Smart tech retrofits revitalize aging retail spaces

Aging retail buildings, once the backbone of bustling commercial districts, are now environmental and financial liabilities. As climate risks intensify and operating costs climb, retail landlords, tenants, and facility managers face a critical question: how to adapt for the future?

Retrofitting outdated retail facilities with smart technology boosts efficiency and simplifies management, and government incentives are making these improvements more accessible than ever.

The hidden cost of aging infrastructure

Many facilities were built decades ago, long before energy efficiency and climate resilience were top priorities. Today, these structures are vulnerable to extreme weather, rising insurance premiums, and ballooning energy bills. According to the Canada Climate Law Initiative, climate-related risks are becoming critically important for retail assets, threatening both physical infrastructure and long-term profitability.

Upgrading retail spaces offers a smart opportunity—not just for sustainability, but for long-term competitiveness. Retailers and landlords who embrace improvements can unlock efficiencies, enhance occupant well-being, and position themselves as leaders in a market that increasingly values innovation and environmental responsibility.

Retrofit vs. rebuild: the smarter path forward

While new construction may seem like a fresh start, it’s often the more expensive and less sustainable route. Retrofitting existing buildings offers a smarter alternative—one that reduces both operational and embodied carbon while preserving valuable real estate assets. Recent studies show that commercial retrofits deliver long-term ROI through energy savings, improved tenant retention, and increased asset value. In high-demand markets like downtown Toronto, these benefits are amplified by growing consumer and investor expectations around sustainability.

Moreover, retrofits are faster to implement and less disruptive to occupants, making them a practical choice for landlords looking to modernize without starting from scratch.

Incentives that make Ii possible

Thanks to federal programs, the financial case for retrofits has never been stronger. The Canada Infrastructure Bank (CIB) has committed $100 million to help small and medium-sized buildings reduce emissions, including retail and mixed-use properties. In B.C. and Ontario alone, CIB-backed projects are achieving emissions reductions of over 90%.

For retail property owners, this is a rare window of opportunity to modernize aging infrastructure with substantial financial support.

Smart tech: the competitive edge

Retrofitting today extends beyond upgrades like insulation and LED lighting to include the use of smart technologies that improve how buildings function. Internet of Things (IoT) systems can link building components such as HVAC, lighting, security, and energy management to software platforms that enable real-time monitoring and performance optimization. These tools allow building operators to analyze data, automate processes, and identify opportunities to extend system lifespans, lower emissions, and reduce operating costs.

Why now?

Construction costs in Canada remain elevated, influenced by material cost fluctuations and ongoing skilled labour shortages. As a result, new builds are becoming increasingly expensive compared to retrofit projects. At the same time, consumers are placing greater value on visible sustainability efforts from retailers, viewing environmental performance as part of brand reputation. Green buildings are steadily becoming the standard rather than the exception.

Investors are also reinforcing this shift. ESG considerations continue to shape capital decisions, and properties that align with sustainability benchmarks tend to attract stronger interest and long-term value. For retailers and retail landlords, retrofitting is not only a pathway to compliance—it’s an opportunity to strengthen operational resilience and competitive positioning.

A call to action

Canadian retail property owners are well-positioned to benefit from smart retrofits. With supportive government incentives, strong evidence of return on investment, and advanced technologies readily available, the opportunity to enhance efficiency and sustainability has never been clearer.

Richard Henzie is the Director of the Smart Buildings Division at Schneider Electric Canada. He is a global business leader specializing in energy management and automation. Based in Victoria, Canada, he directs the Digital Energy Division at Schneider Electric, focusing on advanced building systems and sustainability. He is extremely passionate about smart building design and operation, focusing on how digitization of systems and processes can help building owners and operators achieve more sustainable, resilient, hyper-efficient, and people-centric buildings.

B.C. launches DASH to accelerate prefab housing

B.C. has launched a new online platform called DASH, Digitally Accelerated Standardized Housing to allow developers to construct three-to-six storey buildings faster.

DASH replaces traditional review and construction methods with modern building methods, such as prefabricated parts and standardized designs, to speed up the process and reduce expenses. The first-in-Canada platform will also help builders access B.C.-made materials from throughout the province.

“Innovative programs are supercharging our work to deliver the homes that people need and help to drive down asking rents,” said Minister of Housing and Municipal Affairs Christine Boyle. “For families, seniors and workers throughout our province, this means they will be turning a key and walking through the doorway of their new home sooner.”

For example, developers, builders or non-profit organizations designing a wood-frame, multi-family structure can enter details, including land parcel shape and size, planned building storeys, unit bedroom counts, and so on.

BC Housing developed DASH in collaboration with Metro Vancouver, more than a dozen B.C.-based architects and engineers as well as prefabricated home manufacturers. The platform is open source with no user-access fees. Planning and zoning regulations have been uploaded for partnering Metro Vancouver municipalities.

“Naikoon is proud to leverage our prefabrication expertise as an early collaborator in the innovative DASH program, delivering the housing B.C. needs with superior quality, speed and affordability. We believe this platform is a significant step forward, demonstrating the future of efficient construction in B.C.,” said Joe Geluch, president and CEO, Naikoon Contracting Ltd.

CAT expansion poised to shift condo governance

Proposed amendments to the Condominium Act, 1998 (the Act) and Ontario Regulation 179/17 are on the table for stakeholder feedback, and Ontario’s Condominium Authority Tribunal (the CAT) is expected to expand its jurisdiction further. These changes will bring new opportunities and challenges for owners, condo boards, and condo managers.

Since its launch in 2017, the CAT has evolved from a niche dispute resolution forum to a central pillar in the province’s condominium governance and dispute framework. Initially tasked with handling only records-related disputes, the CAT currently oversees a broader range of issues that affect the daily operations of condo communities.

