Revitalizing Summit Lake Ski Lodge

At Summit Lake Ski Area, a volunteer-run hill that has welcomed generations of families since the early 1960s, a thoughtful architectural renewal is giving the community’s ski lodge a stronger, more resilient future. Town Architecture has worked to preserve the building’s character while addressing structural needs and improving performance in a climate where snow, moisture, and time have left a visible mark.

Summit Lake Ski Area sits just south of Nakusp in British Columbia’s interior. The small ski hill has long offered affordable access to skiing, snowboarding, and community gatherings for families throughout the region. The site and the lodge are tied closely to the area’s forestry and timber industry, which once formed the backbone of the local economy. Much of the original construction reflected that history, built by volunteers and tradespeople who spent their days in the nearby mills and forests around Summit Lake.

The lodge began as a simple, community-built structure and evolved through five construction phases completed between 1961 and 2016. Each era introduced its own materials, framing approaches, and floor levels, creating a building rich in character but increasingly complex to maintain and upgrade.

A Phased Approach Rooted in Practicality and Respect

Because Summit Lake Lodge operates through volunteer effort, the renewal was structured into three manageable phases. This allowed the ski hill to remain open while construction moved forward and helped the society spread costs over time.

Phase One focused on repairing significant floor deterioration caused by decades of snow buildup and moisture. The team stabilized the existing structure, improved drainage paths, and addressed areas of compromised framing so the lodge could safely support ongoing use and future work.

Phase Two introduced a new building envelope and functional upgrades. The design added continuous exterior insulation, a rainscreen system, updated windows, new siding, and roofing, and rebuilt the small office and storage bump-out. Inside, the compact kitchen was transformed into a commercial kitchen capable of supporting community events, race days, and larger gatherings throughout the season.

Phase Three, replaces the aging deck and roof structure. The new framing is designed to handle heavy snow loads while extending and covering the outdoor gathering zone. The goal is to create a more durable, sheltered terrace where families, volunteers, and visitors can gather, watch the hill, and move comfortably between inside and outside through the changing winter conditions.

“Our work needed to be as practical as it was protective,” says principal Jordan Jones of Town Architecture. “This building means a great deal to the community. The goal was to strengthen it without erasing the hands that built it.”

One of the lodge’s most distinctive features is its original 1961 stacked lumber wall system. Horizontal boards were laid one atop another instead of using conventional stud framing. The approach reflected the skills and materials available at the time but left no cavities for insulation. That limitation made meaningful energy upgrades difficult in earlier renovations and contributed to thermal discomfort and higher operating costs.

Rather than alter the interior wood surfaces that hold so much history, the design team worked from the outside. A continuous exterior insulation and rainscreen system was added to the existing walls, paired with new windows and roofing. This strategy improves thermal performance and weather protection while enhancing wildfire resistance, an increasingly important consideration in British Columbia’s interior. The warm, wood-lined interior remains visible and intact, and the building envelope now performs in a way that supports long-term use.

“We wanted to retain the feeling of the original lodge,” notes Jones. “The decision to insulate from the exterior allowed us to respect the craftsmanship inside and give the building the resilience it needs.”

The renewed Summit Lake Ski Lodge represents an investment in community infrastructure that is both modest and profound. By grounding each decision in the realities of a volunteer-run operation while strengthening the building for future generations, Town Architecture has allowed an essential local landmark to continue its role as the region’s winter gathering place.

Joint venture eyes value-add industrial assets

Canada Pension Plan Investment Board (CPP Investments) will gain a 90 per cent interest in a portfolio of 12 warehouse fulfillment centres through a new joint venture with Dream Industrial Real Estate Investment Trust (REIT). The initial $805 million purchase will give the pension fund the majority ownership stake in the industrial assets, while the REIT retains a 10 per cent interest and provides property management services. In future, the partners aim to acquire up to $3 billion worth of assets with value-add opportunities in major Canadian markets.

“The Canadian industrial sector continues to demonstrate resilient demand and meaningful long-term growth drivers, supported by a structurally high need for well-located space as supply chains and logistics continue to evolve,” says Sophie van Oosterom, managing director and head of real estate at CPP Investments. “By partnering with Dream, a leading institutional asset manager and operating platform, we can efficiently scale our exposure in the Canadian market to capture this growth and drive long-term value for the benefit of CPP contributors and beneficiaries.”

The 12 facilities are located in the Greater Toronto Area, London, ON, Montreal and Calgary, and generate an average base rent of about $11 per square foot with a weighted average lease term of three years. The purchase price equates to $16.74 per unit — slightly above the net asset value for the holdings as calculated under International Financial Reporting Standards (IFRS) as of Sept. 30, 2025, and a 37 per cent premium on the REIT’s TSX unit price as of mid-December. The transaction is expected to close in the first half of 2026.

“We are excited to partner with CPP Investments to continue to expand our presence in the Canadian industrial market,” affirms Alex Sannikov, chief executive officer of Dream Industrial REIT. “This new joint venture is highly complementary to the strategic direction of Dream Industrial and our existing private capital partnerships.”

