MEREDA’s Morning Menu Breakfast – Workforce Development: A Conversation with Labor Economist, John Dorrer, and Chief Executive Officer of Associated General Contractors of Maine, Matt Marks

Building the next generation of skilled workers is a national challenge. Maine can be a leader in its approach to building a trained workforce with your help!

Join MEREDA for Breakfast in Biddeford at Pepperell Mill Campus on November 29th for a conversation with Labor Economist John Dorrer and Matthew Marks, CEO of the Associated General Contractors of Maine.

Recruiting and training a highly skilled workforce are key to industry growth and profitability -we must meet the challenge.

Download the Event Brochure

About the Event:

November 29, 2018 – 7:30AM to 9:00AM

Pepperell Mill Campus
40 Main Street
Biddeford, ME

Buffet Breakfast: 7:30-8:00 am
Program: 8:00-9:00 am

About the Panelists:

John Dorrer is a labor economist and workforce analyst who has been tracking Maine workforce and labor market issues for over 40 years.  Dorrer has worked at the local, state and national level in a variety of leadership, executive and technical roles, including Chief Workforce Strategist, Maine Community College System, Senior Advisor at Georgetown University, Center on Education and the Workforce, Director of Labor Market Research at Jobs for the Future in Boston, Acting Commissioner of the Maine Department of Labor, Director, Center for Workforce Research and Information at the Maine Department of Labor, Deputy Director, Workforce Development Programs at the National Center on Education and the Economy in Washington D.C.

John has held many appointments to multiple national and state panels, boards and study groups including Public Policy Advisory Committee, Boston Federal Reserve Bank, Consensus Economic Forecasting Commission and Maine Economic Growth Council, Trustee, Mid-Coast Regional Redevelopment Authority (MRRA) 2011-2015 and currently, serves as Board Member, Maine Center for Economic Policy, Coastal Enterprises Inc.(CEI), Research Committee, Maine Economic Focus Initiative and Alfond Leaders Advisory Committee.

Matthew Marks, a native of South Portland, Maine, was selected as the Chief Executive Officer of the Associated General Contractors of Maine in August 2012. In 2008 he joined AGC Maine as the Chief Operations Officer. As the COO he managed the regulatory issues for the Chapter. He is a graduate of University of Southern Maine’s Applied Technical Leadership Program. In 2013, he was selected as the University of Southern Maine’s Applied Sciences Alumnus of the Year. Matt served on various active committees including the Maine Dig Safe Advisory Board, AGC Maine Education Foundation, Aquatic Resources Management Strategy Steering Committee, and the Southern Maine Community College Building Division Advisory Board. Prior to joining AGC Maine he was employed by a diversified family business that included construction, fuel, transportation and property development.

Registering for the Event:

Your RSVP is requested by November 22, 2018. Payment is expected at the time of registration. No refunds will be granted  to anyone who registers, but fails to attend or who cancels after November 22, 2018.

Ticket Prices:

Members: $45 each | Non-Members: $55 ea
Prices increase by $10 after November 22

Visit www.mereda.org to register

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Maine Real Estate & Development Association Appoints Rick Flagg of Norway Savings Bank to Board of Directors

The Maine Real Estate & Development Association (MEREDA) has announced that Rick Flagg of Scarborough, Regional Vice President of Commercial Lending for Norway Savings Bank has been appointed to its Board of Directors.

Rick was born and raised in Eastport, Maine and attended Eastport Elementary School and Shead High School before receiving his degree in Economics from the University of Maine at Orono.

After college he moved to Southern Maine to begin a career in the banking industry.  After a brief stint with Fleet Bank, he worked a number of years for Maine Bank and Trust before becoming a commercial lender with Norway Savings Bank.  He’s been with Norway Savings Bank for 17 years and is currently a Regional Vice President of Commercial Lending.

Rick has served on a number of boards over the years including Maine Center for Entrepreneurial Development (MCED) and Risk Management Association (RMA) where he is a past president.

“Norway Savings Bank has been a longtime supporter of MEREDA and we are pleased that Rick has decided to join us on the board, as well as participate on MEREDA’s Membership & Marketing Committee.  We look forward to his active participation as we work to further MEREDA’s mission throughout the State”, commented Shelly R. Clark, Vice President of Operations for MEREDA.

For further information, please contact MEREDA’s Vice President of Operations, Shelly R. Clark at 207-874-0801 for visit www.mereda.org.

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Change is Necessary to Propel Housing Forward

Investment in off-site building is the first step toward addressing the country’s shortages of labor and housing.

By George Casey, Stockbridge Associates

In November 2016, I put forth the thesis that the home building industry was reaching the point of severe labor constraint and that new thinking and business models were needed. The constraint was occurring at a level of production equivalent to only two-thirds of the average production level of housing achieved regularly from 1950 to 2010. If we were going to produce enough housing to alleviate the growing housing shortage and affordability crisis, we were going to have to figure out how to create more housing than the current industry was doing.

In the past, the solution to such an issue would be to open the immigration gates to fill the need. It is what America has done to fill labor needs for nearly two centuries. But these are different times, and the so-called immigration relief valve now has a “closed” sign on it.

The next logical solution is to evolve to automation in the production of homes, building all or pieces of homes in factories using new technologies. It is what Europe has done over the past couple of decades as it faced a similar labor problem.

The industry has done this before. After World War II and up until the early 1970s, there was a vibrant factory-built housing business in the U.S. as defense plants, tooling, and skills rotated from building tanks, planes, and munitions to building homes. Companies such as National Homes built homes and communities that last to this day.

The recession of the early 1970s and the subsequent reorganization of the mortgage and construction financing businesses left us with an industry with over 93% of production performed stick-built from scratch on-site. There has been a price to remaining in this stick-built, on-site method, however.

Currently available data by industry since 1945 reported in February 2017 by the McKinsey Global Institute demonstrates that most other industries had achieved a 1500% improvement in productivity over that 70-year period. The construction industry showed a 0% improvement in the same period.

McKinsey notes a tremendous opportunity for productivity improvement through the creation of factory environments and the adoption of technologies and automation that all the other industries, save construction, had gravitated toward.

Move Toward Off-Site

In the past six to 12 months, we are now seeing movement in this direction—finally.

Prescient materials suppliers, such as LP and CertainTeed, have made investments in and with factory-built entities Entekra and Unity Homes, respectively. Both Entekra and Unity Homes focus on high collaboration and the adoption of BIM modeling up front so that all quantities, measurements, and tolerances are known, and value engineering is done prior to the creation of the house pieces and parts.

California-based Katerra has taken this model further with the sourcing of supplies in its own supply chain, and other fully integrated modular manufacturers such as Kasita, BluHomes, Blokable, Blueprint Robotics, Plant Prefab, and Proto have received varying levels of institutional interest and/or financing recently.

Japanese industrial giants involved with factory-built housing solutions, such as Daiwa House and Sekisui House, have purchased U.S. home builders in the past two years. Although they have yet to bring their factory-built expertise to bear yet, most analysts believe this is the inevitable direction.

Manufactured housing behemoth Clayton Homes (owned by Berkshire Hathaway and owning a 50% market share of the U.S. manufactured housing market) has purchased several site-built builders over the past two years, including Oakwood Homes in Denver, which is known for building efficiently.

The foundation of the factory-built revolution has begun.

Interestingly, most of the public builders are still on the sidelines in this game. Only Toll Brothers and NVR have factory-built component capabilities in-house; both for several decades. This may start to change, however.

The labor shortage that’s limiting housing production appears to be in the early innings of a potential solution, and that solution has initial outlines of the way housing is successfully produced overseas.

As Gerry McCaughey, the CEO of Entekra, has noted, we don’t have a labor problem, we have a process problem. By solving the process problem, we can get more out of the labor that is there.

My belief is that we are going to need both for a while: better processes and more labor. During the transition, as the factory-built business spools up, we will still need more labor, both in factories and on the jobsite, using the current model for production.

Composition Change

However, there is another issue that the industry has ignored for too long when it comes to labor availability. When a trade labor shortage has been discussed, we have actually meant a male trade labor shortage. The facts indicate that the industry has artificially limited the number of available workers to build homes: female participation in construction, particularly at the trade level, is not even discussed as a potential source or solution.

Here are some relevant facts:
· 47% of the active U.S. labor force is women. After climbing for the past four decades, this has leveled off or slightly declined
· 29% of manufacturing jobs are filled by women
· 4% of construction and trade labor is filled by women (ranging from 1% for masons and bricklayers to 5.7% for painters)

With current site-built construction techniques, brute force labor is still the norm, and we tolerate a sex exclusion culture on the jobsite, just as the military did until recently, even when brute force is not required for all of the work to be done.

It is not easy to change cultural norms. At least in the military, there is a command structure that can set policy and enforce it. However, builders do not fully control their subcontractor and supply chains.

Factory-built solutions offer a new and more inclusive opportunity for the industry and is not without precedent. During World War II, women assembled tanks, ships, planes, guns and munitions in factories when necessary, and the result was highly successful.

Go to manufacturing environments today, and women on the shop floor and in production management are not rare.

I was on a panel recently at ULI with Margaret Whelan of Whelan Advisory. She noted that Buddy Raney of RCI Construction in Orlando, Fla., employs more women than she’s ever seen on a factory floor, as they deliver their Vertically Integrated Total Solution (VITS) to the national builders in their markets. Raney estimates that VITS reduces the typical framing cycle by 10 days; allowing for their builder customers to close 10% more homes as a result.

If more of housing production is able to move to factory environments, that data seems to indicate that there is about a seven-times-higher probability of attracting female labor into the industry than currently exists. That could swell the number of people available to build homes and, most likely, the total number of homes produced.

How many homes per year might that mean? What would it mean in terms of new thinking, new management, and new blood into a stale industry?

By changing the methods that we use to create housing and the gender composition of those doing the creation, might we get better results than we do currently?

It is time that we all recognize how women have been excluded from the construction labor force for too long and that a change is needed. The shift toward factory-built houses and housing components offers a tipping-point opportunity to begin the correction of this situation for the benefit of many.

Originally published in Builder Online on May 14, 2018 and can be found at https://www.builderonline.com/building/change-is-necessary-to-propel-housing-forward_o?utm_source=newsletter&utm_content=Article&utm_medium=email&utm_campaign=BBU_051818A%20(1)%20A&he=acb26dfc22037f8627bb26d072d9871f0bba5969 

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Maine Real Estate & Development Association Recognizes Retiring Board Member

The Maine Real Estate & Development Association (MEREDA) has announced that Noel Graydon of Kennebunkport, Regional Vice President for Norway Savings Bank has retired from MEREDA’s Board of Directors after 9 years of service. During this time, Noel served on MEREDA’s Membership & Marketing Committee bringing many ideas to the table over the years, and was recognized with MEREDA’s Volunteer of the Year Award in 2011.

“MEREDA has been able to thrive and grow through the active participation from individuals like Noel.  We thank him for his many years of service to the organization and the real estate industry,” commented Shelly R. Clark, Vice President of Operations for MEREDA.

For further information, please contact MEREDA’s Vice President of Operations, Shelly R. Clark at 207-874-0801 for visit www.mereda.org.

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The Right Equation for Responsible Development: Spotlight on Saco Mill #4

In multi-part series, exclusive to the Maine Real Estate Insider, we’ll provide an up-close look at the most notable commercial development projects of the past year that are helping to fuel Maine’s economy in terms of investment and job creation.  MEREDA is proud to recognize responsible development based upon criteria including environmental sustainability, economic impact, energy efficiency, difficulty of the development, uniqueness, social impact and job creation.

Please join with us in celebrating Saco Mill #4.

MEREDA:  Describe the building and project.

Jen Chinburg, VP of Marketing, Chinburg Properties:   Saco Mill #4 is a mill redevelopment project that created 150 market rate apartments and 30,000 square feet of leasable commercial space. The project was an adaptive re-use of a long vacant mill building situated on Saco Island in the Biddeford-Saco Mills Historic District. The development team restored the mill to National Park Service standards.

The building is about a quarter of a mile long with four floors. It commands a strong gateway presence atop the hill on Factory Island.

The 4-story, 240,000 square foot 19th century mill was acquired by an affiliate of Chinburg Properties in December 2014. Construction began in September 2015. The apartments were completed in two phases, with the first 93 apartments completed on April 1, 2017 and the remaining 57 apartments completed on June 1, 2017. The project is noteworthy due to its sheer size, its recognition of the strong demand for downtown living outside of Portland, and the joint efforts of the developer, the City, and the developer’s financing team led by Maine-based Camden National Bank and Coastal Enterprises, Inc. to make the project a reality.

Saco Mill #4 was the last remaining undeveloped mill building on Saco’s Factory Island. Redevelopment efforts stalled a number of times over the last 30 years. As a result, the building suffered from neglect and exposure to Maine’s harsh weather. As with many historic rehabilitation projects, the costs to restore Saco Mill #4 exceeded conventional economics. The team utilized federal and state historic preservation tax credits to close the financing gap. In addition, the City of Saco provided additional support through the designation of the development as a Tax Increment Financing District (“TIF”).

Recognizing the challenge of heating 19th century buildings in Maine, the developer worked with Unitil to bring natural gas to Saco Island. The developer installed new building systems to the restored building and many energy efficiency considerations.

This project has added approximately 250 residents who now live, work and play in the heart of downtown Saco and Biddeford. The mill is ideally situated between the two downtowns for exceptional walkability. It is also a stone’s throw away from the Saco Transportation Center for the Amtrak Downeaster and local bus routes for easy commuting and travelling by Saco Mill #4 residents.

MEREDA:  What was the impetus for this project?

Jen Chinburg, VP of Marketing, Chinburg Properties: We have a passion for renovating old mill properties (this is our 15th historic mill renovation is New England) and we understood that this would be an amazing opportunity to impact the city of Saco and to have a highly visible mixed-use community to replace a decaying and underutilized structure. We knew that with our experienced team we could successfully handle a project of this magnitude, and we couldn’t resist the challenge to develop it in a way that would breathe new energy and give new life to the building and its surrounding environment.

MEREDA:  That sounds like quite a process.  How long were you in the planning stages before construction started?

Jen Chinburg, VP of Marketing, Chinburg Properties:  The planning, financing and permitting process took about 12 months to successfully complete. Once we broke ground it took about 18 months to residential occupancy with all of the amenities in place.  The building was so large that on certain days the site supervisor walked up to 10 miles traversing the different floors and areas of the building.

MEREDA:  Tell us about the most challenging aspect of getting this project completed.

Jen Chinburg, VP of Marketing, Chinburg Properties:  The project is noteworthy due to its sheer size, its recognition of the strong demand for downtown living outside of Portland, and the joint efforts of the developer, the City, and the developer’s financing team led by Maine-based Camden National Bank and Coastal Enterprises, Inc. to make the project a reality.

Saco Mill #4 was the last remaining undeveloped mill building on Saco’s Factory Island. Redevelopment efforts stalled a number of times over the last 30 years. As a result, the building suffered from neglect and exposure to Maine’s harsh weather. As with many historic rehabilitation projects, the costs to restore Saco Mill #4 exceeded conventional economics. The team utilized federal and state historic preservation tax credits to close the financing gap. In addition, the City of Saco provided additional support through the designation of the development as a Tax Increment Financing District (“TIF”).

MEREDA:  Something unexpected you learned along the way was. . . 

Jen Chinburg, VP of Marketing, Chinburg Properties:  The enthusiasm of the Saco community was refreshing. From city officials, to business leaders to non-profits and chamber executives, we felt very welcomed to become key members of the local community. The property manager for the building is from Saco, and he has done an admirable job building and cultivating positive relationships with our residents, neighbors and the broader region.

MEREDA:  Now that it’s complete, what feature of the project do you think makes it the most notable? 

Jen Chinburg, VP of Marketing, Chinburg Properties:  The apartments feature exposed brick and timber ceilings, beams and columns, polished concrete floors with radiant heat, kitchens with granite countertops and stainless-steel appliances. The building also includes amenities such as a club room, roof-top deck, fitness center, dog wash & groom room, cyber lounge, café, and conference room. The commercial space at Saco Mill #4 includes Coldwell Banker Residential Brokerage and other locally owned small businesses.  There has been high demand for people to live at Saco Mill #4 and the apartments have been essentially full since the building opened. One of the favorite features for residents is that it is a dog friendly building. There are about 70 dogs peacefully and playfully living in the building. We recently completed a fenced in dog play park where pups can play off leash and residents can socialize and build their community. We celebrated with a “Hot” dogs and beer party to kick-off the opening of this unique and fun addition to the project.

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START-UP SEEKING SPACE FOR SUBLEASE – How Start-ups Can Benefit From Subleasing

by Samantha Marinko Associate, CBRE | The Boulos Company

Maine is the home to a plethora of creative minds—entrepreneurs, artists, techies, chefs—it’s a melting pot of talent from all facets nestled comfortably in the northeast corner of New England. With these creative minds comes new and interesting business ventures, ventures that need space to do all of this creating.

Your start-up may not need office space right away. Starting small and concentrating on a foundation makes sense, and for that, maybe you work off of a stool at Bard Coffee or a co-working space downtown, but no matter how enticing endless coffee may be, that stool or single desk can’t be the end game. There comes a time when office space becomes a necessity. Therein lies the challenging question: where do you go next?

But where to go isn’t the only question. How fast will you grow? How many employees with you hire in year one? How about year two? Do you need a meeting space or just desk space? What sort of culture are you looking to build and how will your office environment impact that? In the world of startups and small businesses, there are a lot of unknowns up front. When facing these unknowns, a smart solution is subleasing space.

The benefits of subleasing will vary from space to space. The lease term can be one of those benefits for new companies with uncertain futures. Sublandlords will have utilized the space they are subletting upon their lease signing, so they’ve likely occupied the space for a portion of the initial term. If that’s the case, the lease term in a sublease will be shorter than what you’d commit to in a direct lease. For a startup with undefined needs, this flexibility can be of huge benefit. And likely, if the space works out, you’ll have the option to sign a direct lease with the landlord at the end of the sublease. Also, if the office has been utilized, it’s probably turn-key (ready for immediate use)—it may even come furnished.

If your company has never leased space before, you may not know what will work for your business long term. For home buying, you utilize information from previous living situations to help craft an outline of what’s important to you—a pretty mantle for the Christmas stockings, lots of big windows, a nice deck for the BBQ would be a bonus. Without having leased office space before, it’s difficult to craft that plan. Subleasing can be a safer, shorter trial run. Maybe you thought three offices was plenty, but turns out a conference room would be a huge value you hadn’t considered. Is a space downtown all you had hoped, or do the challenges surrounding parking negate the pros?

Subleasing, however, isn’t without its own challenges. Any requests that require landlord approval may be delayed as there are two levels they would need to be filtered through (the sublandlord would need to confirm permission with the landlord). Another potential downside is that the sublease likely will not include renewal options, making long-term tenancy in the space more uncertain than with a standard lease. Lastly, tenant perks like access to parking may not be something your sublandlord can offer. It’s all about deciding if the benefits outweigh these challenges.

A lot of decisions need to be made up front, but the route of subleasing can allow for a little bit of wiggle room for the real estate newbies, or just the noncommittal. Your local commercial brokers are a great resource that can work with you to fully understand the ins and outs of subleasing and finding a space that will work for your specific needs.

Original Publication: The Boulos Report June 2018 Real Estate Newsletter  https://f.tlcollect.com/fr2/518/34417/Marinko_Start-up_Seeking_Sublease.pdf

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MEREDA’s Morning Menu Breakfast Event AIA Contracts: Setting the Stage for Success at the Contracts Phase

There is no one right or best form of construction project delivery. There are many different ways to structure a construction project from Design-Bid Build, At-Risk Construction Management, Design-Build, and IPD with each approach having corresponding advantages and disadvantages with regard to speed, collaboration, cost, and customization. This panel of industry experts will discuss the relative strengths and weaknesses of the most common delivery methods, and offers suggestions as to the types of projects that are best (and worst) for each of these methods.

Make plans to join MEREDA on November 8, 2018 from 7:30 AM – 9:00 AM at the Clarion Hotel in Portland to learn about the different ways to structure a construction project, the relative strengths and weaknesses of the most common delivery methods, and suggestions for each.

About the Event:

November 8, 2018 – 7:30AM to 9:00AM

Clarion Hotel
1230 Congress Street
Portland, ME

Breakfast: 7:30 AM
Program: 8:00 – 9:00 AM

About the Panel:

Kenneth E. Rubinstein is an attorney, and co-chair of the Preti Flaherty construction law practice group.  Ken regularly assists owners, contractors, subcontractors and other constituents of the construction industry in negotiating contracts and resolving disputes.  When not representing clients, Ken is a member of the AAA panel of construction arbitrator and teaches construction law at Boston University School of Law.  Ken is also a regular contributor to ENR magazine.

Cordelia Pitman is the Director of Preconstruction Services at Wright-Ryan Construction. With a BA in Physics from Middlebury College and a Master of Architecture from Columbia University, she has over 25 years of experience in the A/E/C industry and is a Registered Architect and a LEED Accredited Professional. Prior to joining Wright-Ryan’s team in 2009, Cordelia worked as a Project Architect for over 15 years at Winton Scott Architects, where she gained invaluable experience on many jobs around the state, including the Harlow and Williams Pavilions in Augusta, Maine.
Cordelia is also actively engaged in the community. She served on and chaired the City of Portland’s Historic Preservation Board for over a decade and has volunteered her time to such other organizations as Architalx, Greater Portland Landmarks, and CEI.

Registering for this Event:

MEREDA Member: $45 each  | Non – Member: $55 each

Register After November 1:  Member: $55 each  |  Non-Member $65 each

Your RSVP is requested by November 1, 2018. Payment is expected at the time of registration. No refunds will be granted to anyone who registers, but fails to attend or who cancels after November 1, 2018.

This MEREDA Morning Menu Breakfast Event is Sponsored by Norway Savings Bank, Preti Flaherty and Wright-Ryan Construction, Inc. 

Visit www.mereda.org  for more information and to register.

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The Right Equation for Responsible Development: Spotlight on Cliff House Resort

In multi-part series, exclusive to the Maine Maine Real Estate Insider, we’ll provide an up-close look at the most notable commercial development projects of the past year that are helping to fuel Maine’s economy in terms of investment and job creation.  MEREDA is proud to recognize responsible development based upon criteria including environmental sustainability, economic impact, energy efficiency, social impact and job creation.

Please join with us in celebrating Cliff House Resort.

MEREDA:  Describe the building and project.

Cliff House Resort:  The iconic Cliff House resort, sitting on the edge of Bald Head Cliff in Cape Neddick, has been welcoming guests since 1872. Leading investment firm, Rockbridge Capital partnered with Maine hoteliers Marc Dugas and Peter Anastos to create RBDD Cliff House Acquisitions, LLC which purchased the property in 2014 and began extensive renovations and additions to capture the best of Maine in every season. Cliff House reopened with newly designed guest rooms and suites, over 25,000 square feet of new meeting and event space, including a new cliffside ballroom, oceanfront dining and bars, indigenous landscaping, and many other enhancements. A new luxury spa and wellness center, family pool, and Lobster Shack added to the already lengthy list of resort amenities.  The greatest highlight is the new collection of oceanfront resort suites which range from family bunk suites to romantic 1-bedroom suites with breathtaking views of the Atlantic Ocean high atop Bald Head Cliff.

MEREDA:  What was the impetus for this project?

