A buyer’s agent is a licensed real estate professional who represents the interests of a homebuyer in a real estate transaction. Their role is to help the buyer find a property, negotiate terms, and navigate the purchase process.
Why a Buyers' Market Matters in Real Estate
In Canadian real estate, having a dedicated buyer’s agent can greatly enhance the home buying experience, particularly for first-time buyers or those unfamiliar with the local market. A buyer’s agent works exclusively for the buyer, offering expert advice, conducting property searches, arranging showings, and negotiating the best possible deal.
Unlike a listing agent—who represents the seller—a buyer’s agent has a fiduciary duty to the buyer, including loyalty, confidentiality, and full disclosure. This means they must act in the buyer’s best interests at all times.
Buyer’s agents are typically compensated through the commission paid by the seller, which is split between the listing agent and the buyer’s agent. This makes their services accessible to buyers at no direct cost in most cases.
Choosing the right buyer’s agent is crucial. Buyers should look for professionals with local expertise, strong negotiation skills, and a clear understanding of their client’s needs and financial limits. The relationship may be formalized through a Buyer Representation Agreement (BRA), which sets the terms and expectations of the working relationship.
Example of a Buyers' Market
A couple moving to Halifax hires a buyer’s agent to help them find a family home. The agent schedules property tours, evaluates neighbourhoods, and negotiates a successful offer on a house within their budget.
Key Takeaways
Represents the buyer’s interests in a real estate transaction.
Provides expert guidance on property searches, negotiations, and closing.
Compensated via seller-paid commission in most cases.
Legally obligated to act in the buyer’s best interests.
Often works under a formal Buyer Representation Agreement.
Net operating income (NOI) is the total income generated by a property after operating expenses are deducted but before taxes and financing costs.. more
Renderings of 1075 Bay Street/Hariri Pontarini Architects
Despite securing Council approvals for the site in October 2021, Fiera Real Estate has reworked its plans for 1075 Bay Street in downtown Toronto, according to new planning documents from mid-August. The site, which is on the southeast corner of Bay and Mary streets, just a ten-minute walk from the Royal Ontario Museum, has been occupied by a 13-storey office building since 1976.
If Fiera’s proposal is realized, the unassuming mid-rise will be replaced with a sleek 62-storey skyscraper — one that will fit in well with the heavily windowed high-rises that are increasingly cropping up in the city’s core — with a purpose-built rental component.
This is not the first reiteration of the firm’s plans. An application for a 59-storey building was submitted to the City in February 2019, and was approved in October 2021 after a “comprehensive planning process.” That version of the proposal included 540 condo units, as well as around 130,243 sq. ft of office space to replace the office space already on the site.
The approved proposal from 2021/Hariri Pontarini Architects
Although the application was deemed complete by the fall of 2021, the COVID-19 pandemic stunted the office market, and threw a wrench in the works of Fiera’s plans. The firm opted to pause the project around that time. Fiera then went to the City with plans to swap the office space to residential, and the current proposal reflects that consultation.
Site plan in 2025 application/Hariri Pontarini Architects
The planning report notes that the 62-storey proposal represents only slight changes over what was approved in 2021. “While the overall number of building storeys increases from 59 to 62, these changes all happen within the approved (zoned) building size, height and envelopes. Simply put, the approved tower metric height and setbacks remain the same as does the building’s podium total height,” it says.
The report specifies a total gross floor area (GFA) of around 539,245 sq. ft, with around 7,583 sq. ft dedicated to non-residential — which is down significantly from the around 150,512 sq. ft of non-residential proposed in 2019. The residential GFA is planned to come in at around 531,662 sq. ft (up from around 385,132 sq. ft proposed originally), accommodating a total of 738 residential units.
Renderings of 1075 Bay Street in 2025 application/Hariri Pontarini Architects
While no rental units were proposed initially, the current version of the plans shows a breakdown of 18 studios, 133 one-bedrooms, 32 two-bedrooms, and 20 three-bedrooms. In addition, 75 studio, 252 one-bedroom, 154 two-bedroom, and 54 three-bedroom condo units are planned.
“The main change is the elimination of the zoned office space planned on floors 3 to 10 which is proposed to be replaced with new purpose-built rental apartments,” the report adds. “This pivot addresses the significant economic and financial challenges Fiera has faced trying to realize the 2021 building approval in the context of Toronto’s office market. Plus, it provides much needed rental housing, a key civic priority for Toronto and all levels of government.”
To that point, the 13-storey office building currently at 1075 Bay Street was “mostly” occupied as of early-2020, notes the report, but is 70% vacant today.
Along North Saanich’s storied Lands End Road lies a property that perfectly captures the essence of West Coast luxury.