Women in facility management: a growing trend

While facility and maintenance management roles have traditionally been dominated by men, the tide is slowly shifting as more women step into facility leadership. To help grow women’s successes in cleaning and maintenance, ISSA’s Hygieia Network’s mission is to provide programs, tools and support, enabling women in the cleaning industry to accelerate their careers and achieve their full potential.

Recently, ISSA’s Hygieia Network hosted a webinar called Masterclass Women in Action: Advancing Careers and Leadership in Facility Solutions panel, which explored the growing role women are playing in facility management.

The discussion was moderated by Rachel Patt, strategic account manager at Hospeco, and the panel included:

April Diaz, vice president of Human Resources at BradyPLUS
Mandy Copeland, director of Research and Development at GOJO
Laura Arbore, corporate account manager of Heritage Bag, part of Novolex
Kiki Katz, chief commercial officer at Aramsco

Here are some of the highlights of that discussion:

Being a woman in a traditionally male-dominated industry means adding an authentic viewpoint, leveraging the unique perspective that women offer to connect and build relationships
Curiosity, confidence, and a willingness to learn were characteristics that resonated, playing an important role in the panelists’ successes, as well as flexibility and managing priorities
Setting boundaries arose as a theme, helping the panelists to achieve better work-life balance while still successfully leading their teams
The power of mentorship was spotlighted in the discussion. Women supporting women, advocating for one another, and creating pathways for future leaders was a building block that helped each leader along her journey. Hygieia supports this with a mentoring program that provides structured opportunities for women to connect with mentors inside and outside their organizations.
Women holding leadership positions is a growing trend, allowing women to innovate, inspire, receive recognition, and make change within the industry.

This session featured actionable advice and real-world examples from female industry leaders on how to grow professionally. The conversation aimed to help professionals break barriers, refine their leadership skills, inspire others to move their careers, and demonstrate how women are driving change and shaping the future of the industry.

For the full panel discussion, please visit this link.

Five AI insights for FMs in 2026

The facility management field faces a range of challenges and opportunities in 2026 as technology drives change across the industry. Artificial intelligence (AI), in particular, is emerging as one of the most influential developments in decades. Sector leaders expect it will ignite further debate this year as it continues to inform operational strategies.

Leading voices from the International Facility Management Association (IFMA) recently shared their views on the potential and limitations of AI during two IFMA podcasts in December 2025. Drawing on insights from IFMA research and IFMA Global Influencers Peter Ankerstjerne, CEO of Planon group, and Brian Haines, chief strategy officer at FM: Systems, here are five key takeaways as the sector enters the new year.

1. Data quality determines AI effectiveness

AI systems depend on the quality of the information they receive. “AI in the absence of good data is pretty much useless,” said Haines who also serves on the IFMA technology council board. ” If you give it small data sets, it’s going to give you small answers. If you give it inaccurate data sets, it’s going to give you inaccurate answers.” Facility managers who neglect data governance limit the effectiveness of AI tools, regardless of how advanced the technology becomes. Poor and inaccurate inputs limit insight, distort outcomes, and reduce confidence in automated recommendations. Facility managers should ensure accurate and consistent recording of maintenance logs, occupancy data, energy usage, and service requests.

2. Making sense of abundant and unused data

Facility teams collect large volumes of data across software like IWMS and CAFM, building systems, sensors, maintenance records, and space planning tools. “There’s probably an abundance of data that we are not using,” said Ankerstjerne. Much of this information remains fragmented by departments, however, AI helps professionals to connect these sources, quickly analyze large datasets, and identify patterns and insights that were previously inaccessible or too time consuming to extract manually. It can reveal insights such as peak space usage patterns and predictive maintenance needs. “AI is sort of the great equalizer because you can simply ask it to explain what you’re seeing and it’s going to do it as long as it’s been given good inputs,” said Haines.

3. AI raises competitiveness in FM

AI already influences workplace operations, even though it is still an emerging technology. Such systems reduce manual effort, accelerate decision-making, and improve consistency across portfolios. Organizations that fail to adopt these tools may risk falling behind competitors who use data-driven approaches to optimize performance. AI may also reshape career dynamics within facility management. Leaders argue that AI will not replace facility managers, but will change the skills that organizations prioritize. Professionals who understand how to use AI tools gain an advantage over peers who fail to adopt the technology.

IFMA’s latest research report, The Rise of the FM Analyst, by Dr. Matt Tucker, explores how digital transformation in the built environment is shaping a new breed of professional. The report presents the FM Analyst as a vision for the modern facility manager rather than a specialist role. This professional combines data analytics with hands-on FM expertise. “Growing reliance on AI and data-driven strategies in FM creates a demand for professionals who possess both advanced data analytical skills and deep technical FM knowledge,” Tucker explained in the report. “Currently, FM teams may employ data analysts but finding individuals who can bridge this gap remains a significant challenge.”

4. Human judgement remains critical

AI accelerates analysis but it does not replace professional accountability. Facility managers must still interpret outputs, challenge inconsistencies, and apply their real-world expertise to validate results. Relying on automation without human oversight increases operational risk and can damage one’s reputation. “The dangerous part is that we use AI as a crutch and assume that everything we’re getting is exactly right,” said Haines. “I use it every single day. On the flip side, I need to make sure that when I look at the results I’m getting an answer that makes sense.”

