Environmental

News and Insights

Federal environmental policy updates: Strategic considerations for development projects

 

By Bourke Thomas, Vice President at Atwell

Over the past several months, the U.S. Department of the Interior (DOI) has issued two key policy memoranda that directly affect the development and operation of wind and solar facilities—both on public and private lands.

Additionally, in April 2025, the U.S. Fish and Wildlife Service (USFWS) and National Marine Fisheries Service (NMFS) proposed rescinding the current regulatory definition of “harm” under the Endangered Species Act (ESA). The public comment period closed on May 19, 2025, with over 357,000 comments submitted.

These three issues are timely and of significant importance to many different audiences throughout the United States. Our environmental experts here at Atwell are closely watching the regulations and actively working to support our clients and the full industry as we collectively navigate the likely outcomes and implications on continued project development within the renewable energy space.

Understanding the changes

Permit delays – DOI Wind & Solar memo

The Department of Interior (DOI) now requires federal review of 69 different types of wind and solar activities. This includes environmental studies, permits, wildlife consultations, and coordination with Native American tribes.

This affects projects on federal land and while projects on private land will generally not be impacted, some private land projects that need federal permits would fall in this category.

What are the likely outcomes based on these changes:

  • Impacted projects will take longer to get approved
  • The federal government will be more thorough in reviewing projects
  • Rules are unclear, creating uncertainty for developers
  • Companies should start talking with agencies early to avoid delays

Wind owners and eagle permits – DOI Bald and Golden Eagle Protection Act (BGEPA) memo

The federal government is auditing all permits that could disturb and impact eagles, particularly during nesting season. The U.S. Fish and Wildlife Service has been instructed to review and refer potential violations for legal enforcement.

What wind project leaders should do now:

  • Review all  wind projects that might impact eagles
  • Check if permits are up-to-date and properly followed in all instances
  • Gather all documentation on pre- and post-construction studies, resource reports, agency correspondence, and work with environmental/wildlife planning professionals now, prior to initiating work on any future projects

Proposed ESA “Harm” definition change

The proposed changes would remove the definition of “harm” which currently includes habit modification. Actions that impactor degrade habitat would not automatically be considered a violation of the Endangered Species Act (ESA).

While this proposed change is not limited to renewable development, it could significantly reduce ESA-related permitting risk for solar projects, particularly in cases involving tree clearing and impacts to potentially suitable habitat for federally listed bat species.

State-level protections still apply and may vary widely, requiring local expertise and understanding to navigate appropriate options. In addition, regulatory inconsistency may lead to permitting uncertainty or litigation as enforcement implications are determined in real-world situations. Based on these factors, companies may consider reassessing assumptions around permitting thresholds and impact analyses.

Steps you can take now:

  • Conduct state-by-state ESA risk assessments
  • Maintain strong habitat and wildlife documentation as a best practice
  • Monitor the final rulemaking outcome and potential legal challenges

How to navigate the path forward in these evolving times

These policy shifts represent a notable change in how federal agencies regulate renewable energy development. While the full impact remains uncertain, what is clear is that greater regulatory complexity and delay are likely in the near term.

These changes create uncertainty. We understand that uncertainty creates risk. Our goal is to help clients, of all sizes and business needs, to navigate the change and create the personalized strategies that you will need to continue to move forward.

Right now, for example, the USFWS  IPaC project planning tool  to help in the environmental review process is no longer available to satisfy formal consultation requirements with federal agencies and may impact review during project financing without a significant level of environmental due diligence documentation. It’s a challenge that is forcing developers to alter how they might approach their planning process. However, for many private land projects, the impact may actually be negligible as not all development efforts will be impacted by the changes.

Our team can be a resource to help clients create the right strategy for navigating the new rules. If IPaC was often used to demonstrate a lack of risk for endangered species for federal, state, and local agencies as well as financing partners, this means we need to approach it differently but it’s not a barrier. Let’s spend our efforts de-risking the projects from a wildlife perspective and let our technical experts create the data needed to move forward.

We are committed to supporting our clients through proactive guidance, permitting strategy, and technical expertise across the country to ensure your long-term project viability.

About the Author

Bourke Thomas

Vice President - Environmental

Bourke has 20 years of experience in natural resources and environmental consulting and manages the overall Environmental practice at Atwell. His expertise includes local, state, and federal permitting and compliance; Threatened and Endangered Species (TES) surveys; wetland monitoring; vegetation and wildlife habitat assessments; and feasibility studies.

News and Insights

Driving efficiency and success: Navigating the divide between project and program management

 

By Courtney Schmidt and Tracey Dubuque

In today’s fast-paced business environment, effectively managing multiple projects is key to staying competitive. But when should you focus on managing a single project versus overseeing a broader program? Through our collective experience, we’ve found that many clients struggle to answer this question—often because the distinction between project management and program management isn’t entirely clear.

Although these terms are often used interchangeably, they represent distinct functions with unique goals and responsibilities, and understanding each term can elevate your organization’s success. Recognizing the differences between project and program management can help streamline processes, optimize resources, and achieve strategic objectives.

What is project management?

Project management refers to the process of planning, executing, monitoring, and closing a specific task or set of tasks within defined constraints, such as scope, timeline, and budget. A project is a temporary endeavor with a clear aim to produce a unique product, service, or result.

Key characteristics of project management:

  • Defined Scope: Projects have a clear start and end date with specific deliverables.
  • Time-Bound: Projects are completed within a set timeframe.
  • Resource Allocation: Teams and budgets are allocated efficiently to meet project goals.
  • Success Metrics: A project’s success is measured by whether it meets its objectives on time and within budget.

What is program management?

Program management, by contrast, involves overseeing multiple related projects that align with broader organizational goals. A program is a group of interconnected projects managed cohesively to achieve benefits greater than managing them separately.

