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Lots to lose: how cities around the world are eliminating car parks | Cities | The Guardian Cities Lots to lose: how cities around the world are eliminating car parks It’s a traditional complaint about urban life: there’s never anywhere to park. But in the 21st century, do cities actually need less parking space, not more? Paris has banned traffic from half the city. Why can’t London? Houston, Texas Parking lots dominate the landscape in downtown, Houston, Texas. ‘Though the perception is always that there’s never enough parking, the reality is often different,’ says Hank Willson. Photograph: Alamy Cities is supported by Rockefeller Foundation's logoAbout this content Nate Berg Tuesday 27 September 2016 12.23 BST Last modified on Tuesday 27 September 2016 15.51 BST With space for roughly 20,000 cars, the parking lot that surrounds the West Edmonton Mall in Alberta, Canada, is recognised as the largest car park in the world. Spread across vast expanses of asphalt and multi-storey concrete structures, these parking spots take up about half the mall’s 5.2m sq ft, on what was once the edge of the city of Edmonton. A few blocks away, a similar amount of space is taken up by a neighbourhood of nearly 500 homes. Despite its huge scale, the West Edmonton Mall’s parking lot is not all that different from most car parks around the world. Requiring roughly 200 sq ft per car plus room to maneuvre, they tend to be big, flat and not fully occupied. Often their size eclipses the buildings they serve. Even when they’re hidden in underground structures or built into skyscrapers, car parks are big and often empty: parking at homes tends to be vacant during the workday, parking at work vacant at night. A 2010 study of Tippecanoe County, Indiana found there was an average of 2.2 parking spaces for each registered car. The US has long been the world leader in building parking spaces. During the mid 20th century, city zoning codes began to include requirements and quotas for most developments to include parking spaces. The supply skyrocketed. A 2011 study by the University of California, estimated there are upwards of 800m parking spaces in the US, covering about 25,000 square miles of land. Nobody goes to a city because it has great parking Michael Kodransky “As parking regulations were put into zoning codes, most of the downtowns in many cities were just completely decimated,” says Michael Kodransky, global research manager for the Institute of Transportation and Development Policy. “What the cities got, in effect, was great parking. But nobody goes to a city because it has great parking.” Increasingly, cities are rethinking this approach. As cities across the world begin to prioritise walkable urban development and the type of city living that does not require a car for every trip, city officials are beginning to move away from blanket policies of providing abundant parking. Many are adjusting zoning rules that require certain minimum amounts of parking for specific types of development. Others are tweaking prices to discourage driving as a default when other options are available. Some are even actively preventing new parking spaces from being built. A typical road in San Francisco. A road in San Francisco. Photograph: Getty To better understand how much parking they have and how much they can afford to lose, transportation officials in San Francisco in 2010 released the results of what’s believed to be the first citywide census of parking spaces. They counted every publicly accessible parking space in the city, including lots, garages, and free and metered street parking. They found that the city had 441,541 spaces, and more than half of them are free, on-street spaces. “The hope was that it would show that there’s actually a lot of parking here. We’re devoting a lot of space in San Francisco to parking cars,” says Hank Willson, principal analyst at the San Francisco Municipal Transportation Agency. “And though the perception is always that there’s never enough parking, the reality is different.” Knowing the parking inventory has made it easier for the city to pursue public space improvements such as adding bike lanes or parklets, using the data to quell inevitable neighbourhood concerns about parking loss. “We can show that removing 20 spaces can just equate to removing 0.1% of the parking spaces within walking distance of a location,” says Steph Nelson of the SFMTA. The data helps planners to understand when new developments actually need to provide parking spaces and when the available inventory is sufficient. More often, the data shows that the city can’t build its way out of a parking shortage – whether it’s perceived or real – and that the answers lie in alternative