Insights & Trends

News and Insights

Andrew DeWitt featured on the PlanetGeo Podcast

 

How does a person discover the geosciences and what degree helps them get there? What type of career opportunities are available for a professional in the geoscience industry?

In the latest episode of “PlanetGeo,” Andrew DeWitt sat down with the co-hosts to answer those questions and discuss much more. Andrew has a background in geoscience and is the Director of the Environmental group at Atwell. He recently returned from leading a three-week trip with the Summer Science Institute. Supported and partially funded by Atwell, the Summer Science Institute is a competitive program that takes select high school seniors on a field course to gain hands-on learning about the sciences.

In addition to his education and background in the industry, this interview answers questions like:

    1. What makes geoscience unique in comparison to other sciences?
    2. What career opportunities exist for geoscientists?
    3. What educational recommendations are there for people who want to go into a niche field of science?
    4. How did Andrew DeWitt find his path into geoscience and how has it helped him in his current role?

 

To listen to the full podcast, click here.

News and Insights

How manufactured housing could be a top-of-mind solution for our affordable housing crisis

Manufactured housing communities don’t need to be a feared asset in local communities. With thoughtful site design, proactive community management, and innovative quality housing, today’s manufactured housing communities could be a great single-family home option for local communities.

By: William W. Anderson, PE, Senior Vice President

The United States has a housing deficiency of more than 3.8 million homes, and the greatest supply shortages are at low-income price points. On average, there are only 28 adequate and affordable housing options for every 100 extremely low-income households.

What is affordable housing? Affordable housing is a term to describe housing that is targeted toward residents below a certain income for their respective areas. Affordable housing is typically defined as housing where the occupant is paying no more than 30% of their gross income for housing and utility costs, and where the household income is at or below the local area median income.

While many people are sympathetic to the millions of Americans struggling to afford a place to live, they are often opposed to the idea of low-income housing near their own neighborhoods. Being a neighbor to lower-cost affordable housing brings fear of a reduction in home values, higher crime rates, or community blight to the area. Moreover, local municipalities are often opposed to manufactured housing due to the perception that their jurisdiction will see increased costs of providing services for water, sewer, schools, and police and fire protection.

So what’s the best solution for everyone in the community? As someone who has worked as a land development consultant and alongside manufacturing housing community developers for more than 35 years, I can tell you that there is no perfect answer. But I do know that by creating thoughtful community design and working together with the local municipality, manufactured housing can provide a housing solution that can work for all key stakeholders and help support the much-needed affordable housing for the local workforce and businesses.

Manufactured housing should be part of a community’s fabric

The starting point: the land costs to support affordable housing must be affordable, but we also know that putting affordable housing in the “middle of nowhere” doesn’t work, as it limits employment opportunities, creates transportation issues for the roadway infrastructure, and creates cost concerns for the resident workforce. It also can isolate the younger resident generation and workforce from the urban cores and employment centers.

The key to a new development’s viability is a good community layout that meets the residents’ needs, addresses the surrounding neighbors’ concerns, and provides an economically viable density for the project metrics.

In contrast to high-density high-rises and over-crowded multi-family tenants, manufactured housing is a great way to bring affordable, market-rate, single-family housing into community neighborhoods. Most “affordable housing” is government subsidized and is provided in apartment-style or attached living opportunities. On the other hand, manufactured housing residents are living on separate homesites and building home equity as years go by.

We believe that manufactured housing can be an affordable housing solution that can blend into a community’s fabric. And when you build affordable housing near city centers and employment opportunities, it brings more reliable and abundant labor to the business community.

The role of good design in manufactured housing communities

When you think of manufactured housing, what do you picture? If you’re thinking of row after row of repeated vinyl-boxed homes with similar styles and nominal community amenities, you’re probably not alone. That image was the trailer parks or mobile home parks of the ’60s, ’70s, and ’80s, and many of those homes are still in use today. That said, the new community layouts and housing products are changing the game and changing the minds of community leaders and homebuyers.

A thoughtful site design approach ensures that a manufactured housing community blends in with a neighborhood. A few items that new successful communities share include:

  • Landscape buffers.

Thoughtful setbacks and landscape buffers to higher-intensity land uses, major roadway corridors, and even adjacent residential uses provide privacy and comfort to community residents. They also minimize the visual impacts of the manufactured housing community to the surrounding public.

  • Enhanced neighborhood access drives.

Adding hardscape and landscape dollars to the community access drive – aka “the front door” – provides a great feel for the visiting public and a warm and prideful “welcome home” experience to the residents. Spending money at the main entrance is key to setting the tone for the quality of the residential community.

  • View corridors.

Adding supplemental landscaping in strategic locations to block less desirable adjacent uses and to screen neighbor impacts adds value to the entire community. The site layout should consider key view corridors, including both interior and exterior views for their residents and guests alike. Providing great views and screening undesirable obstacles all add to the quality of daily life for the community’s residents.

  • Housing lot orientation and block designs.

Modifying housing orientations and considering lot size variances throughout the site design ensures visual interest in the streetscape. These layout considerations don’t generally impact development costs but can add considerable visual enhancements and value to the neighborhood feel.

  • A focus on sustainable infrastructure design.

Push for narrow roadways without on-street parking. If sidewalks are desired or required, consider walks on just one side of the roadway. Lay out smart, open-space areas and push for a clustered homesite design. Use open-space areas for grade transitions, odd-shaped areas, and protection of natural features (such as wetlands or woodlands). Add pedestrian pathways to connect open space and key neighborhood features. Push for limitations on water and sewer system designs. Adding fire protection to the community comes at a great expense, and likely offers a nominal advantage to single-home fire events in the community.

  • Cohesive neighborhood aesthetic.

Design complementary aesthetics into the design of manufactured housing communities to achieve a cohesive neighborhood fabric. We do this by standardizing the color palettes and styles of the homes (rooflines, siding, etc.) and amenities throughout the community. Community policies that ensure that new and replacement homes match consistent design parameters will ensure a high-value, cohesive look to the community for years to come.

