Thursday, December 15, 2005

Jones Lang LaSalle


Port Authority Extends Lease, Expands to 165,000 SF
By Eric Peterson
Last updated: December 15, 2005 08:36am

NEWARK-The Port Authority of New York and New Jersey has extended its lease and expanded to a total of 165,000 sf of office space at 2 Gateway Center in this city’s Downtown area. The bi-state agency is bumping up its occupancy from just over 148,000 sf in a deal with an estimated value of just under $50 million.

The owner of the building, the Skokie, IL-based American Landmark Properties, was represented by Dudley D. Ryan, senior vice president of Trammell Crow Co. in Florham Park. The Port Authority was represented in-house by its real estate group, including Francis DiMola, Roger Muessig and Arthur Cella. The agency, which will now occupy six full floors of the building, became a major tenant at 2 Gateway after its World Trade Center offices were destroyed on 9/11.

“This commitment is one of the largest real estate transactions to be completed in Newark over the past four years,” Ryan says. “This is a significant move for Newark’s Downtown commercial real estate market,” says city business administrator Richard Monteilh. “There is a lot of soft space in New Jersey, and leases of this caliber pull space off of the market and help increase business in the City of Newark.”

“It is also a strategic investment by the Port Authority,” says Barbara E. Kauffman, executive vice president of the Regional Business Partnership, a local business group. “Gateway Center is adjacent to Newark Penn Station, which is the nexus of many Port Authority operations.”

2 Gateway Center is an 832,000-sf, 18-story class A building that’s part of the larger Gateway Complex which includes four high-rise office towers, a retail mall and a Hilton hotel. American Landmark bought the asset in early 2002 for a reported $110 million, or about $132 a foot, from the New York City-based Witkoff Properties. That sale marked the third time the building had traded in four years, during which time its market value increased by approximately 190%.
Built in the early 1970s, 2 Gateway Center’s major tenant roster includes Prudential, the asset’s original owner. Other current tenants include Wachovia, the Board of Public Utilities and AmeriChoice.
Jones Lang LaSalle

GlobeSt.com UPDATE: Vornado Takes $30M Toys Hit

By Ian Ritter Last updated: December 15, 2005 08:34am
(Ian Ritter is national online editor for GlobeSt.com/RETAIL.)

PARAMUS, NJ-Vornado Realty Trust, the owner of nearly one-third of the Toys “R” Us chain, will take a Q4 net loss of about $39.6 million due to the retailer’s third-quarter performance. The drop also accounts for close to a $30-million drop in FFO, or 23 cents per share.


During the same period last year, the net loss was $24.3 million, accounting just over $23 million of fallen FFO. However, a statement released by company executives says that about 80% of Toys “R” Us’ income comes during the fourth quarter, which will be reflected in Vornado’s Q1 report next year.


Toys “R” Us net sales for its Q3, which ended on Oct. 29, were about $2.2 billion, while its operating expenses were $776 million. Coupled with other expenses the retailer had a net loss of $136 million, according to Vornado documents.


Either Toys “R” Us will make a significant turnaround, or Vornado will own a major stake in a retailer will very valuable real estate, said Michael Fascitelli, Vornado’s president a Wachovia Securities event earlier this month. “We think the [Toys “R” Us] real estate in the US is unbelievably valuable, and we’re going to work the real estate in that toy business like you’ve never seen,” he said. “There’s lots of opportunities to mine the Toys deal.”


Vornado and private equity firms Bain Capital and Kohlberg, Kravis, Roberts & Co. acquired Toys “R” Us in March for $6.6 billion. The retailer operates 674 domestic and 641 international namesake stores as well as 225 Babies “R” Us units. Vornado owns 87 million sf of commercial space, including 96 retail properties, across the country. For previous coverage, click here.




Jones Lang LaSalle

ULI Finds Flood of Capital is Key to Market Strength
By Sean Ryan, Sean Ryan is associate editor of Real Estate New Jersey.
Last updated: December 15, 2005 08:26am

NEWARK-The near future for real estate will have its hurdles, but “as long as capital keeps flowing, everything will be all right,” said Steve Blank, senior research fellow, finance, for the Urban Land Institute. ULI’s 2006 Emerging Trends in Real Estate report points to a record-high sell point (8.24 out of 10) and a record-low buy point (4.56) this year.

Interest rates are sure to rise, leading to lower returns on investments. “I say this every year: this is the last time to lock in low interest rates. And this year I might be right!” Blank joked.
Overall, ULI recommends to sell commodity office space and retail buildings, and to either sell or hold apartments. Full-service hotels are a hold, since many have been taken off the market for condo conversions in larger markets, and warehouses are a hold, especially in distribution hubs like New Jersey.


On the development end, infill housing, age-restricted communities and resorts/second homes are recommended for builders. The vacancy rates of other types of real estate don’t warrant new construction, the report says.

Money is still prevalent. “In terms of capital, we’ve taken out the word ‘flow’ and put in the word ‘flood’,” Blank said. In addition to domestic investors, more money will be coming in from overseas, with mainland China a huge source of probable financing.
Jones Lang LaSalle



570 Broad Gets $20M in Financing for Retenanting Effort
By Sean Ryan, Sean Ryan is associate editor of
Real Estate New Jersey.
Last updated: December 14, 2005 12:08pm

(To read more on the debt and equity markets,
click here.)
NEWARK-Heritage Management LLC has received $20.5 million to refinance debt at 570 Broad St. Jon Mikula, senior managing director of the Florham Park branch of Holliday Fenoglio Fowler, tells Globe St. that the money is for future tenant improvements to lease up the remaining space in the building, in addition to refinancing the existing debt.

