An anchor tenant is a large, well-known retailer or business that occupies a significant portion of a shopping centre or commercial development and attracts customer traffic to the area.
Why Anchor Tenants Matter in Real Estate
In Canadian commercial real estate, anchor tenants increase the visibility, stability, and desirability of retail plazas or malls for both consumers and other businesses.
Characteristics of anchor tenants:
National or multinational chains (e.g., grocery stores, department stores)
Long-term lease agreements
Preferential lease rates or build-to-suit arrangements
Anchor tenants help drive foot traffic, making it easier to lease adjacent smaller retail units. Their presence may also boost property values and financing opportunities for landlords.
Understanding anchor tenants is key to evaluating retail site viability and investment potential.
Example of an Anchor Tenant in Action
A major grocery store serves as the anchor tenant in a suburban plaza, drawing shoppers to smaller retail stores in the same complex.
Net operating income (NOI) is the total income generated by a property after operating expenses are deducted but before taxes and financing costs.. more
In one of its latest affordable housing ventures, CreateTO has filed plans for a 41- and six-storey rental development that would transform a City-owned parking lot in Toronto's Fairbank neighbourhood, at 9 Shortt Street. The project would deliver at-grade commercial space and 458 rental units, including around 140 affordable homes, within walking distance of an Eglinton Crosstown LRT station.
Under CreateTO — City of Toronto's dedicated housing agency — the City aims to deliver over 19,500 rental units and 6,445 affordable units across 39 City-owned sites, with the goal being to increase housing options and affordability amid the housing crisis.
Plans for the Shortt Street project were filed in early August and support a Zoning Bylaw Amendment application to rezone the lands to allow for the proposed development. City Council first identified the lands for affordable housing development back in 2021, and CreateTO began working with architectural services in 2023 to develop the building concept.
Located on the east side of Shortt St., the 54,131-sq.-ft site sits just northwest of the Eglinton Avenue West and Dufferin Street intersection. Currently, the nearest higher-order transit station is Eglinton West Station on Line 1, roughly a 12-minute transit ride away, but the site is located steps from Fairbank Station on the forthcoming Eglinton Crosstown LRT, which is expected to be completed before the end of the year.
For the buildings' design, CreateTO has teamed up with architecture firm Montgomery Sisam. Renderings on CreateTO's website depict a colourful exterior featuring blue, red, orange, and green elements and a vibrant mid-block connection offering seating areas, plantings, and public art.
A detailed planning rationale has yet to be filed, but architectural plans reveal a two-building complex with the 41-storey Building A located in the centre of the site and the six-storey Building B to the east. Building A would feature a four-storey base element that would extend from the north side of the structure and front onto Ramsden Road, while an eight-storey segment would extend west from the south end of the building.
9 Shortt/CreateTO
Between the two main buildings would be a privately-owned publicly-accessible mid-block connection and plaza that would travel from Ramsden to Shortt and would run parallel to commercial frontage located at grade within both buildings. In total, Building A would offer 2,292 sq. ft of commercial space and Building B would offer 1,987 sq. ft.
Also at grade would be around 6,759 sq. ft of outdoor amenity areas and 1,765 sq. ft of indoor amenity spaces across the two buildings. The remaining amenity space would be located on level nine where a 6,092-sq. -ft indoor area would connect to a 5,532-sq.-ft amenity rooftop atop the eight-storey podium.
Finally, the 458 rental units would be divided into 245 one-bedrooms, 164 two-bedrooms, and 49 three-bedrooms and those future residents would have access to 42 parking spaces and 421 bicycle parking spaces.
If approved and completed, the proposed development would add a substantial amount of new rental and affordable housing to CreateTO's growing portfolio and to the Fairbank neighbourhood. And with a fun design and transit-oriented nature, if successful, the project should greatly enhance the existing streetscape and community.
In addition, 9 Shortt Street is one of around 40 sites that will be rolled out under the new Toronto Builds framework, which consolidates the policy guidelines of all City-led initiatives to get housing built on public land, including Housing Now, ModernTO, and the “parking-to-homes” initiative.
The Hudson's Bay store in Newmarket, Ontario in May 2025. / JulieK2, Shutterstock
Later this month, on August 28 and 29, the Ontario Superior Court will be hearing a motion filed by Hudson's Bay's senior lenders asking the court to approve the sale of 25 of Hudson's Bay's former leases to BC-based Chinese businesswoman Ruby Liu and the company she chairs, Central Walk.
The motion was filed in late July and since then the landlords have filed their responses, all of which are in strong opposition to the proposed sale and many of which verge on ridiculing Ruby Liu's business plan.
Here are the landlords that have filed responses, as well as excerpts from their court filings, which provide insights both into Liu and the factors large landlords consider when it comes to choosing an anchor tenant.