Key characteristics of program management

  • Strategic Focus: Programs align with long-term business objectives rather than individual project goals.
  • Interdependencies: Projects within a program are interconnected and managed collectively to optimize performance.
  • Resource Coordination: Program managers allocate resources across projects to ensure synergy and efficiency.
  • Continuous Evolution: Unlike projects, programs may evolve over time to adapt to changing business needs.
  • Risk and Complexity Management: Program managers are responsible for navigating high-stakes initiatives involving contractual complexity, shifting priorities, and multi-year delivery horizons.

Understanding the differences between project management and program management

As you can see in the table below, both disciplines have a focus, scope, timeframe, management level, and success criteria. Understanding these differences is crucial for selecting the right management approach for your organization’s needs.

Distinctive project management and program management is becoming the new norm

When we think back to how the renewable industry operated 20+ years ago, it’s clear how much things have evolved. In the early days, it was common for clients to take a piecemeal approach—hiring multiple consultants to handle discrete tasks. While that might have seemed efficient at first glance, it often limited the consultant’s ability to truly add value. Without a broader view of the project or the continuity between tasks, it was difficult to anticipate issues, streamline processes, or provide strategic guidance.

Working with a full-service firm like Atwell, which offers integrated program-level support, allows for a more cohesive and effective approach. We’re able to deliver real value not just through technical execution, but by maintaining consistency, reducing gaps in communication, and improving cost efficiency over the life of a project.

This model is becoming the new norm—and for good reason. It helps clients simplify their day-to-day operations, reduces the need for excessive coordination and outreach, and ensures that critical details don’t fall through the cracks. What may look like savings by “nickel and diming” in the early stages often ends up costing far more in the long run—whether through delays, change orders, or missed opportunities. The sooner clients are able to identify the kind of management their projects need, the sooner they can achieve more efficient solutions for their work.

Program management also enables the creation of client-centric service models, where continuity of leadership, deep understanding of client priorities, and long-term value creation take precedence over one-off project execution.

Real-world examples of project and program management

To better understand how these principles apply in real-world scenarios, here are a few examples of how both project and program management are used across industries.

Renewable industry: In renewables, project management handles execution, but program management ensures long-term carbon goals and energy strategies stay on track across multiple technologies and locations

  • Project management looks like: Designing and executing a solar farm feasibility study, including engineering, permitting, and procurement.
  • Program management looks like: Coordinating a portfolio of renewable energy initiatives—e.g., solar, wind, battery storage, and RECs—under one client roadmap.
  • Atwell example: Atwell has supported a long-standing client by managing dozens of renewable energy projects across the Midwest, ensuring consistency in siting, permitting, and interconnection efforts while aligning execution with long-term clean energy targets.

Transmission industry: With grid reliability and regulatory pressure increasing, firms must align multiple infrastructure projects into cohesive programs that meet state/federal mandates and clean energy integration goals.

  • Project management looks like: Upgrading a 10-mile segment of high-voltage transmission with specific milestones for design, permitting, and construction
  • Program management looks like: Modernizing a regional or national transmission grid through multiple upgrades: substations, grid tech, energy storage, corridor expansions
  • Atwell example: Atwell manages multiple reconductoring and greenfield transmission projects across the Midwest for utility clients, integrating environmental, engineering, and land services under a cohesive capital program to meet state and federal clean energy standards.

Data centers: Tech companies benefit from program management to balance speed, sustainability, and standardization across data center portfolios as demand surges.

  • Project management looks like: Constructing a new 100MW hyperscale data center including site development, MEP coordination, and commissioning.
  • Program management looks like: Executing a multi-site global expansion effort that includes new builds, legacy retrofits, cooling upgrades, and renewable integration.
  • Atwell example: Atwell supports confidential clients in managing site selection, permitting, utility coordination, and civil design across their data center portfolios, streamlining timelines and applying consistent standards across geographically dispersed sites. Program management supports scalability—especially for clients expanding rapidly or managing geographically dispersed assets—by building repeatable frameworks that reduce ramp-up time and standardize execution.

Oil & Gas industry: In a highly regulated space, program management offers the visibility and agility needed to ensure all projects align with ESG goals and stakeholder expectations.

  • Project management looks like: Decommissioning a single pipeline segment with environmental monitoring and restoration.
  • Program management looks like: Overseeing a long-term environmental compliance program across multiple assets, including permitting, remediation, and reporting
  • Atwell example: Atwell supports our oil and gas pipeline clients across multiple states by integrating permitting, environmental compliance, and GIS tracking into day-to-day operations. For instance, we’ve helped clients navigate complex wetland and endangered species reviews, coordinated with state and federal agencies to secure timely approvals, and used GIS tools to track asset conditions and compliance milestones over time, ensuring operations stay efficient and aligned with evolving regulations.

Utilities: Program management ensures seamless coordination across operational silos and regulatory timelines, unlocking broader ratepayer benefits.

  • Project management looks like: Implementing AMI (Advanced Metering Infrastructure) in one city.
  • Program management looks like: Rolling out grid modernization across a statewide service area with overlapping tech, regulatory, and customer service projects.
  • Atwell example: Atwell works with our utility clients to deliver grid modernization programs by combining GIS mapping, environmental planning, and stakeholder outreach in a way that keeps projects on track—even under tight timelines and shifting regulatory requirements. Integrated program oversight often includes portfolio-level analytics, GIS mapping, and performance dashboards that offer real-time visibility into progress, risk, and resource allocation.

Make the best management decision for your needs

Choosing between project management and program management—or knowing when to deploy both—can significantly impact the success of your initiative. Project management is ideal when there’s a clearly defined scope, timeline, and deliverable, such as a site-specific solar development or a data center build. Program management, on the other hand, is better suited for organizations managing a portfolio of interrelated projects that must align with strategic objectives. In many cases, the best results come from integrating both approaches.

