Explore how depreciation works in Canadian real estate, how it affects insurance, investment taxes, and how it’s calculated for assets and property value.
For investment properties, the Canada Revenue Agency (CRA) allows owners to claim depreciation (called capital cost allowance) as a tax deduction, although it may affect capital gains tax on sale.
Understanding depreciation helps owners plan maintenance, assess insurance claims, and track asset value over time.
Example of Depreciation in Action
An older furnace is worth less today than when it was installed. Depreciation is deducted from its value in an insurance claim after a fire.
A Sale and Investment Solicitation Process (SISP) is a formal court-supervised method of marketing, selling, or refinancing distressed assets during. more
Retail zoning is a land use designation that permits commercial activities such as stores, restaurants, and service-based businesses to operate in. more
Housing supply refers to the total number of homes — both for sale and under construction — available to meet the housing needs of a population in a. more
Carttera acquired 1266 Queen Street West earlier this month. / Carttera
[Editor's Note: A previous version of this article incorrectly identified Republic Developments as the owner of 1266 Queen Street West. They were the developer of the property, but not the owners.]
A large high-rise project set for the Queen West neighbourhood of Toronto has changed hands, with real estate developer and investment manager Carttera acquiring the project after it was initiated by Republic Developments.
The site of the project is 1266 Queen Street West, directly adjacent to the Parkdale Amphitheatre at the intersection of Queen Street West and Dufferin Street, as well as the Canadian Pacific Railway tracks. The property is currently occupied by an old low-rise commercial building.
Earlier this week, Carttera announced that they had acquired the site in a transaction brokered by Jeremiah Shamess of Colliers. The property is now held under 1266 Queen Street West GP Inc.
The property was previously owned by DKI Queen Inc., who retained Republic Developments as a consultant on the project.
"In what continues to be a challenging and highly selective market for development sites, getting this deal across the finish line is something our entire team is proud of," said Republic Developments in their own announcement this week. "It speaks to the value of the asset, the resilience of good real estate, and the strength of relationships that make these transactions happen."
Transaction details were not disclosed by either party, but Carttera acquired 1266 Queen Street West from DKI Queen Inc. for $27,900,000 on June 6, according to transaction info from commercial real estate intelligence firm Altus Group.
According to City of Toronto records, the project has been in the works since at least April 2023, when Republic submitted the original application. The original proposal was for 25 storeys and 381 residential units, before being reduced to 23 storeys and 329 units in October 2023.
Another set of revised plans was submitted to the City earlier this year by Carttera, which was the first indication that the project was changing hands. Carttera's proposal is now for a 27-storey tower with 362 units, with all of the residential units now proposed as rentals instead of condos. A planning rationale prepared by Batory Planning + Management cites the federal government's elimination of GST on new rental construction and the City of Toronto's reduced property tax incentive as some of the reasons for the pivot to rental.
Notably, although the number of floors has been increased, the height of the tower remains exactly the same as the previous proposal, which was approved in July 2024.
The 362 rental units are split between 197 one-bedroom units, 128 two-bedroom units, 36 three-bedroom units, and one four-bedroom unit. Carttera's proposal eliminated all of the studio units and reduced the number of one-bedroom units, while increasing the amount of family-sized units.
Other changes include the building podium being reduced from five to three storeys, the tower floorplate being increased, the amount of indoor and outdoor amenity space both being increased, and the number of vehicle and bicycle parking spaces both being reduced.
BDP Quadrangle remains the architect of the project, and the firm will be targeting LEED Silver certification as a minimum and Zero Carbon certification from the Canadian Green Building Council.
"The revised development continues to make efficient use of underutilized commercial land located within a Settlement Area and within 500 metres of the future Liberty Village GO Station – areas explicitly designated for intensification by the Provincial Planning Statement (2024)," the planning rationale states. "The revised proposal conforms with the objectives of the Built Form and Public Realm policies of the Official Plan, being designed to fit within its surrounding context, transition appropriately to and limit overlook, sky view, wind, and shadow impacts on adjacent properties. The proposal is also consistent with the general intent and direction of the relevant Design Guidelines."
In a cover letter submitted along with its revised proposal, Carttera said that it is hoping to complete the Site Plan Control application by Q4 2025 so it can commence construction on the project in Spring 2026.
From the outside, Smithe House looks like any other Vancouver apartment building. But the interior tells a different story.
This design-forward property, located in the city’s "swish" Yaletown neighbourhood, is what’s known as an aparthotel: a serviced apartment that gives people all of the amenities of a hotel, combined with the comfort and convenience of an Airbnb. It’s a product offering that is growing in popularity around the world.
Smithe House was opened by Vancouver-based Kalido Hospitality Group in October of last year, and instantly began attracting Vancouver visitors who craved a different way to stay. And now, Kalido is gearing up for its second Vancouver aparthotel venture: a sister property called Keefer House that’s set to open in Chinatown in July.
According to Kalido partner Chris Evans, their aparthotel model is targeting two main benefits that the Airbnb customer has grown to love.
“Being able to rent residential-sized homes for short-term stays gave people the opportunity for one, space, and two, location and neighbourhood,” he says. “Our approach was to deliver that type of product in a purpose-built building — but really living on those two main attributes of providing people space that they wanted, and doing it in neighbourhoods that we also believed would have great demand.”
Inside Smithe House
But unlike at an Airbnb, Smithe House and Keefer House guests are not staying in someone’s home or vacation property, forced to live amongst their kitschy art choices, old DVDs, and awkward family photos. Also unlike an Airbnb, housekeeping is included (although it’s only offered every two weeks, but can be requested more frequently for a fee). Kalido’s properties also offer a hyperlocal spin, allowing guests to interact with Vancouver through curated products and amenities — including coffee from Pallett, tea from Tealeaves, dishware from Fable, and home care items from Tallu.
“You get the benefits of a boutique hotel-type experience and service,” says Evans, “within the product type that you would have traditionally seen in an urban Airbnb.”