  • Parks and community amenities.

Adding simple site amenities to open space areas and view corridors, such as park benches, bird feeders, or a gazebo gathering area, adds interest to the neighborhood and encourages resident walking and interaction. For larger communities, adding dog parks, sitting and gathering areas to mailbox clusters, and community centers are great additions for resident enjoyment.

 

Proactive community management

Proactive community management is key to providing a clean and safe environment to the residents. To address the local concerns regarding the financial burden and other fears of affordable housing neighborhoods to the local agencies, we recommend that manufactured housing community owners communicate the neighborhood governing policies to not only their residents, but to the local community leaders, specifically:

  • Residency requirements.

What is the application process, who can stay in the community and what are the methods to address violations of the community policies

  • Develop visual home and yard standards and controls.

Home and yard maintenance requirements should be required and enforced by the community managers. Monthly inspections and real consequences for maintenance neglect should be specified in the land lease agreements.

  • Policies to ensure resident enjoyment and safety.

Identify and incorporate noise limits, vehicular speed limits, parking and visitor limitations, and other nuisance limitations.

  •  Hire and encourage proactive community management.

Having a proactive on-site community manager is the best way to ensure a safe and well-maintained community. Owners should commit to hiring and maintaining a great local operator to watch over the neighborhoods.

  • Community capital improvement budgets.

Operators should develop and implement annual capital improvement budgets to re-invest in their manufactured housing neighborhoods. Communicating annual roadway and drainage improvements, site amenity upgrades, and utility system maintenance shows the larger community and residents that the neighborhood is and will remain a positive area in the town.

 

Among the many stigmas associated with manufactured homes is that the tax revenues garnered are less than conventional site-built homes, and, therefore do not contribute equally to the cost of local government services such as schools, roads, sewers, etc. In areas where manufactured homes are titled as real property, they are taxed at the same rate as site-built homeowners. In other areas–for example, land-lease communities–the homeowner will pay tax on the home, and the community owner will pay tax on the land.

In addition to taxes, in land-lease communities, developers often install and maintain the streets and primary utilities (water & sewer), alleviating costs of installation, maintenance, and replacement of this type of infrastructure to the local government.

A future that includes manufactured housing

The affordable housing problem in Anytown, USA isn’t going away anytime soon, but we firmly believe that manufactured housing can and should play a larger role in addressing the national real estate crisis associated with the lack of workforce housing. Owners of manufactured housing communities must be prepared to step up their game in the design of new communities and take the time to work and educate the local community leaders on the value of adding affordable workforce housing.

We can change the minds of local leaders with illustrations of good community design, great new housing products, and a company commitment to maintaining the finished neighborhoods with proactive community management.

News and Insights

Atwell Executives’ Thoughts on Our Growth and Future

Chief Corporate Officer Tim Augustine took a moment to share his thoughts on Atwell’s exciting growth and what it means for our culture, people, and industry impact.

Where do you see the future of the company going?

We continue to offer our clients local expertise and a national reach. Our growth strategy is intentional, and it provides an opportunity for team members to expand their experiences and add to their breadth of experience, whether that’s staying in their existing market sector or expanding into a new one like energy – power generation, power delivery, or hydrocarbons. It also provides economic sustainability for the company.

Atwell has seen rapid growth in the last year. What has made you proud throughout the transition?

We’ve remained focused on our culture and people. We have a very adaptive, flexible working environment, and we’re constantly evaluating ways to improve it.

I’m proud that 35% of our hires this year came from referrals. It’s a great measurement of the health of our culture when people are actively recognizing and recommending Atwell.

Additionally, I’m proud of how we’ve been able to grow organically as fast as we’ve been able to grow on the acquisition side. It’s important to have that constant balance and focus on making sure that, as our geographic reach expands, we’re also expanding opportunities for existing staff to grow their skills.

What principles do you use when researching a company for a potential acquisition?

They must have a comparable culture for the integration to work. If the culture is not aligned by being team-oriented, employee-focused, and client-driven, it typically doesn’t work for us. Also, they must add leadership to the company. If the acquisition would be an exit strategy, that’s typically not a strategy we want to employ for an acquisition, unless second-tier leadership is very, very strong.

I want to stress that in all the acquisitions we’ve done, we’ve been fortunate to add very strong talent and leadership skills to Atwell.

What is one goal you have for the company in the remainder of 2023?

My goal for 2023 is to stay the course and stay focused on our active projects. Starting in October, we’ll begin our business planning process for 2024 as our leaders will start talking to our existing clients about their drivers for 2024. Not only will we grow through merger and acquisition activity throughout the end of the year, but I also aim to finish the year strong and continue pushing the momentum into 2024.

How do you help the company stay ahead of competitors when it comes to industry trends?

Number one is that we remain focused on our people. Our competitive advantage is our people, our culture, and our core values, all of which support our growth strategy. For instance, one of those values is to be bold, be creative, and unafraid to try. We constantly challenge ourselves to do better.

Number two is continuing to focus on our existing clients and committing to serve them more. For instance, we’ve done an excellent job this year in pivoting into the hydrocarbon space and introducing renewables or adapting things like green hydrogen or carbon sequestration.

We also spend a considerable amount of time and effort focused on intentional research for urgent industries, defined as an industry that will grow significantly in the next five to 10 years.

News and Insights

Embracing growth and collaboration: My journey to finding a surveying internship

By: Verena Lake, Surveying intern

With just one year left in university and no prior internship under my belt, I felt a sense of urgency to bridge the gap between classroom knowledge and real-world application. What better way to do that than with an internship? So, I began hunting for a surveying engineering internship that would grant me the technical experience I craved. Several great local companies visited my school to market their brands, but none of them really caught my attention. I can’t clearly articulate it but ‘something was missing.’

