Washington DC – On April 8, the WBC Regional Development Committee returned to the soon-to-open Marriott Marquis Washington, DC.  Two years after the first WBC construction site tour of this project, Project Superintendent Brian Fish and Project Engineer Brian Shipper, both with the general contractor Hensel Phelps Construction Company, provided a pre-opening tour.  Before getting into construction details, this unique project merits an overview as to its history, scale and importance.

The 1,175 room, 4-star Marriott Marquis, designed by architectural firms of Cooper Carry and TVS Design, is located at 901 Massachusetts Avenue, NW.  It will be the Washington, DC Convention Center Hotel.   The concept for this Convention Center hotel originated more than two decades ago, long before the joining Walter E. Washington Convention Center opened in 2003.   Nothing about this project was straight forward, not its precise location, nor its size, its financing, its ownership structure, its development team, and, yes, its construction techniques.  With its two dozen D.C. Council votes and several lawsuits, the D.C. Convention Center Hotel has been likened to a “recurring nightmare.”   But all that is in the past.  What the Regional Development Committee toured is a dream come true.  From its glass and steel exterior that is integrated with a 1916 historic brick and limestone building, to its interior with a grand atrium punctuated with a spectacular 5-story high stainless steel sculpture titled “Birth of the American Flag”, with its 105,000 sf of meeting space, including three ballrooms the largest of which is 30,000 sf, with its five restaurants and its direct underground concourse to the Convention Center, the Marriott Marquis promises to help bring D.C. to the forefront of the convention market.  The project cost $520 million, entailed up to 1,600 construction jobs and provides for 600 long term hotel jobs.

Construction began in 2010.  Due to D.C. height restrictions, the Marriott Marquis tunneled down 90 ft, nearly as deep as its 16-story height.  That depth, along with the tight construction site and project schedule, brought about the first “top-down” construction project in the Washington D.C. region.  Top-down construction builds the permanent structure members of the basement along with the excavation from the top to the bottom.  The basement floors are constructed as the excavation progresses. The top-down construction method is promoted as saving significant time and money.  Construction begins with the installation of retaining walls and then load-bearing elements that will carry the future super-structure. The basement steel beam columns are constructed before any excavation takes place and the rest of the load bearing elements. These load bearing elements are typically concrete barrettes constructed under slurry walls. Typically, construction proceeds as follows: construction of the retaining wall, placement of steel columns, and excavation to the first stage, and casting the first basement level when construction of the superstructure begins.  From that point on, subsequent excavation and basement floor slabs continue along with the superstructure.  The firm of Goldin & Stafford performed the excavation for the Marriott Marquis.  Like any major excavation project, workers were provided rebreathing kits.  Here all materials and personnel had to be lowered and raised through a shaft at each basement level, requiring much choreographing. That shaft reached down 7 levels!  Delicate timing existed throughout the project.  Because of engineering requirements, superstructure construction waited until several underground levels were completed. Basement floor slabs required steel plates in addition to rebar.  Materials arrived from around the globe: glass from South Africa, stone from Greece and Spain, hardwoods from Canada. The atrium couldn’t be enclosed until late November 2013, requiring an extensive tent system to permit and protect work to proceed. Up to 11 cranes were employed.   Up to 800 construction trucks needed daily site access and double work shifts were employed, requiring D.C. government approval.

Adding to the challenges, none of the construction firms had first-hand experience with top-down construction.  During the WBC tour, much discussion focused on the advantages of top-down construction.  Our guides Brian Tipper and Brian Shipper were certain that top-down construction greatly facilitated construction under nearly impossible site constraints and that this method saved time.  As to whether the process saved money is yet to be determined.  Come May 28, WBC members will get to see first-hand and be one of the first users of this LEED Silver luxury hotel as the WBC will be holding its Regional Development Forum at the new Marriott Marquis Washington, DC.

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About the Author

Rob Klein
With over 30 years experience in project management, Klein Consulting facilitates redevelopment and entitlements through analysis and outreach. 240-848-4951
 

Developments, Schools, Garages, Transit, Housing, Facilities & More

While Public Private Partnerships (P-3s) have occurred throughout our nation’s history, a new and legislatively-blessed imperative exists for their use.  Virginia has taken the lead in the use of P-3s, with Maryland and several other states following suit.  Not to be left behind, the District of Columbia is poised to pursue this “new” approach for delivering public works projects faster and more economically.   So with such expanding building opportunities, WBC interest was high to get in on the action leading to the February 27 WBC Program and Education Committee event at the Mayflower Hotel.

