Learn what bridge loan means in Canadian real estate, how it works in holding deposits and documents, and why it's important for a secure property transaction.
Escrow – Definition, Meaning, and Examples in Canadian Real Estate
A bridge loan is a short-term financing option that allows homeowners to borrow against the equity in their current property to fund the purchase of a new home before their existing home is sold.
Why Bridge Loans Matter in Real Estate
Bridge loans are often confused with bridge financing but refer more specifically to the actual loan product used to facilitate the transition between two real estate transactions. In the Canadian market, a bridge loan is typically secured against the borrower’s current home and is repaid in full once that home is sold.
This type of loan is particularly useful when closing dates don’t align – such as when a buyer must close on a new home before the sale of their old home goes through. By providing short-term liquidity, bridge loans prevent the need for rushed sales or missed purchase opportunities.
Bridge loans are generally offered for a period of a few weeks to a few months and often carry higher interest rates than conventional mortgages. The approval process typically requires a firm sale agreement for the current home, demonstrating a reliable repayment plan.
Buyers must weigh the cost of the loan against the convenience it provides, including interest, administrative fees, and possible overlap in carrying two homes. Still, for many, the flexibility can make the difference in securing their ideal next property.
Example of a Bridge Loan
A couple in Ottawa buys a home set to close in August but won’t receive funds from their existing home's sale until September. They take out a bridge loan to cover the $80,000 down payment and repay it when their home sale completes.
Key Takeaways
A short-term loan used to bridge the gap between buying and selling homes.
Secured against the current home and repaid upon its sale.
Offers financial flexibility but includes higher interest and fees.
Requires a firm sale agreement in most cases.
Useful for avoiding delays or rushed transactions.
Receivership is a legal process where a court or secured creditor appoints a receiver to take control of a borrower’s assets, such as property or. more
A REALTOR is a licensed real estate professional who is a member of the Canadian Real Estate Association (CREA) and adheres to its Code of Ethics and. more
Property maintenance refers to the ongoing upkeep, repair, and management of a building or land to preserve its safety, functionality, and appearance.. more
Set on a stately boulevard in Toronto, just steps from the charm of Yonge-Lawrence Village and the greens of the Rosedale Golf Club, 50 Teddington Park Avenue stands as a triumph of contemporary design and craftsmanship.
Dubbed "Infinity House" by architect Laith El-Bahrani, the newly built residence commands attention with a bold bronze façade — and an unmistakably modern silhouette.
From the moment you arrive, it’s clear this home doesn’t just occupy a space in the sought-after neighbourhood — it transforms it.
The architectural vision here is both exacting and poetic. A floating staircase ,enclosed in soaring glass and backed by a limestone feature wall, acts as a dramatic centrepiece in the entry gallery — a structural marvel and sculptural showpiece all at once.
Inside, the aesthetic is meticulous: natural materials like stone and wood intermingle with sleek, contemporary finishes, all brought to life by an abundance of natural light that filters through custom architectural glazing.
Designed with flow and function in mind, the main level embraces open-concept living while offering distinct moments of privacy and sophistication. A slatted wall divides the formal living and dining areas, offering visual separation without sacrificing light or airiness. At the heart of the home is a chef’s kitchen — complete with pantry and servery — which opens onto the sunlit family room and backyard oasis.
Through retractable glass NanaWalls, the indoors blend seamlessly with a landscaped garden featuring multiple terraces, curated planting beds, and a heated pool — creating a resort-style experience in your own backyard. Two powder rooms, a study, and a mudroom enhance the practicality of the main floor, while radiant in-floor heating ensures warmth beneath your feet.
The upper level, accessible via elevator, offers a serene retreat. The primary suite is richly appointed, and three additional bedrooms offer generous layouts and access to spa-inspired bathrooms. Even the laundry room is elevated by design.
While the finishes and flow are undeniably refined, it’s the home’s bold architectural heart — the limestone and glass staircase feature — that truly sets Infinity House apart. Both an engineering feat and a sculptural anchor, it defines the home’s interior while gesturing skyward in a display of form meeting function.
Below grade, the lower level caters to entertainment and wellness. A sprawling recreation space includes a custom bar and wine cellar, a dedicated media zone, and a gym with a full spa steam bath. A nanny suite, additional laundry, and ample storage round out the space. The two-car garage is heated and features lower-level storage — a nod to the home’s thoughtful and efficient layout.
