2016 Little Red Book - Senior Living
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LITTLE RED BOOK <strong>2016</strong> SENIOR LIVING
WHY APM?<br />
Since 1994 Advanced Project Management, Inc. has been the leading Program, Project, and Construction Management<br />
firm in the skilled delivery of all types of Programs and Projects; while expertly representing the Owner and creating an<br />
environment for the Design and Construction Team to thrive in for the Owner’s benefit. We are not Developers, Brokers,<br />
Architects or Contractors. APM delivers nothing but Owner’s Representation in the form of Program, Project, and<br />
Construction Management for real estate Owners and users in the Washington Metropolitan Area.<br />
Let our team of professionals demonstrate to you how we can effectively deliver your project by overcoming economic factors<br />
and help you better manage the complexities of delivery. We offer extensive experience in managing projects on constrained<br />
sites, and in occupied buildings, and APM excels at projects with challenging delivery schedules and logistical demands.
FIRM OVERVIEW<br />
Preliminary Programming and Planning<br />
Feasibility Studies<br />
Program Management<br />
Project and Construction Management<br />
Owner’s Representation<br />
Right Page:<br />
<strong>Senior</strong> Management Team
michael catlett,<br />
CCM, LEED AP, GRP<br />
Sr. Project Accountant<br />
& FF&E Management<br />
April joined APM<br />
in 2007 and is<br />
charged with<br />
Project Accounting<br />
and administration<br />
of our clients’<br />
FF&E programs.<br />
April brings over 24<br />
year’s of experience<br />
to your project.<br />
Principal<br />
Michael established<br />
APM in 1994<br />
after recognizing<br />
the need for<br />
Owner advocacy in<br />
construction.<br />
Michael serves<br />
as the Program<br />
Manager and<br />
where<br />
“the buck stops”.<br />
april smith,<br />
CRIS, CDT, sr. associate<br />
jessica peters CCM, CRIS, CDT<br />
VP of Program Accounting & Contract Management<br />
Since 1996 Jessica has been providing Program<br />
Accounting and Contract Management for APM.<br />
With over 21 year’s experience she has managed<br />
upwards of $1billion in program costs for our<br />
clients.<br />
tim reyman, LEED AP, sr. associate<br />
Sr. Project & Construction Manager<br />
Tim is responsible for the day-to-day project<br />
management and has over 15 years’ experience<br />
with a background in architecture and as a<br />
constructor. Since 2008 Tim has managed over<br />
$185 million in construction for APM.<br />
VP of Project<br />
& Construction<br />
Management<br />
Stephen brings<br />
over 30 year’s of<br />
experience and has<br />
been with APM<br />
since 1997.<br />
Stephen is<br />
charged with<br />
the responsibility<br />
for execution<br />
and delivery of<br />
construction.<br />
jake kamon,<br />
LEED AP<br />
stephen karcha,<br />
LEED AP, GRP<br />
Sr. Project &<br />
Construction Manager<br />
Jake brings to<br />
APM over 15years<br />
of hands-on<br />
specialization<br />
construction<br />
experience in<br />
planning and<br />
implementing<br />
complex renovation<br />
projects in occupied<br />
conditions.
PORTFOLIO<br />
SAMPLING
GOODWIN HOUSE<br />
ALEXANDRIA RENOVATIONS<br />
“APM negotiated and steered the resolution to successful completion and to the betterment for Goodwin House, Incorporated.”<br />
- Mr. Harry Baldwin, Executive Director Goodwin House Alexandria<br />
The Goodwin House Alexandria First Floor Renovaons project encompassed a renovaon of the main lobby, recepon area<br />
and business center, main dining room, and associated flooring work throughout the first floor corridors. The focus of the<br />
renovaons was to eliminate a “wind tunnel” effect in the lobby area caused by sets of doors on the opposing East and West<br />
sides of the lobby, which allowed surges<br />
of hot air through the lobby in the<br />
summer and cold air in the winter. The<br />
soluon that project team developed<br />
was replacing the exisng doors with<br />
revolving doors. As revolving doors are<br />
never actually open to the interior and<br />
exterior at the same me, it addressed<br />
the wind tunnel effect by not allowing<br />
exterior wind to blow indoors. Lastly, an<br />
exterior architectural feature known as<br />
the “birdbath” – a skylight for the pool<br />