5. AI elevates FM from cost control to strategy

Facility management has traditionally focused on reducing costs and improving efficiency, but AI is allowing professionals to expand beyond those limits with predictive maintenance, smarter space management, and real-time decision-making. Facility managers can focus on more rewarding aspects of their role. For instance, the workplace is no longer just a place for completing tasks. Facility managers must now focus on employee engagement, enhancing workplace appeal, retaining key talent, supporting strategy implementation, and strengthening organizational culture. AI can support these goals. “It also elevates the profession into becoming more of a strategic focus area for the organization,” said Ankerstjerne.

Université de Moncton to undergo major upgrades

The Centre d’éducation physique et des sports (CEPS) gymnasium and sports complex at Université de Moncton is set for an extensive renovation and expansion that will transform the campus’s athletic, academic, and community spaces.

The multi-year project will modernize existing facilities, including a complete overhaul of the CEPS, a reconfigured swimming pool, and the addition of a new ice rink and indoor athletics stadium. Plans also include an indoor soccer field and a contemporary community centre designed to serve both students and the wider Moncton community.

The construction and renovation work will involve multiple local partners and specialists. CIMA+, a privately owned engineering consulting firm, was recently awarded a major contract for the extensive project. “For our teams, participating in a project of this scope is a source of enthusiasm and commitment,” said Joel Vienneau, senior project manager of buildings at CIMA+ in New Brunswick. It is extremely motivating to contribute to such an important and transformative project for the Moncton region.”

The project is part of a broader plan to modernize the Université de Moncton campus infrastructure, boost student services, and create spaces that meet contemporary standards for athletics, academics, and community programming.

Generally positive trends hint office recovery

Downtown Toronto experienced a second consecutive quarter of strong office leasing activity in the fall of 2025, making it the most clear-cut example of generally positive trends in major Canadian markets. Newly released stats from CBRE Canada peg the national office vacancy rate at 18 per cent, down 70 basis points (bps) from year-end 2024, following 12 months that saw 1.3 million square feet of net positive absorption averaged across the 10 regional markets the firm surveys.

Nationally, the pandemic-triggered glut of sublease space shrank by 3.2 million square feet and now equates to less than 13 per cent of total vacant space, down from a 15.7 per cent share in December 2024. As well, the new construction pipeline dwindled to its nearly final spurts; average Class A net rent rose by $0.35 per square foot (psf) to $26.10; and the gap between downtown and suburban vacancy tightened by 50 bps, with downtown office making most of the gains.

CBRE Canada’s managing director of research, Marc Meehan, reads it all as signs of an office market recovery, albeit one that is uneven across Canadian markets and concentrated in Class AAA and A stock. “We have worked through the bulk of the office decisions that had been delayed by the pandemic and increasingly office leasing activity is reflective of economic growth and talent availability, with Toronto benefiting most from the corporate commitments to office space at this stage of the recovery,” he maintains.

Six of 10 surveyed Canadian markets recorded net positive office absorption last year, but Toronto was the major contributor to the national total. It saw the uptake of more than 2.6 million square feet of additional space, with almost all of that occurring downtown and nearly 1.2 million square feet absorbed in the fourth quarter alone. Elsewhere, positive absorption ranged from 261,000 square feet in Montreal to 29,000 square feet in London, Ontario, while roughly an additional 500,000 square feet of office space was returned to the market in Ottawa and Calgary during the year.

Downtown Calgary suffered the biggest blow, with an extra 915,000 square feet becoming available, but that was partly counterbalanced with 400,000 square feet of positive absorption in the suburbs. A similar scenario played out in Vancouver, where about 441,000 square feet of new uptake in the suburbs made up for an extra 343,000 square feet emptying out downtown, allowing for 98,000 square feet of overall positive absorption. Meanwhile, Ottawa saw more space returned to the market both downtown (168,000 square feet) and in the suburbs (330,000 square feet), pushing the vacancy rate up 80 bps year-over-year, to hit 13.2 per cent in December 2025.

CBRE analysts attribute those outcomes to: “tenant consolidation and downsizing” within Vancouver’s downtown trophy assets; energy sector mergers and layoffs that have reduced staffing in Calgary’s downtown towers; and ongoing general malaise in the Ottawa market. However, in the latter case, pending “greater clarity on the federal government’s portfolio strategy” is expected to potentially improve the outlook for 2026, and Ottawa’s downtown Class A market is still one of the fullest in Canada, with a 13.5 per cent vacancy rate.

Nationally, the Class A vacancy rate now sits at 16.4 per cent — a 130-bps decrease from 17.7 per cent at year-end 2024. However, the downtown Class A vacancy rate took a steeper decline, with a 170-bps drop, from 17.1 to 15.4 per cent, over the 12-month period. Downtown Class A vacancy hovers well below the national average in Vancouver (9.3 per cent), Toronto (12.1 per cent) and Montreal (14.2 per cent), while prime space in downtown Calgary loosened 70 bps over the course of 2025 to close out the year at 25.6 per cent vacant.