KingSett Capital
Leases Affected: Bayshore Shopping Centre (75% owned by KingSett Capital and 25% owned by TD Asset Management)
"To allow an unknown, unproven entity into the Mall as an anchor tenant with over 45 years of potential term on its lease is contrary to how KingSett operates. If the Purchaser were to the take over the Lease, and then fail (which is most likely given the flaws in its business plan), KingSett will have no recourse to any party that will pay the damages that KingSett will suffer (including the obligations under the Lease) and the prolonged period of having a failed operator in place and a second store closure shortly after the failure of HBC will cause serious and material harm to the Mall by creating a 'vacancy shadow' around the closed store, which will significantly decrease the Mall's value."
"The Purchaser's counsel also advised that Ms. Liu had $200 million in an account in Canada. Ms. Liu then corrected him to advise that it was now $300 million."
"The meeting did not alleviate KingSett's concerns about the proposed Purchaser and left me with the impression that the Purchaser was not adequately prepared for the challenge of starting up and operating a first-class department store at the Mall. In particular, I did not receive any substantive information about how the Purchaser would operate its stores, I felt the timeline for opening her stores was unrealistically short, and the $5 million budget for renovations was too low given the state of disrepair of the premises, which should have been obvious to any prospective purchaser conducting thorough due diligence of the Bayshore location."
"Ms. Liu engaged in a publicity campaign that seemed to be designed to pressure KingSett and other landlords into accepting her as an anchor tenant without engaging in discussions about KingSett's serious concerns about her business plan's viability. That conduct further convinced KingSett that the Purchaser was not an entity it wanted as an anchor tenant at the Mall."
"I do not believe that the Purchaser is currently a competent operator of a department store, or that it will be one anytime in the near future."
Affidavit Sworn By: Rory MacLeod, EVP of Operations
Comments:
"Ms. Liu has no detailed or credible business plan, no brand, no experienced staff, and no track record in retail. With my decades of experience in commercial real estate, it is apparent to me and CF that PurchaseCo will fail and again leave these stores vacant."
"PurchaseCo is an empty shell without any guarantee of financial means beyond Ms. Liu’s bare assertion that she will keep it afloat. All of the indications are that PurchaseCo will run out of money before the first store opens. The proposal defies commercial common sense."
"I firmly believe that the Proposed Business Plan has been designed solely for the purpose of obtaining court approval to the assignment of the Leases. Ms. Liu has been vocal in her public statements, social media, and meetings with CF that she intends to pursue something other than the Proposed Business Plan."
"Based on Ms. Liu's social media and the resulting press coverage, it quickly became apparent that Ms. Liu's concept for the “New Bay” had no resemblance to a department store as contemplated in the Leases. In my view, Ms. Liu’s concept more closely resembles a concession based mall-within-a-mall with no unifying vision."
"Ms. Liu repeatedly stated that she would 'do whatever the leases say' but at the same time she wanted to create an entirely new concept involving children’s playgrounds, flashing lights, and potentially an Eataly, with CF paying 50% of the cost. She indicated that she hoped her stores would become tourist destinations. It was clear to me that Ms. Liu had been coached to say that she would respect the Leases when in fact her concept for the store could not be achieved in compliance with the Leases. I believed — and continue to believe — that Ms. Liu was improvising her presentation."
"Mr. Iacono and I concluded that Ms. Liu had no understanding of the Leases she sought to acquire, and no demonstrated sense of how to run a department store. Ms. Liu’s concept for the space was completely incompatible with existing lease terms (including the use restrictions) and unacceptable from the perspective of CF’s tenant mix. In short, Ms. Liu had no intention or capability of running a department store."
"The June Letter appears to assume that the Purchaser will achieve revenue of $418m in its first full year of operation (2027). In my experience, this would be completely unrealistic for a new brick-and-mortar enterprise with no established brand presence."
"I, on behalf of CF, firmly believe the 'Ruby Liu' concept is highly likely to fail and has little to no chance of success. This is of significant concern to CF."
"The positions that PurchaseCo identifies as filled are staffed with individuals who lack experience for the chosen roles and provide CF with little confidence."
"In the course of CF’s history, we have navigated dozens — even hundreds — of retail insolvencies. To the best of my knowledge, CF has not contested a lease assignment in the past. In most cases, there is a commercially reasonable path forward. We do not see one here."
"CF’s principal concern is that PurchaseCo will collapse in the immediate-to-short term. In my assessment, there is a strong probability that PurchaseCo will run out of money before the first 'Ruby Liu' store opens."
"I expect the presence of a 'Ruby Liu' store to diminish the appraised value of CF’s shopping centres."
Leases Affected: Orchard Park Shopping Centre, Southgate Shopping Centre, Oshawa Centre, Conestoga Mall, Lime Ridge Mall
Affidavit Sworn By: Patrick Sullivan, President & CEO
Comments:
"[Ruby Liu Commercial Investment Corporation]'s business plan is devoid of so many details such that it is not an actual plan, but rather a free-flowing concept document."