We’ve found that organizations that implement program management often gain greater cross-functional visibility, more effective resource allocation, and stronger alignment with long-term goals. At Atwell, we’ve advised clients across renewables, utilities, and linear infrastructure on how to balance project-level execution with program-level strategy. This dual lens allows our partners to not only deliver on immediate milestones but also ensure scalability, compliance, and sustained value across multiple initiatives.

The shift toward more integrated partnerships has been one of the most positive developments we’ve seen in the industry, and we believe it’s setting a new standard for how successful projects get done. Understanding the difference between project and program management empowers organizations—whether in consulting, renewable energy, or data center development—to adopt the right strategy for their unique needs. Whether your focus is on delivering a single asset or coordinating a complex, multi-year capital program, the right management structure improves efficiency, mitigates risk, and drives long-term success.

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

Tracey Dubuque

Vice President

Tracey supports the strategic growth, operational management, and client relationship development across the renewable energy sector at Atwell. With 26 years of experience ranging from a professional civil engineer and project management to program manager, she applies her expertise toward providing program management oversight for extensive, multifaceted development programs.

News and Insights

Atwell leader insights of 2024: Continuously innovating, building, and improving

 

2024 has been full of significant social, environmental, political, and technological developments that have affected all corners of the AEC industry. Through them all, Atwell has remained committed to serving our clients, supporting our communities, and producing high-quality work thanks to the knowledge, advice, and extensive experience of our teams and their leaders. Their insights and ideas have not only educated others about important issues in our industry, but have also played a role in driving positive change, innovation, and thought-provoking conversations. Here’s a review of the industry news and insights that our leaders shared in 2024:

With January being a popular time for goalsetting, Deb Wilson, Vice President of Land Solutions, applied her 25 years of industry experience toward outlining valuable career advice for people navigating their career in the AEC industry.

In February, Senior Director Jesse Zellmer explained the vital role of make-ready utility work in fiber expansion. With an unprecedented level of fiber deployment in 2023, his timely insights gave clarity to the importance and power of collaboration between key entities in the utility sector. We also looked into the complicated permitting process in Maryland, and how developing and maintaining relationships at various municipal levels is essential to successful permitting.

In April, Danielle Peoples, Project Director of Communications & Stakeholder Engagement, discussed the advantages of proactively engaging with and understanding the communities we work in and how stakeholder engagement reduces risk while increasing community benefits.

In May, we learned about the process, benefits, and best practices of wind repowering from Senior Director Courtney Schmidt, Associate Director Leonard Powell, and Project Manager David Greer.

June brought an exciting update for Maryland surveyors: Thanks to the efforts of Senior Project Manager William Bower and the Government Affairs Committee for the Maryland Society of Surveyors, the Reasonable Access bill was passed in the Maryland General Assembly. Maryland became the 32nd state to either allow private surveyors the right of entry or exempt them from trespass when engaged in land surveying activities. In June, we also learned more about the advantages of an 80/20 wind repower vs. a full wind repower, thanks to the knowledge and insights of Vice President Jason Utton and Senior Director Courtney Schmidt. We rounded out the month with a look into the power and potential of electrification in the Oil & Gas industry, with insights from Senior Project Manager Jake Kapp.

In August, our Land Solutions and Title teams explained the importance of land title research in project success and how developers can select the best Land and Title partner for their needs.

In October, conversations were buzzing about how the next President of the United States could impact various industries, including the energy sector. Vice President Jason Utton discussed how the results 2024 presidential election could result in different scenarios and outcomes for energy clients and legislation.

In November, we learned from Senior Director Danielle Peoples why it is essential for both the client and the community to prioritize community engagement in project development. November also gave us information on how AI data centers are reshaping the energy grid and what developers can do to get ahead of this. Director Travis Bousquet, Director Scott Perrie, and Senior Director Courtney Schmidt explained how the future of data centers is linked to the evolution of the energy infrastructure that powers them. We closed the month with ideas from Christian Hoelsken, Associate Project manager, on how utilities can drive grid modernization, which is necessary for stabilizing and supporting the energy grid in the future.

In December, Chief Operating Officer Dan McNulty reflected on Atwell’s growth and diversification in 2024, our continued emphasis on employee morale and company culture, and the various ways we’ve supported the development and growth of our people and our clients. He also shared why working in the mission critical space will be essential in 2025, opportunities in public and private infrastructure projects, and the launch of Atwell’s corporate giving initiatives.

 

We are proud of the valuable insights and perspectives that our leaders have shared about our industry, and hope that the information will be an asset and resource to clients, peers, and anyone curious about AEC topics. We look forward to continuing the conversations and connections in 2025!

News and Insights

Atwell project highlights of 2024: Doing work that makes us proud

 

One of Atwell’s core values is to do work that makes us proud. The projects we completed and shared in 2024 are a testament to our employees’ passion, expertise, and commitment to building and maintaining strong relationships. From navigating challenging wetlands to managing successful solar programs, our projects and initiatives have made positive impacts on our communities and environments. Here’s a look at some of our amazing work from 2024:

 

In January,  we highlighted Creeks Crossing in Texas as an outstanding example of the community building that can come with well-executed manufactured housing projects. Manufactured housing can bring together residents by offering expanded social and gathering amenities that shatter outdated stereotypes, such as community centers and clubhouses to athletic fields and dog parks.

In another January project feature, understanding and increasing accessible housing and equality was at the core of the work done for the city of Shoreline, Washington. Following four months of work collecting data and insights, the Atwell planning team provided a detailed Racial Equity Report in response to amendments made in the Growth Management Act. The report, now publicly available on the city’s commerce website to serve as an example for other jurisdictions, will help shape the future of the community.

Creeks Crossing offers the best of both worlds: small-town charm with scenic views and a slower pace, and a strategic location between two of Texas’ largest cities with access to the conveniences and opportunities in those metro areas.

