Brandon Donnelly — Daily insights for city builders. Published since 2013 by Toronto-based real estate developer Brandon Donnelly. — Page 600

The City of Toronto is currently reviewing its Official Plan , which is a city planning document that acts as a kind of master guide for land user matters. It is a pretty important document in that it dictates, among other things, what kind of development should go where. One way that it is often explained is that our OP is the "vision", whereas our zoning by-laws are the "precision."

This update will be completed by next summer. Why? Because the Province of Ontario said so. (That's how things work around here. I think cities should have more power.)

Toronto is expected to grow by more than 700,000 people and add some 450,000 jobs by 2051. Where these people and jobs will be accommodated is a big part of the exercise here.

As part of this review, the City of Toronto published this Story Map . It is pretty neat. It looks at how the city has grown over the years (the above image is Toronto's 1943 Master Plan). It explains a little bit about how planning works. And it has a bunch of stats on how people live and work in the city. I just used it to confirm my hunch that there are exactly zero single-family homes in my neighborhood.

Looking at the above map from 1943, it is, of course, interesting to see how much the city has grown. But it also interesting to note that many of the neighborhoods that now form part of the city were just "New Residential Areas with Prospective Populations." They were colors and numbers on a map in areas that had yet to be built out by developers.

When I see this, I can't help but wonder what the narrative was like at the time with respect to these new developments. Were people upset? Were people happy? Did people even notice what was happening on the edges of their city? Because sprawl, and that's what this was, is quite different from intensification.

Our focus today is on the latter. It is about building up as opposed to out. There's no more room for yellow shaded areas with numbers. This means that we will end up using our land and other resources more efficiently, but it also presents a whole host of issues. Change is hard. Intensification is hard. Part of the job of this document is to navigate some of these challenges.

If you'd like to get engaged with the city's Official Plan review, head over here .

British designer Paul Smith was recently interviewed by Monocle on Design about his recent collaboration with BMW and Mini. If you like Mini cars, you'll probably like the episode. But he also raises two interesting points about his business and about how he approaches design.

The first is that his business is a balancing act. In the front, he wants it to be pioneering, flashy, and self-indulgent. But in the back, he keeps the lights on by selling lots of navy blue suits and polo shirts. Both are important, because if you stop pioneering then you stop being relevant.

The second point he makes is about how he approaches design. Paul Smith's London studio is famously cluttered . He likes to collect a lot of stuff. Some might call it hoarding. But for him, the space helps him think laterally and also remain "childlike." (Where we work apparently matters.)

Children, as we know, are honest, curious, and free in a way that adults aren't. They don't have the same reference points and that can be very empowering. Forget the way that things are currently done and challenge yourself: "What if?" I like that a lot.

To listen to the Monocle on Design episode, click here .

Photo by  Boris YUE  on  Unsplash

It was recently announced that Amazon plans to start opening large brick-and-mortar retail stores that are akin to department stores. They won't be quite as big. Supposedly they will be around 30,000 square feet. But this is still a meaningful commitment to physical retailing. The first stores of this type are expected to be in California and Ohio.

On the one hand, this move probably appears counterintuitive. I mean, Amazon is a machine built around e-commerce (though it does already have other physical stores). But on the other hand, you could argue that they are simply following a retailing playbook that was developed over a century ago by companies like Montgomery Ward and Sears.

Both of these companies disrupted traditional retailing in the late 19th century through mail-order catalogues. Why pay for physical space when you can just mail people catalogues? (Your margin is my opportunity, right?)

But as we know, eventually these mail-order catalogue businesses turned into brick-and-mortar stores, and they then thrived this way for many years. If you consider e-commerce to just be the 21st century equivalent of the mail-order catalogue, then perhaps this next move by Amazon was always destined to happen.