The striking steel-and-concrete residence that is 1580 Lands End Road sits on 1.59 acres of private land, boasting over 600 feet of ocean frontage and uninterrupted views that stretch from Mount Baker to the Gulf Islands. Both bold and serene, it’s a home designed to frame the drama of the Pacific while offering a peaceful retreat from the everyday.
From the moment you enter, the setting takes centre stage. Floor-to-ceiling windows welcome in the ocean’s expanse, while playful porthole accents nod to the nautical.
The living area spills onto a dramatic flybridge, offering a breathtaking vantage point above an 82-foot infinity pool. Here, the property’s design comes into sharp focus: perfectly aligned for the spectacle of sunrise and the glow of sunset, the home positions its residents at the intersection of sea and sky.
Inside, the interiors are anchored by polished concrete floors warmed with sustainable geothermal heating. Floating staircases, custom cabinetry, and richly toned finishes add warmth and artistry to the clean modern palette. The primary suite on the main level delivers a sense of retreat, with a spa-like ensuite and sweeping water views that feel both cinematic and intimate.
The flybridge. Extending dramatically from the living space, it offers a front-row seat over the infinity pool and out across the horizon. From this perch, the world feels expansive, yet intimately yours — a single architectural flourish that distills the entire spirit of the property.
The lower level is built for entertaining and leisure, with guest suites, a wine cellar, a media room, and a poolside gym that opens directly outdoors through retractable glass doors. Upstairs, a family room offers a quieter corner to unwind — a place to step back from the home’s grandeur and simply enjoy the calm rhythm of the coast.
At its heart is the gourmet kitchen, designed not just for cooking but for gathering. It opens to an outdoor barbecue area set against a man-made stream and waterfall, where the sound of flowing water enhances the sense of sanctuary. It’s a home that shifts effortlessly between grand entertaining and quiet reflection, between a stage for memorable moments and a retreat into privacy.
Despite its enviable seclusion, the property is only minutes from shops, dining, and marinas — a reminder that even in this serene seaside setting, convenience is close at hand.
Yesterday afternoon, over a dozen real estate and development experts were featured at the Residential Construction Council of Ontario's (RESCON) fifth annual Housing Summit, and talked candidly about the housing crisis and how to get residential construction back on track. This year's summit was aptly named "Embracing Transformation — Building Homes Faster" and was sponsored by LiUNA Local 183, Enbridge, Federation of Rental-housing Providers of Ontario, Toronto Regional Real Estate Board (TTREB), and EBS Global.
Leading a wide array of discussions included big names like Ontario Minister of Municipal Affairs and Housing Rob Flack, TRREB's Chief Information Officer Jason Mercer, and they tackled everything from automation and robotics in construction to policy changes needed to support more rental housing development.
The conference comes as Ontario is on track for its lowest annual housing starts since 1996, according to Canada Mortgage and Housing Corporation — a worrying trend that will result in massive job losses, a sizeable hit to the Ontario economy, and an unsustainable supply demand imbalance that will only make housing more unattainable for everyday Canadians.
"We, at RESCON, started this housing summit five years ago to track change. Many of the things that impacted housing five years ago are enduring and remain unresolved," said RESCON President Richard Lyall in his opening remarks. "Beyond the statistics, and above the compelling narratives, and outside of the ongoing message, is the most important part of all, and that's people. We're talking about young people who are losing the hope that they will ever be able to afford a home. We're talking about people who are increasingly unable to afford to live in the municipalities where they work. And we're talking about people who shouldn't have to decide between eating and paying their rent or their mortgage."
Dropping The "Delusions"
Following discussions about innovative construction techniques and an overview of the current political situation, Marlon Bray, Executive Vice President of Clark Construction Management, delivered a comedic — though blunt — assessment of Ontario's housing crisis. He delved into the province's looming housing supply shortage, or "drought," and how it will create an “affordability disaster” that decimates housing-related jobs, and forces more people out of expensive markets.
"We're about to face a massive challenge," he said. "Right now, if you think we don't have enough homes, fast forward two or three years, and it's going to be an absolute catastrophe."
Bray went on to identify several causes behind the current, and impending, situation including unnecessary "sin taxes" and fees on new homes, such as development charges and HST, which he likens to taxes governments put on cigarettes and alcohol.
"Believe it or not, [cigarettes and alcohol] are actually really good for you. They must be, because if they weren't bad for you, we wouldn't tax houses the same," says Bray. "We either have a tax distribution problem or homes are bad for you."
According to a December 2024 study from RESCON, taxes make up 36% of the price of an Ontario home, as these costs are passed along to end-users. That means $360,000 of a $1-million home is made up of these taxes and fees.
