Adele Rankin joins Kasian Architecture

Kasian Architecture, Interior Design and Planning announced the appointment of Adele Rankin as principal and vice president, interior design, strengthening the firm’s leadership in creating human-centric spaces across Canada.

With more than 20 years of design leadership and business development experience, Rankin brings a proven track record of delivering distinctive projects that blend functionality, creativity, and cultural impact. Her career spans hospitality, senior living, and multifamily residential sectors, with notable projects including The Karl Lagerfeld Hotel at Grand Lisboa Palace Resort in Macau, Fairmont Hotel Vancouver, The Dorian Autograph Collection in Calgary, and the REN residential tower in Seattle. Given the forecasted growth in the global hospitality design market over the next year, her knowledge and experience will bolster Kasian’s expertise in the sector.

Rankin’s leadership has extended across global markets, where she has overseen multidisciplinary teams of more than 100 designers and has led the growth of multiple international studios.

In her new role, Rankin will advance Kasian’s national interior design practice, collaborating with multidisciplinary teams to support growth across the firm’s studios. She is recognized for her ability to lead complex projects from concept to completion, building strong client relationships, championing design excellence, and mentoring emerging talent.

“Adele’s passion for design and her ability to deliver exceptional experiences align perfectly with Kasian’s vision of enriching lives through design,” said principal Don Kasian. “Her leadership will elevate our interiors practice and strengthen the connections between our architecture, planning, and interior design disciplines.”

Modernize your cleaning program without breaking the bank

The pressure for facility managers and operators to deliver a pristine, healthy, and safe environment is higher than ever. Yet, the mandate to do so often comes with the classic challenge: how do you modernize your cleaning program and improve outcomes without a budget-busting overhaul?

For too long, commercial cleaning has been viewed as a static, labour-intensive function, but facility managers know this is a dangerously outdated perspective. The post-pandemic world has put a spotlight on hygiene, and occupants from office workers to hospital patients expect a level of cleanliness that is both visible and verifiable. Meeting this new standard requires more than just elbow grease; it requires a thoughtful integration of modern technology and processes that can be surprisingly affordable.

The power of smart, targeted upgrades

Think of modernizing your cleaning program like upgrading a car one component at a time. You don’t need a brand-new vehicle to get better mileage and performance – and the same principle applies here. Instead of replacing all your equipment at once, consider targeted investments that deliver the most significant return on your dollar.

One of the most impactful, yet cost-effective, changes is the adoption of automated or semi-automated floor care. Manual mopping, for instance, is a legacy process that is both time-consuming and often ineffective. It’s a classic example of an old method that spreads soil as much as it picks it up. A study from the University of Minnesota found that a person can take up to two hours to mop a 5,000-square-foot area, whereas a modern automatic scrubber can do the same job in a fraction of the time, in as little as 15 to 30 minutes. The labour savings alone can justify the investment in a new or used machine, freeing up staff to focus on high-touch, high-importance areas like restrooms and entryways.

Another low-hanging fruit for facility managers is embracing advancements in chemical management. Outdated manual dilution methods often lead to wasted product, inconsistent cleaning results, and unnecessary chemical exposure. A simple dilution control system, whether it’s a wall-mounted dispenser or an integrated system on a piece of equipment, ensures chemicals are mixed precisely every time. This not only reduces waste and saves money on product purchases but also guarantees that your team is using the cleaning solution at its most effective concentration, improving cleaning outcomes without any additional effort.

The rise of the data-driven clean

The concept of clean is no longer just about what the eye can see. It’s about what the data tells you. This is where the Internet of Things (IoT) and smart technology come into play, and contrary to popular belief, they don’t have to be prohibitively expensive.

Smart restroom technology is a perfect example. Instead of scheduled checks that may or may not align with actual usage, sensor-driven systems can monitor foot traffic, paper product levels, and soap dispensers in real-time. A facility manager can be alerted when a dispenser is low or when a restroom has experienced a surge in use, allowing a team member to service it on an as-needed basis. This on-demand approach to cleaning is often called “zone cleaning.” This method is far more efficient than a rigid, one-size-all schedule, reducing labour time in low-traffic areas and ensuring high-traffic zones receive the attention they need, improving occupant satisfaction and optimizing resource allocation.

Consider a multi-storey office building where the third-floor conference rooms see heavy use on Tuesday and Wednesday, while the sixth floor is nearly empty all week. With smart sensors and data from building management systems, a facility’s cleaning program can be dynamic, adapting to the actual needs of the space. This isn’t about buying a team of cleaning robots but instead using data to make your human team more agile and effective.

Investing in your people, not just your equipment

At the heart of any successful modernization effort is the human element. New tools and technology are only as good as the people who use them. This is perhaps the most cost-effective and highest-impact investment a facility manager can make.

Proper training is a cornerstone of a modern cleaning program. A well-trained team understands the “why” behind their tasks – why proper dwell time matters for a disinfectant, why different surfaces require specific tools, and how their work contributes directly to the health and safety of building occupants. Training doesn’t have to mean expensive off-site seminars; many manufacturers and distributors offer free or low-cost training on their products and equipment. A well-designed, in-house training program can boost efficiency, reduce chemical and product waste, and, most importantly, instill a sense of pride and professionalism in your staff.

A simple upgrade from a standard vacuum to a backpack vacuum, for instance, can drastically reduce cleaning time. However, the true benefit is realized when the team is adequately trained on its ergonomic benefits and how to use it to clean more than just floors, like ledges and blinds. This empowers them to work smarter, not harder.

The future of facility cleaning isn’t about a fleet of autonomous machines replacing every worker. It’s about leveraging technology and data to empower your team to be more productive and strategic. By focusing on smart, incremental upgrades like efficient floor care equipment, precise chemical management systems, and data-driven scheduling solutions, facility managers can modernize their cleaning programs, enhance building health, and deliver a superior occupant experience – all without breaking the bank. It’s about spending money to save money, and ultimately, to elevate the entire facility.

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

Crash courses bridge financial skills gap

A selection of online, crash courses are now available to guide career rookies and/or veterans in non-financial disciplines through commercial real estate’s key accounting and budgeting concepts. Attendees at the recent Building Owners and Managers Association (BOMA) of Canada’s annual conference were offered complimentary access to one of five short courses that underpin a newly launched micro-credential, which can also be recognized as a component of a full Real Property Administrator (RPA) or Facilities Management Administrator (FMA) designation.