In March, we discussed how consumers of all ages have expressed growing interest in the build-to-rent (BTR) market as it presents an option for many to have their own detached home or downsize to something that fits their present needs. Atwell’s Marietta team worked on The Cottages at Battlefield Crossing in Oglethorpe, Georgia to create a beautiful, contemporary BTR community. Our team’s focus on collaboration with internal and external stakeholders helped foster a positive community response to the project.

March 18th is National Natural Gas Utility Workers’ Day, a day to recognize the people who bring natural gas to homes and businesses. Our project for Aspire Energy involved transporting six million cubic feet of gas daily from a greenfield natural gas processing facility in Guernsey County, Ohio, to a downstream delivery point. We provided numerous turnkey services to support our client’s goal of providing clean, safe, reliable energy to the public.

In July, our survey team in Naperville, Illinois was able to accelerate the progress of a 4,000-acre solar farm thanks to the added efficiency of aerial mapping. Using drone-based technology, the entire site was flown and images were captured within just a few days, offering critical savings in time and resources.

Another featured solar project in July was one led by our Land Solutions team. They assisted DTE Energy in reaching its solar acreage goals as part of a massive update to their energy grid makeup. By harnessing the power across Atwell’s land solutions, development, survey, environmental, payments, documents, project management, and leadership teams, Atwell’s program management approach helped DTE to not only meet but exceed its solar acreage goals in one year.

In August, we shared the creative problem-solving implemented at Esplanade Wiregrass Ranch, a Taylor Morrison community in Pasco County, Florida. The area often presents significant development challenges given the number of wetlands in the area. The successful project was a joint effort by the Atwell team and RVi team in Tampa, Florida. Meticulous engineering and landscape architecture transformed the wetlands into an award-winning, luxury community.

A person wearing a helmet and cycling gear rides a bike along a paved path lined with palm trees and greenery on a sunny day. The path runs beside a body of water and a black fence. The sky is clear and blue with a few wispy clouds.
At Esplanade Wiregrass Ranch in Florida, multiple boardwalks were made possible thanks to Atwell’s drainage and stormwater management in a wetland-heavy region.

In November, Atwell announced the completion of Phase III in the redevelopment of Glenarden Hills, a historical community formerly known as the gem of Prince George’s County, Maryland. Serving as the project consultant for the entire project, we offered a full scope of services in order to revive the 27-acre master planned community into a place that restores pride and joy within its residents.

 

While these projects are just a sampling of all the work done across the company, they are wonderful representations of the impact that our collective team has on people and communities across the country. Our work illustrates the breadth of experience and skills that Atwell offers to our clients and the communities we serve. We look forward to continued innovation, problem-solving, and community building in 2025!

News and Insights

The power of early and thoughtful community engagement: Reducing risks for developers and community members

 

Danielle Peoples is a Project Director for Communications and Stakeholder Engagement at Atwell. Danielle has a passion for community engagement and getting “boots on the ground” as soon as possible to immerse her team in a community’s priorities and sentiments. In this blog, Danielle shares why it is essential to prioritize community engagement and that while there are best practices, there is no one-size-fits-all approach.

Years ago, I started using a downhome phrase within my project teams that I still pull out today: Follow the Mama Rule. It’s my light-hearted way to encourage team members to slow down and think about the people and places that will be impacted by a project. By thinking about the figurative “Mama” of the community, we can try to empathize about what Mama would want to know:

  1. Tell her the plan and get her thoughts.
  2. If the plan changes, give Mama the update and explanation.
  3. And, importantly, clean up our mess when we’re done and share appreciation for the support.

In our work, the communities we’re connecting with are “Mama”—we want them to know what’s going on, support the process, and keep them informed along the way.

Start early, stay engaged

I’ve never heard the sentiment from a project team that they started community engagement too early; I have heard them commiserate that they started too late. Because the risks and opportunities with community engagement have the potential to make or break a project, it’s ideal to start the community and stakeholder research at the very beginning of a project. Early engagement lays the groundwork for trust, support, long-term benefits, and community-led insights to avoid surprise complications.

Time and again, we’ve seen how this early investment pays dividends over the long-term as stakeholders have a clearer view of the intention and community members feel included in the success of the project. Bringing the community through the evolution and decisions for the project contributes to the trust and inclusion that community members feel.

Research the community thoroughly

With our clients, we often start our scope with community and stakeholder research. This involves seeking to understand the community’s history and current priorities, to identifying community members who are likely to have an influence on people’s attitudes toward the project. Recognizing the decision-makers who can impact the success and timeline for the project’s development is also a vital part of this process. This is the foundational information that helps us design an informed communications and engagement plan with our clients.

How, then, do we go about researching these communities to understand their values, their priorities, and their opinions? We use a two-fold approach to do our research: 1) Desktop research of available public information, and 2) Site visits along with information gathering interviews.

Desktop research involves reading news articles and local history publications, reviewing local government meetings and changes to ordinances and regulations, and reviewing other development and infrastructure projects for benchmarking. We seek to connect the dots with this information to anticipate how synchronizing our communications and initial outreach could build support and meaningful community benefits.

An important part of this research phase is to take the time to go look and go see the community. I remember trying to anticipate traffic concerns that could stem from a project. During a site visit, we realized a large industrial site was already sending dozens of trucks down the same route to the highway. The situational awareness showed that we took the time to understand what was already happening in the community and how our project was part of a much broader experience for stakeholders.

This is also a time to have low-risk, information-gathering conversations with key stakeholders like local government staff, economic developers, and supportive landowners to validate impressions and observations. This is where we identify and begin to manage potential risks and introduce ourselves as people beyond a project name and company logo.

A dynamic, engaging plan is better than a “perfect” plan

I’ve observed a tendency over the years for teams to want to have all the details figured out and questions answered before introducing a project to the community. While the first impression is very important, inviting people to be part of the process of deciding and refining the project is true engagement. Introducing the project and telling the story of why the project is desired is more memorable than all the design details initially. And it can feel somewhat adversarial if people don’t feel like there was an opportunity to give feedback or weigh in on options.