Not too long after, I received an email announcement from our Surveying Department about Atwell’s internship program. I hadn’t heard of the company before, but I’m incredibly happy and grateful that I took a chance on Atwell.

The odd woman out

From the beginning of my university journey in surveying engineering, I realized the undeniable importance of hands-on experience. My peers, who secured internships during previous summers, seemed to exude a level of confidence and understanding that I felt I was missing without having a prior internship. This left me feeling somewhat behind, with the suspicion that the classroom could only take me so far. I deeply desired an opportunity to immerse myself in real projects, learn from seasoned professionals, and witness the beauty of surveying in action.

Seize the moment

With each passing day, the end of the spring 2023 semester drew nearer, and I knew it was now or never. The weight of my academic pursuits and aspirations pushed me to seek out the perfect internship, one that would not only equip me with practical skills, but also instill a sense of confidence that I was on the right path.

That led me to participate in the Pennsylvania Society of Land Surveyors 2023 conference with my school. There I met many great professionals and passed out freshly printed copies of my resume in hopes of finding the perfect internship. Ironically, while I was still at the conference, the talent acquisition team from Atwell reached out to me to schedule an interview. I still remember the joy that washed over me as I replied with a hearty: “Of course, I’d love to chat and learn more about your company.”

Finding a home at Atwell

Atwell is a multidiscipline engineering company known for its commitment to nurturing talent and fostering employee growth. The more I learned about their culture, values, and inclusive environment, the more I felt a sense of resonance. Atwell seemed like the perfect place to kickstart my career and gain the technical experience I craved within a culture that values supporting employees and encourages a work/life balance. I was nervous about moving to an entirely different state especially because I had never visited Georgia before. Nonetheless, my enthusiasm and faith far outweighed my fears, so I took the chance anyway. While the hiring process was a bit extensive, I appreciated the intentionality as it demonstrated the company cares about its team enough to bring on quality people that will only make that team better.

Moreover, the best part of the recruiting phase was the direct contact I had with my boss even before I was officially hired. This communication continued into the internship with daily calls and, despite having a distinguished position in the company (Director of Surveying), I never felt the need to act super professional or water down my personality because he is very personable, friendly, and relatable. To my surprise, all of the staff were exactly like that. For example, one of the Vice Presidents for our region is stationed in the office where I worked and whenever we crossed paths, we’d always have quick, pleasant conversations. It really does feel like a family.

The best teachers are patient

My first day as an intern at Atwell was a blend of anticipation and eagerness. The initial insecurities I had felt about lacking prior internship experience quickly disappeared as I realized that Atwell valued my potential and eagerness to learn. Over the course of my internship, I eagerly embraced every challenge, knowing that each obstacle was an opportunity to grow and expand my knowledge. The supportive work environment and mentorship at Atwell allowed me to ask questions without hesitation, filling the gaps in my knowledge, and boosting my confidence.

The cherry on top

My favorite parts of this internship were the fieldwork and having a hybrid work structure. I worked in the field at least once every other week where I learned directly from the industry’s best, saw different places in Georgia – from open commercial sites to forested areas – and got hands-on experience. In my hybrid schedule, I had three or four office days and remote work on Fridays. It felt like a dream. Overall, I appreciated the trust and confidence that Atwell placed in me to produce high-quality work while having tremendous flexibility.

Bittersweet ending

It’s a bit difficult to say goodbye to all the lovely staff of the Marietta and Lawrenceville offices. My summer internship with Atwell not only fulfilled my quest for technical experience in surveying but also served as a profound lesson in the importance of timing and perseverance. I discovered that it’s never too late to pursue opportunities that align with our aspirations. The emotional turmoil of feeling left behind in class due to a lack of experience has transformed into a deep sense of fulfillment and empowerment.

I am immensely grateful for the invaluable experience gained at Atwell, and I am now more determined than ever to make the most of my remaining time in university and embark on a successful career in surveying engineering. To all college students seeking internships, remember that the right opportunity is waiting for you. Embrace the journey, seize the moment, and trust in your abilities to work well, even in the face of initial uncertainty. Your growth and success await on the other side of taking that leap of faith.

About the Author

Verena Lake

Surveying Technician

Former Atwell intern, Verena graduated in 2024 with a BS in surveying engineering from Penn State.  Now a survey technician at Atwell, Verena is gaining experience to be a licensed PLS.

News and Insights

The 7 benefits of using GIS to support the prospecting process for renewable energy companies

By: Lauren Federsel, Associate Director of GIS, and Courtney Schmidt, Senior Director of Energy

In our commitment to aiding renewable energy clients in achieving their goals, we acknowledge the pivotal role that prospecting plays. Effective prospecting empowers them to make strategic and well-informed business choices.

Traditionally, prospecting involved laborious manual data entry, which consumed time and carried the risk of human error. By adopting GIS and ESRI’s spatial analytics and mapping software, we can revolutionize the prospecting process for our renewable energy clients. GIS is a powerful technology that enables the collection, analysis, and visualization of geospatial data. It empowers us to manage diverse layers of data encompassing the natural environment, built and planned environment, competitor activity, queue positions, and more – all within a unified system that enriches our prospecting insights.

Collaboratively, our GIS team works alongside clients and other internal teams at Atwell to identify specific prospecting needs and define the target area of interest. Leveraging GIS, we undertake a comprehensive analysis of numerous constraints to pinpoint the optimal location for our client’s renewable energy project. Our objective is to equip our clients with an understanding of where they should direct their efforts, anticipating potential obstacles and challenges proactively rather than being forced into reactive adjustments down the road.

By integrating GIS into our prospecting process, we streamline the decision-making journey, ensuring that our clients start the development cycle with a strategic advantage. This technology-driven approach empowers renewable energy companies to position themselves for success, ultimately advancing their sustainable initiatives and driving meaningful impact in the industry.