Indeed, this is more than just a luxury home. It’s a masterclass in modern architecture, executed with precision and panache.
Block 5 of the 18-acre Bloor-Kipling Housing Now development is now officially on the market, an offering that provides an attractive investment opportunity for developers interested in getting in on one of the largest City-led residential development projects underway in Toronto.
The to-be-developed Block 5 spans 2.16 acres and is addressed as 970 Kipling Avenue, located west of Kipling, below Bloor Street West, and above Dundas Street West.
The property was listed last week by Cushman & Wakefield on behalf of the City of Toronto and CreateTO (the City's development arm). The offering is for a 99-year land lease where a chosen builder would then develop and own the project planned for the City-owned parcel of land for the foreseeable future.
Located at the 'Six Points' in Etobicoke, the site is part of the larger Bloor-Kipling master-planned community, which contains seven development blocks and will deliver over 2,700 residential units, including over 900 affordable units, two public parks, and 88,264 sq. ft of retail and commercial space, once complete. As of now, under-construction elements of the master-planned community include Block 1, which consists of a purpose-built rental development, and Block 4, which will house a new Etobicoke Civic Centre and a District Energy plant.
Specs:
Address: 970 Kipling Avenue
Lot Size: 2.16 acres
Total Gross Floor Area: 530,011 sq. ft
Approvals: Rezoned site, Site Plan Approval process required
According to the listing, the site has secured Zoning Bylaw Amendment approval for a two-tower mixed-use development with heights of 12 and 28 storeys containing 586 purpose-built rental units, 176 of which would be affordable units. The gross floor area (GFA) would be 530,011 sq. ft, with approved plans calling for a maximum of 492,922 sq. ft of residential space and a minimum of 37,878 sq. ft of non-residential uses. As well, the Historical Alignment of Dundas Street West is proposed to be transformed into a half-acre park just north of the site.
The site and larger community are superbly positioned within close proximity to a number of higher-order transit options, including the Kipling Transit Hub, which provides access to TTC Subway Line 2, GO train service on the Milton Line as well as several TTC, MiWay, and GO bus routes.
On top of that, future residents will benefit from a wealth of amenities in the surrounding neighbourhood, including Sherway Gardens and shops along Dundas Street West, as well as a number of forthcoming conveniences to be located within the future Etobicoke Civic Centre, from a new Toronto Public Library branch to a public health clinic, childcare centre, retail space, and civic square.
A timeline of the Bloor-Kipling master-planned development. / CreateTO, Cushman & Wakefield
While the approved development offers plenty of upsides to future residents, the listing also highlights a number of incentives that would appeal to the incoming developer of the project.
Not only does the site come with Zoning Bylaw Amendment approval, but it also qualifies for expedited review via the City's Priority Development Review Stream and exemptions for all affordable units, including no development charges, parkland dedication requirements, planning application fees, or building permit fees.
The listing points out that these advantages, along with the long-term land lease transaction structure, would significantly reduce upfront costs, while Etobicoke's strong rental market bodes well for occupancy down the line. Despite purpose-built rental completions being at a 30-year high, Etobicoke's vacancy rate sits at a balanced 3.5% as of Q1 2025 and more than 50% of Etobicoke residents are renters.
The chosen developer would be tasked with delivering on Housing Now's mandate of using City-owned lands to provide a range of affordable housing options within close proximity to transit. As such, the offer is "being presented with the intention of providing long-term, quality housing options for future generations," reads the listing.
It wasn’t long ago that new development sales teams operated like high-stakes air traffic controllers — armed with Sharpies, whiteboards, and color-coded spreadsheets. Launch weekends meant rooms full of paper suite requests, staff scribbling updates by hand, and runners physically checking which units were still available. If you were lucky, someone was updating an Excel spreadsheet in real time. If you weren’t, the wrong unit got double-sold.
Today, it’s a different world. Technology has fundamentally reshaped how new development projects are marketed, sold, and managed. Developers and sales agencies know that launching a successful project isn’t just about location or design, it’s about having the right systems in place to capture demand, convert interest into sales, and manage everything in between.
