It is with great pleasure that I speak to you as ULI Toronto’s newly hired Executive Director, and my arrival comes at a time of even broader leadership renewal for our organization, including the appointment of Rob Spanier as District Council Chair, Derek Goring to the role of Vice-chair, and Nadia King as Treasurer. On the international front, last month Pater Ballon was appointed to the ULI (Global) Board of Trustees.

My tenure at ULI coincides with a number of other renewal moments for our region, including two critical elections this year (one past and one ahead) and changes in the leadership of other high profile regional organization such as the Toronto Region Board of Trade (my alma mater) and Civic Action.

It is a time when bold and inspired regional leadership is both needed and possible.

The certainty of no provincial or municipal elections until 2018 affords our region a unique opportunity to dial down politics and dial up inspired thought leadership – the perfect moment for ULI Toronto to advance the ULI mission by bringing smart people together to shape the future our city region.

This summer, ULI Toronto’s committees and Advisory Board are reflecting on what renewal looks like for our future — building on a strategic decision to expand our organizational capacity and, along with it, the financial side of our organization as a not-for-profit institution. We are growing.

But growth for growth sake is not in itself an inspiring goal.

We are growing so that we can increase our ability to offer the Toronto region the unique leadership that is the ULI brand. This leadership includes the breadth of professional expertise embodied in the DNA of our multi-disciplinary membership, and the unparalleled access to international best practice experience embodied in our global ULI network.

More specifically, this leadership will seek to contribute to the understanding and outcomes of the many emerging land use-related opportunities to make our region a community of healthy places. This includes examining how massive new transit infrastructure investments maximize their ability to deliver urban vitality and economic value throughout the region. It includes examining how to enhance parklands, trail connections, libraries and other public amenity spaces that are vital to the health of neighbourhoods.

It is time to flex our leadership muscles.

Over the coming months and years my hope is that ULI Toronto will become the “go to” real estate organization that offers universally respected land use perspectives. That we earn the trust of land use professionals, governments, the public and media by offering global best practice ideas and solutions — including the many made-in-Toronto ones — and demonstrate how the alignment of market and public interests can build better neighbourhoods.

I must acknowledge the tremendous leadership of those who have built ULI Toronto and positioned it for future success as it enters its tenth year in the region. Most recently this leadership has been provided by Mark Noskiewicz as District Council Chair. Mark is the embodiment of ULI’s mission and values, qualities that extend deep into his professional practice. He is truly one of our region’s great champions. Thank you, Mark!

One of ULI’s longest-serving leaders, Harold G. Shipp, died September 7 following a brief illness. He was 88.

Shipp, chairman of Shipp Corporation Limited in Mississauga, Ontario, joined ULI in 1952; his first ULI meeting was a convening of the Community Builders Council in Kansas City, Mo.

For nearly 40 years, Shipp served on ULI product councils, most recently on the green flight of the Industrial Office Property Council. A ULI trustee from 1976 through 1988 and a longtime ULI Foundation Governor, Shipp was named an honorary member in 1996 and an emeritus member in 2000. He was a leading member of ULI Toronto.

Shipp Corporation, founded more than 90 years ago by Shipp’s father, Gordon S. Shipp, is a renowned development firm involved in building single-family homes, apartments and condominiums, shopping centers, office buildings, and industrial space, including major residential and commercial projects in Ontario. Harold joined the company in 1945 at age 19, building and selling three houses on his own to earn a profit of $1,500. The following year he became a full partner in G.S. Shipp & Son, and served at the company nearly 70 years.

In a 2006 interview with the ULI Toronto newsletter, Shipp reflected on the value of his ULI membership. “One of the biggest benefits of belonging to ULI is the long-standing business and personal friendships that develop through the sharing of information with your fellow members,” he said. “I have had a chance to learn the examples and criteria for the best in community planning, housing, shopping facilities or business parks. My membership over the years has extended my horizons more than any other organization.”

“Harold Shipp was a ULI stalwart,” said ULI Global Chief Executive Officer Patrick L. Phillips. “As a member for most of the organization’s history, he served as a link to ULI’s founding members, and an embodiment of the community building principles for which they stood.”

Shipp followed his father as chairman of the Toronto Home Builders Association and the Canadian Home Builders’ Association. They were also both elected to the Canadian Home Builders’ Hall of Fame. In 2009, Shipp received the first Lifetime Business Achievement Award by the Mississauga Board of Trade.

He was also well known for his philanthropic efforts. After his wife, June, died following a stroke, Shipp donated $6 million in 2005 to the Trillium Health Centrein Mississauga capital campaign to help build the Harold G. Shipp & June C. Shipp Stroke Centre. He continued to donate to Trillium and other Mississauga hospitals, as well as serving on their boards.

Mississauga’s Ward 5 Councillor Bonnie Crombie reflected on Shipp’s contributions to community building in a statement to theMississauga News. “Mr. Shipp was a senior statesman and an architect of our city – a true community builder,” she said. “His influence on Mississauga will be felt for generations to come.”

By Vanessa Judelman

Have you ever had a great mentor at work? How did he or she make an impact your career?

I will never forget my first experience being mentored. Wanda, my mentor, took me under her wing with great passion. Her school of mentorship was not for the faint of heart. She could be demanding, she talked very rapidly and sometimes I had to run down the hallways to keep up with her.

Yet the lessons I learned from Wanda are still serving me well eighteen years later. She taught me, very early in my career, what it means to go above and beyond the call of duty to serve your clients. She taught me the importance of being accountable for your words and actions. She demonstrated the importance of building trusting relationships and showed me what dedication and loyalty really mean.

Mentoring is a powerful way to learn. Whether mentoring happens informally or through a formal program, it can be magical. So, what is the magic all about? Why are so many people transformed by a mentoring relationship? Here are my top five reasons:

1. Mentors share their knowledge and help their mentee grow professionally
2. Mentors provide advice
3. Mentors provide objective criticism and helpful feedback
4. Mentors use their experience to help solve a problem in the best way possible
5. Mentors care about their mentees and have a vested interest in their mentee’s success

Part of the magic of mentoring is that it is a symbiotic relationship. Mentors also benefit from the experience. They can be exposed to new ways of thinking or different perspectives. They can further develop their own leadership skills and often develop both personally and professionally.