area on the lower level – was removed<br />
and infilled to address long-standing<br />
issues of leaking.<br />
CLIENT<br />
Goodwin House Incorpo<br />
rporated<br />
ARCHITECT<br />
Rife + Woods<br />
ods Archi<br />
chitec<br />
tectsts<br />
GENERA<br />
ERAL CONT<br />
ONTRAC<br />
RACTOR<br />
Twin Contrac<br />
racn<br />
ng Comp<br />
ompany
GOODWIN HOUSE BAILEY’S<br />
CROSSROADS - NEW INDEPENDENT<br />
LIVING TOWER & GARAGE<br />
“You needed to call on those strengths continually to bring … $135 million project successfully to completion, on budget and ahead of<br />
schedule, on a tight site occupied with over 300 older adults and hundreds of staff, with challenging partners, and in the midst of the<br />
Anxiety created by the economic recession.”<br />
- Ms. Kathy Anderson, President and CEO, Goodwin House Incorporated<br />
This project consisted of a 15-story, 106 unit apartment high-rise tower and<br />
underground parking garage with 177 spaces for both staff and residents. In order<br />
to take advantage of a very favorable bond market, the new Independent living<br />
Tower was bid substan ally earlier than scheduled and finished two months ahead<br />
of schedule. With parking at a premium, the Garage under the New Independent<br />
<strong>Living</strong> Tower was turned over to the Owner for immediate use while the apartment<br />
tower was s ll under construc on. This allowed residents to park there and for the<br />
Owner to terminate parking leases with adjacent property owners. Every square<br />
foot of new construc on was once home to surface parking spaces. With the new<br />
building structures’ footprints consuming more real estate of surface parking than<br />
providing new spaces in the buildings’ underground garages, APM pursued finding<br />
ways to regain a number of lost parking spots. An already crowed campus gave way<br />
to thinking ‘outside the box’ with developing the air rights of the storm reten on<br />
pond and building an addi onal stand-alone garage above.<br />
CLIENT<br />
Goodwin House Incorpo<br />
rporated<br />
ARCHITECT<br />
Dorksy<br />
Hodse<br />
dsen Parrish<br />
Yue<br />
GENERA<br />
ERAL CONT<br />
ONTRAC<br />
RACTOR<br />
Whi ng Turner<br />
Contra<br />
trac ng<br />
Compan<br />
pany
HEALTH & WELLNESS<br />
CENTER + PARKING<br />
DECK<br />
This project consisted of a 3-story, 42,000 SF<br />
Health & Wellness Center with Parking deck,<br />
Pool, Rehabilitaon Center, and Resident<br />
Rooms. The exisng kitchen serves three<br />
meals a day to 350 residents and approximately<br />
250 staff. As kitchen deliveries are made via<br />
the loading dock it must remain operaonal<br />
throughout construcon. Since the new HWC<br />
would restrict access to the loading dock,<br />
APM developed a sequence of construcon<br />
to provide temporary access via the use of<br />
a man li and temporary pla orm, prior to<br />
construcon commencing. APM managed this<br />
complex task to design, permit, schedule, and<br />
physically relocate the ulies in order to meet<br />
schedule requirements. The inial Schemac<br />
construcon cost esmate had a mulmillion<br />
dollar overage. APM developed value<br />
engineering to reduce the construcon cost<br />
without affecng the required programming.<br />
EXISTING TOWER RENOVATIONS<br />
The most challenging aspect of this project was that the exisng facility is<br />
operaonal twenty-four hours a day, seven days a week. Due to the constrained<br />
site, every part of the construcon process affected the Owner’s<br />
daily operaons, as well as the residents’ lives. Construcon was proposed<br />
to occur around three quarters of the exisng building, the first three floors<br />
would be renovated, and both entrance drives would be torn up and reconstructed<br />
with new ulies. The Owner’s preliminary plan was to construct<br />
the enre project all at once in a twenty-four month period. APM<br />
evaluated this approach and determined that it would be too intrusive on<br />
the daily operaons of the facility. A longer, but phased and sequenced<br />
construcon schedule was developed, which minimized the disrupon to<br />
facility operaons and the residents’ lives by liming the number of reloca-<br />
ons of operaons and exisng residents to the fullest extent possible. This<br />
new phased construcon approach allowed the Owner and Contractor to<br />
cohabitate onsite in harmony.