Cliff House Resort: As noted in a 2016 Boston Globe Article:

“With the opening of the Cliff House, the trend of turning modest New England beach hotels into posh escapes is gaining momentum. The shift is happening as hotel owners and investors reason that travelers who are accustomed to stylish, urban boutique hotels will want the same experience in quaint seaside towns.”

MEREDA:  That sounds like quite a process.  How long were you in the planning stages before construction started?

Cliff House Resort: The planning and permitting stages lasted approximately one year.

MEREDA:  Tell us about the most challenging aspect of getting this project completed

Cliff House Resort: As an operating summer resort, significant construction phasing was required to respect the operation during the summer months. The phasing resulted in a two-year construction schedule which began in 2015. The redevelopment also required incorporation of existing structures which had significant historical sentiment along with respecting residential abutters and proximity to the ocean.  Extensive collaboration with surrounding residential neighbors was required in order to ensure that existing vehicular access was maintained to properties that used Bald Head Cliff Road.  The road, while the main entrance to the Resort, is also the only access to a number of nearby oceanfront properties.

MEREDA:  Something unexpected you learned along the way was…

Cliff House Resort: The previous owner stated that construction of a new wing that was approved 15 years ago was valid in perpetuity. The ownership team was skeptical, but it turned out to be true. The previous owner had the insight to permit the entire site plan with the ability to phase construction over the years.

MEREDA:  Now that it’s complete, what feature of the project do you think makes it the most notable?

Cliff House Resort: Stunning exterior views, coupled with outstanding interior design and world class service right here in Maine.

The ability to fuse two buildings which were very different in both age, style and design into one seamless resort with a complete new addition which nearly doubled the size of the resort was an amazing accomplishment.  The resort appears as if it was built as one property. The depth of vision, skill, and expertise of the architects and designers with ownership coupled with stunning exterior views and outstanding interior design with world class service, is all right here in Maine.

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Join MEREDA for another great “meet-and-greet” opportunity at the Annual Fall Networking Social

Another great “meet-and-greet” opportunity, this time on Portland’s Waterfront, you are invited to the Maine Real Estate & Development Association’s (MEREDA’s) highly-anticipated Annual Fall Social on October 25th!

MEREDA’s networking events attract key players in Maine’s real estate industry and provide our members with excellent opportunities to interact with the experts.

Join us on Portland’s waterfront for hors d’oeuvres, spirits, and great conversation with colleagues, friends and other industry professionals for our Annual Networking Fall Social on October 25 from 5:00 – 7:00 PM.

Join us for a cocktail or two, and reconnect with colleagues and friends, both old and new!

Before the official “networking” gets underway, MEREDA will hold its Annual Meeting of the Members beginning at 4:45 PM – Members Only

About the Event:

MEREDA’s Annual Fall Networking Social

October 25, 2018 – 5:00PM to 7:00PM
Hilton Garden Inn, Portland Downtown Waterfront
65 Commercial Street
Portland, ME

Registering for this Event:

MEREDA Members: $45 each | Non-Members: $60 Each
Prices Increase by $10 after October 18.

Your RSVP is requested by October 18. Payment is expected at the time of registration. No refunds will be granted to anyone who registers, but fails to attend or who cancels after October 18.

For more information and to register, visit http://www.mereda.org

MEREDA’s 2018 Annual Fall Networking Social is sponsored by Bangor Savings Bank, J.B. Brown & Sons and Preti Flaherty.

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Meet Dan Brennan, New MaineHousing Director

Dan Brennan, MaineHousing Director

Earlier this year, Dan Brennan was confirmed as the new director of MaineHousing, succeeding John Gallagher who recently retired. Brennan has been with MaineHousing for 25 years, and before his appointment as director, he was Senior Director of Programs.

Dan has also recently been elected to MEREDA’s Board of Directors.  MaineHousing has been a great supporter of MEREDA over the years and we are pleased that Dan accepted our invitation to sit on the board.  We look forward to his active participation in furthering MEREDA’s mission of promoting responsible real estate development throughout Maine,”

Get to know Dan in this great article (on page 3) we found in Northern New England Housing Investment Fund’s recent edition of “Returns”.

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