“We’ve introduced the micro-credential to meet skill gap needs in the market. In particular, it’s targeting property managers and facilities managers coming into the industry, to help them get up to speed in the areas where they need to be able to hit the ground running when they start work for a commercial real estate firm,” explains Andrea Sine, senior vice president with BOMA International, who was on hand for BOMA Canada’s BOMEX event in Halifax. “We have heard from a lot of our members that one of the major skill gaps for new hires is financial acumen and financial literacy. So that’s where we started as the baseline for our short courses.”

BOMA’s educational arm, known as BOMI, has thus far introduced two new micro-credentials — Revenue Administration and Mastering the Budget — with a third slated to arrive before year-end 2025. Each micro-credential encompasses five self-directed, online courses, estimated to each represent about two hours of learning time. Registrants who successfully complete all five short courses earn a digital badge to verify they have achieved the required level of knowledge, and can apply the micro-credential toward an RPA or FMA designation.

Meanwhile, BOMEX attendees who opted to take Budgeting and Accounting 101 got the added bonus of expert, in-person guidance to walk them through the online overview of cash, accrual and modified accrual accounting methods and concepts such as assets, liabilities and owners’ equity. Kim Saunders, chair of BOMI Education Canada, and board member, Alex Hanson, led the morning seminar, and later weighed in on the short course content and the flexibility of the just-in-time approach.

“There has been growing attention on the soft skills of being a property manager — emotional intelligence and inclusive leadership and those kinds of things — but that doesn’t mean the hard skills don’t still matter,” muses Hanson, who is managing director of property management for Colliers Canada in Saskatchewan. “If you didn’t get a Commerce degree or don’t have a lot of experience, there are not a lot of educational options specific to property management out there for people who need to know how to do the job. This provides a new opening to support development of those hard skills.”

Along with the introductory 101 lessons, the Revenue Administration micro-credential includes short courses focusing on: identifying income sources; recording revenue; measuring property performance; and creating common area maintenance (CAM) reconciliations. The Mastering the Budget micro-credential delves into: developing an income budget; controlling costs; capital budgeting; expense budgeting; and preparing the cash basis income statement.

Each short course has embedded quizzes to ascertain registrants’ grasp of the material, and online students must successfully complete all five pertinent courses to obtain the micro-credential. However, the self-directed format also accommodates learners with a more scoped agenda — perhaps to refresh their knowledge of some concepts or to explore subject matter that may not be within their daily job functions.

“This is the future of educational convenience. People have very busy lives, but this is a way to break it into manageable pieces,” Sine maintains. “There is an ability to stack all the courses into a designation, but, for people who don’t need or want that, they can just focus on a specific needed skill.”

Saunders, a BOMA Fellow and property manager with East Port Properties, contrasts that with her own early career experience. She recalls making her way through the eight required courses for the RPA designation on a more rigid schedule that involved attending physical classes, which were offered on a set timetable, then writing exams.

“Our generation did all that after work. Today’s generation wants instant education and this is a step toward that,” Saunders notes. “You can take the courses in whatever order makes the most sense for you or for the area of the industry you’re working in. Or, for property assistants who want to become property managers, they can start doing these courses and then, when those job opportunities come up, they can be better prepared.”

The micro-credentials are also expected to begin figuring in industry mentors’ career advancement advice. As well, ready options for learning curve assistance may give employers more flexibility to consider otherwise strong job candidates who lack some of the skills for required tasks.

“If they’re missing a specific skill, they can take a short course in about two hours and be able to apply those skills immediately on the job,” Sine says. “It helps the learner — the employee — be able to upskill quickly, but it also helps the employer ensure that employees have the skills they need to be able to do their job quickly and accurately.”

Like all RPA and FMA courses, micro-credentials are grounded in a competency-based model, tied to extensive consultation with the industry about required skills and areas of knowledge. Fees are currently set at CAD $69 per individual short course or CAD $329 for a set of five relating to a specific micro-credential.

Housing supply report reveals regional differences

The Canada Mortgage and Housing Corporation (CMHC) found that housing starts fell flat across seven of the country’s key metropolitan areas in the first half of 2025, compared to the same period in 2024. The fall Housing Supply Report also revealed sharp regional differences. Calgary, Edmonton, Montréal and Ottawa were offset by declines in Vancouver and Halifax, while Toronto is on track for its lowest annual housing starts total in 30 years.

A surge in purpose-built rental starts across most of the areas due to government support and incentives, was offset by the large drop in condo starts, particularly in Toronto, Vancouver and Montreal.

“While the increase in rental construction in the first half of 2025 was encouraging, the ongoing construction slowdown in the homeownership market poses risks to future housing supply, workforce retention, and affordability,” said Tania Bourassa-Ochoa, deputy chief economist for CMHC. “The Canadian Home Builders’ Housing Market Index for Q2 2025 reflects industry confidence and shows developers are frequently burdened by high development charges and time-consuming approval processes. Systemic changes to Canada’s housing system are necessary to create an environment with more cost and time certainty to increase supply.”

Key Metropolitan Areas

In Toronto, a 60 per cent drop in condo starts primarily drove homebuilding activity to its lowest point since 1996. A pullback in investor demand during the first half of 2025 reduced project feasibility, leading to cancellations, delays, and a sharp drop in construction. Many in the building community suggest construction costs and development charges must be reduced to ease condo prices and improve project viability.

Rental apartment starts fared better than condos but still fell 8 per cent compared to 2024. In the long-term, the slowdown in construction of all housing types could put further pressure on affordability when economic conditions improve and demand ramps up again.

In Vancouver, condominium starts fell 13.4 per cent. Weak pre-construction sales led to the cancellation and pausing of projects that failed to meet the necessary 70 per cent threshold for financing. Rental apartments are making up a larger proportion of overall housing starts with help from rental financing programs.

About 100,000 approved homes in the region are currently stalled due to difficulties attributed to development charges, which are still a major barrier to homebuilding. However, beginning January 1, 2026, new provincial regulations will allow homebuilders to defer up to 75 per cent of development charges until occupancy.

