Real Estate & Land Development

News and Insights

7 ways that engineers can use SCADA systems to monitor and optimize industrial processes

 

At Atwell, Supervisory Control and Data Acquisition (SCADA) systems are widely used to monitor and control complex processes and infrastructure. Engineers such as Atwell’s Nav Singh play a crucial role in designing, implementing, and maintaining SCADA systems. In fact, Singh refers to SCADA as his first love.

“I think of SCADA as my first love in terms of work,” Singh explains. “Twelve years ago, my first job was doing SCADA alone. I was doing substation SCADA for a good two years and learned from multiple mentors along the way. When I joined Atwell, leadership was particularly interested in my skills on the SCADA side, and I was excited to jump back into the SCADA after a few years off.  Not only is the collection interesting, but so is the element of creativity involved.”

Singh continues, “When planning a deliverable, you must think about it from a higher perspective. Over time and with practice, I’ve found creative ways to run the deliverables in each project smoothly.”

With more than a decade of experience working with the technology and mastering his deliverable skills, Singh offered suggestions for how other engineers can use the technology. Here are seven ways engineers can use SCADA:

1. Process monitoring: Engineers can use SCADA to monitor and visualize real-time data from various transformers, circuit breakers, disconnect switches, and more. Other applications include wind farms, solar farms, and traditional generating sensors and devices, such as temperature, pressure, flow, and level sensors. This helps them keep a close eye on critical parameters in industrial processes, utilities, or substations.

2. Remote control: SCADA systems allow engineers to remotely control equipment and processes. This can include operating critical equipment protecting the power grid, such as circuit breakers and disconnect switches, turning pumps on or off, adjusting valve positions, or changing setpoints to maintain optimal operating conditions.

3. Data logging and storage: Engineers can configure SCADA systems to log historical data. This data is valuable for trend analyses, troubleshooting, and compliance reporting. Engineers can use this information to make informed decisions and optimize processes over time.

4. Alarm and event management: SCADA systems can be set up to generate alarms and alerts when specific conditions or events occur, such as equipment failures, out-of-spec measurements, or safety breaches. Engineers can configure these alarms and respond quickly to prevent issues or minimize downtime.

5. Security and access control: Engineers are responsible for ensuring the security of SCADA systems. They can implement access controls, encryption, and other security measures to protect against unauthorized access and cyber threats.

6. Integration with PLCs and RTUs: SCADA systems often work in conjunction with Programmable Logic Controllers (PLCs) and Remote Terminal Units (RTUs). Engineers can program these devices to communicate with the SCADA system, allowing for seamless control and monitoring of field equipment.

7. Customization and reporting: Engineers can customize the SCADA interface and reports to meet specific industry or organizational needs. They can create dashboards, trend charts, and reports that provide insights into process performance and help with decision-making.

Engineers use SCADA systems to monitor, control, and optimize industrial processes and critical infrastructure. These systems provide real-time data, remote control capabilities, historical data logging, and essential features for ensuring the efficient and secure operation of complex systems.

For engineers like Singh, they also offer an opportunity to flex those creative muscles and go above and beyond for our clients. Not only does Atwell provide engineers with years of expertise, but we also provide multiple teams within Atwell who work together to collect, analyze, and synthesize data so our clients can make well-informed decisions that lead to accomplishing their goals.

News and Insights

How the Environmental team is working today to anticipate the regulatory demands of tomorrow

As Atwell continues to grow, so too does its Environmental team. From permitting to habitat mapping, their services continue to grow to meet our clients’ demands. Vice President Bourke Thomas shares the story of the team’s journey and his vision for their future.


What brought you to Atwell, and how long have you been leading the Environmental team?

Bourke: Unlike most, I knew that I wanted to be a wetland consultant in sixth grade. My dad ran the wetland program in Michigan, so I knew what it meant to be a wetland consultant at an early age.