The same trends play out in average net rents, with downtown Class A space commanding $43.99 psf in Vancouver, $35.02 psf in Toronto, $25.52 psf in Montreal and $24 psf in Calgary. The differential with suburban rents is narrowest in Calgary, where the average suburban Class A net rent is pegged at $20 psf, and most pronounced in Toronto, where Class A suburban net rents average $19.44 psf.

More broadly across downtown office stock, the average vacancy in buildings categorized as “trophy assets” is pegged at 10.4 per cent — 1,500 bps lower than the average vacancy rate for Class B and C office, at 25.4 per cent. Looking to imminent future trophy assets, the last major project in Toronto’s downtown construction pipeline — the fully pre-leased, 1.5-million-square-foot CIBC Square II — is due to be completed in 2026. That follows after just 53,000 square feet of new supply came onto Toronto’s downtown market in 2025.

Elsewhere, the vast majority of in-progress projects are small scale and suburban. That includes: 565,000 square feet in Vancouver; 200,000 square feet in Toronto; 80,000 square feet in Halifax; and less than 50,000 square feet in each of Ottawa, Winnipeg, Calgary and Waterloo, Ontario. Projects commenced in 2025 amount to just 83,000 square feet of this tally, representing a record low in national office construction starts.

“Due to limited starts, the pipeline of new supply is expected to remain constrained,” CBRE analysts observe. “With no meaningful new supply deliveries on the horizon beyond 2026, demand is expected to trickle down to the next-best product tiers.”

Cloverdale sport complex completed on time, on budget

Graham Construction announced the completion of the new Cloverdale Sport & Ice Complex in Surrey was on time and on budget. Construction started in summer 2022 on the state-of-the-art community facility, designed to expand access to year-round recreation.

Opened in October 2025, the 95,000 sq. ft. facility features two NHL-sized sheets that accommodate both ice and dry-floor activities, supporting programs such as hockey, figure skating, public skating lessons, lacrosse, and ball hockey. The arena also includes up to 400 spectator seats, multi-purpose community spaces, dressing rooms, a refrigeration plant, mechanical rooms, server space, meeting rooms, public washrooms, staff offices, and an open lobby with reception and skate-rental services.

This new facility responds to Surrey’s growing demand for recreation amenities and provides flexible, inclusive spaces for residents of all ages and abilities.

“A project like this brings together complex systems—from structural design to advanced refrigeration—and our team worked closely with partners to ensure everything performs seamlessly. Ultimately, the real measure of success is the impact: a vibrant, reliable facility that gives Surrey families and athletes more opportunities to connect, play, and grow year-round,” said Scott Fletcher, operations director, Graham.

Site development included a new roadway extension with associated utilities, on-site parking for approximately 200 vehicles, and landscaping that integrates with adjacent park spaces.

Graham provided design-assist and preconstruction services to support project delivery. The arena was designed by TKA+D Architecture and RDHA Architects.

Canada calls for workplace equity project proposals

The federal government has opened two calls for proposals to support projects that improve workplace culture, prevent harassment and violence, and remove systemic barriers to inclusion and equity. The projects must be located within federally-regulated private-sector workplaces and could receive up to $500,000 each per year for up to three years, starting in June 2026. Applications are due by February 13, 2026.

The government will provide the funding for through two existing programs. The Workplace Opportunities: Removing Barriers to Equity (WORBE) program will support projects that increase understanding of industry-specific barriers, develop tailored inclusion tools and guidance, and improve representation of designated groups.

The Workplace Harassment and Violence Prevention Fund (WHVPF) will focus on creating safer workplaces. Projects will co-develop sector-specific tools and resources to prevent harassment and violence.

Recipients can develop, implement and advance their projects, but will also need to track and measure results. They must also demonstrate value for public funding and make their final projects publicly available.

Employment and Social Development Canada’s Labour Program (ESDC) and Impact Canada at the Privy Council Office are jointly overseeing the proposals. ESDC will provide up to $16.5 million in total to fund the new projects.

Interested parties can consult the applicant guide for WORBE and the WHVPF before submitting their project proposals.

Extending the life span of your flooring

Facility flooring can be costly, and today’s maintenance and facility managers need to take a proactive approach to save money, work towards ESG goals, and ensure durability throughout the year. Considering factors like facility use, weather, sustainability, safety, and maintenance can help managers make informed decisions that benefit the bottom line.

Facility use: If you operate a facility that experiences high traffic, such as a warehouse or a busy office, this is a crucial consideration for the maintenance and longevity of your flooring. Choose a floor that will withstand its use. Be careful to choose commercial grade for the most durability, as this is likely the most important factor, but there may be other factors to consider, such as reducing noise, rapid cleaning time, and limiting allergens, depending on the needs of your facility.

Weather: You may need to adjust your flooring choice and maintenance schedule, based on your climate. For example, if your space is exposed to the sun, discolouration can occur. If it’s very humid, flooring can expand and contract, causing warping or buckling. Shifting temperatures can weaken adhesion, and moisture can lead to mould and mildew, along with being slippery, and salt and sand can erode the surface of your flooring. Consider the climate and weather when making flooring choices to keep it in great shape and lasting as long as possible.

