Brandon Donnelly — Daily insights for city builders. Published since 2013 by Toronto-based real estate developer Brandon Donnelly. — Page 298

These are the current (well, 2019) and targeted (2028) mode share splits for Dublin city centre (sourced from here) :

The biggest planned change is a ~41% reduction in cars, taxis & goods entering the city centre. More specifically though, the plan contemplates a reduction in the number of cars in the core. The number of taxis and goods being moved around are both expected to increase.

To achieve this, the city is targeting drivers that pass through rather than stop in the city centre. Supposedly, about two out of every three drivers are currently doing this, and so the goal will be to redirect them.

Though, to be clear, this is not a plan to stop people from driving into the city centre. It is rightly about reducing the amount of road space allocated to private vehicles, prioritizing other modes of transport, and creating more "traffic-free civic spaces" for Dubliners and visitors.

Of course, this is what many cities around the world are trying to do. So perhaps the most noteworthy aspect of this plan is that most Dubliners actually support it.

According to The Irish Times , the plan received more than 3,500 public submissions, and 81% supported "reducing road space for private vehicles to facilitate a more efficient public transport system." Further, 82% said they wanted more pedestrianized public spaces.

There were, however, some concerns expressed. The carpark operators in the city centre are naturally worried about the impact to their businesses. This is expected and self-serving.

Guinness (owned by Diageo) is also asking about how its delivery trucks will get to and from their brewery. This is obviously a crucial consideration. But I'm confident in saying that, whatever gets implemented, I'm sure that nobody is going to mess with the operations of St. James's Gate Brewery.

In fact, I'd be surprised if this weren't written into the Constitution of Ireland somewhere.

I sometimes wonder if I wasn’t born and raised in Toronto if I still would have gone to architecture school and become a real estate developer . I mean, if I grew up in Paris, maybe I would have become a fashion designer. Or if I grew up in Park City, maybe I would have started a snowboard company, slash become a ski bum. I would enjoy doing all of these things. And places certainly do influence us, more than most of us probably appreciate.

My point with all of this is that Canada likes to somewhat paradoxically over index on housing. I say paradoxically because we never seem to have enough of it for Canadians -- certainly the affordable varietal -- and yet :

" Canada relies heavily on its real-estate sector to power the economy. Housing investment in Canada as a share of gross domestic product reached 8.9% in 2022, according to the Organization for Economic Cooperation and Development, much higher than the 4.8% on average for the 38 member countries in the OECD. "

If you look at all of the industries that make up the Canadian economy , "real estate and rental and leasing" is at the top with 13.01% of GDP (as of 2020). And if you add "construction" on top of this, the total is about 20.09% (again, as of 2020). This feels suboptimal. And I say this as a developer and builder of real estate.

Real estate is largely a byproduct of economic growth. When someone starts a business and then needs something like an office or a warehouse, that is a positive thing for the economy. Jobs are being created by the business and further jobs are being created by the people who will deliver the space they need. But if you aren't creating new jobs in the first place, then just dealing in real estate will only take you so far.

Immigration helps, but it can also create a mirage of growth and prosperity. If you look at real GDP growth across the G7 from 2019 to today , Canada looks pretty good. We're second (+4.5%) only to the US (+8.9%). But if you look at GDP per capita over the same time period, we're dead last (-2%), whereas the US remains on top (+7.2%).

I'm not an economist; I just build things. But in my opinion, this is a problem. We should be doing everything we can to foster a stronger culture of innovation and entrepreneurship in this country. We have the talent. I mean, Ethereum has roots in this city! We just need more people turning this intellect into wonderful new companies.

Ten years ago when I was working on development pro formas (here in Toronto), we used to assume that we would launch condominium pre-sales, and then start working drawings once we hit somewhere around 50% sold. And for our hard costs, we would carry a modest inflation rate of say 2-3% per year.

The thinking at the time was that construction documents are expensive, let's not spend the money until we know that we have a good amount of sales under our belt. In Toronto, you can also use purchaser deposits toward project costs, so this is an equity efficient way of managing your cash flow.

But then this go-to-market strategy started becoming too risky, probably around 2017-2018. Sales were happening faster and costs started increasing a lot faster, and so now everyone wanted to minimize the lag between their pre-sales (your revenue) and when they procured construction (your costs).

So as an ideal and totally risk-averse approach, the objective was to be ready to start construction and to know what your hard costs would be before you even started selling condominiums. It didn't matter that you were going to spend a bunch of money on technical drawings, because it was still going to be many multiples less than your cost escalation exposure if you didn't do it. There was also a high degree of confidence that you would get the pre-sales once you did launch.

This is how things mostly worked during the pandemic. But strategies once again changed in the second half of 2022. Pre-sales slowed and people started wondering, "wait a minute, could hard costs actually come down?" The answer turned out to be yes and, this year, most people in the industry expect them to come down even further.

This is a good example of how quickly and dramatically things can change in development. In 2021, it was "we need lock in construction costs immediately or we might get hit with a 40% increase on glass ." Now it is, "let's wait as long as possible because we're in a deflationary cost environment and I'm sure it'll be cheaper later."

To some extent, you can look to leading indicators like architecture billings and home pre-sales to determine what the future might look like. But it's far from perfect. I don't know anyone that accurately predicted what we just went through over the last number of years.

So as a developer, you just have to do your best to stay ahead of what's coming and manage your downside risk as best you can. In all cases, you're going to need to be creative and nimble. Because clearly a lot can change in the span of even a single development project.

Photo by  Ben Allan  on  Unsplash