That means the best parts of an Airbnb (a full kitchen, in-suite laundry, a cool neighbourhood) with the creature comforts of a hotel (an onsite gym, a beautiful aesthetic, a true sense of security). Guests complete check-in via their mobile phones — no waiting in long lobby lineups. Kalido uses technology that allows guests to unlock their suites from their phones, too, and also offers a digital concierge service to help with neighbourhood tips and restaurant recommendations.
“The entire customer experience can be curated much more specifically with control of the entire property, as opposed to just leasing or renting one unit,” Evans explains. “It mimics much more of what you would experience in a traditional hotel stay, with the caveat that it is really the property being empowered with technology that provides a seamless ease of customer experience.”
A sneak peek of Keefer House
Price-wise, Smithe House currently runs around $550 per night for a studio apartment, and $630 for a one-bedroom. Comparatively, the boutique Loden Hotel in the same neighbourhood starts at $700 for a regular room. Airbnb rentals in Yaletown of a similar calibre range between $400 and $600 per night.
Unlike Airbnbs that exist in the grey areas, aparthotels are completely above board, and are zoned as hotels. Keefer House — which is set to open just in time for Vancouver’s busiest tourist season — is a brand-new build, but Smithe House is actually located inside a former office building that had been sitting vacant. Kalido worked with the City of Vancouver to rezone it; the whole process — application, approval, construction — only took about a year and a half. It’s perhaps not surprising, considering that the city is in dire need of more hotel rooms.
Vancouver needs a reported 10,000 new rooms by 2050 in order to keep up with fast-increasing demand. It’s a problem that adds more stress onto an already strained housing system: Metro Vancouver currently sports a yearly housing supply gap of some 22,600 residential homes. In April, Destination Vancouver released its Hotel Community Impact Assessment, which outlined some solutions for increasing hotel occupancy — including pre-zoning in commercial and transit-oriented areas, and deferring building cost charges. Shortly thereafter, Council approved updates to the City’s hotel policy, with the aim of encouraging more growth, including allowing additional density for hotels on high streets, and relaxing some restrictions on mixed hotel-residential projects in the downtown core — which currently has 43% of the city’s overall hotel room supply.
With all of this top of mind, Evans is confident that the real estate community is going to start chasing hotel projects — be they aparthotels or traditional ones — at a more rapid rate.
“I think you will certainly begin to see, and you’re already seeing, more and more of the real estate community looking at hotels as an option for development,” says Evans. “And I believe that will certainly stay the case going forward.”
Clockwise from top left: Vera Gisarov, Jennifer Kosloski, Leigh Rosar, Adriana Fritsch, Vincci Wilson
This week, Toronto CREW, the networking organization for women in commercial real estate, unveiled its Board of Directors for the 2025-2026 term, which includes some returning members, as well as four new faces: Jennifer Kosloski (President-Elect), Marta Stach (Treasurer), Adriana Fritsch (Director, Programs & Professional Development ), and Vincci Wilson (Director, Mentorship & Real Jobs Day).
In a LinkedIn post, the organization welcomed the new elects, and also thanked the outgoing members: Tania Laroche, Robyn Brown, and Alicia Vera. “We greatly appreciate your dedication and commitment to serving Toronto CREW and helping the chapter fulfill its mission of transforming the commercial real estate industry by advancing women to positions of leadership and influence,” the post said.
Toronto CREW renews its Board of Directors annually, with a call for nominations issued each spring. Members can nominate themselves or others through a process overseen by an independent Nominating Committee.
To be considered for a Board position, nominees must demonstrate a strong interest in serving and a clear understanding of Toronto CREW’s goals and mission — typically gained through experience on committees or in roles such as Vice-Chair, Chair, or Director. Professional experience relevant to a specific position may also be considered, according to the organization’s website.
The full Board of Directors for the 2025-2026 term is as follows:
Cam Good has been with real estate marketing firm KEY Marketing for over 16 years.
As the real estate market, and specifically the presale condo market in Vancouver, continues to struggle, developers big and small who want to tough things out are turning to creative solutions to bring buyers and investors off of the sidelines.
As previously reported by STOREYS, many have introduced incentives for presale purchasers, like relaxed deposit structures and other financial discounts. More recently, some have also been highlighting the federal government's elimination of GST for first-time buyers on homes under $1 million and reduced GST on homes between $1 million and $1.5 million.
This market downturn — a market valley may be more accurate, considering its length — has lasted for close to two years and, thus, some are turning to increasingly daring and bold incentives in an attempt to cut through the noise, sell homes, and get their coffee (because coffee's for closers).
One example that has received attention recently is Square Nine Developments making 78 units at their 30-storey Belvedere tower in Surrey available at a 25% discount on May 31 in a one-day flash sale dubbed "Condo Day." Another developer, Allure Ventures, also began offering both a rental income guarantee and a buyback guarantee last month for its 32-storey SkyLiving tower, also in Surrey. The common denominator of both: real estate sales and marketing firm KEY Marketing.
In an interview with STOREYS on June 4, Cam Good, Partner at KEY Marketing who has been in the industry for over 20 years, discussed where the concept for Condo Day came from, the strategy behind it from both the buyer’s and developer’s perspectives, the psychology of the presale market, and future Condo Days.
Responses have been lightly edited for length and clarity.
To start off with, where the idea for Condo Day come from? Was it your idea or was it something the developer wanted to do?
I started it back in 2008. I was trying to figure out how to sell condos and it was not easy. As you might remember, it was a tough time. I found, on YouTube, a video of university students who approached the owner of a liquor store and said, "If we brought the whole campus here to buy out every bottle in your store, what kind of deal could you give us?" And the owner offered them a significant discount. They made up posters, hired a band, and brought the whole campus there. They took a video of this day at the liquor store, of people buying up all the booze, and I saw this video and thought that we could sell condos that way.
Based on that, I did a campaign in 2008-2009 called MAC Bulk in a 50/50 partnership with MAC Marketing [the company that merged with BLVD Marketing in 2017 to form MLA Canada]. We were hugely successful the first months of 2009. We sold 400 condos [across five projects for Onni Group] in this campaign.
