Ingress and egress refer to the legal rights of access into (ingress) and out of (egress) a property, particularly important in commercial real estate and site planning.
Why Ingress and Egress Matter in Real Estate
In Canadian real estate, clear ingress and egress are essential for safety, usability, and legal compliance—especially for retail, office, or industrial properties.
Considerations include:
Driveway and road access
Emergency exits
Shared access rights (e.g., easements)
Parking lot design and flow
Restrictions or unclear access can reduce a property’s value, complicate development, or lead to legal disputes.
Understanding ingress and egress is vital for buyers, tenants, developers, and municipalities ensuring accessible and compliant site layouts.
Example of Ingress and Egress in Action
Before signing the lease, the tenant confirms that the storefront has direct egress to the rear alley for deliveries and fire compliance.
A construction loan is a short-term, interim financing option used to fund the building or major renovation of a property, with funds disbursed in. more
A certificate of occupancy is an official document issued by a municipal authority confirming that a building complies with applicable codes and is. more
A bylaw variance is official permission granted by a municipal authority allowing a property owner to deviate from local zoning or building bylaw. more
Corporate restructuring refers to the reorganization of a company’s operations, assets, or liabilities, often under court supervision, to improve. more
A consumer proposal is a formal, legally binding agreement in Canada between an individual and their creditors to repay a portion of their debt over. more
Artist rendering of the one-bedroom garden suite/City of Mississauga
"Members of the public, homeowners, sometimes they resist change," says Andrew Whittemore, Commissioner of Planning and Building at the City of Mississauga. "But when they experience it and they see it firsthand, it makes them sort of realize, you know what? It's not that bad. Maybe I'll do it myself."
The change Whittemore speaks of is Mississauga's decision to update its Official Plan and Zoning By-law in late 2023 to make it easier for homeowners to build up to two Additional Residential Units (ARUs) on their property, such as a garden or laneway suite, or basement apartment.
The following June, the City aimed to further incentivize the development of these infill housing units by providing residents with free, pre-approved garden suite plans, which they made available to individuals across the province on National Housing Day in November 2024. Following in Mississauga's footsteps, just this month, the City of Toronto released their own free and pre-approved plans for garden and laneway suites.
With blueprints in hand, garden suite hopefuls can now save on planning and design costs, while city staff is able to more quickly approve plans, spurring the development of these secondary dwellings across Mississauga and beyond, and helping to achieve the City's goal of getting more homes built, streamlining building approvals, and making homes more affordable.
The designs include a 430-sq.-ft open-concept studio and a 600-sq.-ft one-bedroom suite that contain both a kitchen and a three-piece bathroom. While rigid in their layout, the suites are fully customizable, down to the paint, plumbing fixtures, flooring, and exterior siding.
Artist rendering of the one-bedroom garden suite/City of Mississauga
Roughly a month after the designs were released, STOREYS spoke with Whittemore to get an idea of how effective the initiative had been. At the time, he reported that the City had seen 30 inquiries into building garden suites and one application — not the surge one would hope to see, but a positive start that got the City thinking of other ways to boost interest, such as providing more information on their website, reducing unnecessary application requirements, and waiving certain fees.
Just over a year out, Whittemore shares that things have picked up, even despite broad economic headwinds. There are now over 100 inquiries as of mid-June, 50 permit applications, and about four or five garden suites that have been constructed or are underway. One, Whittemore shares, recently underwent inspection. "It's absolutely beautiful," he says. "It exceeds everything that we had expected of this project."
Inspected garden suite/City of Mississauga
One major development that Whittemore says resulted in the increase in garden suite applications and inquiries was Mississauga City Council's July-2024 adoption of the Affordable Rental Housing Community Improvement Plan (CIP) that directed $44 million in funding to support affordable rental housing, including grants for homeowners and developers building additional units.
CIPs are provincial tools that allow municipalities to spur development through the allocation of loans and grants, and Mississauga's was adopted as a key action under Growing Mississauga: An Action Plan for New Housing.
In part, the CIP allows the City to remove building permit fees for garden suites — which are already not subject to development charges — but it also does away with development charges and parkland contributions formerly required for larger ARUs, like fourplexes, further incentivizing gentle density.
"[It] really creates a more affordable project for both the builder and hopefully for the renter," says Whittemore. "We know that gentle infill is not going to solve the housing crisis, but from my perspective, I felt there was a lot of value, and so did our Mayor and Council, obviously, in trying to incentivize [ARUs] where we can."