In high school, I shadowed one of my dad’s friends, who was a wetland consultant, to learn about the career path he took. He told me where he went to school, what he minored in, and what he received his undergraduate degree in. By the time I was a high school senior, I knew I wanted to receive my undergraduate degree in environmental science from Michigan State University.

When I graduated from college, however, there were no jobs available. I sent resumes all over the world looking for a job. My brother was living in New Zealand at the time, so I even applied for roles there. I couldn’t get a job anywhere, so I went back to my dad’s friend who happened to own a wetland consulting business in Detroit. I worked for him for a year and a half until the day I received a phone call from Kevin O’Connor, who at the time was a recruiter at Atwell. We met for coffee shortly after that call, and I’ve been with Atwell ever since.

The Environmental team is where it is today because the two people leading the diversification conversation way back in 2005 were Matt Bissett and Tim Augustine. They were selling environmental work and selling our full services. They sold a raptor nest survey for two projects in Michigan in 2008 and here we are today, a $15 million environmental group doing most of our work in the renewable space.

What would people outside of your team be surprised to learn about the Environmental team?

Bourke: They’d be surprised to learn how big we are and how much work we do. The Environmental team has more than 70 people with a business plan that represents 5% of the firm’s hours. That’s a substantial number of hours considering the environmental team only had 37 employees in March of 2021. We have six archaeologists on staff, and we have 3 full-time avian biologists. We do bird surveys, cultural resources surveys, critical issues analysis (CIAs), wetlands, habitat mapping, and local, state, and federal permitting. There are a select few states including Minnesota, Illinois, and Michigan where we’re doing county, state, and township municipal permitting. We do all that work in-house.

What would a prospective client be surprised to learn?

Bourke: Every time I talk about our work with a current or potential client, they say, “I didn’t know you did that.” We’ll be talking about an environmental project in Minnesota, New Mexico, Colorado, Illinois, or Michigan and we’ll share, “We do electrical design; we do transmission design; we have six licensed professional surveyors in this state.” They’re always surprised to learn about the breadth of our services.

Our clients would also be surprised to know about the growth of the Environmental team.  In 2021, we had 37 people. Today, we’re at more than 70 people. We’ve almost doubled our team in just two years We know that as our clients’ needs and scopes increase, our team will continue to grow as well because we know they’re going to need our bandwidth.

What is your vision for the future of the Environmental team?

Bourke: I’m excited about providing opportunities for our staff. I like working at Atwell because the opportunities are endless. I started as a technician 18 or 19 years ago and look where the opportunity brought me! Some leaders within Atwell took me to coffee when I was a technician and asked, “What do you want for your future? If you want to do this, these are the things you can focus on. And, if you focus on those things and you master them, you can move to X, Y, and Z roles. The future is available to you.”

I would like to do the same thing for someone else at Atwell, whether they’re an intern, newly out of college, or 20 years into a career but new to Atwell. I want to know who people are as individuals, learn what excites them, and help them find a path that will motivate them to show up to work every day. Whether it’s in the environmental group, the program group, the survey group, the engineering group, or any group within Atwell.  Wherever it is, I want to help people envision their careers and get started on that path.

How do you see the landscape of environmental services changing in the next five to 10 years?

Bourke: The beautiful thing about the environment is that regulations are not going to get any easier regardless of local, state, national, or global politics. The environment is important, and it will continue to be important. The regulations are only going to get stricter.

With that in mind, how do we differentiate ourselves from our competition? We don’t do technical things any differently than our competitors, so where we can separate ourselves is by thinking ahead and anticipating what policies are coming.  We have solar projects and wind projects that aren’t going to be operational until 2026 or 2029. We’re starting to develop projects that won’t be built for three to six years. How many presidential elections is that? How many different versions of the EPA are there going to be? How many changes are there going to be in county leadership, of all the different counties or municipalities in in the United States? What’s going on at the local, state, and federal levels that are influencing or could influence these projects? How do we keep track of that?