"Commercial retail units in close proximity to a 'no name' anchor store will be extremely difficult to rent."
"I have respect for Ruby Lui [sic] and the wealth she has built for herself. I repeatedly suggested that she was embarking on a very risky path and that despite her wealth, she did not have enough money to survive the first few years as a retailer. I stated she did not fully understand the complexity and cost associated with repair, refurbishment and leasehold improvements as well as overestimating the revenue she could generate. We have replaced more than fifteen (15) Sears and Target locations, and the cost has been significantly higher than the amount Ruby believes it to be. Even strong established retailers do not generate the sales volume Ruby is projecting."
"I was left with absolutely no confidence that she had the relevant experience or understanding of the enormity of what she is seeking to undertake by opening a multistore business concept in several provinces from the ground up."
"I cannot think of another business that started from scratch with multiple locations. For example, even an established brand, such as Target, entered a new country with significant operational and financial resources, years of planning, and a recognized name — yet still failed."
"Investors expect us to manage our shopping centres prudently. Committing anchor tenant spaces at marquee properties for several decades to an inexperienced operator and unproven concept, without any track record, covenant or even a clear business plan would be considered a reckless and unacceptable risk for investors."
"Entering into a defacto business relationship with a newly incorporated entity, with no relevant experience, with capital that can be moved with the stroke of a pen, with no brand recognition, no existing business operations, no contracted suppliers, no inventory, no warehouse, no sales staff, and a business plan which is materially undercapitalized, premised upon an opening schedule that is impossible to achieve and being guided by executives who have declared in evidence that while at HBC they were part of a plan to deliberately not honour terms and conditions of the leases, would be utterly foolhardy."
Affidavit Sworn By: Nadia Corrado, VP of Asset Management
Comments:
"I am advised by Julie Robbins, a member of Oxford’s in-house legal team that as of August 8, 2025, Ruby Liu Corp does not have any extra-provincial registrations in Ontario or Alberta where all of Oxford’s Leased Premises (as defined above) are located."
"Ms. Liu’s vision is effectively 'a mall within an anchor space' with separate vendors, as opposed to an integrated anchor tenant department store that would lead to the overall health and success of the mall as a whole. Her concept creates direct competition with other tenants under the same roof and is antithetical to the role of an anchor tenant within an existing shopping mall."
"On June 2, 2025, I, together with other senior representatives of Oxford and Oxford’s counsel attended a meeting with Ruby Liu Corp and its representatives, counsel for the Monitor, and counsel for HBC, at the Toronto office of Stikeman Elliott LLP, counsel for HBC. That meeting was unproductive and revealed a troubling absence of financial transparency, commercial sophistication, and basic preparedness. No financial statements, proof of funding, or evidence of capital readiness were provided. Ms. Liu stated that a business plan existed, but she refused to provide it unless Oxford first confirmed that it would support the proposed transaction."
"In response to the question as to whether Ms. Liu had secured any inventory to fill 28 very large department stores, Ms. Liu stated to me and the other members of the Oxford team in attendance that Oxford should 'relax, lay back and do not worry'. She further stated that with her social media visibility she 'was a celebrity, but she wanted to be a legend'. No pro forma statements, cash flow projections, or other financial information was made available at the meeting."
"Moreover, Oxford is the real estate investment arm of OMERS, one of Canada’s largest defined benefit pension plans. A diminution in the value or stability of Oxford’s real estate portfolio would negatively impact the performance of OMERS’ investments, and by extension, adversely affect the long-term interests of millions of current and future pension plan beneficiaries."
"Based on my own inquiries within Oxford, and having regard to the extensive number of retail tenant insolvency proceedings Oxford has been involved in over the past decade, I am not aware of a single instance in which Oxford has opposed a lease assignment in an insolvency proceeding. The present situation, and the irreparable harm that is likely to result to Oxford, has compelled it to take the extraordinary step of opposing approval of the Ruby Liu APA."
Leases Affected: Centrepoint Mall, Bramalea City Centre, Coquitlam Shopping Centre, St. Laurent Shopping Centre
Affidavit Sworn By: David Wyatt, SVP of Retail
Comments:
"Morguard was provided with a pamphlet depicting the proposed business. The pamphlet was surprisingly deficient and superficial and frankly, puerile. I was immediately deeply concerned at the prospect that HBC wished to assign its leases for anchor premises to such a tenant."
"In mid July we learned that Ms Liu and Ms Qin had privately corresponded directly with Justice Osborne. I reviewed a redacted copy of the correspondence. The fact that the two top persons on Liu CIC’s executive management team would engage in such inappropriate conduct is very worrisome. The lack of judgment is clear. Engaging in inappropriate (if not unethical conduct) is anathema to the qualities Morguard looks for in the management teams of its retailers."
"In addition, the information appended to Ms Liu’s correspondence to the court gives me grave concerns regarding the reliability of the information produced by Liu CIC in support of HBC’s motion to assign the leases. I note that Liu CIC was told to hire people to 'pose as consultants', and coached not to say anything in the business plan that may contravene the provision of the leases."
