| Preface |
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ix | |
| Acknowledgments |
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xi | |
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2 | (28) |
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3 | (1) |
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The Book's Approach and Objectives |
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4 | (1) |
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5 | (2) |
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Paths for Entering the Development Field |
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7 | (1) |
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8 | (6) |
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9 | (1) |
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9 | (3) |
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Improving the Chances of Successful Development |
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12 | (2) |
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Managing the Development Process |
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14 | (14) |
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15 | (2) |
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17 | (1) |
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17 | (11) |
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28 | (2) |
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2 Organizing for development |
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30 | (42) |
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31 | (2) |
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The Firm's Organization and Management |
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33 | (6) |
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Organizational Life Cycles |
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34 | (2) |
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36 | (1) |
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36 | (3) |
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39 | (1) |
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Choosing Consultants and Contractors |
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39 | (4) |
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39 | (1) |
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40 | (2) |
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42 | (1) |
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43 | (1) |
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The Design/Construction Team |
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43 | (13) |
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43 | (3) |
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46 | (1) |
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47 | (1) |
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47 | (2) |
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49 | (1) |
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Environmental Consultants |
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49 | (3) |
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52 | (1) |
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Parking and Traffic Consultants |
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53 | (1) |
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Asbestos Abatement Professionals |
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54 | (1) |
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54 | (2) |
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Real Estate Service Firms |
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56 | (8) |
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56 | (1) |
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57 | (1) |
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57 | (1) |
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58 | (1) |
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59 | (2) |
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61 | (1) |
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Public Relations and Advertising Agencies |
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62 | (1) |
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63 | (1) |
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64 | (2) |
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Sources of Financing for Real Estate Projects |
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66 | (5) |
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66 | (1) |
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Savings and Loan Institutions |
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66 | (1) |
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67 | (1) |
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67 | (1) |
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67 | (1) |
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Syndications and Real Estate Investment Trusts |
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67 | (1) |
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Private Equity Investors and Joint Ventures |
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68 | (1) |
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The Bond Market and Commercial Mortgage-Backed Securities |
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68 | (1) |
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68 | (1) |
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68 | (1) |
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69 | (1) |
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Mortgage Bankers and Brokers |
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70 | (1) |
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70 | (1) |
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71 | (1) |
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72 | (74) |
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73 | (2) |
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73 | (2) |
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Land Development versus Building Development |
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75 | (1) |
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75 | (35) |
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Market Analysis before Site Selection |
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75 | (3) |
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Site Selection and Acquisition |
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78 | (7) |
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Market Analysis after Site Selection |
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85 | (2) |
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87 | (9) |
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Financial Feasibility Analysis |
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96 | (14) |
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110 | (15) |
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Evolution of Subdivision Design |
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111 | (2) |
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Sensitivity to Design Issues |
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113 | (1) |
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Conservation Development, Clusters, New Urbanism, and PUDs |
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113 | (1) |
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114 | (1) |
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115 | (2) |
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Streets and Street Hierarchy |
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117 | (1) |
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118 | (5) |
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123 | (1) |
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124 | (1) |
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125 | (5) |
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126 | (2) |
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128 | (2) |
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130 | (2) |
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132 | (4) |
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133 | (1) |
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Marketing to Homebuilders |
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134 | (1) |
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135 | (1) |
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136 | (1) |
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Interstate and Internet Marketing |
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136 | (1) |
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Development Maintenance after Completion |
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136 | (8) |
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137 | (5) |
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Community and Condominium Associations |
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142 | (2) |
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144 | (2) |
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4 Multifamily Residential Development |
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146 | (92) |
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147 | (4) |
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148 | (1) |
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148 | (2) |
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150 | (1) |
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151 | (40) |
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151 | (8) |
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159 | (9) |
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Financial Feasibility Analysis |
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168 | (23) |
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191 | (11) |
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194 | (1) |
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195 | (2) |
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197 | (1) |
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198 | (1) |
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199 | (1) |
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200 | (2) |
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202 | (17) |
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202 | (1) |
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Calculating Interest for a Construction Loan |
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203 | (2) |
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205 | (4) |
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209 | (8) |
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Government Programs and Working with Nonprofit Organizations |
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217 | (2) |
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219 | (3) |
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Managing and Scheduling the Job |
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219 | (1) |
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220 | (1) |
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221 | (1) |
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221 | (1) |
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222 | (7) |
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Developing a Marketing Strategy |
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222 | (1) |
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The Marketing and Leasing Budget |
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223 | (2) |
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225 | (1) |
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226 | (3) |
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Operations and Management |
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229 | (3) |
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230 | (1) |
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231 | (1) |
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Refinancing and Selling the Property |
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231 | (1) |
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232 | (3) |
