2014 Insight Issue 3

OFFICIAL PUBLICATION OF THE BUILDING OWNERS AND MANAGERS ASSOCIATION OF GEORGIA

ISSUE 3, 2014

Insight The CommerCial real esTaTe Journal®

PrePPed and ready

insiDe:

Mitigate Workplace Violence catastrophes PAGE 12

Flashier than it sounds: green Building insurance PAGE 18 recoVering FroM a cyBer disaster PAGE 22 www.BOMAGeorgia.org

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Insight: The Commercial Real Estate Journal® is published for: BOMA Georgia 5901-C Peachtree Dunwoody Road NE Suite 300 Atlanta, GA 30328 (404) 475-9980 / (404) 475-9987 – fax info@bomageorgia.org www.BOMAGeorgia.org www.BOMALegacy.org www.BOMAGeorgiaFoundation.org Managing Editor: Erin Hall ehall@bomageorgia.org 2014 BOMA GEORGIA OFFICERS President: Marcy Moneypenny, RPA, CPM President-Elect: Mark Dukes, RPA, CPM Vice President: Ian Hughes, LEED GA Treasurer: Todd Mitchell, RPA Immediate Past President: Miller Getz, RPA, CCIM

Insight The CommerCial real esTaTe Journal®

FEATURES

12

18

Acceptance of advertising in BOMA Georgia’s Insight: The Commercial Real Estate Journal® does not imply BOMA Georgia’s endorsement or approval of the product or service advertised. All information has been checked for accuracy to the best of the publisher’s ability, but makes no warranties, implied or otherwise.

No responsibility is accepted for deletions, omissions, errors and/or inaccuracies. Unless a special placement is reserved, publisher reserves the right to place ads on a first-come, first-served basis and to separate by member and non-member status. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of BOMA Georgia. © 2014 BOMA Georgia. All rights reserved.

Flashier Than It Sounds: Green Building Insurance

With the ever increasing popularity of high performance and green buildings and their corresponding increased cost to repair after a major loss, the insurance industry has responded with Green Building Upgrade Endorsements for commercial properties.

BY Marvin Pastel, LEED GA, Winter Capriola and Zenner LLC

22

Recovering from a Cyber Disaster

26

BTO Article—6 Steps to Optimizing a Preventative Maintenance Program

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ON THE COVER: PREPPED AND READY

Facing Reality: Planning and Testing Measures to Mitigate Workplace Violence Catastrophes

Over the past decade, workplace violence incidents have become a hot topic in the media. Incidents where there are only one or two casualties have become so common that they no longer shock the public conscience and are rarely reported on a national level. Would you be ready if an incident were to happen at your building?

BY Paul Merritt, Fortress Consulting LLC

DIRECTORS Nelson Farr, RPA; Kinsey Hinkson; Lisa Hollingshed; Andre Kearns, RPA; Mike Latham, LEED AP; Annette Mengert; Julie Motsinger, RPA; Kevin O’Sullivan; Steve Sauriol; Natalie Tyler-Martin; Marie Worsham, CPM, RPA EDITORIAL BOARD Chair: Tina Mershon Vice Chair: Lisa M. Beck, CPM Members: Jeff Burrow; Scott Carter; Lee Cope, P.E.; Amy Davidson, LEED GA; Robert Fuhr; Mark Gallman, SMA, SMT, LEED GA; Matt Galucki; Pete Grompone; Neschune Henry, RPA, LEED AP; Scott Hightower; Julie Hoffer, RPA; John Irvine; Lorry Jensen; Marie Kastens, RPA,CCIM; Hal Leitman; Taylor Moore; Joseph W. Murphy; Paula Ogletree; Bart L. Parker; Marvin P. Pastel, LEED GA; Emily Sircy; James Taylor; Calvin Truong; Joyce A. Tuttle, RPA, CPM; Bobby Webb; Jerry Williams

www.BOMAGeorgia.org • Issue 3, 2014

Most Disaster Recovery/Business Continuity plans require a lot of time and money to get them setup and maintained. This article will focus on the basics that can be done quickly and economically to keep your office and data safe.

BY Scott McMillan, Compunet Consulting Group, Inc. (CCGI)

A topic that is often neglected by facility executives in regard to emergency preparedness is preventive maintenance of the building’s facade, roof and parking structures to help ensure their long-term performance.

BY Lee Cope, Wiss, Janney, Elstner Associates, Inc.

29

BOMA members pose inside the classic Hurt Building. The Hurt Building, designed in 1913 by architect Joel Hurt, is one of Atlanta’s earliest skyscrapers standing at 18 stories and covering 436,340 square feet. The building was the recipient of this year’s International TOBY award in the Historical Building category. Pictured from left to right are Kinsey Hinkson, RPA, with Granite Properties; Lisa Hollingshed with Mayberry Electric Inc.; Debbie Cook, RPA, with CBRE; and Mark Gallman, SMA, SMT, LEED GA, with Highwoods Properties.

Emerging Professional Spotlight Mellissa Moore, PM Realty Group

Mellissa Moore’s route to a career in commercial real estate followed an unconventional path—one that led her around the world for seven years before deciding to follow this path. Since making her choice, she has been intent on developing her skills and connections in her new field.

BY Amy Davidson, Aquascape Environmental

DEPARTmENTS

6

PRESIDENT’S MESSAGE

8

LEGISLATIVE ROUNDUP

30

CALENDAR OF EVENTS

33

ALLIED MEMBER SERVICE DIRECTORY

38

INDEX OF ADVERTISERS/ ADVERTISER.COM

PUBLISHED AUGUST 2014/BAA-Q0414/4207

INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org | 5

PRESIDENT’S MESSAGE

Prepping Makes for a Smoother Process, Better Results

BY Marcy Moneypenny, RPA, CPM BOMA Georgia President

Although it’s tempting to follow SALY (Same as Last Year), it’s vital that you do your homework.

Remember that certain seemingly insignificant recommendations now can have a serious financial impact on your owner’s asset later.

W

hen it comes to being prepared, property managers are the experts! And as members of BOMA Georgia, we are fortunate to have a built-in network of colleagues and allied business partners. These allies stand shoulder to shoulder with us as we take care of today and prepare for the future.

And for many of us, our future spells B-U-D-GE-T-S. What a glorious time of the year—revenue, operating expenses and capital expenditures…. aarrgghh! However, if we are well prepared in anticipation of budgets, the process can go smoother with better results.

Don’t forget to make a special point to work closely with your building’s vendors—hopefully, fellow BOMA Georgia members. They can certainly offer advice, creative thinking and the best value for the services you need to complete your 2015 budget and help you meet ownership’s expectations.

Work with your team to think through and justify budget items before sending it up “the food chain.”

Ask yourself: • Why am I recommending these specific items? Is there a significant payback or is it just on my “wish list”?

• Am I comparing the draft budget to the previous years’ budgets in order to save time or am I investing in my future by going line item by line item?

• Am I thinking creatively on behalf of my client?

Although it’s tempting to follow SALY (Same as Last Year), it’s vital that you do your homework.