"Liu CIC has no discernible merchandising plan. It is impossible for Morguard to assess if the proposed merchandising of the stores will complement existing retailers. No information regarding the size of departments, the assortment of goods in the departments, the quality of goods, the display of such goods has been provided. The problem is exacerbated by the fact that Liu CIC states there will be three store models. Which model will be implemented in our stores is unknown."
"With regard to Liu CIC’s possible vendors, I note that none of the vendors who have expressed an interest in supplying Liu CIC are high end or designer vendors – vendors that typically would be sold in a first class department store. Morguard would expect to see signed commitments from designer brands to support Liu CIC’s stated intention to operate as a first class department store."
"Liu CIC’s financial projections—based on hypothetical sales—forecast $420 million in sales by 2027, averaging just $16.8 million per store. For a retail space exceeding 100,000 square feet, these figures represent exceptionally weak performance. By comparison, numerous tenants within our portfolio operating in significantly smaller premises achieve sales that far surpass these projections."
"I expect that if Liu CIC required funding, no first rate bank in Canada would loan funds to Liu CIC based on these projected sales (or based on the business plan submitted)."
"Annual projected sales ranging from $3M - $9M are catastrophically low. These sales are lower than HBC’s 2024 sales for each store. There is no way this business will succeed in our shopping centres with these projected sales. There is no way this business will draw foot traffic or increase the value of our asset. To the contrary, this tenant will not boost foot traffic, but will impair other leasing efforts in our shopping centres."
"We rarely see operations of this scale entirely rely on third party logistics firms to manage the entirety of their warehousing and inventory needs. Liu CIC has only provided a high level proposal with no detail, in the absence of a proven track record of delivery."
"I note that HBC reported in its CCAA court documents that it employed 9,346 people (or 97 per store based on a store count of 96 including the Saks and Off 5th stores). HBC was notorious for understaffing it stores. There is no explanation how Liu CIC can operate a first class department store with 25% less employees."
QuadReal Property Group (British Columbia Investment Management Corporation)
Leases Affected:
Affidavit Sworn By: Jay Camacho, SVP of Canadian Retail
Comments: Willowbrook Shopping Centre
"Unusually, QuadReal did not receive a written proposal about Ms. Liu’s plans for Willowbrook, and even more unusually, there were no discussions between the parties or their agents about the potential lease assignment. This is a remarkable fact. The lack of engagement alone, in and of itself, would give any institutional landlord cause for great concern."
"As a result, Ms. Liu and/or her representatives have never met with or spoken to any senior QuadReal representatives about the proposed lease assignment for the Willowbrook HBC lease. This lack of direct communication is completely unheard of, and in my experience has never happened before in the context of an assignment of an anchor store lease. In and of itself, that lack of engagement over the pre-APS period and post APS period constituting over two months or more would cause me (and in my view any professional institutional landlord) to not consider consenting to a lease assignment of the premier retail location at Willowbrook."
"Since the announcement of the RLCIC bid, Ms. Liu has actively sought out media coverage. I have followed some of the articles written about Ms. Liu’s plans as well as interviews with her. I learned more about Ms. Liu’s actual business plans from the media reports of her statements, than from RLCIC itself."
"Allowing a new entrant with no retail experience or brand identity to occupy the anchor location in Willowbrook, a major shopping centre, based upon the hope that she can ultimately figure out what she will or will not sell in the premises is utterly reckless. It is an utterly unacceptable level of risk for a shopping centre asset worth hundreds of millions of pensioner’s dollars."
"Comments about Ruby Liu’s plan preserving HBC jobs are disingenuous. HBC workers can hardly be expected to wait for twelve to eighteen (12-18) months for employment with Ms. Liu. Those employees in my view have already or will have sought re-employment long before any Ruby Liu store would open."
"I reviewed the 'business plan' provided to me on May 26, 2025 and it was very clear that the document was not a business plan, but rather pages of aspirations and ideas for the operation of an unusual business. None of the typical information I would expect in a business plan were provided (no definitive concept, lack of clear objectives and strategies, no merchandising plan, no financial forecasts, and lack of a well defined path to execution)."
"With regard to the pamphlet, it was a compilation of photos that appeared to be copied from the internet with coffee cup sayings. It referred to Bingo games and community performances and holiday decorations and VR Gaming. It referenced Joyful Curated Lifestyle and pet friendly services including a pet hospital and veterinary services. The concept was extremely unusual and deeply troubling, and did not comply with the terms of the leases."