On top of waiving permit fees, the City noticed a need for readily available, detailed information to inform their largely inexperienced clientele: everyday homeowners. "Our client, in most of these situations, is a non-developer, non-builder," says Whittemore. "So on our webpage, we've really enhanced it to help those [...] folks figure out how to do this, what it's going to cost, who they need to talk to, those type of things."
When STOREYS spoke to Whittemore last June, he had also shared that the City was looking to expand the initiative to include plans for two-storey builds and even four-units, something Whittemore says is still "very much a top priority" and will likely be delivered by Q2-2026.
One major aspect of delivering initiatives like these, he shares, is making sure the public is looped in. One way they've done that is by partnering with Sheridan College to brainstorm around 26 designs for four-unit homes that incorporated the needs of demographics that would inhabit them, including seniors, young people, and families.
"Part of that effort is so that I can use those to show the community how amazing a four-unit design can be," says Whittemore. "Before we get to more detailed launching, we really want to bring the public along to understand what these are going to look like."
For Toronto and municipalities across the GTA, clear communication on growth initiatives like what we're seeing in Mississauga is key, as there can be pushback from existing residents as municipalities move towards more gentle density in historically single-family-home neighbourhoods. When asked about community feedback on the City's legalization and push to incentivize the construction of more ARU's like garden suites, Whittemore says the reception has been largely positive.
"I don't think there's ever a change in a neighbourhood where someone doesn't have a comment about it," says Whittemore. "There are usually comments, some of them are positive, some of them can be negative, [...] but overall, I've heard pretty much positive, and I think it's because a lot of it is resident driven. These are not developers coming in to build something and then leave. These are people who are investing in their properties and their neighbourhoods."
As for municipal governments considering implementing a similar initiative, Whittmore has one piece of advice: "Be very open to hearing and to listening and understanding what the challenges are on the ground. [...] You have to be somewhat open and comfortable with being a little creative and challenging the status quo. I don't think you go into this with a status-quo kind of mindset."
Based on their current rates of growth, the City of Surrey will very likely exceed the City of Vancouver in population as early as 2027, according to Statistics Canada projections published earlier this year. Thus, Surrey's City Centre Plan is important not just to the growth of Surrey, but the entire Metro Vancouver region.
The City Centre Plan was originally approved in 2017, laying the groundwork for the area's transformation from a suburban town centre to the transit-oriented downtown taking shape today. A lot has changed since then, thus the City is now embarking on a significant update to the City Centre Plan.
This update will incorporate the transit-oriented areas legislation (Bill 47) introduced by the Province in Fall 2023 and have a focus on facilitating economic development by cementing a Central Business District where employment space will be concentrated and enabling more development around the future Green Timbers Station.
Under Surrey's Official Community Plan, the Central Business District is defined as the area bounded by 104 Avenue on the north, King George Boulevard on the east, Old Yale Road on the south, and University Drive on the west. Notable existing buildings in this area include Surrey City Hall, the adjacent library, the Civic Hotel, and the Central City mixed-use hub. Earlier this year, however, the Central Business District boundaries were expanded to also include a few parcels on the western side of University Drive near 102 Avenue. The newly-included parcels include the SFU Surrey engineering building and a vacant site immediately to the south.
The updated land use concept for Surrey City Centre, including the Central Business District. / City of Surrey
Projects within the Central Business District that are currently under development include the Civic District by Wesgroup located directly east of Surrey City Hall, Centre Block (home of the new SFU medical school) by the Surrey City Development Corporation, 102 + Park by Marcon at the corner of 102 Avenue and City Parkway, as well as a 67-storey tower that was planned for 10227 King George Boulevard by AimForce Development (and is now under foreclosure).
That does not leave too many parcels that can be redeveloped, but the Central Business District will have a permitted base density of 7.5 Floor Area Ratio (FAR), with some variations. Parcels toward the west of the SkyTrain guideway (besides the two newly-added ones) are designated Central Business District 1 and are required to have 3.5 FAR of non-residential uses, while those on the eastern side of the SkyTrain guideway are designated Central Business District 2 and are required to provide 2.0 FAR of non-residential uses.
Outside of the Central Business District, of particular note is the southeast corner of the City Centre area, which is currently home to low-rise residential and commercial uses, but will be designated for mid- and high-rise development under the updated City Centre Plan, as a result of the forthcoming Green Timbers Station being constructed as part of the Surrey-Langley SkyTrain. The new station will be located at the intersection of Fraser Highway and 140 Street, at the western edge of Green Timbers Park, near the Jim Pattison Outpatient Care and Surgery Centre. The Station is just outside the boundaries of the City Centre Plan, but some of the areas within close proximity to the station are within the plan area.