transportation options. Parking atop a supermarket roof in Budapest, Hungary. A parking lot on a supermarket roof in Budapest, Hungary. Photograph: Alamy With this in mind, the city has implemented the type of dynamic pricing system proposed by Donald Shoup, a distinguished research professor of urban planning at the University of California, Los Angeles. In his book The High Cost of Free Parking, Shoup explains that free or very cheap on-street parking contributes to traffic congestion in a major way. A study of the neighbourhood near UCLA’s campus showed that drivers cruised the area looking for parking for an average of 3.3 minutes. Based on the number of parking spaces there, that adds up to about 950,000 extra miles travelled over the course of a year, burning 47,000 gallons of gasoline and emitting 730 tons of CO2. After San Francisco implemented a pilot project with real-time data on parking availability and dynamic pricing for spaces, an evaluation found that the amount of time people spent looking for parking fell by 43%. And though there’s no data available on whether that’s meant more people deciding not to drive to San Francisco, various researchers have shown that a 10% increase in the price of parking can reduce demand between 3-10%. Sometimes, the supply of parking goes down because nobody needs it. Since 1990, the city of Philadelphia has conducted an inventory of parking every five years in the downtown Center City neighbourhood, counting publicly accessible parking spaces and analysing occupancy rates in facilities with 30 or more spaces. Because of plentiful transit options, a walkable environment and a high downtown residential population, Philadelphia is finding that it needs less parking. Between 2010 and 2015, the amount of off-street parking around downtown shrank by about 3,000 spaces, a 7% reduction. Most of that is tied to the replacement of surface lots with new development, according to Mason Austin, a planner at the Philadelphia City Planning Commission and co-author of the most recent parking inventory. Philadelphia Planners in Philadelphia have noted the decrease in demand for parking, and reduced spaces accordingly. Photograph: Andriy Prokopenko/Getty Images “At the same time, we’re seeing occupancy go down by a very small amount. So what that’s telling us is the demand for this public parking is going down slightly,” Austin says. “And that could be alarming if we were also seeing some decline of economic activity, but actually that’s happening at the same time as we’re seeing employment go up and retail vibrancy go up.” And though many cities in the US are changing zoning and parking requirements to reduce or even eliminate parking minimums, cities in Europe are taking a more forceful approach. Zurich, has been among the most aggressive. In 1996, the city decreed that there would be no more parking: officials placed a cap on the amount of parking spaces that would exist there, putting in place a trading system by which any developer proposing new parking spaces would be required to remove that many parking spaces from the city’s streets. The result has been that the city’s streets have become even more amenable to walking, cycling and transit use. Copenhagen has also been reducing the amount of parking in the central city. Pedestrianising shopping streets raising prices of parking and licences and developing underground facilites on the city’s outskirts has seen city-centre parking spaces shrink and the proportion of people driving to work fall from 22% to 16%. Paris has been even more aggressive. Starting in 2003, the city began eliminating on-street parking and replacing it with underground facilities. Roughly 15,000 surface parking spaces have been eliminated since. A world without cars: cities go car-free for the day - in pictures View gallery But progress is not limited to Europe. Kodransky says cities all over the world are rethinking their parking policies. São Paulo, for instance, got rid of its minimum parking requirements and implemented a maximum that could be built into specific projects. Beijing, Shenzhen and Guangzhou are hoping to emulate San Francisco’s dynamic pricing approach. And as cities begin to think more carefully about how parking relates to their urban development, their density and their transit accessibility, it’s likely that parking spaces will continue to decline around the world. “Ultimately parking needs to be tackled as part of a package of issues,” Kodransky says. “It’s been viewed in this super-narrow way, it’s been an afterthought. But increasingly cities are waking up to the fact that they have this sleeping giant, these land uses that are not being used in the most optimal way.” Follow Guardian Cities on Twitter and Facebook to join the discussion.