The benefits of using GIS for renewable energy prospecting

We’ve identified seven key benefits to employing GIS to enhance your company’s prospecting endeavors:

 

  1. Resource assessment: GIS assists in evaluating the renewable energy potential of specific areas. For solar energy, GIS analyzes solar radiation levels, considering factors like sun position, shading, and atmospheric conditions. In the case of wind energy, GIS assesses wind speed and direction data to pinpoint suitable wind farm locations. This information directs companies toward areas with the highest energy potential.

 

  1. Site selection: After identifying potential areas, GIS aids in site selection by factoring in diverse elements such as environmental constraints, land use, proximity to infrastructure (e.g., transmission lines, substations), market pricing conditions, queue data, and regulatory considerations. Through overlaying and analyzing different layers, GIS facilitates the identification of optimal project sites while minimizing impacts and project development risks.

 

  1. Land use analysis: GIS provides detailed land use and land cover data, crucial for comprehending the impact of renewable energy projects on the existing environment. This data helps identify areas aligning with a company’s project objectives and adhering to local regulations.

 

  1. Grid integration: GIS facilitates the analysis of existing power grid infrastructure, identifying potential interconnection points and assessing capacity for integrating renewable energy sources into the grid. This information is pivotal for gauging technical and economic feasibility.

A dark GIS map with green digital circles and points marking various locations. Each circle, representing data from the prospecting process, contains numerical values and varies in size. The background showcases city streets and geographical features, ideal for renewable energy companies strategizing site selections. A dark GIS map with green digital circles and points marking various locations. Each circle, representing data from the prospecting process, contains numerical values and varies in size. The background showcases city streets and geographical features, ideal for renewable energy companies strategizing site selections.

  1. Visualizations and communication: Utilizing GIS, we create visually compelling maps and 3D models, simplifying the communication of intricate information to stakeholders, investors, and local communities.

 

  1. Risk mitigation: GIS identifies potential risks linked with renewable energy projects, such as natural hazards, proximity to critical infrastructure, or environmental sensitivities. By considering these factors during prospecting, we assist clients in reducing project risks.

 

  1. Long-term planning: Through the analysis of historical data and trends, GIS identifies areas consistently displaying renewable energy potential over time. This insight aids in strategic decision-making, ensuring sustainable growth.

 

Assisting our clients in achieving their goals

Our team at Atwell has harnessed GIS and ESRI to prospect entire states and ISO territories for viable locations for battery storage, utility, and community-scale solar and wind projects. Using proprietary modeling, the GIS team efficiently identifies feasible buildable areas, a process taking significantly less time than conventional reviews. Upon completion, ArcGIS incorporates project-specific data and constraint layers, prioritizing points of interconnection and areas of interest.

One project involved 850 potential points of interconnection (POIs) within a state, which we were able to reduce to 63 POIs. ESRI technology accelerates the initial process, allowing focused constraint evaluation that might otherwise surface later, thus eliminating non-viable data. Our program and development managers then engage Atwell’s subject matter experts to assess the viability for the top-ranked POIs. Data stored in ESRI is shared with the client, fostering collaboration and swift progression to the land secure phase.

Overall, GIS streamlines the prospecting process for renewable energy firms, offering spatial insights, data-driven decisions, and visualizations that contextualize potential project locations. By harnessing GIS, companies optimize the efficiency and efficacy of their renewable energy projects, leading to time and cost savings.

About the Author

Courtney Schmidt

Vice President

Courtney has managed and provided technical expertise to programmatic efforts across the country for over 22 years. She has passion and experience in building teams across geographies and disciplines, siting facilities, and managing development and operations activities for clients.

About the Author

Lauren Federsel

Associate Director

Lauren Federsel is a Geographic Information Systems (GIS) Professional with over 25 years of geospatial experience. She has multiple levels of experience in GIS Management which includes long-term geospatial visioning and strategic planning to keep companies on the forefront of digital technologies.

News and Insights

5 considerations for developers trying to connect to an energy grid in high demand

By: Jason Utton, Vice President of Energy – Power

The state of the renewable industry from an economic perspective with the Inflation Reduction Act (IRA) has never been better. But, the explosion in renewable energy projects is overwhelming the system for connecting new projects to the grid.

Plugging a wind or solar project into the grid (a.k.a. interconnection) is one of the most difficult parts of the renewable energy development process. Unlike many things in the development cycle, interconnection is largely not directly dependent upon a developer’s actions. There are countless variables that are out of the developer’s control, but must be considered in the development process. Adding to an already stressed set of circumstances is the complicated nature of the grid in today’s clean energy race.

What might seem like a risky project can be transformed into a well-executed and wise investment by adding a few considerations, and the right Power firm, in the beginning. Here are five components to consider when connecting to the grid:

  1. Complete a site assessment on the front end

Transmission analysis and preliminary injection analysis must be done on the front end so that there is a baseline understanding of any potential site from a transmission perspective. Before you even begin thinking about connecting to the grid, you should be considering the transmission options. Figure out the best places to inject the power (the best place is the most cost-effective) because strong financials are ultimately needed to complete a project. If it’s not economically viable, it will never be built. It’s also important to understand that electric customers don’t pay extra for extra capacity for a future developer to use.

  1. Determine the right size needed

Some people think of the grid as a bunch of open spaces, like connection points on a long extension cord, but that’s not accurate. The U.S. grid is not like a lot of surge suppressors with empty slots across the country that developers can simply plug their project into. The grid is made up of many cords that are already in use with very few open spaces to connect to for free. The current cords must be cut, then a substation, or a 3-breaker ring bus, is needed to allow the power to flow onto the grid. And there are network upgrades that are needed throughout the entire system (sometimes many miles away from the project) that need to be improved to allow for the added energy. This is why it’s imperative to understand what voltage is available and if there is any available capacity being unutilized. Trying to interconnect a 100 MW project into a system that only has 50 MW of capacity will add costs to the project.