The CAT and its current scope

The CAT is Ontario’s first fully online dispute resolution body, designed to provide a more accessible and cost-effective alternative to court proceedings. The CAT uses a three-stage process: Phase One: “Negotiation”; Phase Two: “Mediation”; and finally, Phase Three: “Adjudication”.

The CAT has steadily expanded its reach over the last few years. While it initially handled only disputes related to access to condo records, as of the date this article, its jurisdiction has expanded to include:

Disputes regarding condo records;
Noise, vibration, light, odour, vapour, smoke, and nuisance complaints;
Provisions in the governing documents (declaration, by-laws or rules) about unreasonable nuisances;
Disputes involving pets, vehicles, parking, and storage; and
Disputes related to indemnification and chargebacks related to the above disputes.

It appears that the CAT’s jurisdiction may be expanding again soon, although the exact timeline is still unclear. This next expansion is expected to be in an area that lies at the heart of the operation and governance of every condo community: owners’ meetings.

The proposed amendments to the Act and regulations: what might change

The Ministry of Public and Business Service Delivery is currently reviewing proposed amendments to the Act which, if passed, would allow the CAT to hear disputes relating to how owners’ meetings are conducted. If enacted, the CAT could hear disputes involving:

Requisition meetings;
Timing and procedures for calling meetings;
Validity of meeting notices;
Quorum; and
The voting process.

These proposed amendments aim to improve access to justice and reduce reliance on costly court proceedings. It is fairly easy and low cost to start a CAT claim. As a result, an expanded CAT jurisdiction is expected to lead to a rise in applications and greater scrutiny of procedural steps and the decisions of the board and the chair of the meeting.

A double-edged sword?

The proposed amendments to the CAT’s scope of jurisdiction could be a double-edged sword for condo communities. On one hand, this change could empower owners to raise legitimate concerns about governance in a way that is affordable and accessible. It also reinforces the importance of accountability and transparency in how meetings are run. There are circumstances where minority owners or non-board member owners may have legitimate complaints about how meetings are called and run. There may also be boards and managers that do not know or understand the rules of procedure to properly call and run an owners’ meeting.

Increased scrutiny and decisions from the CAT may provide guidance and direction to condo corporations across the province, but this will likely be at a significant cost for the corporations that are required to respond to these applications.

In addition, the increased oversight and potential for litigation is likely to bring higher administrative workloads for managers and boards that are already faced with heavy workloads and not enough qualified candidates. There is also a risk that unhappy unit owners will use the CAT as a way to challenge every unsatisfactory outcome or bring these applications to challenge the meeting process because they are unhappy with the substance of the decision.

The costs of the CAT process may not be limited to the costs to respond to the appeal, but there could be delays in operational and financial decisions. For example, a unit owner that has voted against a borrowing by-law may appeal to the CAT because they are unhappy with the result of the election. This could cause some unnecessary and potentially very expensive delays to the condo corporation’s ability to move forward with the loan or the proposed construction.

Depending on the timing of when an appeal can be brought to the CAT, this could lead to circumstances where a condo board believes that a decision is final, for example, that a borrowing by-law is approved at the owners meeting and the corporation enters into an agreement with a contractor as a result. Only later, after the by-law is registered and the loan is in progress, does an owner appeal the meeting and the vote.

If the CAT’s jurisdiction is expanded, condo boards, managers and individuals appointed to chair meetings will need to be more vigilant. Proper procedures and thorough preparation for owners’ meetings will be key to avoiding challenges before the CAT and to effectively respond to any challenges.

Best practices for owners’ meetings

Whether or not the proposed amendments are passed, now is the time for condo corporations, managers and other condo professionals to sharpen their governance practices.

Here are five key tips to help boards prepare for the possibility of increased scrutiny.

1. Understand and Follow the Notice Requirements

Condo boards must send two notices before any owners’ meeting, as required under the Act. First, a Preliminary Notice (per s. 47(1)(c)) must be sent at least twenty (20) days before the formal meeting notice. This timeline gives owners a chance to submit material for possible inclusion. Exceptions apply for requisitioned meetings under s. 46, in this circumstance only 15 days are required. The second notice, which is the official Notice of Meeting must be sent at least 15 days before the scheduled meeting (be mindful of service timelines, if being sent via regular mail or electronically).

Use the prescribed forms and stick to the deadlines. Make sure that you understand what documents need to be included in the meeting package and that you know if your condo corporation has specific requirements for documents to be included or rules about service of documents.

2. Become Confident in Your Application of the Corporation’s Bylaws

Whoever chairs the meeting, whether a condo lawyer, paralegal, condo manager or member of the condo board, ensure that they are familiar with the procedural requirements. This includes: how to manage disputes or points of order, how to review proxies, and how to apply the rules fairly.

The most well-known and commonly used rules of order for meetings are “Robert’s Rules of Order” or “Nathan’s Company Meetings.” For condo corporations, the general operating by-law may establish what rules of order must be used. While the material may be a bit dry in nature, understanding how to run a proper meeting is vital for the operation of a successful condo corporation.

3. Maintain Transparency During Elections

Be prepared to explain how ballots are counted, who can be a scrutineer for counting those ballots; and, how proxies are verified. A poorly handled election is expensive and can trigger suspicion, reducing the owners confidence in the Board.

4. Be Prepared and Stay On Track (The Agenda is your Friend)

The most effective owners’ meetings start with solid preparation.

Board members should meet ahead of time to review the agenda, clarify key items, determine who will speak on each item, set realistic speaking times, and ensure all members are on the same page. This avoids last-minute confusion, boosts confidence and helps the meeting run smoothly.