PRECONSTRUCTION PLANNING<br />
SEQUENCING OF THE WORK<br />
The most challenging aspect of<br />
this project was that the exisng<br />
facility is operaonal twenty-four<br />
hours a day, seven days a week.<br />
Due to the constrained site,<br />
every part of the construcon<br />
process would affect the Owner’s<br />
daily operaons, as well as the<br />
residents’ lives. APM developed a<br />
longer, but phased and sequenced,<br />
construcon schedule.<br />
In reorganizing the construcon<br />
approach, we minimized the<br />
disrupon to facility operaons and<br />
the residents’ lives by liming the<br />
number of relocaons to the fullest<br />
extent possible. Both the Owner and<br />
the Contractor needed to be able to<br />
cohabitate onsite in harmony, and<br />
this phased construcon approach<br />
achieved this objecve.<br />
UTILITY RELOCATION<br />
FACILITIES STAYING ONLINE<br />
Electric and water ulies ran<br />
through the proposed footprint<br />
of the Health and Wellness<br />
Center Garage. Both of these<br />
ulies needed to be relocated<br />
prior to the start of the project.<br />
APM managed this complex task<br />
to design, permit, schedule, and<br />
physically relocate the ulies in<br />
order to meet schedule<br />
requirements.<br />
The exisng kitchen served three<br />
meals a day to 600 residents and<br />
staff. As kitchen deliveries are<br />
made via the loading dock it had to<br />
remain operaonal. Since the new<br />
Wellness Center would restrict<br />
access to the dock, APM developed<br />
a construcon sequencing plan<br />
providing temporary access via the<br />
use of a man li and a temporary<br />
pla orm.
PLANNING FOR THE<br />
CONSTRUCTION PROCESS<br />
To be successful in the CCRC environment, one<br />
must understand the operang principals of the<br />
campus, and be commi ed to balancing costs and<br />
construcon producvity with the quality of life<br />
for the residents, and the migaon of operang<br />
impacts for the staff and administraon.<br />
A successful project must<br />
place these principals on<br />
par with the budget and<br />
schedule objecves.<br />
Having knowledge and an<br />
understanding of these<br />
impacts based on years of<br />
experience as constructors,<br />
and as the Owner’s<br />
Representave, allows APM<br />
to integrate the delivery<br />
system into every aspect of<br />
the Program. Consequently<br />
your budget, schedules, and<br />
construcon plans account<br />
for the cost and me as<br />
well as the forethought<br />
needed to create harmony<br />
between residents and the<br />
reposioning process.
BEAUTY AND ELEGANCE ARE ONLY<br />
SKIN DEEP, EVEN IN BUILDING<br />
CONSTRUCTION<br />
Every building requires a skeleton and inner<br />
workings and APM has the skill and experse to<br />
ensure these assets are delivered, from on-site<br />
representaon to building systems integraon and<br />
systems selecon, effecvely and economically.<br />
“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<br />
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.<br />
He’s a valuable person to maintain contact with for future large scale projects.”<br />
-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<br />
part of the document development and the quality control processes during construcon. Giving forethought to the end<br />
user’s needs and abilies before the project is delivered, and a high degree of quality control for mechanical and electrical<br />
systems ensures a smoother delivery and a trouble free occupancy.<br />
APM will be on the forefront to guide you and<br />
ensure performance.
VINSON HALL INDEPENDENT LIVING<br />
“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<br />
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<br />
members of the team. We made a great decision when selecting APM to manage our project. “<br />
- RADM Kathy L. Martin, USN (Ret), CEO, Vinson Hall;
BUILDING, UNDERGROUND GARAGE,<br />
AND COMMUNITY BUILDING<br />
Vinson Hall Re!rement Community expansion project is adding several addi!ons to the exis!ng community. Specifically, our<br />
master plan calls for a 5-story 75 unit independent living apartment building; a 3-story community building with a rehabilita!on<br />
center, new dining venue, library, large auditorium; an execu!ve office suite; and a two level parking garage. APM spent<br />
rigorous hours reviewing the site logis!cs for all three phases of the project which aided in presen!ng the Owner with a firm<br />
ac!on plan for coordina!ng between all project phases with respect to: maintaining residents quality of living, interim offsite<br />
