3/11/2014

GTA (TORONTO) HOME PRICES TELL TALE OF 2 CITIES: CONDOS VS. FAMILY HOMES

GTA home prices tell tale of 2 cities: condos vs.

 family homes

Different market segments moving in different directions

Posted:Mar 10, 2014 2:31 PM ET

Last Updated:Mar 10, 2014 3:28 PM ET


Toronto's housing market consists of multiple segments that are facing differing pressures on pricing and volumes. (Reuters)
Toronto's housing market consists of multiple segments that are facing differing pressures on pricing and volumes. (Reuters)

Real estate in the Greater Toronto Area is becoming increasingly divided between existing single family homes and a crush of new condo towers, one of Canada's biggest banks says in a report issued Monday.
TD Bank economists Derek Burleton and Diana Petramala said people's obsession with house prices in the Toronto area has obscured the differences between various subsections of the market: the 905 area versus the 416; detached houses versus condos; and new builds versus existing homes.

"One market is facing too much supply, while another appears to be heating up," the bank said. "The GTA housing market is a tale of several markets with divergent conditions."

Single-family homes

If there's a public perception that Toronto's real estate market is red-hot and has been for a while, there's little doubt that's being driven by what's happening with single-family detached homes.
To put it simply, they're hot.
Across the GTA as a whole, prices for single-family homes increased by 12 per cent in the year that ended in January. That's much stronger than the gains seen in all other categories of real estate. But it may be a surprise to note that the volume of sales are well below historical norms. 
The bank points out that there were 43,000 detached homes sold in the resale market across the GTA in 2013. On top of that there were 9,900 new builds. That compares with 22,000 new builds in 2002. Price increases in the category are in a large part being driven by lack of supply.
"Scarcity has been a major issue in this pocket of the marketplace," the bank said.
New homes effectively aren't being built in downtown Toronto, driving up the price for the ones that already exist. For every detached house that gets built, there are three new condos built, the bank says.

A city of condos

Despite the lack of new single-family homes, more than 70 per cent of new home sales in the GTA as a whole are happening in Toronto proper. The seeming discrepancy within that suggests that what is being built, more often than not, is a condo.

Indeed, so many new condos are being built that the sale prices are being cannibalized by those that came before. The average price of a new condo is $545,000, TD Bank said. But prices for existing condos are much lower — $347,000, on average. Older condos are also generally larger — the average unit size in 2005 was 925 square feet, but had shrunk to 798 square feet in January.
With 70,000 new units expected to come online this year and next (twice the historic average) that's a gap the bank doesn't expect to close any time soon.

"The new condo market is increasingly finding it more difficult to compete with condos on the resale market, which are both large and cheaper," TD said.
And the buildings are getting a lot taller. Development rules have resulted in more builders producing condos instead of single-family homes and within that, "condo development in the GTA has focused on high-rise projects where the economics of construction have been more favourable," the bank said.
In the year 2000, only about 28 per cent of condos were being built in high-rise towers. Today that ratio has jumped to 60 per cent.
"Higher land, construction and regulatory costs have made it more difficult for newer buildings to compete with older buildings," the bank said.

Rental market concerns

The bank also sounds a modest alarm about the market for investors who rent out their units. Recent estimates are that 26 per cent of the condos in Toronto aren't owner-occupied, but rather are rented out — at an average cost of $1,700 a month, the report said.
Investors face more of a risk to flip and sell their units upon completion, and are less likely to ride out a cold market if prices decline.
"It is likely that a good portion of these rented units will ultimately end up on the market," the bank said. First-time condo sellers getting less than they'd hoped for is also likely to have an impact when they try to move up to the single-family home market, TD notes.
A peek into the attic of housing in the GTA shows a complex market moving in many different directions.
"Markets that have a higher concentration of single-detached and low-rise condominiums — including many regions in the 905 areas code — are expected to outperform relative to those with a higher concentration [of] high-rise condominiums."