Broadening Options Key
Later in the afternoon, TRREB's Jason Mercer led a discussion on how economic uncertainty — think headwinds like tariffs, a decline in GDP and rise in unemployment, and interest rates — is shaping the housing market,
"Even with affordability improving, from a monthly payment perspective, there's a lot of households that do remain on the sidelines," said Mercer. "Because, you know, they're not sure where they stand in terms of their job, in terms of their income, vis-a-vis what we're seeing largely south of the border."
Looking ahead, he said, lower interest rates, increased affordability, and improved consumer confidence, alongside adequate supply in the longer term, will be key in getting the market on its feet again. When that time comes, Mercer thinks there will be significant pent-up demand ready to enter the market.
"As people start to move off the sidelines and back into the market, it's realistic that we start to see an uptick in home sales. And potentially, as we move through 2026, we could be seeing numbers approaching that 80,000 mark, which we haven't seen in a number of years."
Failing Grades
Finishing off the day, RESCON's Lyall and Founding Director of the Missing Middle Initiative (MMI), Mike Moffat, teamed up to discuss a joint report recently released by the two organizations called Q2 2025 GTA and GGH Housing Report Card: Starts, Sales, and Employment.
The report uses data from CMHC and Altus Group to grade 34 municipalities across the Greater Golden Horseshoe region based on housing sales and construction over the first six months of the year, relative to the first six months of the previous four years. According to their methodology, 22 municipalities received an F, five received a D, and the other seven municipalities received a C or higher.
"It's not exactly a stellar record given we keep having these repeated announcements, these media events, where checks are being handed out and all this stuff, and we're actually going in the wrong direction," said Lyall. "[...] But if we had the right alignment and will to change, we could do this."
Rendering of the Elevate Condos in Kitchener, which ELM Developments took over in late-2024/ABA Architects Inc.
At Insolvency Insider's Distressed Real Estate Conference held this summer, panellists across the board agreed that the Canadian real estate landscape over the next two to three years will continue to be fraught with receiverships, CCAAs, and general distress. At the time, President of ELM Developments Elliot Steiner’s contribution to the conversation was that the focus should be on the ‘what comes next’ of it all. “The market is what it is,” he postulated.
Steiner spoke to attendees about ELM’s work on the Elevate Condos in Kitchener, a four-tower project that was placed under receivership in October 2023. ELM — through its construction arm ELM Forward, which is dedicated to third-party projects — was brought on to stabilize the project, but ended up teaming up with Genesis Mortgage Investment Corporation — the junior lender — and Dorr Capital Corporation to submit a bid, and the transaction was approved by the Ontario courts in October 2024.
“We invest in projects, and we invest in them because we believe in them,” Steiner said, adding that Elevate, though bogged down with debt, had reliable stakeholders, interest from new lenders barring the right developer on board, and solid upside potential in the long-term. “The world isn't at a dead end, and with most of these [distressed] projects, assuming relatively prudent lending, losses can be greatly minimized. It just takes creativity.”
ELM Forward: An Organic Start
ELM, in 1985, began as a glazing company before Steiner, a partner in the business, opted to shift his efforts into general contracting. Over the years, ELM moved with the ebbs and flows of the market — during the housing market crash of the ‘90s, the company focused more on industrial and commercial projects in Canada and the US, and in the 2000s, it again became about “building homes for people,” Steiner tells STOREYS.
“Over the years, we started doing more and more fee-for-service work… and as we did more and more of this fee-for-service for lenders and receivers — which are good customers as a rule — we decided to brand it, about three years ago and created this sub-sector, the sub-brand called ELM Forward,” he says. “So today, there's ELM Developments; soon, there'll be a lifestyle for our purpose-built rental product; and we have ELM Forward, which is the construction arm, and it's meant to symbolize ‘we’re going forward.’
If it's a project that belongs to us, it's under ELM Developments, but if it's a project that we're working for a receiver or lender or a third-party similar, we brand it under the ELM Forward name,” Steiner adds. He explains the need to differentiate the ELM Forward brand came up internally as the company began dedicating more and more resources to third-party projects.
“And this was the [project managers] coming to us, and our internal management was saying, ‘It's a bit confusing for the trades, it's confusing for the people branding this ELM Developments, because it’s a work-out,” Steiner says. “While the experiences of development and construction and project management and engineering... go hand in hand, the construction of new product is vastly different than [taking over a third-party project]. Everybody thinks you can just keep going, but it’s not true. Even the internal team we have now is different.”
Taking on a project in distress means your first job is putting out any fires, so to speak. In other words: stabilizing the asset. If it’s winter — which Steiner muses it always seems to be, for some reason — the structure needs to be protected from the elements, possibly by boarding it up. If the development doesn’t have a fence, one needs to be installed to prevent material theft and vandalism.