Community-specific tactics that match how people like to receive and share information should be aligned with project milestones and can include one-on-one meetings, group presentations, community meetings and events, fact sheets, visual simulations and tours, and websites. This is another opportunity to invite people to share early on how they’d like to be engaged throughout the project.

Perfection of all the answers you think you should have for the project introduction is not as important as a demonstrated ability to engage with community members, listen and hear their concerns, and respond in a timely manner. As project timelines and expectations are better informed with feedback, the engagement strategy should be updated and discussed amongst the project team dynamically to reflect this.

When we suggest stakeholders should be made aware of changes, that especially includes the community. Trust is broken more easily than it is built, and if the trust of a community is broken due to lack of communication, the risks to long-term success will only increase.

Consistency and proactivity benefits everyone

Throughout my career, I’ve learned that something as simple as showing up consistently with the same people, the same faces, and being timely in responses can make all the difference. This consistency doesn’t just apply to the initial days, either. Honoring commitments made through construction and operation helps not only the project reputation but all developers, current and future.

Proactive messaging also allows the client to determine and set the project narrative. If a developer assumes they should wait to speak about the project until they have all permits approved and in hand, it creates a void. That void can be easily filled by detractors, allowing them to step in and create a negative narrative about the project. That is obviously not ideal and can cause communication to suddenly become reactive.

Ultimately, community engagement is more than a nice add on – it is crucial to project success. A well-engaged community leads to smoother project approvals and sticking to the scope, schedule, and budget for our clients.

Connect with Danielle to discuss further how Atwell can support your efforts to follow the “Mama Rule” with thorough research, development, and coordination of communications and stakeholder engagement plans for your projects.  

About the Author

Danielle Peoples

Project Director for Communications and Stakeholder Engagement

Danielle Peoples is the Project Director for Communications and Stakeholder Engagement. She has more than 13 years of industry experience in strategic engagement, change management, communications, and crisis responses. She is passionate about community engagement and giving back to her community.

News and Insights

Overcoming wetland challenges with meticulous engineering at Esplanade Wiregrass Ranch

While wetlands are a trademark of Florida’s landscape, finding a way to successfully develop land and real estate in the region is often a difficult venture. Besides floodplains, one must consider stormwater management, drainage design, density, and soil constraints. When Taylor Morrison tapped Atwell to bring their vision of a 480-acre luxury-style community to life in Pasco County, the goal was simple: integrate the wetlands into the community design to preserve as many of them as possible.

Now, Esplanade Wiregrass Ranch is an 850-unit award-winning community that serves as the flagship of Taylor Morrison’s Esplanade portfolio. The Atwell team, led by Project Manager Griffin Furlong, Senior Director Bryan Jackson, and Associate Director Victor Barbosa, was able to apply meticulous, thoughtful engineering strategies that assured the project’s timely success and another triumphant project for their longtime client. An added layer of accomplishment was that Atwell was able to execute the project alongside RVi, part of the Atwell Family of Companies, which oversaw the landscape architecture for the site.

 

Taking the wetlands from project barrier to welcomed amenity

Atwell has been a part of this project since it began in 2018, serving as the lead civil engineers managing the due diligence, planning, engineering, and rezoning. The five-phase project is in its final stages as of 2024, with construction completed in Phases 2 – 4. Conquering the wetlands was critical in these phases, since the team’s ability to find solutions would affect the schedule and outcome of the community.

“At first, one could look at the wetlands as a negative because you’re not able to provide density in those areas,” commented Jackson. “But instead of looking at them as a negative, we saw them as a positive and incorporated them into the design elements of the project.”

This kind of work isn’t new to Atwell; the firm has completed other land development projects on wetlands before, including another Esplanade project nearby. Their experience with engineering in this kind of environment, paired with RVi’s innovative landscape architecture services, resulted in an impressive master planned community exhibiting a unique blend of nature and the built environment.

The stormwater management system was a difficult but rewarding element to design.  The extensive floodplains on the project site, along with the number of wetlands, required the team to balance and minimize offsite stormwater discharges to ensure that other areas would not get flooded. The final product was a successful stormwater management system that promotes biodiversity and sustainability via rehydration of the wetlands while providing sufficient floodplain compensation within and adjacent to the community.

“This is a project that many other developers wouldn’t have been able to execute, due to the wetlands, floodplains, and stormwater management system,” attested Barbosa. “We took the challenge of the wetlands and turned them into amenities in the community, and worked with the wetlands to incorporate them into this design.”

Atwell’s engineering paired with RVi’s landscape architecture enabled the wetlands to be incorporated into the fabric of the community.

Savvy engineering adds value and style

A feature that required a high level of engineering was the construction of multiple boardwalks. The site is located between two wetlands and had just enough space to build boardwalks without impacting the wetlands, which was a goal of the client. The team’s skills in drainage and stormwater management were heavily utilized in this aspect.

Besides navigating the wetlands, a standout engineering feature of this project is the entrance. Not only is it aesthetically striking, but it was also an engineering feat, requiring significant import soil fill to build the land about eight to 10 feet above its existing grade.

“We did our best to balance out this task in the early phases, making sure we had enough ponds to transport the fill to the right areas,” explained Furlong. The ponds can then become attractive features of the neighborhood itself, while serving another important function: They provide water treatment by getting all the oil, grease, and pollutants from cars and disposing of them before they go back into the environment.

For Barbosa, he is especially proud of the alternating side yard setbacks.

“Typically, in Pasco County, the side yard setbacks are seven-and-a-half feet on each side,” Barbosa stated. “Pasco County allows reduced side yard setbacks, but doing this would mean that the AC units would have to go in the rear of the house, and our client doesn’t typically go for that. Through zoning, we had alternating side yard setbacks approved.”

With one side measuring four feet inwards and the other side eight feet in, these alternating side yard setbacks meant the team was able to increase the density of the project while reducing the lot width. It also allowed the client to keep their original vision of having the AC units on the side of the houses as opposed to the rear.