A preliminary rendering of the future Green Timbers Station at 140 Street and Fraser Highway. / Government of British Columbia, TransLink
Under the City Centre Plan, the areas immediately surrounding Green Timbers Station, King George Station, Surrey Central Station, and Gateway Station will be designated for mixed-use high-rise development, which will allow up to 7.5 FAR with commercial space on the ground floor required. In terms of heights, high-rise development sites will allow for over 20 storeys, inclusive of a minimum four-storey building podium.
Much of the land between the stations, particularly along King George Boulevard, will be designated for mid-rise development, which will allow up to 3.5 FAR, or 4.0 FAR if the site is a Tier 2 transit-oriented area. Some mid-rise sites will be designed for mixed-use and will be required to provide commercial space on the ground floor, while others will not. Mid-rise sites will allow up to 20 storeys with a minimum two-storey podium.
One layer outside of that and up to the boundaries of City Centre, most of the land will then be designated for low-rise development up to six storeys, or urban residential development such as townhouses, multiplexes, and single-family homes.
Within City Centre, the City is also looking to establish an Entertainment District. The Entertainment District will include the northern half of the Central Business District and extend up to Gateway Station. In this area, the City is currently expanding the Chuck Bailey Recreation Centre and a new 10,000-seat arena was also announced earlier this year.
A rendering of the new City Centre Arena planned for the Entertainment District. / City of Surrey
Already in the process of being established is the Medical District, which includes Surrey Memorial Hospital and the area immediately to the north. The Medical District will be home to UBC's new Surrey campus and development in the area is already well underway. Ongoing projects include the multi-building Health and Technology District by Lark Group, and the area has also seen proposals for several rental towers in recent years to support healthcare workers.
At the moment, the City has only published a proposed new land use plan for City Centre. Staff will then work towards finalizing the land use plan in the coming months, updating the City's financial strategy, and conducting public engagement before the final updated plan document is presented to Council for approval.
Situated at the intersection of Carlton and Yonge streets in downtown Toronto since 1959, the Carlton Tower boasts coveted ‘location, location, location.’ And that in it of itself has made the 18-storey, tower-on-podium office and retail building prime for redevelopment.
As such, Northam Reality Advisors — the current owner of the property at 2 Carlton Street — has been angling for the redevelopment of the site since October 2016, which is when the company first filed plans with the City to construct a 73-storey building with around 801,219 sq. ft of total gross floor area (GFA), and 1,046 residential units.
However, according to a City report from January 2021, Northam’s initial Zoning By-law Amendment application was appealed to the Local Planning Appeal Tribunal (the LPAT) in March 2018 after the City failed to make a prompt decision on what was proposed. A few years later, in February 2021, a revised development concept reflecting consultation with city staff, community members, and the TTC got the green light from the Ontario Land Tribunal (which the LPAT was amalgamated into in June 2021).
2 Carlton podium view/Arcadis
Northam is now seeking a Site Plan Approval for those revised plans: an 80-storey mixed-use tower reaching around 824 feet in height (inclusive of the mechanical penthouse). Project data that went to the City in mid-June also describes a total GFA of around 855,569 sq. ft, which breaks down into around 14,703 sq. ft of retail space and around 93,334 sq. ft of office space.
The remainder of the GFA, at around 747,532 sq. ft, would be dedicated to residential uses, accommodating a total of 1,014 units, specified to be condo in tenure. Those would be broken down into 39 bachelors, 518 one-bedrooms, 347 two-bedrooms, and 110 three-bedrooms, resulting in over 45% of the units being larger, family-sized units.
In addition, 162 parking spaces are planned for the residential, visitor, and office uses, compared to 1,191 bicycle spaces — a likely a testament to the transit-oriented location, with Carlton subway station just steps away.
2 Carlton Yonge Street view/Northam Reality Advisors
Meanwhile, renderings from Arcadis show a glassy tower with gridded windows that looms over buildings in its vicinity. The tower element is clearly delineated from the six-storey podium by its smaller floorplate. Arcadis’ visuals also depict a parkland dedication (2,562 sq. ft) on a portion of the site fronting Carlton Street.
