2016 Little Red Book - Senior Living

LITTLE RED BOOK 2016 SENIOR LIVING

WHY APM?
Since 1994 Advanced Project Management, Inc. has been the leading Program, Project, and Construction Management
firm in the skilled delivery of all types of Programs and Projects; while expertly representing the Owner and creating an
environment for the Design and Construction Team to thrive in for the Owner’s benefit. We are not Developers, Brokers,
Architects or Contractors. APM delivers nothing but Owner’s Representation in the form of Program, Project, and
Construction Management for real estate Owners and users in the Washington Metropolitan Area.
Let our team of professionals demonstrate to you how we can effectively deliver your project by overcoming economic factors
and help you better manage the complexities of delivery. We offer extensive experience in managing projects on constrained
sites, and in occupied buildings, and APM excels at projects with challenging delivery schedules and logistical demands.

FIRM OVERVIEW
Preliminary Programming and Planning
Feasibility Studies
Program Management
Project and Construction Management
Owner’s Representation
Right Page:
Senior Management Team

michael catlett,
CCM, LEED AP, GRP
Sr. Project Accountant
& FF&E Management
April joined APM
in 2007 and is
charged with
Project Accounting
and administration
of our clients’
FF&E programs.
April brings over 24
year’s of experience
to your project.
Principal
Michael established
APM in 1994
after recognizing
the need for
Owner advocacy in
construction.
Michael serves
as the Program
Manager and
where
“the buck stops”.
april smith,
CRIS, CDT, sr. associate
jessica peters CCM, CRIS, CDT
VP of Program Accounting & Contract Management
Since 1996 Jessica has been providing Program
Accounting and Contract Management for APM.
With over 21 year’s experience she has managed
upwards of $1billion in program costs for our
clients.
tim reyman, LEED AP, sr. associate
Sr. Project & Construction Manager
Tim is responsible for the day-to-day project
management and has over 15 years’ experience
with a background in architecture and as a
constructor. Since 2008 Tim has managed over
$185 million in construction for APM.
VP of Project
& Construction
Management
Stephen brings
over 30 year’s of
experience and has
been with APM
since 1997.
Stephen is
charged with
the responsibility
for execution
and delivery of
construction.
jake kamon,
LEED AP
stephen karcha,
LEED AP, GRP
Sr. Project &
Construction Manager
Jake brings to
APM over 15years
of hands-on
specialization
construction
experience in
planning and
implementing
complex renovation
projects in occupied
conditions.

PORTFOLIO
SAMPLING

GOODWIN HOUSE
ALEXANDRIA RENOVATIONS
“APM negotiated and steered the resolution to successful completion and to the betterment for Goodwin House, Incorporated.”
- Mr. Harry Baldwin, Executive Director Goodwin House Alexandria
The Goodwin House Alexandria First Floor Renovaons project encompassed a renovaon of the main lobby, recepon area
and business center, main dining room, and associated flooring work throughout the first floor corridors. The focus of the
renovaons was to eliminate a “wind tunnel” effect in the lobby area caused by sets of doors on the opposing East and West
sides of the lobby, which allowed surges
of hot air through the lobby in the
summer and cold air in the winter. The
soluon that project team developed
was replacing the exisng doors with
revolving doors. As revolving doors are
never actually open to the interior and
exterior at the same me, it addressed
the wind tunnel effect by not allowing
exterior wind to blow indoors. Lastly, an
exterior architectural feature known as
the “birdbath” – a skylight for the pool
area on the lower level – was removed
and infilled to address long-standing
issues of leaking.
CLIENT
Goodwin House Incorpo
rporated
ARCHITECT
Rife + Woods
ods Archi
chitec
tectsts
GENERA
ERAL CONT
ONTRAC
RACTOR
Twin Contrac
racn
ng Comp
ompany