In Montreal, robust rental apartment construction propelled housing starts in the first half of 2025. This growth was tempered by a slowdown in the condo market, with units under construction at the lowest level in 15 years. Newly built condo units are too expensive for many buyers, causing developers to move away from this housing type. As outlined in CMHC’s Housing shortages in Canada, homeownership affordability has deteriorated in Montreal since the pandemic and a significant increase in new units aligned with local incomes is needed to counter this trend.

New home construction is at record pace in Calgary for 2025. Rental construction continues to surge alongside strong population growth in Alberta, favourable zoning, and financing programs. Updated municipal zoning is also supporting laneway housing, secondary suites, and row housing, facilitating greater density. Calgary recently approved ten office-to-residential conversion projects, with the potential to add an additional 1,100 homes to the downtown.

In Edmonton, new municipal policies supporting more housing supply and downtown growth appear to be working. Inventory in the resale market has remained flat despite the high level of recently completed units, especially in the most affordable price ranges, due to continued strong demand and overall affordability. However, the slowing pace of apartment completions could signal a shortage of skilled labour.

In Ottawa, housing starts nearly doubled in the first half of 2025 because of rental construction. This surge in new rental homes, combined with a slowdown in population growth means more supply for renters in the near and long term. Sales of new homes have been sluggish so far in 2025, particularly condos, with the number of new and active resale listings well above historical norms.

Looking at Halifax, new home construction remained at historically high levels, driven mainly by the rental market. As of June, more than 10,000 rental units were under construction in the region, significantly above the 10-year average. However, rental construction still faces obstacles; obtaining initial approval permits for projects takes longer than building the actual housing, which is a significant drag on supply.

Study: tackling construction plastic waste

Light House has released a study that sets out recommendations for managing and tracking construction plastic waste.

The Construction Plastics Initiative (CPI) Benchmarking Study is the first national effort to evaluate plastics in Canadian construction projects at scale.

By analyzing diversion data from 253 LEED-certified projects across seven provinces, it reveals how construction plastics remain under-tracked and under-managed and how to close these gaps through stronger reporting, supplier engagement, and on-site practices.

While single-use plastics have long been in the spotlight by industry and policymakers, construction plastics — a far more significant source of plastic waste — have remained largely ignored. With global negotiations for a plastics treaty recently stalled, national and industry-level action has never been more urgent. Canada’s Federal Plastics Registry will expand in 2026 to include construction plastics, requiring companies that supply or use building materials to report how much plastic they produce, recycle, and dispose of.

To prepare the sector, Light House launched the Construction Plastics Initiative (CPI) in 2024: a first-of-its-kind pilot program working with 10 construction projects in the Lower Mainland to capture, divert, and repurpose plastic waste and manufacture them into new building materials. Supported by the CleanBC Plastics Action Fund and Environment and Climate Change Canada, CPI is piloting solutions such as on-site collection, supplier engagement, and recycling plastics into new building products — while building the evidence base for national change.

The Benchmarking Study provides the foundation of real data to illustrate the plastics problem and sets the stage for findings from the CPI project to be released in spring 2026 that will demonstrate how industry can move from problem to solution — strengthening ESG performance, meeting investor and regulatory expectations, and advancing a circular economy for construction plastics.

“Construction plastics are one of Canada’s most overlooked waste streams,” said Gil Yaron, managing director, Circular Innovation, Light House and co-author of the study. “This study gives us the evidence we need to understand the challenge, and CPI offers the pathway to progress, showing that with the right systems and partnerships in place, Canada’s construction industry can dramatically cut its plastic footprint and lead the shift to a circular economy.”

BOMA Canada honours industry’s best for 2025

The Building Owners and Managers Association of Canada (BOMA Canada) presented its national awards on September 17, 2025, during its annual BOMEX conference. This year, attendees gathered in Halifax, Nova Scotia, in Mi’kma’ki, the ancestral and unceded territory of the Mi’kmaq people.

Hosted by retailer and floral designer Neville MacKay, this year’s gala presented a total of 32 awards with a custom-designed trophy unveiling the association’s new awards brand. Also recognized were the inaugural Enspire Awards, presented at a ceremony held earlier in the day.

The evening’s top honours—TOBY Awards for Outstanding Building of the Year—were issued to recipients across the country. Judging criteria for the prestigious award includes building standards, tenant relations, energy conservation, personnel training, emergency preparedness, and more. All winners must be BOMA BEST certified and hold a BOMA 360 designation.

In the corporate facility category, Pacific Blue Cross in B.C., managed by GWL Realty Advisors Inc., took home the TOBY, while 25 King Street West in Toronto, managed by QuadReal Property Group, won the award in the historical building category.

Winning the TOBY for best industrial building was Transport Depot Business Park in Edmonton, also managed by QuadReal Property Group. Forensics Services and Coroner’s Complex, located in Toronto and managed by Dexterra Group. won the TOBY in the life sciences category.

Crestpoint R.E. (1929 Bayview) in Toronto, managed by Avison Young Real Estate Management Services LP, earned the TOBY in the medical building category, while the TOBY for best renovated building went to 55 University Avenue, managed by BrentallGreenOak.

On the retail front, Park Place Shopping Centre in Lethbridge, Alberta, managed by Primaris Management Inc., received a TOBY for an enclosed mall under 1 million square feet, while Scarborough Town Centre in Toronto, Ontario, managed by Oxford Property Group, won the award for an enclosed mall over 1 million square feet.

In the open air/strip mall category, the TOBY went to Taunton Gardens in Whitby, Ontario., managed by Triovest, a Colliers Company.

Turning to the office category, a TOBY award in the suburban office park (mid rise) category went to Winston Park (2010, 2020 & 2060 Winston Park Drive) in Oakville, Ontario., which is managed by Fengate Asset Management.

For properties under 100,000 square feet, the TOBY was presented to The Lightworks Building in Vancouver, managed by Warrington PCI Management.

GWL Realty Advisors Inc. took the spotlight with two Calgary-based buildings it manages: 11th Avenue Place won the TOBY in the 100,000 to 249,999 square feet category, while Watermark Tower earned the top honour for buildings between 250,000 and 499,999 square feet.

Jamieson Place, also in Calgary and managed by QuadReal Property Group, won the TOBY in the 500,000 to under 1 million square feet category. Lastly, for buildings over one million square feet, the TOBY winner was First Canadian Place in Toronto, managed by Brookfield Properties Operated by CBRE.

PINNACLE AWARDS

The Pinnacle Awards recognize role model CRE companies that demonstrate standards of excellence in innovation, teamwork, and outstanding service and commitment to clients.