Did you know that ULI has a formal mentoring program?

For the past four years I have been involved with this program. I have seen the magic unravel before my eyes. I facilitate two training sessions throughout the year-long program. In the initial session, just after the program launches, there is always a sense of apprehension in the air as mentors and mentees get to know each other and work on setting some goals for the year. Six months later, when we meet for the second session, I am always encouraged to see the wonderful bonds that have formed and in some cases life-long relationships established.

Over the years, I have seen mentors return to the program again and again. Why? Well, I asked Howard Meir, VP Investments at High Peak Group of Companies, why he has returned to be a mentor for the second time. “I feel like I get more out of the experience than I give”, said Howard. “Plus, I am happy to give back to the industry.” he continued. Howard also values the opportunity to network with other participants in the program.

The mentees who participate in the program are some of the best and brightest in the industry. They are people who are very dedicated to their careers and understand the importance of personal and professional development. I asked Elysia Leung, a past participant, what she learned from her mentor and what she gained from the experience. Elysia commented on the great conversations and sound career advice she received from her mentor. “I learned a lot about the industry and also the Toronto market place, as I did not complete my planning education in Toronto”, she said. “My mentor gave me so much encouragement”, Elysia continued, “I not only gained mentorship from this program, I also gained a friendship”.

Author Earl R. Smith says, “The true tragedy in most people’s lives is that they are far better than they imagine themselves to be and, as a result, end up being much less than they might be.” So imagine the power of having a mentor who really sees your potential, who pushes you out of your comfort zone and who ensures that you strive for a rewarding career. Now that is what I call magic!

Vanessa Judelman is the president of Mosaic People Development. www.mosaicpd.com

ULI Toronto would like to welcome our newest members, who joined between April 1st  and September 16th, 2014.

The shared wisdom and experience of our members is what makes ULI unique. Member leadership and expertise make it possible for ULI to offer what it is known for: the gold standard in quality programs and research, and the opportunity to make an impact on communities.

Not a member? Join today!

Full Members Private
Angela Iannuzziello,  AECOM
Julian Colman,  Cushman & Wakefield – Valuation & Advisory
Ashley Lawrence,  Brookfield Asset Management
Marianne O’Leary,  ONP Consulting Limited
Ted Willcocks,  Manulife Financial

Full Members Public
Brenda Webster, Waterfront Toronto
Larry Clay, Ministry of Municipal Affairs and Housing
William Plexman,  Public Works and Government Services Canada
Jeff Ross, Toronto 2015

Full Members Under 35
Daniel Byrne, Main and Main Developments
Sarah Esler, Brookfield Financial
Rick Miller, PricewaterhouseCoopers LLP
Ari Shomair, Buildercore

Associate Members Private
Tristan Armstrong,  Armstrong Group
Denise Baker,  WeirFoulds, LLP
Cynthia Bird
Andrew Brown,  Bayshore Capital Inc.
Salvatore Cavarretta,  Tridel
Blair Chandler,  Minto Group Inc.
Nic de Salaberry
Jim Dimanis,  Rock Advisors inc.
Patrick g. Duffy,  Stikeman, Elliott
David Eisenstadt,  The Communications Group, Inc.
Justine Giancola,  Dillon Consulting Limited
Robert Glover,  Bousfields Inc.
Tong Hahn,  Canahahns Company Limited
David Harper,  Kilmer Brownfield Management Limited
Jessica Hawes,  Brook McIlroy Inc
Frank Margani,  Fortress Real Developments
Michele McMaster,  Canada Mortgage and Housing Corporation
Melanie Melnyk,  R.E. Millward & Associates, Ltd
Rodger Miller,  Urban Terra
Kim Mullin,  WeirFoulds, LLP
Eha Naylor,  Dillon Consulting
Michael Noble,  Starlight Investments
Luch Ognibene,  The Remington Group
Adrianna Pilkington,  Cassels Brock & Blackwell LLP
Maher Rahim,  Bousfields Inc.
Mark Reid,  Urban Strategies, Inc.
Leona Savoie,  Hullmark Developments, Ltd.
Drew Sinclair,  regionalArchitects
Stephen Willis,  National Capital Commission
Henry Wolfond,  Bayshore Capital Inc.
Eunice Wong,  Ernst & Young Orenda Corporate Finance Inc.

Associate Members Public
David Amborski,  Ryerson University
Joanna Kervin,  Toronto Transit Commission
Glenda Mallon,  Ryerson University
Ene Underwood,  Habitat for Humanity Toronto
Peter VanSickle,  Brampton Downtown Development Corporation 
Michael Went,  Ministry of Municipal Affairs and Housing

Associate Members Under 35
Natasha Alibhai, Fortress Real Developments
Luis Almeida, Cushman & Wakefied
Hamza Ansari, Burlington Economic Development Corporation
Khaty Baharikhoob,  Bousfields Inc.
John Burke, R.E. Millward & Associates, Ltd.
Mark Fogliato, Fortress Real Developments
Victoria Chan, Menkes Developments Ltd.
Gianvito De Filippo, Clifton Blake Realty Advisors
Timothy Dinh,  AEC Property Tax Solutions
Sonya Donovan, Oxford Properties
Sandrina Dumitrascu, planningAlliance
Margaret Eastwood,  Dream Office REIT
Daniel Fama,  GWLRA
Sharmin Farahan, Bousfields Inc.
Andrew Iacobelli, Queen Post Consulting Inc.
Sanjeev Kandola, bcIMC
Janice Kwan, Manulife Real Estate
Stephanie Kwast, Bousfields Inc.
Kaisa Lagerstrand, CDW Canada
Lincoln Lo Malone,  Given Parsons
Patrick MacDonald, Cassels Brock & Blackwell LLP
Alex McMasters, N. Barry Lyon Limited
Jennifer Meader,  WeirFoulds LLP
Ardy Mohajer, Cassels Brock & Blackwell LLP
Greg Newman,  McIntosh Perry Consulting Engineers Ltd.
Andria Oliveira,  City of Brampton
David Owen, Canadian Mortgage Capital Corporation
Chelsey Philip, Coldwell Banker
Stephanie Pignataro, City of Toronto
Nichols Pozhke
Michael Przybylowski
Jonathan Quail
Caroline Rauhala, TD Bank
Shawna Rogowski, Altus InSite
Diana Salerno, Diana Salerno Architect
Alexandra Schaffauser, Bousfields Inc.
Ramsey Shaheen, Cachet Developments Inc.
Nevin Singh, Red Fern Capital Group
Scott Smith, Toronto and Region Conservation Authority
Rick Sole, Context Development
Rebecca Tannahill,  City of Burlington
Ryan Tran, Delta Hotels
Amy Wang, H&W Development Corp
David Wang, H&W Development Corp.
Zhenyang Wang, Scoler Lee & Associates Architects
Sarah Ward, Burlington Economic Development Corporation
Melody Wolfe, BCGI American Real Estate Executive Search
Mariam Youannas
Barbara Zeller, Miller Thomson LLP
Sam Ziaie, Cachet Developments Limited