Pas certain que retirer la gestion de stationnement des arrondissements est souhaitable. Je comprends le vouloir de simplifier les règles du jeu stationnement mais les fuis de trafique, le nombre et genre de commerces (bar, restaurent, boutique), rue résidentielle etc. sont très différents d'un arrondissement a l'autre voir a l’intérieure même d'un arrondissement. This will no doubt tickle Luc Fernandez. http://www.lapresse.ca/actualites/montreal/201512/16/01-4931755-revision-en-profondeur-du-stationnement-a-montreal.php

Reclusive billionaire Robert Miller built a business empire far from the public eye. Now, a bitter divorce has thrown his legacy into question. By Joe Castaldo From Canadian Business magazine, September 27, 2010 http://www.canadianbusiness.com/managing/strategy/article.jsp?content=20100927_10022_10022&page=1 To say Robert Miller is a reluctant interview is a grand understatement. He has avoided attention his entire career, and there are no doubt countless activities he would much rather be doing right now than standing in his opulent office with a reporter. He has previously given a single media interview since co-founding Future Electronics Inc., a multinational distributor of electronic components based in Pointe-Claire, Que., that generates nearly $4 billion in revenue each year. Miller is the sole owner. He has never authorized a picture of himself to be published, and his name is rarely, if ever, attached to his extensive charity work. Miller does not do public appearances. He will never be seen at a ribbon-cutting ceremony or posing with an oversized novelty cheque. His desire for privacy has been his most identifiable trait — aside from his wealth. This magazine estimated his net worth last year at $1.19 billion. Forbes magazine valued him at US$2.5 billion. In the absence of any visible public image, the one surrounding Miller is that of an eccentric billionaire recluse. But now he has welcomed a reporter into his office, extending a large hand and wearing a warm smile. He is a tall, lanky man with a slightly stooped posture, sporting a pair of chunky black orthopedic shoes and rimless glasses. At 65, his hair is tinged with grey. He says he would like to write a book about Future Electronics some day. "It's an amazing story," he says in a gravelly baritone. "It could fill 600, 700 pages." The meeting comes at a time when the comfortable, profitable obscurity in which both Miller and his company have operated is threatened. He is in the midst of a long-running and acrimonious divorce proceeding with his ex-wife, Margaret Antonier, which has thrown this most private of men and his business empire into an unflattering spotlight. The pair was married for nearly 38 years before Miller filed for divorce in 2005. Assets likely totalling hundreds of millions of dollars, if not billions, are at stake, but the exact details of the proceedings are sealed in a Montreal court. The legal battles do not end there. In June, Miller filed lawsuits in Florida and Montreal against Antonier and the real estate development company they co-own, Miromar Development Inc. He is alleging Antonier and another executive are shutting him out of the company, and have even siphoned money from the firm. Antonier's lawyers, meanwhile, have accused Miller of "horrendous personal behaviour," the specifics of which are outlined in a filing Miller's lawyers have requested the court keep sealed. A Florida newspaper picked up on the case, followed by the Journal de Montreal, which splashed a picture of Miller across its front page, the first photo of him ever published. What it all means for the business empire he built remains to be seen. For Miller himself, it means reluctantly inching from the shadows to take hold of his public image. But that image is anything but simple. Current and former employees — even competitors — describe him as a genius and a visionary. Everything about him, from the way that he operates his company and interacts with employees to the many varied causes he supports (cryogenics research, for one) contribute to the image of a tycoon unlike any other. The more he reveals, the question "Who is Robert Miller?" becomes all the more difficult to answer. The basic biographic details are simple enough: Miller was born in 1945 and raised in Montreal, and later studied at what was then called the Rider Business College in New Jersey. He worked as a radio disc jockey in New Jersey in the 1960s, where his music program, The Bob Miller Show, aired three hours a day during the week and six hours on Sundays. He moved back to Montreal and joined a small wholesaler called Specialty Electronics. Owner Ben Manis, an acquaintance, hired him. Miller threw himself into the job and became close with Manis's son, Eli, who also worked at Specialty. But the younger Manis eventually had a disagreement with his father and left the company. Miller suggested he and Eli go into business for themselves. In 1968, they started Future Electronics out of a small rented office in Montreal. They essentially acted as middlemen, buying obscure electronic parts from component manufacturers and selling them to makers of finished products, ranging from consumer goods to industrial equipment. Manis says he came up with the name. "I just sort of said, let's forget the past. Look to the future," he says. The company grew steadily, and Miller proved to be a workaholic. To Manis, who didn't share his partner's devotion, it wasn't evident Miller had any outside interests. "Something came into his head, and he said, 'What do I need him for?'" Manis recalls. In 1976, Miller bought his partner's half of the company for $500,000. Future operated differently nearly from the start. Distributors in this industry are