GOODWIN HOUSE BAILEY’S
CROSSROADS - NEW INDEPENDENT
LIVING TOWER & GARAGE
“You needed to call on those strengths continually to bring … $135 million project successfully to completion, on budget and ahead of
schedule, on a tight site occupied with over 300 older adults and hundreds of staff, with challenging partners, and in the midst of the
Anxiety created by the economic recession.”
- Ms. Kathy Anderson, President and CEO, Goodwin House Incorporated
This project consisted of a 15-story, 106 unit apartment high-rise tower and
underground parking garage with 177 spaces for both staff and residents. In order
to take advantage of a very favorable bond market, the new Independent living
Tower was bid substan ally earlier than scheduled and finished two months ahead
of schedule. With parking at a premium, the Garage under the New Independent
Living Tower was turned over to the Owner for immediate use while the apartment
tower was s ll under construc on. This allowed residents to park there and for the
Owner to terminate parking leases with adjacent property owners. Every square
foot of new construc on was once home to surface parking spaces. With the new
building structures’ footprints consuming more real estate of surface parking than
providing new spaces in the buildings’ underground garages, APM pursued finding
ways to regain a number of lost parking spots. An already crowed campus gave way
to thinking ‘outside the box’ with developing the air rights of the storm reten on
pond and building an addi onal stand-alone garage above.
CLIENT
Goodwin House Incorpo
rporated
ARCHITECT
Dorksy
Hodse
dsen Parrish
Yue
GENERA
ERAL CONT
ONTRAC
RACTOR
Whi ng Turner
Contra
trac ng
Compan
pany

HEALTH & WELLNESS
CENTER + PARKING
DECK
This project consisted of a 3-story, 42,000 SF
Health & Wellness Center with Parking deck,
Pool, Rehabilitaon Center, and Resident
Rooms. The exisng kitchen serves three
meals a day to 350 residents and approximately
250 staff. As kitchen deliveries are made via
the loading dock it must remain operaonal
throughout construcon. Since the new HWC
would restrict access to the loading dock,
APM developed a sequence of construcon
to provide temporary access via the use of
a man li and temporary pla orm, prior to
construcon commencing. APM managed this
complex task to design, permit, schedule, and
physically relocate the ulies in order to meet
schedule requirements. The inial Schemac
construcon cost esmate had a mulmillion
dollar overage. APM developed value
engineering to reduce the construcon cost
without affecng the required programming.
EXISTING TOWER RENOVATIONS
The most challenging aspect of this project was that the exisng facility is
operaonal twenty-four hours a day, seven days a week. Due to the constrained
site, every part of the construcon process affected the Owner’s
daily operaons, as well as the residents’ lives. Construcon was proposed
to occur around three quarters of the exisng building, the first three floors
would be renovated, and both entrance drives would be torn up and reconstructed
with new ulies. The Owner’s preliminary plan was to construct
the enre project all at once in a twenty-four month period. APM
evaluated this approach and determined that it would be too intrusive on
the daily operaons of the facility. A longer, but phased and sequenced
construcon schedule was developed, which minimized the disrupon to
facility operaons and the residents’ lives by liming the number of reloca-
ons of operaons and exisng residents to the fullest extent possible. This
new phased construcon approach allowed the Owner and Contractor to
cohabitate onsite in harmony.

PRECONSTRUCTION PLANNING
SEQUENCING OF THE WORK
The most challenging aspect of
this project was that the exisng
facility is operaonal twenty-four
hours a day, seven days a week.
Due to the constrained site,
every part of the construcon
process would affect the Owner’s
daily operaons, as well as the
residents’ lives. APM developed a
longer, but phased and sequenced,
construcon schedule.
In reorganizing the construcon
approach, we minimized the
disrupon to facility operaons and
the residents’ lives by liming the
number of relocaons to the fullest
extent possible. Both the Owner and
the Contractor needed to be able to
cohabitate onsite in harmony, and
this phased construcon approach
achieved this objecve.
UTILITY RELOCATION
FACILITIES STAYING ONLINE
Electric and water ulies ran
through the proposed footprint
of the Health and Wellness
Center Garage. Both of these
ulies needed to be relocated
prior to the start of the project.
APM managed this complex task
to design, permit, schedule, and
physically relocate the ulies in
order to meet schedule
requirements.
The exisng kitchen served three
meals a day to 600 residents and
staff. As kitchen deliveries are
made via the loading dock it had to
remain operaonal. Since the new
Wellness Center would restrict
access to the dock, APM developed
a construcon sequencing plan
providing temporary access via the
use of a man li and a temporary
pla orm.