Once the meeting begins, follow the agenda as distributed. Once a meeting is “duly convened,” meaning the chair has confirmed that both notice and quorum requirements have been satisfied in accordance with the corporation’s governing documents, the chair should move through the agenda items in an organized manner. Avoid letting individual issues or side conversations derail the flow of your meeting. A clear, well-managed agenda keeps the meeting focused, fair, and efficient for everyone involved.

5. Seek Legal Advice Proactively

Getting legal advice early is one of the best ways to keep condo meetings on track.

Whether it’s about meeting rules, owner requests, or tricky parts of the Act that may require some interpretation, a quick check-in with a condo lawyer or paralegal can save time, money, and stress down the road. Being proactive with any potentially legal issue helps the condo board stay compliant, avoid mistakes, and make confident, informed decisions for their community. Think of it as a smart step to prevent disputes and manage risks, not a last resort.

With the CAT’s scope potentially expanding, condo boards and managers are entering a new era of scrutiny and accountability. Solid governance is not just about ticking boxes, it is about building trust and avoiding costly disputes.

By embracing best practices now, boards and managers can minimize disputes, build owner confidence, and keep their communities running smoothly. After all, a well-organized meeting is more than good governance, it’s the most effective way to avoid a scratchy situation with the CAT.

Laura Gurr is a partner with Cohen Highley LLP in London. Cohen Highley LLP has offices in London, Kitchener, Chatham, Sarnia, Stratford and Strathroy. Laura provides risk management and regulatory compliance advice to condominium corporations, unit owners, and property management companies.

Megan A. Alexander is a licensed paralegal who works within the Commercial Litigation and Multi-Residential Housing Groups at Cohen Highley LLP in London, Kitchener, Stratford, Strathroy and Windsor. Ms. Alexander’s main areas of practice are within the Ontario Small Claims Court (including enforcement) and the Condominium Authority Tribunal (CAT).

When it comes to retrofits, mid-tier buildings are in a class of their own

Mid-tier buildings play a fundamental role in Canada’s commercial real estate landscape – and in lowering the country’s carbon emissions targets. Increasing the depth and rate of retrofit projects to improve the energy efficiency of older commercial and multifamily buildings is a priority for the federal government.

Natural Resources Canada’s Deep Retrofit Accelerator Initiative puts that goal into action by providing funding to organizations, AKA “retrofit accelerators,” to help building owners and managers access educational and financial resources to upgrade their properties.

You may be asking at this point – what exactly is a mid-tier building, and why do retrofit programs target them?

Why a Waterloo A could be a Toronto B

Commercial building types can be broken down by class according to their distinct characteristics. It should be noted that their designations are relative to local market standards and office space inventory. For that reason, a Class A building in a small town may not be classified the same way in larger urban centres.

Class A: These high-rises are prestigious assets set in prime locations. Built or refurbished to high standards, they attract premier tenants with top-tier amenities and have some of the most expensive rental rates. This class of building is typically managed by large institutional landlords and professional teams.

Class B: These buildings range from mid to high-rise and are often at least 10 to 20 years old. Finishes and systems are usually well-maintained and functional, and feature moderate amenities. With less prestige than Class A buildings, they tend to have lower rents that appeal to a broader range of clientele.

Class C: These buildings are normally mid to low-rise, are more than 20 years old, and have the lowest usable grade for commercial buildings. They have minimal amenities and may be located in suburban communities. These properties tend to have outdated or obsolete technology and require extensive renovations – perfect for an investor targeting spaces to redevelop.

Challenges and conflicting priorities

Retrofitting a mid-tier building is a complex process at both the decision-making stage and throughout project execution.

Unlike Class A properties, ownership of Class B/C properties is often fragmented between a mix of commercial real estate professionals and non-professionals, who possess varying understandings of the industry. This melange includes private investors, family trusts, small REITs, or pension fund portfolios.

When the time comes to upgrade building systems, independent owners without strong institutional backing may face capital limitations and not know the full range of costs, scope, or resources available to them. Replacing outdated infrastructure can be extra challenging – and expensive – if the building is filled with working tenants or occupants.

With so many potential players and factors to take into consideration, it’s not uncommon for building owners and operators to encounter conflicting priorities when deciding how – or even if – to proceed with building retrofits. With or without professional management, there are ways to balance practical needs and strategic action.

A great first step is to join a peer group, like a local BOMA association, where operators can access support and educational resources to learn about funding pathways for retrofit projects, including existing government grants and loans.

To go further, mid-tier building managers can apply to participate in deep retrofit accelerator programs, like the nationwide BOMA Enspire program. Through educational training sessions, workshops, and industry events, this program teaches operators to unpack the fundamentals of retrofit planning and identify opportunities to get started on their energy-saving journey.

Mid-tier buildings are essential to Canada’s energy efficiency evolution and account for close to 65 per cent of the building stock.

Just below Class A in prestige but critical in affordability and community, mid-tier properties are an essential component of Canada’s built spaces. Building operations are a huge portion of energy emissions in Canada, and retrofitting Class B and C buildings has an important impact on meeting the country’s carbon emissions targets.

The key for operators is to blend day-to-day management with strategic upgrades through government programs, retrofit partnerships, and smart financial planning. With these tools, mid-tier operators can improve tenant experience, lower emissions, and increase asset value without needing a premium budget.

If you represent a Class B or C building in Canada, check out the BOMA Enspire program today to see if you’re eligible for funding support!

Planning for sustainable snow removal

Snow removal is often part of outdoor maintenance management, and practicing sustainability can be included in this year’s efforts. Sustainable snow removal can help companies make progress on their ESG goals, increase operational efficiency, and cut costs.

Creating a successful strategy for sustainable snow removal starts with early planning and effective execution.