This year’s award in the above and beyond category went to Brault Roofing in Moncton, New Brunswick.

QuadReal Property Group’s 666 Burrard Street in Vancouver was recognized in the customer service category, while the award for innovation went to BGIS Global Integrated Solutions (BMO) located in Scarborough, Ont.

INDIVIDUAL AWARDS

For the individual recognition awards, past BOMA Canada Chair Award recipient Cheryl Gray announced that Amber Zhu of Triovest, a Colliers Company in Toronto, won the Elaina Tattersdale Sustainability Champion Award for her commitment to pursuing sustainability within the commercial real estate industry.

Earning the title of 2025 Emerging Leader of the Year was Stephanie Davies of GWL Realty Advisors in Vancouver, while the Randal Froebelius Member of the Year award went to Richard Morden of QuadReal Property Group in Calgary.

Mike Bishop, from Third Space Properties in Vancouver, was the recipient of this year’s prestigious Chair’s Award in recognition of his outstanding dedication and support to BOMA Canada, the commercial real estate community and the broader communities he serves.

RICK HANSEN FOUNDATION ACCESSIBILITY CHALLENGE AWARD

In 2019, BOMA Canada launched the Rick Hansen Foundation Accessibility Challenge Award as part of its commitment to creating a world without barriers through meaningful accessibility in the built environment. This year’s award was presented to 16 York in Toronto, managed by The Cadillac Fairview Corporation Limited.

BOMA BEST AWARDS

The BOMA BEST Prestige Awards celebrate high scoring achievement in each of the BOMA BEST certification asset classes from across the country. The winners are:

Yorkdale Shopping Centre, managed in Toronto by Oxford Properties Group, in the enclosed shopping centre category;
Outlet Collection at Niagara, Niagara-on-the-Lake, Ont., managed by Jones Lang LaSalle Real Estate Services, Inc, for open air retail;
Fairmont Medical Building in Vancouver, managed by Peterson Commercial Property Management Inc., in the health care category;
RCMP E Division Headquarters – Building C in Surrey, B.C., managed by Bouygues Energies and Services Canada Limited, in the light industrial category;
Trilogy on King, Toronto, managed by Woodbourne, in the multi-unit residential category;
25 York, Toronto, managed by Menkes Property Management Services Ltd. for office under 1 million square feet;
Gulf Canada Square, Calgary managed by GWL Realty Advisors, for an office over 1 million square feet; and
RCMP E Division Headquarters, Building B, Surrey, B.C., managed by Bouygues Energies and Services Canada Limited, in the universal category;

BOMA Canada also celebrated the perfect score achievement of BOMA BEST Prestige Award winner 25 York, managed by Menkes Property Management.

The BOMA BEST Spotlight award went to Avalon Mall in St. John’s, Newfoundland, managed by Crombie REIT. The honour celebrates a team’s commitment and the building’s sustainability journey. By highlighting the winner’s best practices and innovative approaches BOMA Canada’s aim is to inspire others to adopt similar strategies.

BOMA CANADA’S ENSPIRE PROGRAM

Since launching last year at BOMEX, building owners, managers, and service providers across every province and territory in Canada have enrolled in BOMA Canada’s $25-million Enspire program, funded through Natural Resources Canada.

The program aims to build capacity for advancing energy savings and deep retrofits, supporting the industry’s commitment and ongoing efforts to improve building performance and reduce emissions to help Canada achieve its goal of Net Zero by 2050.

The achievements of these early adopters and those who have embraced transformative building operations were recognized earlier in the day at the inaugural BOMA Enspire Awards. More than 450 buildings entered the program’s first national awards competition; collectively, this group of industry leaders drove an impressive 3,122 tonnes of CO2 equivalent reductions. A great result in the program’s first year.

12 properties were honoured with BOMA Enspire Awards across 4 categories. The winners are:

Office

500 Hood Road, Markham, Ont., managed by Colliers, under 100,000 square feet;
2680 Skymark Ave, Mississauga, Ont, managed by Crown Property Management Inc., between 100,000 – 199,999 square feet; and
166 Alberni Street, Vancouver, B.C., managed by Peterson Commercial Property Management Inc., between 200,000 – 500,000 square feet.

Retail

Kingsbury Plaza, managed by Morguard, open air retail under 100,000 square feet;
Greenfield Park Centre, 300 Auguste Avenue, Longueuil, Quebec, managed by Jones Lang LaSalle Real Estate Services, Inc., open air retail more than 100,000 square feet; and
2025 Guelph Line, Burlington, Ont, managed by Choice Properties LP, enclosed retail more than 100,000 square feet.

Light Industrial & Universal Facility

1273 North Service Road East, Oakville, Ont, managed by CBRE Limited, light industrial under 100,000 square feet;
8205 Parkhill Drive, Milton, Ont, managed by Menkes Property Management Services Ltd., light industrial more than 100,000 square feet;
Kent St. Johns Contracting, 10 Messenger Drive, St. John’s, Newfoundland, managed by Kent Building Supplies, universal facility under 100,000 square feet; and
290 Humberline Drive, Toronto, Ont, managed by Dream Industrial REIT, universal facility more than 100,000 square feet.

Mixed Use

80 North Queen Street, Toronto, Ont, managed by CBRE Limited, mixed-use under 100,000 square feet; and
2300 Yonge Street, Toronto, Ont, managed by RioCan REIT, mixed-use more than 500,000 square feet.

See who won here.

BOMEX Ottawa 2026

The evening concluded with an announcement from BOMA Canada Chair Neil Lacheur that members can look forward to next year’s gala, taking place during BOMEX 2026 in Ottawa.

A complete list of 2025 winners can be accessed here.

Largest pickleball centre coming to B.C. in 2026

Opening in 2026, a 98,000-square-foot indoor sports facility is set to become the largest indoor pickleball centre in British Columbia.

Located adjacent to Tsawwassen Mills Shopping Centre, The Nest will offer elite coaching, immersive clinics, inclusive leagues, and social play sessions for athletes of all levels.

“We’re honoured to collaborate with Tsawwassen First Nation and Tsawwassen Mills in building a space where the athletic community can thrive,” said founding partner Lorne Loiselle. “With its state-of-the-art facilities and extensive programming, The Nest will redefine the pickleball and volleyball experience in Canada.”

