18A — June 9 - 22, 2017 — M id A tlantic
Real Estate Journal
www.marejournal.com
M id A tlantic R eal E state J ournal By Steven Denholtz, Denholtz Associates Three Steps to a Successful Developer / Municipality Partnership
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et me say at the outset -public/private part- nerships are not easy!!
as economics and community planning. Speed to market is critical. Talking the same lan- guage is essential to attract the quality developers that help communities thrive. No two municipalities are the same and, of course, there will always be challenges, but a spirit of collaboration can go a long way. Below are some tried and true tactics we have de- veloped over the past 65 years for working closely with cities and towns across the nation to ensure success. 1. Be willing to compromise. Be flexible and make this known from the outset– Explo- ration of all options is arguably the most important strategy to keep in mind prior to and dur- ing work with a municipality. Often, developers believe that their project, as formulated by their team of engineers, plan- ners and financiers, is the best possible use for the town. They imagine a fully formed project that will check off every box on their wish list, eg., high-densi- ty, set back variances or a retail project at the corner of the most highly trafficked intersection
in an affluent area. But a town is often unwilling to approve such a project. Unfortunately, this realization is one that every developer will face on almost every project. We have seen resistance to our “per- fect” plans come from a wide range of sources, whether it was a group of concerned local citizens or the town council. By adapting, or adding or subtract- ing features to better reflect a town’s residents and vision, we have been able to overcome this resistance and successfully construct collaborative projects that represent the best uses for the town. 2. Engage stakeholders - In our highly-connected era, main- taining efficient lines of com- munication with stakeholders in a town is not an option. It’s a must. And make sure your team speaks with one voice. If decisions are made on the spot, it is important to closely com- municate all changes. Meeting minutes are important. Wheth- er it’s a local environmental group, a municipal leader, or an influential community mem- ber, proactively forge a strong
working relationships with as many stakeholders as possible. Trying to keep the public or leadership in the dark about potentially upsetting portions of a project will generally back- fire and create an uncorrectable breach of trust between the developer and the town. Open, trusting relationship are the best tool to ensure that the mu- nicipalities hear our concerns and consider adopting them. 3. Be patient but also per- sistent - Projects don’t come together over night. Receipt of approvals is typically lengthy, especially when they involve environmentally sensitive is- sues or complexities that im- pact traffic patterns or usage. These cause headaches and delays for both the developer and the city/town. It is essential to maintain momentum and push ahead on the permitting and approvals process each show that Retro-commission- ing can: • Optimize performance and energy savings. • Produce a desirable return on investment There are many incentives to switching out old lightbulbs to LEDs – such as: Rebates for LED Lighting: • Financial incentives are commonly available for light- ing renovation projects. New Jersey’s Clean Energy pro- gram has various programs. • Rebates for LED luminaires are given by many utilities for Design Lights Consortium qualified luminaires. • Energy codes mandate the use of lighting controls in most new institutional and commer- cial buildings. When considering the switch to LED bulbs – here are some things to look for: • Look for quality materials • Seek low toxicity levels – some LED bulbs contain lead, arsenic and other potentially dangerous substances. • Search for environmental adaptability features. • Ask about lamp testing. • Search for valid UL registra- tion numbers. • Look up DLC qualifica- tion. (The DLC is a voluntary program that applies only to LED/SSL commercial lighting products that are not included in the Energy Star® program.)
time it becomes possible to do so. Waiting for resolution of each aspect of a project before taking the next step will delay you. A back step now and then may occur – but those are risks that should be taken. Following these best practic- es has allowed Denholtz Associ- ates to successfully collaborate with dozens of municipalities to fulfill our core mission of add- ing value to the communities we work and invest in. We are currently developing projects in Clark, NJ, Red Bank, NJ, and St. Petersburg, FL. Each of these mixed-use projects has required great efforts from all involved. We look forward to continuing to work to build stronger and more vibrant com- munities with our municipal partners. Steven Denholtz is Chief Executive Officer of Den- holtz Associates. n After these considerations have been made, here are some tips on deciding which light is best suited for the project: How to choose the right LEDs • Simply installing LED lamps does not guarantee a reduction in carbon footprint and lower utility bills. • Not all LEDs are the same – the wrong LEDs may not be capable of providing energy and financial savings. • According to US Energy Information Administration, lighting accounts for 19% of commercial sector electricity consumption. Is a LED retrofit the right approach? • Lamp replacement – some lamp fixtures can be retrofit- ted by simply changing out bulbs. • Retrofit kit – mounts directly into the existing luminaire housing. These kits keep the original fixtures and converts them to energy saving LED fixtures. • Fixture Replacement – re- place entire existing fixture with an LED fixture. In short, the payback on using LED lamps can signifi- cantly improve lighting and reduce the bottom line. Be sure to research all options when considering LEDs. Caroline Shelly, CID, LEED AP+BD-C is princi- pal at HF Planners. n
But local real e s t a t e i n i - tiatives are significantly strengthened by the syner- gy of munici- pal leaders and develop- ers establish-
Steven Denholtz
ing effective mechanisms to work together. A successful project will reap rewards for both the local community and those that invest in it. I’ve witnessed failed part- nerships and heard my share of horror stories. I’ve been frustrated and discouraged but also partnered with some great cities and towns to build projects that enhanced commu- nity aesthetics, added jobs, and provided new and innovative living options. Vocabulary is important. Municipalities seeking private development must ensure that their municipal officials are educated on the realities of private development as well
Headache #42 – Lighting . . . continued from page 2A
SVN | Miller Commercial Real Estate Advisors’ Tilghman & Gilkerson lease to Salisbury’s onlymedical cannabis dispensary
SVN | Miller Commer- cial Real Estate Advisors Rick Tilghman, CCIM and
Joey Gilk- erson have collaborated to lease 400 SnowHill Rd. in Salisbury. Th e 2 , 4 0 0 s/f building i s t h e f u - t u r e h ome of Peninsula A l t e r n a - tive Health, which will be Sal i sbury ’ s on l y med i - cal cannabis dispensary. T i l g h m a n represented
Rick Tilghman
400 Snow Hill Rd.
the landlord and Gilkerson represented the tenant in this deal. “I am very thankful for effort Joey Gilkerson displayed dur- ing our search for a new loca- tion for Peninsula Alternative Health,” said Anthony Darby, CEO. “Given our industry we
had some out of the box needs and requirements, and Joey was able to satisfy them all. The location that he was able to secure on our behalf is close to downtown, easily accessible to the bypass and will allow us to best serve our patients throughout Delmarva.” n
Joey Gilkerson
Hamilton, NJ — Jaime Lawson has been named account man- ager at New D a y U n - derwriting Managers , a specialty intermediary Lawson joins NewDay UnderwritingManagers as account manager of environmental and con- struction-related professional liability insurance coverages. She is responsible for sup- porting the company’s new business efforts and supplying risk management and insur- ance information to New Day’s agents, brokers and customers nationwide. “Jaime possesses a unique blend of knowledge, experience, and management skills in this highly competitive industry,” said Jefferey Lejfer , New Day’s CEO. Prior to joining New Day, Lawson was employed at vari- ous leading insurance agencies in New Jersey. n
Jaime Lawson
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