Student Members
Ed Amaya, Triovest Realty Advisors
Renatta Austin
Jeff Biggar, University of Toronto
Tyler Brennan, McMaster University
Cameron Brown, Castlepoint Numa
Cornel Campbell
Alison Conway, University of Toronto
Helen Huang
Gurmohit Kahlon, University of Western Ontario
Brandon Kashin, Ryerson University
Lirad Kligman, Metropia
Catherine Krug,Ryerson University
Sharon Mannie, Region of Peel
Monika Rau, University of Guelph
John Reid, Schulich MBA
Celeste Salvagna, Ryerson University
Andrew Sgro, Queen’s University
Isaac Shirokoff, Queen’s University
Elle Ziegler, University of British Columbia

Last month I asked Paul Bedford for a summer beer to pick his brain about the emerging development of our city.

I was curious to get Paul’s perspective on the city’s downtown residential building boom against the City’s Official Plan he developed over a decade ago when he was the City’s Chief Planner.

When I suggested an urban walk before our drink, he asked me to pick a neighbourhood. I chose City Place and we toured Toronto’s dense condo-land between University and Spadina along the Gardiner expressway.

I recalled his vision (twenty years ago) of a Vancouver-style high density but liveable waterfront neighbourhood and wanted to understand what went wrong.

How was it that Vancouver could build world renowned high density but liveable communities that put people and families first, while Toronto could only build soulless concrete jungles that pushed its residents out as soon as they graduated to small families?

Our walk surprised me.

No doubt Toronto cannot boast to have replicated the more delicate urban fabric of Vancouver’s redevelopment of its old Expo lands, which was Paul’s vision for our downtown waterfront (pre-dating the Official Plan).  But what I experienced was a remarkably intimate and vibrant new community. Large footprint buildings that I felt overwhelmed, passing by on the Gardiner, seemed quite human scale at ground level.

The public realm feels open, green and inviting. Pedestrian connectivity to more established neighbouring communities felt natural (though the Gardiner still very much a barrier). Neigbourhood oriented retail plentiful and parkland both abundant and well utilized.

A new public school under development surprised me. Weren’t families moving away from such communities? Obviously the Toronto District School Board understands that the stroller boom in condo-land is a harbinger of young families choosing to stay downtown – not the last stand of a hip, urban Millennial couple before a move to more conventional residential pastures.

While seeing is believing, the true liveability test is, obviously, living it.

The seemingly abundant and well utilized parkland is in reality highly over-subscribed according to Dave Harvey, Executive Director of Park People, the city’s leading park advocate. Evidently we have not built enough basic playing field space, not withstanding the considerable parkland contributions associated with the condo construction.

Another liveability indicator that jumped at me on my walk with Paul was the fact the lovely and bright new public library at the foot of Bathurst Street was jammed to near capacity – and this was an August mid-afternoon! No doubt many would-be-users are being turned away now that school is back.

Hopefully this planned school will be large enough to accommodate student demand that may well have been under-estimated. Hopefully also the new school will lend itself to a multitude of community uses to accommodate ever increasing demands for public amenity space during evenings, weekends, and summertime.

Time will tell.

A recent planning report by the City of Toronto on the downtown precinct predicts that the meteoric growth of the past two decade – almost 50 percent since the early 1990’s – will keep pace for at least another 20 years. No city in North America is experiencing this level of downtown growth in relative or absolute terms.

This same planning report shows only modest growth of parkland and open space. Details of other long range investments libraries, recreation centres, and schools are not conveyed. But what is almost a certainty is that public infrastructure investments will need to be massive if we are going to make the “Manhattanization” of Toronto work.

Another unsolved planning matter is public transit. While the proximity to the central commercial district in the downtown allows over 40 percent of its residents to walk or cycle, nearly a third rely on public transit. Pressure to provide higher order transit access to the Go-transit corridor for these new waterfront communities will increase annually.

Toronto’s current Chief Planner, Jennifer Keesmaat, recently asked in a tweet whether we have reached “peak home” noting that the size of homes in North America have increased every decade for the past 70 years. Certainly Toronto’s downtown points to a new trend of a generation that is wanting to trade in personal living area for geography. For these Millennials, small is the new affordable.

But is small the new affordable for all?

As my conversation with Paul turned to the bigger, regional, picture, he noted that while the compact central lifestyle desired by many Millennials it is not the solution for all. Sustainable and affordable housing in a legislatively (Greenbelt Act) land constrained region must have us look to other innovative opportunities.

Paul noted the increasingly outmoded retail plazas across the Greater Toronto Area as prime opportunities to acquire lower cost properties for new transit oriented, mixed use development. Here larger but affordable family homes are still a possibility in ever expensive city.

Clearly an even broader land use discussion needs to also examine the future of the broadest mix of housing supply across the Greater Toronto and Hamilton Area. The demand for more traditional neighbourhood housing is still strong. And this demand will not go away notwithstanding the urban transformation occurring on our central waterfront.

In the coming months the provincial government’s Growth Secretariat will be leading a review of the major regional planning reforms introduced nearly a decade ago – the Greenbelt Act and Places to Grow Act (Regional Growth Plan). The City of Toronto is also reviewing its Official Plan. The two obviously need to be aligned.

All of these reviews provide an opportunity to examine all of our future housing demands within the context of market forces and strong public policy. How do we ensure that all parts of our region develop into truly liveable, transit supportive and, very importantly, affordable family neighbourhoods? These are the elements of healthy communities that are at the forefront of the Urban Land Institute’s mission. The details are as important at the broad strokes.