“Atwell’s approach to master planned communities starts with collaboration and understanding the client’s vision,” said Furlong. “It takes a lot of due diligence to understand the existing site constraints to come up with a community design that is right for the client and for the land.”

Multiple boardwalks were made possible thanks to Atwell’s drainage and stormwater management.

Problem-solving plays a key role in project management

The community, which was named the 2023 Single-Family Community of the Year by Tampa Bay Builder’s Association, is in its fifth and final stage. The ability to keep the team on schedule, despite the environmental challenges, speaks to the Atwell’s expertise, diligent communication, and seamless collaboration with different entities.

The team’s problem-solving process included the facilitation of interpersonal relationships, including many months of meetings and coordination with Atwell’s environmental scientists and the Southwest Florida Water Management District. Atwell was intentional about facilitating relationships with the local municipalities to ensure that the codes they obtained and followed would be accepted as a team.

“The benefit of clients working with Atwell is that they know they’re going to get quality work,” Jackson affirmed. “Our people have the experience, are assertive, and will find the solutions. We can do that thanks to our strong internal collaboration.”

Additional challenges the team overcame were locking in the drainage model, managing tough soil conditions, and minimizing the import fill required for the project.

“My favorite part of this project was the problem-solving,” said Furlong. “That’s what engineering is all about: fortifying skills, learning something new, confronting challenges, and overcoming them as a team. When problems arise, the client looks to us to solve them, whether that involves contacting the necessary people or holding necessary meetings. I think all of this is what Atwell does well.  We know how to solve problems, collaborate, and figure out how to get to the finish line.”

Delivering consistently excellent engineering keeps clients and communities happy

The team’s hard work resulted in a resort-style community that embraces the natural landscape.

“It was satisfying to see how Esplanade Wiregrass Ranch benefited from Atwell’s engineering acumen,” Furlong stated. “Our work enabled the wetlands to coexist with other features of the development.”

“We were able to build a great community in conjunction with our RVi team and it turned out to be a success,” said Barbosa. “The project is a great representation of Taylor Morrison’s Esplanade brand and their resort-style communities. They’ve been a wonderful long-time client of ours, and we’re glad to continue strengthening our relationship with them.”

Atwell’s culture of collaboration—with clients, internally with its teams, and with its Family of Companies such as RVi—paves a pathway for creative problem-solving, successful projects, and satisfied clients.

News and Insights

A successful solar program: How Atwell’s Land Solutions Team helped DTE Energy reach its solar acreage goals

 

Increasing the resiliency of the energy grid is a core infrastructure challenge across the United States. Not only is there a need to withstand and rapidly recover from increasingly threatening extreme weather events, but resilience improvements also support the transition to a more sustainable system, fostering environmental sustainability and combating climate change.

DTE Energy, a leader in energy infrastructure transformation, is building a cleaner, more reliable, and affordable energy grid. The company has spent more than $5 billion on the electrical grid over the last five years – trimming trees, strengthening infrastructure, rebuilding significant portions of the grid, and replacing aging equipment. DTE is also rebuilding the way it generates energy, including investing billions of dollars in solar and wind energy.

A successful solar program starts with land. In 2023, Atwell’s Land Solutions Team supported DTE in reaching its solar acreage goals, which helped the company meet its solar energy goals.

A program management approach to solar program success

Reaching DTE’s progressive goals required a collaborative partner throughout the development process who shares a vision for efficient, clean energy sources. By harnessing the power across Atwell’s land solutions, development, survey, environmental, payments, documents, project management, and leadership teams, Atwell’s program management approach helped DTE to not only meet but exceed its solar acreage goals in one year. There were four key components that led to this success:

  1. Meeting acreage goals: 2023 proved to be an incredible year in the successes of both DTE and Atwell by hitting weekly solar acreage goals 50 out of 52 weeks and finishing the year at 128% of goal. Atwell and DTE share a commitment to expanding solar infrastructure and reducing carbon emissions.
  2. Using a program management approach for efficiency: By harnessing the power of coordinated teamwork within Atwell’s teams (development, survey, environmental, payments, documents, and project management), the Land Team met the extremely challenging task of reaching its solar acreage goals, contributing to DTE’s leadership position in the renewable energy sector.
  3. Staying within budget: Fiscal responsibility played a crucial role in the solar success story. By implementing strategic cost-saving measures, negotiating favorable contracts, and leveraging operational efficiencies, the land team at Atwell maximized the impact of their budget. This financial discipline ensures that every dollar invested by DTE contributes effectively to the success of its solar initiative.
  4. Embracing DTE’s vision: By actively participating in and contributing to DTE’s solar initiative, Atwell is not only supporting environmental sustainability but also advancing the collective effort to combat climate change. DTE’s vision is unlike any other in its aggressive approach, but it’s this passion for cleaner energy that motivates the team at Atwell to move just as quickly. This shared goal underscores the importance of collaboration between industry leaders to address the challenges of our changing climate.

DTE is leading the industry in creating lasting change that will benefit their clients of today and tomorrow. As a key partner, the Atwell team is looking forward to supporting DTE’s 2024 goals.

 

News and Insights

Unleashing the power of wind: Comparing the advantages of an 80/20 repower vs. a full repower

By: Jason Utton and Courtney Schmidt

Wind energy has long been celebrated for its clean, consistent, and cost-effective nature. As wind energy facilities age, many owners are beginning to explore the benefits of upgrading their turbines and equipment. The Inflation Reduction Act (IRA) has further incentivized these upgrades, making now an ideal time to consider your repower options.