parking solu!ons, planned and unplanned site u!lity coordina!on for reloca!ons, and neighbor concerns. All points are<br />
significant selling features as APM is a full service planning partner from preconstruc!on, construc!on, through turn-over and<br />
delivery of each phase. APM’s Program<br />
Management approach and prac!ces<br />
provides a fluid transi!on through each<br />
individual phase to ensure a successful<br />
project delivery for the end user.<br />
CLIENT<br />
Vinson Hall LLC<br />
ARCHITECT<br />
SFCS Inc.<br />
GENERA<br />
ERAL CONT<br />
ONTRACTOR<br />
Whi!n<br />
!ng Turner<br />
Contra<br />
trac!ng<br />
Compan<br />
pany
GOODWIN HOUSE ALEXANDRIA<br />
CENTER OF EXCELLENCE<br />
The Center of Excellence explores a new, but connected building dedicated to<br />
healthcare beds, as well as other amenies that cannot be effecvely sasfied<br />
within the constraint of the exisng building. Moreover, the CoE ulizes the Small<br />
House model of care that is considered more favorable than tradional care models.<br />
This new facility will retain it connuity and connecon with the overall facility by<br />
directly linking the exisng buildings commons with a new auditorium designed and<br />
configured to address the need for a larger assembly space on the first floor. The<br />
first floor also includes a 10-bed memory support house designed as supporve<br />
se ng where residents with Alzheimer’s or demena can feel confident, secure,<br />
and comfortable.<br />
The second through fi!h floors will have<br />
two 10-bed houses. This new facility will<br />
also bring to the campus an addional<br />
40 underground parking spaces and an<br />
extensive green roof to compensate for<br />
the absorpon of open space and to assist<br />
in stormwater treatment. One of the best<br />
features about this scenario is the ability<br />
to build a new healthcare space without<br />
affecng residents that now populate the<br />
exisng healthcare spaces.<br />
“...count you as a tremendous resource and partner, and<br />
we really appreciate how you have stepped up and in to<br />
assist in our communications regarding GHA Positioning<br />
with the residents. They trust you! Your ideas about how<br />
to organize the various work groups in order to include<br />
residents in those areas where decisions will affect their<br />
lives – and where they can and should help to determine<br />
the future program direction – have also been very<br />
helpful. Mike, I give thanks for you very often and again<br />
today. Thank you!”<br />
- Ms. Kathleen S. Anderson,<br />
President and CEO, Goodwin House<br />
Renderin<br />
erings by Perkin<br />
rkins Eastma<br />
stman<br />
CLIENT<br />
Goodwin House Incorpo<br />
rporated<br />
ARCHIT<br />
HITECT<br />
Perkin<br />
kins East<br />
astman<br />
GENERA<br />
ERAL CONT<br />
ONTRAC<br />
RACTOR<br />
The Whing<br />
ng-Turne<br />
rner r Cont<br />
ontracn<br />
ng<br />
Compan<br />
pany
GOODWIN HOUSE ALEXANDRIA<br />
EXISTING BUILDING IMPROVEMENTS<br />
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<br />
“Original Building” all in an occupied environment. The project also includes a new elevator sha% addi!on which will provide<br />
direct access from the loading dock (G2 Level) to storage rooms on the G1 Level and the Kitchen on Level 1. The renova!ons<br />
on Levels G2 and G1 (~4,700 SF) mainly address the revised access for the new elevator. Also included on the G1 Level is<br />
renova!on of space for Rehab.<br />
There will be ~38,500 SF of renova!on on Level 1, which houses most of the amenity spaces for the campus. Renovated<br />
spaces include: the main lobby and recep!on desk, new library and reading rooms, living room, art center with full height<br />
windows, fitness center with dedicated aerobics rooms, and offices for chaplaincy,<br />
life enrichment, and social work. Four new dining venues will be created including<br />
30 seat bar/lounge, 62 seat formal dining; 150 seat bistro, and a marketplace/café.<br />
With the new elevator servicing the kitchen, all of the back of the kitchen spaces<br />
will be reconfigured to increase efficiency including dishwashing, freezers, coolers,<br />
and dry storage. Five new independent living apartments with exterior ground level<br />
access will also be constructed.<br />
Level 2 comprised of ~35,850 SF, will be fully gu$ed and renovated into nine<br />
independent living apartments and thirteen assisted living apartments, which will<br />
have a common living room, dining room, and country kitchen.<br />
GHA First Floor Plan<br />
Revised<br />
Scenario<br />
CLINIC<br />
FORMAL DINING<br />