Now, all these years later, we were wondering whether a similar strategy would work, because the trouble with a buyers' market is that it's too scary for buyers to buy, which makes it more of a buyers' market and a self-fulfilling prophecy. Condo Day, the strategy behind it, is it creates a safe buying environment where a lot of the fear is eliminated. The first fear buyers have is the fear of negotiating. They don't feel confident. What's the right price? What's a lowball? Should I lowball? All that stuff is out the window because the deal is the same for everyone, and that's nice for buyers.The second big fear buyers have in a market like this is, 'Am I making the wrong decision? Should I not be buying this? Is this not a good deal?' But when buyers are able to buy on one day, with dozens of other people buying at the same time, it feels good. They want to buy and that just helps them feel comfortable buying. That's the real strategy behind it. The weird thing is buyers actually prefer buying in a sellers' market. Isn't that strange?
Why do you think that is?
It's about safety. Buyers, they like being in a crowd. It's the most natural thing in the world, like back to when we were hunting and gathering 100,000 years ago when the saber-tooth tigers were after us. People feel safe in a crowd. They like lining up. They like being in a crowd. It just feels better. But it's ironic in that way. Buyers really should buy in a buyers' market, but they don't. They prefer to buy in a sellers' market. Condo Day kind of fixes that.
In terms of the results of Condo Day, I understand 63 of 78 available units were sold and that was split relatively evenly between investors and end users. I'm curious if that 50/50 split came as a surprise to you. Were you expecting more end users than investors, or perhaps the other way around?
I was expecting more end users, more first-time homebuyers, because in our presale presentation centre, 70% of buyers are first-time homebuyers right now. So I expected that to continue into Condo Day. We actually wrote on paper. We didn't use any software because the software costs $25,000 and we're trying to save as much money as we can, so that the deal for buyers can be better. So we saved the $25,000, we wrote on paper, old school, and we don't really have the data. All the deals are still in rescission, so we're not calling the buyers to question them and ask them to fill out a survey or things like that. So my estimation of the 50/50 split is anecdotal, based on the people I spoke to that day and what I saw happening.
What about just general interest, including people who didn't end up buying? Was it a similar split?
I was very surprised that there were as many investors as there were. A lot of the interest was first-time homebuyers and end-users. Those are the people that engaged, those are the people that registered, and I was surprised on the day that there as many investors buying rental properties as there were. That was a surprise.
How would you explain that? Is it just simply that it was a good deal? That the units are already completed? A mix?
I think your first guess is right. I think it's just a good deal and investors know it. And they have a bit of a thicker skin. There were a lot of parents helping their kids buy. But investors, they know what they're doing, they've done it before, they know a good deal when they see it. I am rooting for the end users. Nothing makes me happier, personally, helping young people get onto the property ladder, so to speak. We have homes that are discounted $300,000. I just love that we're selling homes under appraisal and that there's equity on their first day of ownership.
From the perspective of the developer, I'm curious how they can make this work, financially. I understand, in typical scenarios, developers hit their presale targets to get construction financing, they'll construct it, and hold back some units to sell afterwards and make up some of the profit on the back-end. For this, the leftover units are being sold at a discount. Are they essentially being sold at a loss?
They're being sold at the developer's cost for sure, or maybe even below. That's the reality of where these prices are. But for the developer it is still a good deal. They way they look at it is their capital is tied up in this inventory. You're right, some of it they did hold back — the whole penthouse level, for example — to sell later. Some of it is made up of 20 or so units in the tower where the buyers didn't complete and left behind deposits that are essentially being passed along to the new buyers. But in this case, the whole podium the developer kept to rent out. It was a bit of a last-minute decision. It was not set up as a separate air parcel like a developer would normally do, in order to keep a rental asset and potentially set it to somebody. But the rental market is down for the first year in 20 and with all of the rental supply coming, the developer has become a little bearish on rental. Instead, they're happy to give these deals to buyers, take the capital, and use it to grow their project pipeline.
When it's a buyers' market for buyers of condos, it's also a buyers' market for developers, too. Back in 2009 when we did this for Onni, Onni took that $150 million or whatever it was that they made from those 400 units, leveraged it, and really launched that company. I don't know if you remember the size of the company back then, but it was nowhere near what it is today. But they had all the capital and all that leverage, they were able to buy at a time when nobody else was, and it really took that company to the next level, and I think this developer has that same kind of vision.
Was the decision to do that back then for Onni also the result of market conditions?
It was a different cause. Back then it was the global financial crisis creating a time of uncertainty. What's interesting about the presale market is that it's really sentiment-driven, more than fundamentals. I told Ravi Kahlon this recently: If you want to know where the mindset of the British Columbia real estate buying public is at, watch the presale market. When British Columbians believe the presale market is going up, they decide to buy presale and they'll line up around the block. And when they believe the market is flat or going down, that faucet turns off. Instantly. They just stop buying.
In 2008, they stopped buying because the Lehman Brothers had collapsed and the global financial crisis was happening, and buyers just stopped buying completely. What we're seeing in this market is much longer, actually. This market suffered, frankly, a systematic dismantling from all three levels of government. And the result of that is never overnight, like the global financial crisis or the pandemic, but it's been quite incremental, almost like death by a thousand cuts. The result is we've been in a downturn for a year and a half. The global financial crisis — as huge and impactful as it was — only lasted six months. It really started in the summer of 2008. In 2009, we sold 400 units in the first quarter. Even the pandemic, it started in mid-March 2020 and in September, KEY Marketing launched two projects — one in Vancouver, one in Coquitlam — and sold them out in very short order. It's amazing that those two global crises only lasted six months and this one has been over a year and a half.
You mentioned "death by a thousand cuts." What would you say are the bigger and more notable "cuts?"
Anything that creates a sentiment in real estate buyers that values aren't going up or are going down. That causes presale buyers to not buy. The biggest impact is what they read, what they hear about the market, and the media — what they're saying about it.
People have often asked, about our presale projects, is it investors buying or end users? And the truth is, of the presale world, that all buyers are investor-minded. Many times they might be a pure investor looking to flip or buy a rental property, but even in the end-user category, whether it's parents helping kids buy or a couple buying on their own, they're also investment-minded. The reality of presales for a very long time has been that if they really just needed a place to live, they could buy something built down the street for less. They're paying a premium for presale because it's easy and because they like the leverage that they get with time and are bullish in the market going up during the period of construction. End users and investors in presale — they have that in common.