Newer equipment

Today’s tools offer sustainable solutions for maintenance managers looking to go greener with snow removal. If you’re using older equipment, you may want to invest in more modern versions. Newer snowblowers can be four-stroke, hybrid, battery, or fully electric models, and can decrease emissions by 70 to 90 per cent, while also using less fuel. If you are outsourcing your snow removal, choose vendors who use newer, greener equipment and practice strategic scheduling to cut down on their travel and emissions.

Eco-friendly products

Eco-friendly options also exist for ice melters. While salt (sodium chloride) is a common, affordable option, the runoff can damage soil, harm ecosystems, and cause corrosion. Consider using alternatives like calcium magnesium acetate (CMA), potassium acetate, or beet-based additives for more environmentally friendly options, depending on the temperatures in your area.

Use your ice melter strategically to avoid wasting your product. Spraying salt brine before storms is a strategy that can cut product use by 20 to 30 per cent, extending your inventory and saving you money. By staying ahead of the weather, you may also be able to cut down on the machinery needed to remove small amounts of snow, relying on manual labour instead.

Maintenance and operational practices

Keeping your equipment in good working order means ensuring that it is performing optimally, extending its lifespan, and creating less waste for the landfills. Conduct regular inspections and tune-ups, complete repairs properly, and train your staff on proper use and maintenance practices. Ensure that your teams are operating the machinery and using the tools with sustainability in mind by reducing idling, avoiding over-application, and scheduling strategically to minimize environmental impact.

Snow removal can become more sustainable for maintenance managers with mindful attention to equipment, tools, and practices.

PCL starts construction on Calgary rental tower

PCL Construction has broken ground on a residential rental development in Calgary, located on 61st Avenue near CF Chinook Centre, a leading shopping centre in Alberta, in partnership with Cadillac Fairview (CF).

The new transit-oriented community will feature 490 purpose-built rental units across two towers—20 and 19 storeys—connected by a multi-storey podium. The podium will feature residential units and premium amenities, including co-working spaces, lounges, wellness facilities and expansive public realm outdoor spaces. The development also includes four levels of parking and direct access to the Chinook LRT station.

“We’re proud to collaborate with Cadillac Fairview on a project that redefines urban living in Calgary,” said Jordan Clouthier, vice president and district manager for PCL Calgary. “With extensive experience delivering residential communities across Canada, this development reflects PCL’s commitment to building connected spaces that enhance the quality of life for Calgarians.”

Strategically located just one block from CF Chinook Centre, the development is designed to support sustainable urban growth and enhance connectivity for residents. The project is Cadillac Fairview’s inaugural residential rental project in Calgary.

“This groundbreaking residential development in Calgary is a testament to Cadillac Fairview’s vision for creating vibrant, connected communities,” said Sal Iacono, president and CEO of Cadillac Fairview. “Residential development is not new to CF, and we are proud to bring essential housing to this important community as we continue to shape the future of urban living across Canada.”

Construction is set to begin this month, with initial occupancy expected in summer 2028.

Stantec selected to design Kelowna care facility

Stantec has been awarded the design for Cottonwoods Long-Term Care Facility in Kelowna. The four-storey facility will provide residents living in Kelowna and Central Okanagan access to improved care in a homelike environment.

The project reimagines three core elements of traditional long-term care (LTC): the physical environment, philosophy of care, and a workforce model. The three elements are intended to develop a sense of community and a feeling of home within the facility.

The facility’s “households” will accommodate 12 or 18 residents, each with their own single-bed room with a private washroom. Each household will resemble a typical homelike environment with shared amenities including living room, dining room, activity space, and direct access to the outdoors. Design features will support residents experiencing dementia and include culturally sensitive design elements to serve a diverse population in the community.

The project will be constructed in two phases. Phase one will include 234 beds, support services, and the Central Okanagan Plant Services program. Phase two will include the demolition of the existing buildings and the construction of a one-storey addition to accommodate the adult day service program, childcare program, and additional LTC related support spaces. The construction budget is $150 million.

The current facility faces critical challenges including inadequate space, resident and client comfort, visitor access, and the care team’s safety. With the new design, residents will have access to the kitchen, outdoor space, and private and shared spaces, according to their personal and daily schedules. Other amenities will include an art and activity room, hair salon, interfaith space, 25-space adult day program for people living more independently in the community, and childcare space with capacity for 37 children.

“Our design will accommodate the expansion of resident care to make Cottonwoods more accessible to residents, visitors, and the care team,” said Brian Christianson, senior principal at Stantec. “We take great pride in knowing that we can help make a genuine difference in the livelihood of residents and provide them with a comfortable homelike environment.”

Alberta selects site for new Stollery Children’s Hospital

Alberta has chosen a site for a new stand-alone Stollery Children’s Hospital at the corner of 122 Street and 51 Avenue on the University of Alberta’s South Campus in Edmonton.

“Selecting the site for a new stand-alone Stollery Children’s Hospital is a major step forward towards building a hospital that will serve children in Alberta, the rest of western Canada and the territories,” said Minister of Infrastructure Martin Long. “This location gives us the space and flexibility to plan a modern facility that puts children and families first.”

As an undeveloped green space, the location would allow construction to begin without the need to demolish or relocate existing buildings, helping streamline the project timeline to deliver on the province’s commitment to build another major hospital in the City of Edmonton. A new stand-alone Stollery Children’s Hospital is vital to Alberta as it will support high-quality pediatric care and address the increasing demand for specialized children’s health services.

Alberta’s government began investing in the Stollery project in 2021 with an initial $1 million, matched by the Stollery Children’s Hospital Foundation. Budget 2025 invested another $11 million over three years to advance the planning and design for the new children’s hospital which will serve families across Edmonton, northern Alberta and the Northwest Territories.

Planning is currently underway to determine the hospital’s space, service and infrastructure needs. The planning phase is anticipated to be complete in 2026.