According to S&P Global, over 48 gigawatts (GW) of operational wind power capacity are prime repower candidates based on advanced age. Among this group, 21 GW of older wind farms have been consistently underperforming, with annual capacity factors below the state averages for five consecutive years. Additionally, 2.6 GW of generation has experienced declining annual capacity factors over the same period.​

Presently, S&P indicates that around 16 GW of wind capacity has been repowered or is in the process of repowering. This trend is expected to steadily increase month over month, especially in states leading the charge in renewable energy refurbishment. Financial considerations such as tax credits, PPA negotiations, and changes in utility rates play a significant role in decision-making. We’ll walk you through the advantages of both an 80/20 repower and a full repower in this blog.

 

The 80/20 repower: Boosting efficiency with minimal disruption

An 80/20 repower involves replacing critical components of the wind turbine, such as blades and gearboxes, while retaining portions of the existing infrastructure. This approach is cost-effective and less disruptive than a full repower, offering a significant increase in efficiency and performance without the need for a completely new development. To qualify, the cost of new equipment must be at least 80% of the total value of both the new and remaining equipment combined.

Repower developers benefit from the known wind resource and renewed tax incentives that lower the capital cost, making them more economically feasible. Federal tax incentives include production tax credits (PTC), which provide a 10-year tax credit for each kilowatt-hour of electricity produced, and investment tax credits (ITC), which provide a one-time tax credit based on the capital investment made. The improved tax incentives make repowering an attractive option for many project owners, promoting the sustainable growth of the renewable energy sector.

80/20 repower advantages include:

  • Cost savings: By retaining most of the existing infrastructure, the costs associated with new foundations and extensive construction are minimized.
  • Time efficiency: Upgrading key components is quicker than developing a new site from scratch, reducing downtime, and allowing for faster realization of increased energy output.
  • Increased output: Modern turbine technology can significantly boost energy production, leveraging advancements in blade design and aerodynamics.

 

Atwell’s expertise in 80/20 repower projects

Atwell’s team specializes in providing a seamless, coordinated approach to wind repower projects. With over 500 wind projects and more than 20 GW of experience across the United States and Canada, our expertise ensures compliance with environmental regulations, effective landowner engagement, and precise engineering and survey review.

Our comprehensive services include:

  • Environmental compliance and permitting: We ensure all necessary studies and permits are in place, maintaining strict adherence to environmental regulations. The team also ensures all necessary permits are obtained in the most cost-efficient manner.
  • Land services: We facilitate lease amendments and waivers, ensuring a smooth progression of the repower project.
  • Engineering services: From road engineering to structural analysis, we optimize project design and performance.
  • Survey services: Updated ALTA and topographic surveys provide the precise site data essential for planning and development.

 

The full repower: Reimagining wind energy from the ground up

A full repower involves replacing nearly all components of a wind farm–turbine (including foundations), towers, and underground electrical systems–to maximize energy output and integrate the latest technological advancements. This upgrade is best for older projects where structural integrity, efficiency, and reliability have declined due to wear and outdated technology. Modern turbines offer enhanced blade designs, improved materials, advanced control systems, and increased hub heights, significantly boosting performance and reducing maintenance costs.

Full repower advantages include:

  • Maximized energy production: By replacing all major components, a full repower utilizes the latest technology to achieve the highest possible energy output.
  • Extended lifespan: New components come with extended warranties and longer operational life, providing a reliable energy source for decades.
  • Future-proofing: A full repower prepares the wind farm for future advancements and grid requirements, ensuring long-term viability.

 

Atwell’s full repower expertise

With extensive experience managing over 1,100 megawatts of repower projects across key states like Maryland, Michigan, Missouri, North Dakota, and South Dakota, Atwell brings unparalleled expertise to full repower projects. Our comprehensive approach ensures meticulous planning and expert execution across all critical stages.

Our full repower services include:

  • Thorough desktop reviews: Using GIS technology, we analyze existing infrastructure, proposed routes, and project areas.
  • Asset valuation and analysis: We provide robust support throughout the analysis phase, ensuring accurate asset valuation.
  • Environmental and permitting services: From field reconnaissance to wildlife conservation strategies, we handle all permitting requirements.
  • Real estate services: Our team navigates agreements, conducts deed research, and facilitates necessary waivers and amendments.
  • Engineering and mapping: We provide aerial mapping and create detailed Request for Proposal (RFP) documents tailored to each project’s specifications.

 

Generating efficiency with streamlined planning and expertise

Embarking on a wind repower project, whether an 80/20 repower or a full repower, requires meticulous planning and coordination. Atwell’s national team and strong program management framework ensure each step is completed according to the development plan. Our centralized documentation and forward-looking conservation and development resources provide our clients with a comprehensive solution that maximizes return on investment.

By partnering with Atwell, you gain access to a wealth of experience and a dedicated team that delivers the greatest possible return on your wind energy investment. Ready to harness the full potential of your wind energy facility? Let Atwell guide you through your wind repower journey with expertise and efficiency.

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.

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.

News and Insights

Wind repowering: Working with a seamless team sets up savings and success into the future

By: Courtney Schmidt, Senior Director

Leonard Powell, Associate Director

David Greer, Project Manager

 

The advantages of wind are well established in that it offers a clean, consistent, and cost-effective source of renewable energy. Many wind energy facility owners are realizing turbines and equipment are now aging since their initial development, and the added incentives offered by the Inflation Reduction Act (IRA) provide a timely driver of change. By replacing the turbines and blades through a wind repower, there is significant potential for increased output and continued performance without the full development process of a new site.

Beyond the direct value delivered with greater efficiency and performance, Atwell has guided clients through the development process providing, a comprehensive range of services in a simplified, coordinated manner. Our team specializes in providing a complete development solution, ensuring compliance with all relevant environmental regulations, landowner engagement to secure new entitlements, engineering, and survey review of repower plans and work with local authorities and communities to address any questions while meeting project goals from concept to completion.