Sustainability: Innovation in flooring continues to make options more sustainable, including products made from recycled materials or from renewable resources like bamboo, cork, and linoleum. Be vigilant in researching flooring that aligns with your ESG goals to avoid “greenwashing,” and invest in products that really provide eco-friendly options. Look for third-party certifications, which help ensure sustainable claims like low VOCs or circular economy practices. Consider the maintenance required and predicted longevity of the flooring to stay sustainable and choose budget-friendly, long-term options for your business.

Safety: You may want to consider non-slip flooring or a coating to minimize the risk of slip and fall accidents and make it safer for traffic when the weather makes floors wet and slippery. Once your floors have been installed, options like matting can also help soak up some of the moisture and provide a non-slip area for staff and visitors, along with absorbing some of the water to protect your flooring from water, salt, and ice melter through the winter. Ensure that you change your matting as needed to enhance safety while helping to lengthen the lifespan of your flooring.

When choosing flooring for your facility or planning a maintenance schedule, look at the options from all angles to make a smart decision that works for your building and your business.

Manitoba adds non-residential security rebates

Business owner-occupiers and tenants in Manitoba are now eligible for rebates on security equipment and/or for the cost of property repairs in the aftermath of vandalism. The provincial government recently earmarked $10 million to be allocated to eligible non-residential applicants on a first-come, first-served basis, in a further extension of a program that was introduced for residential properties in 2024.

“We came together with community stakeholders and our partners in the police to tailor this rebate to address the security needs of Manitoba businesses, workers and communities,” says Matt Wiebe, Manitoba’s Minister of Justice.

Businesses with 75 or fewer employees can receive up to $2,500 per location to offset the purchase of cameras, alarm systems, motion detectors, window protection, anti-graffiti coatings, fencing and lighting intended to augment property security. Or, the rebate can be applied to removing debris and repairing damage related to forced entry, arson or vandalism, temporary boarding/fencing around areas requiring repairs, insurance deductibles for damage repairs, replacement of damaged signs and cash systems, locksmith services or graffiti removal.

To qualify, applicants must submit proof that they are Manitoba-based businesses of good standing and that the expenses occurred no earlier than Aug. 23, 2024. Investments in security measures must deliver a heightened level of property protection than the previous status quo to qualify for the rebate. However, like-for-like replacements of damaged property features are eligible.

Approved applicants will receive a direct deposit into their business accounts.

Creating a plan for productive, efficient cleaning and maintenance teams

The holiday season brings a unique mix of increased foot traffic, unusual cleaning patterns, shifted staffing schedules, and unexpected wear across a facility. The start of a new year provides an opportunity for owners and managers to assess conditions, reset priorities, and prepare for a fresh start. A strong transition plan protects the facility, extends the life of high-value assets, and positions both cleaning and maintenance teams for a productive and efficient new year.

Start with a facility-wide assessment

A thorough walkthrough helps you understand the condition of your building after the holiday rush. Many facilities experience seasonal stress from visitors, temporary décor clutter, and extended operating hours. A detailed evaluation allows teams to identify what needs immediate attention and what can be scheduled throughout the first quarter.

Cleaning providers can use this time to look for signs of wear on carpets, hard floors, entryways, and restrooms. Maintenance operators should evaluate HVAC loads, inspect plumbing components stressed by cold weather, and assess electrical systems used for seasonal lighting. A combined review builds a single, unified picture of the facility so both groups can plan repairs and deep cleans that complement one another.

The period after the holidays is ideal for floor care, deep disinfecting, and resetting spaces that saw heavy use. Entrances often need special attention after winter weather brings salt, moisture, and grime into buildings. Carpets may require hot water extraction, and hard floors benefit from stripping or refinishing.

Restroom cleaning should be elevated to counter the higher volume of visitors in December. Break rooms and common areas may also need restorative work as employees clear out leftover food and seasonal decorations. With lower January foot traffic, cleaning teams can schedule more comprehensive projects that are difficult to execute earlier in the year.

Prepare maintenance systems for winter and Q1

Maintenance teams should use this period to take inventory of parts, equipment, and critical supplies. Winter weather affects HVAC efficiency, exterior lighting, and plumbing systems. A proactive approach prevents early-season emergencies and helps manage budgets before the New Year spending ramps up.

Review service logs to determine if boilers, heat pumps, or backup generators require tune-ups. Inspect exterior entryways, sidewalks, and parking areas for trip hazards created by snow or ice. Confirm that battery backups, alarms, and emergency lighting are fully operational. These steps reduce risk as colder temperatures settle in and staffing schedules normalize.

January is a strategic recalibration point. When cleaning and maintenance teams plan together, the facility benefits from synchronized workflows. Coordinating floor refinishing with minor repairs, for example, avoids duplicate work and downtime. Aligning schedules also minimizes disruption to occupants returning from holiday time off.

