Highlighted by the natural beauty of the Columbia River and the scenic views associated with the Crescent Bar community in Central Washington state is The Vineyard at Crescent Ridge. Atwell helped create one of the final developments in this picturesque region that was once seen as more of a seasonal destination for vacationers and outdoor enthusiasts, but is now a year-round haven for homeowners seeking to enjoy nature in a relaxed setting.
The Vineyard at Crescent Ridge features 40 single-family homes, large lots, distinctive home plans, and amenities that rival any resort community, including a winery on the property, 48 boat and RV garages, nearby golf courses, and the nearby live music venue Gorge Amphitheater.
An elevated living experience in the midst of nature’s beauty
One of the paramount client requirements on The Vineyard project was that each lot would feature unobstructed views of the Columbia River. To achieve this, Atwell followed a design-build approach, designing and constructing lots in real-time.
“Often times, new development projects may feature lots with level A or level B types of views, but our partners envisioned every lot in this development as a top-tier, luxury home,” said Todd Oberg, Senior Director, P.E. at Atwell. “This is a really special project that was driven by a desire to deliver an experience for the community members that will be unparalleled in terms of luxury blending seamlessly into the breathtaking environment here near the river.”
Each lot at The Vineyard at Crescent Ridge offers unobstructed views of the Columbia River. Photo credit: Aaron Locke
Strategic grading plans provide stunning views and easy access to amenities for all
Atwell worked hand-in-hand with the development team to accomplish a number of project deliverables. This includes creating 40 acres of unique properties that offer unobstructed views of the river. Another way Atwell supported the client was through site planning and reviewing options to best integrate the home lots into the land available, while still maximizing access to all the nearby amenities.
To successfully deliver on this vision, Atwell undertook significant work in creating a grading plan for the site and ensuring the outcomes met the goals of the client. Underground utility connects and the elevation changes needed to maintain sight lines were a challenge, but the Atwell team was able to deliver lots through grading, enhanced parking areas, and an expanded sidewalk system, creating a cohesive community that is equally beautiful for everyone that will be calling The Vineyard home.
Atwell’s team overcame challenging grading hurdles in order to create ideal elevation levels and desired sight lines. Photo credit: Aaron Locke
Careful project management created more opportunities for refinement
One of the key factors to the success of this project was the commitment of the Atwell team and the client to continually communicate and collaborate on a very iterative process. With a straightforward regulatory process that led to efficient county approvals, the client had more opportunities to adjust elements of the project throughout the process and all the way through completion. This offered the chance for any finishing touches and additions that would further enhance the homes at The Vineyard; however, doing so requires a team that has the industry experience and local knowledge to adapt in real-time. Atwell collaborated with the client and landowners with an active project management meeting process to ensure a final product that exceeded expectations and delivered a beautiful community that will be home to people looking to enjoy awe-inspiring nature and luxury.
One of Atwell’s core values is to do work that makes us proud. The projects we completed and shared in 2024 are a testament to our employees’ passion, expertise, and commitment to building and maintaining strong relationships. From navigating challenging wetlands to managing successful solar programs, our projects and initiatives have made positive impacts on our communities and environments. Here’s a look at some of our amazing work from 2024:
In January, we highlighted Creeks Crossing in Texas as an outstanding example of the community building that can come with well-executed manufactured housing projects. Manufactured housing can bring together residents by offering expanded social and gathering amenities that shatter outdated stereotypes, such as community centers and clubhouses to athletic fields and dog parks.
In another January project feature, understanding and increasing accessible housing and equality was at the core of the work done for the city of Shoreline, Washington. Following four months of work collecting data and insights, the Atwell planning team provided a detailed Racial Equity Report in response to amendments made in the Growth Management Act. The report, now publicly available on the city’s commerce website to serve as an example for other jurisdictions, will help shape the future of the community.
Creeks Crossing offers the best of both worlds: small-town charm with scenic views and a slower pace, and a strategic location between two of Texas’ largest cities with access to the conveniences and opportunities in those metro areas.
In March, we discussed how consumers of all ages have expressed growing interest in the build-to-rent (BTR) market as it presents an option for many to have their own detached home or downsize to something that fits their present needs. Atwell’s Marietta team worked onThe Cottages at Battlefield Crossing in Oglethorpe, Georgia to create a beautiful, contemporary BTR community. Our team’s focus on collaboration with internal and external stakeholders helped foster a positive community response to the project.