The P-3 Panel consisted of Chris Lloyd, McGuire Woods Consulting; Jamie Kendrick, Maryland Department of Transportation; and Jamie Martin, Edmore Real Estate/Clark Construction, with Dirk Haire, Fox Rothschild, as moderator.

Chris Lloyd began the panel presentations.  Prior to consulting for McGuire Woods, he served for nearly five years in the Office of the Secretary of Commerce and Trade under Virginia Governors Allen and Wilder.  Mr. Lloyd was instrumental in the development and passage of Virginia’s Public-Private Partnership laws, which is the model now being copied in other states.  Recent P-3 legislation provides little in the way of new authority; its importance is as a legislative tool to articulate policy and a procedural framework for predictable, transparent, and accountable public-private partnerships.  As the bellwether state, Mr. Lloyd stated the P-3 process still took time, some 19 years since the passage of the first law with required changes to take advantage of new processes and financing tools to make these projects work better.  A major improvement of Virginia’s P-3 legislation involves the ability to directly pursue unsolicited proposals rather than having all P-3 contracts result from traditional procurement solicitations.  Also, the Virginia’s P-3 legislation significantly expands public involvement.  Thus, private partners failing to adequately engage the public do so at serious peril to their projects.

Jamie Kendrick is Deputy Executive Director for Transit Development and Delivery, Mass Transit Administration, under the Maryland Department of Transportation.  Mr. Kendrick stated that the Maryland P-3 legislation, passed in 2013, after going through two previous attempts, guaranteed many protections for public involvement and oversight during the legislative process.  Never-the-less, the Maryland P-3 legislation represents a huge change in mind set that goes far beyond design-build state procurement processes and required letting go of control.  In return, the state anticipates greater innovation, a shorter development period, less cost, and risk sharing.  Two of the P-3 Maryland DOT projects are the 16-mile Purple Line in Suburban Maryland connecting Montgomery County and Prince Georges County to run between Bethesda and New Carrollton, and in Baltimore, the Red Line to run 14-miles from Woodlawn in the west through downtown to Johns Hopkins Bayview Medical Campus in the east.  In addition to developing the new public facilities, both these transit projects will involve long term operation concessions.  The Purple Line is proceeding first and Maryland DOT is currently evaluating private developer team proposals.  Construction could begin as early as 2015.  MTA PRESENTATION  – 2.2 MB

Jamie Martin, Vice President/Managing Director for Edgemoor Infrastructure & Real Estate, an affiliate of the Clark Construction Group, represented the developer side of P-3s on the panel.   His P-3 experience includes the $490 million George Deukmejian Courthouse in Long Beach, CA, the University of California San Francisco Sandler Neuroscience building, and locally the Arlington Mill mixed-use project.  While starting his comments with the statement that all P-3s are truly unique, Mr. Martin went on to astutely discuss factors leading to successful P-3 and challenges to success include:

• Strong-willed public face to the enterprise
• Ability of pay for the project
• Clarity of the scope and process
• Risk and its allocation understood
• Assembling the right team with experience working together
• Strong commitment to innovation and speed
• Confidence and trust among all parties

Mr. Martin explained the cost involved with preparing P-3 proposals can run into the millions of dollars.   Governments tend to pile on financial burdens such as bonding, retainage, and liquidation damage guarantees.  Add to that, winning proposals are becoming increasingly harder as new experienced players from abroad are entering the market and government stipend for proposal preparation fails to provide any meaningful compensation.  The two-step solicitation process of first qualifying teams prior to invitation to submit proposal does help to reduce the risk burden to responding to requests-for-proposals.

Following these presentations, Dirk Haire moderated questions and panel responses.  Two questions seemed to be of prime importance to the WBC audience: likely future P-3 projects?; and opportunities for sub consultants?  Mr. Kendrick said beyond the suburban Maryland Purple Line and the Baltimore Red Line, a new Baltimore jail, a Baltimore City/State Court House, and a new Prince Georges County hospital are likely candidates for P-3 procurements.  In the longer run, school renovation programs are areas for P-3 opportunities similar to the recently with the Maryland Stadium Authority to renovate schools in Baltimore.  Within the District of Columbia, the proposed streetcar lines were cited as potentials for P-3 projects.  As to sub consultant opportunities, Mr. Kendrick made clear such opportunities will develop, but not in the early phases when projects are being contracted.  As projects proceed, sub consultant work will be an essential component of all major P-3 projects.  Governmental incentives will clearly encourage the use of minority, small and disadvantaged businesses in P-3 projects.