“When we get a call, it's always an urgent call, because the receivers or the stakeholders can't do much until they take control, and by then, usually, people who are about to lose the property or [have been] in trouble, you know, [are not] putting their best foot forward to make sure that everything's in perfect shape,” he adds.
When To Stabilize And When To Invest
When ELM is brought onto a distressed project — typically by a lender or receiver — it’s first and foremost as a consultant. But it doesn’t always end there, as is evidenced by their ongoing work with Elevate.
“We did our work before Christmas, we got it closed in and stabilized, and then further worked on it as the year went by, says Steiner. “We found many issues as we went through the drawings… but, as time went on, I looked at the project and said, ‘Okay, in my eyes, this is doable.’ I had a viable project, I had a good location on a viable project, I understood what the requirements were to complete this project, I'd spoken to the city and we had good involvement and we'd been on there for a while.”
ELM’s involvement with Elevate is somewhat similar to another project that might ring a bell: Vandyk Group’s Uptowns and Heartlake townhome projects in Brampton. The development sites were placed under receivership in November 2023, around the same time the Ontario courts appointed a monitor over most of the (now defunct) developer’s sites. Again, ELM was brought on to stabilize, and ultimately entered into contracts to take over the projects as development manager this past February.
“But sometimes we look at [the asset] and say, ‘We don't know how to make a go of it, we can only stabilize it,” Steiner notes. “We still do our work: we stabilize, we bring things up to code, we get the permits, we also get involved in the planning and the entitlements — we'll do all the things to make it sellable so you can get the most money… and we’ll tell them, ‘Look, how much [are] you willing to lose if you can get an offer? It's safer for you [to sell when it's stabilized], because there's less risk.’”
As Toronto continues to make progress on the Gardiner Expressway’s rehabilitation, there is a groundswell of support for retrofitting the under-highway as well—including spaces like the Bentway that transform overlooked infrastructure into vital public space. While transformation of the Gardiner’s understory is a long-term ambition, it’s important to reflect on the concept itself, and where that concept has already found success.
Miami’s The Underline is somewhat of a “sister project” to The Bentway, an ongoing effort to reimagine the 10-mile stretch of land beneath the city’s elevated Metrorail into a network of parks, trails, flexible programs, and public spaces.
The Bentway takes a cue from that, and last week the Gardiner Corridor Alliance (GCA) hosted an event pulling the curtain back on The Underline — and what makes it tick. Held on Wednesday, September 10, the event featured Isabel Castilla, Associate Partner at Field Operations, and Patrice Gillespie Smith, President and COO of Friends of The Underline, and was moderated by Robert McKaye, Senior Manager Planning & Design of The Bentway Conservancy.
From left to right: Patrice Gillespie Smith and Isabel Castilla storeys.com
As Miami copes with the adverse effects of rapid urbanization, Gillespie Smith points at The Underline as a way to return the city to some semblance of its natural roots.
“We knew that this could be something much better. It was a place where illegal dumping was taking place, where people were taking their dogs and not cleaning up after them — just an undesirable place,” she explained. “And we knew we could rewild it. By the time The Underline is finished — which is going to be 10 miles, finished by June of next year — we will have planted more than 500,000 trees and native plants. You may not see the Black Panther, but you will see birds, bees, and butterflies that were there 30 years ago.”
Gillespie Smith added that though the first phases of The Underline have only been open for four years, it’s accrued some 2.2 million visitors, and hosted 200 free programs every year, engaging more than 40,000 participants.
By the numbers, The Underline project is a marked success, but Castilla impresses it wasn’t — and isn’t — without skeptics.
“There were only a few of us that were actually supporting the project — we saw the mission for the project. And there were many tools that we used. The first one was to have extremely fun community engagement meetings to really build the brand, to have these meetings be almost a celebration, so people actually came. And then when they came, they actually listened. And then they started becoming excited,” Castilla said.
“Then we had the skeptics within the government. And then they were just the bigger skeptics that said, Fine, you can build this. But who's ever going to want to go there? Why are you building a stage underneath active train tracks? It's going to be loud. So there were moments where we would take over the corridor and do pop ups to start demonstrating that it could be attractive.”
Long story short, there are plenty of lessons to take away from The Underline as Toronto susses out the full potential of The Bentway. Both were — and still are — under-utilized spaces itching to be made into something that serves the public better.
Of course, having the right people on the job helps. And thankfully — with the collective of developers, designers, planners, engineers, and other urban changemakers that make up the Gardiner Corridor Alliance — Toronto does.
Gardiner Corridor Alliance
The Bentway / thebentway.ca
The Gardiner Corridor Alliance (GCA) is an emerging group of developers, designers, planners, and other professionals working to transform the 7km stretch of land along and adjacent to the elevated Gardiner Expressway. To learn more about the GCA or inquire about joining, contact Kate Wivell, Fundraising & Partnerships Manager, at kwivell@thebentway.ca.