Coaching, clinics, league and social play will be under the leadership of Steve Deakin, coach of the Las Vegas Night Owls of Major League Pickleball.

“Pickleball players are constantly limited by the lack of high-quality courts,” said Deakin. “The Nest will be a game-changer, providing a safe, well maintained space to play, rain or shine, day or night.”

Local players will be able to utilize The Nest year-round, with 14 accessible climate-controlled indoor courts, professional lighting, and 30-foot ceiling heights. There will also be competition-grade nets, court dividers, and outdoor surface courts.

“There are new pickleball courts being built across B.C. as they are very much needed,” said David Snell, president of Pickleball B.C. Association. “At many of these new pickleball facilities, players at all levels can benefit by developing their skills either for recreational play or more competitive endeavours. High-level players who compete at provincial and Canadian National tournaments can take advantage of these kinds of new facilities.”

As well, eight competition volleyball courts, with another four additional courts in the pickleball facility, will be available for big volleyball events.

Graywood expands into build-to-rent sector

Graywood Developments announced its expansion into the build-to-rent sector. The move responds to current market demands and a diversified approach to addressing Toronto’s housing needs.

The developer earmarked five residential communities as rental projects. They are currently under construction and total about 3,000 suites. These include 241 Church Street in downtown Toronto and 3201 Highway 7 in Vaughan, in partnership with Phantom Developments.

While the Greater Toronto Area has experienced a softening of condominium sales since 2022, there remains a demand for quality rental housing as well as a long-term solution for the housing shortage in Canada.

“Our strategic move into rental addresses the growing demand for professionally managed, well designed rental buildings in triple A locations, and responds to the supply-side pressures in Canada’s housing market over the long-term,” said Gregory Sweeney, Graywood’s COO. “We already have shovels in the ground at 241 Church Street which is well under construction, and we recently started demolition in Vaughan at 3201 Highway 7.”

Graywood intends to develop, construct, lease, operate, and manage its rental properties in-house, supported by a leadership team with deep rental expertise.

“We’ve been studying rental as an opportunity for several years, and we see it as a long-term complement to our condominium portfolio,” added Sweeney. “Build-to-Rent is not a temporary pivot for us—it’s an integral part of our strategy to meet housing demand in urban neighbourhoods where people are increasingly choosing to rent. At the same time, we believe both pre-construction condos and homes will continue to be an attractive option for buyers, in key markets.”

Smart Access in Condos: A Practical Shift in Community Living

Condo living in Canada is changing as smart access control systems become a standard feature in many buildings. This move isn’t just about adopting new tech—it’s about making life more convenient, easier, safer, and more connected for residents, property managers, and condo boards

A New Way to Live in Condos

Today’s condo residents, especially younger condo owners like millennials and Gen Z, want more than old-school keys or intercoms that require someone to be home. These systems are fast becoming outdated in a world where digital solutions are part of everyday life. People now expect seamless, tech-driven ways to manage access to their homes.

Companies like Salto are rolling out smart access solutions in urban hubs across Canada. These projects show how digital tools can handle both day-to-day needs and bigger community goals, like improving security and streamlining operations.

What This Means for Condo Management

Switching to smart access systems is a big decision for condo boards, and it’s about more than just replacing locks. Platforms like Salto’s Homelok allow managers to oversee access across the building while giving residents control over their own space.

This balance works well for both the practical needs of running a condo and the personal preferences of homeowners.From a financial perspective, smart access systems can save money over time. They cut down on costs like rekeying locks, reduce administrative work, and even make properties more appealing to buyers who value tech-friendly features. In competitive markets like Toronto, Vancouver, and Montreal, these upgrades help condos stand out.

A Better Experience for Residents

Smart access changes the way residents interact with their building, starting at the front door. Systems like Salto’s XS4 Com let people manage visitors from their phones, so they don’t need to be home for deliveries, guests, or service providers. This is especially handy in Canada, where harsh winters can make coordinating access tricky. Residents can send temporary codes for holiday visitors, maintenance crews, or delivery drivers without worrying about security risks.

This mobile-first approach fits with how people live today and opens up new ways to stay connected to the community. Residents can keep tabs on who’s coming and going, which boosts both personal security and a sense of shared responsibility.

Building for the Future

Smart access isn’t just about security—it’s a starting point for creating fully connected condo buildings. These systems can link up with things like elevator controls, booking systems for amenities, parking management, or even energy-saving tools.

Salto’s electronic locks, for example, work on all kinds of doors and are designed to handle the toughest weather conditions. They’re wireless and battery-powered, which makes them easy to install in older buildings or new developments. This flexibility ensures condos can keep up with tech trends without major overhauls.

Making the Transition Smooth

Switching to smart access takes some planning to get right. Condo boards need to think about technical setup, resident privacy, budgets, and ongoing maintenance. The best rollouts start with clear communication, so everyone knows what the system can do and how it protects their data. Training for staff and residents is also key to blending new tech with the personal touch that makes condo living special.

Why This Matters in Today’s Market

The condo market is evolving as younger buyers and growing families look for homes that match their lifestyles. Features like smart access make buildings more attractive and help maintain property values, especially in busy cities where housing options are plentiful.

With more people working from home or juggling flexible schedules, smart access systems offer the adaptability residents need. They support everything from home-based businesses to last-minute delivery needs, making life more convenient.

Looking Ahead: Smart Planning for Condo Boards

Condo boards considering smart access should take a practical approach, weighing short-term benefits like easier management with long-term goals like building a connected community. A step-by-step rollout can help avoid disruptions while getting residents on board.

Financially, boards should plan for upfront costs and ongoing maintenance but also look into potential savings, like tax incentives or lower energy bills from integrated systems.

The future of condo living in Canada will hinge on blending technology with a community-focused approach. Smart access is a key piece of that puzzle, offering security, convenience, and efficiency that residents value while helping condo boards manage complex operations. Buildings that invest in these systems now will be ready to adapt to new tech down the road, keeping them competitive in a fast-changing housing market.

Canada’s rental squeeze continues despite rate cut

Canada’s inflation rate rose 1.9 per cent year-over-year in August, according to new data from Statistics Canada. While the modest increase in the Consumer Price Index (CPI) signals a cooling trend compared to previous months, the financial strain on renters remains acute.