The current Stollery Children’s Hospital opened in 2001 and operates within the aging University of Alberta Hospital and the Walter C. Mackenzie Health Sciences Centre. The facility is Western Canada’s referral centre for pediatric cardiac surgery and a national leader in organ transplants for children.

Pinnacle SkyTower becomes Canada’s first 100-storey building

Pinnacle SkyTower has reached a historic milestone as the first building in Canada to hit 100 storeys. Once complete, the 106-storey residential tower will feature 958 units, the new Le Meridien Toronto Pinnacle Hotel, and 80,000 square feet of amenities.

The highest floor will align with the CN Tower’s main observation level. Amenities include a top-floor restaurant, balconies reaching the 88th level, and floor-to-ceiling windows with views of Lake Ontario and the Toronto skyline.

Pinnacle SkyTower

Designed by Hariri Pontarini Architects, the building boasts a distinctive 12-sided, tapered form that blends waterfront-inspired curves with angular, diamond-shaped geometry. Interiors feature luxurious finishes, high-end appliances, and premium materials.

“We have created a landmark, one that is making history not only for Toronto, but for all of Canada” said Michael De Cotiis, president and CEO at Pinnacle International. “Residents and guests will live, gather, and dine at Pinnacle One Yonge, and we look forward to inviting the world to experience everything we will be offering, including the restaurant on the 106th floor. This project speaks to our ambitions to develop new and exciting living experiences across North America.”

The tower forms part of the 4.4 million square-foot Pinnacle One Yonge mixed-use development, which aims to transform this section of Toronto’s waterfront with residential, retail, hotel, and outdoor space.

“100 storeys is just the start,” said Anson Kwok, vice president, sales and marketing at Pinnacle International, “Pinnacle International is set to complete all 106 storeys in 2026 and begin welcoming residents to Pinnacle SkyTower. We’re excited to be offering them the unique opportunity to live in the tallest building in Canada and be a permanent fixture in the Toronto skyline.”

Feature photo: Construction crews work with a backdrop of the Toronto skyline at 100 storeys high.

Maintaining your warehouse flooring through the winter

Facility and warehouse flooring can really take a beating as the seasons change. Winter brings wet, slushy conditions, along with ice and snow, and leftover salt from the roads and parking lots, often worsened with deliveries, forklift activity, and inventory management. These factors can degrade your flooring, raise repair and replacement costs, and increase safety concerns.

As we look ahead to winter, maintenance managers can prepare for the weather and keep floors looking their best through the season with a few simple steps:

Concrete floors become very slippery when wet, so ensuring they stay as dry as possible is crucial. Increase your cleaning schedule to account for a greater need during the winter months.
Staying vigilant in identifying areas where moisture collects can help to create a cleaning schedule that addresses the winter need appropriately.
Installing matting is a great way to keep entrance areas dry, before it has a chance to travel onto the floors. These can become saturated quickly, though, depending on the volume of traffic, so be sure to change them out, use a wet vac, or dry them for optimal performance.
Matting can also be placed in areas like work stations to trap any residual snow or ice, helping to eliminate any unwanted pools of water that may be tracked throughout the rest of the facility.
Consider adding a non-slip coating to high-traffic areas to mitigate the risk of slip and fall accidents once wet weather is unavoidable. These are also available for exterior use, so it may be beneficial to consider areas where deliveries and drop-offs happen most frequently.
Similarly, protect your loading dock and keep the ice and snow out with an overhead canopy, door seals, and high-volume-low-speed fans to keep the area safe and dry through the winter.
If you are using automatic scrubbers to keep your floors clean, ensure that you are cleaning them out to minimize the damage that ice melt can have on your equipment.
Maintaining an optimal temperature in the warehouse can help keep condensation from building up, which can make floors extra slippery. This is a challenge with dock or bay doors opening and closing, so pay strict attention to your heating and cooling to know what temperature best addresses this balance.

Winter weather can cause your warehouse floor to become messy and dangerous, so maintenance managers who prioritize their flooring can increase safety, improve performance, and lengthen the lifespan of their warehouse flooring this winter.

Scarborough debuts Toronto’s first net-zero aquatic facility

The Rouge Valley Community Recreation Centre officially opened in Scarborough and is Toronto’s first net-zero community aquatic facility and the first in Ontario to achieve the Canadian Green Building Council’s Zero Carbon Building Certification.

The building was designed to operate entirely on electricity. Solar panels on the roof generate both heat and electricity, while additional panels are integrated into the exterior walls. Heat pumps use outside air to help warm the building in winter and cool it in summer. Together, these features reduce greenhouse gas emissions and lower utility bills.

The 94,000-square-foot space, located in Joyce Trimmer Park, also features the city’s first indoor cricket pitch, a 25-metre swimming pool and a leisure pool, full-size gym, child care centre with space for 62 children, a teaching kitchen, dance and fitness studios, and multi-purpose rooms for community programs.

The call for a new community recreation centre in northeast Scarborough emerged from the City’s Parks and Recreation Facilities Plan, which flagged the area as a high-priority gap. The space was designed through extensive public consultation, so its programming reflects the diversity of the communities it serves.

Unlocking affordable housing development

A policy paper published in November presents a practical approach to addressing a significant obstacle to affordable rental housing in Ontario: early-stage financing. As the province approaches 2026, the progress of housing developments is increasingly hindered by insufficient funding for predevelopment and initial costs—expenditures that are essential for moving projects forward but frequently result in delays prior to construction.

Currently, affordable housing projects can access funding from four levels of government—federal, provincial, regional/county, and municipal—but most programs focus on construction and long-term debt. Only a handful of federal programs support predevelopment work, and these typically provide nominal amounts that fall short of covering full due diligence and feasibility costs.