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Case Study: West River Commons |
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235 | (3) |
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238 | (44) |
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239 | (4) |
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Categorizing Office Development |
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239 | (1) |
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Trends in Office Building Development |
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240 | (3) |
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243 | (18) |
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243 | (4) |
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247 | (1) |
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248 | (2) |
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250 | (1) |
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251 | (1) |
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252 | (1) |
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253 | (1) |
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254 | (6) |
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Tenant Leasehold Improvements |
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260 | (1) |
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261 | (1) |
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261 | (5) |
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262 | (1) |
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263 | (1) |
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264 | (1) |
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Standby and Forward Commitments |
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264 | (1) |
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264 | (2) |
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266 | (3) |
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266 | (1) |
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267 | (2) |
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269 | (1) |
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Operations and Management |
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269 | (2) |
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271 | (1) |
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271 | (1) |
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Selling the Completed Project |
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271 | (1) |
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271 | (3) |
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Case Study: 17th and Larimer |
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274 | (5) |
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Case Study:11000 Equity Drive |
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279 | (3) |
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282 | (44) |
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284 | (3) |
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284 | (3) |
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Categories of Business Parks |
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287 | (1) |
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Rehabilitation and Adaptive Use |
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287 | (1) |
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288 | (12) |
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Market Analysis before Site Selection |
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288 | (4) |
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292 | (3) |
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Market Analysis after Site Selection |
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295 | (2) |
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297 | (3) |
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300 | (1) |
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300 | (8) |
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300 | (3) |
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Building Design and Construction |
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303 | (4) |
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307 | (1) |
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308 | (6) |
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Construction and Permanent Loans |
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308 | (1) |
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309 | (1) |
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Dealing with Institutional Investors |
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309 | (1) |
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Joint Venture Deal Points |
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309 | (2) |
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311 | (3) |
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314 | (3) |
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314 | (1) |
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315 | (1) |
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316 | (1) |
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316 | (1) |
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317 | (3) |
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317 | (1) |
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318 | (1) |
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Stage 3 Stabilized Operations |
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318 | (1) |
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319 | (1) |
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320 | (1) |
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321 | (5) |
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326 | (46) |
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The Evolution of Shopping Centers |
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328 | (3) |
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From Downtowns to Big-Box Retailing |
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328 | (1) |
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328 | (1) |
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329 | (1) |
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330 | (1) |
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Classifying Shopping Centers: Commodity versus Specialty Retail |
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331 | (1) |
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The New Shopping Paradigms |
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331 | (3) |
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Development Opportunities |
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334 | (2) |
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334 | (1) |
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335 | (1) |
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335 | (1) |
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336 | (1) |
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336 | (1) |
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336 | (11) |
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Market Filter--Trade Area and Sales Potential Analysis |
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337 | (3) |
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Physical Filter--Site Analysis |
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340 | (3) |
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Regulatory Filter--Public Approvals and Handling Opposition |
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343 | (1) |
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Financial Feasibility Filter |
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344 | (3) |
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347 | (9) |
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Shopping Center Configuration |
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347 | (1) |
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Access, Parking, and Circulation |
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348 | (2) |
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350 | (1) |
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350 | (2) |
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Building Structure and Shell |
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352 | (3) |
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355 | (1) |
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356 | (1) |
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356 | (1) |
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357 | (2) |
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General Financing Considerations |
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357 | (1) |
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357 | (1) |
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358 | (1) |
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358 | (1) |
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359 | (1) |
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Merchandising and Leasing |
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359 | (5) |
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360 | (1) |
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The Shopping Center Lease |
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361 | (3) |
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364 | (1) |
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364 | (1) |
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364 | (1) |
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365 | (1) |
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Financial Records and Control |
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365 | (1) |
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366 | (1) |
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Case Study: Bayshore Town Center |
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367 | (5) |
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372 | (20) |
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373 | (8) |
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Industry Restructuring in the 1990s |
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374 | (1) |
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374 | (2) |
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The Demise of Small Developers? |
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376 | (1) |
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376 | (1) |
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Paying for Infrastructure |
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377 | (1) |
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Regulatory Change and the Erosion of Development Rights |
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378 | (1) |
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The Technological Revolution |
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379 | (2) |
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381 | (2) |
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381 | (1) |
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381 | (1) |
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382 | (1) |
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383 | (4) |
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383 | (1) |
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384 | (1) |
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384 | (2) |
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386 | (1) |
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Transportation and Congestion |
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387 | (1) |
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387 | (5) |
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The Developer's Public Image |
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388 | (1) |
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Gaining Community Support |
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388 | (4) |
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392 | (1) |
| Conclusion |
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392 | (2) |
| Index |
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394 | |