That’s the differentiator. We are paying attention to the politics and how policies are going to drive environmental legislation. That will then inherently drive our projects.

What drives your passions?

Bourke: From a work perspective, there’s nothing that excites me more than getting a permit faster than expected.  My passion is winning as it pertains to work and getting our clients what they want as fast as we can, as efficiently as we can, and exceeding their expectations. That excites me every day.

Personally, my passion is sharing my knowledge. My hope is to work for people on the Environmental team who are smarter, quicker, brighter, more eager, more aggressive, and more strategic than I am. I want to empower the team to feel like this is a flat organization. If you’ve got an idea that’s better than mine, there’s nothing more important than our clients’ success. I want to foster creative thinking, with sound, legally-defensible science, because we must be able to defend what we do but do it in a way that is strategic with our clients in mind. I want to share what I know with the people that I work with every day, so they can take it one step further and achieve even greater things.

News and Insights

Sherwin Williams partners with Atwell on surveying for new global headquarters

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.

A panoramic view from a construction site high above a city, featuring a tall concrete column in the foreground. Dominating the skyline are skyscrapers like US Bank, along with the Sherwin Williams new global headquarters and another tall building with a clock tower. Park areas and buildings spread out below.

“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.

News and Insights

How Atwell can help you obtain a Letter of Map Revision (LOMR) and revise flood hazard boundaries on your next development project

By: Jared Gardner, PE, Senior Project Engineer, and Aaron Nichols, PE, Senior Project Engineer

You’ve found the perfect property for your next development project, but there is just one issue: it sits within a floodplain. What are your options?

That’s where we come in with our expertise in the Letter of Map Revision (LOMR) process. A LOMR is a process provided by the Federal Emergency Management Agency (FEMA) that allows for changes to be made to flood hazard maps. As senior project engineers, we’ve worked with clients on numerous projects ranging from 10 to over 600 acres – with watersheds ranging from as little as 10 acres to several square miles – to remove areas from floodplains.

With our team’s detailed research and analysis expertise, developers can see several benefits after going through the LOMR or CLOMR (Conditional Letter of Map Revision) process.

 

Benefits of a LOMR

Obtaining a LOMR can provide developers with more accurate flood hazard information, increase property value, and offer expanded development opportunities. It allows developers to make more informed decisions and can contribute to more effective and sustainable development practices in flood-prone areas. For a developer, obtaining a LOMR can offer several significant benefits, including:

  • Expanded development opportunities: If a developer’s land is in a Special Flood Hazard Area (SFHA) according to FEMA’s flood maps, it may have restrictions on development due to floodplain regulations. By obtaining a LOMR and revising the flood hazard boundaries, the developer could potentially expand their development options, allowing for more efficient and larger-scale projects.
  • Increased property value: Properties in flood-prone areas are often considered less desirable and may have lower market values. Revising flood hazard maps through a LOMR could potentially remove or reduce the flood risk designation, leading to increased property values and potentially attracting more buyers or investors.
  • Reduced insurance costs: Properties located within SFHAs typically require flood insurance, which can be costly. Revising flood hazard maps through a LOMR could result in the property no longer being designated as high-risk, thereby reducing or eliminating the need for expensive flood insurance coverage.
  • Streamlined permitting process: Projects located in flood-prone areas often require additional permitting and regulatory approvals. Revising flood hazard maps through a LOMR could streamline the permitting process by reducing the need for specific flood-related requirements, potentially saving time and resources.

 

How a LOMR helped our client reach their goal

A recent project of ours that benefited from a LOMR was Rancho Mercado in Surprise, Arizona. Rancho Mercado is a single-family residential development, and the site is characterized by desert washes, rocky soil, and native vegetation. The site was almost completely within a floodplain classified as Flood Zone A.