March 18th is National Natural Gas Utility Workers’ Day, a day to recognize the people who bring natural gas to homes and businesses. Our project for Aspire Energy involved transporting six million cubic feet of gas daily from a greenfield natural gas processing facility in Guernsey County, Ohio, to a downstream delivery point. We provided numerous turnkey services to support our client’s goal of providing clean, safe, reliable energy to the public.
In July, our survey team in Naperville, Illinois was able to accelerate the progress of a 4,000-acre solar farm thanks to the added efficiency of aerial mapping. Using drone-based technology, the entire site was flown and images were captured within just a few days, offering critical savings in time and resources.
Another featured solar project in July was one led by our Land Solutions team. They assisted DTE Energy in reaching its solar acreage goals as part of a massive update to their energy grid makeup. By harnessing the power across Atwell’s land solutions, development, survey, environmental, payments, documents, project management, and leadership teams, Atwell’s program management approach helped DTE to not only meet but exceed its solar acreage goals in one year.
In August, we shared the creative problem-solving implemented at Esplanade Wiregrass Ranch, a Taylor Morrison community in Pasco County, Florida. The area often presents significant development challenges given the number of wetlands in the area. The successful project was a joint effort by the Atwell team and RVi team in Tampa, Florida. Meticulous engineering and landscape architecture transformed the wetlands into an award-winning, luxury community.
At Esplanade Wiregrass Ranch in Florida, multiple boardwalks were made possible thanks to Atwell’s drainage and stormwater management in a wetland-heavy region.
In November, Atwell announced the completion of Phase III in the redevelopment of Glenarden Hills, a historical community formerly known as the gem of Prince George’s County, Maryland. Serving as the project consultant for the entire project, we offered a full scope of services in order to revive the 27-acre master planned community into a place that restores pride and joy within its residents.
While these projects are just a sampling of all the work done across the company, they are wonderful representations of the impact that our collective team has on people and communities across the country. Our work illustrates the breadth of experience and skills that Atwell offers to our clients and the communities we serve. We look forward to continued innovation, problem-solving, and community building in 2025!
In the early 1960s, Glenarden Apartments in Prince George’s County, Maryland was considered the gem of the county. Located in an ideal area close to top shopping malls, restaurants, and highways, with prime amenities including educational and recreational facilities, the neighborhood had about 50 buildings with 555 apartments. It was an area many admired and were proud to live in, especially for the county’s large African American community.
However, with the ‘80s came a series of plights that caused this gem to lose its shine. From crime and drugs to neglected maintenance, safety became an issue for residents, and they slowly began to leave. Eventually, the Department of Housing and Urban Development (HUD) closed down the apartments and sold the property to the Redevelopment Authority of PGC, an entity put in place to improve dilapidated areas. Plans were made to redevelop the 27-acre property, $115 million master-planned community with 424 mixed-residential units and a new name: Glenarden Hills.
Atwell has worked alongside its client Pennrose, a development company, and the Redevelopment Authority since the project first broke ground in 2016. In September 2024, Phase III was completed with only one more phase to go. Our employees at Atwell are proud of their role in ushering the still-beloved community into a new era of revival and promise.
“We acted as the project consultant for this entire project,” said Barry Caison, Senior Project Manager. “We provided a full scope of services: civil engineering, surveying, land planning and entitlement, environmental, permitting, and construction management. We’ve been there from the beginning, and we’re excited to start working on the final phase.”
A community for people of all ages, from tots to seniors
The project was granted a status of “high priority” by the county. With a combination of public and private lenders, community partners, and nonprofits, the project was truly a community effort and investment. Demolition began in 2016, with Atwell joining soon after to assist with the entitlement phases. This included the preliminary plan of the subdivision, record plat, and detailed site plan approvals, before taking the project into the final engineering.
The first two phases were focused on 101 affordable senior citizen apartments and 68 affordable and marketing-rate multifamily units. Phase I began in September 2017, with Atwell managing the permitting and about half of the projects 101 senior units and the 68 multifamily units going up. In Phase II, the other half of senior units were completed. A number of amenities were also added during these first two phases, such as a fitness center, resource center, locker rooms, outdoor patio with a grill, theater room, tot lot, and a 5,700 square foot community clubhouse.
Apartments for seniors were completed in Phases I & II, with Atwell managing the permitting, civil engineering, and other services.
Thoughtful planning and sustainable initiatives led to major tax breaks for the client
Phase III was divided into two parts in order to support the developer in obtaining two corporate tax credits at 9% and 4%. These tax deals were put in place to support good workforce and affordable housing units, and a mix of units to align with the various incomes of future residents.