PLANNING FOR THE
CONSTRUCTION PROCESS
To be successful in the CCRC environment, one
must understand the operang principals of the
campus, and be commi ed to balancing costs and
construcon producvity with the quality of life
for the residents, and the migaon of operang
impacts for the staff and administraon.
A successful project must
place these principals on
par with the budget and
schedule objecves.
Having knowledge and an
understanding of these
impacts based on years of
experience as constructors,
and as the Owner’s
Representave, allows APM
to integrate the delivery
system into every aspect of
the Program. Consequently
your budget, schedules, and
construcon plans account
for the cost and me as
well as the forethought
needed to create harmony
between residents and the
reposioning process.

BEAUTY AND ELEGANCE ARE ONLY
SKIN DEEP, EVEN IN BUILDING
CONSTRUCTION
Every building requires a skeleton and inner
workings and APM has the skill and experse to
ensure these assets are delivered, from on-site
representaon to building systems integraon and
systems selecon, effecvely and economically.
“Michael is the magic man when it comes to project management services. Michael was a key person in transforming our space on 1st floor , creating our exquisite green roof and exploring solar power
options. He’s extremely knowledgeable about construction, keeps subs on track, and he is who you want by your side when it comes to negotiations.
He’s a valuable person to maintain contact with for future large scale projects.”
-Ms. Hermione Phillips, Former Facilities Manager, World Wildlife Fund, Inc.

Advanced Project Management, Inc. provides a detailed Commissioning Program for all projects. This program is an integral
part of the document development and the quality control processes during construcon. Giving forethought to the end
user’s needs and abilies before the project is delivered, and a high degree of quality control for mechanical and electrical
systems ensures a smoother delivery and a trouble free occupancy.
APM will be on the forefront to guide you and
ensure performance.

VINSON HALL INDEPENDENT LIVING
“APM has done a wonderful job coordinating all aspects of the Vinson Hall Retirement Community expansion. The expertise and responsiveness of the APM team is outstanding. There
is no problem too small or too large for them to tackle. They have provided us with guidance and can be called upon 24/7 whenever faced with an issue. I have total confidence in all
members of the team. We made a great decision when selecting APM to manage our project. “
- RADM Kathy L. Martin, USN (Ret), CEO, Vinson Hall;

BUILDING, UNDERGROUND GARAGE,
AND COMMUNITY BUILDING
Vinson Hall Re!rement Community expansion project is adding several addi!ons to the exis!ng community. Specifically, our
master plan calls for a 5-story 75 unit independent living apartment building; a 3-story community building with a rehabilita!on
center, new dining venue, library, large auditorium; an execu!ve office suite; and a two level parking garage. APM spent
rigorous hours reviewing the site logis!cs for all three phases of the project which aided in presen!ng the Owner with a firm
ac!on plan for coordina!ng between all project phases with respect to: maintaining residents quality of living, interim offsite
parking solu!ons, planned and unplanned site u!lity coordina!on for reloca!ons, and neighbor concerns. All points are
significant selling features as APM is a full service planning partner from preconstruc!on, construc!on, through turn-over and
delivery of each phase. APM’s Program
Management approach and prac!ces
provides a fluid transi!on through each
individual phase to ensure a successful
project delivery for the end user.
CLIENT
Vinson Hall LLC
ARCHITECT
SFCS Inc.
GENERA
ERAL CONT
ONTRACTOR
Whi!n
!ng Turner
Contra
trac!ng
Compan
pany