Mikula arranged the three-year, adjustable-rate loan with GMAC Commercial Mortgage Corp. He also worked on the $16.07 million financing Heritage received for the site 570 in 2003.
The 14-story, 207,000-sf building went through a $4.4-million renovation earlier in the year. Heritage is in the process of retenanting the once-vacant building, which it bought in 2003 for $7.5 million. Current tenancy includes Washington Mutual, Atlantic Federal Credit Union, Diversityinc., Urbitran Corp., PC Tech and Lycatel Group.

Wednesday, December 14, 2005

Jones Lang LaSalle

FedEx Will Get New 150,000-SF Distribution Center
By Eric Peterson
Last updated: December 13, 2005 02:06pm

(To read more on the industrial market, click here.)
DOVER, NJ-FedEx is set to get a new 150,000-sf distribution center within a site that until recently was owned by this city. Woodmont Properties, based in Parsippany, and the Indianapolis-based Scannell Properties have just taken title to the 50-acre tract, known locally as the North Sussex Street landfill.

Before construction can begin, the dormant municipal landfill needs to be remediated. The site was used for domestic waste from the early 1950s until it was closed down in the early 1970s. And what Woodmont and Scannell have in mind beyond the newly announced FedEx package distribution center is a general plan of mixed uses, potentially including office and flex space and a hotel. No timetable for development of the various uses has been announced.

However, FedEx hopes to have its new facility up and operating on-site by the end of next year. “We will be relocating our local ground operations to this site,” says Sean O’Connor, FedEx Ground managing director for the New York metro region. “This site will create new jobs and allow us to better serve and New York/New Jersey market.”

Lewis Zlotnick, Woodmont’s COO, credits local government officials with “getting us to this point in our plans. We were able to navigate a difficult and lengthy regulatory approval process in order to close a landfill and redevelop a site that has been dormant for more than 35 years.”
“This project certainly maximizes the rehabilitation of land, and it demonstrates innovative land reuse alternatives,” says Dover municipal engineer Michael Hantson, who with local EDC chairman and mayor-elect James Dodd is being given credit for moving the proposal along on the public sector side. “This project represents new tax revenue for the town and employment opportunities for our residents.” The former landfill is also within a designated regional center under the state’s growth management plan.
Jones Lang LaSalle


The Tricks of the Trade in Coping With Slower Sales
By ANNA BAHNEY
Published: December 11, 2005

WAITING for an apartment to sell is surprisingly vexing, and the wait is growing longer. In Manhattan, properties are taking a month longer to sell than they did a year ago at this time, 133 days on average, according to third-quarter data from the appraisal and consulting firm Miller Samuel. As agonizingly long as that may sound to a seller, it is still within the norm for the last 20 years, which was 120 to 150 days.

Anrew Phillips and Amelia S. Gewirtz found a different approach to selling.

Dottie Herman, chief executive of Prudential Douglas Elliman, said that for buyers and sellers, the current market feels like being on an expressway going 100 miles an hour and suddenly dropping to the speed limit when a state trooper appears. "Now the speed limit feels like you're not even driving, it feels so slow," she said. "But it is a healthy pace."

Still, while brokers have begun to bring back the time-honored tactic of offering incentives and gifts to increase interest in their sluggish listings, and restless owners are scrambling to have their underachieving apartments staged for sale, the most critical indicator of time on the market is the most obvious: the price.

An apartment needs a price adjustment, according to Jonathan J. Miller, president of Miller Samuel, if it has been on the market at its current price longer than the average selling time. The current problem in the market, Mr. Miller said, is a spread between list price and actual value.

"When you have market conditions that change, quite often there is a delayed reaction time for sellers, of two to three quarters, after the actual change," he said.

"If things stay subdued for the next couple of quarters, you're going to see sellers getting the message next spring or summer."

The wild card, in this scenario, is the annual Wall Street bonus money. Typically infused into the real estate economy during the first and second quarter, this money may reduce the average time on the market and increase prices because it will create greater demand at the beginning of next year.

Sometimes price is only a part of a larger collection of issues - ranging from furnishing an empty apartment to firing an ineffective broker.

Christine Graifman realized a month and a half into a three-month exclusive agreement with her agent that her two-bedroom co-op was getting overlooked, in part because of a less-than-impressive appearance on the brokerage firm's Web site.

"There was only one photograph of the exterior of the building and an outdated floor plan," Ms. Graifman said, and it vaguely referred to a Carnegie Hill location when it could have trumpeted its location on Museum Mile.

"The apartment was empty and I felt like staging would be helpful," she said. "I suggested that to the broker, but he was against it, saying it would cost too much and take too long."

Her agent's solution to the lack of traffic and a single - very low - offer was to cut the price. Again and again.

It went on the market in October 2004 at $925,000 and was cut to $915,000 before landing at $899,000. After three months she did not renew the agent's contract.

When Ms. Graifman had Andrew Phillips and Amelia S. Gewirtz, both senior vice presidents and agents at Halstead Property, look at it, they thought it was not just a good apartment but a great apartment. It did not need a price cut, they decided, but some furniture, marketing and a price increase.