A vertically integrated tech stack creates efficiencies, empowers the sales team, engages buyers, and informs data-backed decisions at every step. With the right systems in place, developers and sales teams can launch with confidence and optimize the sales strategy from launch day to delivering homes.
In this article we break down what that tech stack looks like — and why it matters more than ever.
CRM: From Rolodex to Relationship Engine
A decade ago, most teams tracked brokers and leads in Excel. Notes were stored on sticky pads or buried in email threads. It worked… until it didn’t. Brokers slipped through the cracks. Teams had no visibility into activity. And post-launch reporting? A nightmare.
Today, at the core of any strong sales program is a robust CRM giving developers and sales directors full oversight. This is the central hub where lead data lives, allowing you to track every interaction, conversation, and opportunity. For new development projects, a good CRM should include customizable pipelines, agent assignment, automated follow-ups, and real-time reporting. It should also integrate seamlessly with marketing tools and third-party platforms. Need to know which brokers submitted the most suite requests, or which leads clicked through your latest email? It’s all there — instantly.
What to look for:
Lead tracking by source and status
Automated email/text workflows
Customizable tagging and segmentation
Sales agent performance tracking
Lead Management: No More Missed Connections
In the old system, leads came in from all directions — via email, walk-ins, landing pages — and someone had to manually input them into a central sheet. Response times lagged and leads went cold.
The top of the funnel is where momentum begins. Developers invest heavily in lead generation through advertising, social media, and broker outreach. A lead management system ensures those leads are captured accurately, qualified properly, and routed to the right salespeople.
The right lead management system will ensure no one falls through the cracks. The system qualifies them, assigns them to the right team member, and triggers personalized follow-ups within minutes. Some platforms even track lead source and engagement history, giving you a clear picture of where your marketing dollars are paying off.
What to look for:
Lead source and form integrations
Lead scoring and qualification tools
Multi-channel lead capture (email, web, walk-in, QR codes)
Speed-to-lead alerts and assignment workflows
Tim Ng, Founder and CEO of ADHOC Studio and BLACKLINE
Inventory Management: Goodbye, Spreadsheet Chaos
Remember those binder-sized spreadsheets taped up on the sales office wall? If one person missed a price update or forgot to mark a unit as sold, it threw the whole launch off.
A smart inventory management system gives your team complete visibility into unit status — what’s available, what’s on hold, and what’s firm. It allows for pricing adjustments, hold expiries, and exception handling, all without the chaos of spreadsheets.
Robust inventory management platforms offer real-time visibility into pricing, availability, and unit status across all stakeholders. You can set permissions and control the flow of information to different teams while tracking every change along the way.
What to look for:
Real-time unit availability
Automated hold timers and notifications
Price updates by unit or batch
Customizable sales rules and permissions
Sales Management: The Digital Deal
Sales launches used to involve a flurry of handwritten suite requests, and long chains of approvals before a deal was firm. Deals were tracked on paper. Internal communication happened via text or phone.
Managing a sales program at scale, especially during high-demand launches, requires a digital command centre. A centralized sales management platform acts as your digital launch HQ. Sales reps can present real-time inventory, submit suite requests, manage holds, and process deals — all within a single interface. Brokers can log in to see what’s available, submit offers, and get real-time updates.
What to look for:
Digital purchase requests and deal submission
In-platform communication tools (chat, notes, alerts)
Digital signing integrations (e.g. DocuSign)
Broker and agent dashboards with real-time availability
Immersive Gallery Tech: From Floorplans to Full-On Experiences
Physical sales galleries used to be static: a few printed renderings, a model suite (if space allowed), and maybe a few screens with looping video. Buyers had to visualize what didn’t yet exist.
Sales galleries have evolved beyond model suites and printed floorplans. Today’s buyers expect immersive, interactive experiences that bring the project to life. These technologies don’t only enhance the buyer experience but also enable smaller, more flexible gallery footprints — and the potential for remote or pop-up activations.
From interactive masterplans, searchable inventory, and 3D floorplans, buyers can walk through virtual suites or explore amenity spaces through immersive technology.
What to look for:
Interactive touchscreens with real-time inventory
3D floorplans and virtual walkthroughs
Augmented reality experiences
Digital master plans with unit-level interactivity
All of these tools are powerful on their own, but the real magic happens in integration.