GOODWIN HOUSE ALEXANDRIA
CENTER OF EXCELLENCE
The Center of Excellence explores a new, but connected building dedicated to
healthcare beds, as well as other amenies that cannot be effecvely sasfied
within the constraint of the exisng building. Moreover, the CoE ulizes the Small
House model of care that is considered more favorable than tradional care models.
This new facility will retain it connuity and connecon with the overall facility by
directly linking the exisng buildings commons with a new auditorium designed and
configured to address the need for a larger assembly space on the first floor. The
first floor also includes a 10-bed memory support house designed as supporve
se ng where residents with Alzheimer’s or demena can feel confident, secure,
and comfortable.
The second through fi!h floors will have
two 10-bed houses. This new facility will
also bring to the campus an addional
40 underground parking spaces and an
extensive green roof to compensate for
the absorpon of open space and to assist
in stormwater treatment. One of the best
features about this scenario is the ability
to build a new healthcare space without
affecng residents that now populate the
exisng healthcare spaces.
“...count you as a tremendous resource and partner, and
we really appreciate how you have stepped up and in to
assist in our communications regarding GHA Positioning
with the residents. They trust you! Your ideas about how
to organize the various work groups in order to include
residents in those areas where decisions will affect their
lives – and where they can and should help to determine
the future program direction – have also been very
helpful. Mike, I give thanks for you very often and again
today. Thank you!”
- Ms. Kathleen S. Anderson,
President and CEO, Goodwin House
Renderin
erings by Perkin
rkins Eastma
stman
CLIENT
Goodwin House Incorpo
rporated
ARCHIT
HITECT
Perkin
kins East
astman
GENERA
ERAL CONT
ONTRAC
RACTOR
The Whing
ng-Turne
rner r Cont
ontracn
ng
Compan
pany

GOODWIN HOUSE ALEXANDRIA
EXISTING BUILDING IMPROVEMENTS
This project consists of limited interior renova!ons to Levels G2 and G1 and major interior renova!ons to Levels 1 and 2 of the
“Original Building” all in an occupied environment. The project also includes a new elevator sha% addi!on which will provide
direct access from the loading dock (G2 Level) to storage rooms on the G1 Level and the Kitchen on Level 1. The renova!ons
on Levels G2 and G1 (~4,700 SF) mainly address the revised access for the new elevator. Also included on the G1 Level is
renova!on of space for Rehab.
There will be ~38,500 SF of renova!on on Level 1, which houses most of the amenity spaces for the campus. Renovated
spaces include: the main lobby and recep!on desk, new library and reading rooms, living room, art center with full height
windows, fitness center with dedicated aerobics rooms, and offices for chaplaincy,
life enrichment, and social work. Four new dining venues will be created including
30 seat bar/lounge, 62 seat formal dining; 150 seat bistro, and a marketplace/café.
With the new elevator servicing the kitchen, all of the back of the kitchen spaces
will be reconfigured to increase efficiency including dishwashing, freezers, coolers,
and dry storage. Five new independent living apartments with exterior ground level
access will also be constructed.
Level 2 comprised of ~35,850 SF, will be fully gu$ed and renovated into nine
independent living apartments and thirteen assisted living apartments, which will
have a common living room, dining room, and country kitchen.
GHA First Floor Plan
Revised
Scenario
CLINIC
FORMAL DINING
50 seats
PRIVATE DINING
12 seats
CASUAL DINING
100 seats
CLUBROOM
28 seats
READING ROOM
LIVING ROOM
FILLMORE ROOM &
LOUNGE
30 seats
MARKETPLACE
OUTDOOR DINING
LIFE ENRICHMENT &
SOCIAL WORK OFFICES
DINING OFFICES
CHANGING ROOMS
AEROBICS
FITNESS
ART ROOM
OUTDOOR DINING
GARDEN ROOM
32 seats
CHAPLAINCY
LIBRARY
4000 books
Renderin
ering by Perkins
Eastman
CLIENT
Goodwin House Incorpo
rporated
ARCHITECT
Perkin
kins East
astman
GENERA
ERAL CONT
ONTRACTOR
Whi!n
!ng Turner
Contra
trac!ng
Compan
pany