This is the second major development proposal we’ve seen from Northam since the spring. This past May, STOREYS reported on plans from Northam and Crombie REIT that call for a 36-storey, 483-unit mixed-use condo tower at 3130 and 3150 Danforth Avenue, a six-minute walk from Victoria Park subway station.
In addition, in 2019, Northam made its plans known for the 10-storey Bell Trinity Square office complex at 483-491 Bay Street and 20 Albert Street, which it was eyeing for a 60-storey addition. Plans were then revised in 2022 to reflect a 59-storey addition (for a total of 69 storeys), as well as 538 residential units.
This article was written and submitted by the Executive Director of the City of Toronto's Development Review division, Valesa Faria, who is leading efforts to transform the development approval process through innovation, equity, and people-centred design.
The perception that the development application review process is slow, archaic, and mundane needs to change — because it’s critical to Toronto’s evolution, economy, and neighbourhoods. The City’s new Strategic Plan ushers in a new era of public service and people-centred urban growth.
It’s no secret that Toronto is facing a pivotal moment in its city-building journey. The housing crisis, economic uncertainty, and growing inequality are not just abstract challenges that dominate the headlines and social media discourse — they are daily realities for too many people: workers, students, families, and seniors across our city. In this moment, how we respond matters. And how our public systems evolve matters even more.
Amid all these pain points lies a key part of the solution: Development Review. The City of Toronto’s Development Review division is launching our first-ever Strategic Plan — a bold, system-wide roadmap to modernize how development happens. We’re moving beyond our initial goals — streamlining approvals and building faster — though those remain critical outcomes where we’ve already seen remarkable progress. It’s about fundamentally rethinking what a development review service can be and how it responds to the housing crisis: faster, yes, but also fairer, more transparent, and people-centred.
When I stepped into my role as Executive Director of Development Review in April 2024, I inherited a blank slate. Our division was new — formed by bringing together more than 400 existing staff from across the City into a unified, interdisciplinary team. We placed our top minds in city-building — including planners, engineers, project managers, policy experts, and more — into a shared space with shared accountability for advancing development applications. The urgency was clear: Toronto needed more housing —deeply affordable, supportive, accessible, and in complete communities — and it needed a system that could deliver it efficiently and equitably.
In just one year, we’re already experiencing what’s possible when we align people, process, and purpose. Review timelines for major applications have dropped significantly. We’ve approved over 46,000 new residential units, modernized our Plan of Condominium process, and introduced new digital tools that improve collaboration between applicants and staff. We have glowing testimonials from developers like Tricon Residential and Tridel. But this is only the beginning.
Our new Strategic Plan, created as a collaborative effort with staff across Toronto’s districts, charts the course forward with four interconnected priorities:
Invest in People & Partnerships: Housing is inherently about people, and we’re strengthening relationships across governments, with Indigenous Rights-holders, with equity-deserving groups, with community, and with the development industry. A new Customer Service Charter and an Equity & Reconciliation function are part of this transformation.
Streamline Processes: Process may not be thrilling — but consistency and clarity are essential. From standard operating procedures to clear application requirements and prioritization frameworks, we’re creating a system that’s easier to navigate and more predictable for everyone — from applicants to staff to community members.
Modernize Tools & Technology: Toronto is the fourth-largest city in North America — we deserve to access and leverage the best tech available. We’re focused on upgrading legacy systems, introducing performance dashboards, and exploring how emerging technology can support smarter, faster decision-making. Modern tools are essential public infrastructure. Yes, this means updates to the Application Information Centre.
Strengthen Transparency & Accountability: At our core, we are public servants, and we are accountable to our constituents. Performance targets, satisfaction surveys, and improved public engagement tools will ensure we remain responsive. This includes tracking how well our work supports equity, reconciliation, housing delivery, and city-building goals.
At the heart of this plan is a commitment to people-centred urban growth. We are embedding a human rights-based approach into our development review service, ensuring that the decisions we make reflect the lived realities of residents — especially Indigenous, Black, and other equity-deserving communities.
Development is not just about buildings — it’s about who can access housing, services, and public spaces, and whose voices are shaping the built environment. We also recognize the significant economic impact of the development industry, which creates hundreds of jobs. Applications with significant affordable housing and economic benefits will be prioritized for the value they bring to our communities.
Already, the results from our first year of operations — and the culture shift inside City Hall — have been noticed. That shift is by design. Development Review, and this Strategic Plan, represent a quiet but radical transformation — one that acknowledges development review not as a bottleneck, but as a catalyst. Not as a regulatory burden, but as a lever for economic growth, social equity, and sustainability.