When your CRM talks to your inventory tool, and your lead management system feeds your sales dashboard, you eliminate silos. Your team becomes more responsive. Your brokers feel more supported. And your buyers? They experience something few competitors can offer: a seamless, modern, and data-driven path to ownership.
It’s no longer about having one or two digital tools. It’s about building a vertically integrated tech stack that works together, keeps your project on pace, and gives your team the competitive edge.
The Hudson's Bay at the Mayfair Shopping Centre in Victoria in November 2022. / Google Maps
With the curtain now closed on all Hudson’s Bay Company stores — including the Hudson's Bay, Saks Fifth Avenue, and Saks OFF 5TH brands — the spotlight turns to what’s left: a portfolio of coveted leases and the question of who will claim them.
After previously announcing her intentions to buy up a set of the leases, Ruby Liu, the BC-based Chinese billionaire and Chairwoman of Central Walk, is now set to acquire three of the leases in British Columbia, as well as up to 25 additional leases at a later date, according to new court documents.
The three leases pertain to:
Tsawwassen Mills at 5000 Canoe Pass Way in Delta;
Mayfair Shopping Centre at 3147 Douglas Street in Victoria; and
Woodgrove Centre at 6631 Island Highway N in Nanaimo.
The Tsawwassen Mills location was formerly occupied by a Saks OFF 5TH, while the other two were occupied by Hudson's Bay stores, and Ruby Liu — also known as Weihong Liu — is poised to acquire the three leases for $2,000,000 each, for a grand total of $6,000,000.
All three malls are owned by Central Walk and the three leases will be assigned by Hudson's Bay Company ULC to Ruby Liu Commercial Investment Corp. The landlords, corporate entities affiliated with Central Walk, are in support of the transaction, which is, in effect, Liu buying the leases in her personal capacity rather than in her Central Walk capacity. Liu has publicly announced her intentions to start a new department store brand.
After Hudson's Bay filed for and was granted creditor protection under the Companies' Creditors Arrangement Act (CCAA) on March 7, the Ontario Superior Court approved the two-phased sales process for HBC's assets on March 21.
Following the first phase, 18 parties submitted bids pertaining to 65 individual leases (with overlapping interest in certain locations). That was then whittled down to 12 parties for 39 individual leases. At the end of the process, Hudson's Bay and the court-appointed Monitor entered into an agreement with Central Walk pertaining to the assignment of "up to" 25 leases in addition to the aforementioned three.
The Monitor is now seeking approval for the three leases to Ruby Liu, which they said "represents the highest and best offers received within the marketing process for the CW Leases." If approved by the court during the hearing scheduled for June 23, the transactions would have an outside closing date of July 30.
"If approved, the Transactions will also result in a reduction of Landlord claims against the estate of the Company that would otherwise arise from the disclaimer of the CW Leases," the Monitor notes.
Court approval for the other 25 is not being requested at this time, as the parties remain in discussions with the various landlords in order to obtain their consent. According to court documents, Central Walk outlined its business plan for each of the remaining locations in letters to the various landlords on June 6. Some of those landlords have responded with information requests or concerns and discussions remain ongoing.
The remaining 25 leases are for locations in British Columbia, Alberta, and Ontario, as per an announcement made in late-May by Central Walk. The company does not currently own any properties outside of British Columbia, according to its website.
"Under the leadership of Ms. Ruby Liu, Chairwoman of Central Walk, the store locations will be transformed into modern department stores, bridging the gap between generations, providing immersive shopping experiences, and becoming a destination where all age groups thrive together," the company said.
A rendering of the rental project set for 1184 Inlet Street in Coquitlam. / BGO, Anthem Properties
Construction on a large rental project in Coquitlam is now set to begin after Vancouver-based real estate developer Anthem Properties and BGO (formerly known as BentallGreenOak) announced a new joint venture on Tuesday.
The project is set for 1184 Inlet Street, which is located about midway between Coquitlam River Park and Lafarge Lake, the latter of which is home to the Millennium Line SkyTrain's Lafarge Lake-Douglas Station.