My walk with Paul reminded me of the value of looking at the future of our city and our region from the street up to understand the intricacies that make neighbourhoods work.

As we confront the ongoing challenges of growth must never lose sight of this most basic truth.

As the Chair of ULI Toronto I invite you to join me at the ULI Fall Meeting in New York City from October 21st – 23rd.

The Fall Meeting is not just ULI’s biggest event of the year, it is a premier North American real estate industry event, drawing more than 7,000 leaders from every sector. This is an incredible opportunity to learn from the shared expertise of peers from Canada, the United States and across the globe, and forge new relationships across our industry.

Toronto has emerged as a global real estate leader over the past decade. Strong representation from our region at major international conferences helps secure future opportunities for sustained investment and growth in our market. Additionally, such opportunities help put a spotlight on our international real estate leadership, such as the Oxford Properties Hudson Yard project located in Manhattan, the largest private real estate development in the history of the United States.

Please register at fall.uli.org and join me in New York for what promises to be one of our best Fall Meetings yet.

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ULI Members are invited to attend The 2014 Schulich Real Estate and Infrastructure Perspectives Lecture on Thursday, October 23rd 2014, featuring RioCan REIT CEO Edward Sonshine.  Early Bird Registration Rate Ends Today – October 9th!

Register at: www.schulich.yorku.ca/perspectiveslecture2014

For Immediate Release

Great Lakes District Councils awarded ULI Innovation Grant

Opportunity to advance healthy environment and stronger regional
economic linkages of globally unique watershed

NEW YORK (October 21, 2014) – The Urban Land Institute (ULI) District Councils of the Great Lakes Region were awarded the ULI Innovation Grant this week at the annual Fall Meeting in New York City. Together, the six district councils in the Great Lakes region will organize an educational program to increase awareness and develop a coordinated strategic approach for implementing sustainable development practices. These practices are essential for promoting the overall health of the Great Lakes and St. Lawrence River Region.

“We are excited to be the first region of District Councils to receive this important grant,” said Richard Joy, Executive Director of ULI Toronto. “The award recognizes that the health of local economies and ecologies are linked to the health of larger super regions. We need to be strategic at both levels.”

Five District Councils of the international Great Lake Region (Chicago, Toronto, Minnesota, Michigan, and Indiana) convened in Chicago this past fall to focus on lessons from the international architecture firm Skidmore Owings and Merrill (SOM) and the pro-bono leadership of ULI Member Phil Enquist to consider a 100-year vision for the Great Lakes and St Lawrence River Region. ULI Cleveland will also join this partnership.

With the support of the Innovation Grant, the Great Lakes District Councils will seek partnerships with a number of key regional and local organizations. These partnerships will be focused on this globally significant watershed to raise awareness, share and promote best land use practices, and develop a strategic framework for continued ULI leadership.

“The Great Lakes ULI District Councils applaud the tremendous leadership and dedication of a number of local and international organizations, whose mission it is to protect and leverage our greatest shared assets – the Great Lakes.” said Rob Spanier, ULI Toronto Chair. “It is time that the real estate sector stepped up as a partner to play a larger leadership role.”

The Great Lakes and the St. Lawrence River basin, extending from Duluth in Minnesota to Quebec in Canada, contain 84% of North America’s fresh water, only 1% of which is renewable. This significant natural resource remains very vulnerable to the adverse effects of increasing urbanization, harmful agricultural and industrial practices, and climate change.

About the Urban Land Institute
The Urban Land Institute (www.uli.org) is a non-profit education and research institute supported by its members. Its mission is to provide leadership in the responsible use of land and in sustaining and creating thriving communities worldwide. Established in 1936, the Institute has more than 32,000 members representing all aspects of land use and development disciplines. In Canada, the Urban Land Institute is an active and growing organization. With over 1,400 members across the country, Canada’s first ULI District Council was established in Toronto in 2005 and a second District Council exists in British Columbia, followed by a third District Council in Calgary. ULI Toronto has over 700 members in Toronto.

For more information please contact:

Alexandra Rybak
District Council Coordinator
ULI Toronto
647-258-0017

ULI Toronto’s Executive Director and the Ontario Director of the Pembina Institute discuss what homebuyers apparently want versus what they are getting.

By Richard Joy

Eighty one per cent of Greater Toronto Area (GTA) homebuyers want walkable, transit-friendly neighbourhoods to live in, according to a report released by the Pembina Institute and RBC this fall. And yet a significant percentage will settle for car-dependent communities. Shouldn’t we be changing this paradox? I took a walk along Roncesvalles Avenue in Toronto’s west end with the report’s author and Ontario Director of the Pembina Institute, Cherise Burda, to better understand this significant disconnect.

Obviously, as the report makes clear, affordability trumps location preference in the real estate market place. Makes sense. Home buying families are often “driving to qualify” for a mortgage, landing in car dependent suburbs where homes are more affordable. But their transportation costs, which Pembina calculates to be upward of $200,000 per car over a 25-year period, are not factored in the sticker price of the house. The result, Burda says, is that it can be more expensive to live in these suburban communities, with the added irony that this is not what most homebuyers actually want.

To further this important analysis of modern home economics, RBC has engaged Pembina in yet another analysis that will spell out in precise detail the monthly costs comparisons of comparable home purchases in different neighbourhoods across the region. This report is expected later this year and is sure to give future homebuyers some pause for thought. Nonetheless, the reality of land supply economics is that our car-oriented suburban communities will continue to have a stranglehold on the real estate market outside of the city core unless we more aggressively expand the transit-oriented land supply in our region. This means intensification.

I grew up near St. Clair Avenue and Yonge Street, a neighbourhood that experienced significant intensification over the past half century. It was once a quiet and stable neighbourhood that real estate developers targeted for its coveted transit convenience. Massive intensification ensued and now the neighbourhood is still a quiet and stable neighbourhood – only with better shopping and parkland amenities.

The same development story has played out along Yonge at Eglinton and Sheppard Avenues. Each residential intensification, vigorously opposed by its established residents, resulted in more liveable communities than before. But the Yonge Street subway spine’s few examples of responsible residential intensification stand as exceptions to the rule in the Toronto region. The tragic history of our massive capital investments into transit infrastructure is massive under-development.