Flood Zone A represents areas with a 1% annual chance of flooding, also commonly referred to as the “base flood” or “100-year flood.” This means that there’s a 1 in 100 chance in any given year that a flood of a particular size will occur in this zone. This translates into a 26% chance of flooding over the life of a 30-year mortgage. Flood Zone A presents challenges because there have been no previous detailed hydraulic analyses to determine base flood elevations (BFEs). In other words, while the risk of flooding is identified, the actual water depth or flood height during a base flood event is typically not provided in these areas.

On the Rancho Mercado project, Atwell worked hand-in-hand with the developer and the local Flood Control District to determine the 1% chance of flood that impacted the site. This particular site was downstream from an unmaintained levee that was graded during World War II to protect a satellite airfield of the Luke Air Force Base. This levee created a significant obstacle as there were multiple locations where the levee had failed.

Our team at Atwell worked with the city of Surprise, the Flood Control District of Maricopa County, and FEMA to derive a plan to manage the flows upstream and downstream of the levee. Not only did this allow Rancho Mercado to develop, but by determining the drainage patterns in the area, we helped open up the door for many other developments to move forward.

Finding the right partner for the LOMR process

It’s important to note that the LOMR process involves a thorough review and analysis by FEMA, and not all requests for map revisions may be approved. Developers considering a LOMR should work closely with qualified experts, such as land use planners, engineers, and hydrologists, to assess the potential benefits and navigate the application process effectively.

If you have questions about your project, we’re always happy to chat. Here is some of our background:

Jared Gardner: Throughout my career, I have specialized in the study of hydraulics and hydrology. I’m a Certified Floodplain Manager (CFM), a licensed Professional Civil Engineer in Arizona and Texas, and I specialize in multiple modeling programs including FLO-2D, HEC-RAS 1D, and HEC-RAS 2D. In the seven years since joining Atwell, I have re-delineated more than 1,400 acres on over 20 separate projects to provide safe and protected developable land. I demonstrate professionalism, extensive knowledge in engineering and hydrology, problem-solving and decision-making skills, and the ability to clearly explain in-depth concepts and principles on every project.

Aaron Nichols: I’m a seasoned water resources engineer with experience in hydrologic and hydraulic modeling, floodplain delineations, and the design of both large and small-scale flood control structures. My hands-on experience with FEMA has given me the expertise to understand and interpret FEMA’s stringent guidelines on any project. I have successfully executed multiple projects utilizing FLO-2D, HEC-RAS 1D, and HEC-RAS 2D software, ultimately receiving approval from FEMA. As a communicator, I bridge the gap between intricate technical nuances and actionable insights.

By choosing the right professional, you can streamline the LOMR process and ensure accurate flood risk assessments for your next development project.

About the Author

Jared Gardner

Senior Project Engineer

With more than 17 years of experience in civil engineering and site development in Arizona, Jared specializes in the grading and drainage of all projects. He plays an integral part in the client, governmental and permitting agencies, utilities, and consultant coordination.

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

Kum & Go Working with Atwell to Expand Reach in Detroit

 

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.

News and Insights

Project spotlight: Navigating a hurricane to create the vacation destination Sun Outdoors Islamorada

On May 5, 2023, Sun Outdoors shared the exciting news that their highly anticipated Florida Keys resort, Sun Outdoors Islamorada, had finally opened its doors to guests. This long-awaited vacation destination was designed to cater to visitors of all ages, providing them with an incredible oceanfront experience and an abundance of amenities tailored to RVers and vacation homeowners seeking a laid-back lifestyle.

Nestled on a 12-acre plot, Sun Outdoors Islamorada is a resort that boasts 82 full hook-up RV sites, catering to both short-term and long-term stays. Additionally, there are 48 elevated vacation homes strategically positioned to provide the ultimate view of the Atlantic Ocean. To cater to boating enthusiasts, the resort also provided 47 boat slips across three marinas. The well-appointed resort also includes private poolside cabanas, two heated pools, and a range of modern amenities, including an elevated clubhouse, on-site dining options, a second-level ocean view lounge, a dedicated dog walk, community fire pits, laundry facilities, billiards, and watersport rentals.