For the 9% deal, Atwell assisted the client with the Maryland Department of Housing and the Community Development Association (CDA) application. This year-long process was incredibly competitive—the CDA determined who received the tax credit based on a point system. Points were given for things like the project’s price per unit, smart environmental design, and energy efficient appliances. Additionally, applying for this tax credit meant that our client had to be willing to put money up front before any money came in. This can be risky in a place like Prince George’s County, which has an approval process that is longer and more complex than other counties in the country. However, with Atwell assisting in this process, Pennrose successfully obtained the 9% tax credit and proceeded to build 44 two-bedroom and three-bedroom townhouse-style apartments. These townhouse-style buildings look like townhouses but have an apartment on the first floor and a two-story apartment on top.
The second part of Phase III was similar to the first, but for a 4% credit, which Atwell once again helped Pennrose acquire. This part of the phase included 60 townhouse-style apartments and 54 garden-style walkup units.
Amenities like a pool, and open green spaces were also added during Phase III.
Conquering challenging excavations and intricate approval processes
After the buildings were razed and site infrastructure demolished, the Prince George’s County Inspection agency discovered that the demolition contractor buried a lot of the debris underground. The county ordered the Redevelopment Authority to do a total cleanup, which Barry and his team led. This was a massive and complicated task that required the coordination of many different resources.
“We had to isolate and locate where all the rubble was, and all of it was buried deep underground,” explained Barry. “We oversaw the contracts for the excavation of all that material and the mass grading of the site. It took about three years—and we did all this while also engineering the site for the next round of approvals and as other parts of the site were being constructed.”
Another challenge was the approval process for Prince George’s County. Atwell helped the client by regularly consulting them on how to approach problems and developing strategies for handling the review process to get approvals.
The number of stakeholders involved in this project was also a challenge.
“There are 50 to 60 stakeholders involved with this development at the local, state, and federal level, from the City of Glenarden to HUD, to various types of engineers, specialized consultants, lawyers, lenders, and builders,” Barry said. “And of course, the citizens themselves. Clear and consistent communication was important, and we managed to collaborate well and get things done.”
Atwell managed the excavation of buried brick and rubble as well as the mass grading of the site, ensuring that the land was in prime condition for buildings, street construction, and landscaping.
The true value of Glenarden Hills lies in its residents
Atwell’s team has visited the site consistently multiple times a week, not only for meetings, inspections, coordination and construction management, but to also interact with the community. Now, with people already moving into Glenarden Hills, Barry has been able to see how this project has made a positive impact on the community.
“Proud and happy residents—these are the people I’ve encountered the most,” Barry noted. “These are people who were so discouraged about the community, due to the crime and violence around them. But now, every time I visit, I chat with the residents, who know me well by now. They’ll wave me over and I’ll ask how things are going, and they say, ‘I’m doing great, Mr. Caison!’ They say how they’re thankful for our team and the other groups who made this redevelopment possible.
“There’s nothing greater than seeing smiles on people’s faces who are happily enjoying their homes, their neighbors, and their community,” Barry said. “It’s why I got into this business in the first place—to take something that was once broken and disregarded and build it back up to something people can appreciate and be proud of.”
Construction for Phase IV will start in mid-2025 and has a tentative completion date of 2026 or 2027. The Atwell team is already working on obtaining permits and finalizing engineering designs, which include street construction.
While wetlands are a trademark of Florida’s landscape, finding a way to successfully develop land and real estate in the region is often a difficult venture. Besides floodplains, one must consider stormwater management, drainage design, density, and soil constraints. When Taylor Morrison tapped Atwell to bring their vision of a 480-acre luxury-style community to life in Pasco County, the goal was simple: integrate the wetlands into the community design to preserve as many of them as possible.
Now, Esplanade Wiregrass Ranch is an 850-unit award-winning community that serves as the flagship of Taylor Morrison’s Esplanade portfolio. The Atwell team, led by Project Manager Griffin Furlong, Senior Director Bryan Jackson, and Associate Director Victor Barbosa, was able to apply meticulous, thoughtful engineering strategies that assured the project’s timely success and another triumphant project for their longtime client. An added layer of accomplishment was that Atwell was able to execute the project alongside RVi, part of the Atwell Family of Companies, which oversaw the landscape architecture for the site.
Taking the wetlands from project barrier to welcomed amenity
Atwell has been a part of this project since it began in 2018, serving as the lead civil engineers managing the due diligence, planning, engineering, and rezoning. The five-phase project is in its final stages as of 2024, with construction completed in Phases 2 – 4. Conquering the wetlands was critical in these phases, since the team’s ability to find solutions would affect the schedule and outcome of the community.