Remember that certain seemingly insignificant recommendations now can have a serious financial impact on your owner’s asset later. You want to be very pleased at bonus time when you are financially rewarded for being prepared rather than dinged for a lack of preparation.

And while you’re preparing—and this goes for ALL association members—please remember to

6 INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org

factor in BOMA Georgia. There should be a place for BOMA Georgia in your chart of accounts, so use it and use it often!

For those of you who may not be in charge of your company’s budget, I would ask you to take the initiative and meet with the person in your organization who is to talk about the importance of BOMA Georgia to you, your company and your career. Then, you will go into 2015 knowing your educational and/or participation goals are attainable and won’t be squelched by “it’s-not-in-the-budget-this-year.”

With association membership, consistency is the basis of achieving your goals and realizing value. The more consecutive years you are a member, the greater the chances are for you to obtain your designation; to build lasting and meaningful relationships; to grow both personally and professionally.

Finally, remember this: Even when you are preparing a budget or a forecast, you are interviewing with your owner or asset manager.

The budget that you submit is a reflection of you, your expertise, experience and commitment to your asset. If you were on the other side of your budget, wouldn’t you like to see a well-rounded, well-prepared document that showcases thoughtful consideration for the building, as well as plans for staff and professional development?

I encourage you to read this issue of Insight cover-to-cover. It was planned by BOMA Georgia’s hard-working editorial board to time up with the Federal Emergency Management Agency’s (FEMA) National Preparedness Month in September. The articles contained in this issue are timely, relevant and fresh. If you’re looking for an additional way to prepare for success in this industry, reading publications like Insight is a good first step.

Best of luck this budget season, and here’s to higher revenue and lower operating expenses.

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LEGISLATIvE ROUNDUP

What Could Have Done Task Force examines ProTocols For severe WeaTher evenTs

BY Katie Roberts, Fiveash Stanley Inc.

I

n the wake of a paralyzing winter storm in January that left motorists stranded on icy highways and children stranded in schools for hours, Georgia Gov. Nathan Deal issued an executive order creating the “Governor’s Severe Winter Weather Warning and Preparedness Task Force.”

Specifically, the governor charged the task force with developing measures to improve communication and coordination during severe weather events and identifying short- and long-term preparation protocols needed before a severe weather event.

BOMA Georgia was able to meet with task force Chairman, Bart Gobeil, who serves as the state’s chief operating officer to discuss how the association’s vast network could be leveraged to help implement recommended protocols and take a lead in communication and coordination with building tenants during future severe weather events.

Most people are able to recall their day on Jan. 28, 2014. Georgia was on the tail end of the coldest January since 1985. Temperatures were

not expected to climb above 30 degrees and in fact, topped out at 27 degrees; the coldest it has even been when snow has fallen in Atlanta.

Despite threats of snow, most people went about their day as usual. Children boarded the bus for school, parents went to work, government offices opened and suppliers continued making deliveries through the metro area. At the Capitol, where the General Assembly was in session, snow was falling heavy by the time the House and Senate adjourned for lunch, and yet many committees continued to meet well into the afternoon.

With snow continuing to fall, offices closed early, many right after lunchtime. Parents raced to schools and daycares to pick up their children.

By mid-afternoon, highways and secondary surfaces were at a standstill. Parked cars made it impossible for emergency crews to salt roads and reach critical areas of need. Motorists were stranded, some up to 24 hours. Many students, teachers, and employees were forced to shelter in-place. As the days passed, it became clear that the state, and metro Atlanta in particular, had been caught underprepared for the impact several inches of snowfall had on the city’s infrastructure.

As a state, where did Georgia fall short in preparing for the storm? How can it do better in the future? What role can BOMA Georgia play in helping to prepare, manage and mitigate emergencies, both natural and man-made?

Below are some of the suggestions made by the task force.

EDUCATE • Educate the Public. The task force understands that citizens must understand

8 INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org

weather warnings in order to heed them.

It recommends developing a public education campaign focused on severe weather terminology. Do people in your organization know the difference between a watch and a warning? Are there areas in your building that are clearly marked as shelter areas in the case of a tornado?

• Prepare Drivers. The task force has endorsed coordination with the Department of Driver Services to develop inclement weather driving skills.

Educating the public on the best practices for safe driving during severe weather, and knowing when to avoid road travel altogether, will reduce accidents and keep road clear for emergency crews. Does your

We Better? emergency plan provide any support for employees when they head home? Do you have a protocol in place in the event that employees are uncomfortable driving home in severe weather?

• Balance Customer Needs with Employee Safety. One of the primary takeaways from the January storm was that gridlock on the roads must be avoided. To keep people off the roads during times of emergency, the state is encouraging all employers to adopt non-punitive policies that protect employees who are unable to travel to work during severe weather events. How do you notify employees of an office closure? Are your employees aware of the company’s policy on travel during severe or inclement weather?

PLAN AND PREPARE • Download the “Ready Georgia” App. In mid-June, the Georgia Emergency Management Agency (GEMA) unveiled the state’s new emergency mobile app, Ready Georgia. This will help Georgians stay safe and informed during emergencies. Available for both Android and iPhone operating systems, this app includes severe weather and emergency alerts, nearby shelters and traffic information. All property managers would benefit from downloading this app, and BOMA Georgia encourages members to download it, use it and tell tenants about it.

• Establish a Command Structure. The state recognizes the inherent stability of a clear command and control structure. At the state

level, all information and direction flows from GEMA. Within each building or property management company, consider developing a similar command structure to communicate with tenants in the event of an emergency.

• Hold a Winter Weather Preparedness Week. Based on recommendations of the task force, GEMA will designate a week in December to be Winter Weather Preparedness Week. The state encourages businesses to review and revise their severe weather plans and to replenish necessary supplies. How often does your company revise its winter weather plan? Do you share changes with employees or your tenants? Do you have supplies in the event some employees or continued on page 10

INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org | 9

are fairly common, does your building practice for tornados, bomb threats or natural gas leaks?

COMMUNICATE • Communicate with the Public. The public expects instant communication, especially in an emergency. Similar to the varied ways in which Amber Alerts are disseminated, the state

PHOTO CREDIT: BEN GRAY, ATLANTA JOURNAL-CONSTITUTION

tenants are forced to shelter in place for a period of time?

• Expand Preparedness Drills. The report recommends including utilities, trucking companies, and public transit in future preparedness drills at the state level. Are there ancillary groups your company should consider folding into preparedness drills, like vendors or transportation partners? While fire drills

Gov. Nathan Deal (left) and GEMA Director Charley English, discussing the state’s response to the Jan. 28 storm.

must leverage all available medium to communicate. The state’s mobile phone Wireless Emergency Alert System can now provide updates for weather and other emergencies. The task force also recommends using billboards and social, traditional, and broadcast media.

How do you communicate with your organization? Do people know who to contact in case of an emergency?

• Communicate with Drivers. The state has made it a priority to better communicate with large trucking associations during emergency events to keep drivers off the roads. Technical MARKETPLACE ETHICS and allied members with any sort of vehicle fleet should establish a plan for Scan with your smart phone for coupons and deals! communicating with their drivers, to keep personnel and property safe. Commercial vehicles are already required to affix tire 12/29/11 9:43:33 PM chains to at least two wheels between driving on roads with limited access due inclement weather. Do all your vehicles meet this requirement? A bill signed into law this year also increases the fine for large commercial vehicles traveling unnecessarily inside the Perimeter during a state of emergency. Ensure your drivers know which laws apply to them.