"In addition, I have noticed factually incorrect statements made by Ms Liu in her documentation. In preparing this affidavit, I reviewed the pamphlet that was provided to Morguard Investments and note that while its cover page is the same, the contents are different. The pamphlet contains a biography of Ruby Liu which includes a statement that Ruby Liu has forged strong partnerships and friendships with renowned institution[s] such as …”Simon Properties Group (USA), Ivanhoé Cambridge (Canada)”. Ivanhoé Cambridge does not have a partnership or friendship with Ms Liu, despite the business dealing between Ivanhoé and Ms Liu. It appears that Ms Liu will say what is convenient for the moment regardless of whether it is true."
Less than a week after releasing its second-quarter earnings, which showed that revenues from its appraisals and development advisory services are down, Toronto-based provider of real estate analytics Altus Group has revealed that it is in a period of review that could culminate in a sale.
“Altus Group periodically undertakes a strategic review to maximize stakeholder value. The Company is in the process of a review, which includes but is not limited to acquisitions, divestitures, and a sale or merger of the Company,” a Wednesday morning statement said. “The Company’s board of directors is committed to acting in the best interests of the Company and its stakeholders.”
“It is important to note that a review process may not result in any particular course of action,” the statement went on to say. “The Company does not intend to issue or disclose developments with respect to any of the above matters except as required under its regulatory obligations.”
Altus’ statement follows reports from Reuters on Tuesday that investment bankers are interested in taking the company private, according to two inside sources.
The company’s latest financial statements, released last Thursday, show a marginal 0.8% slip in overall revenues, a 30.3% drop in net cash provided by operating activities, and a 30.5% decline in free cash flow, quarter over quarter. They also show that revenues from Altus’ appraisals and development advisory services came in at $25,810,000 in the second quarter, which marks a 7.2% drop over the second quarter of 2024. Year to date revenues, at $50,618,000, are down 7.0%.
Reportable segment performance/Altus Group Q2-2025 earnings presentation
In addition, it appears that Altus is forecasting “flat-to-low single-digit revenue decline” in appraisals and development advisory through 2025. On the whole, the statements show that the company is now forecasting 2- 4% revenue growth for the year, which is down from its previously forecasted 3-5%.
On the flip side, the analytics portion of Altus’ operations observed a 3.0% gain to $105,894,000 quarter over quarter, as well as a 4.3% rise to $ 210,447,000 year over year. Recurring revenue from analytics also presented strong, growing 5.9% in the quarter to $100,800,000. Even so, the company is forecasting revenue in the segment to grow 3-6% through 2025, which is down from its pervious forecast of 4-7%. For recurring revenue, the projected growth this year is 5-7%, down from a previous forecast of 6-9%.
Altus Group is an authority in commercial real estate intelligence, and has been in the space for upwards of 30 years. The company puts out weekly and quarterly updates on industry conditions and a yearly cost guide, and they also work with entities like the Building Industry and Land Development Association (BILD) to produce insights on the residential sector. According to the company’s website, Altus currently has more than 2,000 employees and serves in 85 countries.
From the street, 310 Palmerston Boulevard will pull you in with intrigue. But what waits behind its front doors will leave you awestruck.
There's no question that the address boasts heritage charm, but few would guess that beyond the industrial steel and glass doors lies nearly 9,000 sq. ft of creatively curated living space — it's a home that is, according to its listing, regarded as Toronto’s finest historical restoration.
Originally constructed in 1889, the property was reimagined by JF Brennan Design into four freehold townhouses, each with its own unique identity. This particular residence represents the pinnacle of that vision: a grand four-level home where 19th-century craftsmanship meets contemporary sophistication.
Stepping into the grand entrance, visitors are greeted by soaring ceilings — some reaching up to 14 feet — and floors clad in travertine stone. The scale is cinematic, the detail unmatched.
Every room is a masterclass in contrast, blending antique, vintage, bespoke, and modern elements into a seamless whole. The main floor flows effortlessly from formal to casual spaces, with an open-concept family room and kitchen forming the heart of the home.
The second floor holds a primary suite that can only be described as a retreat-within-a-retreat: a sitting room with double-height focal windows and a fireplace leads to the bedroom via pocket doors, while the marble-wrapped ensuite and custom walk-in closet speak to a level of luxury that’s rare even in Toronto’s high-end market. Two additional bedrooms, each with its own ensuite, ensure comfort and privacy for family or guests.
The third floor’s showpiece is a metal-framed skylight that pours daylight deep into the home — more on this in a moment. Meanwhile, the lower level offers ample flexibility, including a guest suite with its own kitchen and full bath.
While the property’s architectural grandeur is undeniable, the metal-framed skylight on the third floor feels like pure magic. It’s an inspired design move that floods the home with natural light, subtly shifting its character from formal and stately to warm and welcoming.
The property’s private courtyard is an entertainer’s dream, and the two-car garage complete with EV charging adds a thoroughly modern convenience to this historic setting.
Set within one of the city’s most storied neighbourhoods, the home is mere steps from the cultural energy of Little Italy, Kensington Market, and College Street’s beloved lineup of restaurants and independent shops. Trinity Bellwoods park, U of T, and the best of Queen Street are also within easy reach, making this an address that combines architectural pedigree with a truly unmatched lifestyle.