The property was formerly occupied by a 17-unit strata townhouse complex spread out across four low-rise residential buildings, which were acquired by Anthem Properties in September 2021 for $22,350,000 in a sale that was brokered by Casey Weeks and Morgan Iannone of Colliers.
BC Assessment values the two-acre site, now vacant, at $18,761,000 in its latest assessment, which is dated to July 1, 2024.
In a press release on Tuesday, BGO said that it will co-own the site, but did not disclose the ownership split. The partnership is the first between Anthem Properties and BGO, which is the US-based real estate arm of Canadian financial services company Sun Life Financial. Anthem will be serving as the development, construction, and property manager for the project.
The 1184 Inlet Street site in Coquitlam, near Lafarge Lake. / Colliers
Planned for the site are two six-storey woodframe buildings that would house a total of 197 rental units, ranging from studio units to three-bedroom units. Just over 3,000 sq. ft of amenity space will be provided, including a fitness facility, party room, dog wash stations, barbecue areas, and an outdoor playground, among other things. The building will provide a total of 173 vehicle parking spaces and 196 bicycle storage lockers.
The property is designed to be 50% more energy-efficient than the standards of the 2018 BC Building Code, which the developers say is being achieved through enhanced insulation, upgraded glazing, advanced air barriers, and high-performance energy-recovery ventilators.
"We’re excited to add to our portfolio with the launch of this new development project for our Canadian Value-Add strategy in partnership with Anthem — a highly capable and experienced developer with deep local roots," said Chetan Baweja, Managing Director, Head of Canadian Value-Add & Separate Accounts for BGO. "1184 Inlet Street is a compelling, amenity-rich, low-rise development that aligns perfectly with our strategy — well-located, community-focused, and built for high quality sustainable living. It reflects our strong conviction in the need for low-rise purpose-built rental housing and the enduring fundamentals driving demand in Coquitlam and the Tri-Cities region."
"We look forward to a productive new partnership between Anthem and BGO to deliver a project that is well-positioned to meet the current market demands for well-located, low-rise rental housing in one of Metro Vancouver's fastest growing cities," added Jordan Carlson, Senior Vice President, Investment Group at Anthem Properties.
According to the partners, both municipal approvals and construction financing for the project have been secured and the plan is to commence construction immediately, with completion expected in late-2027.
For Anthem, the 1184 Inlet Street project adds to an already-extensive list of projects in the Tri-Cities. Between Highway 1 and Lougheed Highway, along North Road, Anthem is currently constructing a seven-tower master-planned community called SOCO. Over in Port Moody, Anthem has three ongoing projects, including a 26-storey rental project near Moody Centre Station.
Rendering of the Lawrence Plaza master plan/Diamond Schmitt
After over 70 years in operation, Toronto’s Lawrence Plaza is slated for a major transformation led by some major names in development and design. This includes (but isn’t limited to) RioCan REIT (TSX: REI.UN) and Milestone Group, who have entered into a joint-venture partnership to redevelop the site.
Sprawling around 10 acres at 490 to 534 Lawrence Avenue West and 3090 to 3114 Bathurst Street, at the northwest corner of Lawrence Avenue West and Bathurst Street, the historic plaza includes over 50 stores, and is known as the first “auto-oriented suburban retail plaza” in the city. The future plans for the site are appropriately ambitious given the property’s size and preexisting repute, with RioCan and Milestone planning an eight-building master plan.
RioCan acquired a 50% ownership interest in Lawrence Plaza in Q1 2024 for $100.2 million, in a transaction that included a density contingent consideration valued at $40.9 million, as previously reported by STOREYS.
According to the planning report, the master plan will consist of seven towers from 12 to 40 storeys, and one six-storey mid-rise. The total gross floor area (GFA) will clock in at around 2,234,986 sq. ft, including approximately 127,331 sq. ft of non-residential GFA — around 118,962 sq. ft to replace the residential space already on the site and around 8,363 sq. ft of institution uses, such as daycare.
Across the proposed residential GFA — approximately 2,107,649 sq. ft — 2,693 new homes are planned in blocks A to E, including 147 studio units, 684 one-bedrooms, 996 one-bedrooms plus den, 590 two-bedrooms, 276 three-bedrooms. “In particular, the proposal features 32% large units (two- and three-bedrooms),” notes the planning report. “The proposed residential intensification is designed to support a growing population in a transit-accessible location.”