This is also the right moment to revisit vendor contracts, confirm service frequencies, and evaluate any gaps that emerged during the holiday rush. Data from December can help refine staffing levels, shift patterns, and preventive maintenance calendars for the months ahead.

Plan for a smarter year ahead

The close of the year is more than a cleanup opportunity. It’s a chance to look forward. Facility leaders should take a moment to set goals for cleanliness, equipment reliability, sustainable practices, and operational efficiency. Technology assessments, staff training plans, and new maintenance programs make substantial additions to January priorities.

A successful new year starts with a clear view of the building, a refreshed cleaning program, and a proactive maintenance strategy. With the proper preparation, facilities enter January stronger, safer, and better equipped to serve the people who depend on them.

Rafiq Punjani is the Master Franchise Owner for Anago of Manitoba, part of the Anago Cleaning Systems brand supporting over 1800 franchises across the U.S. and Canada. For more information about Anago of Manitoba, visit www.AnagoCleaning.com/Manitoba.

Ontario looks to new sources for owed wages

Construction workers who are owed wages from Ontario-based employers now have a chance to share their stories with provincial government officials. The Ministry of Labour, Immigration, Training and Skills Development is conducting a public consultation in an effort to gauge the prevalence of non-payment across a vast array of non-unionized job sites and consider whether contractors should be held responsible for subcontractors’ larceny.

Industry stakeholders, including workers, contractors and subcontractors, are invited to respond to a discussion paper and questions currently posted on Ontario’s regulatory registry. Participants’ input will be factored into potential future amendments to the provincial Employment Standards Act that could create new liability requirements for contractors when non-unionized workers engaged by subcontractors are not paid for their services.

“The Ministry is considering that the subcontractor (i.e. the direct employer) would continue to be responsible for the payment of wages to their employees. However, should the subcontractor fail to pay wages, liability of those payments would flow up the chain to the contractor who has engaged the services of the subcontractor in the construction industry,” the discussion paper states.

Consultation questions delve into workers’ experiences and solicit opinions about the potential administrative requirements, costs and consequences for contractors and the broader construction industry. As well, it asks for insight on how such an amendment might interact with Construction Act’s processes for construction law disputes and any potential implications for unionized workers. However, in the latter case, the proposal would not directly affect unionized workers, who are required to address non-payment via their unions’ grievance processes.

The consultation is open for comments until Feb. 2, 2026.

$242M contract awarded for Hwy 11 interchange

The B.C. government has awarded a $242 million design-build contract for work on the Highway 11 interchange project in B.C.’s Fraser Valley.

The province awarded the contract to Metro Vancouver (Infrastructure) Partnership, a joint venture between Hall Constructors, Jacob Bros. and EBC Inc. Work is expected to begin in this month.

The replacement of the interchange on Highway 1 at Highway 11 will accommodate the widened highway and increased traffic volumes.

Work will include widening 2.1 kilometres of Highway 1 from McKenzie Road to just east of the Highway 11 Interchange. The project will also create new HOV/EV and bus-on-shoulder lanes and include the replacement of the Riverside Road/Rail overpass.

As part of the project, upgrades will be made to intersections at Highway 11/Marshall Road and Highway 11/Delair Road. New truck parking and improved active transportation connections, including new multi-use paths, sidewalks and bike lanes, will increase mobility for all people who rely on the roadway.

The Highway 11 Interchange Project is a part of Phase 3B of the overall widening program, with $2.65 billion in provincial funding, and is expected to be complete in 2031.

The remaining two major-works contracts in Phase 3B are expected to be awarded early in 2026, with updates about construction to follow.

“As the hub of the Fraser Valley and a key link in the North American Asia-Pacific Gateway, being able to move through and around our city is vital. With more than 80,000 vehicles travelling through Abbotsford every day, our community relies on safe and efficient corridors to keep people and goods moving. The City of Abbotsford is pleased to see the Highway 11 Interchange Project moving forward, strengthening this critical route,” said Ross Siemens, mayor of Abbotsford.

Ontario scrutinizes private security provision

The Ontario government is considering changes to the rules governing private security provision, which could potentially broaden the scope of subject businesses, ease a security guard labour shortage and give the Provincial registrar more enforcement discretion and authority. The Ministry of the Solicitor General is currently seeking public feedback on how Ontario’s Private Security and Investigative Services Act (PSISA) might be updated to address evolving and emerging issues since it was first adopted in 2005.

This comes in step with significant growth in private security employment thus far this decade. The years between 2020 and 2025 brought a 75 per cent jump in the number of licensed personnel — rising from 92,615 to 162,320 individuals — along with a 30 per cent increase in the number of licensed organizations that provide private security services as their core business, which climbed from 850 to 1,115.

A discussion paper posted on the provincial regulatory registry now asks for input on various regulatory considerations, some of which arose through an earlier round of stakeholder consultations in 2023-24. That’s further divided into three categories of proposals and questions related to: public safety oversight and enforcement; training and testing; and administrative processes.

Commercial landlords and property management firms with in-house security staff are flagged for potential additional compliance obligations. Currently, such firms must register with the Ministry and ensure that their security employees are licensed to practice, but they are exempt from many of the requirements that apply to licensed companies that specialize in providing security services. Notably, there are few stipulations related to record-keeping beyond the requirement to submit a list of all employees who are security guards and/or private investigators to the provincial Registrar and to renew the registration at an interval of three years.