  1. Use the right technology

Now that the IRA has made wind energy more cost competitive, a developer must consider different technology options and choose the best fit for their site. This can be for economic reasons but also for commercial reasons. Wind predominantly generates electricity at night, whereas solar generates during the day. A developer must place technology appropriately. In addition to picking the best technology for a particular site, storage is now a viable option in the majority of sites across the country because of the multiple uses case storage provides. If storage is added, where will it be placed? Battery storage opens the door to countless other opportunities, and Atwell can assist clients in determining what technology will be best suited for their site.

  1. Keep your eye on the long-term landscape

Regardless of site, it is going to take at least two years to develop a project, and some projects will never get to the end of the road. Don‘t fall into the mistake of looking at a project today but failing to consider what may happen tomorrow – Look at the interconnection queues across the country! You must take into account the energy projects that are currently in line, waiting to be studied and connected to the grid. Then, you must be prepared if they connect first and understand how that will impact your project. Understanding what it takes to pick the right site and the competitive landscape is critical to success.

  1. Assume you’re not the only one interested

You must be very attuned to the competition, especially following the passage of the IRA. If you find a strong wind resource, or a good solar site, odds are you’re not the first one to find that area, and you may not be the only one there now. Situational awareness leads to situational dominance – you must know what the competition is doing. How far along is their project? What is the likelihood that their project is built? And, if you think their project is going to get built, how will that impact your project?

If this sounds like a lot to consider, we get it. There are a lot of factors at play before your project even enters the arena, and while the IRA makes renewables more cost competitive, it adds to the complications in the development space. Fortunately, we have the resources to conduct the studies, determine the right project size and technology needed for your project, and help you create a game plan to understand where the grid could be in the years to come.

We help clients run studies, do analyses, evaluate options, and make the best decisions. Depending on who our clients think their final customer is, we can assess different parts of the country and determine whether it’s wind, solar, or battery storage that’s needed. We also have the expertise to help our clients navigate the regulations set forth by the various Independent System Operators (ISOs). Rest assured, when you partner with Atwell, you’re partnering with industry experts who can and want to help you succeed.

It’s a stressful time for connecting to the grid, but it’s an exciting time, and the Atwell team can take the stress off your shoulders so you can keep your eyes on the landscape ahead.

About the Author

Jason Utton

Senior Vice President

Senior Vice President of Atwell’s Power Group, Jason Utton has been developing renewable energy projects for more than 17 years, with experience in wind, solar, and battery storage projects across the country. He currently provides large scale investment and development clients with business goal setting, renewable portfolio optimization, and capital deployment strategies.

News and Insights

More than 60 interns join Atwell this summer

 

Summer at Atwell is underway. Along with the added sunshine comes our annual summer internship program.

Over the course of the summer, our interns are learning about every aspect of the company as well as meeting with executive leadership to learn more about their roles. From surveying to construction, marketing to financial management, our interns spend their summers in a hands-on internship that broadens their career knowledge and empowers them with education to make well-rounded decisions.

Our interns have already been hard at work for a few weeks, and we’re thrilled to share the intern class we ushered into the program this year. With more than 60 interns in total, they represent colleges and universities all over the country. We are already seeing great things from this group!

Andrew Finnegan             Robert Morris University

Brandon Barham              University of Michigan

Francesco Ruffino            Michigan State University

Marshall McAnally           University of Central Florida

Benjamin DiMaetto         Penn State – Behrend

Connor Moran                  Robert Morris University

Jack Beggy                         Pennsylvania State University

Paul Fehrenbach               University of Pittsburgh

Rian Griffin                        Pennsylvania State University

Samuel Robinson             Pennsylvania State University

Vrisha Panchal                  University of South Florida

Leah Limber                       Purdue University

Adam Short                       Wayne State University

Anna Isaacson                  Purdue University

Briannna Ziegler               Michigan State University

Hailey Douglas                  Michigan Technological University

Victoria Gardiner              Purdue University

Besarba Myrtaj                 University of South Florida

Cohen Kemper                  University of Kentucky

Francesca Tringali            University of South Florida

Sebastian Jaramillo          Florida State University

Somdeep Nandy               The Pennsylvania State University

Anthony Augustine          Texas A&M University

Benjamin Lenahan           University of Colorado – Boulder

Oliver Davila                      Arizona State University

Calan Barnhardt                Colorado School of Mines

Albert Alvarado                Morrison Institute of Technology

Owen Atkins                      Colorado State University

Cristian Arcienega            Florida Gulf Coast University

Joel Chattoo                      Florida Gulf Coast University

Verena Lake                      The Pennsylvania State University

Amy Ma                              Texas A&M University

Hailey Verrelle                  Penn State University

Bryce Minock                    University of Madison

Henry Krzywiecki              Michigan State University

Justin Burnup                    Texas A&M University

Evan Libensperger           Clemson University

Seth Boyd                           University of Akron

Wyatt Garrett                   University of New Hampshire

Jacob Suarez                      University of Florida

Ashlea Bills                        University of Tennessee – Knoxville

Sydney Brooke                 Wentworth Institute of Technology

Mariana Magallon           University of Texas

Maximillian Brown          University of Washington

Christopher Castillo         University of Washington

Artem Egorov                   University of Florida

Caleb Dreier                      University of Akron

Casey Smith                       Tarleton State University

Jocelyn Dominguez          Arizona State University

Emily Szabo                       Iowa State University

Meila Gjurgjovski             Western Michigan University

Corey Haskins                   Michigan Technological University

Brendan Ireland                University of Michigan

Lawrence Coates               Tarrant County College

Adrian Perez                      University of Central Florida

Tori Northrop                    Florida Gulf Coast University

Noah Witt                          Florida Gulf Coast University

Milana Bender                  Michigan State University

Vince Modarelli                University of Central Florida

Hope Blair                         University of Pittsburgh

Matthew Brancaccio       University of Pittsburgh

Olivia Dodge                    University of Pittsburgh

Riley Bender                    University of Pittsburgh

 

 

News and Insights

Are you planning a carbon capture project? Here are 7 development considerations before you start

By: Chris Reischman, Senior Director of Oil & Gas, and Gil Henry, Vice President of Oil & Gas

The race to meet the US goal of net zero greenhouse gas emissions by 2050 is underway. One of the best solutions available for reducing the emissions in the air is the process of carbon capture, utilization, and storage (CCUS). While CCUS is a leading solution to meeting greenhouse gas reduction ambitions, there are several things to consider before diving into a CCUS development project.