The report, prepared by global consultancy Arcadis for WoodGreen Community Services and the Building Industry and Land Development Association (BILD), proposes a provincially backed Affordable Housing Revolving Fund (AHRF) that would provide low-interest loans to cover early-stage expenses such as design work, technical studies, application fees, and business case preparation.

“Right now, promising housing projects are stalling due to inadequate predevelopment and upfront investment capital,” said Mwarigha, Vice President of Housing Growth, Development & Asset Sustainability at WoodGreen. “The AHRF would give both non-profit and purpose-built rental developers the financial foundation they need to leverage long-term lenders and scale up mixed-income affordable housing in Ontario.”

According to a September 2024 study by Altus Group Economic Consulting, construction delays can cost between $2,673 and $5,576 per unit per month depending on the municipality. Streamlined access to predevelopment funding could shorten timelines by up to 18 months, reducing costs and accelerating delivery.

“Securing reliable predevelopment funding is challenging for many rental housing developers,” noted Tony Irwin, President & CEO of the Federation of Rental-housing Providers of Ontario (FRPO). “The AHRF model can bridge this gap so that private and non-profit developers can initiate more mixed-income rental housing that is urgently needed across Ontario.”

By offering flexible loan amounts, interest rates, and repayment schedules, the AHRF would reduce the equity shortfall that often prevents projects from advancing. Its self-sustaining design ensures repayments flow back into the fund, creating a continuous pipeline of capital for future housing developments.

“This model can play a pivotal role in meeting rental housing targets,” said Dave Wilkes, President & CEO of BILDGTA. “It provides certainty in the rental housing market for both private and non-profit developers to pursue viable mixed-income housing projects.”

“The Affordable Housing Revolving Fund gives non-profit housing providers the upfront support they need to secure reliable financing during the critical pre-development phase,” added Marlene Coffey, CEO of the Ontario Non-Profit Housing Association. “With predictable early-stage funding, our sector can scale up development, get projects shovel-ready faster, and help Ontario reach its goal of 1.5 million homes. It’s a practical tool that helps us do what we do best.”

Source: Arcadis

What’s next

The AHRF remains in its proposal phase, with several components requiring further assessment in a future business plan. Key considerations include:

Overseeing body: likely a third-party entity backed by the Government of Ontario.
Investment structure: how initial capital will be raised, whether outside investors are permitted, and terms of repayment and returns.
Eligibility: whether the fund will be open to both non-profit and for-profit developers.
Coverage: clear criteria for eligible costs and project phases.
Financial parameters: appropriate loan amounts (proposed at 5–10% of project costs), feasible interest rates, and repayment timelines.
Fund management: whether it could operate like an endowment to balance project financing with long-term sustainability, while safeguarding against early withdrawals and maintaining its revolving nature.

Despite recent legislative efforts by the Province to streamline approvals, the lack of easily accessible funding for upfront predevelopment work remains a critical barrier—one that continues to delay, and in some cases prevent, rental housing projects from ever reaching construction. As such, sector leaders are calling on the Ontario Government to move quickly with housing partners to launch the fund, suggesting it would offer a clear path to scaling affordable rental housing for the long term.

For a case study and examples of successful revolving funds, read the full policy paper at woodgreen.org/AHRF

Life lease housing regs in the wings in Ontario

The Ontario government could be making a foray to regulate life lease housing via a private member’s bill from its own back benches. The newly tabled Bill 71 comes after a similar effort, also initiated by a Progressive Conservative member of provincial parliament (MPP), died on the order paper when last winter’s election terminated the legislative session.

“This bill is about protecting seniors and ensuring that we have a broad range of affordable housing for residents across this province,” Joseph Racinsky, the MPP for Wellington-Halton Hills, told the Ontario Legislative Assembly earlier this week. “It introduces penalties as well as regulation-making powers, including powers to govern financial disclosures, reserve funds, meeting of life lease holders, terms of life leases and other matters necessary for the effective administration of the Act.”

The proposed legislation would enshrine the definition of “life lease” as a written agreement entitling the lessee to occupy a residential unit for either life or a specified fixed period, and would clarify that a life lease will be deemed to be part of the holder’s estate under circumstances that are to be established in future regulations.

The Bill sets out the framework for a governance structure and accompanying future regulations. This would include several of the measures that currently apply in the condominium sector, such as mandates for reserve funds and annual meetings, and record-keeping requirements.

Penalties are also proposed for life lease lessors for knowingly conveying false or misleading information to lessees or prospective lessees. That could entail a fine of up to $50,000 for individuals or up to $250,000 for corporations found guilty, while directors and officers of convicted corporations would be presumed to be personally liable.

The Alberta government amended that province’s Consumer Protection Act last year to include a new section related to life lease housing.

Smart access is modernizing condo living

Walk into any residential tower in Toronto, Vancouver, or Montreal, and you’ll notice something different. Gone are the clunky intercoms and the inevitable fumbling for keys while juggling groceries in a January deep-freeze. Instead, residents simply tap their phone against a sleek reader, and they’re in. This shift toward smart access control represents more than just a technological upgrade; it is fundamentally changing how Canadians experience condo living.

The rise of smart living

The transformation couldn’t come at a better time. Traditional lock-and-key systems no longer meet the complex demands of modern property management. Consider the challenges: 52 per cent of property managers report an increased workload over the past year. This administrative burden, often felt by condo boards and their management teams, is a key driver of technological adoption, which is why 68 per cent of property managers plan to invest in technology in the next year.

This shift also reflects broader changes in how we live and work. Many condo dwellers now run businesses from their units or maintain flexible schedules. This creates a service gap, as nearly 40 per cent of residents have difficulty reaching property management companies outside business hours. Smart access systems solve this problem by enabling 24/7 self-service capabilities, allowing residents to manage their own access needs – from guest entry to booking amenities – without needing to contact the office.