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About the Author

Rob Klein
With over 30 years experience in project management, Klein Consulting facilitates redevelopment and entitlements through analysis and outreach. 240-848-4951
 

Washington, DC – The WBC Craftsmanship Awards Committee is pleased to annouce that 2014 Craftsmanship Awards Banquet photos are now available online.

You will be able to view and order any photo.  Please go to www.mattoxphotography.com.   In the View Your Photos box, please enter password wbc.

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Opened October 2013 after an18-month construction period, on January 28, the WBC Regional Development Committee toured Montgomery County’s $80 million relocated, greened, and modernized Equipment Maintenance and Transit Operations Center (EMTOC). Mike Gomez, Senior Project Manager for Coakley Williams Construction Company, the General Contractor, provided an overview presentation with Montgomery County Department of General Services (DGS) Project Manager, Rassa Davoodpour. Following the presentation, DGS Feet Management Services Chief Bill Griffiths gave the committee an eye-popping tour of the Fleet Services portion of the EMTOC complex.

This visit dove-tailed an earlier Montgomery County DGS presentation to the Regional Development Committee about the county’s Smart Growth Initiative. Montgomery County needed to replace its then existing EMTOC to make room for a new transit-oriented development adjacent to the Shady Grove Metro Station. A major aspect of the Smart Growth Initiative was that it be revenue neutral, meaning that the private development would pay for the program.

The EMTOC project is a collection of 13 buildings that serve the Department of Transportation’s divisions of Transit Services and DGS Highway Services. The facilities include: administrative buildings; bus parking for 200 buses; bus service lanes; a bus wash facility; a fare collection area; bus service maintenance bays; a parts room; a heavy equipment storage shed; a soil/gravel storage area; Highway Services bays; a compressed natural gas fast-fill facility, gasoline and diesel fueling stations; and employee and visitor parking.

Project challenges included: a reduced acreage from the pre-existing EMTOC site, modernizing support systems, coordination with the adjacent Washington Grove community, and satisfying LEED (Leadership in Energy and Environmental Design) Gold standards. The new EMTOC site is nestled on two adjacent sites separated by Interstate 370, the team used urban planning concepts to create a high-density building footprint, stacking the administration and operations areas above the maintenance bays, and staff parking above heavy vehicle and transit parking. This stacking approach maximized green space and minimized the impact on the surrounding wetlands, also creating a more efficient and effective circulation layout.

Space-saving vehicle maintenance system technologies played a critical role economizing on space requirements, such as Kardex vertical lift module, automated stack warehouse systems, and vertical carousel tire storage racks to reduce space while increasing operational efficiency. According to Bill Griffiths, these systems saved some 80% on square footage while also improving labor efficiency and ergonomics.

As with all other projects recently visited by the Regional Development Committee, Building Information Modeling (BIM) facilitated coordination between prime, subs, and the client. Along with on-site engineers and commissioning meetings, BIM provided time-critical resolution of issues as they arose. Rassa Davoodpour and Mike Gomez said that on-site coordination with BIM greatly help to account for a team spirit throughout construction.

That team spirit and the use of BIM was also partially responsible for smooth community relationships with the notoriously active Town of Washington Grove. Coakley Williams and the county provided on-going community meetings and site visits that brought community support as BIM provided a clear understanding of issues and helped to resolve visual, noise and aesthetic impacts.

Meeting the standards for LEED Gold certification meant maximizing environmentally-sensitive design and building efficiencies. Many acres of green space provide for stream buffer protection and forest conservation. The overall project was built to achieve a Gold certification by incorporating innovative features. As a pilot project, which is the first in the State of Maryland, reclaims, treats and reuses rainwater for toilet flushing and bus washing, reducing water use by 80 percent. Seventy-five percent of the building roofs, more than four acres, have green roofs to decrease stormwater runoff.