Toronto is growing. It must grow inclusively, equitably, and urgently. The 2025–2028 Development Review Strategic Plan is our roadmap to make that possible. If we want a city that works for everyone, we need systems that do too. Development Review is where that work begins —and we’re just getting started.
Welcome to Meet the Agent, an ongoing series profiling real estate agents from across Canada. With more than 150,000 agents, brokers, and salespeople working in 75 different boards and associations across the country, we thought it was about time they had a place to properly introduce themselves.
If you or someone you know deserves the same chance, email agents@storeys.com to apply.
THE DETAILS
Name: Johanna Weaver
Areas of Focus: Toronto area, Collingwood, Wasaga Beach, and Blue Mountains.
I grew up in a small town north of the city and moved to Toronto in my early 20s.
Where do you live now? And what neighbourhood (in Canada, or worldwide) would you love to live in (that isn’t your own)?
I’ve lived in the Bloor West Village/Baby Point neighbourhood for about 30 years. We also have a chalet in Collingwood, which is where we’d love to retire one day. We enjoy skiing, mountain biking, hiking the trails — anything outdoors.
Real estate is my second career. I’ve always been fascinated by the market, and I bought my first home at the age of 23. I couldn’t afford the carrying costs at the time, so I rented it out for a few years before moving in with my now-husband. In my late 20s, I started pursuing my real estate licence and achieved it by the time I was 30. I’ve never looked back — I absolutely love it!
In a few sentences, describe what a typical “day in the life” looks like for you. Does this align with what you expected before you became an agent?
My days are extremely busy! Since getting licensed, I’ve had three boys — now aged 13, 19, and 21 — who definitely keep me on my toes. Most days, I’m either exploring listings to stay on top of the market or showing clients their potential next home. I also volunteer at our local Baby Point Club with my husband, where we run a monthly trivia night and euchre games. Outside of work, I love working out, walking my dog, and spending time with my girlfriends.
What’s the single best advice you have for sellers?
Work with an agent who’s active in your neighbourhood and offers full service — including staging, cleaning, and professional photography. Always reach out to their past clients for references.
What’s the single best advice you have for buyers?
Work with an agent who knows the area well and is a strong negotiator. Just like with sellers — check their references!
What made you choose to work for your current brokerage?
It’s all about the Broker of Record. Loic Danis is always available to help, even during the most challenging situations. There’s always something unexpected that comes up in real estate, and he’s been instrumental in helping me navigate those moments.
Who do you believe is making the biggest waves in the industry today? Is there anyone you recommend people should be paying attention to right now?
Tough one… I’m not sure how to answer that right now!
What is one professional goal you have for the next year? What’s one that you have for the next 10 years?
My goal for the next year is to carve out a bit more downtime. I tend to always be available — for my clients and my kids — and I need to prioritize more “me” time so I can continue bringing my best self to everything I do. In 10 years? I’d love to keep doing exactly what I’m doing. I genuinely enjoy building relationships with my clients and colleagues — it’s the most rewarding part of the job
Tell us about your favourite (or most memorable) sale, and why it stands out to you.
I have so many! One of the most meaningful parts of this job is when first-time buyers come back years later because they’re growing their families and need more space. Watching their lives evolve is incredibly heartwarming.
But one sale stands out the most. One of my very first clients reached out to sell their home years later. Over time, I had helped them buy and sell several homes. This time was different — at age 70, they were separating. It was emotional for them and for me. We successfully sold their home and found a lovely bungalow for her to move into. A few years later, she called again — ready to look for a condo. We took our time and eventually found the perfect place where she could continue her passion as a master gardener, thanks to the beautiful shared gardens. Watching her thrive in her next chapter was incredibly rewarding and reminded me why I love this work.
What are the three words you hope your clients use to describe you?
Honest, trustworthy, and adaptable. I wear many hats!
In their latest real estate endeavour, Toronto-based Lifetime Developments has filed plans for a 25- and 35-storey mixed-use complex in South Riverdale that would deliver over 600 condo units and 14,208 sq. ft of retail space.
Plans were filed in late June and comprise an Official Plan Amendment application seeking to re-designate the currently General Employment Areas-designated site to Mixed Use Areas, with a future Zoning By-law Amendment application required to allow for the proposed built form. Currently, the 42,108-sq. -ft site is occupied by a three-storey building containing a mix of retail, office, and commercial uses, as well as a surface parking lot.