Three weeks and $3,000 later the empty apartment was filled with rental furniture as well as accents like coffee-table books and candlesticks pulled from the agents' own homes. They put the apartment back on the market in March for $1.05 million and received three offers the first week, including the one the owner accepted, an all-cash bid at the asking price.

For sellers who feel that their apartment is accurately priced, Mr. Phillips suggested thinking like a buyer. By going to look at other apartments in the same area and price range, owners can gauge how their apartment measures up.

Another thing to remember is to pick the most suitable season for the apartment.

"If you're not crazed to sell something with great outdoor space you might as well wait until the spring and put it on in March or April," Mr. Phillips said. "You might sell it before that, but not at full value."

Ground-floor apartments that are dark, he said, should be put on the market in the warmer months when the sun is higher and comes in directly, while an apartment with a partial river view should go on in the winter, when there are no leaves on the trees.

And in general, Mr. Phillips said, during the summer, "if it is over $1 million, those buyers tend to be thinking about the beach or the mountains, not the city."

Many sellers, restless and wanting to feel as if they are doing something, hire a stylist to stage their apartment for sale.

Ellen Reilly, 70, an artist, has had only fair to middling interest in her two-bedroom Upper East Side apartment since putting it on the market in July. Although her agent, Katherine Slattery, a senior vice president with the Corcoran Group, did not think the apartment needed staging, she put Ms. Reilly, who wanted to be proactive, in touch with Barbara Brock, a home stager based in Manhattan.

Ms. Reilly was advised by Ms. Brock to remove several paintings that were at eye level to create more blank wall space. "We just left three little pictures over the sofa," Ms. Reilly said. A table and little pine sideboard in the bedroom were removed, creating more space, and 90 percent of the books were put into storage.

"It looks clean and fresh and welcoming," Ms. Reilly said of her staged home. "It looks livable but without my personality."

Whether this will help her find a buyer (or simply helps her to feel more involved) is unclear, but the first showings after it was staged have been positive, Ms. Slattery said. One couple expressed relief at the serenity of the space. "I hadn't had that happen before," Ms. Slattery said.

Brokers, meanwhile, have their hands full getting clients and other agents to view properties. Last Wednesday, Dolly Lenz, an executive vice president at Prudential Douglas Elliman, and her colleague, Sandy Papale, a senior vice president, held a "Women in Showbiz" panel discussion for Variety and New York Women in Film and Television at an $18.5 million town house at 37 Beekman Place. The month before, Ms. Lenz also had an event for Yves Saint Laurent and Bergdorf Goodman at the penthouse of the Trump Park Avenue building, which she has listed for $31.5 million.

Ms. Herman said that these events are a way to attract a group of buyers who may not know they are in the market for a high end property.

"These are people who have something and stumble upon a property and realize that they love it," she said. "They do not have a need for it, they want the lifestyle."

Even brokers for new construction are providing incentives. Rob Gross, a senior vice president at Prudential Douglas Elliman, recently offered a Vespa motor scooter to the buyers and their agents for the last seven units at a luxury condominium he is marketing on Attorney Street on the Lower East Side. "Brokers and developers are spending more money than before to accelerate the process," he said.

Sometimes, the inducements brokers use need to be addressed to a power greater than clients or even other brokers.

When a beautifully renovated apartment at 80th Street and Madison Avenue lingered on the market earlier this year, Katie Rosenberg, an agent with Warburg Realty, decided to try the St. Joseph approach.

This custom involves burying a statue of the saint to hasten the sale. Ms. Rosenberg recalled phoning her client and telling her, "I know we're both Jewish, but I'm taking St. Joseph in there."

The Manhattan version of this custom, Ms. Rosenberg said, requires leaving a statue of the saint in its plastic wrapping and wedging it into a house plant.

A couple of days later, however, the plant was all but dead. "I thought, 'Oh no! St. Joseph has done his work on the plant,' " Ms. Rosenberg said. "He's gotten rid of the plant, not the apartment."

She watered it, and the plant came back to life. The next day the apartment sold.

"I think owners, unless they have no sense of humor, are open to it," Ms. Rosenberg said, adding, "I've got another place in mind to take him next."
Jones Lang LaSalle


When It Comes to Taxes, Older Is Better

By JOSH BARBANEL
Published: December 11, 2005

IF you can afford the many millions you need to live at 720 Park Avenue - and you squeak past the co-op board - you will find yourself in a building with all the advantages New York has to offer. It is one of the great old Park Avenue luxury apartment buildings, with tasteful 12-room apartments and neighbors who grace the social pages, the business pages and the lists of the world's richest people.

Top, Frances Roberts for The New York Times; bottom, Chester Higgins/The New York Times
But 720 Park Avenue and its neighboring prewar dowagers, up and down the great streets of the city, enjoy another advantage: they pay uncommonly low property taxes, when compared with the market value of their apartments.

While the owners at 720 Park, which sits on the corner of 70th Street, pay about $40,000 per apartment in taxes each year, an analysis by The New York Times estimated that they would pay two to three times that if they were taxed at their true market values, under the system used for calculating taxes for single-family homes.

The analysis of 68,000 sales by The Times found that this advantage is woven into the tax base of most older co-ops and to a lesser extent many condominiums and postwar co-ops across Manhattan as market values have risen sharply. State law bars assessors from basing taxes for condos and co-ops at their true market value.

Average taxes on Manhattan co-ops and condos are lower than they would be if they were taxed the way some of the most heavily taxed houses are. But it is prewar co-ops that have the greatest tax advantage. On average, they pay significantly lower taxes as a percentage of market value than the taxes paid by even typical one- to three-family homes across the city. And buildings with unusually high recent market values, like 720 Park Avenue, pay unusually low taxes, even when compared to newer condominiums.

The owners of 720 Park Avenue pay about $3.20 for each $1,000 in value, based on estimates of the market value made by The Times from recent sales data.

On 148th Road in Rosedale, Queens, the mostly middle-class owners of boxy two-family homes - nurses, cabdrivers, mechanics and the like - pay more than $9 for each $1,000 in market value. They are among about 44,000 homeowners who pay at or close to the city's top tax rate. "I assumed that they pay more on Park Avenue," said Allyson Davilar, a nurse at North Shore University Hospital who has lived on 148th Road for 11 years. She pays $4,390 in taxes on a two-family house valued at $478,000 last year.

Jacqueline Stewart, a private duty nurse who lives next door, paid $435,000 for her house two years ago. Two weeks ago, Ms. Stewart received a notice raising her taxes by $181, to $4,390. Her husband, Godfrey, who maintains equipment for White Castle restaurants, said he didn't mind paying the taxes if Rosedale received good services, but he had complaints about the schools and what he said was the limited police presence in the neighborhood.

On Park Avenue, co-op owners are often unaware of the details of their tax bills because they pay them through their monthly maintenance charges. John E. Beerbower, a partner in the law firm Cravath, Swaine & Moore and the co-op board president, said the board has no way of knowing whether its building is charged too much or too little in taxes and instead relies on the advice of its managing agent, who in turn hires lawyers who specialize in property taxes.

"Taxes have not been much of an issue or much of a focus," Mr. Beerbower said, compared with repairs and maintenance, "where there are alternatives to discuss, such as whether to get a new rug for the lobby or not."

Under another quirk in the tax law, the owners of older co-ops also pay far less in taxes than do new luxury condos, especially when owners of the new buildings did not qualify for abatements that would cushion the blow of high taxes. Last December, Rupert Murdoch, the chairman of the News Corporation, agreed to pay the highest price ever for a Manhattan residence, $44 million for a triplex at 834 Fifth Avenue previously owned by Laurance S. Rockefeller.

It may have been expensive, but because the apartment was in a prewar co-op completed in 1931, it was a bargain in property taxes. Taxes in the building average $43,400 per apartment, or about $85,600 for Mr. Murdoch's apartment based upon his allocation of shares in the co-op.
In contrast, consider the plight of David Martinez, an international financier, who paid $42.5 million for the 76th floor and part of the 77th floor of the south tower at the Time Warner Center in Columbus Circle. (He later paid $12.5 million for the rest of the 77th floor.) Mr. Martinez has one of the highest individual tax bills in the city, around $395,000 a year for his first purchase, and a total of nearly $546,000 on both, more than six times Mr. Murdoch's tax bill.

This is not to say that in getting favorable tax treatment, the owners of the prewar co-ops are doing anything wrong. They are merely the beneficiaries of a complex property tax system set in motion in 1981 by the State Legislature over the veto of the governor, after the State Court of Appeals threw out the previous tax system as unfair.

The linchpin of the current system was a decision of the Legislature to continue to protect the owners of one-, two-, or three-family homes, who had historically low taxes. For these homeowners rates were set low and increases in assessments because of changes in market values were limited.

As for co-ops and condos, they also got a special break. The law dictated that they be assessed the way rental buildings were, and no higher, even though values of rental buildings were kept low because of rent control and rent stabilization.

Individual homes are reassessed every year using computer models that reflect the latest market values. But when city tax assessors go out to value co-ops and condos, they come up with official fair market values that are a small fraction of the true market values set in transactions between a willing buyer and a willing seller.

They try to find what they call similar rental buildings, and estimate the stream of future rental revenues and rental expenses, and then compute the current value of those hypothetical earnings.

Because prewar co-ops were compared with older rental buildings, with rent regulated tenants, low values were assigned to them. But new condos have higher values: They are assessed initially on their construction costs and later on comparisons with new market rate rental buildings.

According to the most recent Department of Finance tax records, the average official market value for prewar co-ops is stunningly low - $94 a square foot, or about $94,000 for a 1,000-square-foot apartment, values that haven't been seen in most of Manhattan in years. At 720 Park Avenue, the tax assessors assigned a market value of $141 per square foot, or $28.7 million for the entire building. But brokers say that recently, a single apartment in the 14-story building was put up for sale for $20 million and quickly went to contract, at a price estimated at $3,000 a square foot.

Yet 720 Park Avenue, like most large co-ops, routinely challenges its assessment, seeking a reduction from the rates set by the Department of Finance. At the hearings, no one talks about recent sales, or co-op prices per square foot. Instead, the co-op's lawyers point to "comps," or comparisons with nearby rental buildings with arguably lower net rental earnings than those used by the city.

According to records of the New York City Tax Commission, which hears administrative appeals, the co-op board at 720 Park Avenue has appealed its assessment every year since at least 1996. The building won a $1.75 million reduction in the city's market value in 2001, covering several previous years as well. In 2003 and 2004, its official value was reduced by the city assessor, this time by another $1 million, apparently because of weakness in the rental market. But the market value went up by $3.6 million for the tax bills that went out last spring, city records show.

Reed Schneider, general counsel for the Tax Commission, said that explaining the logic behind the assessment of co-ops is difficult. "I explain that, under the law, it is a hypothetical based on a fiction," he said.

Martha E. Stark, the finance commissioner, and other finance officials declined a request for an interview, and referred questions to Sam Miller, an assistant commissioner for communications and public service, who also declined to answer questions. But in an e-mail message, he said, "We are preparing our own analysis, and it will address ways to make the property tax more equitable and transparent."

The analysis by The Times estimated that if 720 Park paid the highest tax rate, as a percentage of market value, charged to single-family homeowners, the co-op would probably have a tax bill of about $117,000 per apartment, or about $9.40 for each $1,000 of market value.

This is just above the rate paid by the homeowners in Rosedale, Queens, whose taxes are high because the 1960's houses were given high assessments when they were built. It is also the rate used when a building is converted to one- to three-family homes.

But most single-family homeowners are allowed to phase in assessment increases over many years - 6 percent a year or 20 percent over five years - and as a result most homeowners pay less than the homeowners in Rosedale do. At the typical assessment of about $6.20 per $1,000 in market value, the co-op would probably owe about $77,000 per apartment or nearly double what they now pay.

This pattern is repeated across Manhattan. On average, all prewar condos pay an effective tax rate of $5.55 per $1,000 in market value, a difference of $2,700 in taxes for each apartment, compared with the top homeowner tax rate. The analysis found that if more recent sales were included in the estimate of market value, the effective tax rate would drop to less than $5 per $1,000 of value in all of Manhattan.

Postwar co-ops in Manhattan pay a higher effective tax rate, $8.50 per $1,000, according to the analysis, while condo owners pay, on average, $9.42 per $1,000, roughly the same as the top single-family taxpayers. (In the suburbs, real tax rates of $20 or more per $1,000 of value are common.)

This pattern is apparent across many city neighborhoods. On prime sections of Fifth Avenue, Park Avenue and Central Park West, the effective tax rate for older co-ops is $5.20 per $1,000 of value - below average for the borough, translating into $10,500 in savings per apartment under the current tax system.

On the Upper West Side, the effective tax rate for prewar co-ops is even lower, $4.80 per $1,000. Even lower effective tax rates were found in newly fashionable neighborhoods, like the Lower East Side and Upper Manhattan, from East Harlem to Hamilton Heights and Washington Heights.

Built into these low tax bills is a special tax abatement created by the Legislature in 1997 to compensate owners of co-ops and condos for what they depicted at the time as the higher tax burden they were forced to bear, compared with single-family homeowners.

The abatement, now scheduled to expire in 2008, cuts taxes a minimum of 17.5 percent for each co-op or condo (but not to owners who have more than three units in any one building) below what they would otherwise be. It is costing the city's treasury $277 million this year, city officials said.

Supporters of the abatement portrayed it at the time as a "crusade for fairness in property taxes," and they say that most buildings still need protection from high taxes, especially outside Manhattan.

But the effectiveness of the co-op and condo abatement has been repeatedly called into question by a series of studies by the Independent Budget Office, a city agency set up to review city budget and policy issues.

In 1998, George Sweeting, an analyst and a deputy director at the office, reported that 19 percent of the abatement money was not well spent, because the abatement reduced taxes below the top level of owners of one- to three-family homes. In 2004, when the law was last renewed, Mr. Sweeting raised his estimate to 35 percent.

Even advocates for co-ops and condos agree that the current tax law and the co-op and condo abatements give an unfair tax advantage to some co-ops. They say they are willing to see taxes on some buildings rise as part of a permanent fix to the tax system that will give co-op and condos equal treatment with homeowners.

"There are co-ops that are still hurting, and the vast majority of them are in the outer boroughs," said Mary Ann Rothman, executive director of the Council of New York Cooperatives and Condominiums.

Martin E. Karp, a retired corporate executive who has led the fight for relief for co-ops and condos since 1990 as head of the Action Committee for Reasonable Real Estate Taxes, said that he only wants equal treatment of owners of single-family homes and apartments, not an advantage.

"Our position is that whatever it is, it will have to be faced up to," he said. "If you want to get equity for 80 or 85 percent of the co-ops and condominiums, the others may have to give something back."

Finance Department officials are considering proposals to make the system fairer, according to several people who have been briefed on the ideas, including a plan that would set the same rules for rental buildings, co-ops and condos, and one-, two- and three-family homes. But similar proposals in the past have been raised and abandoned out of a fear of a backlash from voters who might face higher taxes.

Alexander B. Grannis, a Democratic assemblyman from the East Side who sponsored the abatement measure, said he is also looking for a permanent fix to the city's unwieldy tax system. "It has been easier for mayors and the city to live with the abatement and give up hundreds of millions of dollars in city revenue, rather than finding the political will to fix the entire system," he said.

As for the benefits going to wealthy co-op owners, he wondered whether other taxes, like a higher income tax, might suit the city better. "Property taxes," he said, "are a very regressive way for a government to raise money."
Jones Lang LaSalle


GlobeSt.com UPDATE: Giants, Jets Submit Stadium Site Plan
By Eric Peterson
Last updated: December 13, 2005 07:54am

EAST RUTHERFORD, NJ-In late September the NFL’s New York Giants and Jets franchises announced they would team up to build a new stadium at the Meadowlands Sports Complex here. Both are tenants of the existing, state-owned Giants Stadium, which was built in the ’70s. And yesterday, officials of both teams, along with state officials, announced a preliminary site plan for the new venue.

The plan incorporates elements both teams were on record for: the stadium itself is basically what the Giants wanted, while the mixed-use development around it is mostly in the ballpark for what the Jets wanted. The project’s cost has been estimated as high as $1 billion.
"Over the past few months, we have made significant strides," Jets’ owner Woody Johnson said at yesterday’s announcement.

"We believe that our partnership with the Jets will produce the premier stadium in the NFL," added Giants’ COO John Mara.

By the numbers, the site plan calls for an 81,000-seat stadium, about 3,000 more seats than the current stadium, on a 700,000-sf footprint between the existing stadium and the Meadowlands Racetrack. The facility will also have a hall of fame for the two teams, plus team stores, themed dining, and club/banquet and conference space.

The plan also calls for 520,000 sf of mixed-use space, including retail stores, entertainment, sports medicine, health and fitness and broadcast outlets. The site’s parking lots and access roads will also be reconfigured, and a new tailgating zone will be set aside, linked to the stadium through pedestrian connections. And the whole thing will be linked to the Meadowlands Xanadu, the Mills Corp. and Mack-Cali project for which site work is currently under way surrounding the sports complex’s Continental Airlines Arena.

Finally, the plan calls for a new rail facility operated by NJ Transit. "One of the greatest components of the new complex will be the rail access," says Jets’ president Jay Cross.
"This entire agreement is truly a win for New Jersey," says Acting Gov. Richard Codey, in a written statement. "It will anchor the overall revitalization of the Meadowlands. These plans will create thousands of new jobs, fuel the economy, support the community and provide fans with something to cheer about."

Under the previously announced terms, the two teams’ agreement with the New Jersey Sports & Exposition Authority, a state agency, runs for 99 years, with the NJSEA ceding operating control of the stadium to the teams. The Giants and Jets will split the stadium’s revenues equally. The NFL itself will contribute at least $150 million to the project’s cost, with the two teams dividing the rest. The NJSEA has agreed to pay $30 million toward the infrastructure improvements.

The schedule calls for a final master plan to be submitted to the NJSEA next year, with construction expected to start in 2007. The aim is to have the stadium open in time for the 2010 football season.
Jones Lang LaSalle


Food Manufacturer Buys 35,000-SF Facility
By Eric Peterson
Last updated: December 13, 2005 10:33am

(To read more on the industrial market, click here.)
JERSEY CITY-Rajbhog Foods has acquired the 35,000-sf manufacturing facility at 60 Amity St. here. The Flushing, NY-based Indian food manufacturer and retailer will use the plant for the production of its line of snack and frozen food products. The seller was Standard Casing Co., an Illinois-based maker of casings for the meatpacking industry.

The transaction was arranged for the seller by a team of CB Richard Ellis brokers, including first vice president Gary Capetta, senior vice president William Waxman, vice president Nick Nitti and senior associate Carrie Brown. The buyer was represented by Joe Manganaro of Team Resources of Carlstadt. The sale price was not disclosed.

"This facility’s close proximity to New York City and special installations made it the right property for Rajbhog’s needs," Capetta says. Besides its manufacturing operations, the new owner operates nine retail stores in New York and New Jersey, and one in the suburban Atlanta. The building is a single-story, USDA-certified food manufacturing building.
Jones Lang LaSalle

Advance Gets $51M in Refinancings
By Eric Peterson
Last updated: December 13, 2005 10:31am

BEDMINSTER, NJ-Advance Realty Group, based here, has refinanced three of its properties with a total loan value of $51 million. All three refinancings carry a 10-year term with a 25-year amortization.

The three loans were arranged by Gretchen S. Wilcox, president of GS Wilcox & Co., a Morristown-based commercial mortgage banking firm, along with the firm’s Albert Raymond. The funding was provided by Thrivent Financial for Lutherans.

The first of the three loans is secured by the Middlebrook Crossroads I and II in Bridgewater, a 20-building, 800,000-sf office/warehouse/flex park in Central New Jersey’s Somerset County. The other two loans cover Advance properties in Maryland: Four multi-tenant office buildings containing nearly 176,000 sf within the Metro East Business Park in Landover; and a 64,842-sf multi-tenant class B office building in Lanham.

Monday, December 12, 2005

Jones Lang LaSalle







CenterPoint at 8A, a New Jersey project that is part of the REIT's 15 million square foot portfolio.


CHI 12 12 05
CENTERPOINT GOES PRIVATE
Peter Slatin

In a deal that will give longtime shareholders of CenterPoint Properties Trust a 13% boost over its average trading price for the past 90 days, the Chicago industrial REIT announced after trading December 7 that it has agreed to be acquired by an institutional investor for $50 a share in a cash transaction. By the close of trading Friday, CNT shares were selling for $49.60, up from $45.83 at the close of trading Wednesday.

CenterPoint, the largest industrial landlord in the country's historically industrial Midwestern hub, is being acquired by CalEast Industrial Investors, a venture whose members include the California Public Employees Reitirement System (CalPERS) and LaSalle Investment Management, the institutional asset management division of global real estate services firm Jones Lang LaSalle (JLL). LaSalle is CalEast's managing member. JLL, which operates commercial brokerage, management, research and advisory services, posted modest gains since the announcement.

The deal's value is approximately $3.4 billion, including about $900 million in assumed debt and preferred equity.

"It's a very rich price," says Louis Conforit of Greenwood Group LLC, a Chicago hedge fund manager, noting that the stock was trading in the high 20’s in the first quarter of 2003. "The appetite of institutional investors, especially public pension funds and their advisors, for large portfolios continues to be insatiable even in the face of record low cap rates.

"CNT owns and manages some 15 million square feet of industrial and flex space, mostly in the Chcago area, but with some holdings in Canada and Mexico.

Rumors of a possible takeout began swirling in mid-October, but serious skepticism about the valule of CNT's assets dampened speculation. REIT buy-siders Green Street Advisors pegged CenterPoint's warranted share price at $39 at the time, and expressed skepticism that a deal at the price announced this week could meet the approval it has; Deutsche Bank downgraded the stock just before Thanksgiving. The sale price, a dollar above where CNT traded over a year ago, but below what some shareholders believe the company is worth, reflects the tug-of-war in real estate between go-go buyers and developers and investors concerned that property (and share) prices may be peaking. Institittions such as CalPERS clearly see values hidden in REITs in two important ways: asset pricing ,and development pipelines (in which CNT is particularly strong). Profit margins from development, however, have been steadily eroding due to rising construction costs, and asset prices appear to be stabilizing.

Green Street analyst Jim Sullivan, who tracks CNT, is wary of the deal. "Calpers is paying about $900 miillion over and above the value of the real estate for the management team," he told Forbes.com. "Justifying that price requires a tremendous amount of future value creation from superior acquisitions and development. CNT is a great team, perhaps the best in the business. But $900 million?" Whether that great team hangs together following their big payday is another key issue for Sullivan, as is how those who do stay respond to their new institutional environment. While it's a "great deal for CNT today," says Sullivan, "We should know in two to three years how CalPERS pensioners fared.

"The deal is the sixth REIT privatization announced this year. Others include AMLI Residential Properties Trust, which is being acquired by a Morgan Stanley real estate fund; Gables Residential Trust, being acquired by ING Clarion; and Prime Group Realty Trust, bought out in July for $889 million by LIghtstone Group and Conforti's Greenwood Group.
Jones Lang LaSalle


USA 12 08 05

SALARY SURVEY: WHERE THE BUCKS STOP
Peter Slatin

Real estate people love to discuss and dissect a disconnect. Last year, in our review of Specialty Consultants' annual executive compensation survey, the most apparent disconnect was the lackluster performance of real estate salaries despite the stellar performance of real estate investment.

Not this year.

"We did see some hefty increases" in year over year compensation, says Specialty Consultants vice president Michael J. Uzyak.The latest survey, which had a whopping 50% participation rate, reviewed responses from hundreds of senior and upper-level management executives with base salaries beginning in the mid $70,000 range. Each position reported on also drew on at least 50 respondents.

Just as the entire real estate industry is caught up with concerns about whether values have peaked after their long runup, salaries may be at the same happy place, cautions Uzyak.: "we're probably looking at a real plateau in base salaries across the board."

If a plateau is at hand, it is perhaps because the mountain has been scaled. "It's a situation where we are almost at full employment as far as management talent," declares Uzyak. "Anybody any good is working." As a result, he adds, "Increases based on luring people from the competition."

That can get interesting for prospective hires. The search for qualified talent is leading organizations to strike arrangements with new recruits that include "a lot more equity participation in individual deals and corporate profits" – and such deals are being made for staff level positions that typically "don't have anything to do with individual projects," says Uzyak.

The industry sector where gains have been strongest – home building – is also cooling off the most rapidly, the survey found – although cooling off is a relative term: "Home building has leveled off a bit," notes Uzyak. "Salaries are not increasing as rapidly as they had been.

"Not surprisingly, the next best area in which to be seeking work in investment and development: retail. "It's doing very well," says Uzyak. "It's second in terms of compensation growth." He also reports a "nice pop" in office and industrial salaries, although this is largely attributable to the continuing strength of the industrial sector.

On the slow side, reflecting concern about the heated condominium conversion market, is the multifamily industry. In asset and property management generally, says Uzyak, "compensation is not going up as strongly" as it is in the rest of the real estate universe, especially in finance and investing. In that group, jobseekers are "sitting very nicely in the middle of all the activity that's going on."
Jones Lang LaSalle

PREIT Starts Work on 300,000-SF Shopping Center
By Eric Peterson
Last updated: December 12, 2005 08:10am

(For more retail coverage, click GlobeSt.com/RETAIL.)
LACEY TWP., NJ-Construction is just under way for Lacey Town Center, a shopping complex here. The power center is being developed by the Philadelphia-based Pennsylvania Real Estate Investment Trust on a 43-acre site fronting Route 9 in this Ocean County community. PREIT has local approvals in place to develop up to 300,000 sf on the site.

The project will actually be done in phases, with the initial construction work focusing on the center’s major anchor, according to Douglas S. Grayson, executive vice president for development at PREIT. The 133,000-sf Home Depot store, with site work just under way, is expected to be open for business by the end of next year, says Grayson. The outlet will join two other Home Depot outlets in the region, located in nearby Manahawkin and Toms River, and when completed is expected to create 150 jobs with an annual payroll of about $5.5 million.
Besides Home Depot, the site plan for Lacey Town Center includes two out parcels. Additional tenants will include “other stores new to this market,” according to Grayson. The identity of possible additional tenants and a time frame for the project’s ongoing development have not been disclosed.

“This project is evidence of the good things that can happen when you work with the community and have the support of elected leaders,” Grayson says.

“This shopping center, and Home Depot, will provide our community with a clean tax ratable that will not place any burdens on our school system,” says township Mayor Gary Quinn. “It will also provide our residents with a quality-of-life benefit.”
Jones Lang LaSalle


Newmark Restructures Management of NJ Offices
By Eric Peterson
Last updated: December 12, 2005 10:54am

WOODBRIDGE, NJ-Newmark has created a new senior management position to direct the operations of the firm’s two offices in the Garden State, here and in Rutherford. And the firm has simultaneously announced that industry vet Joseph J. Caridi has been hired to fill the position, which carries the title of executive director.

“The trigger for this new position was the size and complexity of the market,” says Edward A. Friedman, EVP of brokerage and advisory services for the New York-based firm. The company, of course, will become known as Newmark Knight Frank after the first of the year in the wake of its recently announced alliance with the UK’s Knight Frank. “As a result, there was a need for full-time management from someone not actively pursuing brokerage business.”

“We are committed to the entire New Jersey market,” says Caridi, who will spend time in both offices. “My job is to provide management oversight in both Northern and Central New Jersey, which will free our brokers in those offices from day-to-day operations so they can devote their full attention to their clients.” Before joining Newmark, Caridi was COO of Ivy Realty Services in Montvale. And prior to that, he was the co-director of the New Jersey division of Reckson Associates Realty Corp.
Jones Lang LaSalle

Former Water Company HQ Sells for $2M
By Eric Peterson
Last updated: December 12, 2005 10:55am

HADDON HEIGHTS, NJ-500 Grove Associates LLC, a locally based development group, has acquired the 31,000-sf former headquarters of New Jersey American Water at 500 Grove St. The Voorhees-based subsidiary of American Water sold the asset for what is described by company officials as “more than $2.4 million,” or about $78 per sf.

The transaction was arranged by Jason Wolf of Colliers Lanard & Axilbund of Philadelphia. The buyer plans to renovate the site and bring it to market as a multi-tenant office building. American Water itself has leased back 4,700 sf within the building, and officials of the new ownership say they have lease commitments pending for another 11,000 sf.

The sale was part of American Water’s plan to consolidate its operations in the region, according to company officials. Some of the its employees based here will be relocated to a 55,000-sf office building at Woodcrest Corporate Center in Cherry Hill that the company leased just this past September. The balance of the positions will be moved to the Voorhees headquarters location.
Jones Lang LaSalle

Apartment Complex Secures $92M Financing to Replace Short-Term Debt
By Eric Peterson
Last updated: December 8, 2005 10:35am

(To read more on the debt and equity markets, click here and to read more on the multifamily market, click here.)
MT. OLIVE, NJ-A permanent financing package amounting to $92 million has been arranged for the owners of Oakwood Village Apartments here. The property is a garden-style complex of 107 two-story buildings with a total of 1,224 one- and two-bedroom units, built in phases in the 1970s and 1980s.


The loan was arranged by James Gunning, senior director in CBRE/Melody’s Saddle Brook, NJ office, and was provided by AIG/Sun America. Gunning arranged the package for the borrower, Oakwood Apartments LLC, an affiliate of the Florham Park, NJ-based Kushner Cos. The financing replaces existing short-term debt.

“The property has enjoyed a steady income stream over the years,” Gunning says. “The asset’s quality, along with the experience and financial strength of the sponsor, made this a good investment opportunity for AIG/Sun America.” Located along Route 206 here, the property is managed by Westminster Management, which is also part of Kushner Cos.
Jones Lang LaSalle

NAI Global Picks Up a New French Partner
By Eric Peterson
Last updated: December 8, 2005 01:59pm

PRINCETON, NJ-NAI Global, based here, has added the French real estate firm Evolis to its worldwide managed network, which now totals more than 300 firms. NAI Evolis, founded in 2000 and headed by Guillaume Dechert, offers a variety of services to investors and tenants from its offices in Paris and Nancy.

“We’ve been active in the French market for many years, including projects for UBS Private Client Group, Dow Jones, Progress Software and others,” says Jeffrey M. Finn, president and COO of NAI Global. “When our former French partner was acquired by a larger French financial organization, we committed to maintain our link to the French community.”

“With our knowledge of the French market coupled with NAI’s long-term operational experience, we expect continued double-digit growth for NAI Evolis,” Dechert says. “We expect our French clients to benefit from the networked NAI offices abroad.” Current clients of NAI Evolis include Diageo, GE, HSBC, Interactive Data, Natexis, Newsweek, Meridiam, Schneider, Sony BMG, SAP, Wipro and Yves Rocher.