eferences
Northern Virginia Association of Relators
Ms. Maggie Mueller-Tyler, Chief Operating Offi cer
The YMCA of Metropolitan Washington
Ms. Pamela Curran, Chief Operating Offi cer
Mr. Charles King, CSG Urban Partners, LLC
World Wildlife Fund, Inc.
Ms. Hermione Phillips, Former Facilities Manager
Washington National Cathedral
Protestant Episcopal Cathedral Foundation
Mr. Joe Smolskis, Former Chief Operating Offi cer
Peter Lawrence Commercial Real Estate, Inc.
CH2M HILL
Ericsson
Mr. Kristopher Hoover, President
Goodwin House Incorporated
Ms. Kathy Anderson, President and CEO
Mr. Buzz Smith, Chair, Redevelopment Committee
Vinson Hall LLC
RADM Kathy L. Martin USN (Ret) Chief Operating
Offi cer
20 Massachusetts Avenue
REIT Management and Research, LLC
Ms. Amy Waldron, Former Area Manager
Declaration Management & Research, LLC
Mr. Bill Callan, President
Allsteel
Ms. Mary Palmer, National Customer Manager
Justice Federal Credit Union
Mr. Miguel Boluda, Chief Financial Offi cer
WEBCO
Mr. Tim Ivery, Treasurer
Delta Sigma Theta Sorority, Inc.
Ms. Michelle Hagans, Building and Grounds

- RADM Kathy L. Martin, USN (retired), CEO, Vinson Hall LLC
“APM has done a wonderful job coordinating all aspects of the Vinson Hall Retirement Community Expansion. The Expertise and responsiveness
of the APM team is outstanding. There is no problem too small or too large for them to tackle. They have provided us with guidance and
can be called up 24/7 whenever faced with an issue. I have total confidence in all members of the team. We made a great decision when selecting
APM to manage our project.”
- Ms. Kathy Anderson, President and CEO, Goodwin House Incorporated
“I am once again very grateful for the collective wisdom that led us to select APM. ..We are grateful to APM for the strengths, expertise and
partnership they brought to our table. APM helped to bring about the successful construction and completion of a complex, four-phase, multiyear
$135 million project – accomplished on budget and ahead of schedule, on a tight site occupied with over 300 older adults and hundreds of
staff, with numerous partners, and in the midst of the anxiety created by the economic recession.”
- Ms. Harry W. Baldwin, Executive Director, Goodwin House Alexandria
“APM worked diligently with me to stay within our budget… APM has served as a valued member of our development team at GHA and I am
most thankful.”
- Major General (Ret.) Stephen T. Rippe, USA, Former Executive VP and Chief Operating Officer, The Washington National Cathedral)
“In my 37 years of leadership and management experience, the APM team serves as a shining example of “how to do it”.”
- Maggie Mueller-Tyler, Chief Operating Officer, Northern Virginia Association of Realtors®
“After reaching out to several of your clients who told us could not go wrong with APM, we agreed on your company’s services. We could never
have known then that this would be one of the key decisions and smartest moves that we could make.”
- Mr. Charles King, Principal CSG Urban Partners, LLC for YMCA of Metropolitan Washington
“...we need the strongest and most competent construction management assistance, and I am extremely glad that we have APM with us.”
- Pamela Curran, Chief Operating Officer, YMCA of Metropolitan Washington
“ On behalf of the Y, I want to thank you for leadership at the meeting yesterday. A lesser leader would have let all of the excuses stand, just
because the conversation was uncomfortable. Absence your oversight, expertise and pressure, I believe there would be a very good chance we
would [not] be celebrating the grand opening of Anthony Bowen .”
- David McAllister-Wilson, President, Wesley Theological Seminary
“This is one of the most extraordinarily helpful and responsive things I have ever received from anyone, on anything.”

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