Other green features include: 100 percent of average annual rainfall treated by storm filters; efficiency features are expected to reduce energy costs by 30 percent compared to typical buildings; solar lighting on the parking roof; reuse or recycling of 75 percent of construction and land debris; exterior lighting that fully complies with LEED; low flow plumbing fixtures save 30 to 40 percent of water use; equipment and refrigerants that minimizes emissions; use of low emission and regional construction materials; purchase of Renewable Energy Credits; active and passive noise reduction measures; and low maintenance landscaping.

Photo by Jeffrey Sauers, commercialphoto.com

Washington, DC – The Woodley project brings three Washington Building Congress member companies together including the owner, the general contractor, and the exterior design architect: JBG Companies, Clark Construction Group, and David M. Schwarz Architects.  On February 11, Clark Construction’s  Bill Bartling and Abe Vogel led the Regional Development Committee on a well-attended event starting with an overview and  discussion, followed by a garage to penthouse tour.

The Woodley, 2700 Woodley Road NW, is not just the first new residential development in recent years to be built in the Woodley Park community, but one where appearances count, being situated on the highest ground of developable real estate in the District and with neighbors with aesthetic sensitivities.  Thus, in 2005, JBG purchased  the hotel and the 16 acre site with the intention of reconfiguring the Hotel to accommodate a new residential tower.  That was certainly a challenge for JBG and its investment partner CIM Group out of Los Angeles. They would have to create a project that would be in line with the high-end residential market, as well as the Woodley Park community, while keeping a very busy hotel open and fully functional during all of the construction phases.   No small task!

To make room for the Woodley residential tower, the Cotillion ballroom and garage had to be demolished.   In order to raze these structures, a new underground parking garage was built in the front yard of the Marriott hotel and a new junior ballroom was created in the open air courtyard in the middle of the hotel by Whiting-Turner Contracting. These projects couldn’t start without creating a new loading dock and moving a few other hotel operations around.  All this work was done between 2005 and 2007.   While this work was progressing, the Woodley was going through several design iterations.

In 2007, with the recession starting, JBG placed the already entitled modernistic design for a 120-unit condo project on hold.   Then, with the benefit of a thorough marketing study, JBG engaged David M. Schwarz Architects, along with VOA of Chicago (design architect for unit interiors) and Cooper Carry (architect of record), for a redesign that echoes the historic Wardman Park Hotel and the grand apartment buildings on nearby Connecticut Avenue.  The current project, which started in June 2011, follows the original planned floor area ratio, but with an expanded number of units.  The Woodley is now a 212-luxury apartment, 8 story mid-rise building with 272 below surface parking spaces.  The exterior is principally red brick and limestone.  The high-end demographic market dictated abundant amenities and a high level of detail and finish throughout.  Individual units are large, up to 4,400 square feet, with high ceilings, generally 9’ 3’ but 10’6”, for first floor units. The high level of amenity and detail is also prominent in the first floor entrance lobby and common areas, featuring marble floors, custom millwork and custom ornamental lighting.  Units have open plan kitchens and living rooms. Most units also have walk-out balconies or terraces carefully integrated into the exterior architecture in ways that enhance the exterior design and capitalize on the building’s articulate massing and detailing. Amenities include 24/7 concierge service, outdoor pool, fitness center, indoor common areas, a lounge with catering kitchen, a library and a rooftop landscaped terrace.

JBG contracted with Clark Construction for the new residential tower and two previous phases of construction.  The first phase of construction was for early start work that included a new vehicular tunnel to carry hotel traffic to the Park Tower garage that was completed in 2011. The second phase of construction was demolition of the existing garage and ballroom, supportive excavation, and excavation of the residential tower garage. The current phase of construction commenced in May of 2012 with footing excavation and continues through residential tower completion this March.  The building is a cast-in-place concrete structure with post-tensioned slabs above grade. The façade consists of brick masonry, cast stone, and Indiana limestone. Clarks management staff of ten supervised up to 250 tradesmen on site daily and included such notable subcontractors as   Clark Concrete – structural concrete; Lorton Stone – limestone façade and lobby stone flooring;  Manganaro – masonry and drywall;  Christman – lobby millwork and unit trim;  Madison – mechanical and plumbing;  Bausum & Duckett – electrical;  Engineered Construction Products – windows;  Otis – elevators;  General Woodworking – rough carpentry;  Gordon – roofing and waterproofing.