Located at 20 Leslie Street, just north of Lake Shore Boulevard East, the development site is situated in an area primed for continued intensified development surrounding planned higher-order transit projects like the Ontario Line Subway stations at Riverside and East Harbour, located just over a kilometre from the development site, as well as the Waterfront East LRT, which will travel from Union to Leslie and Queen streets once complete.
Robust existing transit infrastructure already services the site, however, with the 501 streetcar steps away on Queen Street, alongside a number of bus routes including the Route 83 and Route 31 buses connecting to Line 2 at Don Lands and Greenwood stations.
The once quieter South Riverdale neighbourhood has seen an influx of largely mixed-use developments in recent years with an array of building heights ranging from six to 58 storeys, spanning proposed, approved, and built developments. Most notable of the bunch is a more than 13 million sq. ft mixed-use redevelopment of the former Unilever Soap Factory, known as the East Harbour Master Plan, at the base of the Don Valley Parkway and Lake Shore Boulevard. The ambitious development received provincial approvals in 2018 and would reach heights of 250 metres.
At 35-storeys, 20 Leslie Street would join the middle of the pack, adding additional housing and retail to the burgeoning community. The two-tower building, designed by Turner Fleischer Architects, would consist of a shared six-storey podium from which the 25-storey Tower A would rise in the west and the 35-storey Tower B would rise in the east.
At grade, the podium would front onto Mosley Street and contain the residential lobbies for each tower, a 2,474-sq. -ft indoor amenity space, and three separate retail spaces totalling 14,213 sq. ft. Another 6,201 sq. ft of indoor amenity space would be found on level two, with an additional 1,707 sq. ft conjoining with 4,396 sq. ft of outdoor amenity space on the level seven podium rooftop. An additional 2,564 sq. ft of outdoor amenity space would be located at ground level, at the rear of the building.
In the towers above, 643 condo units would be divided into 481 one-bedrooms, 97 two-bedrooms, and 65 three-bedrooms, with residents also having access to 61 parking spaces, plus nine visitor and three retail spots, and 644 bicycle parking spots made up of 65 short-term and 579 long-term spaces.
On top of being well-serviced by existing and planned transit options, future residents would also get to call one of Toronto's most vibrant and historic neighbourhoods home. With access to dining and retail along nearby Queen Street, scenic Woodbine within walking distance, and easy access to downtown, this development represents an exciting addition to this East Toronto community.
It’s the timeless details that make some mansions feel like regal works of art: ornate glasswork, intricate panelling, elaborate ironwork, dramatic entranceways, and staircases that are just as stunning as they are functional. Drawing inspiration from historic techniques while incorporating modern comforts, these homes are defined through classic architectural principles, meticulous craftsmanship, and the strategic use of refined materials.
If this iconic collaboration of style sounds like your idea of luxury living, an iconic Kingston mansion (81 King Street East) could be your next home. That is, if you can afford the stately home's $25,000,000 price tag.
Behind a set of custom wrought iron gates and a perfectly manicured lawn (complete with a pristine fountain, naturally), the sprawling home at 81 King Street East — Kingston’s most prestigious address — immediately commands an air of sophistication.
Its rich exterior elements — stone columns, pitched roofs, decorative shingles, iron roof details — fill the imagination with thoughts of times past. First constructed in 1841 by successful Kingston business man John Watkins, the residence has undergone an extensive four-year renovation that was more of a glow-up than a total transformation – one that revitalized the home’s original splendour, including its woodwork and ironwork, while adding luxurious modern conveniences and indulgences.
Set on a half-acre lot, the five-bedroom, 10-bathroom home houses grand staircases, ornate stained glass, exposed interior brick, a dramatic stone fireplace, soaring ceilings, stunning chandeliers, custom built-in shelving, and even a wood-panelled elevator.
Aesthetics aside, the home has everything you need for a well-rounded luxurious lifestyle, and more. This means everything from an indoor home spa and outdoor saltwater lap pool, to a swoon-worthy chef’s kitchen. The large, two-storey chef’s kitchen boasts a stone wall and fireplace, wood ceiling beams, and top-of-the-line Wolf and Subzero appliances.
The home’s arguable crown jewel, though, especially for avid readers and scholars, is the dreamy two-storey library. Lined with floor-to-ceiling shelves full of books and backed by a 20-foot bay window, the space is punctuated by a 900-pound Austrian crystal chandelier and a cast iron spiral staircase imported from Italy that leads to a dreamy, bookshelf-filled mezzanine. While cozy and inviting, this space is perhaps the most regal and stately feeling in the entire home.
