in isolation; it relies on strong collaboration with our member boards and associations and their leadership teams across British Columbia,” said Heizmann. “Each region brings valuable experience and perspective, and when we listen to one another and work together, we strengthen the entire profession. I’m grateful for the trust placed in BCREA and look forward to a year of thoughtful partnership as we continue supporting REALTORS® and the communities they serve.”

Joining Heizmann as officers of the association are chair-elect Robert Wood, past chair Chris Shields, and BCREA chief executive officer Trevor Koot.

Phil Moore from Burnaby will become a new director and join the board once he completes his term at the Canadian Real Estate Association on Wednesday, April 15, 2026. Returning directors include Ruth Hanson (Vancouver), Daniel John (Vancouver), Chelsea Mann (Kamloops), Darcy McLeod (Vancouver), and Marlon Murr (Victoria). Public directors Ehsan Etezad, Amanda Magee, and Andy Pham are also returning to their posts.

Strategies for cleaning crowded spaces

Commercial cleaning is a complicated edeavour when you consider use, traffic, labour, and more, but it can become even more of a challenge in event venues with a crowd. When planning to host a corporate training, presentation, or event where there will be a large group in attendance, how can you stay on top of your cleaning protocols and ensure a safe and hygienic environment for everyone?

The World Health Organization (WHO) defines gatherings as requiring “distinctive planning, communication, and risk-management strategies due to the concentration of people and increased public health risks.” Research shows that professional, consistent cleaning can reduce the transmission of illnesses by up to 80 per cent, so remaining vigilant with your protocols, especially with increased traffic, keeps visitors safer. Along with safety, strictly adhering to your cleaning plan means increased compliance, better staff and visitor confidence, and more efficient budget and labour management.

No matter the size of your group, commercial cleaning for gatherings and events requires a three-tiered approach to successfully manage traffic levels and maintain a high level of hygiene: pre-event, during-event, and post-event.

Pre-event practices

Taking a proactive approach to the cleaning with a plan before the event even starts means a more organized, effective strategy and improved results for during and after the event. Begin by conducting a deep clean of the space so that you know that the areas are sanitized and that you are starting off in the same manner that you’d like to finish. Next, take steps to prepare the space for optimal event management with increased waste stations, floor protection like matting, and sanitized high-traffic areas like door handles, washrooms, and common rooms. You may also be able to create a plan to re-direct traffic to minimize congestion and keep busy areas clear, so assess your facility to see whether this is feasible and can help you optimize your cleaning efforts during the event.

Also, conduct an inventory of supplies (replenishing where needed), train staff to be ready for all scenarios, and adjust storage to ensure that you have quick access to everything you might need should an accident or spill occur during the event.

During-event procedures

Cleaning and sanitization throughout the event can be a challenge, but staying organized with dedicated staff at designated stations can help ensure that each section of the space remains consistently serviced throughout the event. This includes restroom attendants, inventory management, kitchen duty, or assigning staff to any other areas that will need regular attention during the event. Having previously trained staff on accident protocols, teams should be on the lookout for spills or any concerns that could cause slip and fall risk, staining, or a messy appearance, monitoring the event space needs in real time.

Take the time to make it easy for guests to neatly dispose of their garbage with accessible receptacles and clear signage. If guests can help keep the space clean, it will make the event more enjoyable and help limit the amount of cleanup after the event is over.

Post-event protocols

Once the event has ended, it’s time to get to work putting the space back together, starting with garbage removal and cleaning up any debris that doesn’t belong. Next, fully sanitizing the space by deploying teams into specific zones like kitchen, restrooms, and more to help increase speed and efficiency. Consider adopting a colour coded system for equipment and tools to help reduce cross-contamination and improve your cleaning efforts. Checking for damages, taking left items to the lost and found, and reorganizing and restocking cleaning supplies should all be part of the post-event checklist.

Once everything is back in order, all surfaces have been disinfected, floors and fixtures have been deep cleaned, do a final check to ensure that everything is as it should be before signing off on the post-clean. The job is complete when the space looks like it is ready to host another event.

Hosting corporate events, from a small meeting to a large function requires adding cleaning protocols to keep everyone safe and the premises hygienic, as well as a plan to reinstate the space to make it functional as soon as you can.

Condos navigate boardroom politics

A condominium is a form of government with all the drama, power plays and a budget debate you would expect from Parliament but with more pets and hallway gossip. Boards hold substantial authority and make decisions that affect the daily lives and financial interests of those who live and work there. A well-run board is the backbone of a thriving condo community, but when power struggles, secretive meetings, and passive-aggressive emails take over, condos can feel less like home and more like a political thriller.