“While the residential tenure has not yet been determined, it is anticipated that there will be a rental component,” the report also says.
Build form and massing/SvN
Ground floor uses/SvN
Through blocks A to E, a combination of indoor and outdoor amenity spaces are planned in some capacity, although the planning documents don’t reveal the exact allocation. They do note that “courtyards at the second level serve as the primary outdoor amenity areas for blocks A through D” and that “Block E offers a higher proportion of outdoor amenity space per unit, while also being in proximity to the new park and daycare.”
In addition, a total of 1,298 parking spaces are proposed (864 for residents, 136 for residential visitors, and 298 for retail), as well as 2,072 bicycle parking spaces.
Renderings from Diamond Schmitt show six to nine-storey courtyard podiums with towers spaced across the lot (a deliberate move to “maximize separation and limit shadows”). The tallest tower, at 40 storeys, is shown in Block A, at the northeast corner of the site. This building “compliments the existing high-rise buildings to the north along Bathurst Street,” according to the planning report, while “Block E features an independent mid-rise building that mirrors the scale of the adjacent existing mid-rise apartment building, and provides a transition the low-rise context further north and west.”
Meanwhile, blocks A, B, C, and D are meant to reflect “a contemporary reinterpretation of the traditional ‘perimeter block’ residential architecture that is popular in many European cities,” characterized by efficient land use, privacy for residents, and communal spaces central to the area.
Also shown in the renderings is a new mid-block, east-west ‘woonerf’ — a dutch road design that tends to be pedestrian- and transit-orientation — and a public parkland dedication in the centre of the development that covers around 42,985 sq. ft
View of south west amenity terrace/Diamond Schmitt
Further, according to the planning report, the redevelopment project is an opportunity to evolve the use of Lawrence Plaza. “Lawrence Plaza has long functioned as a local destination for everyday needs. It has been a gathering place for residents and the broader community to shop and connect with neighbours. However, its current form, defined by large surface parking lots and a car-dependent layout, no longer supports the kinds of social interactions that define a vibrant neighbourhood,” says the report. “As retail patterns evolve, there is a growing need to reimagine spaces like this — not only as places of commerce, but as vital settings for community life.”
Consultations for the redevelopment concept began as early as the fall of 2024, and the planning application submitted to the City of Toronto this spring takes into consideration the community consultations that happened in March and April 2025. During those sessions, residents expressed interest in improving the public realm surrounding the proposed development, as well as the affordability of not only the proposed housing, but the proposed retail (amongst more).
Also according to the planning report, the redevelopment is set to be rolled out in six phases, which will begin with Block A. “The phasing strategy responds to market conditions, infrastructure capacity, and tenant coordination,” the report goes on to say. “While the phasing strategy is high-level and subject to refinement, it provides a framework to guide orderly growth, maintain site functionality, and deliver public realm improvements in a logical and connected manner.”
Some 13,000 units per year is the number of new homes predicted to be eligible for the Liberal's First-Time Home Buyer's (FTHB) GST Rebate — if current buyer eligibility remains, that is.
The stat comes from a recently-released study by the Parliamentary Budget Office (PBO) that looked at housing starts and other housing data to project the impact of the proposed rebate, which aims to eliminate GST on new homes sold to first-time home buyers on primary residences priced up to $1 million, with the rebate phased out on eligible homes between $1 and $1.5 million.
By eliminating (or reducing) the tax, homeownership should theoretically become more affordable overnight, driving up sales and spurring new home construction — both of which have hit historic lows in recent times. Only, because the rebate is proposed to apply exclusively to first-time home buyers (a small sub-sect of the would-be-homebuyer population), some point out that its impacts would be muted.
If expanded to include all owner-occupiers who purchase new homes, however, the PBO has calculated that around 60,000 to 65,000 homes would be covered by the rebate, spurring more than 50,000 new home purchases per year than would result from the currently proposed FTHB rebate.
An Industry In Uproar
The PBO's findings give credence to the calls of those in the development community who have been asking for an expansion of the rebate since it was first proposed by Prime Minister Carney on the campaign trail this spring.