You asked about the factors. Media and what's being said is the biggest one, and then it's government action. The causal stuff. Immigration is a big one, the cost of debt, anything related to extra taxes that sort of penalizes investors, whether it's the empty homes tax or the flipping tax. It's death by a thousand cuts. It's many, many little things that create a very cool climate for an investment-minded buyer. That's what affects presale the most.
You also mentioned completions and that some of the original presale buyers for Belvedere ended up not completing. How big of an issue is that in the market right now?
It's an issue and it's a bigger issue than it's ever been. There's more buyers not completing now than ever before — or at least in the 21 years I've been doing this. But it's not hugely significant. We've never had a project with significant non-completions. It's never say more than 10% of the homes — and usually less, frankly. We haven't had a situation where 20% of the buyers say they don't want it anymore. That hasn't happened. Developers have the right to not only keep a buyer's deposit, but they can also legally compel a buyer to buy. The developer of Belvedere did not do that. They chose Condo Day instead.
Can you tell me about the strategy and thought process for Allure Ventures' project?
The project is called SkyLiving and it's a presale tower in Surrey. The problems we're facing there is again around fear from investors. The main fear investors have is around appreciation and will there be any. If I pay $1,100 a sq. ft on a presale condo right now, what's it gonna be worth in four years? So to overcome that, we are offering buyers an unprecedented rental guarantee where they get 20% of the purchase price back over the two years following completion. And those numbers are phenomenal. Investors that are more focused on cash flow are attracted to that because they're cash-flow positive for two years. The other thing that does is it pushes their timeline horizon out two years, so they have three to four years of construction, plus two years. They're thinking five or six years out, what's Surrey going to be like? What's the market going to be like? Six years is a very long time. It feels more like 10. Everybody is bullish on real estate in the long-term. It's really the short-term that causes a lot of fear. So that helps people think more long-term.
But that's only half the story. The other thing all the buyers are being offered that is also unprecedented is a buyback agreement with the developer. We're going to sell 40 or 50 homes at SkyLiving this week, which is a huge number for presale right now. When they come into the sales centre at SkyLiving, instead of just leaving with an ordinary presale purchase agreement, buyers leave with three agreements: they have the ordinary presale purchase agreement, an ordinary lease agreement, and the third agreement is a conditional purchase agreement where the developer is willing to buy it back from them at the price they paid if they change their mind. It's a condition that favours the buyer, where they can remove it and tell the developer to buy it back from them. Again, very easy for them and their realtor to understand. It feels very safe. That's why I expect 40 to 50 people to buy within a week, which for presale is amazing and will finance construction, cause we're that close.
[Editor's Note: Both incentives are not unprecedented on their own. Bosa Properties has offered a similar rental incentive and a buyback guarantee has been offered for CURV, for example, but what is unique is offering both simultaneously.]
Big picture, what do you think needs to happen for the presale market to turn around a bit?
Well the main thing that needs to happen is deal flow — liquidity. There's a logjam in the market. Nobody's buying. Good news like Condo Day, good news about the sales. We're gonna have more Condo Days with different developers. The standing inventory needs to be dealt with. Very few people are gonna pay $1,100 a foot for presale if the completed version of that is $800 a foot. What a bad idea that would be. So we need to work through the standing inventory, the buyers are gonna get great deals, and once there's deal flow happening we should get back to a balanced market, which I think is what everybody wants.
The market is just frozen. If sellers are delusional about what their real estate is worth and buyers are delusional about what they think they can get it for, then no deals are gonna get done. The closer those two groups get together is where the market becomes balanced — when they agree on what the current market value is.
You mentioned there will be future Condo Days. Can you share more about that? Which developers or projects?
I can share that top-tier developers have reached out and have asked for meetings to discuss it. I think they're attracted to the sales philosophy and it also protects the developer's brand. If you are buying anything and you gathered up 60 of your friends and you all bought together at the same time, no matter what it is, everyone knows you're gonna get a deal for that. It's an effective way for a developer to give a deal without having to worry about looking bad or depreciating their project
Also, I find developers I'm speaking to as recently as this morning understand that if they, let's say, have 100 units left in their building and now everybody's completed and moved in and they have these 100 units to sell, there's really a kindness to the existing buyers that are already in there to sell the 100 all at once and get it over with, so that the investors or really anybody in the building that now wants to sell on their own can do so. All 100 are sold on Condo Day, now the only ones for sale are from people in the building trying to sell and they're looking for fair market price on that. That's a kindness. What's unkind is a developer that's got 100 units to sell in a building and then for the next three years is just selling at a lower cost base and undercutting every other person who's trying to sell their home in the building. How horrible would that be? You're in the building, you want to move, or you want to sell for whatever reason, and you're trying to compete with the developer who's literally in at a lower cost base than you and you can never beat them on price. That's horrible. It's much kinder to tear the band-aid off rather than deal with it all slowly.
With the developers showing interest in doing their own Condo Day, are they all similar situations where they're dealing with standing inventory?
You're right actually. They're not about-to-complete; they're all standing inventory. For a developer with completions coming up, they don't want to discount their inventory because that would potentially depreciate and make it harder for the buyers to close. So they'll let the buyers complete and then they'll do it after. The developers of presale projects, they're constrained by the appraisals upon which their construction loan was granted — the appraisal of the value of all the condos in the building. If they accept as a condition of their loan that they sell at those appraised prices, when they sell for more than 5% below those prices, the lender will not count those deals as qualified towards the construction loan requirement, which is usually 65% or 70% of all the homes being sold. After they finance the construction, it's more possible, but it's still not a perfect fit because they don't want to jeopardize the 70% that they've already presold. So it's standing inventory. That's really the point of Condo Day: to help the market heal, to get through a lot of the standing inventory, to get some great deals to buyers, and get us back to a balanced market, which is better for everyone.