My walk with Cherise ended at the intersection of Bloor and Dundas Streets. Standing in front of the now-defunct Giraffe Condominiums high-rise project across the street from two equally tall public housing apartment buildings, on top of a subway station, and the soon-to-be-opened Union-Pearson Express station, she observed that such examples are missed opportunities to create affordable transit-oriented market housing in our city. Indeed, the Bloor-Danforth subway corridor is a land use crime scene.

Looking forward, the Province and the regional municipalities are again on the brink of making massive transit infrastructure investments, most notably the electrification of the GO train network. If history repeats we could again squander these critical opportunities to fully leverage these capital investments of public dollars by not ensuring that development follows (or better yet, leads). Clearly this is something we cannot afford to do.

We need a more modern approach to achieving the land use outcomes we seek. We need to do this because of what we have long known: that transit-oriented communities are the environmentally responsible, economically sound and operationally efficient approach to land use. And now, as the Pembina report makes clear, we know we need to do this because this is what future homebuyers really want.

By Robyn Brown and Emily Graham

Leslie Woo, Vice President of Policy, Planning and Innovation at Metrolinx, sees evidence of her work every day when she looks out her office window at the construction going on at Union Station. As part of the Senior executive Management Team driving The Big Move, Leslie is responsible for guiding the strategic planning of transportation into construction and delivery for the Greater Toronto and Hamilton area as well as directing the public investment over the next 10-25 years. She steers her team “like a compass” through anything and everything a normal corporate executive is responsible for; in addition to providing a clear vision idea about where they’re heading in the short-term and long-term — constantly working towards that vision.

Formally trained in architecture, environmental studies and urban planning at the University of Waterloo, Leslie has held a variety of senior roles at the Ontario Growth Secretariat, Toronto Waterfront Regeneration Trust, and the Toronto 2008 Olympic Bid. Most recently, she has been focusing on stretching her knowledge base to leadership, and women’s leadership in particular.

“It’s exciting to be at a stage in my career where I am able to support, mentor and coach young women in the industry of city building. Having stretched my muscles around my professional disciplines, I now get to explore deeper into areas like leadership and mentorship.” Leslie points out that leadership is something that is often discussed but seldom exercised. “We’re so busy doing day in and day out, we don’t always take the time to pause and reflect but it’s important.”

She is also candid about what her experience as a woman in the industry has been like. “In an environment and an economy where collaboration, personal relationships and networking are key to getting anything done, being not only a woman, but a woman who looks different is an issue that I have to navigate.” Leslie grew up in Trinidad (West Indies) before moving to Ontario to attend university. She emphasizes the need to always be deliberate by having clear strategies about how to get ahead. “It’s helped me recognize that it’s not just about knowing the “business”, what’s also important is knowing people. For example, the networks I create are not just PNL (profit net loss) transactional exchanges. It’s about building a relationship”

“I also try to shine a spotlight on other female leaders, especially our unsung heroes, whenever I can,” explains Leslie. “To me, that’s how we’re going to shift the view of the style of leadership we need, and the diversity of leaders we need in this industry and in the city at large.” It is why she launched her blog shebuildscities.org to showcase women leaders around the world who are transforming cities.

Leslie admits that while she may often adopt too many causes, there is one consistent theme in all her volunteer efforts. “Everything follows the thread of wanting to make places for everyone to have better lives,” she says. “Growing up in Trinidad, I witnessed the disparity between having and not having. I went to a school where that divide existed.” Leslie sits on the Board for the YMCA GTA because they have a strong physical presence in her neighbourhood through the wide array of services they provide (employment, health and fitness, child care). “They practice that holistic idea of community.”

Leslie was introduced to the Urban Land Institute, through her mentor, Marilee Utter. Their mentorship was created through the fellowship program of the International Women’s Forum. Marilee then introduced her to the Women’s Leadership Initiative (WLI). Leslie became fascinated by the mandate and the diversity of the network and now sits on the Toronto Management Committee and is part of the ULI global activities through the Public Development and Infrastructure Product Council and co-chairs the Outreach Group for WLI Global.

Reflecting on recent developments in the industry, Leslie recalls the confrontational nature back in the early 90’s between policy makers and developers. “I’ve seen a shift in terms of understanding of how planning can actually help create value for the development industry. It’s proven itself in spades; greenbelt concerns around growth have seen higher value impacts,” she explains. “We know parks and open space create value in real estate, proximity to public amenities and community infrastructure also creates added value to land.”

“I’ve also seen products come to market that couldn’t have been imagined as tenable in this region 10 or 20 years ago,” she declares. “Creativity has emerged out of necessity and more forward-thinking developers generally reap financial benefits sooner.. Bringing wide-lots to residential to create more pedestrian friendly streets; LEED certification and sustainability on projects; and interest in building communities for the long-term — that is where the industry has matured positively.”

As short term development and long term city building have a push and pull nature, Leslie encourages building with community always with the future in mind. “Adaptability and resiliency is critical for developers and purchasers when investing in community — not just square-footage. Though we haven’t seen any downward dips (in the market) for a while, we need to be prepared for the long-term.”

When reflecting on her path, she admits she may have done some things slightly different. “For example, going to graduate school 10 years after you finished your undergrad also with a four-year-old and a nine-month-old in tow? CRAZY,” she says, laughing. “But that said, I don’t know if I would change anything, because I wouldn’t be here if it wasn’t for those steps. I have acted impulsively at times but it worked out in the end. There is something to be said for blind ambition and a curiosity to learn.”

Nearly 300 students, alumni, and industry professionals attended Schulich’s 9th annual Real Estate and Infrastructure Perspectives Lecture at Toronto’s King Edward Hotel on October 23. The highly successful event was presented by the Schulich Program in Real Estate and Infrastructure, and the Schulich Real Property Alumni Association (SRPAA).

Keynote speaker Edward Sonshine, LLB ’70, Chief Executive Officer at RioCan REIT, walked down memory lane, addressing both the “rainy days and sunny ones” that have come with running Canada’s largest Real Estate Investment Trust. Sonshine, who was introduced by Jay Hennick, BA ’78, Hon LLD ’11, Founder and CEO of FirstService Corporation, attributed RioCan’s success to the “strategic choices” the company has made, and in his candid address advised Schulich students and alumni to “work hard, be patient, aspire and strive to be the best.” Sonshine is a member of the Dean’s Advisory Council. Continue reading here. . .