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REVISIT AND REVISE • Update Information Regularly. GEMA understands that turnover creates the need for constant maintenance of contact information. Likewise, property managers should make sure they have up-to-date contact information for tenants and vendors. continued on page 37 10 INSIGHT | Issue 3, 2014 | 699443_Southeasterns.indd 1

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FEATURE

Facing Reality Planning and Testing Measures to Mitigate Workplace Violence Catastrophes

second with 34 percent. In addition, this report only covered active shooter events. It did not include workplace violence incidents where there is a specific target. If it had, a far greater percentage of incidents would have occurred in businesses.

O

BY Paul Merritt, Fortress Consulting LLC

ver the past decade, workplace violence incidents have become a hot topic in the media. Numerous times each year we hear of another workplace assault where there are multiple casualties.

Incidents where there are only one or two casualties have become so common that they no longer shock the public conscience and are rarely reported on a national level.

So where are these incidents happening?

J. Pete Blair, Ph. D. of Texas State University recently published a report analyzing all of the active shooter events that occurred in the United States from 2000 to 20101. The highest percentage of events, 37 percent, took place in businesses. Schools were

12 INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org

The Missing Piece When the topic of preparing for workplace violence is broached, most people think about either the law enforcement training or employee options for a weaponsfree workplace: Run-Hide-Fight. No one is discussing what actions property management and security should take between the time an incident starts and the police arrive. There are things you can do that have the potential to reduce injuries and loss of life.

This article is going to be broken down into two main sections, planning and testing.

First, we will explore what should be in your facilityâ&#x20AC;&#x2122;s workplace violence response plan.

There are three critical goals that every commercial building management team should strive to achieve if ever faced with a serious workplace violence incident. Bear in mind, every building is different and there is no one-size-fits-all approach. How these goals are achieved is going to vary from building to building. Then, this article will review the best way to test your response plan and train your staff.

y

PLANNING As stated earlier, there are three main goals that need to be achieved in response to a workplace violence incident in your building.

It does not matter if this is an active shooter or an isolated violent domestic situation; property management and security responsibilities are the same.

NOTIFICATION For your building tenants, armed intruder response differs from most other emergency responses in an important way. If there is a fire, the only items your tenants need to know are location of the stairwells and where the outside assembly area is located. In an armed intruder incident, your tenants have a couple of options, and the circumstances dictate the appropriate response. It is the tenant’s job to have a plan and make the decision, but it is the building management’s job to give them the information needed to make the correct decision. The first goal of our response plan is rapid notification. Depending on your building, there are several different types of notification that need to be given.

1. Electronic Notification Many buildings now have the systems to electronically notify everyone on the contact list. An electronic notification should be transmitted so that everyone who is not currently at the location of the incident will stay away. It is important to note that electronic notification should not be the primary method used to notify everyone currently in the building.

2. Audible Notification In the event of an incident either in the building or in the vicinity of the building, an audible notification should be transmitted over the buildings PA system. This is the quickest way to let everyone in the building know what is going on. The notification should inform them of the nature of the threat and the last known location of the threat. The notification should NOT tell them specifically what they should do. Once again, it is their decision to make. Each individual course of action is determined by where they are in relation to the threat and physical capabilities.

AREA DENIAL Area denial is crucial because it changes the landscape and options for the hostile actor. The primary benefit of area denial is that it reduces the number of potential victims. If you rapidly take action and restrict the suspect’s access to all or part of the building, you have effectively saved the life of every person in the restricted area. The circumstances will dictate when lockdown procedures should be enacted.

The other benefit of area denial is that it makes it easier for the responding police officers to locate a suspect. When training active

shooter response to police officers, one of the points that is repeatedly driven home is: time equals lives. If the suspect is able to freely move about the facility it will greatly increase the amount of time that it takes the police to locate the individual. In contrast, when police know the general location of the suspect they can aggressively move to that location and quickly engage the suspect.

PROMOTE A RAPID POLICE RESPONSE In virtually every workplace violence incident involving a firearm, the perpetrator is expecting to be the only person with a firearm.

When the police arrive, the suspect is going to do one of three things: surrender, commit suicide or engage the responding officers in a gunfight. Any three of those results are good for everyone in the building. Blair stated that in 56 percent of the attacks, violence was still occurring when the police arrived and had to use force to end the incident.

What does all of this mean to you? The quicker the responding officers can get to the threat, the quicker the attack will stop and more lives will be saved.

There are several ways that you can help speed up the police response. If possible, meet the responding officers outside the building.

The scene will be chaotic when responding officers arrive. If the incident is taking place inside your building, there is a strong chance that people will be fleeing the building. Most responding officers are going to slow down and try to process everything that is going on before entering the building. If security or another building representative can contact the officer outside and give him the details of the incident, it will reduce the amount of time spent outside. This step can shave minutes off of the time it takes law enforcement to locate the suspect.

Next, when approaching the police do it in the least threatening manner possible. Remember that the officers are trying to figure out what is going on and identify the suspect. In most workplace violence incidents the suspect looks the same as everyone else. Because of this, security needs to let the responding officers know that they are not a threat. The best way to do this is to approach the officers with hands open, empty and over the shoulders.

Once contact has been made, give the responding officers a quick update of the incident. Have you ever noticed that in every workplace shooting there are multiple suspect descriptions? This is because the 911 system will be flooded with incoming calls and the operators are being given a variety of suspect descriptions. Because of the conflicting descriptions it usually appears that there is more than one suspect. Be sure to give the police detailed suspect information and the last known location of the suspect. continued on page 15 INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org | 13

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It is the tenant’s job to have a plan and make the decision, but it is the building management’s job to give them the information needed to make the correct decision. continued from page 13 TESTING Once you have created a plan that covers all three aspects of an effective armed intruder response the next step is to test the plan. This is a vital step in the process. If your plan has not been tested you have no way of knowing if it will actually work. During my career, I have taken part in many planning sessions. I have yet to see a plan that, once realistically tested, didn’t need adjustment.

Think of your untested armed intruder plan as an unconfirmed scientific hypothesis. Like any hypothesis, some of the details are valid but some aspects will not work. In order to discover which details of the plan need to be removed we must test the plan.

Before we go into the best way to train for an emergency response, I want to cover a couple of the training mistakes that are quite common.

TABLETOP EXERCISES For some buildings, management believes they are prepared after they take part in a tabletop exercise. Picture the normal workplace violence response tabletop exercise. It is attended primarily by upper- and midlevel building management, security managers and law enforcement.

The moderator presents a set of circumstances. Attendees then offer up suggestions about how to solve a particular problem or state what actions they are going to take. The moderator either validates their idea or asks questions in an attempt to have them expound on their statement. At the end of the tabletop exercise, a wide variety of ideas have been put forth.