50 seats<br />
PRIVATE DINING<br />
12 seats<br />
CASUAL DINING<br />
100 seats<br />
CLUBROOM<br />
28 seats<br />
READING ROOM<br />
LIVING ROOM<br />
FILLMORE ROOM &<br />
LOUNGE<br />
30 seats<br />
MARKETPLACE<br />
OUTDOOR DINING<br />
LIFE ENRICHMENT &<br />
SOCIAL WORK OFFICES<br />
DINING OFFICES<br />
CHANGING ROOMS<br />
AEROBICS<br />
FITNESS<br />
ART ROOM<br />
OUTDOOR DINING<br />
GARDEN ROOM<br />
32 seats<br />
CHAPLAINCY<br />
LIBRARY<br />
4000 books<br />
Renderin<br />
ering by Perkins<br />
Eastman<br />
CLIENT<br />
Goodwin House Incorpo<br />
rporated<br />
ARCHITECT<br />
Perkin<br />
kins East<br />
astman<br />
GENERA<br />
ERAL CONT<br />
ONTRACTOR<br />
Whi!n<br />
!ng Turner<br />
Contra<br />
trac!ng<br />
Compan<br />
pany
eferences<br />
Northern Virginia Association of Relators<br />
Ms. Maggie Mueller-Tyler, Chief Operating Offi cer<br />
The YMCA of Metropolitan Washington<br />
Ms. Pamela Curran, Chief Operating Offi cer<br />
Mr. Charles King, CSG Urban Partners, LLC<br />
World Wildlife Fund, Inc.<br />
Ms. Hermione Phillips, Former Facilities Manager<br />
Washington National Cathedral<br />
Protestant Episcopal Cathedral Foundation<br />
Mr. Joe Smolskis, Former Chief Operating Offi cer<br />
Peter Lawrence Commercial Real Estate, Inc.<br />
CH2M HILL<br />
Ericsson<br />
Mr. Kristopher Hoover, President<br />
Goodwin House Incorporated<br />
Ms. Kathy Anderson, President and CEO<br />
Mr. Buzz Smith, Chair, <strong>Red</strong>evelopment Committee<br />
Vinson Hall LLC<br />
RADM Kathy L. Martin USN (Ret) Chief Operating<br />
Offi cer<br />
20 Massachusetts Avenue<br />
REIT Management and Research, LLC<br />
Ms. Amy Waldron, Former Area Manager<br />
Declaration Management & Research, LLC<br />
Mr. Bill Callan, President<br />
Allsteel<br />
Ms. Mary Palmer, National Customer Manager<br />
Justice Federal Credit Union<br />
Mr. Miguel Boluda, Chief Financial Offi cer<br />
WEBCO<br />
Mr. Tim Ivery, Treasurer<br />
Delta Sigma Theta Sorority, Inc.<br />
Ms. Michelle Hagans, Building and Grounds
- RADM Kathy L. Martin, USN (retired), CEO, Vinson Hall LLC<br />
“APM has done a wonderful job coordinating all aspects of the Vinson Hall Retirement Community Expansion. The Expertise and responsiveness<br />
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<br />
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<br />
APM to manage our project.”<br />
- Ms. Kathy Anderson, President and CEO, Goodwin House Incorporated<br />
“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<br />
partnership they brought to our table. APM helped to bring about the successful construction and completion of a complex, four-phase, multiyear<br />
$135 million project – accomplished on budget and ahead of schedule, on a tight site occupied with over 300 older adults and hundreds of<br />
staff, with numerous partners, and in the midst of the anxiety created by the economic recession.”<br />
- Ms. Harry W. Baldwin, Executive Director, Goodwin House Alexandria<br />
“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<br />
most thankful.”<br />
- Major General (Ret.) Stephen T. Rippe, USA, Former Executive VP and Chief Operating Officer, The Washington National Cathedral)<br />
“In my 37 years of leadership and management experience, the APM team serves as a shining example of “how to do it”.”<br />
- Maggie Mueller-Tyler, Chief Operating Officer, Northern Virginia Association of Realtors®<br />
“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<br />
have known then that this would be one of the key decisions and smartest moves that we could make.”<br />
- Mr. Charles King, Principal CSG Urban Partners, LLC for YMCA of Metropolitan Washington<br />
“...we need the strongest and most competent construction management assistance, and I am extremely glad that we have APM with us.”<br />
- Pamela Curran, Chief Operating Officer, YMCA of Metropolitan Washington<br />
“ 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<br />
because the conversation was uncomfortable. Absence your oversight, expertise and pressure, I believe there would be a very good chance we<br />
would [not] be celebrating the grand opening of Anthony Bowen .”<br />
- David McAllister-Wilson, President, Wesley Theological Seminary<br />
“This is one of the most extraordinarily helpful and responsive things I have ever received from anyone, on anything.”
4530 Walney Road Suite 202 Chantilly, Virginia 20151<br />
Te l 7 0 3 2 6 3 3 1 0 0 I Fa x 7 0 3 2 6 3 1 9 7 0<br />
w w w . a d v a n c e d - p r o j e c t - m a n a g e m e n t . c o m<br />
APM: Leading the Construction Management Industry by Example!