It’s hard to believe that this impressive resort was the result of a challenging and transformative journey that began with a hurricane.

Overcoming Hurricane Irma

In September 2017, the destruction of Hurricane Irma struck the Florida Keys. The existing Ocean Breeze Mobile Home Community was destroyed as winds reached up to 130 MPH and a staggering 10-foot storm surge tossed mobile homes as far as 90 feet from their foundations.

Undeterred by the devastation, the redevelopment team embarked on a five-year endeavor to rebuild and reimagine the property. The ambitious plan involved merging two legacy RV resorts; San Pedro and Sea Breeze, into a single retreat known as Sun Outdoors Islamorada.

Sun Communities assembled a comprehensive team consisting of land use attorneys, local real estate consultants, civil engineers, architects, landscape architects, and Atwell as Project and Construction Manager. This team endured 18 months of challenges to secure the site plan approval, followed by two years of navigating the intricate permitting processes involving entities such as the U.S. Army Corps of Engineers, the State of Florida Department of Health, and the Village of Islamorada.

Creating a vacation destination

Finally, in January 2021, the construction of the new resort commenced after months of meticulous planning and hard work, and Sun Outdoors Islamorada was completed in March 2023, standing as a testament to the determination of the redevelopment team.

Upon reaching this major milestone, Nick DiBella, senior vice president of operations and sales, expressed his enthusiasm, stating, “We are thrilled to officially open our newest location, Sun Outdoors Islamorada, in the beautiful, sunny Florida Keys. As we continue to offer our guests fun and transformative outdoor experiences, the Islamorada resort is an exciting addition to our portfolio, meeting the continued demand for premium amenities alongside Sun Outdoors’ award-winning quality of service.”

As project manager and construction manager, Atwell is proud to have been involved in the rebuilding of this very important project.

The project team consisted of:

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.

 

News and Insights

Building a career in the real estate and land development market

 

One of our greatest strengths at Atwell is our people. Some call it our “secret sauce”!  As our company continues to expand, we took a moment to ask a few leaders for their advice on building careers in the real estate and land development market. With decades of experience in the industry, we interviewed Vice Presidents Jeremy Arnold, Jim Lowe, and Senior Vice President Ron Waldrop.  Here is what they had to say:

 

 

What advice do you have for building strong relationships with clients?

Jeremy Arnold:  Take accountability to understand their business plans, goals, and the bigger picture of what they’re trying to accomplish.

Jim Lowe: The foundation of a strong client relationship is the performance of your team. Without that, you won’t even have the option to build a relationship.  That must be the foundation. Then, take it to the next level by spending time with them. Get to the client’s office as much as you can and build a face-to-face relationship.

Ron Waldrop: It’s important to be fully engaged and active in projects. Try your best to be proactive.

 

What advice do you have for people in the first year of their careers?

Ron Waldrop: Make sure you learn from each person you work with and each project you work on.  Ask yourself, how can the experience make me a better person and what did I learn along the way?

Jim Lowe: Don’t be afraid to ask questions and ask lots of them.  Questions are key to understanding what’s needed and expected of your position.

Jeremy Arnold: Be curious, be outgoing, ask questions, and show up with a good attitude. Simple, minute attitude adjustments can make all the difference.

 

Any advice for young professionals outside the workplace? 

Jeremy Arnold: Allow your interests to grow with you.  I was an all-state high school wrestler in Kentucky and dreamt of a career in professional sports. As I got older, my career aspirations were more aligned with this industry.

Jim Lowe: Maintain hobbies in your spare time.  I paint abstract paintings, though I wouldn’t call myself an artist. I did have a show where I was able to sell some of my work, but it’s a hobby more than anything else.