What a condo board really Is: far beyond a social group

Condo boards are not casual clubs. They are elected groups of volunteers—usually owners—tasked with managing the affairs of the condo corporation. Their responsibilities span financial oversight, property upkeep, rule enforcement, and ensuring compliance with the Condominium Act and the corporation’s governing documents (declaration, by-laws, and rules). These are serious obligations, and as experts point out, few careers truly prepare individuals for the unique demands of managing a residential community.

The political nature of condo boards stems from the collision of these responsibilities with personal interests, conflicting goals, and the reality that board members are also neighbours.

But these dynamics are only part of the picture. A board’s effectiveness is also shaped by its relationship with the property management team, a partnership that can be politically charged, either reinforcing strong governance or becoming a source of tension.

The board-management dynamic: a crucial partnership

A balanced partnership between a condo board and its property management team is vital. When cultivated effectively, this relationship fosters a flourishing community; however, when mismanaged, the board must often engage in relentless efforts to enforce accountability in vendor oversight, contractor procurement, and on-site fiduciary duties.

Vendor selections made unilaterally by management can lead to persistent issues, including delayed repairs, incomplete maintenance, poor landscaping choices that diminish curb appeal, and unreliable elevator services, all of which can compromise the community’s living standards and property values.

A cohesive board must advocate for joint evaluations, rigorous performance metrics and the authority to replace underperforming vendors. By implementing accountability measures like regular site inspections, detailed performance reports, and resident feedback loops, a strong board, alongside responsive property management, ensures that vendors meet standards, significantly improving reliability, resident satisfaction, and the overall vitality of the condo community.

Contractor procurement demands even tougher reforms. Questionable renovation bids submitted without expert input and viable reports to substantiate decision-making should prompt majority board members to insist on transparency, multiple bids and expert consultation before undertaking large-scale renovations. These victories require persistence, clear communication, and a firm grasp of governing documents.

Where conflicts arise: common political flashpoints

Disputes within condo communities often have multiple layers, from financial disagreements to interpersonal tensions. Some of the most frequent sources of conflict include:

Money matters: Financial issues are often the most divisive. Residents may disagree over maintenance fees, special assessments for repairs, and how the reserve fund is handled. Some board members may advocate for lower fees to reduce costs, while others push for higher contributions to ensure long-term financial health.

Conflicts of interest: A major concern arises when a board member stands to benefit financially from a decision. This could involve hiring a relative’s company for a project or using their position for personal advantage. Ethical governance demands full disclosure of such conflicts and abstaining from related votes.

Opacity and poor communication: When boards operate behind closed doors, trust deteriorates. Residents may feel excluded or uninformed. Delays in sharing meeting minutes, financial reports, or other documents can breed suspicion and even lead to legal disputes.

Rule enforcement: Disagreements over rule, such as those governing pets, people, parking, can become flashpoints. Uneven enforcement or favouritism can alienate residents and foster resentment.

Personality conflicts and divisions: Even with good intentions, differing views and personalities can lead to gridlock. Boards may split into factions, making decision-making difficult. These divisions can spill into the wider community, creating tension among neighbours.

Misuse of authority: In rare but serious cases, a board may exceed its legal powers or engage in unethical behaviour. Such situations can be highly damaging and may require legal intervention to correct or remove the board.

How to navigate condo politics: tips for residents and board members

Whether you’re a resident concerned about governance or a board member striving to serve your community, there are practical steps to reduce conflict and improve collaboration.

Advice for Residents

Participate actively: The best way to influence change is to get involved. Attend meetings, vote in elections, and consider running for the board. A board with diverse skills—from legal and financial expertise to project management—is better equipped to lead effectively.

Know your rights: Familiarize yourself with your condo’s governing documents and the applicable legislation. This knowledge empowers you to challenge decisions that may overstep legal boundaries.

Communicate thoughtfully: Before escalating concerns, try resolving them through respectful dialogue. Use formal channels like written requests and keep records of all communications. If necessary, escalate the issue to a regulatory body or tribunal.

Advice for Board Members:

Honour your fiduciary duty: Board members must prioritize the interests of the entire condo corporation, not personal agendas or specific groups. This includes making informed decisions (duty of care) and avoiding conflicts of interest.

Promote transparency and dialogue: Clear, consistent communication builds trust. Boards should establish communication protocols, share updates regularly, and make themselves accessible. Providing detailed agendas and minutes shows accountability.

Follow the rules and seek legal guidance: The Condominium Act and governing documents are the foundation of board authority. Adhering to them ensures legality. When uncertain, consult professionals with expertise in condo law.

Maintain professionalism: Board meetings should be structured and respectful. Treat them as formal business sessions, not social events. A professional tone helps prevent personal disputes from derailing important decisions.

