Predictable Progress: How to Navigate Review Agency Turnover and Maintain Momentum 

Navigating agency reviews is not always straightforward, and when key staff or reviewers change mid-process, progress can easily stall. Across Bohler’s footprint, our teams have experienced firsthand how turnover within regulatory agencies can disrupt schedules, delay permits, and create uncertainty for project stakeholders.  

In this article, our professionals share strategies they’ve developed to keep projects moving forward despite these challenges — maintaining momentum, communication, and confidence for our clients every step of the way. 

What’s the Impact

For developers, predictability is everything. Our goal is to help clients anticipate what’s ahead in each jurisdiction. Sometimes, that means we can confidently say a project will move smoothly because we know the reviewers, understand their processes, and have strong relationships in place. 

In some cases, though, turnover or leadership changes within agencies introduce uncertainty that directly affects project timelines. When reviewers shift or policies evolve midstream, approvals can slow down or even reset entirely. For our clients, time is often the most critical — and costly — factor in getting a project to closing or breaking ground. 

To keep projects moving despite turnover, our teams employ these five strategies. 

Strategy 1: Start Building the New Relationship Right Away

When turnover happens, the best approach is to engage early and intentionally. “If we’ve got a new planner, the first step is always to reach out and introduce ourselves,” says Brandy Booker, Program Manager in Bohler’s Warrenton, VA office. “We welcome them aboard, let them know we work in that county often, and offer support right away. Usually, they respond quickly because our reputation precedes us — they know we’re professional, respectful, and understand the process.” 

Derek Reardon, Sr. Project Manager, agrees, emphasizing that personal connection and presence go a long way. “We make it a priority to spend time with jurisdictions — whether that’s one-on-one meetings, attending hearings, or showing up at industry events. Being visible and intentional about those relationships really matters,” he says. “It’s about investing time the right way so we can make a real impact.” 

Together, these efforts help establish trust early, setting the tone for smoother communication and collaboration throughout the review process. 

Strategy 2: Lean into Your Network for Intel

Strong relationships extend beyond agency staff. Staying connected with trusted partners — such as land use attorneys, planners, and other consultants — can provide valuable insight into staffing changes before they happen. By leveraging these networks, teams can anticipate retirements, promotions, or shifts in leadership that might impact upcoming reviews. This awareness allows for better preparation, smoother transitions, and more proactive communication with clients about potential changes ahead. 

Strategy 3: Maintain the Old Relationships, Too

Strong relationships don’t end when someone moves on — they can open doors in new jurisdictions and roles. “We had someone who worked in Prince William years ago who was fantastic — knew what he was doing and had great common sense,” recalls Brandy. “He later moved to a smaller jurisdiction, and when I reached out last week on an old project we needed to close out, he immediately remembered us and was ready to help. It was seamless, and we’ll be working with him again.” 

Keeping in touch with former contacts not only preserves institutional knowledge but also creates a network of allies across multiple jurisdictions, helping projects move forward more smoothly even amid turnover. 

Strategy 4: Be a Partner, Not an Adversary

Building strong relationships with agencies means approaching them as collaborators, not opponents. “We can sit down with reviewers and offer efficiencies we’ve seen in other jurisdictions,” says Katherine Roberts, Branch Manager in Bohler’s Warrenton, VA, office. “Pointing out what’s working well, what might need adjustment, and presenting solutions helps both our clients and the localities, while strengthening trust.” 

Attention to detail also reinforces credibility. Brandy notes, “We have set procedures and standards we hold ourselves to, even in small things like comment response letters or transmittals. Following those standards ensures our communications are crisp, clean, and professional.” 

Examples from Bohler’s work highlight how this approach pays off. In Texas, Principal Dean Cardwell explains, “Permitting for each phase of a redevelopment posed its own challenges. With different city reviewers assigned to each phase, we stayed proactive — briefing new reviewers on earlier work and maintaining open communication with the City of Dallas — to keep the project moving forward.”  

Similarly, in New England, Principal Austin Turner worked with his team across multiple municipal boards to build consensus, scheduling meetings to align interests, address challenges ahead of hearings, and minimize revisions, keeping projects on track and permitting timelines efficient. 

By approaching agency relationships with collaboration, consistency, and proactive communication, Bohler ensures projects continue to move forward —even in the face of turnover and complex permitting landscapes. 

Strategy 5: Be Proactive, Especially Mid-project

Turnover mid-project can create uncertainty, but quick communication and proactive engagement help keep things on track. “The faster we let the agency know something has changed, the sooner we can work toward a solution,” says Derek. “We identify who’s next in line, who’s leading in that role, and get in front of them to leverage relationships that move things along. When they know right away, they can go back to their stakeholders and renegotiate timelines or expectations based on the changes.” 

Eric Britz, Sr. Project Manager in Bohler’s Chalfont, PA, office adds, “Whenever we learn of a change — planned or sudden — we reach out to the new reviewer, provide a full history of the project, explain prior decisions, and outline the next steps. That helps them get up to speed quickly and reduces the potential for delays.” 

In cases where delays could have serious consequences, escalation is sometimes necessary. Eric continues, “If a reviewer is giving an answer that could seriously impact a client, we escalate the conversation to leadership within the locality to get a clear, directive response and ensure a positive outcome.” 

A practical example comes from Pennsylvania, where Bohler supported Christ’s Home through multiple reviewer and leadership transitions. After a pause in development, Phase III required new Township and Conservation District staff to understand the site’s history and previous design decisions. Bohler provided context, guided new reviewers through prior approvals, and proposed low-impact modifications to meet updated stormwater regulations — avoiding costly redesigns or reconstruction. Even when yet another reviewer transitioned, Bohler ensured continuity and maintained the client’s schedule and budget. 

This approach — prompt communication, thorough handoffs, and collaboration —minimizes disruption and helps projects stay on course despite turnover. 

Delivering Confidence

The ultimate benefit of these strategies is predictability for clients. “From step one of a project, we want to be able to tell our clients who the right people are at the county, what they’re going through, what challenges they’ve just overcome, and what issues might arise next,” says Greg Roth, Principal in Bohler’s Tampa, FL, office. “That insight allows clients to be strategic about whether to move forward, and how to set their projects up for success.” 

A strong example comes from Florida, where a project on the edge of Hillsborough County and the City of Tampa required multiple regulatory reviews. With speed-to-market as a top priority, the team leveraged prior experience and relationships to streamline land development approvals. By organizing coordinated meetings and minimizing conflicting comments, the team reduced a process that typically spans a year to just five months — allowing NorthPoint to begin construction quickly while navigating a complex regulatory environment. 

By anticipating turnover, maintaining relationships, and proactively engaging agencies, Bohler helps clients move forward with confidence, protecting both timelines and budgets while keeping projects on track.