In late May, an open letter to the Prime Minister was signed by numerous organizations in the building and development sphere, including the Building Industry and Land Development Association (BILD) and the Canadian Home Builders’ Association (CHBA), called for a number of changes to the tabled rebate.
Expansion of eligibility to all new home purchases and increased price thresholds for those in more expensive markets like Toronto and Vancouver were key asks included in the letter, in addition to the Feds simply scrapping the FTHB rebate and instead updating the existing GST rebate framework and committing to regularly indexing the GST rebate thresholds as was promised when the rebate was first introduced in 1991.
The Cost To Expand
One of the signatories on the letter, The Missing Middle Initiative (MMI), recently used the PBO's projections to calculate what it would cost the Feds to include all owner-occupier purchasers of new homes in the rebate. They found that it would cost $2 billion per year over six years ($12 billion), compared to the current cost of just $1.9 billion spread over six years.
It's a roughly $10.1 billion difference, but a figure that MMI founding director Mike Moffat is willing to defend. When asked why the Feds decided to only targeted first-time home buyers, Moffat attributes the decision to cost — something he says would have been a more "defensible decision" if housing starts weren't so low.
Mike Moffat, Founding Director at The Missing Middle Initiative
"I have a little bit of trouble when we've got the federal government saying they want to build 100,000 homes a year, and all the estimates we're seeing say not only that we are nowhere close to that, but housing starts are actually falling, and the CMHC projects them to fall in further years," Moffat tells STOREYS. "So I do think there is room to be more bold."
President and CEO of BILD, David Wilkes, echoes Moffat's sense of urgency, highlighting the immediate impacts of an expanded rebate and emphasizing what's at stake.
"This would be a very effective and immediate tool that would reduce the cost of new homes," Wilkes tells STOREYS. "So I would say to those that are adjusting to the expenditure: this is a way to make sure that we provide housing at a level that's affordable, and it's a way to ensure our economy doesn't go into a recession because of residential construction decreasing."
David Wilkes, President and CEO at BILD
Moffat also underscores that increased housing construction and revenues from trickle down economic activity flowing to all levels of government would offset a portion of the costs. At the municipal level, cities would collect more development charges, and at the provincial and federal levels, governments would collect more money from taxes.
"People have to build those homes, right? So you've got all the electricians, dry-wallers, and plumbers who now have jobs that wouldn't have had jobs before, and they're paying income taxes, they're paying EI and CBP premiums," says Moffat. "Governments will also generate additional sales tax revenue when those people go out and buy hockey skates, or whatever, with their money."
The Nitty Gritty
While those in the building and development industry make their case for expanded eligibility via the updating of the existing GST rebate for new home sales and the feds tailor their FTHB rebate to keep costs down, Desjardins economist Kari Norman points out that there are risks on both sides of the equation.
Kar Norman, Economist at Desjardins
On one hand, Norman highlights that a more inclusive rebate would come at a "significantly higher fiscal cost" and could lead to prices rising once again. "On its own, [the rebate] could fuel an increase in demand, drive up prices, and worsen affordability for all buyers."
On the other hand, only providing the rebate to first-time home buyers would mean less new home sales and housing starts, but it could also lead to what Norman calls "potential behavioural incentives misaligned with long-term housing goals."
"For instance, might some potential FTHBs delay homeownership knowing purchasing a starter home now would forfeit their eligibility for a larger rebate on a future move-up property?" she asks. "Could the rebate structure influence some FTHBs to delay major life choices — such as cohabitation, marriage or parenthood, with a partner who already owns property — in order to preserve their own rebate eligibility?"
Norman also points out that empty nesters may be less inclined to downsize if the rebate doesn't apply to them, incentivizing them to continue sitting on family-sized homes. On the other hand, the inverse would be true if empty-nesters were included in the expanded rebate.
Time For Action
For Moffat, the expansion of eligibility represents not only a necessary next step in reviving atrophied new home markets across Canada, but one of the Feds' only policies targeted at providing affordability relief in the short-term.
"New housing construction in both Toronto and Vancouver is pretty much stalled. So, we do think that governments, both federally and provincially, should be looking for policies that can have an immediate impact and that aren't just, 'hey, we'll design this thing, and three or four years from now we'll start to get some shovels in the ground,'" Moffat says, nudging at lumbering federal efforts like Build Canada Homes.