Condo board politics are an unavoidable aspect of shared living. Though they can be challenging, they also reflect the democratic nature of these communities. By embracing openness, education, and respectful engagement, both residents and board members can turn a potentially divisive environment into a well-managed and cooperative place to live.

Mihaela Andrei is a Toronto condo board president and realtor who is passionate about community governance and optimizing condo community living. Views expressed are her own.

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

Welltower-Amica deal gets regulatory clearance

Welltower Inc. has obtained regulatory clearance to complete the $4.6-billion acquisition of the Amica Senior Lifestyles portfolio more than 12 months after the deal with the vendor, Ontario Teachers’ Pension Plan, was announced. Approval from the Competition Bureau of Canada comes with the condition that the U.S. based real estate investment trust will sell four of its existing properties, located in Vancouver, Victoria, Brampton and Ottawa.

This follows just two weeks after the Competition Bureau negotiated a similar agreement with Chartwell before signing off on the purchase of a six-building retirement home portfolio from Sifton Properties, and reflects the Bureau’s agenda to ensure a choice of providers in the marketplace.

“Competition in the retirement home sector plays a crucial role in keeping prices in check and pushing providers to maintain high standards of care and modern, well-maintained facilities,” a newly released statement from the Competition Bureau notes. “The Bureau is satisfied that the sales will resolve the competition concerns that could result from the proposed transaction.”

This clears the way for Welltower to take title of the high-end Amica portfolio. The deal first unveiled in March 2025 included 31 luxury retirement homes, seven projects under construction, nine development sites with secured municipal approvals and a minority interest in Amica’s management company.

“Amica’s focus on ultra-luxury, higher acuity properties in Toronto, Vancouver and Victoria provides a natural complement in Canada to the lower acuity model of Cogir, Welltower’s best-in-class growth partner,” the company’s March 2025 business update states.

$1.3B fund to convert 2,200 GTA condos into rental housing

High Art Capital, a private Canadian investment firm, has partnered with the Ontario government on a $1.3-billion fund that will acquire roughly 2,200 newly completed, unsold condo units and convert them into long-term rental housing.

Approximately 550 of these homes will offer rents at 25 per cent below market or capped at 30 per cent of the median household income in the GTA. The units are intended to remain permanently affordable for workers who do not qualify for rent-geared-to-income or other subsidized programs.

The public-private initiative uses a first-of-its-kind financing model at this scale in the Greater Toronto Area. The Building Ontario Fund (BOF), a board-governed Crown agency, is anchoring the fund with a $300-million contribution that is primarily structured as a repayable loan and includes a smaller portion as an equity stake. Michael Fedchyshyn. BOF CEO, said the project requires no development charge, tax waivers, or direct subsidies to realize its affordability objectives.

The fund also expects to raise approximately $733 million in additional loans from other investors, while maintaining ownership of the units for at least five years. After that period, the plan is to sell the units, at which point the BOF’s loan would be repaid.

High Art Capital recently launched a submission portal for developers and vendors. Eligible submissions must contain blocks of at least 10 vacant units in registered residential or mixed-use condo buildings, which have been completed on or after January 1, 2023, and are located in Toronto or the regional municipalities of Durham, Halton, Peel or York.

The firm said is has also reached agreements with developers Tridel and Menkes to manage the leasing and tenancies, and will engage a not-for-profit partner to allocate the affordable units to eligible applicants.

“Timing matters in this market. There is a rare opportunity right now to convert newly completed but unsold housing into long-term rental supply at scale,” said Ryan Roebuck of High Art Capital. “This initiative is designed to create real housing availability in the near term, preserve a meaningful affordable component and help stabilize a critical segment of the GTA housing market, all of which has become possible through our partners at BOF.”

CCA announces new board of directors

The Canadian Construction Association (CCA) welcomes Trevor Doucette, senior director of Synergy Group of Companies, as the new chair of the board of directors for the 2026-2027 term. He takes over from outgoing chair, Francis Roy.

Looking forward, Doucette shared his vision for the association over the next term. “We must remain steadfast in our mission, embrace innovation, and strengthen our connections with our stakeholders, our clients, and our industry,” he said. “Together, we can build on our success, learn from our challenges, and chart a course that will leave a lasting impact as we navigate the ever-changing landscape of construction.”