In contrast, licensed businesses must collect and retain more detailed employee information and records of workers’ on-the-job conduct. That includes a list of all security guards and private investigators employed at any time within the previous two-year period, along with their employment contracts, workplace assignments and all notes and reports they have produced. As well, licensed businesses must:

keep a record of every instance in which a security employee uses force:
conduct location-specific threat assessments before employees can be equipped with handcuffs, batons or firearms; and
retain documented proof of both employees’ training in the use of handcuffs, batons, firearms and/or dogs, where applicable, and the credentials of their trainers.

Consultation participants are now being asked if those rules should apply more widely, including to registered employers of licensed security guards, armoured vehicle services, locksmiths and security consultants. Input is also sought on other measures to enhance training and accountability related to the use of force, and to strengthen the Registrar’s authority to enforce the Act’s code of conduct and address compliance violations.

The latter rule changes might include giving the Registrar flexibility to interpret the relevancy of past criminal convictions. Currently, a regulation under the Act sets out a prescribed list of offences that would automatically disqualify individuals from obtaining licences unless they have received a formal pardon. However, some industry employers have suggested that rule is too rigid.

“The list, which has not been updated since 2010, includes offences such as theft over $5,000. Industry partners have suggested that such offences should not be an absolute barrier to employment without consideration of other factors such as length of time since the offence and risk to public safety,” the discussion paper states. “The ministry intends to review and strengthen the clean criminal record requirement to ensure fairness while promoting and protecting public safety.”

On the training and testing front, the discussion paper sketches out proposals to update knowledge prerequisites, set more rigorous standards for training providers and introduce requirements to keep first aid certification up-to-date. It also contemplates fast-tracking the licensing process for individuals, such as former police officers or veterans of the armed forces, who are deemed to have relevant training and professional experience.

The consultation is open for submissions until Jan. 21, 2026.

“The ministry also welcomes comments and suggestions on any additional needs and concerns that are not identified in this paper,” it states. “Feedback on any potential costs and benefits is also important for helping the ministry understand the economic, administrative and compliance burden of any of the issues identified in this paper.”

HCMA earns two recreation facilities design awards

Two new recreation facilities in Metro Vancouver have earned international design recognition, each winning a IOC IAKS Architecture Prize for Indoor Facilities for Sports, Leisure and Recreation.

Vancouver-based architectural firm HCMA won for the Rosemary Brown Recreation Centre, Burnaby and təməsew ̓ txʷ Aquatic and Community Centre, New Westminster.

təməsew̓txʷ Aquatic and Community Centre – Nic Lehoux

The biennial award by the International Olympic Committee and the International Association for Sports and Leisure Facilities recognize outstanding sports, leisure, and recreational facility design. A total of nine projects received the IOC IAKS Architecture Prize.

Located in the Edmonds town centre, the 92,000-square-foot Rosemary Brown facility features two NHL-sized rinks, a skate shop, concession, multi-purpose rooms, warm-side arena viewing, a rooftop patio, and universal gender-neutral washrooms. The centre incorporaes sustainable features like natural lighting, EV charging stations and bike parking to support environmental responsibility and accessibility.

The təməsew ̓ txʷ Aquatic and Community Centre is praised for its groundbreaking achievement in sustainable and inclusive facility design.

The centre is Canada’s first completed all-electric facility to achieve the Canada Green Building Council’s Zero Carbon Building-Design Standard. It also holds a Rick Hansen Foundation (RHF) Accessibility Certified Gold rating under the RHF Accessibility Certification program, achieving a score of 84 per cent.

Top 10 market trends that defined 2025

The Canadian multifamily sector entered 2025 facing a markedly different landscape than the one that shaped the previous five years. The era of record population growth, historically low vacancy rates, and rapid rent escalation had given way to a cooling market. By the end of the first quarter, the shift was unmistakable: demand had softened, new supply was coming online, and operators were recalibrating their strategies in a more balanced yet uncertain environment shaped, in part, by rising trade tensions south of the border.

While domestic forces drove most of Canada’s rental market dynamics in 2025, U.S. political developments created several ripple effects that added complexity to the operating environment. Newly imposed U.S. tariffs pushed up the cost of key building materials—everything from steel to manufactured components—making new rental projects even less financially feasible. At the same time, construction loans remained expensive, and higher borrowing costs made it harder for developers to pencil out new projects at a time when margins were already tight.

Even so, the year ended on a stronger note than many anticipated. CBRE Canada reported that multifamily surpassed industrial as the most active asset class in Q3, with $2.9 billion in investment. But for day‑to‑day rental operators, the challenges were significant. Weaker renter household formation, combined with a surge in new supply, pushed the national vacancy rate for purpose‑built rentals to 3.1 per cent, up from 2.2 per cent the year before.