This process can be great for planning, but there are three major problems: 1. Lack of follow through: It is rare that anyone takes the ideas and puts them into a working plan. Information that is not shared is wasted!

2. Participants: If the information from the tabletop is not shared through a policy or response plan, the only people who learned anything were the participants. In any emergency response, it is imperative that everyone knows exactly what tasks need to be completed and how to complete them. If a security officer does not know what actions he needs to take, it is highly unlikely that his supervisor is going be able to direct him on what to do. Even if they know what actions need to be completed, will they be able to complete them in a high stress situation?

3. Failure to test plan: The final, and most serious, problem with tabletops is that even if the knowledge gained from a tabletop is put into a working plan, it is rarely tested under real-world conditions.

CLASSROOM PRESENTATIONS Other facilities show a workplace violence PowerPoint presentation to their employees and feel that they are prepared. Take it from someone who has devoted most of his adult life training adults how to respond to

traumatic situations. PowerPoint presentations are OK for a lot of things, but they will not prepare you for a high-stress emergency response.

When we have a new officer transferred to our SWAT team, we train that person using both a classroom setting and through realistic scenarios.

Through my experiences, I know that this new person will not retain much of what was covered in the classroom presentation, especially when he or she is under stress. What we do see is that the new team member learns from the experiences in the scenarios. Initially, this person may make some bad decisions. However, time and repetition will result in learning from mistakes and consistently making good decisions.

Now let’s compare that to your facility. You take the time to conduct this training because if you ever have an incident in or around your facility you want the response to be effective. If you are only conducting training in a sedate classroom setting you will probably not have the response that you are hoping for.

The only way to achieve this level of performance is through properly designed and run reality-based training.

WHAT DOES WORK: RBT Reality-based training, or RBT, is a training methodology that uses pre-scripted scenarios and trained role players to test specific portions of your workplace violence response policy. RBT is the only training method that lets staff practice their response under realistic, but safe conditions.

You play like you practice and if you want to perform at a high level you need to practice under realistic conditions. There are several benefits of RBT that you won’t gain from any other form of training.

1. Realistic setting: RBT lets the students practice their responsibilities while they are experiencing the effects of a high-stress situation.

Several things happen on a physiological level when you are placed in this type of environment. Things like reduced motor skills, tunnel vision, auditory exclusion (fancy way of saying you can’t hear) and reduced cognitive ability. One of the interesting things about these physiological effects is that they lessen with experience. The motor skills and cognitive ability don’t deteriorate as badly. They can still think their way through a problem and they have the motor skills needed to complete the task. continued on page 16 INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org | 15

continued from page 15 A study was done of fighter pilots during World War II, and it was discovered that if a pilot made it through six dogfights he would virtually never be shot down, unless he ran into another ace. Through his experience, the pilot had developed

the ability to control his plane better than the pilot with less experience.

Why is this so important? You might have management, engineering and security teams that have never been through an armed intruder incident. Through the

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execution of realistic scenarios, we can develop the skills in your staff so that if they are ever faced with a real world incident they are not going to respond like someone who has never been there before.

2. Test Response Plan: Today, RBT is the cornerstone of my SWAT team’s training program. It wasn’t always this way.

Once we started training our response plans under realistic conditions, it changed everything. We realized that several of the rarely used response plans that we had were good ideas in theory, but bad ideas in practice. We critically assessed the plans, identified the shortcomings, created new tactical plans and then tested the new plans.

This is also true for office buildings. If your training stops at the tabletop or in the classroom you will not learn these valuable lesson until something actually happens. You want to find out that there is a problem with the plan during training, not during an actual event when there are lives in the balance.

Reality Based Training Looks Simple, But It Isn’t Easy There is more to RBT than creating a quick scenario and running through it. There is a lot that goes into properly designing, running and debriefing a scenario. If mistakes in those are made during RBT you can create what we refer to as a “training scar” and the whole exercise becomes 10:36 PM counterproductive. But if things are done correctly, the results are amazing.

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ABOUT THE AUTHOR Paul Merritt is the co-owner of Fortress Consulting LLC in Atlanta. Fortress Consulting provides workplace violence training and scenario-based response exercises. Merritt is a 22-year law enforcement officer and has been a fulltime SWAT team member and trainer since 2002. He is married with two young children.

(Endnotes) 1 J.P. Blair, M.H. Martaindale, T. Nichols, “Active Shooter Events from 2000 to 2012” http://leb.fbi.gov/2014/january/ active-shooter-events-from-2000-to-2012

16 INSIGHT 673860_Western.indd 1 | Issue 3, 2014 |

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FEATURE

W

BY Marvin Pastel, LEED GA Winter Capriola and Zenner LLC

Flashier Than It Sounds:

ith the ever increasing popularity of high performance and green buildings and their corresponding increased cost to repair after a major loss, the insurance industry has responded with Green Building Upgrade Endorsements for commercial properties. Many building owners and property managers are unaware of this coverage and how vital a role it can play in restoring a building to its same level of performance after a major loss.

According to Trent Spake with BB&T Insurance Services, the biggest hurdle facing green insurance is the lack of awareness and need for coverage. This is due in part to green buildings being relatively new, and most owners and property managers haven’t yet experienced a major loss in a LEED or ENERGY STAR® building, threating the building’s certification. This article explores the need and development of green insurance, the issues to be aware of and green restoration best practices.

High performance buildings are storming America, and Georgia is right in the mix. On April 8, 2014, LEED certified buildings passed the 3 billion-square-foot milestone. The total

amount of LEED certified commercial space in the top 30 markets in the U.S. exceeds 20 percent of inventory and exceeds 30 percent of inventory for ENERGY STAR certified buildings. In 2005—that’s just nine years ago—the inventory percentages were just 0.1 percent for LEED certification and 1.3 percent for ENERGY STAR certified buildings.

Atlanta is the third ranked city with the most number of ENERGY STAR buildings, surpassing New York City. According to the 2014 CBRE Green Research, Atlanta is the fifth highest rated green certified city in the nation. Atlanta already has 318 LEED certified buildings comprising 70.4 million square feet.

High performance buildings have proven their worth. Buildings, on average, account for 40 percent of all U.S. energy use, 73 percent of all electrical consumption, 13.5 percent of all potable water, and 40 percent of construction related demolition and debris.

Charlie Cichetti, LEED AP, with Sustainable

Green Building Insurance 18 INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org

Investment Group (SIG), states that high performance green buildings, on average, use 30 percent less energy, 15 percent less water, and can reduce waste output by up to 70 percent as compared to traditional “brown” buildings. The annual cost savings is billions.

Many high performance upgrades have paybacks in the range of 30 to 100 percent in the first year.

Tenants seek high performance buildings.

Because of their enhanced indoor quality in lighting, comfort and atmosphere, high performance buildings have a significantly lower level of absenteeism, higher employee retention metrics and increased employee productivity. The overall result, according to McGraw-Hill’s Smart Market Report, is that high performance buildings have a 7.5 percent increase in value, while experiencing an 8.5 percent decrease in operating expenses.