Renderings of the three towers planned for 1780 E Broadway in Vancouver. / Perkins&Will, Westbank, Crombie REIT
After countless revisions, endless opposition, and an extended public hearing, Vancouver City Council finally granted rezoning approval for the three-tower redevelopment of the Safeway adjacent to Commercial-Broadway Station on Tuesday, a project that has been in the works in some form for about a full decade.
Set for 1780 E Broadway on a site currently occupied by a Safeway and its surface parking lot, the project — by Westbank and Nova Scotia-based Crombie REIT (TSX: CRR.UN) — was originally planned as three towers up to 30 storeys and primarily strata. The housing mix was shifted towards rental over the years and the heights were also steadily increased. Approved for the site are now three towers between 36 and 43 storeys that will include 1,044 market rental units, 100 below-market rental units, 32,000 sq. ft of public space, a new expanded Safeway, 24,000 sq. ft of additional retail space, and a 37-space childcare facility that will be gifted to the City.
The final decision came at approximately 9:30 pm, after the public hearing on May 15 ran for four hours and had to be recessed until yesterday. Local residents both in support and in opposition of the project continued to exercise their right to voice their opinions to Council and last night's proceedings ran for just under 6.5 hours.
Although the final tally of people who spoke at the public hearing was lower, a total of 459 people submitted written comments in support of the project, while 619 submitted comments opposing the project and 32 submitted comments classified as "other."
With the Green Party's Pete Fry abstaining and ABC Vancouver's Brian Montague absent, Council ultimately approved the rezoning application with an 8 to 1 vote, with Mayor Ken Sim, all of his ABC Vancouver partymates who were present, independent Councillor Rebecca Bligh, and OneCity Vancouver's Lucy Maloney all voting in support of the project and COPE's Sean Orr being the lone opposing vote.
The rezoning application for 1780 E Broadway was passed with an 8-1 vote.
Research has shown that public hearings are over-representative of those in opposition and that 92% of items that make it to a public hearing ultimately get approved regardless of opposition, meaning that there was little to no suspense ahead of the final vote and that approval for this project was more or less inevitable. However, while individual comments that were made may not have directly impacted the final decision, the collective comments and recurring themes did seem to be absorbed by Council.
"I too wish that there was more affordable housing components in this," said Councillor Rebecca Bligh. "Unfortunately, this is the project we have before us. The site can't sit empty any longer. In the area of Granville and Broadway, there's the high-speed transit line coming in, there's been a high-speed transit line at Commercial and Broadway for almost 35 to 40 years — with no density around it. I think it just has really misled us as a city that that's normal and it's just not. 39 storeys at Granville and Broadway has been built and it's significantly changed the skyline and all the things that people are concerned about, but now there's 39 storeys of rental units that people can live in and they can go to the shops and they can go to the restaurants and they can get to their jobs and get downtown. They can access the high-speed transit line. That is an appropriate use. And again, it's disruptive, it's change, but people drive by it everyday and you don't even notice the height of that building anymore because as human beings we adapt."
"I heard a concern that there are investors and there's a financial play here," added Bligh, who is also the President of the Federation of Canadian Municipalities. "There's been 10 years of various applications that have come forward for this site that started out as strata condo units, and I can honestly say I prefer the rental units. I think that's more appropriate for what our city needs. Our city doesn't need strata luxury condos. These are not safety deposit boxes in the sky — that's the rhetoric for condos. These are rental units and rental units mean that people can come in and they can rent them. Is it expensive? Yes, living in the city is expensive, but the more units we have coming online, the further down our rents are going. That's just the reality. I know that's not what people who don't want to see this project get built want to hear, but that's actually the truth and that's what the data shows us."
A rendering of the three towers planned for 1780 E Broadway in Vancouver. / Perkins&Will, Westbank, Crombie REIT
"We heard a lot from a number of speakers around 'we don't need condos,'" said Councillor Sarah Kirby-Yung, when it was her turn to speak. "They're not condos. They're all rental homes. They are market rents and we know that market rents are tough. Affordability is a tough issue across the city as a whole and we're looking to bring them down as a whole. 10% isn't as affordable as people would like to see. Not everything is achieved in every single development and every single proposal. [...] I know they're not going to be affordable for everybody, but they are a lot more affordable than other options. If we built them earlier, they'd be even more affordable."
"We do get the childcare turnkey facility, which I think is an important amenity," added Kirby-Yung, who also introduced a motion asking staff to work with the applicant during the development permit stage to maximize daily public access to the proposed courtyard. "I think the challenge is that it's a really hard trade-off between which amenities do you bring in. If there was more affordability in this project, some folks might like it more, but then we would also hear concerns that we didn't have any other public amenities. So we have public amenities and we have a daycare, but then we hear concerns that we don't have the level of affordability that we would want. These are trade-offs that have to be made and I think it's a juggling act and you don't get everything in one development."
"This is a significant number of rental homes with public benefits," said Councillor Peter Meiszner. "The things that stand out for me are the fact that there is no displacement, this is a grocery store with a large surface parking lot, this is at the busiest transit hub in Vancouver and arguably one of the busiest ones in the region — about to be busier when the Broadway Line opens. We are seeing similar scale developments at transit hubs in Vancouver and also in the region. [...] I really believe that this will be an improvement over what's currently on the site. Would I like to see more affordability? Yes. But right now there is no affordability on the site cause there's no homes on the site."
"This is a bit like Groundhog Day," said Councillor Pete Fry, who ultimately abstained from voting. "This project's been bouncing around for so long, but each iteration that comes back, it comes back bigger and denser than before, so I think there is an imperative to get on with things. The next round might literally bring us Brentwood-scale 60-storey towers at this site. It has been happening for a while. It's time to move on. [...] Where I struggle with this project is that we're doubling the legislated [TOA minimum] heights, but we're halving the below-market. Where our expectation is typically 20% below-market, this project's only doing 10%. And it's not even below-market. It's average market rents."