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Three years, 11 months and seven days. That’s the length of time between last month’s municipal vote and the next provincial election. Never in Toronto’s history have we had a longer election-free period for the two orders of government that most directly impact our region. This kind of political stability is a once-in-a-lifetime event.

This unique opportunity must not be squandered if we want to build a more livable, healthier and more prosperous region. This is especially true in the area of transportation and planning, which was a ballot question in both elections.

Both Premier Kathleen Wynne and Mayor-elect John Tory are to be commended for making traffic and transportation a cornerstone of their campaigns. However, if they are going to capitalize on this historic opportunity, election platforms alone will not be enough.

In government, Wynne and Tory can do some political heavy lifting — something that was understandably more challenging to do leading up to election campaigns. Now is the time for a bolder and more comprehensive vision for our region’s transportation systems.

Many worthy ideas have been championed by transit stakeholder groups in Toronto, including this week’s contributions by the Amalgamated Transit Union. Defeated parties and candidates have also contributed valuable ideas for our region. Our mayor and our premier must harvest from them all.

The logical place to start is with quick fixes to our existing transportation system.

The major increase in bus service levels is one such idea. Private citizens are already beginning to organize such services on their own — a testament to how badly improvements to surface transit are needed.

Modest congestion pricing is another idea worth considering. It would spread out expressway traffic over longer rush hours to ease the worst congestion. If increasing the tax burden is a concern, these congestion charges could be offset by reductions in other non-behavioural taxes, as was done for the introduction of time-of-day hydro rates.

Of course, responsible leadership demands that governments plan and act for the long term as well.

We need to better address the Greater Toronto Area’s well-documented revenue shortfall, and the need for more rapid transit lines that go beyond what can be built without raising new funds. The frustrating truth is that many critical long-term infrastructure investments will not happen soon under current fiscal plans.

It‘s equally critical that the upcoming reviews of provincial and municipal growth plans are done right: infrastructure investments and urban planning goals need to be aligned. We can’t afford to build subways to nowhere, or new transit stations in areas that lack the density to support them.

Our region’s transit authorities must learn to facilitate development above TTC and GO stations, and coexist in the same space as residential and commercial developments. New stations proposed under the GO train electrification initiative should be prioritized based on the development they actually have at the planning stages — not on the hope of attracting developers’ interest after the fact.

None of these ideas are at odds with Wynne’s or Tory’s agendas. Economic growth and employment were centerpieces in both of their campaigns. As the Toronto Region Board of Trade highlighted in its recent Build Regional Transportation Now report, there is no better enabler of regional economic growth than well-planned transportation infrastructure.

A comprehensive transportation system makes it easier for people get to work and encourages more of them to enter the labour force. It is a necessity in order to unlock the full economic value of future commercial and residential developments in areas such as Toronto’s waterfront.

Our premier and our mayor have 47 months to build momentum and make up for decades of aborted transportation plans and infrastructure neglect. Working together, and with other leaders in the Toronto region, they can advance more ambitious solutions to our transportation and planning challenges. This is an opportunity never before seen in our region. Let’s not squander it.

Richard Joy is the Executive Director at the Urban Land Institute Toronto.

ULI Toronto would like to welcome our newest members, who joined between September 16th and November 10th, 2014. The shared wisdom and experience of our members is what makes ULI unique. Member leadership and expertise make it possible for ULI to offer what it is known for: the gold standard in quality programs and research, and the opportunity to make an impact on communities.

Not a member? Join today!

Full Members Public
Andrew Arifuzzaman, University of Toronto, Scarborough
Valesa Faria,Toronto Community Housing Corporation
Mark Guslits, Mark Guslits & Assoc.

 Associate Private
Dino Bottero,  D. Bottero & Associates Limited
John Bousfield,  Bousfields Inc.
Adam Feldmann, architectsAlliance
Greg Latimer,  LGA Architectural Partners
Mark Meredith,  Sun Life Assurance Company of Canada
Christopher Wein, Great Gulf Homes, Ltd.
Mike Yorke,  Carpenters & Allied Workers Local 27

 Associate Public
Brent Duguid,  University of Toronto, Scarborough
Therese Ludlow,  University of Toronto, Scarborough

 Associate Under 35
Ishita Abbott,  CBRE
Mehmet Akcagliyan, Bazinga!
Jaime Bell, Robins Appleby LLP
Divya Biyani, Colliers International
Richard Boivin
Ashley Burke, Tribal Partners Inc.
Alexandra Fieder,  Avison Young Commercial Real Estate
Isabel Henkelman, McCarthy Tetrault
Jeffrey Hull,  Hullmark Developments, Ltd.
Thalia Ilechukwu, Gensler Architecture/Design, Inc.
Natasha Kuperman, Without Walls Limited
Ben Lam, MMM Group
Eric Mark, Dillon Consulting Limited
Caleigh McInnes, Town of Niagara-on-the-Lake
Adam Pells, Potato Properties
Michael Poos, R.E. Millward & Associates, Ltd.
Tiffany Singh, Bousfields Inc.
Erika Streich, Allsteel
Jeff Swartz, MMM Group
Oraska Tam, Schulich School of Business, York University
Catherine Truong, GWL Realty Advisors Inc.
Oksana Vialykh-Patti, D. Bottero & Associates Limited
Evguenia Vladimirova, Canada Pension Plan Investment Board
Kimberlee West, Colliers International
Matthew Zambri, Starbucks Coffee Canada

Associate Student
Justin Hawkins
Matthew Kavanaugh, Ryerson University
Cailan Knight, Graham Construction
Alexei Kovalev, Osgoode Hall Law School, York University
Jonah Letovsky, University of Toronto
Emily Macrae, University of Toronto
Jason Ngu,  BuzzBuzzHome

By Jenny Seo

The multidisciplinary design firm, DIALOG, is an amalgamation of some of Canada’s most established practices across Canada and was renamed in 2010 to convey the collaborative approach of the in-house architects, engineers, interior designers, landscape architects, urban designers, planners and sustainability specialists. With studios in Toronto, Calgary, Edmonton and Vancouver, DIALOG has since matured and continues to deliver unique design solutions through innovative thinking, sustainable leadership, design excellence and strong project management.