A rendering of the two towers proposed for 49 Ontario Street in Toronto. / B+H Architects
The Toronto-based duo of Dream Unlimited (TSX: DRM) and CentreCourt Developments are renewing their long-running relationship, forming a new joint venture to embark on a project that is expected to begin construction as early as this year.
The project is set for 49 Ontario Street, which is currently occupied by a seven-storey office building between Adelaide Street East and Berkeley Street. An application for the site was submitted in 2021 by Dream Impact Trust (TSX: MPCT.UN) through MPCT 49 Ontario Street Toronto Inc. before a new application was submitted earlier this year after adjacent properties along Berkeley Street were acquired and folded in to the project.
The application for 49 Ontario Street and 72-94 Berkeley Street now calls for a 45-storey tower and a 49-storey tower with a total of 1,227 residential units (including 245 affordable units), a bit under 7,000 sq. ft of retail space, the retention of the heritage row houses at 72-78 Berkeley Street, and a public park along Berkeley Street.
In its Q1 2025 report, Dream Impact Trust said that it had entered into an agreement to sell a 10% minority stake in the 49 Ontario project, but did not disclose the partner other than to say that the company is "an experienced condominium developer which will work with the Trust to attract further investors to reduce the Trust's ownership stake." It also said that it had secured a development charges waiver from the City of Toronto in 2024 as well as $647.6 million in construction financing for the project. The loan was obtained through the CMHC's Apartment Construction Loan Program, as the CMHC and City of Toronto announced in March.
In the Q1 2025 report of Dream Unlimited, the company — which owns a 37% stake in Dream Impact Trust — said that Dream Impact Trust had also entered into a development agreement with Dream Unlimited and the new partner who will manage the project, which was revealed this week to be CentreCourt. CentreCourt will be serving as co-developer and construction manager of the 49 Ontario project and is also working with Dream on the Golden Mile master-planned community in Scarborough.
"Dream and CentreCourt have a 14-year history of successfully delivering landmark condominium communities together," said the two companies in a joint press release. "While both organizations have deep expertise across the real estate spectrum, this joint venture represents a significant step in expanding their collaboration into purpose-built rental."
"CentreCourt is recognized for its industry-leading ability to finance, design, and self-perform construction at unmatched speed and efficiency, delivering high build-quality along with exceptional returns on 19 projects totalling over 10,000 homes and $5.6 billion in development value," they added. "Dream brings a deep track record in purpose-built rental and unparalleled expertise in structuring and executing public-private partnerships, having developed or currently developing over 4,500 rental units worth over $2 billion upon full build-out."
In its Q2 2025 report, Dream Impact Trust said that it expects construction on the 49 Ontario project to commence by the end of the year and that the project will have 1,226 units, split between 960 market rental units and 266 affordable rental units (totals slightly different from the City of Toronto application). Initial occupancy is expected in 2028.
On August 12, Dream Impact Trust also published a general business update on its liquidity, development, and strategic initiatives, saying that it started the year with almost $350 million in land loans and that it expects to reduce that total by $140 million because the loans have "put a strain on our cash flow and liquidity."
"In 2026, we will continue to seek opportunities to reduce the land loans further, said the Trust. "As part of our plan to continue to increase liquidity for the Trust, over the next five-year planning period, the Trust intends to sell most of its commercial assets, realize cash from its passive investments and sell select apartment buildings as we improve the value and quality of the portfolio concentrated on the best new purpose-built rental buildings."
"Consistent with this goal, the Trust is in advanced discussions with a number of parties to provide a loan facility which will help with liquidity during this period," they added. "Our plan does not include starting any new condominium buildings other than the ones we currently have underway with pre-sales – Forma and Bridge House at Brightwater, which is set to commence construction shortly. If the condo market becomes more favourable and we can start new buildings at attractive returns, that will be an improvement to our plan."
The proposed development at 248 and 260 High Park Avenue/Medallion Capital Group, Turner Fleischer Architects
More than a year after being placed under receivership, 248 and 260 High Park Avenue has found a buyer. The site of the High Park Alhambra Church has been under construction since November 2019, with TRAC Developments and Medallion Capital Group planning a four-storey, 70-unit condo through adaptive reuse.
But those plans, bogged down by budget overruns, have yet to come to fruition, and now the property’s fate is up to the new owner.
Although filings from the Ontario Superior Court of Justice only reveal the buyers as a numbered company known as 1001136742 Ontario Inc., they do indicate that the entity wasn’t intending to assume any of the existing Agreements of Purchase and Sale. Presale purchasers were informed over email on June 13 that their agreements could be terminated, and that they could seek deposit protection through Tarion. They were also provided with an Approval and Vesting Order Motion update letter on July 16.