"We've driven all these projects to deliver on public benefits and affordable housing and this particular project represents a shift away from those expectations that we've imposed on all those other developers," he added. "I very much appreciate that our staff have negotiated the benefits and the land lift on this project, working with the real estate investment trust [Crombie REIT] and reviewing their proformas, but I still don't have the confidence. I recall a developer once telling me actually that there's three types of proformas: there's one for the banks, there's one for the builders, and then there's one for the City, but they're not the same. But I don't know. I haven't seen [it] and I don't know the finances. [...] As it's contemplated, the density bonus here seems to me to be a major benefit to the land owner and, by extension, the real estate investment trust shareholders, but it's not delivering much in return other than new market rental housing — which is and of itself a benefit, of course."
A rendering of the public plaza planned for 1780 E Broadway in Vancouver. / Perkins&Will, Westbank, Crombie REIT
"I think both sides made excellent points, some of which were very entertaining, but some that were kind of heart-breaking as well," said Councillor Sean Orr, the lone opposing vote. "I do think that the number of opposed speakers slightly outweighs those who support, and I think there should be at least one vote that reflects those speakers. I do think this is precedent-setting as Councillor Fry said, in terms of the decrease in below-market rentals."
"I also don't agree with all the opposed," added Orr, who was elected in the April by-election. "The critique of the built form — I'm not overly concerned about the height of the building or that it will destroy Commercial Drive. They aren't condos, but I do agree that using the City-wide average [rent] is flawed and that it's only 100 units. It's not a ton of childcare spaces. I do appreciate that there's no direct displacement on this site, that we need transit-oriented density, that we need rental units, but I do worry that we are giving the developer double the height and we're not seeing the full public benefits that we could be seeing."
"Everyone's views are completely valid, said Mayor Ken Sim, who was the final member of Council to comment before the vote. "There are no wrong views here. That's just the reality. I do think it's important that we're clear as to, as a Council, why we're going to support one or the other. I do support this project and the reason I support this project — first of all: love the neighbourhood. Actually, the first rental I remember as a little kid growing up was on McSpadden [Avenue] right by McSpadden Park. I lived in the 'hood and it's an incredible neighbourhood and every time we go to the 'hood we go by 1772 McSpadden."
"We've been clear that there's a housing crisis in our city and we're gonna create an environment where we can build more housing of all types, be it social, middle-income, market housing," added Sim. "We've created a Vancouver Housing Development Office, as an example, to bring 4,300 more units of housing that's going to help middle-income folks. We're supporting a whole bunch of different types of housing in the city and I think sometimes we have to zoom out to look at what we're actually trying to achieve here."
Tomorrow is set to be an action-packed day for Toronto’s Planning and Housing Committee, which meets once a month in advance of City Council and acts as a conduit of sorts for housing-related reports and initiatives. This month’s agenda is particularly striking, and includes a series of recommendations aimed at diversifying and expanding housing options in areas already supported by public infrastructure, such as transit.
The agenda also reflects Toronto’s growing emphasis on gentle density — a discussion that has significantly evolved since the launch of the Expanding Housing Options in Neighbourhoods (EHON) initiative under former Mayor John Tory in 2018. According to a Neighbourhood Intensification Research Bulletin included in the agenda, an estimated 54,600 homes by 2031 and up to 163,785 homes by 2051, could be delivered through laneway and garden suites, multiplexes, and housing along major streets — all EHON initiatives — alone.
Here's what's on the docket for tomorrow's meeting.
More than two years after fourplexes were legalized as-of-right across Toronto, the Planning and Housing Committee will review a series of proposed amendments to fourplex zoning. These changes are informed by a staff report evaluating the implementation and effectiveness of the existing zoning permissions. “City Council’s direction was to report on monitoring outcomes upon issuance of 200 building permits for multiplex buildings. This milestone was reached in November 2024, approximately 18 months after the city-wide permissions were adopted by City Council,” says the report going to the Committee. “Staff undertook a detailed review of 222 building permits, with the majority issued between May 2023 and July 2024. This included an in-depth analysis of the permit plans for each building.”
A few of the proposed revisions laid out in the report include allowances for semi-detached fourplexes — characterized by building on two lots with four units on each side — allowances applicants to submit plans for a fourplex and a garden suites simultaneously, and a cap on the number of bedrooms per building is proposed to differentiate between multiplexes and multi-tenant houses.
In early February, City Council gave the green light for a sixplex pilot program in Scarborough North. The approval of the pilot came with the expectation that the allowances for five- and six- unit multiplexes would be extended to all of Toronto by the end of the year. Notably, city-wide allowances were a key component in Toronto’s $471-million Housing Accelerator Fund agreement.
The final report that will be discussed at tomorrow’s Planning and Housing Committee meeting describes a zoning bylaw amendment that would enable fiveplex and sixplex development in low-rise detached residential buildings in the R (Residential), RD (Residential Detached), RS (Residential Semi-Detached), RT (Residential Townhouse), and RM (Residential Multiple) zones. “This includes the permission to develop a new detached residential building with five or six dwelling units, and to convert an existing detached house to contain five or six dwelling units while maintaining the form of the existing building,” the report says.
In an effort to open up existing apartment sites for intensification, Toronto is looking to adjust its zoning bylaw to allow for more infill housing. This change would take the city away from its post-war ‘tower-in-the-park’ typology, and could apply to as many as 5,000 sites across the city, which are already well supported by public infrastructure.
Like the sixplex item, the Apartment Infill Study reflects Toronto’s commitments to the Housing Accelerator Fund, and recommends “zoning amendments to enable additional housing on existing apartment sites by permitting townhouses on sites zoned Residential Apartment Commercial” and “the conversion of certain underutilized common spaces into residential dwelling units.” It further recommends allowances to “enable overcladding associated with deep energy retrofits” of aging apartment buildings. The study report notes that the proposed zoning changes would help to optimize development opportunities for infill buildings on lots that are irregularly shaped and simplify the process for property owners interested in infill development.
At the same February meeting that saw the Ward 23 sixplex pilot approved, City Council also endorsed the first comprehensive update to Toronto’s Avenues policies in 20 years — a move that added 283 kilometres of new Avenues to the city’s urban structure through an official plan amendment. That marked the completion of the first phase of the policy review. The second phase is now underway, with a goal of expanding as-of-right zoning for mid-rise buildings along Avenues.