essentially stores for electronic components, but typically try to limit their inventory, reducing costs and risks. Component prices are volatile, and no one wants to sell product at a loss. Instead, Miller bought large quantities of components when they were cheap. He then charged a significant markup selling to equipment manufacturers when demand hit. Put crudely, Miller made his name as a speculator in electronic parts, and he's an exceptionally gifted one. One former vice-president who asked to remain anonymous recalls only one slip-up in his 15 years at the company, and there were consequences. "Some people were demoted," he says. Miller is often credited with having an intuitive sense of the market, but his moves are based on excellent intelligence. He got to know many of the executives at component makers in part to find out where manufacturing would be constrained. "Just through networking, he got a feel for what commodities would be hot," says the former VP. Holding inventory has another major advantage. "We became known for being the one place you could go to and always find product," says Gregg Smith, another former vice-president, adding that was how Future won new customers. The model works because Future is privately held. Building out the infrastructure to hold loads of inventory is expensive and tough to justify to shareholders. So too are speculative bets. But as the sole proprietor, Miller is accountable only to himself. Today, the product marketing department, mostly housed at headquarters, is the heart of the company. The department buys from suppliers and sets resale prices for Future branches across the world. Competitors assign product marketers to work with specific suppliers, but Miller turns the model on its head. His employees focus exclusively on a component group, becoming experts able to see trends in the market for specific parts. The job is demanding. "The phone is ringing non-stop," recalls a former employee. "It would be usual to have three or four lines on hold while taking another call and trying to close a deal." The pace takes its toll on some. One former employee recalls developing migraines, another, stomach pains. (Future has a medical clinic on-site). Lindsay Blackett worked at Future for six years in sales and marketing, and is now Alberta's culture minister. "Politics, people think it's hardball. But it's nothing compared to Future," he says. In the 1990s, when Blackett worked at Future, Miller would call up individual workers on the floor to inquire about particular deals. "That could be very intimidating, or very rewarding," he says. "He knew what everyone was doing in that building." Competition thrives at Future, which not everyone can handle. "Robert Miller sat on a cloud like Zeus and said, 'Go at it, boys,'" recalls the former VP. "He saw that through confrontation, people would excel." Those who do perform rise quickly through the ranks, and salespeople can make hefty commissions. More than 10 years ago, Future bought massive amounts of tantalum capacitors, used in mobile devices, before the wireless boom hit. When it did, supply was scarce — except at Future. The company sold millions of them a month with a markup as high as 2,000%. Gross profits were so large that for a couple of years, Miller held monthly meetings with sales staff in the auditorium. He handed out their commission cheques individually, from smallest to biggest, announcing the sum for all to hear. The largest topped six figures. Those at the bottom were driven, not only by the desire for bigger commissions but out of embarrassment, to make more and bigger sales. Employees who have little interaction with Miller tend to regard him with a mixture of apprehension and awe. Spotting their boss loping through the hallways is akin to a celebrity sighting. Usually the only opportunities for many to lay eyes on their leader are the addresses he gives roughly once a quarter. He'll often speak for well over an hour, sometimes two. "I always say the intellectual property for Future Electronics is Robert's brain," says Lindsley Ruth, a corporate vice-president. Even employees many years removed from the company still respectfully refer to him as Mr. Miller. Those who work more closely with Miller say he offers plenty of encouragement and room to be entrepreneurial. A few years ago, Jamie Singerman, currently a corporate vice-president at the company, was rolling out a new division called Future Lighting Solutions, which is focused on the LED market. Future didn't have expertise in that area, and building it up required lots of investment. "I went in with a presentation," Singerman recalls. Miller didn't look at it and instead asked if it was the right thing to do. "I said yes, and he said, 'Done.'" Miller is sometimes unpredictable, however. A few years ago, some of the product specialists in Montreal were told not to come in for a month to allow their managers to fill in and become more knowledgeable about the parts the company was dealing with. A former product specialist says many of his colleagues felt they would no longer be needed, and started looking for other jobs. The managers, meanwhile, were overworked and started polishing up their resumés, too. "If the exercise was a natural culling exercise," says the former employee, "it worked." The first time people outside the industry heard of Future Electronics or Robert Miller came on May 7, 1999, when some 30 RCMP officers, in the presence of an FBI agent, raided corporate headquarters. They toted away dozens of boxes of material for reasons officials would not disclose. The company's lawyers successfully fought in court to keep investigators from looking at the seized material, arguing the search was unjust. After six months of media lawyers wrangling in court, the search warrant detailing the reason for the raid was unsealed by the Supreme Court of Canada. The U.S. Department of Justice alleged Future was defrauding a handful of U.S.