The Regional Development Committee would like to thank the Clark Construction staff for leading us on the tour as well as other team members that were present from JBG, David M. Schwartz Architects and Faithful & Gould.

It is with great pleasure that we announce the 2014 WBC Craftsmanship Awards winners!

On March 21 we will be recognizing the craftmen who have shown their work to be truly outstanding among the 286 nominations received for this honored award.

Please visit the winners page for a complete list.

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Washington, DC – WBC members and friends were treated to a first-class Holiday Party evening at picturesque Congressional Country Club on December 10.   With a beautiful dusting of snow on the fairways, combined with unusually favorable driving conditions, the near capacity crowd surrounded themselves with great industry friends and colleagues.  Thank you to our sponsors who helped set an all time sponsorship record for this event.  We enjoyed an all time high registration of 828 people for the Holiday Party and also collected a record number of children’s books for Turning the Page.

PHOTOS ARE NOW AVAILABLE ON FLICKR – just click on the icon below.

The WBC Community Services Committee has scheduled a series of 2-hour shifts to help Food & Friends.  

We are looking for volunteers (limit to 10 volunteers per month) to help on the following dates in 2014:

 – January 18 (no space available) 

 – February 15

 – March 15  (no space available)

 – April 19

 – May 17

 – June 21

 – July 19

 – August 16

 –  September 20

 –  October 18  

 –  November 15  

 –  December 20

Note:  Registration for July – December opens in June.

www.foodandfriends.org

After a November 12th presentation to the WBC Regional Development Committee on Montgomery County development projects, Dave Miller of Coakley and Williams Construction, Inc. caught the committee’s mood with a: “Wow, we need to sponsor a WBC panel titled, ‘The Suburbs Fight Back!’   That sentiment reflects both the recent construction crane dominance of the Washington sky line and that Greg Ossont, Deputy Director of the County’s Department of General Development, had just finished a tour de force presentation on many of the county’s current development projects.  Mr. Ossont oversees most of Montgomery County development projects, coordinating between the County Executive Office, county departments and outside agencies, including Maryland National-Capital Park and Planning Commission (M-NCPPC).  We’re all well aware of the recent development shift to urban centers rich with both transit accessibility and public amenities.  But, what came as something of a surprise to the WBC listeners was the seriousness that Montgomery County brings to large, multi-phased Smart Growth public private partnerships (P3’s).

Mr. Ossont provided an overview of five county P3 projects: Shady Grove Smart Growth Initiative, the White Flint redevelopment, the Wheaton redevelopment, the Bethesda 2nd District Police Station move/redevelopment, and the White Oak Science Gateway development.  In the current issue of the ULI magazine “Urban Land”, Patrick Kiger defines P3 development as where “private companies play some role in the financing, design, construction, or some aspect of operation of a project” and he cites P3’s as savings approximately 15% in both cost and time (September/October 2013).   In implementing County Executives Ike Leggett’s P3 approach, Mr. Ossont made clear to the WBC committee that with shrinking county resources due to such factors as expanding legacy obligations (e.g. employee retirement obligations), the P3 approach is a no-brainer for the Montgomery County.  Here is a brief summary and images of the five P3 projects Mr. Ossont presented:

Shady Grove Smart Growth Initiative
Mr. Ossont covered two aspects of the county’s Shady Grove Smart Growth Initiative.  This initiative implements the recently up-dated Gaithersburg Master Plan and is bringing thousands of new residents principally to the Urban Village near the Shady Grove Metro, as some 90 acres of old industrial uses converts into a multi-phased, integrated concept bearing the title “Smart Growth”.  Under this initiative, EYA is redeveloping the west of the Shady Grove Metro Station and the Hines Corporation is the selected partner for redeveloping the existing 52-acre the Public Safety Training Academy (PSTA) site.  Both of these projects are land deals.  As “land deals” more flexible procurement regulations apply, an important aspect as the county relocates public works facilities under a revenue neutral framework, meaning the P3 pays, not the county residents.  Such a framework is only possible due to recently approved up-zoning and fixed-guide way transit, either existing or planned.  In case of the EYA project, the terminal station of the west leg of the Red Line Metro.  In the case of the PSTA redevelopment, the site has a future station on the Corridor Cities Transitway.