Toronto-based rental risk management platform SingleKey has analyzed rental application data submitted through its online platform between January 1 and August 15, 2025. The findings shed light on the growing financial strain faced by tenants—and the cascading effects this pressure can have on landlords navigating an increasingly complex rental landscape. While the Bank of Canada’s decision to cut policy rates to 2.5 per cent will bring about some relief, household budgets will continue to be squeezed by elevated costs for essentials and record-high rent prices.

“Today’s rate cut is a welcoming signal, but it won’t resolve the biggest strains in Canada’s rental economy,” said Viler Lika, founder and CEO of SingleKey. “Renters and landlords will continue to contend with record-high costs, rising expenses, and debt pressure.”

SingleKey’s data reveals that Canadian renters are spending an average of 37.6 per cent of their income on rent—well above the recommended 30 per cent threshold. This leaves little room to absorb financial shocks, such as unexpected bills or income disruptions.

“The real challenge we’re facing is a lack of available funds to pay off bills and even meet rent commitments,” Lika added. “Rate relief may soften the edges, but without concrete measures to tackle affordability and stabilize cash flow, financial stress will continue to define the rental market. What’s needed are stronger safeguards and trust infrastructure to help both landlords and tenants manage risk.”

While lower interest rates may ease mortgage payments for property owners, they do little to close the affordability gap that leaves many renters one paycheque away from missing payments. The ripple effects are significant: when tenants struggle to pay rent, smaller landlords—often reliant on rental income to cover their own mortgages—are put in precarious financial positions. This dynamic is exacerbating tensions across the rental landscape, where stagnant income growth and rising costs for necessities continue to erode economic stability.

“Canada’s rental economy needs stronger tools to bridge trust and reduce risk between landlords and tenants,” Lika said.

Vancouver rec facilities face decommissioning risk

Recreational facilities across Vancouver face higher operating costs and lagging service delivery in the absence of a capital asset management framework (CAMF). A new report from the city’s Auditor General Mike Macdonell found that 24 community centres, 14 pools and eight indoor rinks were not aligning with strategic goals, meeting service level priorities, or optimizing their lifecycles.

Many inefficiency-related issues stem from broader systemic challenges. In total, the 46 facilities have an estimated infrastructure funding deficit of $33 million annually, which is part of the city’s overall infrastructure deficit of $500 million per year. As it stands, the city has no set plan to close this funding gap. Meanwhile, several facilities are nearing the end of their useful lives and becoming more expensive to operate.

“The City has limited resources and will have to continue to prioritize where they will be spent and where trade-offs will be made,” Macdonell wrote. “The implication of this reality is that if maintenance and renewal gaps are not bridged through taxpayer funding or other means, the City will have to make the difficult decision as to which assets are a priority – ones it will keep and replace – and which assets it will decommission and not replace and, by extension, which services will be discontinued.”

The performance audit covered a period between January 2019 and June 2024 and included site visits and documentation from the city and Vancouver Board of Parks and Recreation (Park Board), which are both responsible for maintaining these recreational centres.

Since few audit criteria were satisfied, the report concluded with 13 recommendations aimed at improving asset management practices and guiding decision-making to prioritize facility investments. The findings focus on three key areas: strategy, governance and the financial state of facilities; the asset management lifecycle; and performance measuring and monitoring.

Focusing on strategy, governance and financial status

Although the city and Park Board have established several goals for recreational facilities, there has been a lack of alignment between parties. For instance, the Mount Pleasant Pool was identified as a priority for renewal in the 2023-26 capital plan, but it was not approved by Council due to funding challenges.

The auditor recommends implementing an asset management framework to prioritize needs and establish a long-term vision to support services and allocate investments to achieve them. As well, the Park Board and real estate, environment and facilities management (REFM) arm of the city are advised to develop a plan that aligns with this framework. Doing so will help identify and allocate funding to levels of service. On a border scale, the plan can be used as input for city-wide facility priorities.

In 2022, when the city identified its major infrastructure funding gap and a revenue generating strategy to partially address it, specific analysis for recreational facilities was not completed. The audit also found that lifecycle costs relative to desired service levels were not fully calculated. To remedy this, the audit suggests consolidating lifecycle costs estimates for recreation facilities to support long-term planning, updating the funding gap to reflect these costs and analyzing this gap relative to community levels of service.

Asset lifecycle management

The audit also examined operating and capital maintenance and the major capital projects program. Findings reveal that REFM used two systems for asset management that were sufficient for storing information and data but not well integrated for analysis or reporting purposes. This created a challenge for generating in-depth insights. Moving forward an integrated information technology solution can support effective capital asset management and reporting.

Meanwhile, a preventative maintenance program was in place for Park Board facilities, however, it lacked formal adjustments for aging assets and predictive maintenance capabilities, which limited their performance and lifespan. Work is now underway on a process that assesses the effectiveness of preventative maintenance schedules and leverages data analytics to inform predictive maintenance.

There were delays in closing work orders and issues with data accuracy despite the use of a demand maintenance program. Deferrals can increase the risk of breakdowns and compromise service levels leading to long-term repair costs and safety concerns, so the need to improve data reliability is key.

A reactive approach has been used to maintain recreational facilities that were not prioritized for capital maintenance investment. Last year, brine pipe leak beneath the ice surface at two different rinks caused soft spots. A temporary repair offered short-term mitigation at both locations. Such issues highlight how deferred maintenance and outdated systems increase operational disruptions.

Looking at REFM’s capital maintenance program, funding levels were insufficient to address forecast costs related to critical needs. A balanced maintenance strategy can shift the focus towards planned and predictive maintenance. A risk and criticality matrix could determine which broken-down components can be fixed without causing disruption.

On a positive note, the city has adopted some foundational elements of good asset management practices; however, there also needs to be a standardized framework for prioritizing recreational renewal, replacement and disposal projects to support more transparent decision-making.

Robust measurement and monitoring

Key performance indicators (KPIs) that integrate measures of use, maintenance and cost efficiency can be implemented into current metrics. The audit advises more robust performance reporting; however, the city recognizes this is contingent on adequate resourcing. REFM’s ability to meet performance targets will be constrained without sufficient investment.

Overall, while the report places emphasis on internal shortcomings, it highlights broader systemic challenges that have contributed to chronic underfunding across operating budgets and capital renewal plans.