It’s no secret that the real estate industry has been historically slow to change with the times. But, with today’s evolving end-user expectations, change is inevitable. This is even more true when it comes to the modern tenant experience – especially in our current purpose-built rental boom.
But on the flip side, there’s still something significant to be said about good old-fashioned customer service (and real human connection).
This is why Holt Meadow Group fuses an accessible human touch with the best in contemporary technology, for a harmonious approach to property management. It’s a style that complements today’s modern daily lifestyle, no matter a resident’s life stage.
From luxurious Yorkville towers to quaint, small-city fourplexes, Holt Meadow simplifies life for tenants, providing stress-free and simplified living. The boutique property management company oversees everything from holistic and on-demand resident communication, events, and support, to the nuances of financial management, property inspections, and ESG criteria.
A "Missing Middle"
Holt Meadow’s vision has always been to redesign rental living, with transparency top of mind. Company founder and CEO Oren Turkienicz — and his team — saw the tenant experience as in need of a shake-up. A rental real estate developer, Turkienicz initially formed Holt Meadow to handle property management for its parent company, Pinemount Developments.
“We found the market to be split into two major groups in terms of the management,” says Turkienicz. “There were the larger companies, and then there were the smaller 'mom and pops.' We found that there was sort of a missing middle, or a group focused on the mid-market. Secondly, there’s a prop-tech, forward-looking focus on property management that can bring a new fresh look — and thought.”
With their development background, Turkienicz and his team weren’t strangers to working with new buildings and thinking through concepts for building systems from scratch – which gives Holt Meadow a competitive edge. This also allows the company to provide consulting services for new builds (more on that later). But the Holt Meadow team also understands older, character-rich vintage buildings, and how to elevate them to today's higher standards by implementing a forward-looking, tech-focused type of management.
From downtown Toronto to Hamilton and Barrie, the common denominator among all Holt Meadow properties is a sense of seamless connection.
An Evolution Of Customer Service
Daniela Douglas, Holt Meadow’s Senior VP of Operations, says that in the rental market, customer service wasn’t evolving.
“We noticed that the customer was being left behind quite a bit,” says Douglas. “And good customer service isn’t just saying ‘yes’ to your customers. It’s about trying to build on that connection to form strong relationships with your tenants.”
Human connection is increasingly fleeting in our automated, AI-dominated era, Douglas explains. “We are trying to bring back the human touch, while at the same time creating a direct connection with the new world,” she says. This means a completely accessible executive leadership team and seamless communication.
“We are completely available, accessible, and transparent,” says Douglas. And she doesn’t use those terms lightly: Support is accessible 24/7 with just a few clicks. “The moment I receive a message from a client, my response will come as soon as possible,” says Douglas. So will immediate action. This could mean Douglas adjusting her schedule to personally visit a tenant who was having a leak in their unit, as she did last week. “I was directly involved, and we were able to troubleshoot the problem by brainstorming with professionals in the industry and communicating with my entire team," she says.
The result was a swift resolution. “We are operating with highly visible, cross-functional roles, where it’s necessary to be able to pivot throughout the day to assist tenants and their needs,” says Douglas. “We allow that flexibility, where we can maneuver and shift priorities as they come along. Customer service and satisfaction are the top concerns.” This means tenants don’t have to navigate through layers of corporate structure and red tape to get an answer.
On the tech front, services are tailored to each unique community. Tech features can include things like the ability to submit maintenance requests, reserve amenities, and receive community updates through resident portals. It also means state-of-the-art security, app-based smart locks, and QR codes for maintenance requests.
This same technology allows Holt Meadow to track complaints and ensure efficiency from a back-office perspective, says Turkienicz. “So, we get a feel for the building, we get a feel for the tenants, and we are able to effectively address any issues that come up,” he explains.
A Delicate Balance That Starts From Within
A successful property management company is one that can balance the needs of both real estate owners/investors and the quality of the tenant experience. For owners, Holt Meadows aims to maximize returns and offer advisory services, including for pre-construction projects. For residents, the emphasis is on customer service and a modern, seamless living experience.
So, in short, the focus is on both enhancing asset value for owners and improving the living experience for residents. Transforming these buildings into vibrant communities, like Holt Meadow does, only enhances their desirability for future tenants.
“The transparency we have with our tenants is the same approach we take with our clients,” says Turkienicz. “Our job is to minimize expenses while we’re still maintaining a high quality product. So, the building is operating at its highest potential, generating rent prices that are justifiable, given what the building can offer, while also minimizing unnecessary expenses.”
Turkienicz says that Holt Meadow's difference lies in the company’s transparent and on-demand communication. Meanwhile, Douglas explains that the company's exceptional front-facing service is a direct reflection of what happens internally.