“At first, one could look at the wetlands as a negative because you’re not able to provide density in those areas,” commented Jackson. “But instead of looking at them as a negative, we saw them as a positive and incorporated them into the design elements of the project.”
This kind of work isn’t new to Atwell; the firm has completed other land development projects on wetlands before, including another Esplanade project nearby. Their experience with engineering in this kind of environment, paired with RVi’s innovative landscape architecture services, resulted in an impressive master planned community exhibiting a unique blend of nature and the built environment.
The stormwater management system was a difficult but rewarding element to design. The extensive floodplains on the project site, along with the number of wetlands, required the team to balance and minimize offsite stormwater discharges to ensure that other areas would not get flooded. The final product was a successful stormwater management system that promotes biodiversity and sustainability via rehydration of the wetlands while providing sufficient floodplain compensation within and adjacent to the community.
“This is a project that many other developers wouldn’t have been able to execute, due to the wetlands, floodplains, and stormwater management system,” attested Barbosa. “We took the challenge of the wetlands and turned them into amenities in the community, and worked with the wetlands to incorporate them into this design.”
Atwell’s engineering paired with RVi’s landscape architecture enabled the wetlands to be incorporated into the fabric of the community.
Savvy engineering adds value and style
A feature that required a high level of engineering was the construction of multiple boardwalks. The site is located between two wetlands and had just enough space to build boardwalks without impacting the wetlands, which was a goal of the client. The team’s skills in drainage and stormwater management were heavily utilized in this aspect.
Besides navigating the wetlands, a standout engineering feature of this project is the entrance. Not only is it aesthetically striking, but it was also an engineering feat, requiring significant import soil fill to build the land about eight to 10 feet above its existing grade.
“We did our best to balance out this task in the early phases, making sure we had enough ponds to transport the fill to the right areas,” explained Furlong. The ponds can then become attractive features of the neighborhood itself, while serving another important function: They provide water treatment by getting all the oil, grease, and pollutants from cars and disposing of them before they go back into the environment.
For Barbosa, he is especially proud of the alternating side yard setbacks.
“Typically, in Pasco County, the side yard setbacks are seven-and-a-half feet on each side,” Barbosa stated. “Pasco County allows reduced side yard setbacks, but doing this would mean that the AC units would have to go in the rear of the house, and our client doesn’t typically go for that. Through zoning, we had alternating side yard setbacks approved.”
With one side measuring four feet inwards and the other side eight feet in, these alternating side yard setbacks meant the team was able to increase the density of the project while reducing the lot width. It also allowed the client to keep their original vision of having the AC units on the side of the houses as opposed to the rear.
“Atwell’s approach to master planned communities starts with collaboration and understanding the client’s vision,” said Furlong. “It takes a lot of due diligence to understand the existing site constraints to come up with a community design that is right for the client and for the land.”
Multiple boardwalks were made possible thanks to Atwell’s drainage and stormwater management.
Problem-solving plays a key role in project management
The community, which was named the 2023 Single-Family Community of the Year by Tampa Bay Builder’s Association, is in its fifth and final stage. The ability to keep the team on schedule, despite the environmental challenges, speaks to the Atwell’s expertise, diligent communication, and seamless collaboration with different entities.
The team’s problem-solving process included the facilitation of interpersonal relationships, including many months of meetings and coordination with Atwell’s environmental scientists and the Southwest Florida Water Management District. Atwell was intentional about facilitating relationships with the local municipalities to ensure that the codes they obtained and followed would be accepted as a team.
“The benefit of clients working with Atwell is that they know they’re going to get quality work,” Jackson affirmed. “Our people have the experience, are assertive, and will find the solutions. We can do that thanks to our strong internal collaboration.”
Additional challenges the team overcame were locking in the drainage model, managing tough soil conditions, and minimizing the import fill required for the project.
“My favorite part of this project was the problem-solving,” said Furlong. “That’s what engineering is all about: fortifying skills, learning something new, confronting challenges, and overcoming them as a team. When problems arise, the client looks to us to solve them, whether that involves contacting the necessary people or holding necessary meetings. I think all of this is what Atwell does well. We know how to solve problems, collaborate, and figure out how to get to the finish line.”
Delivering consistently excellent engineering keeps clients and communities happy
The team’s hard work resulted in a resort-style community that embraces the natural landscape.