Our team has worked on many carbon dioxide (CO2) projects starting with pipeline transport for enhanced oil recovery (EOR) in the early 2000s and are now transitioning to CCUS projects. Based on our experience and expertise, here are the top seven things to keep in mind before moving forward with development.

Economic viability: First and foremost, it’s important to consider the feasibility and economic viability of the project. Any carbon capture project involves complex and costly systems that must be understood and accounted for at the beginning of development. Components of the project’s proposed CO2 lifecycle from capturing to safely transporting to securely storing it must be thoroughly evaluated during the FEED phase, to help ensure a successful project.

CO2 utilization options: CO2 can be captured and used in a number of different ways. One option is converting the CO2 into usable products through chemical and manufacturing processes (E.g. concrete or industrial products, such as plastics or alcohol). Another option is to inject underground to enhance the recovery of oil in a depleted reservoir.

Transportation options: After capturing the CO2, the next step is to determine the safest and most economical method of transport. There are several transportation options to consider, including pipelines, trains, trucks, barges, and ships. There are pros and cons to each of these options, although pipelines and ships are the most scalable options with the lowest cost per ton of CO2.

Storage options: If the CO2 is to be stored underground, sequestration options are available. Options include underground storage in depleted oil and gas reservoirs, saline aquifers, and deep coal seams.

Regulations and compliance expectations: Beyond the process of capturing the CO2 itself, there are additional factors that must be considered. Before any ground can be broken for a carbon capture project, there are regulations and compliance expectations that must be met. All state and federal requirements for the project must be considered at the very beginning stages of the project’s development. A thorough permit and compliance matrix will greatly assist in establishing and maintaining the overall project schedule.

Environmental impacts: Another essential consideration before the project breaks ground is to consider the possible environmental impacts of the carbon capture project. While CCUS is a strong solution for reducing greenhouse gas emissions, it remains an imperfect process that could have adverse effects. It’s important to work with a team that has a thorough understanding of the possible environmental impacts and expertise in mitigating those risks.

Community engagement: Last, but certainly not least: community engagement is essential to the success of both the development and long-term success of any CCUS project. In the past, unsuccessful community engagement and local opposition have contributed to the cancellation or relocation of some CCUS projects.  Any development needs to consider the engagement of all the project stakeholders including the local communities, project developers, and regulatory bodies. This may require advanced communication on the project to ensure local community members and policymakers are on board and understand why and how the project may be beneficial to their community and the reliability of affordable energy for the foreseeable future.  A clear community and stakeholder engagement strategy is important to a project’s success.

CCUS projects come with a steep price tag and require thorough consideration of the project from start to finish. Still, CCUS is a leading solution as Americans march toward reaching reduced greenhouse gas emission goals. Fortunately for our clients, our expertise in CO2 storage as well as safely transporting CO2 sets our work apart from others. From day one, our clients have the benefit of experienced project managers in the field of CCUS as well as a commitment to both excellent work and thorough mitigation of any potential challenge. Our clients can have confidence knowing their project is in the best hands to reach a successful completion with clear, consistent communication along the way.

News and Insights

Client advisors: Our Real Estate and Land Development Vice Presidents in the East share their history and insights on the future of the industry

 

At Atwell, we pride ourselves on our ability to be advisors to our clients. It’s our keen eye for trends and proactive preparation for the future that separates us from the rest. We sat down with our Real Estate and Land Development (RELD) Vice Presidents Paul Marcus, John Nourzad, Eric Lord, and Stephen Mauersberg to learn about where they’ve been and where they see the industry going. Here is what they had to say:

Tell us a little bit about your career path and any pivotal moments or pivotal points in your journey. 

Paul Marcus: In one form or another, I have been in the real estate, construction, and engineering sectors for my entire career.  While I gained much enjoyment in turning a medium-sized general contracting firm into a destination organization, one of my most enjoyable career moments was leading the design and construction of two museums in Singapore.  That experience not only taught me the intricacies of conducting business in a different country but, perhaps more importantly, it enabled me to experience and appreciate different cultures.

John Nourzad: As a young engineer, I found my way to the retail land development business, then I started my own firm. I owned the firm for 22 years, so I got a good taste for being an owner of a medium size firm. I started with two employees and, when I left, we had 250 people. After that, I was lucky enough to join an architecture firm, where I built their civil discipline. Working with architects was interesting and expanded my view on the consulting business altogether. Then, three years ago, I joined Atwell!

Eric Lord: I followed somewhat of a traditional path. After graduation, I was trying to find my passion within the civil engineering world. My focus in college was mostly structural and transportation, so I thought I wanted to design highways and bridges.  I worked on the municipal consulting side at the beginning of my career before moving to HNTB working on large-scale highway projects.  I quickly realized the government side of the civil engineering business wasn’t for me. For the next 13 years, I worked for a Michigan-based firm becoming a partner, where I focused on private land development work.  I found my lane there and really enjoyed growing with this firm. I’ve been here 12 years now, so probably 25 out of my 30 years of experience has been on the land development side.

Stephen Mauersberg: My educational background is in mining engineering.  I was fortunate in finding a job right out of college in 1983 working for a small engineering firm that focused on coal mining.  Due to a changing environment toward coal production, I knew in late 1985 I would need to explore other career opportunities.  In February 1986 I relocated from western Pennsylvania to join Ben Dyer Associates, Inc. in Maryland to begin a career in civil engineering focusing on land development.  BDAI became part of Atwell in December 2022.  The biggest pivotal points in my career are first relocating to join BDAI, and then when BDAI join Atwell.