2/25/2014

PETER DRUCKER - LEADERSHIP





“EFFECTIVE LEADERSHIP IS NOT ABOUT MAKING SPEECHES OR BEING LIKED:

LEADERSHIP IS DEFINED BY RESULTS NOT ATTRIBUTES.”

PETER DRUCKER





 

12/24/2013

THE KEY TO FAILURE




"I don't know the key to success, but the key to failure is trying to please everybody". Bill Cosby

9/23/2013

THE FOUR MOST POWERFUL LESSONS IN MANAGEMENT


by Joel Peterson
Chmn. JetBlue Airways
Stanford Business School
09 23 2013

It's humbling to work with those great men and women whose actions speak volumes. I experienced this in a dramatic way early in my career following the tragic death of a colleague.

My partner and I both felt the loss deeply, but while I sent condolences to her family and expressed heartfelt grief, he turned his grief into action. He flew to the family’s side, assisted with funeral arrangements, and established a scholarship to educate her child. He did all this quietly and without fanfare. His decisive actions put my expressions of sympathy to shame.

I said, but he did.

This realization has shaped my view of management over 40 years and helped me to establish four core principles:

1. Do it — don’t just say it. Ever since my experience with the death of an assistant and friend, I’ve tried to show what I care about instead of just talking about it. Talk is cheap. Have you ever visited one of those companies that posts mission and value statements on the walls? I’ve found that they tend to have cultures that suffer from cynicism — employees are told what the mission is, rather than seeing it in action. When, on the other hand, companies “walk their talk” by investing in team members’ capabilities, they’re likely to inspire both loyalty and commitment.

2. It’s all about people. Great businesses aren’t built on products or services — they’re built on the people who create and use them. In companies, this means that leaders invest in their workforce. With customers, it means that companies invest in deserving long-standing trust and goodwill. Businesses grow when the people who work for them grow. When this happens, people know they’re on a winning team.

3. Meaning isn’t everything — it’s the only thing. If people don’t believe their work has meaning, they’ll either lose heart or find work elsewhere — at great cost to the companies that can’t keep them engaged. The knowledge workers who now shape the business world are effectively volunteers, so it’s up to managers to give them the incentive to stay active and interested. To do that, respect is paramount; as is the message that making meaning – not just money – is a priority for the organization and for its members. As I’ve written before, in great companies, money can never be the ultimate endgame.

4. Talk doesn’t solve problems. Breaking down big, complex challenges into manageable parts makes sense. But analysis is useless if those parts aren’t put back together, and distilled into a solution that's both innovative and simple enough to execute. Too much analysis and too much complexity do lead to paralysis. Critical thinking can slide into criticism. Polemic is often the triumph of analysis over synthesis. It’s the synthesis of conflicting viewpoints into new ideas, and clear plans, that becomes the groundwork for action. That’s true in both personal situations and in business, when you’re looking for the smart and ethical way forward.

These four principles have kept me from getting bogged down in abstraction and from thinking of people as a means to an end, and they’ve guided me to design meaning into my goals. Leaders and managers who couple these approaches with solid knowledge of the market and a worthwhile product or service will find that, over time, they can’t help but succeed.

6/09/2013

THE U.S. - THE 'JUST' SOCIETY



The Next American Revolution Has Already Begun: An Interview With Gar Alperovitz


Gar A: You point out that 400 plutocrats in the US now own more wealth than 180 million other Americans. A scale of inequality that ranks as “medieval.” Shortly before his assassination, Dr. King noted America's problems could not be solved without “undergoing a radical redistribution of economic power.” 


http://truth-out.org/opinion/item/16847-the-next-american-revolution-has-already-begun-gar-smith-interviews-gar-alperovitz

5/08/2013

VALIDATION: A KEY TO EMPOWERMENT


              VALIDATION

You can't provide it to others if you don't have it.

Great olympic coaches provide an opportunity for great athletes to achieve self validation.


............so do great parents, great grandparents and great teachers.