But regal doesn’t have to mean rigid – not at this mansion. Case-in-point: A fully-automated, two-lane bowling alley imported from Germany, complete with bowling shoes and retro snack machines filled with convenience store go-tos. Outside, an inviting wrap-around veranda offers a charming, country-like vibe to the peaceful property -- one that inevitably calls for a glass of wine. Around the back, the pristine pool features a transformed and rustic two-storey stable that offers a waterside escape.
Our Favourite Thing
What we love most about this home is its one-of-a-kind central library. Imagine: walls brimming with books, creating a timeless feel against the Kingston mansion's contemporary style. A dreamy spiral staircase winds up to the second level, inviting guests to discover new reads. It's an absolute dream for anyone who loves books, a place to spend hours curled up with a favourite story, ideally with the rain tapping on the large bay window and a cozy fire crackling below.
Other notable talking points of the home include 27 HVAC zones, radiant floor heating, advanced automation, and a three-car heated carriage house (AKA garage) that is wired for electric car charging.
While this regal residence is one you may not want to leave, it’s conveniently located just steps from the waterfront and Kingston Yacht Club (so pack your yacht, too) and is close to all of downtown Kingston's sights, sounds, and tastes.
Toronto Development Review is now in its second year, and with that comes a new framework that will guide the division in the future. It also means many milestones to speak of. According to a report that went to the City’s Executive Council on Wednesday, the new division has successfully improved internal structures, aligned processes, and enhanced interdivisional coordination. “This has helped reduce delays and ensure that, as development increases in scale and complexity, it is matched by timely delivery of infrastructure and services that reflect complete communities principles,” it says.
In more specific terms, the division has sped up review timelines for Official Plan Amendment, Zoning By-law Amendment, and Site Plan Control by a combined 80% over the five-year average for the metric. In addition, the division is on its way to creating a “concierge-style” service to accelerate housing projects that could begin construction within the next one to two years, including student housing, affordable and supportive housing, and long-term care homes.
Of course, the budding Development Review team’s work is far from done — this is all is pretty much brand new ground for the City, after all. Valesa Faria, the Executive Director of Development Review since its start in April 2024, tells STOREYS that the division is advancing its priorities through a “first-of-its-kind” Strategic Plan, released this month.
The Plan floats, among other things, a “human rights-based approach to housing development,” which hinges on an all-compassing and multi-generational approach to city building (more on that later). A recent letter from the Building Industry and Land Development Association (BILD) expresses “strong support” for the Plan, calling it a “meaningful and forward-looking milestone in how Toronto approaches development review.”
Anyhow, that just touches on the skin and bones of the newfangled Strategic Plan. We checked in with Faria for a deeper take on how Development Review is faring, and how the new Plan will shape its future.
[Editor's Note: The Strategic Plan can be read in full here.]
Valesa Faria, Executive Director Of Toronto Development Review
STOREYS: It’s been over a year since Development Review started. How has the past year and change been, and what have been the milestones?
Valesa Faria: We had a very busy year. It was a year of culture building, continuous improvement here at the City, and building momentum with the team to respond to the rapidly changing economic environment, to rapidly changing geopolitical environments. In 2024, we consolidated over 400 staff from across the city into one division, and it's a multidisciplinary team with community planners, engineers, project managers, policy professionals — and that has really helped us to move faster on applications. Our metrics have improved dramatically, and on average, we are approving [new] applications 80% faster than we were five years ago.
We also were able to approve over 46,000 homes in 2024, which is a remarkable achievement. The City of Toronto, on average, approves up to 450 applications per year, plus 1,200 resubmissions, so that's more than any other jurisdiction in Canada. In 2024 we also expanded our priority development review stream. The stream is typically focused on advancing affordable and supportive housing projects, but we expanded it to include any long term-care home projects, as well as manufacturing facilities, because we're very focused on helping to support the economy, helping to create new jobs. We also streamlined our draft plan of condominium process, which makes the process a lot more efficient than it was. It has reduced the number of studies that we request from applicants to as little as five for routine applications. So, this means faster approvals and less cost for applicants to support getting projects built in a in a challenging market environment.
S: Talk to us about Development Review’s just-released Strategic Plan?