What brought you to Atwell, and why do you stay?

Eric Lord: It was the opportunity to get involved in bigger things that brought me to Atwell. Being a national firm with national offices gets you a seat at the table with some bigger companies and bigger opportunities.

I say this a lot; we’re not perfect by any means, but I honestly believe that we’re trying to get better every year. We’re trying to identify the things that we have an opportunity to improve upon and really make it a focus year over year. It’s that desire to get better that keeps me here.

Paul Marcus: I would say the vision of Dan and Brian is what brought me to Atwell.  We had numerous discussions over the years about me joining Atwell.  Since joining, I remain very impressed by the quality of people in the organization.  So many extremely talented and dedicated people!

John Nourzad: I got to know Dan and Brian about 15 years ago. They were working on the Walmart account, while I was working on the Walmart account with my own company. We kept running into each other during the consultant meetings. There’s something very special about Brian, Dan, and Matt.  They kept calling me once or twice a year for 15 years.  About three years ago, I was ready for a positive change in my career, and I called them this time. The people and the culture keep me here. I absolutely enjoy everybody. It’s a great bunch of people and awesome culture as a company.

Stephen Mauersberg: We were contacted by Tim Augustine a little over a year ago. Every day as an owner you’re getting bombarded with emails of someone saying they’ll change your life as they help you transition out of your business.  It was very interesting getting an email like that from a firm as opposed to a broker. We did a little bit of research, and we liked what we saw. We felt that the people and the culture seemed to be a big family. That was the resounding theme we were hearing.  Now that we’re part of Atwell, we’re seeing that in action. Everyone is great to work with. The resources that are available go a long way. It’s a good place to be and I don’t see that changing.

If you could predict the future, what do you think the hottest trends will be in land development in 5 years? 10 years?

Stephen Mauersberg: The continued expansion and growth of data center development and the senior housing market, the repurposing of office space and big box retail, and growth in solar opportunities for residential/commercial, community, and utility-scale projects driven by the demand for renewable energy.

Paul Marcus: The residential housing market continues to experience a shortage in supply.  With shifting trends positively impacting the rental market, the build-to-rent and affordable housing sectors should continue to remain extremely strong for years to come.  I believe the funding sources supporting these sectors will continue to diversify likely toward institutional investors.

John Nourzad: The use of “self-driving vehicles” will dramatically change the use of commercial and residential properties in 10 years. The SDVs will take you shopping, restaurants/entertainment, and work. We will not need these huge parking lot inventories to park our cars! We will probably see much smaller residential garages in our houses as well. The real estate landscape will change substantially!

Eric Lord: There are several, but one interesting trend to watch is where the people are moving to.   Population growth requires the development of land for all different end uses.  Warmer weather may not always be the answer.

What emerging trends are you seeing in land development? 

Paul Marcus: I like to stay on top of economic trends, and even go so far as to try my hand at making economic projections. I keep an eye on the various economic indicators to understand how they are either working with or against one another.  By that, I mean opposing trend lines have become more meaningful in the past three to four years We’re seeing a disparity between what’s happening in the commercial real estate sector versus the residential sector. I think the commercial real estate sector is trending in a negative direction, led largely by office space underutilization. However, we still see a lack of housing stock, most particularly in senior and affordable housing stock, and it’s defining what would normally be a full-on upcycle or full-on downcycle of the entire real estate sector. Now we must bifurcate how we look at the various sectors in the overall real estate market. So, with rentals, whether affordable senior living or build-for-rent, I see these sectors bucking the trend and staying strong for the next five years, whereas the commercial side will likely take a considerable dip.

Stephen Mauersberg: In the mid-Atlantic area, we’re seeing a market of rental housing coming into play outside of what you would consider a rental apartment-type complex. We’re seeing single-family communities and townhome communities come online as rentals. We’re also seeing the repurposing of existing infrastructure; office buildings that are being converted to condos; retail shopping centers; and the big box being converted to storage units.  People are using space for purposes other than what it was originally planned for.

John Nourzad: Most of my career has been on the retail side. Retail was drastically changed by Amazon when it came online a few years ago, so retail is going to be changed. The office space is going to change drastically because of the pandemic.  A lot of office space is going to be converted to residential or other uses.  Senior housing is going to be a big deal because the baby boomers are all aging.  All of that has been negatively affected by the interest rates that keep going up. Things are going to slow down for a while, and we need to keep that in mind. Also, the use of “self-driving vehicles” will dramatically change the use of commercial and residential properties in the next 10 years. The SDVs will take you shopping, restaurants/entertainment and work. We will not need this huge parking lot/ Parking Garage any longer! We will probably see much smaller residential garages in our houses as well. The real estate landscape will change substantially! As our CEO Brian Wenzel says, “Lean into it and try to look at it as an opportunity and take advantage of it.”

Eric Lord: Change can be a scary word sometimes, but we have to look for the opportunity within that change. There was a time where Internet sales were ticking up and up, and everybody started talking about the retail apocalypse. While it did instigate change, it created an opportunity elsewhere. What ended up happening is that the industrial market became a pseudo-retail market. Every time you see Internet sales ticking upward, it just means that the logistics and warehousing are also ticking upwards. The two are more related today than they have ever been, and that’s created an opportunity for us.

We’re doing a lot on the restaurant, small format retail side of things right now because that world’s changing a bit. Everybody wants drive-throughs.  A lot of restaurants that never traditionally had drive-throughs now want them, and that’s what changes their footprint and changes their whole model, which again creates an opportunity for us. Change can be scary, but you have to peel the onion a little bit to find where that opportunity is.

What motivates you in your career?

John Nourzad: Mentoring our younger generation to become better at their career

Stephen Mauersberg: To drive by a project site and know that the work we perform provides benefits to those that live in the communities, are employed in the buildings, or play at the parks we design every day.