-based suppliers out of approximately US$100 million a year. The company was accused of maintaining two sets of accounting records — one real, one false — and only Miller and select executives, dubbed the A-Team, had access. The false records were allegedly used to take advantage of debits and rebate programs from suppliers so that Future could pad its margins. Miller never spoke to the press, but Future issued statements denying any wrongdoing and calling the allegations "absurd." There were also whispers the whole investigation was sparked by disgruntled ex-employees, and based on a misunderstanding of how the distribution business worked. More than a year later, Future's lawyers succeeded in quashing the search warrant that justified the raid, and the seized material was returned without having been examined. Nearly three years after the initial search, the U.S. Department of Justice dropped its investigation entirely. Neither that investigation nor anything else has kept Miller from expanding his company to become the fourth-largest electronics distributor in the world. Future Lighting Solutions is booming, scaling up from virtually nothing in 2004 to nearly $350 million in revenue today. The division, which doesn't simply distribute parts but works with customers to meet specific lighting needs, could some day rival the size of the components business. The company is also re-launching a division called Future Active Industrial that focuses on the countless smaller customers generally ignored by larger distributors. The beneficiaries of Future's success spill far beyond the company's headquarters. Miller committed years ago to giving away more than half his earnings to charity. Much of it goes to employees and their families. Miller receives many letters from employees seeking help, often for medical issues. Gina Galardo joined Future 17 years ago as an administrative assistant, but over the years, fielding these requests eventually took over her job. Lori-Ann MacDonald was brought on six years ago to assist. In an interview in a Future boardroom, they explain that when a letter comes in, they conduct research to find the best doctors or specialists, book appointments, provide moral support or anything else that needs doing. Miller has a deep interest in medical research with extensive connections in the community, and can usually immediately recommend a doctor or clinic. He has paid for expensive medical procedures for countless employees, and finds time for hospital visits and phone calls. "Should we get the binders?" MacDonald asks. She makes a phone call, and two other assistants enter, each with two five-inch-thick binders in their arms. The binders are brimming with letters and thank-you cards from employees, organized alphabetically by name. Galardo and MacDonald are soon lost recounting the stories on each page. There is even a section on Ben Manis, the man who hired Miller at Specialty Electronics back in 1967. Manis is in his mid-90s today. Miller employed him at Future for a time and set him up with an apartment across from headquarters. He now supports Manis's accommodations in a seniors' residence, and has allotted money for his funeral. The two have lunch plans for Manis's 100th birthday, however. "I think this sums up Mr. Miller," Galardo says, turning the page. The allegations being made in a Florida civil court against Miller by his ex-wife stand in stark contrast to the benevolent man who never says no to a worthy cause. Miller married Margaret Antonier in 1967. They had two sons, and Antonier remained an active businesswoman. She originally worked in radio advertising, and in 1988, Miromar Development Inc. was formed and received financing from Future Electronics. Miller and Antonier each own 50% of the real estate firm, and Antonier serves as chief executive officer. "I have learned the business from the ground up," Antonier wrote in response to e-mailed questions. "I am pretty hard on myself when it comes to succeeding." Miromar built Canada's first outlet mall, in Montreal, and in the mid-1990s, began developing properties in Lee County, Fla., including an 1,800-acre residential resort with a private beach and golf course. Employed at Miromar was Robert Roop, who had worked at Future for 20 years prior. He served as the company's chief financial officer at the time he resigned and moved to Florida to work at Miromar with Antonier. The lawsuit against the firm states Antonier and Roop became "romantically involved," but does not specify when. In 2005, for reasons that remain under seal in a Montreal court, Miller filed for divorce. Antonier's lawyers in Florida say she filed a demand in the divorce proceeding for Miller's stake in Miromar, a company "she created and operated for decades," be transferred to her and that loans owed to Future Electronics by Miromar be forgiven. Miller sought a valuation of Miromar's assets, and in 2008, he filed a lawsuit in Florida to get access to its corporate records that he was allegedly being denied. The case plodded on until February, when Miller voluntarily dismissed it. But in June, Miller filed new lawsuits in Florida and Montreal, including a declaration from Frank Holder, a senior manager at a forensic consulting firm hired to probe Miromar. Holder concluded Antonier and Roop are violating Miller's rights as a shareholder and director in Miromar by excluding him from the company, and refuse to provide full access to corporate documents. He also claims to have discovered Antonier and Roop engaging in "various acts of misconduct, including theft and diversion of corporate funds." Miller is seeking for a receiver to be put in place. Lawyers for Antonier in Florida refute all of the charges and dismiss Holder's account as baseless, arguing criteria for installing a receiver have not been met. They also contend the suit is designed to delay the divorce proceedings, alleging "wrongful acts" on Miller's part and arguing he has a "desperate desire to avoid the consequences of the Canadian divorce proceedings." That case is sealed, and it is unknown what either party is seeking in those proceedings. None of the allegations in the Miromar litigation have been proven in court, and neither side will comment on the cases. But the disputes and the resulting publicity cut very close to the bone for Miller. Not even during the three-year-long ordeal with U.S. authorities did he speak with reporters. But after researching Future Electronics for weeks, this magazine received a call from the company's general counsel with an almost unprecedented invitation: Miller was willing to sit down and talk. Miller is reticent to say too much about himself or the company. He wants to save the best material for the book. But he has agreed to an interview, provided it is not recorded. Similarly, he would not pose for a photograph. He certainly is not afraid of the camera, however. Hanging on the wall opposite his desk are two huge portraits, one of Miller solo in a suit, another of him shaking hands with Quebec Premier Jean Charest. His aversion to published photographs, he explains, stems from his desire for security for himself and his sons. Miller speaks slowly, but has an intense manner. He leans forward when talking, his bushy eyebrows shooting up when he wants to emphasize point, and rarely breaks eye contact. He has a habit of saying whatever pops into his head. While making a point tangentially related to health, he offers that "I have colonoscopies with startling regularity." He also has a knack for numbers. He can remember exactly when Eli Manis phoned him to say he had quit Specialty Electronics: Nov. 20, 1968, at 4:45 p.m. The phone number at Future Electronics' first office? 418-7701. The number of stairs leading up to that office? Thirty-two. He politely deflects most personal questions. He is more comfortable expounding on Future's unique operating model — based on inventory and market research, rather than pipelining product. "It's so basic that it amazes me that our competitors don't recognize the benefit of having inventory," he says. "Inventory drives sales." He attributes much of the company's success to its privately held status. As a sole proprietorship, it can move much more quickly than its competitors. The fact that Miller doesn't have to answer to shareholders or a board of directors also allows Future to offer the longest customer payment terms in the industry, up to 180 days. "Our competitors can't compete with us. They would be clobbered if they did that," he says. The possibility of taking Future public has never seriously crossed his mind. Miller says he had no business mentors. "It all came to me. It's a gift. I just knew what to do," he says. A strange, metaphysical thread runs through some of his other explanations for his success. Take his work ethic. There was a time he worked 765 days in a row, without a day off, and rarely left the office before 11 p.m. He accounts for this drive by telling a story of walking the streets of Montreal once as a teenager and seeing a red Thunderbird convertible. He knew he had to have one some day. "I recall talking to myself. I said, 'Boy, you're really special.' I think that was a real turning point." He pauses. "But I had just been swimming, and I later read swimming releases endorphins. It's a natural high." He reached another turning point in the early-1970s, when his motivation shifted from material wealth to something larger. When one of his acquaintances passed away, Miller was one of only three people to attend his funeral. "I didn't want that to be me," he says. Charity took on a greater importance from that moment. In fact, growing Future's profits in order to have more money to give away is his primary motivation. "I believe you give till it hurts," he says. Talking about specific causes would take hours, he adds, but he does tell a story of a former employee diagnosed with cancer. Miller sent her to a specialist and ultimately paid hundreds of thousands of dollars for her treatment. "Your encouragement ... for treatment gave me the last three years of my life," she wrote to Miller in a letter delivered after her death in 1995. Nearly all of his charity work has been done anonymously. "I'm not seeking attention," he says. The one area to which Miller's name has been attached is cryogenics research. The Alcor Life Extension Foundation in Arizona has even described Future Electronics as its greatest benefactor. "These people are doing so much," he says. "They're pure, pure people." There have long been rumours Miller will have himself cryo-preserved when he dies. "I'll leave it to my sons to decide," he says. He is in good health today, though. In fact, he recommends the line of "life extension" vitamins marketed by the foundation. "They're the finest vitamins known to man," he boasts. "You should take them." After talking for a couple of hours, Miller signals an end to the interview. It's 10:30 p.m., and he's been awake since five in the morning. He walks to the door, again proffering his hand and a smile. There are still many unanswered questions: the backstory to all of the legal proceedings, what he has in store for Future, and whether his new-found openness will last. But he's closed the door. We'll have to wait for the book.