With this growing demand, the insurance industry recognized the need for green insurance coverage. Fireman’s Fund was the first property insurer to offer green insurance in the U.S. commercial market in 2006. Now, 39 different insurers provide the coverage, and ISO has a Standard Green Building Upgrade Endorsement for Commercial Properties. In addition to commercial buildings, green coverage is now offered for historic buildings, hotels, manufacturing facilities, schools and restaurants.

The core premise of green insurance is the recognition that high performance buildings— whether certified under an accredited organization or government agency like LEED, ENERGY STAR, Green Globes, etc.—have

building features that are not fully protected under standard property and casualty insurance policies. If these gaps in coverage are not closed, a building owner could face astronomical costs recertifying the building after a major loss. Keep in mind, a building’s ENERGY STAR certification is renewed annually and LEED EBOM is recertified every five years. Without this upgraded coverage, an owner may be faced with loss of its renewing a green building certification and the corresponding competitive advantage in the market.

There are five major aspects to consider with green insurance: (1) whether you have been high performance building certified by an accredited organization or government agency; (2) direct and indirect costs to re-green; (3) extended time for business interruption associated with green restoration; (4) re-greening personal property; and (5) upgrading the building’s green efficiency. Green insurance is geared either toward meeting the building’s certification needs per the “Green standards-setter,” or restoring a non-certified building back to its high performance level.

Under the ISO endorsement, accredited organizations or government agencies like LEED, ENERGY STAR, Green Globes, etc., are defined as “Green standards-setters.”

The policy is geared toward maintaining the building’s certification under the Green standards-setter’s criteria. Some other policies will insure high performance buildings that don’t have these certifications. These policies define green building products, methods or processes, and seek to maintain the pre-loss standards during restoration and post-loss.

With respect to the direct and indirect costs related to green restoration, green insurance augments the existing replacement-cost coverage by providing additional coverage to address the added cost of using more energyefficient, environmentally preferable materials, products, or methods in design, construction, manufacture, or operation, required to obtain the re-certification. Green insurance also provides additional limits to be applied toward the indirect costs: waste reduction and recycling costs associated with demolition,

green product sourcing and material selection, and professional fees for the design and engineering of green upgrades as well as certification and equipment testing fees.

Green restoration methods should start immediately after the loss. Certification points start with debris removal. While debris removal is a standard part of property insurance policies, recycling debris adds cost to the process that would not be covered. Green insurance adds coverage for the extra expense to separate and divert debris to recycling centers rather than to the nearest landfill.

For example, drywall removal requires the separating of the screws from the drywall, and each is sent its separate way. Documentation of the waste diversion from the subcontract must be obtained and submitted to the accrediting entity to obtain recycling points.

Owners may incur significant professional fees for re-certification, which are not part of a standard policy. Certified consultants and engineers may be needed to participate in recertification and added engineering for the rebuild plans may be required. These added costs are addressed in two ways. The green endorsement may either delineate these costs with limits, or expand the definition of extra expenses to include these recertification expenses. Care must be taken to insure appropriate limits for this coverage. An owner should confer with a sustainability consult for realistic cost projections for limits needed for fees, consultants and services.

Green insurance may also provide coverage for a building’s commissioning.

Commissioning is the process of ensuring that the building’s array of systems are designed, installed, and tested to perform according to the design intent and the building’s operational needs. Under LEED NC or CI, commissioning must be performed by an accredited third party to perform the commissioning. The array of building systems include life safety, health safety, HVAC, plumbing, domestic water, lighting, and the controlling mechanisms, remote and onsite, for each. Commissioning ensures that the building’s systems are operating at peak continued on page 20

INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org | 19

continued from page 15 performance, are aligned with one another, and are in balance. Re-commissioning needs to occur after a major loss, whether or not all the individual systems and components were directly involved in the loss.

Owners that occupy their own highperformance building need to make sure personal property is covered under the endorsement. This coverage is needed to address furniture and furnishings, as well as for upgrading electronic equipment to become

qualified for ENERGY STAR. Other personal property protections that may be needed are: 1. Low volatile organic compound interior finish materials 2. Interior lighting systems 3. Interior plumbing systems, and 4. Light commercial HVAC equipment.

These items are often excluded from a leased commercial office building as they often belong to the tenants or are defined as personal property under the policy.

Since green restoration can often take longer than customary restoration, many green insurance policies extend the coverage for business interruption. With competition increasing in this area, some insurers are offering other incentives such as covering the added costs to rebuild to one level higher than pre-loss certification level (e.g., LEED Silver to LEED Gold), or broader green alternative technologies than that pre-loss, such as rebuilding with a vegetated roof, underground storm water recycling system or for newer technology. If you own a conventional building, some insurers are offering owners of conventional buildings, a green-rebuild policy.

This coverage provides that, in case of a major loss, a conventional building will be rebuilt to a predetermined green standard.

While a green endorsement will cost extra, many insurers offer a discount for a green building. Fireman’s Fund, for example, offers a 5 percent premium discount to ENERGY STAR buildings. Traveler’s offers a five percent discount for LEED certification. These discounts can often offset the entire cost of the green endorsement.

A green endorsement is a must for a highperformance building. Scott Mullis with Epic Response has numerous stories of owners asking for a green restoration bid, which often runs 50 percent more than a conventional restoration. Without green coverage, an owner can rarely afford the added costs. This can result in the eventual loss of the building’s green certification, the building’s efficiency and the building’s competitiveness. Check with your risk manager to determine if your high performance building can weather a major loss.

ABOUT THE AUTHOR Marvin P. Pastel, II is a partner at Winter Capriola and Zenner LLC in the firm’s commercial litigation department. Pastel holds his LEED Green Associate credential.

He is an experienced commercial and construction ligation attorney, with extensive insurance coverage background. Marvin is rated “AV” by Martindale-Hubbell, the highest professional rating possible in the areas of professional conduct, ethics and ability.

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INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org | 21 26/09/12 6:48 AM 606105_Atlantic.indd 1 21/04/14 7:38 PM

FEATURE

Cyber

Recovering from a

BY Scott McMillan, Compunet Consulting Group, Inc. (CCGI)

D

isaster Recovery (DR) is widely used in today’s technical circles. In simple terms for management, it is the ability to survive a major failure or problem with minimal business data loss. Business Continuity (BC) is the ability for a business to keep operations running during and immediately after a disaster. Most DR/BC plans require a lot of time and money to get them setup and maintained. This article will focus on the basics that can be done quickly and economically to keep your office and data safe.

CCGI has helped many clients through disasters over the years; some problems are common like fire and flood. However, below is a small listing of the more unusual disasters we have covered: Lightning Strike The event was a strike just outside the building focused on the parking lot. The real damage was a static charge that passed through the building and damaged all wiring and everything electronic. Everything needed to be replaced from the wiring in the walls to all connected devices. The client had a tape drive system with tapes offsite, as well as a fully documented system with activation keys

and information on the business application.

The event happened on a Friday night (after backups had run). Since those were no longer in use, the tapes were able to be restored.

That system was effectively powered off. The drive suffered damage but the tapes remained intact. On Saturday, the event was discovered, the equipment was procured and installed Saturday/Sunday, and the client was back to being operational Monday morning for its customers.