“We are a modern corporation, and we operate in a corporate way, with strategic plans and proper succession planning,” says Douglas. “But at the same time, we use technology to our advantage. Our whole vision for Holt Meadow – both internally and in the customer experience – is the human element in conjunction with tech. AI is the new reality, but the human touch will always be needed.”
Douglas also stresses the importance of viewing Holt Meadow’s clients as their partners. “We don’t limit our control to the day-to-day operations of properties,” she says. “We make recommendations and assist with their financial planning. If we see potential for financial growth, we don’t hesitate to support our clients.”
Looking Ahead
The current rental market is one where more stock is available all the time. Today, most Greater Toronto Hamilton Area (GTHA) housing starts are purpose-built rental buildings. This means ample opportunity for renters — and Holt Meadow and developers, too.
“We’ve really made ourselves available to new construction purpose-built rental clients who are looking for that pre-construction input, given the status of the development landscape,” says Turkienicz. “There are a lot of developers who are now trying to focus on PBR products. We serve as a sounding board and a consultant to provide input on a pre-construction basis, but also from a management perspective. There’s a lot of input needed when it comes to how hallways are situated, how units are laid out, the types of amenities that make the most sense, where to locate the management office, and where to place security cameras, just to name a few.”
With these shiny new purpose built rentals and more older rental stock, we’re moving into more of a tenants’ market. “Tenants have choice now,” says Turkienicz. “So, we want to be differentiated to our clients as a third-party provider. When people see a Holt Meadow logo, they know there’s quality there. They know there’s transparency and they know there’s integrity.”
As for Douglas, the operational goal is to continue this emphasis on human touch with top tech. “My vision for Holt Meadow is to emphasize the human element in conjunction with AI, which is the new reality,” she says. “But the human touch will always be needed. So, we will continue to be an organization that will utilize every new available technology — without losing the human touch.”
This article was written and submitted by Carl Laffan, a Toronto-based architectural design manager specializing in office, residential, mixed-use projects.
On September 14th, the federal government launched Build Canada Homes (BCH) — the “one-stop shop for affordable housing” that promises a “bold new approach and unprecedented investments to increase the housing supply in Canada.” The new federal agency has already proposed several positive initiatives and immediate investments that promise to deliver up to 45,000 new factory-built homes.
While this announcement is a very welcome step in addressing Canada’s housing crisis, BCH’s first tranche of housing may not even deliver 1% of the greater goal set earlier this year by Canada Mortgage and Housing Corporation (CMHC), who estimate Canada needs up to 4.8 million new housing starts by 2035 to restore affordability. Unless BCH can ignite the private sector and provide serious relief to market-rate home-buyers and renters, the vast majority of Canadians may see little change despite billions being invested.
Commendably, Build Canada Homes will focus primarily on non-market housing with much-needed initiatives for low-income households, partnerships with Indigenous communities, and supportive measures to fight homelessness. Notably, however, there is not a single mention of the growing crises around senior living or student housing, nor any specifics as to how BCH will address affordability for middle-class and market-rate homebuyers and renters.
The announcement does make mention of two main instruments in the BCH toolkit: “flexible financial incentives” for the private sector (of which no details are provided) and “leveraging public land” – more specifically, giving BCH access to “88 federal properties suitable for housing... which span 463 hectares or approximately the size of downtown Ottawa.” Sounds great on paper, but upon reviewing the portfolio, less than 1% of these land holdings are located within the country’s three most populous cities. This will not materially impact supply or affordability in our densest urban locations where land value and demand is at its highest.
The announcement concludes with the promise of “additional measures” to be announced in Budget 2025 on November 4th, which begs the all important question: What additional measures will BCH offer the market to create the right conditions to deliver the right homes at the right price? There are five low-hanging policy levers that also reinforce the key pillars of BCH’s approach could achieve exactly this.
1. Densification bonuses
If the aim is increasing supply, high-density housing will be critical to meet CMHC’s targets. Yet high-rise developments can be exponentially more expensive to build and have long been subject to disproportionate Development Charges (DCs) with costs typically getting passed onto the homebuyer. The infrastructure (roads/sewers/power, etc.) required for high-rise development is lower than single-family housing. Actively rewarding densification through reduced DCs and/or bonus buildable area to reduce housing prices should be table stakes. It could be further incentivized where projects include a surplus of affordable units.
2. Rebates on Canadian-made materials
A key pillar of BCH is to adopt the government’s new Buy Canadian Policy, thereby “strengthening domestic supply chains, scaling up a home-grown housing industry, and creating high-paying careers across the country.” If a percentage of a private development is built with Canadian-made materials (lumber, steel, aluminum, mass timber, etc.), a commensurate percentage of government fees/taxes/DC’s should be waived.