We shouldn't expect to see many more condo towers going up in the short term... "Regarding condominiums, the inventory of unsold units will remain at a relatively high level. The need for new units will remain limited in 2016 and 2017" http://m.marketwired.com/press-release/housing-market-outlook-for-2016-and-2017-montreal-cma-2066846.htm Sent from my iPhone using Tapatalk

Montreal does it right Behind the chair BRYAN FADER hfxnews.ca I have just returned from a hair show in Montreal and once again I have fallen in love with that city. It is always so great to be in a place where people push the envelope with fashion. They seem to push the envelope with everything they do. While there I attended a Habs game against Ottawa. Now, to be honest, I am a Leafs fan and I hate both of these teams but to get caught up in all that was going on was easy to do. I did have some time in between great plays to notice that even at a hockey game the woman of Montreal dress well and have great hair and better makeup. What I also noticed is that they are not necessarily better looking. They are average I think in the big picture. But it's what they do with their version of average that matters. They accent the positive and hide the negative. They walk with confidence and a belief in themselves. It is really attractive to see a woman - any woman - carry herself with a sense of confidence. A sense of purpose and a sense of ease. Ease in herself and her look. I think it comes down to the details. Not a specific sweater or dress or haircut, but in all of the things that they pick it's quality over quantity. They make sure their hair is polished and their nails are manicured. The right earrings that can dress up any look. Now the great part about this is that you can do this, too. If you are feeling out of sorts with your fashion, whether it is your haircut or your clothes, this is the time to start to make a change, The first thing is to take a really good inventory. I was in Winners the other day trying on some shirts and I am not sure what the lights do in the dressing rooms but I know I look better than that!!! What it did do, though, was shine an honest light on what is working and what I have to work on. We need to be honest with ourselves if we expect to change and inventory helps with that. Start with your clothes. If it has a stain on it, if it has a rip in it or if you haven't worn it in a year then you must get rid of it. Just let it go. It isn't your friend. If it is your hair it's time for some detail. A cleaner cut, a solid colour that compliments your skin (your stylist can help you with that) . Think more polish. Think expensive. It doesn’t have to be expensive, just look expensive. And that means well done. Maybe your makeup is in need of an update. The first step is to book a consultation to reevaluate and start again. We get in such ruts with our looks that we sometimes can't see the forest for the trees. It's time to add a little French to our diet. Take the fashion challenge; you will be pleased with the results. [email protected] Bryan Fader is throwing out everything with hair colour on it and starting again. He is an international Platform artist for Piidea Canada and trying to get better every day. http://www.hfxnews.ca/index.cfm?sid=107117&sc=273

(Courtesy of The Wealth Report)

BY JAY BRYAN, THE GAZETTE APRIL 9, 2009 Housing construction in Canada rebounded with surprising vigour in March, with the biggest gains in Ontario and Quebec. Still, hardly anybody believes that this foreshadows a lasting uptrend. And that's probably a good thing. There are signs that some homebuilders have gotten ahead of themselves, creating an excess inventory of unsold homes and condos that needs to be trimmed in order to reduce pressure on home prices. A pessimistic view this week by economists from the Toronto-Dominion Bank is that housing inventories are so bloated that new construction will plunge by more than 40 per cent this year. An alternative view, from Bob Dugan, chief economist at Canada Mortgage and Housing, is that starts must, indeed, drop, but not as dramatically as that. The CMHC forecast is for a decline of 24 per