The new resident experience

The market demand for these features is undeniable. According to market data compiled by Zipdo, 62 per cent of residents prefer properties with smart home features, and smart access forms the backbone of these digital amenities for any modern condo community.

This technology is particularly adept at addressing uniquely Canadian challenges. In cities where harsh winters can make coordinating access tricky, residents can send temporary digital keys to holiday visitors, maintenance crews, or delivery drivers. Picture this: it’s minus twenty, and your parents are visiting while you’re stuck at work. With smart access, you can grant them entry remotely, track when they arrive, and ensure they can access guest parking – all from your phone.

For Millennial and Gen Z residents, this is not a luxury; it is an expectation. Seamless smart access is as essential as reliable Wi-Fi.

The modern door intercom

A core part of this new experience is the evolution of the door intercom. With technology like Salto’s XS4 Com, residents no longer have to buzz visitors through a staticky, audio-only system. Instead, this modern solution leverages the users’ own smartphones for clear, convenient two-way communication. The guest simply scans a QR code mounted outside of the building, and the resident receives a video call from that visitor. They can see who it is and grant or deny access with a single tap – whether they’re on their couch, at the office, or vacationing in Muskoka.

Companies like Salto, whose technology is in use from Edmonton’s SouthPark Whyte to London, Ontario’s WEST5 development, are creating ecosystems where every access point operates seamlessly through a single platform.

Preston Grutzmacher, Residential Business Leader at Salto North America, puts it simply, “We don’t believe that a combination of multiple credentials that require you to swipe, tap, and use a key offers a great user experience and certainly doesn’t maximize security.”

Benefits for property managers and owners

Beyond resident satisfaction, the operational benefits for property managers and the condo corporations they serve are profound. The right technology streamlines condo management from the ground up. Move-in and move-out administration, once a manual process of key exchanges and paperwork, can be automated through integration with property management software.

For companies overseeing large portfolios, centralized cloud-based management offers unprecedented efficiency. This directly addresses a major challenge, as 29 per cent of property owners report difficulty managing multiple properties efficiently. Smart access platforms solve this with unified dashboards and remote management capabilities, allowing a single property manager to oversee multiple buildings for their respective condo boards.

Security is also significantly enhanced. Every access event creates an auditable digital trail, allowing managers to track exactly who entered which areas and when, improving accountability and peace of mind for the entire community.

Ultimately, the business case for a condo board is clear:

Owner satisfaction and property value: With 37 per cent of property managers citing resident retention as their biggest challenge, smart systems that enhance the living experience have a direct impact. Happy owners and residents lead to a stable community and help protect and increase property values.
Reputation and desirability: In competitive markets, these upgrades help properties stand out. Given that 47 per cent of residents report that online reviews influence their property choice, buildings with modern, convenient smart access generate better reviews, which supports higher resale values.

Smart access and the future of condo living

Looking ahead, the integration possibilities are nearly endless. Systems like Salto Homelok can integrate with elevator controls, amenity booking platforms, parking management, and energy-saving tools. As 78 per cent of property managers believe automation improves operational efficiency, every new integration creates value for the property. These systems also contribute to sustainability goals by eliminating the waste and cost of manufacturing and replacing plastic key cards or fobs.

As Canadian cities continue to evolve, smart access technology is moving from a “nice-to-have” to a necessity. Buildings without these systems risk falling behind, potentially affecting property values and market desirability.

For residents, owners, property managers, and condo boards alike, the question isn’t whether to adopt smart access technology, but how quickly they can implement it. With 63 per cent of property managers already using property management software and the majority planning further tech investments, those still fumbling with keys will find themselves increasingly out of step with modern expectations. The future of residential condo living is smart, secure, and seamlessly connected.

Statistics sourced from: https://zipdo.co/property-management-statistics/

Celebrate Giving Tuesday with your cleaning team

Giving Tuesday is celebrated after American Thanksgiving, and it is a movement encouraging people to donate, volunteer, and participate in acts of kindness. Why not involve your cleaning staff in the planning and execution, and give back as a team this year?

This year, Giving Tuesday happens on December 2, so plan ahead to get your team involved and make a difference this season:

Team building

Cleaning can be a solitary occupation, often involving visiting empty office spaces without much human interaction. Get your staff together to help out sorting food, collecting cold-weather clothing donations, or taking on a neighbourhood cleanup project to improve your community together. Studies show that only 23 per cent of employees feel engaged at work, and team building is a great way to promote collaboration, caring, and communication. Participating in these kinds of activities can help your company culture and inspire your team, while embracing the spirit of Giving Tuesday.

Incentive-based effort

If you want to take your efforts to the next level, consider turning it into a competition with prizes, company matching, or paid volunteer time for your employees. Divide your staff into teams, and tally random acts of kindness, weigh donations, or create your own system to determine the winners. You could even set up a competition against other cleaning companies or suppliers to help raise awareness, increase your efforts, and engage more with your community.

You can also encourage individual giving by setting up a donation matching program, giving paid time off for volunteering, or fostering a “pay it forward” initiative so you can celebrate your employees’ contributions.

Employee benefits

Giving Tuesday can also be an internal endeavour, where you focus on the health and well-being of your staff. As the season picks up and labour challenges abound, many cleaners (about 70 per cent) are feeling the effects of stress, lack of sleep, and burnout. Focus on your staff by showing you care, upping the recognition and rewards, and offering support. This may mean increasing the flexibility in scheduling, facilitating counselling services, or even investing in something as simple as a small grocery gift card to help tide someone over. Your employees are the heart of your business, so incorporate a little company love into your Giving Tuesday planning.

Giving Tuesday offers the opportunity for you and your team to work together towards a common goal, connect with the community, and move ahead with your business goals. Don’t forget to share your efforts on social media to help generate more interest and show potential clients what your company is all about.