DIALOG’s integrated services are award-winning and is being leveraged on a growing number of GTA projects, including a new mixed-use development for Allied Properties, a series of projects for St. Michael’s Hospital, and the addition and expansion of Sherway Gardens.

Torontonians are probably most familiar with Sherway’s white-canopied roof, visible from the junction of the Gardiner, QEW and Highway 427, but as the future home of the hotly anticipated Nordstrom and Saks Fifth Avenue, a future visit to Etobicoke is inevitable.

Sherway owner, Cadillac Fairview, saw an opportunity to redevelop this well-positioned retail hub and enlisted DIALOG whose design will transform this surburban mall into a vibrant, urban hotspot. In addition to the architecture and interior design, DIALOG has also been engaged to assist with the preparation of a long-range master plan for the 75-acre site. The proposed projects will intensify the area and transform the streetscape; the multi-phased redevelopment of Sherway Gardens is only the first step.

DIALOG used their integrated approach to identify “an opportunity to turn this interior shopping centre outward to address the street and setup future growth along the Queensway.” Partner-in-Charge, Jim Anderson, calls it the “urbanization of the suburbs”.

Population growth studies have projected the City of Toronto’s population in 2020 to reach 3.0 million and the Greater Toronto Area would reach a population of roughly 7.5 million by 2025. The multitude of condo towers on the rise Toronto can’t be missed, however it’s easy to forget that infrastructure must develop across the sectors and include the suburbs to meet the demand this projected growth will cause. As such, Toronto’s malls are experiencing somewhat of a renaissance.

Construction of the 350,000 square foot expansion is underway on the north side of Sherway, with renovations to 120,000 square feet of existing space to follow. Three new parkades complement the addition, the first of which is now open to vehicles.

Since the mall is remaining fully operational for the duration of the project, clever logistical planning has been an important component of the innovative design. The original S-shaped mall, which later became a figure eight, led to the location of the loading dock in the centre of the mall. Under the efficient, new design, the loading dock has been built below-grade and elevators will bring the merchandise up for retailer distribution at grade.

The dining hall, currently housed under those famous white tents, will move to the new street-facing main entrance, creating a bright and airy urban eatery similar to that of the Eaton Centre. The simple façades will be replaced by additional restaurants with roof-top patios to further animate the public space.

Breathing new life into a project of such proportions takes time and phased construction is scheduled to continue until Spring 2017. Development of the surrounding area will take time, but with the potential for a TTC subway extension as part of the master plan, DIALOG is well-positioned to play a key role in the development of this Toronto West hub.

By Brandon G. Donnelly

Sometime this fall, the Rockport Group is expected to file a development application for a new mixed-use project at 22 John Street in the community of Weston in Toronto. The proposal is expected to include a community/cultural centre, affordable artist spaces, an outdoor area for a farmer’s market, and a purpose-built rental apartment building containing approximately 300 units. The project is a partnership between the Rockport Group, Woodburn Capital (who own an adjacent apartment building), the vendor Toronto Parking Authority (TPA), and Artscape, and all signs point to the fact that it will be a welcome addition to the community.

But what some of you may not be aware of, is all the work that’s gone into getting this project off the ground. For more than five years, the community has been vocal about the need for revitalization in this part of Weston. That’s how long these city building initiatives can take.

So we thought it would be worthwhile to look back and the events leading up to this application, including the involvement that the Urban Land Institute had at the very beginning of this process.

Encouraged by transit investments being made by Metrolinx (a new rail station at Weston to service the Union Pearson Express rail line, along with enhanced GO Train service), ULI approached Councillor Frances Nunziata, the City Planning Division, and the Tower Renewal Office to encourage a design charrette in the Weston neighbourhood. The charrette, led by the City’s Urban Design Group (in conjunction with ULI Toronto and Metrolinx), was held in May, 2011. The overall goal of the initiative was “to provide inspiration for how the Village of Weston may position itself to grow and thrive over the next decade.”

Ultimately, the charrette was a collaboration between the City of Toronto, Metrolinx, and ULI Toronto, and the goal was to get on-the-ground feedback from the many diverse communities in the Weston Village community. It was a true bottom-up approach.

Following this design charrette, ULI Toronto’s very first Technical Assistance Panel (TAP) was setup. TAPs are part of ULI’s larger Advisory Services program and they involve members coming together to address specific land use challenges requiring local knowledge and experience.

In this instance, the TAP was organized to specifically examine the economic feasibility of the proposals that came out of the Weston 2021 design charrette. After all, charrettes are a great exercise, but they’re far more powerful when they can actually be implemented. [If you’d like to see the final TAPS report, you can click here.]

The Technical Assistance Panel concluded that the Metrolinx transit investments alone would not be enough to attract significant development activity in Weston. They suggested that Weston had great potential in the coming decades, however, the community needed to do some work on their own, in the meantime, to improve the community’s image. They recommended a series of CI’s or Community Initiatives: grass-roots programs aimed at specific areas within Weston. Key among them was the following:

• Putting in place a marketing campaign that emphasizes “17 minutes to downtown” from GO Weston, the Farmers’ Market, the Humber Valley bike trail and its access to Lake Ontario and the heritage architecture of the surrounding residential neighbourhoods;
• improving community safety, for example through a Toronto Anti-Violence Intervention Strategy (TAVIS);
• improving connectivity between the John Street bridge and Lawrence Avenue bridge, and other streets, as well as improving Main Street itself by improving the retail mix, improving  window displays and commercial building façade, setting up patios, and so on;
• setting up lively programming of public spaces, such as expanding or moving the Farmers’ Market, creating an outdoor movie theatre;
• and finally, using incentives to help boost  development, such as waiving development charges, land transfer tax, and/ or park land levy requirements.

Following the recommendations of the TAP Report, ULI Toronto, the city, and Metrolinx submitted their plan — called the John Street Revitalization/Streetscape Plan — to the Urban Land Institute for an “Urban Innovations Grant.” The hope was to secure initial seed funding and kick-start the revitalization of Old Weston Village.

In December 2011, the plan was awarded $23,750. When combined with contributions from the other partners on the project, the total funding was expected to be between $75,000 and $85,000. The hope was to use this money to get a public-private partnership off the ground.