According to the report heading to the Committee, Phase Two will unfold in three stages, each approximately nine months in duration. The first stage will involve a focused study of Ward 9—Davenport and Ward 11—University–Rosedale, alongside a separate study covering the remaining Avenues in Toronto and East York. The second stage will examine wards containing significant Major Transit Station Areas (MTSAs), with priority given to those with subway and LRT stations. The third and final stage will focus on wards with fewer MTSAs.
Ookwemin Minising aerial photo with project area outline/Waterfront Toronto
This summer, Danish nature-based design studio SLA and leading civil engineering company GHD will begin planning the infrastructure and streetscape design for Ookwemin Minising (formerly known as Villiers Island) after winning a competitive bidding process with Waterfront Toronto.
Their task? Designing a new urban environment for the 48 acres of developable land located on Ookwemin Minising, while honouring cultural memory and the legacy of the Don River, as well as delivering on "resilient infrastructure" and "deep ecological integration."
The work of SLA and GHD's partnership, dubbed "Niwiijiganaa Gikendaasowin" (We Braid Knowledge), will set the stage for the continued development of the island, which is expected to begin welcoming the first of over 15,000 residents in 2031.
While SLA and GHD will be tackling the developable land on Ookwemin Minising, another key element of the islands' revitalization is the creation of Biidaasige Park and the restoration of surrounding wetlands, which together total 50 acres of parkland and green space and surround the to-be-developed land on three sides.
The park and wetlands will be home to a number of attractions accessible to both residents and visitors, including a wetlands walking trail, canoe and kayak launch spots, a play zone that includes a recreation of the Cheltenham Badlands, a children's theatre stage, and not one but two zip lines.
Ookwemin Minising aerial rendering/Waterfront Toronto
The History of Ookwemin Minising (Villiers Island)
Before the industrial overhaul that defined Villiers Island and the larger Port Lands region for much of the 19th and 20th centuries, marshland, sandy soil, and black cherry trees were the defining features of this unique strip of Toronto's waterfront. And for over 12,000 years, the lands were inhabited by numerous Indigenous groups who lived and thrived near what was then Ashbridges Bay Marsh.
The marsh was filled in the early-20th century to support the growing industrial development in the region, but a century later, those industrial buildings lay vacant and the new 90-degree mouth of the Don River, which had been altered from its natural state to flow into the Keating Channel, was causing serious flooding problems, especially in the Port Lands, South Riverdale, and Leslieville.
Last November, decades of organizing culminated in the successful re-naturalization the mouth of the Don River when a dam was removed that had been holding back the Don from the newly naturalized river valley. The effort was apart of the larger Port Lands Flood Protection Project, Toronto's largest ever infrastructure project, which includes the creation of new public parks, roads, bridges, municipal infrastructure, and earthworks/flood protection projects.
Re-naturalized mouth of the Don River under Cherry Street South Bridge/Waterfront Toronto
The re-naturalization of the mouth of the Don also means that Villiers Island is now surrounded on all four sides by water, creating a new island. As of November 2024, however, Villiers Island has been renamed to Ookwemin Minising (pronounced Oh-kway-min Min-nih-sing). The name means “place of the black cherry trees” in Anishinaabemowin/Ojibwemowin and was chosen by an Indigenous Advisory Circle convened by the City of Toronto.
Indigenous Placekeeping
For SLA and GHD, one major element of the infrastructure design for the Ookwemin Minising community is to honour Indigenous placekeeping — something prioritized right off the bat, with the renaming of the island last November.
Beyond that, SLA and GHD are teaming up with Trophic Design, an Indigenous-owned landscape architecture firm based in southern Ontario that has worked with SLA on numerous projects and will be sharing their indigenous knowledge and perspectives throughout the design process.
"[Indigenous placekeeping] is a legacy that we bring from other projects, and it's the only right thing to do," Senior Partner and Design Principal at SLA Rasmus Astrup tells STOREYS. "I don't think it's a guiding principle, I think it is the principle."
Rasmus Astrup, Senior Partner and Design Principal
Drawing upon Indigenous perspectives, the team says their work will honour past inhabitants of the island, while also considering future inhabitants through sustainable designs.
"You are at the centre point between seven generations before you and after you," says Astrup. "You are in that moment of time where you learn from your ancestors and take responsibility for the generations ahead of you, and that's a different way of designing than most cities are designed."
A Model for Climate-Adaptive Urbanism
This forward-looking approach is embodied in the team's mandate to deliver sustainable infrastructure that operates in harmony with the existing natural environment.
For example, an important part of the island's redevelopment will include intelligent rainwater management systems to harness and sustainably utilize the excess rainfall that previously caused flooding. Other urban challenges to be tackled include mitigating heat and social disconnection.
The rainwater systems are amongst the elements the team will be designing this summer, in addition to public spaces, streets, and utilities — all of which will be designed to consider and enhance the island's ecological functions, Principal and Vice-President at GHD, Jason Haelzle, tells STOREYS.
Jason Haelzle, Principal and Vice-President at GHD
"Every technical system we're designing works hand in hand with that nature-forward and climate-adaptive design, from rainwater infrastructure to utilities that can handle changing demand patterns," he says. "We're not waiting for future technologies. We're harnessing natural processes to address the flooding and other challenges."
'Growing Streets'
The result of this nature-forward design will be lush streetscapes that kill two birds with one stone, providing functional sustainability and creating an attractive environment for residents and visitors to enjoy.
Drawing on Indigenous knowledge and inspiration from cities like Oslo, Copenhagen, and London, SLA and GHD have conceptualized an approach they call 'Growing Streets', where streetscapes on Ookwemin Minising would be designed to increase biodiversity, sequester carbon, and bring nature back into residents' everyday lives. Imagine a forested street, Astrup tells us.
Concept diagram showing GHD & SLA's Growing Streets concept for the future development of Ookwemin Minising/SLA and GHD
Walking through Ookwemin Minising's 'Growing Streets', you'd find things like native vegetation, tree-lined streets, lush public spaces, and pedestrian and biodiversity corridors.
"The purpose of 'the street' is something more than just bringing a piece of metal with four rubber wheels from A to B," Astrup says. "It's also a place where you gather. It's a place where you actually enjoy your commute. Maybe you hang there, meet your friends. [...] It's a place where you feel a sense of belonging."