White Flint Redevelopment
White Flint is a developer-initiated redevelopment that is urbanizing a 400 acre suburban area, served by the Red Line Metro.  Currently, Federal Realty Investment Trust (FRIT) Pike & Rose project is in full swing, which is bringing 450 thousand sf of retail, 1,500 residential units, 1.1 million sf of office/hotel development, and more than 4,000 parking spaces.  In addition, public amenities will include: an i-screen iPic Theater, a 250-seat performing arts venue and a park.  FRIT is one of six developers that approached the county and proposed a taxing district to help support the massive infrastructure and amenity improvements needed.   Besides FRIT, the White Flint developer partners are: B.F. Saul, Gables, the Holliday Corporation, JBG Companies, and Learner Enterprises/Tower Companies.  In addition, LCOR, though not Partnership member, coordinates with the White Flint Partnership.  In accord in the White Flint Master Plan, Master Plan build out is staged in line with infrastructure improvements and mobility targets.  Full White Flint build out will involve 6 million commercial sf and some 10,000 residents.  Matching a developer 10 cent per $100 of assessed value and $280 million in direct developer contributions, county support includes some $152 million in principally transportation improvements.  Mr. Ossont described one of many moving parts, the transfer and sale of a State Highway Administration park and ride lot to fund a new fire station and permit the Pike and Rose project to proceed.

Wheaton Redevelopment
The county, led by its Department of Transportation, issued and is now negotiating with the StonebridgeCarras and the Bozzuto Group a general development agreement for 500,000 sf of a transformative development, a town square and underground parking.  Approximately half of 500,000 sf would be for a new M-NCPPC regional headquarter and two County Departments relocating from Rockville (Permitting Services and Environmental Protection) and the other half of the development, a 218-unit residential building both on county parking lot in the middle of the Wheaton Triangle.   In addition to the county-owned Wheaton land, the county solicitation included the current site the M-NCPPC regional headquarters in Silver Spring.  If this P3 goes according to the proposed schedule, construction in Wheaton will start in 2016, with occupancy in 2018.  The M-NCPPC move would then allow construction to begin in Silver Spring.

Bethesda District 2 Police Station Redevelopment
For several years, the county had been in negotiations with JBG for a P3 involving the leveraging the District 2 Police Station site, at 7359 Wisconsin Avenue for a new Bethesda Police Station.   Those negotiations failed and this past summer, the county restructured its District 2 Police Station solicitation.  As a result of the re-issued solicitation, the county is currently negotiating with StonebridgeCarras for a new four story Police Station on Rugby Avenue in Bethesda.   The restructured solicitation required land control as a requirement, eliminating the uncertainties intrinsic to proposals with contingencies.   This P3 project enables the county to construct a new Police Station for a fraction of the cost of traditional county public works project, permits the 7359 Wisconsin site to provide tax revenues, and generate profits for the developer.  Assuming successful completed of a general development agreement this calendar year, the new Station could be completed in 2015 and permitting StonebridgeCarras to move forward with the 7359 Wisconsin site.  StonebridgeCarras is yet to decide the use for that site.

White Oak Science Gateway Project
In 2011, the county selected the Percontee Family as a P3 partner.  Percontee operates of nearly 200 acre sand and gravel quarry east of US 29 and off of Industrial Parkway.  The Percontee quarry is adjacent to a 115 acre site that the county, which the county purchased in 2009 from the Washington Suburban Sewer and Sanitation Commission (WSSC).   The combined site will be catalyzed by and compliment the Food and Drug Administration headquarters, bringing an additional 10,000 jobs to the East County.  These jobs will include university research facilities, office, and retail activity, as well as residents.   Currently, the County Council and the Planning Board are diligently working to devise an alternative implementation mechanism to resolve transportation issues and, thus, permit this major smart growth initiative to proceed.

In conclusion, Mr. Ossont expressed the county’s philosophy regarding the P3 – to strengthen the Montgomery County economy and infused the county with a vibrant quality of life that both keeps and attracts creative works – the county needs a development framework entailing county development goals, then “gets out of the way!”   These words were music to ears of WBC committee members as the harmony of earth movers and pile drivers sang “Montgomery County gets it”.

DOWNLOAD FULL PRESENTATION
(28MB)

About the Author

Rob Klein
With over 30 years experience in project management, Klein Consulting facilitates redevelopment and entitlements through analysis and outreach. 240-848-4951
 

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