“The lack of sustained investment has contributed to a growing backlog of renewal needs, reduced asset reliability, and increased risk exposure,” the report affirms. “These outcomes are not solely the result of internal management decisions but reflect broader structural and fiscal realities across all departments.”

These include high public expectations, which continue to rise with more demand for accessible, high-quality facilities, while reactive maintenance displaces strategic priorities due to unavailable funds.

The report concluded with a note that steps have already been taken towards many of these improvements, with targets set for the 2027-2030 capital plan. In response, Armin Amrolia, deputy city manager and acting general manager of real estate and facilities management, and Steve Jackson, general manager of the Park Board, said executing these goals will require resources and organizational capacity to prioritize them over competing priorities.

“Many of the comments and recommendations contained within the report will inform senior management in updating asset management frameworks, facility plans, processes and reporting on assets and service levels, and identifying funding gaps,” they said. “Development of multi-year action plans will aim to balance fiscal resources with prioritized, step-by-step improvements over time to assets and services. We look forward to working with the Auditor General to implement the City’s response and next steps as outlined.”

To read more about next steps, the audit of recreation facility asset management can be accessed here.

ISSA celebrates 2025 class of Emerging Leaders

ISSA is proud to announce the second annual class of Emerging Leaders, a group of 30 rising professionals who represent the next generation of visionaries in the global cleaning and facility solutions industry. Selected from more than 120 nominations of professionals under 40, honourees were recognized for their innovation, leadership, and contributions to advancing the industry.

The 2025 Emerging Leaders Class reflects a broad global representation from across the cleaning and facility solutions community, including manufacturers, manufacturer representatives, wholesalers, distributors, building service contractors, in-house service providers, and residential cleaners. Each has demonstrated excellence in leadership and a commitment to strengthening the industry.

“We are thrilled to introduce this dynamic group of global emerging leaders,” said ISSA Executive Director John Barrett. “Each of these individuals has demonstrated an exceptional commitment to excellence and innovation in their respective fields. We look forward to their continued contributions as they help shape the future of the cleaning and facility solutions industry.”

As part of the Emerging Leaders Program, one individual will be honoured with the ISSA Rising Star Award in honour of Jimmy Core. Individuals can vote now to select a winner from this impressive group to receive the prestigious title. The recipient of the Rising Star Award will be announced at ISSA Show North America on November 11.

The 2025 Emerging Leaders Class includes:

Alex Bertuzzi, Owner, The Reliable Group
Quincy Bland, Director of Custodial Services & Waste Management, Round Rock Independent School District
Tim Bradley, VP Facility Solutions and Packaging, Lindenmeyr Munroe
Dominick Buchholz, Director of Internal Operations, Buck Services
Mark Bushey, Associate Director, Channel Management, Kimberly-Clark Professional
Sarita Ceron S, Quality Control and Compliance Manager, CCMS – Custom Cleaning and Management Services, Corp
Dominique Cheatham, Supervisor of Day Porter and General Maintenance, Continuum Services
Maggie Gottardi, R&D, Director of Technology, State Industrial Products
Tyler Hands, Executive Vice President, C&C Cleaning Services
Brin Hill, VP Engineering and Operations, Cobotiq
Donnell Hines, Regional Operations Manager, Integrity National Corporation
Caden Hutchens, CEO, Otuvy
Cristhian Inzunza, Territory Manager, Western Maintenance Sales
Jaanika Kasemets, Development Manager, Puhastusekspert OÜ
Caleb Lindsey, Branch Manager, Imperial Dade
Sean Lynch, Director, Custodial Services, UBC Facilities of Canada
Vince Maione, Director of Sales and Marketing, Smart Inspect
Alessandra Massetti, Technical Sales Specialist, Barentz, N.A.
Madison McEnroe, Subject Matter Expert, Genesan
Kelly Orchard, Category Manager, Network Distribution
Joseph Papayanatos, Senior Manager of Projects and Human Resources/HR & Quality, Ethics, Sustainability & Innovation, CBS Maintenance Ltd.
Mpule Carol Phophi, Director, Tagline Group (Pty) Ltd
Phillip Recchia, Brand Manager, Reckitt | Lysol Pro Solutions
Jacqueline Redlitz, Senior Digital & Channel Marketing Manager, Dial Professional, Henkel Corporation
Tomeika Rice, Facility Services Supervisor, City of Austin/Department of Aviation
Megan Russo, Director of Sales Operations, BradyPLUS
Adam Stathakis, Chief Operating Officer, Stathakis, Inc
Michael Staver, Chief Operating Officer/Chief Revenue Officer, KleenMark
Brett Tarquin, Vice President of Sales – Chemicals, Hospeco Brands Group
Jayesh Vekariya, Co-Founder, Chief Innovation Officer, joni

Click this link to view the list of last year’s winners.

For more information about the ISSA Emerging Leaders Program and the ISSA Rising Star Award in Honour of Jimmy Core Award, visit www.issa.com/emergingleaders.

Langley’s Fraser Highway One-Way project complete

City of Langley has opened the revitalized Fraser Highway One-Way on time and on budget. The $19 million infrastructure project is Langley’s largest investment of its kind since the start of the millennium, and coincides with the city’s 70th anniversary.

The revitalization project has transformed the Fraser Highway One-Way into a vibrant, pedestrian-friendly destination, featuring upgraded underground utilities, expanded walkways, new street trees and landscaping, and enhanced public gathering spaces designed with community safety, accessibility, and long-term planning in mind.

The one-way section of Fraser Highway between 204 Street and 206 Street downtown anchors the heart of Langley City’s historic core. B&B Heavy Civil Construction was the contractor.

“This project is more than pavement and pipes, it’s really about people,” said Langley City mayor Nathan Pachal. “We’ve created a space that reflects our values of sustainability, accessibility, and community pride. It’s a place where residents, businesses, and visitors can connect, celebrate, and thrive.”

SFU opens First Peoples’ Gathering House

Simon Fraser University has officially opened the First Peoples’ Gathering House at its Burnaby campus.

The $25-million longhouse will transform the Indigenous experience at SFU as a new space for Indigenous students, staff, faculty and communities to come together to practice, learn and share in their cultural traditions.

“This is a place where our Indigenous students, faculty and staff can come and rejuvenate their spirit and connect with each other in ways that we haven’t been able to thus far. It’s a home-away-from-home, a place where people can feel safe to be who they are and express their traditions and customs,” said Chris (Syeta’xtn) Lewis, Indigenous executive lead at SFU.