“The tight conditions that defined rental markets in the past few years in Canada’s largest cities loosened in 2025,” observed Tania Bourassa‑Ochoa, CMHC’s Deputy Chief Economist. “Historically high rental supply completions combined with weaker demand caused by slower population and economic growth led to a rise in vacancy rates in many large cities. Purpose‑built rental operators responded to these market conditions by offering incentives to new tenants, such as a month of free rent, moving allowances, and signing bonuses. However, affordability is still a challenge in most markets, as the supply of units affordable to lower‑income households remains low.”

As we head into Q1 2026, here’s a look back at the defining trends that shaped Canada’s multifamily sector in 2025:

Demand softened after years of record growth

Canada’s rental demand declined for the first time in nearly a decade, coinciding with a significant slowdown in population growth. The second quarter of 2025 saw the slowest Q2 population increase since 1946, driven largely by a reduction in non‑permanent residents. Yardi Canada’s Q4 2025 report noted that this shift directly eased short‑term rental market pressure, particularly in major cities where newcomers typically settle.

Vacancy rates rose across the country

Nearly every major market experienced vacancy rates of 3 per cent or higher, with some cities reporting vacancy rates of up to 6.7 per cent (particularly for smaller units). This trend reflected both affordability challenges and shifting renter preferences, as tenants sought out units that better met their needs.

A wave of new completions created temporary oversupply

The supply pipeline that had been building for years finally materialized. Thousands of new purpose‑built rental units were delivered in 2024 and 2025, pushing supply ahead of demand in several major markets. CBRE Canada noted that this wave of completions—particularly at the higher end of the market—created short‑term absorption challenges and contributed to rising vacancy rates.

Developers hit pause on new construction starts

With demand softening and absorption slowing, developers became more cautious. At the beginning of the year, CBRE projected that many would temporarily pause new construction starts until the market digested the recent influx of supply and demand forecasts stabilized. This pause is expected to create a future supply gap once current inventory is absorbed.

Economic headwinds added pressure

Canada’s broader economic environment in 2025 was marked by uncertainty. GDP growth slowed to approximately 1.0 per cent for the year, according to the Bank of Canada, while the unemployment rate averaged around 7 per cent. These macroeconomic pressures affected both renters, who faced affordability constraints, and developers, who contended with higher financing costs and tighter margins.

Labour shortages and technology adoption reshaped operation

Labour constraints remained a persistent challenge for housing developers in 2025. Skilled trades shortages also contributed to maintenance delays, in some cases. Many building owners accelerated their adoption of technology—everything from digital leasing platforms to automated maintenance workflows and AI‑driven revenue management systems—to help offset staffing gaps and improve operational efficiency.

Professionally managed rentals performed better

According to Yardi’s Q4 2025 report, demand throughout the year remained strong for professionally operated, well‑managed buildings. As the supply of available rental options expanded, renters could be more selective, with many choosing to put more emphasis on service quality and operational standards.

Immigration policy changes reduced short‑term demand

Federal adjustments to immigration policy—particularly reductions in temporary resident admissions—had a measurable impact on rental demand. CBRE noted that while aggregate demand declined, vacancy in the most affordable segments remained healthy due to persistent structural shortages.

Data transparency and benchmarking improved

The 2025 reporting cycle saw a significant expansion in available operational and financial metrics. Enhanced transparency from CMHC, Yardi, and private research firms enabled owners and operators to benchmark performance more accurately and make more informed decisions.

Shifts in government priorities reshaped the policy landscape

Changes in government direction in 2025 brought a renewed focus on housing supply, infrastructure alignment, and regulatory reform. Federal and provincial governments introduced updated priorities to encourage development and improve zoning flexibility. While some measures—such as adjustments to temporary resident admissions—reduced short‑term rental demand, others signaled longer‑term support for new construction, including accelerated permitting initiatives and targeted funding for rental development.

Follow along for ongoing coverage of the latest trends and issues impacting the multifamily rental housing sector in 2026, and beyond.

Saskatchewan funds new school playgrounds

The province of Saskatchewan has approved more than 40 school playground projects through a new grant program it launched in fall 2025.

The program provides up to $50,000 per project to match what parent and volunteer school councils raise through fundraisers and other efforts. So far, the province has approved more than $2.3 million in funding. Public schools can use the money to build new playgrounds or add or replace equipment.

“Playgrounds play such an important role in the early development and formative years for children,” Parks, Culture, and Sport Minister Alana Ross said. “That is why we are proud to support the efforts of parent and school community groups to ensure every child has a place to play.”

The initiative is delivered in partnership with the Saskatchewan Parks and Recreation Association (SPRA). “The early interest in the School Playground Equipment Grant demonstrates the value and importance of recreation across our province,” said SPRA President Darcy McLeod. “The volunteer community councils and parent groups are the true catalysts behind these projects, all for the betterment and wellbeing of their schools, neighbourhoods and communities.”

The current application period runs until February 25, 2026, and the province will invest $3.75 million in the program each year for the next four years.

Full guidelines along with the online grant application are available on the SPRA website.

1. Data quality determines AI effectiveness

2. Making sense of abundant and unused data

3. AI raises competitiveness in FM

4. Human judgement remains critical

5. AI elevates FM from cost control to strategy

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