cent, based on the notion that builders actually did a pretty good job of cutting construction when the market weakened, leaving inventories less inflated than in past housing down cycles. The Toronto-Dominion analysis quite possibly overdoes the gloom. One sign of this is that some markets - most notably, Quebec - remain a little perkier than this analysis would suggest. A key reason is that Montreal's big condo market, while somewhat overbuilt, isn't nearly as sick as it might look at first glance. More on this in a minute. In several other cities, however, there is evidence of growing inventories of unsold homes. In most of Western Canada, it's single-family homes, while in Vancouver and Toronto, there are signs of an inflating condo bubble. So many condos are being built in Vancouver, even as a recession takes hold, that economist Grant Bishop, an author of the Toronto-Dominion housing study, expects to see as many as 4,000 unsold new condo units there by the end of this year. In Toronto, where condo construction also seems to be running ahead of anticipated demand, Bishop anticipates a backlog of more than 2,000 units by year-end. There also is concern among some analysts that Montreal is suffering from a huge backlog of unsold condos, based on the large number of new, vacant multiple units. But this represents a bit of confusion about a unique aspect of Montreal's market. In this city, explains the senior Montreal market analyst at CMHC, Bertrand Recher, a huge chunk of the multiple market is in a category that's not nearly as significant in other big cities. It's rental housing complexes built specifically for retirees, a type of housing that's at least twice as popular among retirement-age Quebecers as among their counterparts elsewhere in Canada. When you toss this kind of multiple housing development into the same pot with condos and a few row homes and semi-detached homes, you find, as the Toronto-Dominion study reports, that Montreal's inventory of new, unsold multiples is staggering - more than 3,900. But this adds up apples and oranges. Recher points out that nearly half of this huge number in fact represents rental units for seniors. Since it's rental housing, the notion that it's "unsold" isn't very meaningful. And since these are developments designed specifically for seniors, the danger that they could one day be dumped on the market as condos is minimal. While it's true that there is a large inventory vacant seniors' units - representing about 14 months' supply at the current rental rate - the market in Montreal for such developments remains strong and the demographics of this province's aging population should only make it stronger. As for actual condos, the unsold inventory of new units, at 1,667, is only moderately high, Recher believes. At the current pace of sales, it represents about eight months' inventory, down from a peak of 11 months in early 2007. And while high-priced luxury condos are getting harder to sell, moderate-priced units, typically in the suburbs, are still moving briskly. Across Canada, says Dugan, "I'm not terribly concerned about oversupply" putting more pressure on housing prices. But he does see some areas for concern, like the condo boom in Vancouver and Toronto. [email protected] Projected Average Price of Homes in Montreal Area in 2009 Detached Bungalow / Two-Storey / Condominium 2009* Per cent change 2009 Per cent change 2009 Per cent change Beaconsfield: 290,000 / 5.5% / 370,000 / 5.7% / N/A / N/A Côte St. Luc: 239,000 / 3.9% / N/A / N/A / 229,000 / 1.8% Dorval: 243,000 / 2.3% / 244,000 / 3% / 212,000 / 1.9% Lachine: 224,000 / 1.8% / 232,000 / 3.1% / 247,000 / 2.9% LaSalle/Verdun: 198,000 / -3.4% / N/A / N/A / 165,000 / 4.4% Montreal West: N/A / N/A / 360,000 / -1.4% / N/A / N/A Notre Dame de Grâce: N/A / N/A / 375,000 / 1.4% / 230,000 / 0% Westmount: N/A / N/A / 610,000 / -10% / 260,000 / -5.1% Montreal: 232,375 / 2% / 330,056 / -0.7% / 206,528 / 0% * 2009 prices are first-quarter averages, N/A: Information not available. Source: Royal Lepage © Copyright © The Montreal Gazette http://www.montrealgazette.com/Business/Montreal+condo+glut+illusion/1479696/story.html