Crypto Locker Virus This has been prevalent in the news and the IT world for the last several months. This virus takes up to a week to encrypt all your office and PDF files, and then signals you to pay a ransom to get a key to unlock them. Since this works in the background of your operation, it is very difficult to combat and usually too late to save a company once it is infected. The only real and reliable solution is to restore from a version of your files prior to the infection.

Several methods will work, but they must have version history (several older versions or dated “generational” backups). Tape solutions have this natively; online systems can have this, but they need to be verified.

• Generational Backups: These are sometimes referred to as Grandfather–Father–Son. This is best described as several copies of backups from many different dates, usually allowing for monthly archive copies.

• Versions: In the current world of spywaremalware-virus threats, it is imperative that you make sure you have a set of full backups. They should be from many different dates if possible. We set requirements of over two weeks to effectively combat Crypto Locker. It is

22 INSIGHT | ISSUE 3, 2014 | www.BOMAGeorgia.org

advisable to have a backup kept every month to combat other possible problems.

Database Corruption There are various types of databases, all with their own issues and strange problems.

Generational backups are usually the best defense against long-term corruption that allow for database repair and table reconstruction.

Some of the main reasons for longterm monthly-yearly archive backups unfortunately involve inside personnel issues, specifically employees who have been planning to leave and prepare files to leave with them. Long-term backups allow the company to regain loss of data by intent, as well as proof of illegal activity. This behavior is something seen often in many industries, so it’s important to be prepared for the possibility of needing this backup.

Another reason for long-term monthlyyearly archive backups is to gather information and conduct data recovery in preparation of a potential lawsuit.

Remember, preparing with backup storage is not usually a technical decision, but a business decision.

All of the examples mentioned previously are real-life scenarios witnessed within the last three decades. However, there are also possible threats in the future that office leaders and decision-makers should understand. The following are possible concerns to be aware of: • Downed servers • Virus - Malware • Inside error (intentional sabotage or accidental) • Environmental problem

Disaster • Data Loss or corruption Some budget-friendly tasks will go a long way in aiding to keep your business running during most types of disasters.

Prevention is, of course, the primary concern.

Physical Solutions Keep your systems in a non-publically accessible location. The servers should be kept in a secure room with adequate ventilation with restricted access.

Passwords should be secure.

A good rule of thumb is to use passwords that are combinations of things you will remember. Long passwords are the best possible solution.

• Good example: Family member’s name + important date to you (remember to capitalize name) à Child named John + wedding date 3-4-10 = John3410 • Better example: Mix things up à 34John10! (this is much more secure with a special character) • Best example: A sentence with only first letters à “My favorite vacation was Disney World 2010” becomes “MfvwDW2010” (note the capitalization) Backup Solution If you use a backup solution that can go offsite (tapes, drives, etc.), make sure an officer of the company takes these offsite or to a bank safety deposit box. That is, if you do not use some sort of archive company.

Remember this is all your company’s information; not to be left to an hourly employee. Also be careful where these

important items are stored (i.e., not by a microwave, stereo speaker or in a hot car).

Simple Large Red Binder Perhaps one of the best ideas to protect oneself against cyber disasters is perhaps the most simple: A Large Red Binder. You will want to make two copies of the binder; one labeled “DR Plan – Office” and one labeled “Offsite.” They should obviously be placed in a secure and safe location any from most users/employees. Here is what you should work on to be placed in the binders: 1. Index 2. Reasons for declaration and level of disaster (fire, flood, virus, etc.)

3. List of personnel and number tree for them to be contacted 4. List of vendors to be contacted

a. Power, water, maintenance, telco, etc.

5. List of customers to be contacted a. Main and after-hour office numbers b. Planned communications statement based on disaster, including new/temporary contact info for your office 6. Insurance company numbers and accounts a. Agent, main office, secondary contact numbers b. Policy that outlines what will be done and when 7. IT company info and emergency numbers 8. List of software applications used a. Account numbers b. Technical support numbers c. Special instructions or needed codes continued on page 24

INSIGHT | ISSUE 3, 2014 | www.BOMAGeorgia.org | 23

continued from page 23

Every backup—no matter how detailed or thorough—WILL fail, regardless of tape, drive, online, replication, etc.

Unless you can test and make sure that a file can be restored, you can’t have full confidence in your backup plan.

9. Detailed diagram of how your network functions a. Servers and what they contain (i.e., memory, drives, etc.)

10. Optional sections a. Pockets holding application installation CD/DVD/USB Keys b. Planned location for restoration of servers c. Location to work remotely d. Employees in other cities or satellite locations who can engage in an emergency e. Plan for forwarding phone lines to alternate location

f. Source of replacement hardware (vendor and distributor) g. Rough estimate of costs (i.e., how can the short term recovery be paid for until insurance clears?) h. Updated inventory for insurance company and DR team These binders are really more procedural than technical; a detailed account that takes time to compile.

However, in the event of an emergency, these binders will save countless hours/ days and keep staff members everyone sane while your company keeps operating.

Additionally, there are also some simple tests you can run to verify your company is safe. For example, take a file that you are working on, rename it and place it in a different directory completely. Now delete the old file in its existing location. Make sure your IT rep can restore it, preferably from last night’s backup or at least from the last two to three days.

All backup plans and technologies are prone to failure. They all must be tested routinely to make sure you are covered.

Every backup—no matter how detailed or thorough—WILL fail, regardless of tape, drive, online, replication, etc. Unless you can test and make sure that a file can be

restored, you can’t have full confidence in your backup plan.

Preemptive planning for your hardware and infrastructure is a good idea. You perform maintenance on your car and house; your IT systems should be treated the same way. There is no oil to change, but your systems and procedures can be reviewed, tested and replaced before they fail. Network switches should be replaced at the end of their planned life; failure of one of your main components will mean a disaster and cause much more real money loss than replacing it preemptively.

Another simple solution is to contact another IT company, have them audit what you have in place and give some suggestions. You have a substantial reason to make sure things are being done to keep your company safe. Many IT companies should provide an audit for a reasonable fee if they have been given enough technical data describing your internal structure. Contact local groups and get a qualified IT person to review if an external company poses too much of a threat to your IT company of choice.

All of this information was meant to open your eyes and provide at least a basic high level understanding of things that might happen to your business. I have listed some basic steps and concepts of getting your company to a first level of DR preparedness. There are many other levels of testing, planning and preparing that can be done. In short, anything and any level of steps you can take will go very far in your ability to survive a disaster. This can define the difference between a bad week and a major business failure.

ABOUT THE AUTHOR Scott McMillan is one of the principle partners in CompuNet Consulting Group.

He has nearly three decades of experience in the industry. McMillan is an expert in Voice Over IP, as well as Wide Area Networks and Data Centers. His background is in telecommunications and the manufacturing industry.

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BTO ARTICLE

W

BY Lee Cope, Wiss, Janney, Elstner Associates, Inc. (WJE)

Pr Maintenanc

hen developing emergency preparedness plans for buildings, itâ&#x20AC;&#x2122;s easy to think about tenant safety in regards to fire, storms, natural disasters, workplace violence and the like. While each of these considerations is extremely important, a topic that is often neglected by facility executives in regard to emergency preparedness is preventive maintenance of the buildingâ&#x20AC;&#x2122;s facade, roof and parking structures to help ensure their long-term performance.