Some ratepayers veiled in NB survey findings

There’s little clear insight into what residential landlords and non-residential property owners in New Brunswick think about the assessment and property tax system following the first phase of a promised overhaul. A newly released summary of findings from this summer’s public consultation doesn’t reveal how many ratepayers in those categories participated.

“Our government remains committed to overhauling the property tax system to make it predictable, transparent, fair and stable for all New Brunswickers,” New Brunswick’s Minister of Finance and Treasury Board, René Legacy, observed earlier this month. “The release of this report is an important step forward, as we move into building solutions using the feedback we have received.”

Nearly 7,600 respondents fully completed an online survey, which, among 22 questions, asked them to indicate if they owned commercial/industrial or residential rental properties. (Residential landlords were further required to specify whether that’s fewer than four or 4+ units.) However, the published overview of findings is hazier. It simply reports that 96 per cent of respondents own property in New Brunswick, while 94 per cent own a primary residence in the province.

The breakdown of respondents’ age and annual property tax expenditure offers some indirect clues. Fifty respondents indicated that their age range was “not applicable” and 51 respondents reported they paid at least $100,000 in annual property taxes — suggesting roughly 50 commercial/industrial ratepayers. Another 27 paid $50,000 to $99,999 in property taxes, and 152 paid between $15,000 and $49,999. In total, ratepayers with annual property tax expenditures in excess of $15,000 equate to about 3 per cent of survey respondents.

Associations representing the commercial real estate and rental housing sectors were also among the 32 stakeholder groups the government consulted directly, including: the Building Owners and Managers Association (BOMA) of New Brunswick & Prince Edward Island; New Brunswick Apartment Owners Association; New Brunswick Non-Profit Housing Association; and New Brunswick Real Estate Association.

Highlighted survey responses skew toward the less sophisticated. Half the respondents say the property tax and assessment system is hard to understand and two-thirds say they are unclear how the property tax rate is set. Findings also hint at who was most motivated to participate in the voluntary exercise, with 80 per cent of respondents saying they found it either somewhat or very difficult to afford their property taxes.

One flagged issue of concern that does resonate for commercial/industrial ratepayers are quirky rules that prevent property owners from filing an appeal to question the appropriateness of an assigned property class or to argue that comparable properties have different (presumably lower) assessed values.

“There is currently no clear legal mechanism for property owners to appeal their assessments based on equity or a property’s classification. This is a common criticism from stakeholders,” the summary report states.

The spike protection mechanism (SPM) that’s now in place (beginning in 2025) for non-residential and non-owner-occupied residential properties also threatens to exacerbate complaints about inequitable treatment — at least for ratepayers who fall outside its protection. The mechanism, which was introduced for owner-occupied residential properties in 2013, holds assessment rate increases to no more than 10 per cent annually, with the exception of increases related to property improvements. This essentially increases the tax burden on non-protected properties since municipalities will need to raise their tax rates to balance out lost assessment.

“The SPM was one of the most frequently criticized features of the current system,” the summary report observes. “With the recent expansion of the SPM eligibility criteria, the SPM currently applies to over half of New Brunswick properties.”

Meanwhile, perhaps in contrast to what a similar consultation would uncover in Ontario, there was general satisfaction with New Brunswick’s annual assessment process, which updates assessed values annually based on the market value as of January 1 of the preceding year.

“Stakeholders highlighted the strength of the annual assessment cycle, which reflects growth and helps maintain trust in the system,” the report notes.

The New Brunswick government is now considering input gleaned from the consultation as it develops proposed reforms. These are promised to be released for further consultation in late December or early 2026.

“We will be working with partners, stakeholders and subject matter experts to explore potential policy and system changes, with a continued commitment to transparency, collaboration, and shared problem-solving,” the report advises. “Ongoing engagement with property owners, local government leaders and other stakeholders will help shape a system that is more fair, transparent, predictable and stable.”

“Our ultimate goal is to implement improvements that will benefit all New Brunswickers by the 2027 tax year,” maintains the provincial Local Government Minister, Aaron Kennedy.

Preparing your property for snow

Winter weather has already arrived in some parts of the country, and with the arrival of snow in the foreseeable future, maintenance managers who develop a plan early will be better prepared to manage the winter season. Starting before the snow arrives will allow maintenance managers the time they need to properly prepare for the upcoming season.

Here is a list of steps to take to help ensure that your property is winter-ready this year:

Start by completing a property assessment to identify any potential hazards and areas where repairs might be necessary. Include missing outdoor lighting, cracked parking lots, uneven walkways, and anything else that may present a hazard for winter visitors and staff.
Identify areas where standing water may become an issue and address drainage. Note that more ice melt may be required in those areas to keep them free of ice throughout the winter.
Complete minor maintenance wherever possible. Tasks like cleaning leaves and debris out of gutters and off the roof can help you avoid winter’s freeze-thaw cycle, which can potentially cause ice damming and damage.
Examine the lines and direction in your parking lot for any touchups you can complete before winter comes. Once the lot is partially covered in snow, it can be more difficult to navigate, potentially causing confusion for visitors.
Winterize your pipes and irrigation systems. Shut off water and insulate pipes wherever applicable to avoid cracking and burst pipes. Include landscaping in your winterizing plan by trimming foliage, pruning shrubs, and covering any new or sensitive plants to protect them from the snow.
Plan for snow removal with a contractor or your team, strategize snow storage with a designated area if it piles up and start stocking up on shovels and salt so they are handy when you need them. Invest in portable snow blowers or snow removal equipment if applicable.
Consider creating a formal snow removal plan with a diagram identifying curb, ramps, and designated parking spaces to keep them free of snow. This will keep your lot safer and more accessible for your visitors and staff.

Winter is right around the corner, and planning early for snow’s arrival can help maintenance managers get ahead of the potential effects to their property.