Upgrades today can offer long-term benefits for owners

Wind repowers are a large focus today given the extension of the renewable electricity production tax credit (PTC). Repower opportunities include tax incentives, capitalizing on fossil fuel retirements, and delaying new generation with increased yield through repower technological advancements. Tax credit qualification, Power Purchase Agreement (PPA) negotiations, and utility rate cases play a significant role in decision-making, alongside technical factors like component compatibility and extreme weather events. Interconnection and permitting can impact project timelines and costs.

Atwell brings extensive expertise to repower projects across multiple service groups. With more than 500 wind projects completed, totaling more than 20 gigawatts throughout the United States and Canada, our development experience is unparalleled. In the realm of repower projects, we’ve successfully managed over 1,100 megawatts across key states including Maryland, Michigan, Missouri, North Dakota, and South Dakota.

Our suite of services caters specifically to the needs of repower initiatives. From program and development services providing expert guidance, to land services facilitating lease amendments and waivers, we ensure smooth project progression.

Our environmental services encompass studies, permitting, and comprehensive environmental support to maintain compliance. Engineering services, including road engineering, structural analysis, and owners engineering, optimize project design and performance. Finally, our survey services, offering updated ALTA and topo surveys, provide precise site data essential for project planning and development. Atwell stands as a trusted partner, delivering comprehensive solutions for successful repower endeavors.

What to expect?

Embarking on a wind repower project requires meticulous planning and expert execution across various critical stages. Atwell’s process begins with a thorough desktop review, focusing keenly on existing infrastructure, proposed routes, and project areas, all analyzed with the aid of GIS technology. Following this, our team assists in asset valuation, providing robust support throughout the analysis phase. With a Program Manager at the helm, communication remains seamless, schedules are managed, and quality performance is ensured.

Environmental and permitting considerations are paramount in our approach, covering everything from field reconnaissance and wildlife conservation strategies to sound level and shadow flicker modeling. Atwell handles all permitting requirements, guiding you through the application process. In the realm of real estate, our Land Services Associates and Project Managers navigate agreements, conduct thorough deed research, and facilitate necessary waivers and amendments.

Engineering evaluations, aerial mapping, and the creation of detailed Request for Proposal (RFP) documents tailored to each project’s unique specifications round out our comprehensive suite of services.

Generating efficiency with streamlined planning and expertise

With the wide array of efforts required in a wind repower project, it can be a challenge to bring together and coordinate the planning and execution. While many firms can successfully execute pieces of an effort, the risk of singular focus on their own tasks creates puts the project in jeopardy when important details fall through the cracks.

Atwell leverages our national team experience within a strong program management framework to ensure that each step is completed according to the development plan. We go beyond the foundational deliverable needs to support our clients by ensuring that documentation is centralized and completed in a way that allows clients to meet any current requirements and leverage the work done as a forward-looking conservation and development resource. Atwell has guided its clients through the repower development process, offering a comprehensive range of services and programmatic support tailored to their unique needs and project requirements.

This type of value-add approach is just one way that we partner with our clients to deliver the greatest possible return on investment.

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.

News and Insights

A framework for success: How stakeholder engagement reduces risks and connects community opportunities

 

Have you been surprised by stakeholder feedback on a project that wasn’t anticipated? Did it impact your schedule or scope? Did it challenge your overall project budget? Maybe your project couldn’t move forward as planned.

Whether it’s community input to make a more informed design decision or setting up a framework for stakeholders to engage on a controversial plan, we creatively design and deliver custom stakeholder engagement plans for your projects and programs.

Danielle Peoples, Project Director, Communications & Stakeholder Engagement at Atwell, has observed a growing demand and interest in developing community benefits for projects across the industry over the past 13 years.

“Communities, individuals, and organizations have important perspectives and experiences to capture in designing the best possible solutions. We know that taking time to research and listen to feedback on potential hurdles or barriers and then developing creative options that can reduce risk, streamline projects, and increase involvement is helping our clients and the communities they’re working within feel more satisfied,” said Peoples.

One of the primary advantages of proactively engaging and understanding the communities we’re working in is risk management. Rather than advancing a project and making significant commitments only to run into an issue late in the process when adjustments are challenging and costly, adapting project planning to allow for input from stakeholders early offers significant benefits:

1. Deepen understanding of the community and its needs

With the technology available today, engagement is more effective than ever before. Whether via social media, visual simulations, virtual or in-person meetings, it is now easier to request and listen to community vision and work to find commonalities to advance project goals.

2. Initiate and strengthen the discussion

Proactive efforts to communicate the project objectives, impact, and timeline allow developers to be in front of challenges and concerns. By working with the community and communicating early and regularly to let them know of the process, we increase the likelihood of engaging supporters and alleviating concerns of potential detractors.

3. Anticipate local, regional, and national requirements and opportunities

Working with Atwell and our national team of experts brings both local knowledge (regulations, permitting, workforce development and minority business benefits) and deep understanding of state and federal requirements (Inflation Reduction Act and Bipartisan Infrastructure Law funding) allowing our clients to enhance decision making and access funding that drives innovation while mitigating risk.

The ideal time to start planning stakeholder engagement is at the earliest stages of development of a project. When structured as an integral part of the development process, stakeholder engagement can improve the reputation of the developer and project, mitigate risk by understanding how varied scenarios might play out, and reduce costs of the project overall thanks to options presented as part of the process.

“Doing stakeholder engagement should not be viewed as a singular task to be checked off but as an opportunity to offer innovative community benefits that are a win for the development team and the community. If we treat people like we’d like to be treated, the aim is for their thoughts to be valued inclusively,” said Peoples. “When we offer people the involvement to understand our operational project challenges, they may have solutions we hadn’t even imagined.”

To learn more about communications and stakeholder engagement services and Atwell’s client support, contact Danielle Peoples.

About the Author

Danielle Peoples

Project Director for Communications and Stakeholder Engagement

Danielle Peoples is the Project Director for Communications and Stakeholder Engagement. She has more than 13 years of industry experience in strategic engagement, change management, communications, and crisis responses. She is passionate about community engagement and giving back to her community.