“It was satisfying to see how Esplanade Wiregrass Ranch benefited from Atwell’s engineering acumen,” Furlong stated. “Our work enabled the wetlands to coexist with other features of the development.”
“We were able to build a great community in conjunction with our RVi team and it turned out to be a success,” said Barbosa. “The project is a great representation of Taylor Morrison’s Esplanade brand and their resort-style communities. They’ve been a wonderful long-time client of ours, and we’re glad to continue strengthening our relationship with them.”
Atwell’s culture of collaboration—with clients, internally with its teams, and with its Family of Companies such as RVi—paves a pathway for creative problem-solving, successful projects, and satisfied clients.
Nestled in a rural Texas suburb is a new community offering its residents the best of both worlds: small-town charm with scenic views and a slower pace, and a strategic location between two of the state’s largest cities with access to the conveniences and opportunities in those metro areas.
An affordable housing community for people of all ages
Creeks Crossing is a manufactured housing development in Uhland, TX, which is a suburb of Austin and just an hour away from San Antonio. While a sparse number of manufactured homes already existed in the area on one to two acres of land, Creeks Crossing is the first manufactured development in the area to be intentionally designed as a community.
The first phase of the project consists of 97 lots, and the entire community is anticipated to have 515 homesites. Facilities include a clubhouse, community center, and mail center, with amenities such as a turf soccer field, basketball court, heated pool, fitness center, multiple playgrounds, and dog parks. The three-bedroom and four-bedroom houses have open floor plans, covered porches, and private yards, and the neighborhood is close to a number of restaurants, parks, and a family arcade.
The community’s history
Sun Communities – a publicly traded real estate investment trust that specializes in manufactured housing communities, RV resorts, and marinas – envisioned Creeks Crossing as a true community.
The project was delivered by Atwell as a complete turnkey project through its Program Management services, which included due diligence, civil design, architectural coordination, permitting, and construction management. RVi was instrumental in land planning and landscape architecture.
Development began in 2021. The first stages included civil work on roads, grading, and utilities. As the project progressed, there were a few challenges that came up, with one of them being a major dilemma: the contractor had gone bankrupt.
“When a contractor can’t fulfill their financial obligations, it’s one of the hardest things that can happen to a project,” explains Daniel Pereyra, the Atwell Construction Manager for who oversaw the project from 2022 to 2023. “The construction of the clubhouse was at a crossroads. But our team handled it really well. We’ve got amazing project management, and in a short time, we were able to pivot, secure another contractor that the client accepted, and deliver a final product that I’m really proud of.”
In August of 2023, Sun Communities formally introduced Creeks Crossing to Uhland. Thanks to the addition of Creeks Crossing, the rural city is now positioned to attract those who want proximity to larger urban areas while maintaining the comforts and affordability of a smaller town.
Collaboration and the positive impact of manufactured housing developments
Part of the success of Atwell’s project management includes facilitating consistent communication and interaction within its team, with Sun Communities, and with the City of Uhland. Atwell’s strong relationship with the city led to constructive feedback sessions, getting the local community behind the project, and offsite improvements that the city required such as the successful development of new roads.
All these factors resulted in Creeks Crossing feeling more like a community and not just another housing development. The combination of its design, amenities, and location is attracting more residential tenants to the city, setting it up to be a future hotspot for development.
With a housing deficiency of more than 3.8 million homes in the United States, home ownership is harder than ever. A 2023 report by Harvard’s Joint Center for Housing Studies states that the supply of single-family homes for sale has been at historic lows since 2019, with lower-priced housing facing the greatest shortages. More homeowners than ever are cost burdened—19 million, or about 23% of all homeowners.
By trusting Atwell to apply its proficiency in engineering, design, construction, and consulting, this Sun Communities project is playing an active part in relieving some of these burdens. Additionally, Atwell is an advocate for serving the residential needs of various localities and demographics, and helps its clients achieve this with customized solutions and technical expertise.
Changing the perception of manufactured housing
Historically, manufactured housing communities have evoked a level of apprehension in local communities, due to the stigma of how lower-income housing—and its inhabitants—could affect their neighborhood. Locals fear drops in home values, spikes in crime, and general degradation of their community. Local municipalities tend to resist manufactured housing due to the belief that it will increase the cost of providing services such as utilities, schools, and police and fire protection.
However, Atwell VP William Anderson proposes that thoughtful design paired with proactive community management can result in manufactured housing that is intentionally, innovatively, and carefully integrated into the fabric of a community. It has the potential to be an affordable housing solution that brings reliable and abundant labor to the business community and enhances the socializing culture of an area.