Getting It Right
As a chunk of land that has sat largely under-utilized for decades, the revitalization of the former Villiers Island is a long time coming. And, as a large portion of one of North America's largest undeveloped urban brownfield sites, Ookwemin Minising represents a rare opportunity to build a community from scratch, restore value to a prime strip of Toronto's waterfront, and create a new destination within the city.
SLA and GHD have been tasked with laying the ground work for the final product in a unique planning approach where the landscape design is proceeding architectural design, so the team has their work cut out for them.
Still, you'd be hard pressed to find a team with more experience, with SLA and GHD having collaborated on numerous projects in the past and SLA having designed landscapes for projects such as the Downsview Framework Plan, Quayside, and David Crombie Park. The design studio is also 25 years into a similar waterfront brownfield revitalization in Oslo that is recognized as Norway’s largest urban development project.
But expectations remain high, Astrup acknowledges, sharing that he was surprised by the flood of congratulations and feedback, both in Toronto and Denmark, that the team received upon winning the project. The Linkedin post shared by SLA was the most liked post in their history, Danish media outlets covered the news, and competitors in Toronto offered their congratulations.
"I am so humbled, and also aware of the pressure and the need to deliver something very good." says Astrup. "[...] It's really heartwarming to see all of the positive feedback. Now we need to showcase that we deserved it, right?”
In the worlds of both real estate and wellness, timing is everything. And right now, the timing couldn’t be better to get in on the ground floor of an innovative (and invigorating) concept.
Wellness tourism is booming. Nordic spas are trending. And in Western Canada’s beloved mountain towns, demand for immersive, nature-connected experiences is vastly outpacing supply.
This is the backdrop for the Wildwood Investment Fund — a new, RRSP- and TFSA-eligible opportunity launched by Basecamp Resorts.
If Basecamp rings a bell, it’s for good reason. With CEO Sky McLean at the helm, over the past decade, the brand has gone from a single boutique hotel in Canmore to a $580M mountain hospitality portfolio spanning more than a dozen properties across Alberta and BC.
Now, Basecamp is moving into the spa world — and opening the door for investors to get in early.
From Guest Experience to Investment Strategy
At first glance, Everwild — the spa brand behind the WIF — is exactly what you’d hope for from a next-gen Nordic spa: cascading thermal pools, nature-integrated rest areas, steam rooms infused with wildcrafted botanicals... in short, the works. But for investors, it’s much more than an aesthetic or wellness play. It’s a strategic expansion designed to generate long-term value in a sector that’s just beginning to bloom.
Today, wellness real estate is a nearly-$900B global category. But in Alberta and BC — where mountain tourism thrives and spa competition is (surprisingly) thin — there’s still plenty of room for first-movers.
Everwild is designed to fill that space, and the WIF is how it’s coming to fruition.
What’s in the Fund?
The WIF gives investors a stake in three new Everwild spa developments: Fernie, Harmony (outside Calgary), and Banff. Each site is already secured, and each brings something unique to the portfolio.
Fernie, a year-round adventure hub with a strong tourism base and limited wellness options, is already under construction. Of the three destinations supported by the WIF, Fernie is fully funded by it.
In Harmony, a fast-growing lakefront community west of Calgary, development and design are well underway. And in Banff — one of Canada’s most iconic tourist destinations — early planning is in motion for what’s expected to be a brand-defining anchor site.
Together, the three locations offer geographic diversity, layered revenue potential, and a rare combination of real estate stability and wellness upside. Investors buy into the full fund — not individual spas — giving them exposure to each project as it comes online.
Why Investors Are Paying Attention
Beyond the timing, there are several further reasons this offering has been gaining traction.
First, the model is vertically integrated. That means Basecamp controls the entire process — from site selection through to construction to operations. (Read: fewer middlemen, tighter cost control, and a direct line between investor capital and project delivery.)
Second, and not without significance: the fund is structured to accommodate RRSP and TFSA contributions — a major plus for Canadian investors looking to diversify tax-efficiently into private real estate.
“For us, wellness isn't a trend — it’s a long-term growth category with real impact,” says Sky McLean, CEO, Basecamp Resorts. “The Wildwood Investment Fund gives our community a chance to invest in something tangible: wellness spaces rooted in nature, backed by real estate, and designed for real returns.
By keeping everything in-house — from site acquisition to spa operations — we’re able to control quality, manage costs, and protect our investors’ capital every step of the way,” she continues. “We wanted to build something that felt as good financially as it does physically. Making this fund RRSP- and TFSA-eligible was a key step toward that goal.”
And finally, these aren’t speculative sites. They’re already moving.
“Everwild is more than a spa brand. It’s our next chapter at Basecamp — creating iconic, regenerative wellness experiences in the heart of the Canadian Rockies and beyond. This fund is just the beginning,” says McLean. “The response has been incredible. Investors see that this isn’t a concept — it’s a fully baked rollout. Fernie is already under construction, and every site in the fund is moving forward.”
A Flagship Outside the Fund
While Fernie, Harmony, and Banff make up the Wildwood portfolio, there’s another key piece to the Everwild rollout: the brand’s flagship location, opening in Canmore in late 2025. Though it's not part of the fund, Everwild - Canmore is expected to play a major role in establishing operational proof-of-concept, brand visibility, and guest loyalty across the network.
In other words: this location will set the tone, with the three fund-backed spas poised to follow in its inspired footsteps.
The Bottom Line
Everwild isn’t selling a wellness dream — it’s building a network of real, revenue-generating spas in places where demand already exists, and the land is already locked in. With Fernie under construction, Harmony in development, and Banff in early planning, the WIF offers investors a front-row seat to something that’s not just timely, but materially underway.
The WIF isn’t about betting on a trend. It’s about backing a team with a track record, a business model that’s already in motion — and a fund that’s quickly nearing capacity.
Disclaimer: Available to Accredited Investors and other qualified investors only who are residents of Canada. There can be no assurance that any past performance or information supporting past performance disclosed herein will be guaranteed in the future, and actual results may differ materially from those anticipated in such statements or information.