In agreement is Wilkes, who emphasizes the policies direct-to-consumer qualities. "The reduction in GST, and hopefully PST, would go straight to the consumer," says Wilkes. "[...] It would really address some of the affordability challenges that we're facing in the country, and help achieve the federal government's goal of 500,000 new homes."
An artistic rendering of the new elementary school at 215 W 1st Avenue in Olympic Village. / McFarland Marceau Architects, Vancouver School Board
The new elementary school announced for Vancouver's Olympic Village last year is one step closer to becoming a reality. The City of Vancouver has now published a rezoning application, initiating the formal approval process.
The subject site of the new elementary school is 215 W 1st Avenue, a square parcel within Hinge Park, along Columbia Street, steps away from False Creek.
The property is currently vacant, owned by the City of Vancouver, leased to the Vancouver School Board (VSB) for 99 years, and BC Assessment values the property at $12,205,000.
According to the rezoning application, the 215 W 1st Avenue site was set aside through the Southeast False Creek Official Development Plan (SEFC ODP) for the purpose of constructing a new school. The property was rezoned to CD-1 (Comprehensive Development) back in April 2007, but the VSB has now submitted a rezoning application to amend the zone and allow for increased height. The existing zoning allows for institutional use, such as a school, and there is no proposed change to its use.
The 215 West 1st Avenue site within the Southeast False Creek Official Development Plan (SEFC ODP). / McFarland Marceau Architects, Vancouver School Board
Proposed for the site is a four-storey elementary school with 64,583 sq. ft of space, including classrooms, gymnasiums, and community facilities. The rooftop is also expected to be "activated" with a covered play and learning area, as well as mechanical equipment. The building has a maximum height of 62 ft (18.8 m) and a proposed density of 3.0 FSR.
"The text amendment to the existing Olympic Village By-law is sought to increase the height of the proposed new elementary school, so that it can accommodate a school population of 630 students, which is considered necessary to serve this area of the City given current enrolment pressures," said the Vancouver School Board in its application. "Given the restricted dimensions of the site area set aside for the school, the new school will require four stories resulting in a height of 18.8 meters to the top of the roof slab above the uppermost habitable floor, which is 5.3 meters greater than the 13.5 meters stipulated by the existing By-law."
"Since the approval of the SEFC ODP in 2006 and of the Olympic Village By-law in 2007, large sections of the SEFC area have been developed with a greater density than that anticipated in the early 2000s, mainly through increased building heights in areas 1B, 2B, and 2C. The higher population density, along with the continued emphasis of creating a family-oriented neighbourhood, has created a demand for a larger school than anticipated by the SEFC ODP."
According to the rezoning application, the new elementary school would have a staff capacity of 62 people, provide six vehicle parking spaces (not including pick-up and drop-off spots), 42 bicycle parking spaces, and end-of-trip facilities.
An overview (left) and rendering (right) of the new elementary school planned for Olympic Village. / McFarland Marceau Architects, Vancouver School Board
The requirement for a school in Olympic Village was recognized as early as 2005, but did not really advance until March 2023, when the Ministry of Education and Child Care approved a concept plan for the new school and directed the Vancouver School Board to conduct feasibility assessments. In April 2024, the Province then approved $150 million towards the project.
According to the Vancouver School Board, increasing enrolment demand was anticipated when the SEFC ODP was created and schools in the area now include Simon Fraser Elementary, False Creek Elementary, Edith Cavell Elementary, General Wolfe Elementary, David Livingstone Elementary, Mount Pleasant Elementary, and Crosstown šxʷwəq̓ ʷəθət Elementary.
As one example, the VSB notes that Simon Fraser Elementary, built in 1958, has a capacity of 182 students but had 342 students enrolled in the 2023-2024 school year, which translates to a 188% operating capacity.
"The commitment by the Provincial Government to build an elementary school in Olympic Village provides a pathway to a long-term resolution to much of the enrolment challenges in this area of the city," said the Vancouver School Board in its application. On its website, the VSB says that if approvals are secured in 2025-2026, construction could begin in 2027 and the school could open by 2030.
The City of Vancouver has scheduled the Q&A period for the rezoning application for Wednesday, July 16 to Tuesday, July 29.