VF: We presented our first Strategic Plan to the Executive Committee yesterday, which was very exciting. So our Strategic Plan, it's the first plan in not only Toronto, but in Canada, that is really or primarily focused on the development review process. And that plan has 20 tangible actions to improve the development review system in Toronto and four key priorities, which include investing in people and partnerships. That includes investing in our staff, as well as strengthening relationships with other orders of government, with industry, with the communities that we serve, and making sure that we get input from equity deserving groups and Indigenous communities. The second key part for us is streamline our Site Plan process, and we're going to replicate that across the board for all major application types to have a quicker, faster, less costly process.
S: So why release the new Plan now?
VF: The strat plan is a fundamental document for our division; we needed to develop our identity and really create a roadmap to guide our efforts and achieve our mandates over the next three years. It includes input from about 300 city staff and stakeholders, and we also worked with external consultants. We also looked at other jurisdictions and found that most of the jurisdictions in Canada — and I would say across North America — do not isolate the development review process from a typical sort of planning framework or planning policy documents, so what we're doing here is brand new for Toronto. We recognize that the development review process is a key lever in helping to address the housing crisis. It's not the only lever, but it's a big one. If we improve our processes and are able to reduce bottlenecks in the system and provide that level of certainty for applicants, it means we're reducing risk and reducing costs.
S: What are some of the challenges your team has faced, and how does the Plan take those into account?
VF: Some challenges that we continue to address are modernizing our technology. We are working with very old systems that need to be updated. So our strat plan lays out key activities, actions that we will take over the next three years to be successful and so applicants can rely on us for real time updates. In the past with the City, we, when we looked at the development review process, we were not looking at very specific data points. And data for us means get making sure projects are delivered on time and that we are, we're not only moving faster, but achieving the best possible city-building outcomes.
S: When you when you talk about data, would an example be the number of Site Plan applications that have been approved?
VF: Yes. Over the past, year, we have released quarterly update reports on Development Review metrics. So that's important for us in terms of building public confidence in what we're doing, being more transparent, and really proving that we are moving faster. We also reached out to applicants to make sure that they're feeling the change that the data is showing — that they're feeling it underground. So, the focus is not only on on the qualitative data, but also the quantitative data.
[Editor's Note: The latest Development Review Timeline Metrics for Q2-2025 can be viewed here.]
S: So does that tie into the Toronto Housing Hub?
VF: The Toronto Data Hub includes our data. So we've started publishing that data on a monthly basis [around two months ago]. And if you look at that service level data hub, it shows what we're doing in Development Review — so number of applications, number of approvals. It also shows how many building permits were approved or issued. It also looks at the housing policy side of things; are we meeting our federal targets? So that hub is really meant to give a global view in terms of what the city is doing, not only from a development review perspective, but also from Housing Secretariat, city planning, and Toronto building perspectives.
S: In the Strategic Plan plan, there is mention of a “human-rights based approach” to development. Can you talk to us more about that and how it differs from what the City has offered before?
VF: It's one of the most exciting and innovative features of our Strategic Plan. It's a new concept, not only in Toronto, but I would say, across Canada. And what that really means is the development review process is highly technical, but the City of Toronto and other cities across Canada — and I would go so far as to say across North America — have never really married the technical process with a human-rights based approach. And what that means, when we are approving applications, thinking about, are we getting input from equity deserving groups; are Indigenous voices being heard in the process; and more importantly, are the developments that are being built, are they serving the needs of everyone, including current and future residents of the city? So, it's really taking, I would say, a multi-generational approach to make sure that we are building a city where everyone is included.
S: Do you anticipate any criticism with respect to the Strategic Plan and the work Development Review in general is doing?
VF: The strat plan has been well received by multiple stakeholders, including internally, with our staff, with colleagues, and with the development industry. There is a glowing letter of support from BILD, and they have been a key stakeholder in helping us to identify the priorities, from their perspective, that helps us build that confidence and support in the development industry during a really challenging time. All that to say, we took a very comprehensive approach to engagements, and the feedback has been really great from a whole range of stakeholders thus far.
S: How will Development Review Work with Toronto’s newly established Housing Development Office?
VF: The office is brand new, and the new Executive Director, Hugh Clark, just started a couple of days ago. This office will work very closely with Development Review, as well as with the Housing Secretariat and Toronto City Planning, and will act as a coordinating body within the city.
To learn more about Toronto’s newly launched Housing Development Office, stay tuned for our interview with the Deputy City Manager of Development and Growth Services Jag Sharma’s interview with STOREYS later this month.
Questions and answers have been lightly edited for length and clarity.