Construction of the building began in April 2023, but Lewis said decades of advocacy have led to this moment.

“It’s important to recognize the people who began advocating for an Indigenous space on our campus more than 20 years ago. It’s because of their efforts that this beautiful building stands proudly in the heart of our community,” he says.

The 15,000-square-foot longhouse building was designed through extensive collaboration with the four host nations and SFU’s Indigenous students, faculty and staff.

Funding was provided by the Province of British Columbia ($11.4 million), SFU ($8.6 million), and the City of Burnaby ($5 million). Architecture and design was by Urban Arts Architecture and construction by Scott Construction Group.

“This design recognizes higher education is not just pedagogy but as experience—a way for Indigenous students to find their place in the western education system while honouring their culture and home communities,” said Urban Arts Architecture principal architect Ouri Scott.

The project addresses a call to action in SFU’s 2017 Walk this Path with Us Report to “reinvigorate long-delayed plans for creating a culturally appropriate ceremonial hall and space”.

The opening of the House, in the year that SFU celebrates its 60th anniversary, marks an important milestone in SFU’s journey towards upholding Truth and Reconciliation, according to Joy Johnson, SFU president and vice-chancellor.

“Upholding Truth and Reconciliation has been a priority at this university for a number of years, but to have people walk down the ceremonial walkway and see this building is a wonderful example of really bringing our commitments to life,” she said.

More than 920 Indigenous students are currently enrolled at SFU. Along with Indigenous faculty and staff, they will be able to use the House for ceremonial events, cultural learning, celebrations, workshops and classes.

Appraisal Institute of Canada addresses housing crisis

The Appraisal Institute of Canada presented recommendations to the federal government this week in an effort to better support homeowners and buyers as the country grapples with trade tensions, economic uncertainty and the rapid adoption of artificial intelligence.

The group, which provides independent property valuations, is asking the government to consult with industry members on identifying regulatory vulnerabilities and strengthening transparency. This means recognizing how real estate valuation, mortgage oversight, and consumer rights are reflected in Canada’s federal banking framework.

“Real estate is one of Canada’s most significant economic drivers,” Donna Dewar, CEO of the AIC, said in a press release. “Without prudent policy and strong leadership grounded in transparency, integrity, and consumer support, Canadians and our financial system face real challenges. We’re speaking directly with the federal government about the immediate steps needed to protect Canadians, the real estate market, and the economy.”

In its 2025 pre-budget submission in advance of the fall 2025 federal budget, AIC called for a permanent, multi-sector advisory committee within the Office of the Superintendent of Financial Institutions, which would provide ongoing expert input on systemic risks and consumer protection.. As well, targeted Bank Act amendments could modernize outdated legislation, codify valuation standards, and oversee automated tools like automated valuation models (AVMs).

Data released earlier in September from the AIC shows 84 per cent of Canadians prefer independent appraisal services over AI tools when it comes to determining the value of their home, compared to 14 per cent who trusted AVMs.

The emergence of online real estate platforms in the early 2000’s led to the rise of AVMs, which use statistical data to estimate a property’s market value. However, Canada’s housing market has become more complicated and there is concern these tools overlook crucial on-site inspections and local market expertise.

“As real estate and lending become more complex, it is essential that the federal government prioritize clarity and stability in the housing system,” AIC stated. “Now, more than ever, the federal government must consult with professional appraisers and industry leaders to develop and implement measures that reinforce Canada’s financial stability and support consumers.”

Ontario invests $10M for new Clarington rec centre

A newly announced $10-million investment from the provincial government will help construct the South Bowmanville Recreation Centre in Clarington, Ontario. The first phase is set to open in 2026.

Key additions include a FIBA-standard double gym, a 25-m lap pool and therapeutic tank, a FIFA-size indoor turf field, five new multi-purpose spaces and an over-850-square metre outdoor refrigerated skating trail.

These upgrades aim to leverage the sport tourism sector, accommodate growing demand for basketball, swimming, skating and soccer, and boost programming— from youth day camps to rehabilitation-focused aquatic therapy for seniors.

“This modern multi-sport destination is designed to welcome everyone, from first-timers finding their groove to our homegrown athletes chasing greatness,” said Mayor Adrian Foster. “Picture epic weekend tournaments, kids’ first swim lessons, early morning yoga, and family skates along Durham Region’s first outdoor refrigerated trail, one of the longest in Ontario.”

Construction includes extensive site improvements including landscaping enhancements, a new road, and an updated intersection on Baseline Road. This project is part of the $200 million Community Sport and Recreation Infrastructure Fund.

2026 Environmental Stewardship Award nominations now open

Nominations are now open for ISSA Canada’s 2026 Environmental Stewardship Awards, which recognize organizations committed to environmental management and dedicated to the value of clean. The awards celebrate the achievements of winners who are building service contractors, in-house service providers, schools, hospitals, long-term care facilities, property managers, building owners, food service professionals, manufacturers, distributors, hospitality workers, and professionals from cities and municipalities.

Six awards will be presented, one from each Chapter in Canada where a nomination has been submitted correctly by an ISSA Canada member company. One National Award will also be presented by ISSA Canada. Awards will be chosen in December of this year and will be presented to the winners at a future event.

Winners of the awards will receive a certificate and national recognition by way of the new ISSA Canada commemorative directory, located on the website. Featured articles in industry trade journals (where possible) will also highlight the recipients.

There is a list of available criteria for upcoming nominations:

Organizations that best educate, teach, train, and implement ” environmental awareness” to their staff.

Companies dedicated to the overall cleanliness and health of a facility.

Companies using approved environmental products and chemicals (Eco Logo or Green Seal certified).

Organizations that perform cleaning procedures with a higher degree of safety.

Organizations that have reduced their carbon footprint.

Organizations that educate their staff on the newest technologies, products, equipment, and services in the cleaning industry today.

To submit a nomination, the following must be included:

The nomination form from ISSA Canada, submitted via email before November 1, 2025.
The nominee’s resume, including a short resume for the nominee.
A testimonial with examples of how the nominee meets the above criteria. Testimonials need to be less than two pages and provide examples from at least four of the above criteria.

If you are looking to nominate someone, please note that submitted nominations will not be returned, and need to be sent by e-mail to the attention of [email protected] before November 1, 2025.