3. Extension of temporary GST/HST Rebates beyond purpose-built rental
The existing rebates help offset the extended return-on-investment period involved with purpose-built rental buildings, however the upfront construction costs of densified condominium housing are similar but currently ineligible for these rebates. BCH mentions a “mandate to move quickly.” Temporarily expanding these rebates for all housing could unlock up-front capital and encourage more housing starts in the immediate short-term. So could extending GST rebates to move-up home-buyers would free-up inventory for first-time homebuyers.
4. Self-certification on modular construction
Another key pillar of BCH’s approach emphasizes an “intense focus on using cost-efficient and modern methods of construction such as factory-built.” BCH could evolve the Certified Plans Program partially in place today into a Certified Housing Program. BCH could allow architects and engineers the opportunity to offer self-certification on pre-approved factory-built houses and standardized site servicing templates where applicable under a federally sanctioned program. This would reduce approval times without compromising quality or code compliance, dramatically reducing construction timelines and housing costs.
5. Open strategic low-rise zones to significant intensification
BCH aims to leverage public land to “take land costs out of the equation,” but seemingly not much of which is within our highest-demand locations, and where other previous attempts have already fallen short. In Toronto, for example, the City approved fourplexes (and to an extent, sixplexes) within single-family neighbourhoods which historically covered 70% of the city. However, since the legalization of fourplexes, only 452 permits have been issued, translating to a maximum of 1,808 homes against the 150,000 starts needed during that time.
Opening strategic low-rise housing zones to significant intensification, especially in zones near transport hubs or within biking distance to urban centres, would lower land costs and substantially increase supply in our most sought-after locations. Whatever the new government’s incentives and additional measures might be, enabling the private sector to deliver the overwhelming balance of homes at attainable market-rates isn’t an option, it’s essential. The launch of BCH has created the opportune time to enact significant reform, the unprecedented investments of BCH must be matched with unprecedented policy changes to truly build Canadian homes, without them I fear it’s only building Canadian hope.
It may have been a steamy summer at times, but the Greater Toronto Area’s new condo market was anything but, and isn’t showing signs of warming up any time soon. In fact, Tuesday brought a new report from RBC Economist Robert Hogue describing “a deep freeze with pre-construction sales plummeting to levels not seen since the global financial crisis.” Hogue also spoke to a “long road to recovery” that will only come with an improvement in the economy and a sharp drop in supply.
With the region’s condo sector indefinitely stalled, there’s been increasing chatter around pivoting those projects to rental, and many developers have already taken the plunge. According to data provided to STOREYS by real estate analytics firm Urbanation, nine GTA projects that had been actively selling as condo have been converted to rental since the beginning of 2024. That translates to 1,778 individual units.
“Nine conversions is quite a lot when you look at it from a historical lens. Until recently, it was pretty rare to see new condo projects cancel and convert to rental,” says Urbanation President Shaun Hildebrand. “Before 2024, only seven did so during the previous 10 years. Today, almost every condo project struggling to sell is looking at the option to convert to rental.”
What’s more, Hildebrand says he’s aware of 66 projects that were originally planned as condo (yet to begin presales) that are moving forward as rental. “So, behind the scenes, there is a pretty big push towards rental that hasn’t surfaced yet,” he adds.
Daniels Keelesdale, Building J (Toronto)
Developers: The Daniels Corporation, Diamond Corp, Kilmer Group
Specs: 5 storeys, 62 units
Status: Converted to rental in September 2024 after presales
Daniels Keelesdale, Building M (Toronto)
Developers: The Daniels Corporation, Diamond Corp, Kilmer Group
Specs: 5 storeys, 67 units
Status: Converted to rental in September 2024 after presales
The Centricity Condos (Toronto)
Developer: Graywood Developments
Specs: 53 storeys, 594 units
Status: Converted to rental in September 2024 after presales
The RIV (Toronto)
Developer: Broccolini
Specs: 34 storeys, 388 units
Status: Converted to rental in September 2024 after presales
316 Junction Condominiums (Toronto)
Developer: Marlin Spring Developments
Specs: 26 storeys, 283 units
Status: Converted to rental in December 2024 after presales
The Cliffton (Scarborough)
Developer: Cliffside Homes
Specs: 8 storeys, 40 units
Status: Converted to rental in December 2024 after presales
2992 Sheppard (Markham)
Developer: 95 Developments
Specs: 15 storeys, 158 units
Status: Converted to rental in April 2025 after presales
Kennedy Circle Condominiums (Milton)
Developer: Gable View Homes
Specs: 6 storeys, 148 units
Status: Converted to rental in April 2025 after presales
The Gallery Condominiums (Toronto)
Developer: Gattaca Developments
Specs: 4 storeys, 38 units
Status: Converted to rental in June 2025 after presales
Condo projects moving forward as rental (have not begun presales):
71 Talara Drive (North York) - Tribute Communities
665-671 Sheppard Avenue West (North York) - Regency Property
5294-5306 Yonge Street/Bella Condominiums (North York) - Mirabella Development Corporation
2683 Lawrence Avenue East (Scarborough) - Zelinka Priamo
1266 Queen Street West (Toronto) - Carterra
29-39 Pleasant Boulevard/The Notable (Toronto) - Greybrook Developments, KingSett Capital
4853 Thomas Alton Boulevard (Burlington) - Adi Development Group
1684-1702 Queen Street East/The Beach House (Toronto) - SUD Group
*information provided by Urbanation
Partner at The Daniels Corporation Don Pugh says that the choice to pivot two buildings in the 12-acre Daniels Keelesdale master plan to rental was an effort to satisfy the market’s needs right now. This is a community that is already in the process of being occupied, he notes, with 400 homes already purchased.