In March 2012, Toronto City Council adopted a Weston 2021 Revitalization Strategy Report, which, among other things, recommended that Council endorse the revitalization approach that was developed through the design charrette and TAPs program. [If you’d like to dive into this report, you can do that here.]

In August 2012, the TPA then issued an “Expression of Interest” for the sale of their property on John Street. Through the EOI, the Rockport Group was selected as the developer and, in December 2013, City Council authorized the sale of 22 John Street. This was done for two reasons: first, to accommodate a new pedestrian bridge over the adjacent rail corridor (which will be home to the new Union Pearson Express train) and, second, to allow for the redevelopment of the surface parking lot.

Fast forward to present day: the Rockport Group is now preparing to make a formal development application to the city for their site on John Street. But while some of you might think of this application as the beginning, the goal of this story is to illustrate that it really isn’t — there’s a lot more work involved in city building.

Not only does it take time, but it requires the close collaboration of lots of different parties. In this case, it’s the city, Metrolinx, ULI Toronto, the community, Artscape, neighbouring landowners, and others. City building, in many ways, is partnership building. And like most things in life, you get out of it what you put in.

The 13th annual ULI Hines Competition is now accepting applications from graduate student teams for 2015.

Challenge yourself to create thriving communities with this student urban design and development competition, sponsored by Gerald D. Hines. Put your skills and ideas to the test and compete to win $50,000. Teams must apply by December 8 to be eligible.

Successful real estate development and design in the 21st century requires intensive collaboration across disciplines and sectors. In the ULI Hines Competition, you will have the chance to form a multidisciplinary team with four other graduate students in the United States or Canada and tackle a real land use challenge in a U.S. city.

Since its first year in 2003, more than 6,200 graduate students in real estate, business, architecture, and city planning have participated in the ULI Hines Competition. Will you participate in 2015?

Learn more at uli.org/hines

On November 27th, over 60 WLI members and guests gathered to hear Delee Fromm speak on insights into interpersonal skills awareness and development to bring your career to the next level. Whether at the start of your career or aiming for a seat on a board or at a c-suite table, Delee reviewed how to use skills such as networking, conflict resolution, business development and promotion to advance your career.

ULI Toronto WLI Slides Nov 2014 Delee Fromm

Thank you to our Lead Event Sponsors McCarthy Tetrault and to everyone that attended this program.

The post Event Recap: WLI Breakfast with Delee Fromm appeared first on ULI Toronto.

As a candidate for Toronto mayor, John Tory appealed to voters with an ambitious transit plan promising congestion relief in seven years without new city taxes or debt.

As mayor, Mr. Tory now has to deliver on a promise that assumes increased property tax revenue from new real estate development to generate the needed revenue to expand transit service. To get there, Tory needs his SmartTrack plan to become the most powerful tool for urban intensification ever wielded in the region.

SmartTrack was brilliantly marketed as a plan to deliver new rapid rail service to Toronto by convincing the Ontario government to prioritize the electrification of two portions of the current GO Train network. To achieve this, Toronto’s new mayor is offering significant city contributions to the cost of these projects by maximizing the development tax dollars that flow from enhanced transit service.

That’s a tall order. Mr. Tory would have to change the culture of planning and development at City Hall that is characterized by its ward councillor fiefdoms. Impossible? Not necessarily. As Toronto’s builder-in-chief, he could mobilize city planning and other powers to strengthen the link between transit and development. He needs to overcome natural NIMBY tendencies of neighbouring communities by demonstrating the local and regional benefits of enhanced transit service. What’s in it for them? Better parks? Libraries? They will need to be convinced.

If properly implemented, SmartTrack plan hands the province a tool to achieve urban intensification across the Toronto region that is far more powerful than the government’s Regional Growth Plan now under a 10-year review. Tory will need to prove how the city intends to maximize the property tax returns on the public investments it seeks from the province.

By extension Ontario Premier Kathleen Wynne would be in a good position to expect similar value for money proposals from other regional municipalities. Plans are great at setting targets, but municipal performance contracts can demand results. SmartTrack could serve as a model to link transit expansion and urban intensification. Local municipalities and their developer partners would vie for provincial infrastructure dollars with their best market backed plans for urban intensification.

Such a strategy by the province would require a positive change in thinking by municipalities. Toronto region municipalities would need to become market and business savvy negotiators who can skillfully maximize the “land value capture” opportunity associated with public infrastructure investments. Municipal officials would need to find development partners willing to contribute to the upfront cost of delivering public infrastructure investments, such as a new transit station.

Impossible? Not at all. The City of London funded much of its Jubilee line to the Canary Wharf and its regional Crossrail line, now under construction, by getting benefiting private landowners to co-invest in public infrastructure.

Similar opportunities are ready to be seized in Toronto. Consider the 30 acre property (formerly the Lever Brothers soap factory) now owned by First Gulf Corporation. The site is at the eastern foot of the Don Valley Parkway and sits directly beside two existing GO train lines (including one of the lines proposed to host SmartTrack). Dubbed as Canada’s Canary Wharf, this is an exciting urban intensification opportunity for the emergence of a downtown east commercial business district.

But for this plan to work, higher order public transit service is critical. Motivated by this fact, First Gulf is in discussions with Metrolinx and other government stakeholders regarding non-tax sources of funding for a transit station adjacent to its site, including private sector contributions. It needs the station to make the most of its major investment.

Drawing a strong link between transit and new development doesn’t just happen. The willingness of a developer or land owner to voluntarily contribute to public infrastructure, such as a new station, is highest before a project is announced. Upfront commitments will be harder to achieve after the announcement of a new transit station. For example, voluntary contributions may be hard to generate from landowners close to the already-announced Vaughan subway station or Eglinton Crosstown?

While there are plenty of questions that Mr. Tory still has to answer about SmartTrack – the details of the plan remain largely unknown – the core idea of closely linking transit investment and real estate development has the potential to unlock new building opportunities that would benefit Toronto region municipalities, the province, developers and taxpayers.

In doing so, Toronto has a chance to be a leader in setting priorities for public infrastructure investments tied to urban intensification instead of sprawl.

Richard Joy is the Executive Director for the Urban Land Institute (ULI) Toronto.

The post John Tory must be Toronto’s builder-in-chief appeared first on ULI Toronto.