Without implementing a regularly scheduled preventive maintenance program, facility executives inadvertently set themselves up to the obligation of performing emergency repairs, causing them to react in crisis management mode. Crisis management mode is a reactive way of approaching issues with options limited by time and emergency funding.

In order to avoid operating in this mode, it is important to develop a proper preventive maintenance plan, which includes retaining qualified consultants that regularly inspect buildings facades, roofs and parking structures to inspect the overall condition of each building element and to help identify areas of distress so that a preventive maintenance plan can be developed prior to them becoming an emergency.

This article will outline the importance of performing preventive maintenance inspections for building facades, roofs and parking structures. It will also describe six steps that will help facility executives optimize their existing property asset management system to help minimize the risk of unplanned and/or emergency repairs.

Building facades, roofs and parking structures constructed today are quickly becoming more and more complex and are often comprised of a number of systems with varying warranties and life expectancies. Building facades are more complex due to the wide range of available cladding systems

26 INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org

manufactured by an increasing number of companies; the new technology associated with water-resistive, air and vapor barriers, waterproofing systems and coatings; as well as the unique geometries being constructed.

Similarly, roofing systems are becoming more complex due to the wide range of available roof systems (often integrating both new and time-tested materials) including single-ply membranes, cool roofs, green roofs, modified bitumen roofs, and protected roof membrane assemblies.

In addition to the complex nature of parking structures related to the structural systems and unique geometries, the advancements in the technology related to waterproofing membranes, expansion joints and coating systems have continued to increase the complexity of these structures as well. Therefore, it is important for facility executives to be knowledgeable about the systems installed on the building facade, roof and parking garage (including components/materials, performance characteristics, and life expectancy).

The facility executive plays a critical role in developing an overall property management system, which should include a preventative maintenance program. For example, facility executives responsible for the operation and maintenance of a building with 1 million square feet of roof area are looking at an investment of about $15 million in 2014 replacement dollars for the roof area alone. The benchmark life for roofing systems in the U.S. is roughly 20 years.

The average life of low-slope roofs in the U.S.

6 Steps to Optimizing a

reventative ce Program

ranges from 10 to 22 years depending on the type and use of the building, as well as quality of the maintenance program.

Failure to properly implement a roof management program as part of a larger preventative maintenance program can result in millions of dollars in unplanned or unnecessary emergency roof expenditures. This is also the case for building facades and parking structures. Improper maintenance can also certainly result in millions of dollars of unplanned, emergency repair costs. Some of the most common causes of these expenditures are cladding failures, water leakage, structural collapses, and concrete deterioration/spalling. Of course, many of these could have been avoided if a proper preventative maintenance program had been implemented.

Unfortunately, establishing a preventative maintenance program requires work up front, as well as a continued effort to maintain. Therefore, facility executives should consider the following six steps to optimize their preventative maintenance program within their existing property management system.

1. Collect Written Documentation Most facility executives do not have comprehensive records about their building facades, roofs or parking structures. Construction documents and warranty information are often lost or misfiled. In many cases, there are no overall records of the type of maintenance performed, types of roof assemblies present, types of waterproofing systems, dates of installation, repair records or names of contractors or manufacturers involved with these components. Therefore, the first step in establishing a property management program is to collect and organize as many of the following as possible: 1. Original building plans and specifications 2. Roofing and reroofing proposals and contracts 3. Warranties 4. Leak records and reports 5. Inspection records 6. Repair and maintenance records related to the facade, roof and parking structure 7. Correspondence related to the facade, roof and parking structure In many cases, it is a good idea to have the facade, roof and parking structure surveyed by a professional consultant/firm knowledgeable in all types of facade systems, roofing assemblies, structural systems (related to parking structures) and waterproofing and coating products (used throughout the property). It is also important that the professional consultant/firm have the appropriate tools, equipment, and instruments necessary to assess the condition of the facade, roofing and parking structure.

There are several types of warranties for various facade, roofing and waterproofing systems, and virtually all facade systems, roof installations and waterproofing/ coating systems for parking structures require one or more of these warranties as part of the construction contract.

Contractors typically issue one- or two-year warranties to protect the owner against defects in workmanship and materials of all components covered in the construction contract. Roofing and waterproofing material manufacturers issue warranties up to 20 years covering defects in the material (not related to workmanship or application) composing the roof membrane and waterproofing products provided by the manufacturer. Unfortunately, even if a defect is covered by a manufacturer’s warranty, building owners are often required to pay for the installation of the repairs to a facade system, roofing system, waterproofing product or coating “covered” under a manufacturer’s warranty—a cost that can significantly exceed the material costs covered by the warranty.

2. Maintain Data Electronically Prior to performing field investigation work, facility executives should implement a data recording and filing system. It does little good to invest in extensive data collection in the field unless that information can be readily recalled and expanded in subsequent years.

While information compiled from records and surveys can be kept manually or electronically, electronic management makes data easier to recall, review and report.

Electronic record-keeping allows facility executives to maintain detailed records for building facades, roofs and parking structures, including warranty and repair information over a long period of years to provide for scheduled maintenance and repairs. There are excellent facility management software packages commercially available. One such program is the BUILDER program developed by the U.S. Army Corps of Engineers.

3. Survey All Facades, Roofs and Parking Structures There are several pieces to a welldocumented facade, roof and parking structure survey. The process begins by making scale drawings of the facade, roof and parking structure. In a fully dimensioned survey drawing, facades, roofs and parking structures are segmented into sections. A section is a discrete continued on page 28

INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org | 27

continued from page 27 area bounded by a roof edge, wall, expansion joint, change in elevation, etc. Facades, roofs and parking structures are often segmented into sections because different areas of the facade, roof or parking structure may have different materials or construction. They may have also been built at different times.

The survey documentation should also include a precise system of coordinates and labels. For the building facade, the survey should include locations and size of expansion joints, control joints, downspouts, vents, louvers, windows and other penetrations.

For a building roof, the survey should include size and locations of rooftop equipment, drains, scuppers, parapet walls, expansion joints and other discontinuities.

For a parking structure, the survey should include size and locations of drains, expansion joints, curbs, handrails, parking aisles and traffic arrows and mechanical rooms.

Field notes maintained electronically should include information pertinent to the inspection. For the building facade, the field notes should accurately describe the type of cladding material and show locations and types of distress (e.g., cracking, spalling, delaminations, joint separations between various systems/components, etc.), condition and type of coatings, the types and condition of sealants (e.g., urethane, silicone or acrylic), the type and operation ability of the windows and doors, and locations of through-wall flashings and weeps.

For the roof, the field notes should include the types and number of layers of roofing systems, locations of standing water and visually evident distresses.

For the parking structure, the field notes should include locations of distress (e.g, cracking, exposed reinforcement, spalling, delaminations, joint separations between structural systems, etc.), locations of ponding water, and the condition and type of coatings, sealants and waterproofing systems.