Joining Doucette on CCA’s 2026-2027 board of directors are:

Cory Richter, Quorex Construction Services (SK), vice-chair

Sara Becker, Ideal Construction Services Ltd. (AB)

Bill Black, Calgary Construction Association (AB)

Derek Brown, The Cahill Group of Companies (NL)

Steve Drummond, Capilano Highway Services Company (BC)

Frank Faieta, Trisura Guarantee (ON)

Peter Grose, Westland Construction Ltd. (MB)

Marty Harris, Aecon (ON)

Cathy Kent, Black & McDonald Limited (ON)

Tina Larson, Amrize (MB)

Daniel Lessard, Pomerleau (QC)

Allan MacIntosh, Marco Group Limited (NS)

Anthony Minniti, CGI Constructors (BC)

Sam Sanderson, Construction Association of Prince Edward Island (PEI)

Amber Sandhu, Liberty Mutual Canada (ON)

Brad Scott, Basin Contracting Limited (NS)

Bruce Thomas, Ron Eastern Construction Ltd. (ON)

Ali Torabi, Ed Brunet & Associates Canada Inc. (QC)

Rick Wagner, Maxwell Floors (BC)

How can facility managers address rising water bills?

The cost of water continues to rise, and many facility managers are looking for ways to improve efficiency and stick to their budgets. From leveraging technology to adopting leak detection strategies to increasing operational efficiency, facilities need a plan to manage rising rates.

One way that managers can increase operational efficiencies and lower their water bills is by adopting infrastructure upgrades and retrofits by switching older tools and equipment for newer versions. While that does require investment, thinking long-term can help businesses cut overall costs over time.

Many facility managers are choosing waterless urinals when upgrading their facilities. “The primary driver remains water savings,” says Klaus Reichardt, CEO and Founder of Waterless Co. “But right behind that is the impact on water and sewer utility bills – and those bills have gotten significantly harder to ignore.”

In some part of North America, like Arizona, water rates have surged as much as 50 per cent since 2022, driven largely by reduced water allocations to the state. As another example, in southern California, rate increases ranging from 20 to 60 per cent have hit customers depending on the district. With no relief in sight, managers are looking for every opportunity to cut consumption and cut costs.

Beyond the savings, managers cited several additional reasons for making the switch to waterless urinals:

Lower maintenance costs — With no flush valves, handles, or sensors, there are fewer parts to break and fewer repair calls to make.
Tenant appeal — Environmentally conscious tenants increasingly expect green building practices.
Better odour control — Liquid sealant cartridges block sewer gases effectively when properly maintained.
Touchless hygiene — No handle or sensor means one less surface for germ transmission.
Simpler installation — No water supply line is needed, making retrofits faster and less expensive.
Greater placement flexibility — Fixtures can be installed in locations where running plumbing would be difficult.

There are trade-offs, of course, including cleaning staff training requirements and occasional pushback from building occupants skeptical of the technology, but Reichardt says those concerns rarely override the bottom line. “Resoundingly, the primary drivers are water savings and cost savings — especially in drought-prone regions.”

As water costs continue to rise, converting to waterless urinals may provide some relief to facility managers looking to improve operations and save on their water bills.

Toronto moves to crack down on problem landlords

The City of Toronto is preparing a major overhaul of how it tracks, enforces, and responds to chronic property standards violations, with new measures aimed squarely at problem landlords who repeatedly fail to maintain safe and healthy rental housing.

“Landlords must live up to their responsibilities to maintain safe, clean, dignified housing,” said Mayor Olivia Chow. “When landlords fail this basic responsibility, renters deserve to know the City will be there to help.”

The Executive Committee has endorsed several recommendations that will reshape how the City monitors and intervenes in troubled buildings. First, staff have been directed to implement a long‑planned, cross‑divisional database by July 2026. This system will consolidate investigation and enforcement activity across all relevant divisions—Municipal Licensing and Standards, Public Health, Fire Services, Toronto Building, and others—and will be publicly accessible. For landlords, this means greater transparency and faster coordination when multiple complaints arise.

A new inter‑divisional enforcement table, led by the Housing Secretariat, will also be established to ensure that divisions work together on persistent issues and remedial action. In cases where a landlord is repeatedly found in violation, the City will adopt a proactive stance: all properties owned by that landlord will be subject to additional investigation, and buildings may be formally designated as “problem buildings,” triggering more intensive oversight.

The City is also preparing to use its remedial action powers more aggressively. These powers allow the City to hire contractors to complete necessary repairs and charge the costs back to the landlord through property taxes. While historically underused, the City intends to change that. The ongoing situation at 500 Dawes Road—where multiple divisions have issued dozens of orders with limited compliance—will serve as a test case. The Housing Secretariat will coordinate remedial work there and use the experience to inform a city‑wide framework coming in April 2026.

Additionally, the City will develop a roster of contractors for emergency repairs, pest control, mold abatement, and other urgent needs, ensuring faster response times when landlords fail to act.

Finally, the City Solicitor will report on potential provincial legislative changes that could strengthen penalties and improve the City’s ability to intervene.

Click here to learn more: Agenda Item History – 2026.EX29.14