Creeks Crossing shatters the stereotypical perceptions of manufactured communities with homes that feature modern designs and appliances, “third places” that provide family-friendly recreational and social opportunities, and a location that appeals to lovers of the quiet country life without isolating them from urban access.
Regardless of perception, there is one undeniable goal that Creeks Crossing and other manufactured housing developments like it achieve in every community they are in: they give people and their families the chance to have a place to call home.
Not even global delays could stop Atwell from delivering the exact major vision our client was looking for.
Atwell and TVA Architects teamed with Advantis Credit Union to design their corporate headquarters in Oregon City, Oregon. The credit union’s new headquarters consolidated three separate offices into one modern campus, totaling over 76,000 square feet and sitting on more than 12 acres of land. Atwell provided planning and engineering services for this exciting project, which not only respects the history of the community but also brings opportunities for current and future employees and the surrounding area.
Atwell got to work knowing that Advantis had one overarching mission in mind: to keep jobs in the community while maintaining an essential link between the members of the credit union and their administration. It was also a high priority, to both Atwell and the client, that the design be sustainable in order to maintain the plentiful farming roots of the area. To preserve the integrity of the former agricultural nursery site, the teams collaborated on creating access to walking trails and on-site recreational amenities to foster creativity, open-air collaboration, and a modern campus experience for employees and administration.
The team overcame several challenges, such as starting the project at the height of the pandemic, which included working through the obstacles of crew and material shortages and strict quarantines. The project site itself posed other hurdles that the Atwell design engineering team surmounted, such as off-site stormwater challenges both upstream and downstream of the property, coupled with limited municipal conveyance. These global and environmental setbacks didn’t stop Atwell from delivering excellence and expertise. Through optimal use of city-approved stormwater best-management practices and maximizing the available systems to transport on-site and off-site water, the team was able to overcome these shortages and challenges.
Ultimately, the Atwell team was able to stay true to our company values of being creative and bold, while putting the client first and delivering an outstanding outcome. Additionally, the region was supported through local jobs for a credit union that supports the surrounding community.
Brady Berry, Associate Director of Real Estate and Land Development, stated, “This project was a great effort by a collaborative team to provide a space and environment that makes going to work a pleasure for the employees. I thoroughly enjoyed working through the opportunities, challenges, and roadblocks while delivering excellent results alongside the design and execution teams!”
This project is yet another example of the way Atwell values are put into practice each day. Through collaborative teamwork, a client-first mindset, and thorough communication, Advantis Credit Union continues to be a staple within the community as well as a supporter of the local agricultural industry.
There are two names in renewable energy that go way back – Atwell and Apex Clean Energy. Company names have changed, titles have changed, and environmental experts have shifted into new roles across a variety of entities. Despite inevitable changes over the years, the people at Apex have stayed close to the people at Atwell. And that decision has resulted in fruitful opportunities for both.
Founded in 2009, Apex Clean Energy now boasts 400 industry experts as a leader in renewable energy across North America. They have gone from being a simple wind energy developer to being an Independent Power Producer with all elements of renewables in their portfolio. With close-knit relationships built over years of work and successful projects, the history between Apex and Atwell has evolved into a working partnership. At the helm of the work sits Daniel Farmer, Vice President of Power & Energy at Atwell.
“Apex has developed 10 gigawatts of renewable energy projects over the years, and we’ve supported them in a multitude of roles,” Farmer explains. “From environmental, surveying, and engineering teams, our work and expertise in various development areas provides us with expanded opportunities to support Apex as a leader in the industry.”
Just over one year ago, Apex and Atwell entered a new phase of their partnership. While Atwell previously came into a project to work in one area, they will now act as a consultant for multiple Apex projects. Leadership at both companies discussed topics like how Atwell can help Apex fulfill their vision, where will they need to secure an outside vendor, and in what capacity Atwell can manage the full project from start to finish.
According to Farmer, this is where much of the trust in a business relationship is built – in being open, transparent, and diligent. “Rather than over promise and under deliver, Atwell is unafraid to say, ‘We may not have all the answers right now, but we will find them and help you achieve your goal.’ This value is not only demonstrated with clients, but as part of Atwell’s company culture. Farmer continues, “At Atwell, we believe being bold and unafraid to try separates us from the rest, as does our number one value: Being client-centric. We aim to ensure our work delivers measurable results and provide the most cost-effective solutions for our clients along the way. That is exactly what we’ve done for Apex over the years.”