According to a July 8 report from the receiver, Ernst & Young Inc., six unit purchasers expressed a desire to retain their agreements. Meanwhile, 18 purchasers were either not opposed or undecided, while the remainder had not replied by the time of the report. As such, a July 11 order approving the sale of the High Park property and authorizing 1001136742 Ontario Inc. to “terminate and disclaim” existing sales agreements, specifies that those six agreements, as well as the agreements of the purchasers who had not yet responded, not be “immediately disclaimed.”
Earlier reports from the receiver said that 64 of the 70 units within the condo planned for 248 and 260 High Park Avenue had been pre-sold.
The proposed development at 248 and 260 High Park Avenue/Medallion Capital Group, Turner Fleischer Architects
Receivership Granted Amid $42M Debt
A receivership order over 248 and 260 High Park Avenue was granted on May 27, 2024, amid allegations that over $42 million was owed to Meridian Credit Union by 260 High Park Limited Partnership, TRAC Developments Inc., and 2486357 Ontario Inc. as of April 9, 2024.
260 High Park Limited Partnership is described in court documents as a single-use real estate development company formed specifically for the High Park Alhambra Church project. Meanwhile, 2486357 Ontario Inc. appears to be the owner of 248 High Park Avenue specifically, and the address on file for that numbered company matches that of Medallion Capital Group. TRAC Developments is referred to in the court documents as the “general partner” of the developer and the owner of the 260 High Park Avenue address.
Meridian’s sworn affidavit, dated May 22, 2024, explains that they entered into a demand credit agreement accepted by 260 High Park Limited Partnership on July 12, 2022. That agreement was later amended on September 25, 2023, with repayment expected less than a week later, on September 30, 2023. Pursuant to the amended credit agreement, the debtors owe just over $42,252,410 to Meridian.
In addition, construction liens clocking in at over $14 million were registered against the mortgaged lands as of March 6, 2020, according to title searches referenced in the court filings, and the debtor’s failure to clear those liens was considered “a breach of the terms of the credit agreement.”
The affidavit from Meridian says that they had “lost confidence” in the debtor’s “ability to manage and complete” the project due to the extent of “significant construction liens,” and in part, due to project overruns.
While a singular update provided on the condo project’s website in June 2021 indicated that site shoring and excavation on the site were complete, formwork and concrete on parking level 1 was underway, and a tower crane had been installed, court filings reveal that work had come to a halt by late 2023. The filings further say that the trade contractors abandoned the project “due to liquidity challenges and other delays.”
A September 30, 2023, report prepared by Finnegan Marshall explains that there was an increase in the overall project budget to over $95.4 million — and that amount does not include a mezzanine loan interest reserve of around $5 million — marking an overrun of approximately $4.8 million. This was on top of the “unfunded cost overrun” cited in a previous report, which came in at around $3.7 million.
260 High Park Avenue as of July 2023/Google Maps
Sales Process Earned Seven Offers
On October 1, 2024, the Ontario courts granted approval for CBRE Land Services Group to begin the marketing and sale process for the property at 248 and 260 High Park Avenue. CBRE was selected out of three other brokerages.
CBRE’s sales process consisted of a marketing phase followed by a two-round offer submission phase, and the brokerage’s efforts ultimately resulted in 45 non-disclosure agreements being executed and 10 entities touring the project, according to a report from the receiver from later in October. It also says that seven offers were received “that complied with the requirements of the sales process” by the bid deadline on December 3, 2024.
By the second round of bidding, there were only two offers remaining that were being seriously considered, including the purchaser's. “The Purchaser made two different structured offers, one which was all-cash, and the other of which was for a higher amount but that was contingent upon receiving financing from [Meridian Credit Union] at a below market interest rate,” says Ernst & Young’s report.
“The unsuccessful bidder offered to purchase the project at a lower transaction value than the purchaser’s initial all-cash offer and this offer also required financing from MCU at a below market interest rate,” it adds. “The unsuccessful bidder had advised the Receiver that it would also deliver an offer that was conditional on obtaining third party financing other than from MCU, but ultimately did not submit such an offer.”
The Agreement of Purchase and Sale with a finalized purchase price was established on May 1, 2025. It’s unclear from the court documents what the ultimate selling price of the property was.
British statesman Winston Churchill once said, “We contend that for a nation to try to tax itself into prosperity is like a man standing in a bucket and trying to lift himself up by the handle.”
In many ways, that characterizes what we are doing with development charges (DCs) on new housing. Municipalities are unilaterally imposing the levies on new development to foot the bill for capital costs of infrastructure like roads, water, sewage and power services to support growth.
In the end, it is self-defeating as new homeowners end up paying exorbitant fees that raise the cost of housing.
Over the years, there’s been tremendous mission creep with these charges. The funds are being used to pay for everything from subways to animal shelters and, in one instance, a cricket pitch.
In some municipal jurisdictions, such as in central Ontario, the GTA and Ottawa, DCs have become a runaway train. In Toronto, DCs on a two-bedroom condo increased to $88,000 from $8,000 over a 10-year period. Hikes like this put housing out of reach of most homebuyers.