“In the short term, we’re offering a portion of our inventory homes as rentals while remaining committed to our long-term vision for the development. This approach ensures these homes are occupied and serving the community while the market stabilizes,” says Pugh.
Meanwhile, SUD Group is in the latter camp, and has opted to move forward with their 10-storey project at 1684-1702 Queen Street East, which is not yet at the presale stage, as a rental, although it was approved as a condo in 2022.
SUD Group's Executive Vice President of Development and Construction Ron Weinstock says this is just one of half a dozen projects that will make up the company’s budding purpose-built rental portfolio operating under its new Sud Living banner — a membership program that will link SUD’s rentals across the city, allowing residents to use amenities in buildings outside of their own. The portfolio will also include the company’s 11-storey project at 1291-1311 Gerrard Street East and 243-247 Greenwood Avenue, 14-storey project at 26 Laing Street, and 15-storey project at 2010-2050 Yonge Street, among others.
SUD Group’s ‘The Beaches’ project was approved as a condo in 2022, but will move forward as a rental/sudgroup.co
“If you don't have the exact gym [you like] in your building, fine, go to three or four or five other buildings that have different offerings on exercise or health awareness,” he explains.
Weinstock emphasizes that while units in these buildings won’t come cheap, they will offer bang for buck, with access to intuitive, lifestyle-centric amenities like car sharing, children’s programming, and moving and cleaning services. His belief is that condos have left a gap in the market that upscale rental is primed to fill, and the company is taking a cue from rental they've created in the Florida, Arizona — for one, their Copper Falls project in Glendale — and other markets south of the border, where these types of rental models are more commonplace.
SUD is now beginning to collaborate with property management companies like FirstService and DEL Property Management to ensure that all the thought that's going into the creation of the product will be complimented by the day-to-day experience for renters down the line.
“The market is shifting. We are not the only one doing this, and all the service providers, people that will work with us, are modifying their teams and their infrastructure... to serve [rental] portfolios like ours,” says Weinstock. “We're aiming to work with the best and trying to to get the best product out there.”
Fengate's 'The Dennis' project has been strategically repositioned from condo to rental and broke ground in early-September/WZMH
Fengate Asset Management is another developer that's zeroing in on the GTA's purpose-built rental space, and investing in its future promise. The company broke ground on The Dennis at 8-16 Locust Street in the Mount Dennis neighbourhood of Toronto earlier this month, and it has been “strategically repositioned from condo to rental,” according to Fengate's Managing Director of Development Alison Kimmell. It is also one of the first approved projects to break ground under the City of Toronto’s Purpose-built Rental Housing Incentives Stream.
The City's incentive, which will allow for the deferral of development charges (DCs) and the reduction of property taxes, in combination with CMHC financing being offered at the federal level helps to make projects like The Dennis viable, Kimmell says. “Fengate has four to-be-announced rental communities breaking ground this year.”
Despite the hearty enthusiasm towards rental over at Fengate and in general, Kimmell expresses that it’s not a one-and-done solution for condo providers — which is to say it’s not a pivot that every project can feasibly make. Fengate is well-versed in the logistics involved when taking a project from condo to rental, and it involves the reassessment of everything, including details like the design and finishing choices to ensure they’re particularly durable.
“Rentals experience turnover, so we review elevator capacity and common area layouts to better support frequent move-ins and move-outs,” Kimmell adds.
Beyond those aspects, Kimmell points out that rental projects tend to require more upfront investment from equity partners — “unlike condos, which generate early revenue through pre-sales deposits, rental developments are held long-term and do not benefit from immediate unit sales.” She additionally shares that Fengate has expanded its Asset Management team to ensure enough expertise is focussed on resident experience, building durability, and operational efficiency, and that they have brought in talent in rental marketing, adding another potential expense to the equation.