It is because of this history and trust that Atwell is included in the future of renewable energy at Apex. “We’re prepared to develop, and we will be developing renewable and energy storage projects–wind, solar, battery storage, as well as other technologies,” says Farmer. “All for the purpose of powering facilities which will create green hydrogen for the new green hydrogen hubs and green hydrogen economy.”
Because it’s a partnership, Atwell looks at any challenge, issue, or change more closely and uncovers ways to minimize any negative impacts. “We’re very open with them,” Farmer states. “We have very candid conversations about why there are greater costs to do some things and lesser costs to do others; why one project may cost more than another, even though they seem identical, these differences often have to do with location and equipment to be employed on the project.”
Farmer’s team respects and values the trust that Apex has with Atwell, and they are constantly evaluating how they can continue providing innovative solutions and strategic advisement.
“A theme through everything that the engineering group does is we continually look for places where we can engage our family of services– environmental, survey, and land development to help engage with the client as early in the development process as possible and cover any blind spots we may have,” says Farmer. “For the good of the client, we’re looking at the whole picture, not just one leg of the work.”
To build long-lasting and mutually beneficial relationships, Farmer recommends three things:
Keep doors open for yourself and for your company by focusing on the future. The renewable space is a small world. Colleagues and employees are rapidly shifting. You never know when a former colleague becomes the client, so don’t shy away from a new connection.
Along the same lines, keep your eye on the bigger picture of a project. Be honest, up-front, and communicative. Be willing to say when you don’t know something, and when you don’t-be ready to help people find the person who can.
Maintain professionalism across projects and all involved. Clients will observe how cooperative and supportive you are of external vendors or outside contractors. Failing to do this could mean the loss of future work.
These three things combined lead to lasting and mutually beneficial relationships for years to come.
The Cleveland, Ohio skyline will soon be changing for the first time since 1991. Over the next year, residents of the Cleveland area will watch the second tallest building in the city be constructed, and Atwell completed the surveying work to bring this project to life. Standing 40 stories tall, the Sherwin Williams global headquarters will be a transformational glass building, reflecting the beauty of the downtown area off its exterior. The new building falls second to the Key Tower, which rises 57 stories to the top of its spire in the Cleveland skyline.
This new development will reach one million square feet, with three buildings in total, including the tower, the pavilion, and a multi-level parking garage. The tower will soon be abuzz with the movement of more than 3,000 employees working from the headquarters. Atwell has been involved in the project since late 2021 and will be until major construction comes to a close in early 2024.
The project partnership began largely due to a decades-long relationship between Rocky Porterfield, Senior Surveyor at Atwell, and the team at Welty-Gilbane; a 20-year relationship, to be exact. That strong relationship coupled with a well-written bid led to Atwell’s opportunity to work on this incredible project as well as increase Atwell’s presence within the construction community in the Cleveland area.
“Our Party Chief, Brett Spangler, and I were there from the beginning,” said Porterfield. “We set all the control and benchmarks before any of the construction started. They were still demoing the parking lots that were there. We went around to the other skyscrapers to climb up on their roofs and set survey prisms.”
It went from doing the control and being the “Master Surveyor” to now doing almost everybody’s layout, from laying out and as-builting drilled shafts to bedrock in the beginning, to laying out sleeves and hangers for the trades on each floor going up. Office support for the layout and as-builts, project management, and contracting for the project is provided by Marc Trotter, Associate Director, Michael Shelestovich, Project Surveyor, and Petar Erak, Associate Director.
“In addition to the tower site, there’s also a five-story garage going up to the north of the tower, as well as a two-story pavilion going in to the east,” Porterfield added. “We’re doing surveying work on all of it.”
Not only is the project an exciting undertaking for Atwell, it’s also an exciting time for the city itself. The Sherwin Williams global headquarters construction is the first major construction the city has seen in 32 years. The building is history in the making, and Rocky Porterfield is grateful to be part of it. His ultimate goal? To make an even larger impact in the city of Cleveland.
The offshore wind industry in the United States has seen a boom in interested parties since around 2015, and that interest has steadily grown since President Biden’s 30 GW by 2030 initiative as well as the passing of the Inflation Reduction Act. The race is on to acquire lease areas on the continental shelf, complete the site assessment process, communicate effectively with essential stakeholders, and begin construction. Fortunately for Atwell, our Environmental team is already three years into supporting sizable offshore wind development in the Atlantic Ocean and beyond.