And make no mistake. It is homebuyers that are footing the bill. While developers are the ones who initially pay the DCs when they obtain building permits, they are passed on to the buyers of new homes as part of the purchase price.
DCs are traditionally adjusted annually by municipalities to cover inflation and the increasing costs of infrastructure projects. However, these fees account for a large chunk of the tax burden on new housing.
A report for RESCON done by the Canadian Centre for Economic Analysis found that taxes, fees and levies on new housing has jumped to almost 36% in Ontario, up from 31% three years ago.
DCs are a main reason housing has become unaffordable. They are discretionary fees that municipalities can apply to developments to help pay for infrastructure to support new growth. However, there aren’t enough guardrails to stop municipalities from using DCs to fund items not related to housing.
The original idea behind DCs was noble, but they’ve have ballooned out of control. Municipal governments are adding items to the wish list. The levies have become a way of raising money without increasing taxes.
The result?
Prices for new homes and for renters in new properties have risen. It’s a form of hidden taxation.
As mentioned, a big problem has been that builders have had to pay for development charges upfront rather than on closing, which means they must finance the charges while projects are being built. Projects can take years, so it can be a hefty bill. The cost is then added to the price tag.
The math is simple. The higher the development charges are, the harder it is for people to buy housing. This results in fewer projects being started, which restricts housing and pushes up prices.
We’re now seeing that scenario play out in housing starts and sales figures. We are at the point where builders can’t build homes that people can afford to buy.
The provincial government recently introduced legislation called Bill 17, or the Protect Ontario by Building Faster and Smarter Act, 2025, that enables developers and builders to defer the payment of DCs until the property has been transferred to the ultimate buyer. This will save developers money both on payments and financing charges as well as reduce red tape.
It’s certainly a good start, but to really spur the market DCs ultimately need to be reduced. To fix the problem, the Province must get DCs under control and stop the abuse by municipal governments.
A few municipalities have stepped up and done the right thing. DCs in the City of Vaughan, for example, were cut in half because Mayor Steven Del Duca took action as nothing was being sold. The City of Mississauga followed suit, substantially cutting its DCs in January of this year.
Presently, Ontario’s municipalities are sitting on substantial DC reserve funds. Data shared by the provincial government indicates that the municipalities have $10 billion in the bank. Toronto has $2.8 billion of that figure, Durham Region has $1.1 billion and Ottawa has $800 million.
The Ford government has recommended that the money be used quickly to reduce the cost of building homes. Meanwhile, we are waiting to see what the federal government will do on DCs.
Prime Minister Mark Carney says Ottawa will be supporting municipalities that reduce DCs and we are hopeful significant measures will be introduced to support homebuilding in the budget this fall.
To alleviate the housing crunch, we must get DCs under control. The Province got the ball rolling with Bill 17. The Feds must now answer the bell.
This past June, the Ontario government kicked off the second round of its three-year, $1.2-billion Building Faster Fund program, announcing over $67 million in funding for the City of Toronto. This was followed by seven other announcements through July to early August, with Kingston, Haldimand County, Sault Ste. Marie, Thunder Bay, Greater Sudbury, North Bay, and Georgina all receiving funding for their housing starts achievements.
Despite the Province’s recognition, Toronto, Haldimand County, and Georgina all did not meet their full targets last year — and according to Ontario’s newly-updated housing supply tracker, they’re part of the vast majority. Updated on Monday, the tracker shows that 35 out of Ontario’s 50 largest municipalities fell short of their 2024 targets, with some achieving as little as 11%. It’s pretty grim.
Comparatively, 31 out of 50 municipalities missed their targets in 2023, marking a lesser 62% share.
Nonetheless, based on the updated tracker, Belleville, East Gwillimbury, Kawartha Lakes, London, and St. Catharines will still be receiving Building Faster Fund rewards for meeting at least 80% of their 2024 target. The 15 municipalities that exceeded their targets will receive bonus funding. [For an up-to-date list of all the municipalities that have received funding through the first and second rounds of Ontario’s Building Faster Fund, check out our tracker.]
On the whole, 94,753 new homes were created across Ontario in 2024. That total breaks down into 73,462 traditional housing starts, 14,381 additional residential units (ARUs), 2,278 long-term care beds, 2,807 post-secondary student housing beds, and 1,825 congregate retirement home suites. It also marks approximately 76% of the Province’s target of 125,000 new homes for the year.
Province of Ontario/compiled by STOREYS
Municipalities That Exceeded Their 2024 Target:
Chatham-Kent
Greater Sudbury
Kingston
Kitchener
Milton
Niagara Falls
North Bay
Oakville
Pickering
Sarnia
Sault Ste. Marie
Thunder Bay
Waterloo
Welland
Windsor
Municipalities That Met At Least 80% Of Their 2024 Target: