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Megan Apostol

Ridgefield Municipal Complex exterior and the author's photo.

Creative Land Arrangements Power Long-Awaited Projects

Creative Land Arrangements Power Long-Awaited Projects 2560 1450 DMR Architects

by Charles H. Sarlo, Esq.

Some of the best untapped development opportunities may be held by municipalities whose well-located but outdated schools and administrative buildings can be relocated, unlocking value that can be then used to finance new facilities elsewhere.

DMR has had an up-close view of municipal innovation in two recent situations that solved the problem of locating and financing much-needed reinvention of public buildings without undue pressure on the tax base. In New Brunswick, an antiquated elementary school became the site of a new cancer center for RWJBarnabas Medical Center and Rutgers Cancer Institute, with a new school developed on another city-owned site featuring modern educational resources and functionality that the old building could never accommodate.

In addition to addressing rapidly evolving educational needs, the New Brunswick program had at its heart two dynamics that are dominating the current real estate landscape: the boom in healthcare-oriented development that pushed RWJBarnabas Health, in partnership with Rutgers Cancer Institute of New Jersey, to create a new facility for cancer treatment; and the massive pressure to repurpose and scale-up sites in the face of downtown redevelopment.

In Ridgefield leadership declared its former Borough Hall site on Broad Avenue as an area in need of redevelopment to facilitate a sale, and constructed a brand-new municipal complex on property it already owned that offered superior access and parking. Here the requirement was for municipal services and public safety rather than education, but the driving economic concepts were the same, albeit on a smaller scale in terms of the project itself and the community in which it sits.

Each site represented interesting challenges, and each found their solution in an unusual place: Ridgefield was a perfect match for alternatives to the traditional municipal bidding process, resulting in it contracting for a fixed-price that greatly reduced its risk. And New Brunswick had DEVCO, the City’s vaunted redevelopment resource, at its disposal for both financial and planning solutions.

While residents can sometimes have sentimental feelings about municipal buildings, in both these cases when my colleagues at DMR dug just below the surface, we found that their occupants were eager to trade into something more modern and that there would be no meaningful resistance to moving from within. That tells an important story: that pragmatism about getting the job done overcomes sentimentality among the user-constituents, and once the fiscal and productivity story is told, civil servants and residents alike quickly get on board with making a change.

As schools, police stations, city halls, parking facilities, public works depots and municipal garages age out of their relevance, and as renovation costs continue to be nearly as high as constructing new facilities, we expect to see more of our municipal clients not only updating their facilities, but also turning into the next generation of insightful real estate developers.

At the Hunterdon Healthcare Medical Office Building, one room shows Nuclear Medicine equipment and an adjacent patient room.

Recent Work Shows Healthcare Industry Is a Bright Spot in Economy

Recent Work Shows Healthcare Industry Is a Bright Spot in Economy 789 444 DMR Architects

DMR is currently working on five new, upgraded or repurposed healthcare spaces, a bright spot in real estate development during an uncertain economic time. The projects consist of addressing equipment upgrades, operational needs, and a focus shift to a higher degree of attention to the patient experience with four of New Jersey’s largest healthcare systems.

“Our healthcare clients are actively working to shift patient perceptions of their spaces from clinical, scary places that are almost seen as transactional to calming, welcoming, and experiential self-care activities,” said Pradeep Kapoor, AIA, LEED AP BD+C.  “Healthcare facilities are like any other business, creating a welcoming and personalized environment will ensure repeat visits for everything from preventative to specialty care.”

Projects currently on the boards include:

  • A relocation of the cardiology department at St. Peter’s University Hospital to accommodate for new equipment.
  • A redesign of the Department of Surgery, also at St. Peter’s University Hospital, to accommodate growth/increased in-office services with nine exam rooms, three consultant rooms, and four stations of documentation and staff office/registration.
  • The expansion of the Heart and Vascular Center at Hunterdon Healthcare‘s Bridgewater location by repurposing three exam rooms in an adjacent suite.
  • A relocation of Valley Hospital‘s Primary Urgent Care Center facility in Dumont so that it can continue to meet patients’ needs in a modernized space.
  • A finish upgrade to the lobby of Palisades Medical Center in North Bergen, part of the Hackensack Meridian Health system, to provide a warm and welcoming environment.
Employees pose for a photo at a party.

Why We Stay

Why We Stay 2560 1450 DMR Architects

This post originally appeared as part of a two-part series with Real Estate New Jersey. See also, part 1, “You Build Trust by Trusting People,” which outlines DMR’s culture of empowerment. In this article, RENJ sat down with several DMR staff members to understand their experiences growing their careers at DMR. 

Pradeep Kapoor, AIA, LEED AP BD+C, Chief Operating Officer, Partner (21 years)

Pradeep Kapoor was a junior architect in 2003 when the sustainable design movement was taking hold. He recalls that Lloyd Rosenberg, DMR Architects’ president and CEO, saw the trend as a potential game-changer and asked his team if someone was interested in helping to build a practice in the emerging growth area.

Kapoor stepped forward, studied and soon became certified in the U.S. Green Building Council’s Leadership in Energy and Environmental Design program. By 2005, DMR had secured its first assignment in the field, the Carlstadt Elementary School, which in 2007 became New Jersey’s first LEED-certified public school.

“We not only give people opportunity. We ask people to bring opportunities that they would like to explore,” Kapoor said, adding: “That was something I learned from Lloyd because, when I wanted to pursue LEED and other avenues of architecture, he always encouraged me.”

Kevin Johnson, Project Manager (10 years)

Job jumping may be a common practice among young professionals, but not for Kevin Johnson, who joined DMR in 2012 and has never looked back.

Here’s one major reason: He has the tools he needs to do his job.

“I’ve always felt supported with technology,” said Johnson, a project manager. “That’s been a huge issue with some people I know — they don’t get the support they need, the computers are too slow, they don’t have the programs they need.

“So not only did I start with a good system in place, but any time I’ve had a concern about something, I’ve brought it up and it’s been looked into.”

Janet Pini, AIA, Sr. Project Manager/Associate (20 years)

Janet Pini has only ever known DMR Architects, the company she has called home since she graduated from New Jersey Institute of Technology in 2002. The firm “afforded me the opportunity to learn right as I got started,” she recalls, noting that she quickly worked on different aspects of the profession — from design and production to construction administration — along with different industries and asset classes.

“That’s been a theme through my whole career here, and I think one of the reasons why I’ve stayed is I’m not doing the same thing every day,” she said. “I’m working on municipal projects and school projects, which really has become my focus here, but I still do get housing projects, health care projects. So there’s that variety.”

Pini now spearheads a mentoring program for the firm’s junior-level talent, hoping to engender the kind of creative freedom and hands-on, supportive learning environment that have kept her at DMR for two decades.

Kurt Vierheilig, AIA, LEED AP BD+C, Director of Design, Partner (23 years)

Collaboration is key, but it’s not the only ingredient for thriving in a group setting. It also comes down to being able to understand the creative choices, opinions and suggestions of others — even if they don’t always align — and ultimately find a solution.

“I always felt that the people that worked here were really working in sync,” said Kurt Vierheilig, who was named a partner in 2017. “Everyone respected everyone else. Even if you don’t agree, you understand why you don’t agree, but there’s a goal that you’re trying to reach toward.

“I think if people understand why you might have a difference of opinion, that also helps them develop, but it also helps to keep things going in the right direction, in a respectful way as co-workers. And I’ve always felt that, no matter where you were, no matter what level you’re at, there’s always a good collaborative process. Because buildings are complicated — there’s so many different ways you can do it, different approaches you can take and a lot that goes into it.”

Fassil Zewdou, Sr. Project Manager, Associate  (21 years)

Fassil Zewdou is candid when he notes that “I really don’t like to move around.” But even he is amazed to have spent more than two decades with DMR Architects.

Why has he stayed? There’s the ability to learn, the attention from senior leaders and the strong business fundamentals that help the firm endure even in leaner times. But he also points to something that can’t be so easily quantified — company culture.

“You can define value in terms of what the company stands for — if it is employee-centered as opposed to just financials,” said Zewdou, who focuses primarily on education projects in New York City. “You can’t quantify that distinction — you just know it.”

Employees posing for a photo during the holiday party and the author's photo.

You Build Trust by Trusting People

You Build Trust by Trusting People 2560 1450 DMR Architects

This article originally appeared as part of a two-part series with Real Estate NJ.

See also part 2, “Why We Stay“. 

That philosophy has allowed DMR Architects to become a top architecture, interior design and professional planning firm, with a practice that is among the industry’s most diverse and a team large enough to accomplish projects of any size.

Lloyd A. Rosenberg has been building that team for more than 30 years, with a focus on mentorship, flexibility and the freedom to explore new areas and new technology.

We asked Rosenberg to share his thoughts on hiring and developing talent, as well as the ongoing role that DMR’s team plays in the commercial real estate industry.

You’ve built such a diverse practice. Does that happen organically or by design?

It’s probably both, but I certainly have always encouraged our staff to be independent and creative, provided it is within the scope of our project. By managing, monitoring and guiding them they are able to grow and we achieve the best outcome for everyone. And if they have a passion to do something, that’s great, because we empower them to push themselves to learn and develop personally and professionally.

At the same time, I’ve hired talented people that didn’t always fit the position we were trying to fill. So I step back and say to myself, ‘Well, are they talented? Could they do something else? Could they add value? Could they add another dimension to the firm?’ This approach has had such a positive impact on DMR.

What are you most proud of as you’ve assembled this team and created this business over three decades?

It’s several things: First, we have developed a brand and a name. That was one of my goals: I wanted anyone who introduces themselves as an employee of DMR to be immediately respected and thought of as someone who has real expertise.

I also invited in additional owners, each with their own talents and abilities, and mentored them. Today, my presence is less important. I’m not going to every meeting anymore, but I’m still here. The fact is, they are successful on their own, which is what I wanted.

But I’m most proud of the fact that I’ve been able to develop people who have produced countless meaningful and important projects. We’ve developed so many special places that years later we continue to hear from people who are enjoying our work. I often hear from people who don’t know me, or who wasn’t there when I designed that building 25 years ago, say, ‘What a wonderful facility this is.’

The exterior of the Montgomery Municipal Center includes an abundance of heavy timber, meant to honor the township's agricultural history.

Montgomery Municipal Center, Fueled by Robust Community Input, Reflects History and Identity

Montgomery Municipal Center, Fueled by Robust Community Input, Reflects History and Identity 789 444 DMR Architects

DMR Architects conceived the design for the new Montgomery Municipal Center to reflect the township’s identity as a close-knit suburban community with deep agricultural roots while providing a state-of-the-art facility that will serve the future needs of the community and administration.

The 62,000 SF building opened last summer delivering offices for Montgomery Township’s police headquarters and administration, a new branch of the Somerset County Library System, and the council chambers arranged around a central common public lobby.

It is unique in not only its design, hearkening back to old barns and farm structures, but also in its purposes and function, with connected spaces for municipal, library and community programs under one roof. The project was borne from a collaborative approach that included input from municipal and county voices, as well as more than 200 residents.

“The new municipal center has been planned to serve as a community gathering place, something that the township has long sought,” said Montgomery Mayor Devra Keenan.  “This is not just a building to us; it is a representation of Montgomery’s collaborative spirit and pride of place.”

The design takes cues from agrarian architecture with contemporary material choices, seen through the gable roof, stone exterior, metal roofing, wood siding, heavy timber canopies and abundance of glass. The result reflected the collective pride of Montgomery’s elected officials and residents so effectively that the building design was incorporated into an updated municipal seal.

“There is a distinct shift in attitudes away from building utilitarian municipal facilities that are seen as a place people ‘have to go to’. Trends are moving toward providing residents with a location that is more welcoming and engaging to the community,” said Kurt Vierheilig, AIA, LEED AP BD+C. “It’s important to a project’s success to work in unison with residents, county and municipal leaders. The spirit of collaboration was strong at all levels and the final product is something we are all proud of and that will be used for many generations.”

Hillsdale Plan Reflects Collaboration Between Residents and Elected Officials

Hillsdale Plan Reflects Collaboration Between Residents and Elected Officials 789 444 DMR Architects

The Hillsdale council recently approved the Patterson Street Redevelopment Plan for the former Waste Management site following over two years of collaboration between the public officials and residents of the community.

The redevelopment plan for the almost 12 acres known as the Patterson Street Redevelopment Plan was written in consultation with DMR Architects and includes a requirement for the developer to provide approximately 5,000 square feet of community space within the project.  The redevelopment plan allows for residential rentals to represent a significant portion of the overall area with 255 residential units of which 20 will be affordable housing.  It also requires a new public park located at the corner of Patterson Street and Piermont Avenue.

“These facilities will provide meaningful gathering spaces for meetings, sports, and recreation, improving everyone’s quality of life as well as increasing their property values,” said Janetta Trochimiuk, Council President. “The redevelopment zone was established in 2019 and encompasses 12 acres of underutilized industrial land at Knickerbocker Ave., Brookside Place, Piermont Ave. and Prospect Place.”

“Resident engagement is a critical component to municipal planning. It provides insights on what the community needs are and how redevelopment of underutilized properties can solve affordable housing requisites and also provide alternative market rate housing,” said Francis Reiner, PP, LLA.  “We are working with municipal leaders throughout New Jersey to create customized protocols for requesting and collecting feedback and refashioning plans that make everyone feel heard.”

A partnership between Claremont Development and March Development of Morristown has been chosen as the developer of the site.

Introducing DMR NY

Introducing DMR NY 789 444 DMR Architects

With more than 50 projects in New York City in its current pipeline, DMR Architects has opened DMR NY Architects (DMR NY) to accommodate its growing business practice in The Empire State.  Pradeep Kapoor will lead the DMR NY team.

DMR Architects’ dynamic growth outside of New Jersey has been bolstered by its architectural consulting services provided to the New York City School Construction Authority’s (NYCSCA) Capital Improvement Projects (CIP) across New York City.  Since 2006 it has been addressing projects of varying scale in technical complexity and cost magnitude for more than 350 projects with a construction value of more than $1 billion.

“Historically, we have expanded our practice areas in anticipation of need,” said Lloyd Rosenberg, AIA.  “The development environment throughout the Tri-State area is very strong and warrants DMR taking its commitment to creative vision, persistent energy and dynamic ideas that our New Jersey practice areas have been providing for more than 30 years into new markets.”

DMR NY will build on DMR Architects’ portfolio of efficient designs that honor the identity and history of New York’s infrastructure, including a $19 million restoration to JHS 162 in Brooklyn, built in 1909; extensive interior and exterior upgrades to the art deco-inspired PS 269 in Brooklyn and extensive interior and exterior upgrades to the 110,000 SF PS 81M in Manhattan.

“DMR NY will add a new dynamic to the marketplace by offering New York’s lower peninsula clients the same end-to-end in-house capabilities that we have been providing in New Jersey and New York City,” said Pradeep Kapoor, AIA, LEED AP BD+C, COO and partner at DMR Architects and President at DMR NY.  “I am honored and excited to lead our team into new geographic and artistic territory.”

In addition to Mr. Kapoor, DMR Partners Lloyd Rosenberg and Kurt Vierheilig will round out the DMR NY leadership team.

For more information about DMR NY visit www.dmr-ny.com.

Transformational Municipal Park Planned for Woodcliff Lake

Transformational Municipal Park Planned for Woodcliff Lake 789 444 DMR Architects

A $500,000 grant from Bergen County and two anonymous donations totaling $1 million – $750,000 from a private person and $250,000 from a local corporation – have given a strong start to the construction of a park in Woodcliff Lake that is unlike any in New Jersey and will transform how residents interact with its downtown.

Previously home to the Galaxy Gardens Nursery, the municipality acquired the site at the intersection of Werimus Road and Woodcliff Lake Avenue in 2018. By connecting the two-acre parcel to the Westervelt-Lydecker House and the municipal pool and athletic fields, DMR’s designs for the site creates a recreation, cultural and civic corridor featuring a passive great lawn, water feature, dog park, picnic areas, pergolas for shaded seating, a playground, as well as an amphitheater with a stage for concerts and other public venues.  Other elements of the municipal park include walking paths with an approximately quarter mile loop, lighting, and landscaping.

“This is an extraordinary opportunity to provide our residents with a central gathering place in our Borough,” said Mayor Carlos Rendo.  “Woodcliff Lake’s history, athletics, entertainment, and outdoor living will all come together in one place, creating a community asset that will be unique to our extraordinary community.”

“We only get to do this once, and by patiently reviewing a wide array of concepts and then meticulously planning this use, we’ve arrived at something we can all be proud of – and something that already has drawn spectacular support from the private sector. The construction of this park will provide an integrated home to the resources and activities in Woodcliff Lake that not only will serve and delight our residents but become a focal point for the arts and sports communities in Bergen County,” said Council President Jacqueline Gadaleta.

“Meaningful and vibrant outdoor spaces like this one are essential to residents’ health and quality of life and will have a positive impact on the community for generations,” said Francis
Reiner, PP, LLA. “DMR has a long history of designing green spaces that have profoundly transformed the surrounding neighborhoods and how they are used. The design of this park is one of the more unique opportunities we have been involved with and we are excited to be part of such an important project with the Borough and its residents.”

“We want to congratulate Woodcliff Lake on creating a productive collaboration with a broad array of constituencies and stakeholders to arrive at this wonderful plan,” says County Executive James Tedesco. “Woodcliff Lake has found impassioned and motivated partners, including Bergen County for a project that will be a benefit to everyone.”

The borough continues to seek corporate and foundation donors for the $3.7 million project and is offering individual and family sponsorship opportunities that will be commemorated in the park.  Woodcliff Lake collects between $210K and $225K per year through its open space tax which will go toward paying off any potential bond for the project.

Achievements in Downtown Economic Development Recognized

Achievements in Downtown Economic Development Recognized 1644 925 DMR Architects

Downtown New Jersey announced the winners of their Excellence Awards, which recognizes projects, programs and individuals for their impact on downtown economic development. This year, two friends and clients of DMR will be among the honorees, including:

Mayor John P. Labrosse, Jr., City of Hackensack

Individual of Excellence – Public Official

Since 2011, the City of Hackensack has undergone a tremendous renaissance, illustrated by more than $1 billion in private investment, 4,000 new residential units, with another 2,000 on the boards, and many sophisticated infrastructure, outdoor space, zoning, funding, and connectivity efforts. This level of success would not have been possible without the clear vision and dedication of Hackensack Mayor John Labrosse. During his nearly ten-year tenure as mayor, John Labrosse has demonstrated a tremendous commitment to the redevelopment of downtown Hackensack. Elected to the Hackensack city council in 2009 and becoming mayor in 2013 when the city’s redevelopment efforts were in its infancy, Mayor Labrosse has remained the City’s elected leader through its most significant stages of redevelopment.

“The remarkable redevelopment success in Hackensack would simply not have been possible without the clear vision and commitment of the city’s municipal team, led by Mayor John Labrosse,” said Francis Reiner, PP, LLA. “All you have to do is look around Main Street: the rising buildings, attractive streets, art, culture and overall vitality are all due to his unparalleled dedication.”

Borough of Dunellen Pop-Up Park

Honorable Mention for Excellence in Placemaking

In the summer of 2021, the Borough of Dunellen implemented the first of several community revitalization and placemaking efforts of the mile-square borough – a pop-up park located along the main commercial corridor of North Avenue. Reflecting the importance of public space and placemaking initiatives, the low-cost, high-impact project brought to life an under-utilized parking lot in the heart of the downtown. Located near businesses, the train station, and Borough Hall, the temporary place provided space for residents and visitors to sit, relax, engage with their community and take part in special programming, such as yoga classes, musical performances, Coffee with a Cop, and programming in support of the arts, the library and local businesses. Through community support and corporate sponsors, the Dunellen Pop-Up Park engaged hundreds of residents and visitors and more than 15 local businesses and organizations.

“Through the pop-up park, hundreds of residents and visitors who may not have otherwise spent time downtown last summer were able to connect with neighbors, businesses, and organizations; and most importantly, experience the great downtown atmosphere of Dunellen. The project was made that much more special because of the heart of Dunellen, our community of volunteers, who brought this project to life,” said Mayor Jason Cilento.

For more information on the other award winners or the May 24 award ceremony, please visit the Downtown New Jersey website.

Schools Turn to DMR To Redesign Entryways For Identity and Security

Schools Turn to DMR To Redesign Entryways For Identity and Security 789 444 DMR Architects

Education boards in Carteret and Hackensack have recently turned to DMR to help solve the equation of how to make school front entryways more secure for students while still being a welcoming focal point for those visiting the building.

Hackensack High School is a 260,000 square foot facility that was previously using a nondescript walkway to a security door as its main entrance, while signage down the street misdirected people to the school’s annex.

“They needed something that said, ‘Here I am,’ and is a point of pride for students, parents, teachers and administrators,” said Donna Coen O’Gorman, AIA.  “When we create a new front entrance, we are giving a school and the neighborhood an identity, welcoming people into the building, improving safety and foot traffic patterns, and providing a preamble for what to expect inside the facility.”

The rewards of building esteem in the school community from visual impact are only the secondary benefit:  in a day when security threats are an unfortunate pre-occupation with administrators, the challenge of protecting teachers and students is a critical focus.

Plans for the new entrance on Beech Street include an 1,100 square foot portico, with backlit aluminum letters atop, new landscaping and an ADA accessible drop off.  The entrance will be ready for the 2022-23 school year and also includes bullet resistant glazing, closed circuit televisions, key card access, a secured vestibule and security lighting that have been seamlessly integrated into the overall design.

“It’s a mistake for school boards to assume that a building entrance upgrade is just modernizing doors and windows,” said Lloyd A. Rosenberg, AIA.  “It’s about aesthetics, security, and how buildings function in service to students, staff, and visitors, which requires experienced architects to make programming and design choices.”

Work on Carteret’s new state-of-the-art Junior High School started long before construction workers broke ground when DMR Architects created a design plan that integrated the already-existing High School on the same property through a pedestrian bridge connected to the new, 60,000 square foot school. With the new Junior High School opening this fall, exterior upgrades were also designed at the high school to distinguish its identity and increase security.

Also in Carteret, an exterior renovation to the Columbus Elementary School required identifying a new location for the main entrance and several programming changes, including moving the main office and creating a main entrance lobby.

“In the case of Carteret’s Columbus Elementary School, the main entrance needed to be located at a prominent location but also to a space where it would function more efficiently,” continues Donna Coen O’Gorman.  “We created a portico addition that would make a visual impact but also support the school’s programming.”

The entrance design will include controlled and secure access, a security office, bullet resistant glazing and bollards and will now be located next to the cafeteria, streamlining drop-off and pickup of early- and late-entrance and eliminating the need for visitors to walk through the school.

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