“Generally speaking, these projects can take a decade or more to develop and they can cost billions of dollars to assess, permit, and construct, depending on the project size and the scale,” said Andrew DeWitt, Director of Atwell’s Environmental team. “What Atwell is doing right now is a small piece of the big picture, but it is a significant piece as we work through supporting stakeholder engagement, survey plan development, and site assessment plan, or SAP, preparation.”
Atwell has been working with an offshore wind client and the Bureau of Ocean Energy Management (BOEM) on the permitting and development of an offshore wind facility for more than three years, and they still have several significant milestones to reach. Atwell initially supported its client in conducting assessments to determine the viability and potential risks associated with pursuing lease areas for offshore wind development. After the client was awarded the offshore lease through a competitive auction facilitated by BOEM, Atwell continued to provide support by laying the groundwork for communication among agencies involved in development, fisheries stakeholders, and Native American Tribes. Atwell has also supported the development of the BOEM-required buoy survey plan and a site assessment plan.
Katy Reminga, Associate Project Manager at Atwell, shared, “Lease stipulations required us to draft a series of communications plans, the first being an Agency Communication Plan. It details our client’s procedure and plan for engaging with all the relevant agencies involved in permitting and development on the outer continental shelf. We have also drafted a Fisheries Communication Plan, and this plan outlines our process for communicating with individuals involved in the commercial or recreational fishing industries and other tourism-related fishing groups. We’ve also supported the development of a Native American Tribes Communication Plan.”
As the project moved into the next phase of work, Atwell has helped plan and coordinate surveying of the underwater landscape within the lease area. The project team and their survey contractors will search the seafloor for resources to assess possible impacts on underwater habitats, water quality, and cultural resources. Following that, and based on survey results and other information, the client will identify locations to deploy metocean buoys in the water for further research on the wind, wave, and other conditions in the lease area.
With all these moving parts, Atwell has the ability to act as program manager for large-scale and multifaceted development projects. Atwell’s network of connections and subcontractors allows us to walk alongside our client and serve as advisors during discussions of scope, while providing technical feedback and context throughout the process.
Atwell presents a competitive edge in the race to wind development that cannot be understated. As DeWitt and the environmental team have grown, so too has our ability to predict and help prevent challenges in the development of offshore wind projects for our clients. As companies move to diversify their portfolios and take advantage of the renewable energy push, we have the experience and expertise to guide clients along a new frontier from the stakeholder, permitting, and reporting perspectives.
Now, DeWitt and his team are at a crucial turning point in their current project. “When the client is done with the initial high-level surveys, the SAP is submitted and approved, and the buoys are deployed, data will continue to be collected, and assessments will be conducted to support the development of the Construction and Operations Plan, or COP. Once the COP is finalized, it goes to BOEM for their review. BOEM will then conduct an Environmental Impact Statement and continue to gather feedback from stakeholders to inform their decision to approve, approve with modifications, or deny the project.”
Through constant and open communication with clients and stakeholders, and the commitment to incorporate the invaluable feedback received, Atwell continuously aims to hit the mark so clients can keep moving forward. Maintaining high-quality reporting and hitting key milestones is essential to what the Environmental team does.
“It’s very beneficial to have a central group that is supporting the management of all the moving pieces of a project of this scale. We’re held to very rigorous and specific requirements by the federal government, and we work tirelessly to ensure we don’t miss a single important milestone that may have the potential to impede the project’s progression. Working as an extension of our clients, it is our job to ensure the project is moving along from a permitting and reporting standpoint so the developer can focus on other elements,” said Reminga.
That is the Atwell difference, after all. Our clients approach us with large-scale, long-term projects and know that it will not only be completed on time, but that the requirements of doing so will be met with the highest standards. Additionally, our expansive and consistently growing network of offices and team members provide us with the expertise needed to be leaders in our markets and make the mark our clients want to see.
The first three Kum & Go locations in Detroit have been identified.
The Warren Planning Commission agreed to a site-plan for a $2 million Kum & Go convenience store. The store will be a 4,000-square-foot location, including a 24/7 convenience store and gas pumps. Located at the Southwest corner of 14 Mile and Hayes roads, this will be the beginning of the Iowa-based company’s expansion into Michigan. Atwell is supporting the site development for Kum & Go.
Michael McPherson, Director at Atwell, shared, “You’ll see more of these around the area. This is competing to be the first one with another one in (Shelby Township). So, we’ll see which one we can get through the approval process first and under construction.”
The store has more than 400 locations nationwide and looks forward to the expansion into Detroit and Michigan overall. Read the full article in Crain’s Detroit Business.