Paul Marcus: Mentoring.  My enjoyment comes from watching others succeed when having a hand in their development.

Eric Lord: Generating opportunities to help others grow and develop in their careers.

What 3 words would your family and friends use to describe you?

Paul Marcus: Thoughtful, intelligent, leader.

John Nourzad: Friendly, loving life, Caring

Stephen Mauersberg: Caring, fun-loving, and giving.

Eric Lord: Easygoing, thoughtful, and witty.

Favorite summer activity?

Stephen Mauersberg: Hanging out at the pool on the weekends.

John Nourzad: Water sports

Paul Marcus: Cycling and Canoeing

Eric Lord: Golf, enjoying the northern Michigan playground

Favorite way to relax?

Stephen Mauersberg: I don’t know why, but I can clear my head when riding the lawnmower with a cold beer and cheap cigar in hand.

Paul Marcus: Getting together with family and friends for a long meal with enjoyable conversation and great food.

Eric Lord: Fumbling around on a guitar.

John Nourzad: Swimming

News and Insights

GIS is more than a map – it’s a strategic tool to connect data and drive decision

When contemplating GIS, it evokes thoughts of maps and data points, perhaps even the dashboards observed during the height of the COVID pandemic. However, it is crucial to recognize that GIS extends far beyond mere cartography. It is a comprehensive geographic information system that encompasses the creation, management, analysis, and mapping of diverse datasets.

Acting as the linchpin of everyday data utilization, GIS consolidates information into a centralized repository, facilitating remote accessibility and real-time interpretation during the data collection process. Thus, GIS transcends the conventional notion of being solely a mapping tool.

Connecting the dots through GIS

“GIS means connection. GIS connects data by leveraging the spatial component of information, allowing for the integration, analysis, and visualization of diverse datasets to gain insights into geographic patterns and relationships,” said Lauren Federsel, Associate Director of the GIS team at Atwell. “At Atwell, our projects rely on data, and we use GIS to collect and manage the data so we can interpret it and keep our clients informed in real-time.

“GIS gives us the ability to manage multiple layers of data collection from both the natural environment – such as water courses, water bodies, wetlands, and species – to the built environment – such as buildings, roads, solar, wind, transmission – and more, within the same system. We can leverage whatever combination of data gathered from the field, mined online, or other product data and display it all on top of each other to help inform decisions.”

Our team of GIS experts provides both internal support to our teams and external support directly to our clients. Whether we’re supporting our land development, natural resources, or our environmental clients, our GIS team is working to ensure their data reflects the most up-to-date and accurate numbers to minimize risk and maximize opportunities for our clients.

“We work together with internal teams at Atwell and the client to identify the project needs and the area of interest – be it an acre, a mile, or multi-state,” said Federsel. “We then use GIS to analyze a multitude of constraints to determine the best location for the client to do their work. Our goal is to help our clients understand where they should work by anticipating roadblocks, rather than reacting and adjusting down the road.”

Real-time data collection

As our GIS team has grown and evolved, so has our ability to automate back-end processes that keep our clients in touch with real-time layers (data points). The models our team has created take much of the human error out of the process, as the systems and deliverables our clients have access to are constantly incorporating new layers that reflect all completed work. Ultimately, our client only needs an internet connection to access real-time information.

The best part? When any of Atwell’s team is in the field collecting data, all that is needed to access and enter data is a phone or tablet.

“If our client has land agents going out in the field, they don’t need a map. They don’t need infrastructure. They just need a set of questions that they’re asking owners in a mobile version of a form – like a clipboard, but the clipboard is mobile,” said Federsel. “Then imagine all the information the field agent is collecting in that clipboard is automatically populated to a database that’s online and can be accessed in real-time by any project manager, developer, or whomever. Each time the field agent hits submit, I can go review that data while working in the office.”

 

Customized dashboards for clients

Atwell’s GIS team leverages ESRI ArcGIS Dashboards to develop dynamic and real-time visualizations that effectively communicate geospatial data to our clients. These interactive dashboards provide a comprehensive view of location-based analytics, presenting instinctive and interactive data visualizations on a single screen. By combining charts, maps, tables, and graphs, they offer a cohesive and engaging display of information.

The configurability of these dashboards allows them to adapt to different map content and interact with various elements such as widgets and indicators. Users can actively engage with the data, filtering it based on attributes or geographic areas to focus on specific subsets of information and analyze trends and patterns. Atwell’s GIS team ensures that the appearance and branding of the dashboards align with the visual identity of both Atwell and our clients. Custom themes, colors, and styles are applied to create a consistent and professional look.

Furthermore, dashboards can include charts that cross-filter the map, facilitating trend visualization and enhancing the conveyed information. They seamlessly integrate with other components of Atwell’s ArcGIS platform, enabling the GIS team to connect them with ArcGIS Online or ArcGIS Enterprise. This integration allows the dashboards to leverage data from diverse sources, including ArcGIS maps, layers, and geospatial analysis tools.

Overall, these interactive dashboards serve as a powerful medium for presenting up-to-date data visualizations and showcasing spatial-based analytics in an intuitive and seamlessly interactive manner. By harnessing the capabilities of ArcGIS Dashboards, Atwell’s GIS team empowers clients to make informed decisions, monitor status in real-time, and gain valuable insights into their projects.

The future is real-time

“GIS bridges all of our different teams here at Atwell,” Federsel said. “We offer our clients the latest and greatest data to avoid working in an incorrect data set. You don’t have to be a GIS person. You don’t have to know anything about GIS. We can build engaging web-based solutions with a user-friendly interface where clients can engage and provide feedback while they focus on moving the project forward.”

Our team at Atwell views GIS as a strategic tool for connecting data, enabling real-time insights, and supporting decision-making. By leveraging GIS capabilities, we offer clients the latest data, user-friendly applications, and seamless integration to drive project progress and success.