Various tools—including metal detectors, moisture detection devices, boroscopes, ground penetrating radar (GPR) and other tools—should be used as needed during the survey to assess the overall condition of the facade, roofs and parking structure. Photographs should show building and parking structure elevations,

panoramic roof views, and specific details and areas of distress.

Often times, exploratory openings are needed to determine the source of distress or the cause of water infiltration. Exploratory openings also verify the as-built construction and can confirm findings observed while utilizing moisture detection devices on roofs, metal detectors and ground penetration radar on facade and parking structures.

Therefore, the size and locations of the exploratory openings are important.

Photographs and sketches should be made to describe the observations made within the exploratory openings.

The most important information a surveyor must determine is whether or not there are any structural deficiencies in the facade, roof or the parking structure. From assessing hundreds of building facades, roofs and parking structures in the past, conditions are generally present prior to structural failures in a facade, roof or parking structure.

4. Prepare Property Condition Report and Priorities The purpose of the property condition report is to guide long-range planning. The property condition report should explain the investigation, methodology employed, the findings, the prioritized conceptual recommendations and the probable cost of recommended repairs or replacements.

5. Implement Scheduled Repairs There are two types of maintenance programs: break-down maintenance and scheduled maintenance.

The term break-down maintenance is used in the mechanical equipment business to mean repairs made only when a unit breaks down rather than on a schedule. Break-down maintenance in building facades, roofs and parking structures means merely fixing problems when they occur rather than having an active preventive maintenance program in place. Unfortunately, waiting to repair something associated with the facade, roof or parking structure when a problem occurs often is not an isolated condition and can result in a huge financial burden to the owner—not

28 INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org

to mention a safety concern for tenants and the public—often resulting in the facility executive being forced to react in crisis management mode.

Scheduled maintenance and repairs can be planned for the owner’s convenience, which may mean scheduling for optimum seasonal work, weekends or holidays to avoid disruption. It could also mean phasing to reduce the annual capital expenditures. Having a regularly scheduled program for repair and maintenance work can also reduce costs because contractors are able to depend on a certain volume of work and staff accordingly.

6. Perform Scheduled Periodic Inspections Building facades, roofs and parking structures should be inspected periodically to help ensure the various components are functioning as they are intended and to help ensure repairs are made to deficiencies in a timely manner.

The overall condition of a building facade and parking structure should be inspected every two to five years. The National Roofing Contractors Association recommends that all roofs be inspected twice a year, once after the hottest weather and again after the coldest weather. It is these weather cycles that induce the most thermal stresses on roofs and manifest the greatest damage. In addition, scheduled inspections should be anticipated approximately one to two months prior to the expiration of a contractor’s warranty period to allow deficiencies to be repaired at the cost of the contractor rather than placing the burden on the owner.

Routine maintenance should be performed regularly, thereby correcting deficiencies disclosed by the inspections. All maintenance and repair work orders and payments should be entered into the client’s database.

ABOUT THE AUTHOR Lee Cope is a licensed professional engineer and an associate principal with Wiss, Janney, Elstner Associates, Inc. (WJE). Cope has extensive experience in performing condition assessments and developing repairs for building facades, roofs and parking structures. Cope’s clients include owners, property managers, contractors, attorneys and insurance companies. He can be reached at lcope@wje.com.

FEATURE

Emerging Professional Spotlight:

Mellissa Moore, PM Realty Group

BY Amy Davidson, Aquascape Environmental

M

A value that I feel is somewhat inherent in being involved with a BOMA committee is the value of achievement. Working with others to accomplish a common goal is a rewarding experience.

ellissa Moore’s route to a career in commercial real estate followed an unconventional path. Growing up in Florida, Moore began dancing at an early age, often training for five hours a day. She dreamed of being a professional dancer—a common dream for young girls, although very few realize that dream. Moore was determined to be one of those fortunate few. After graduating from high school, she moved to New York City to pursue a career as a professional dancer. Her commitment and hard work paid off, as she spent the next seven years traveling the world as a dancer. Moore was constantly on the move during those years, performing on Broadway, touring with productions and appearing in industrial films and commercials.

A few years ago, after literally dancing around the world, Moore surprised even herself and made the decision to settle down. With the world at her feet but her next career still unknown, she chose to move to Atlanta. Although she had never been to the capital of the South, she had family in the area, so it was a natural place to move. She taught dance full time while researching her new career path, and eventually landed a position as a property administrator for Tishman Speyer at Alliance Center.

Intent on developing her skills and connections in her new field, Moore became a member of BOMA Georgia shortly after joining Tishman Speyer.

“I have been a member of this valued organization for the past two years,” she said.

“It offers a great deal of educational programs, as well as the opportunity to network and meet other industry professionals.”

Moore left Alliance Center after one year and accepted a promotion for an assistant property manager position with PM Realty Group. Currently working at 64 Perimeter Center East, a complex that includes two buildings and 575,000 square feet of office space along with a data center, Moore enjoys the variety presented by her job.

“I like the challenge of the day-to-day change,” she said. “It’s something different every day. There’s never really a routine. It keeps you on your toes. If you are someone who works well with change, it works well.”

As an assistant property manager, Moore reports that she greatly enjoys the tenant relations aspect of her position.

“It’s fun visiting the tenants. It challenges you to work with different personalities [and] find solutions to problems.”

Moore notes that her BOMA Georgia membership has been, and will continue to be, essential to her professional growth.

“As I interact with business associates and colleagues throughout the metro Atlanta area it is evident that the value of the BOMA Georgia organization is something we use to help gain knowledge in our industry and provide us with a method of facilitating career goals and aspirations through educational programs, committee participation and…various gatherings that allow us to share our knowledge and stories on how to best achieve our stated goals,” she said.

Having made the decision that commercial real estate was the perfect “second act” for her life, Moore wasted no time as she immediately began working toward obtaining her RPA designation with plans to complete her coursework within the next two years. She also recently completed both the PM 101 and PM 102 courses and found them to be very beneficial. Moore is a member of the BOMA Georgia Young Professionals Shared Interest Group and hopes to join a committee in the coming year. If there is a committee looking for a member who is energetic and “all in,” here’s your gal!

While Moore’s professional career is on the fast track, she also makes time to Continued on page 38

INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org | 29

CALENDAR OF EvENTS

SEPTEMBER SEPTEMBER 03 Online Exam Prep: LEEDv4 Green Associate

$250 https://boma-green.webex.com/

SEPTEMBER 04 BTO Luncheon

OCTOBER 01

OCTOBER 21

NOVEMBER 12

Young Professionals Lunch-and-Learn

TOBY Workshop

BOMA Georgia November Luncheon and Annual Business Meeting

11:30 a.m.-1 p.m.

Georgia Power Technology Application Center Member: Free, registration required Non-Member: $30

OCTOBER 01

11:30 a.m.-12:30 p.m.

American Cancer Society Building Member: Free, registration required Non-Member: $40

$250 https://boma-green.webex.com/

SEPTEMBER 04

OCTOBER 02

Online Exam Prep: LEEDv4 AP O+M

Online Exam Prep: LEEDv4 Green Associate

Industrial SIG Meeting

$250 https://boma-green.webex.com/

11:30 a.m.-1 p.m.

BOMA Georgia Conference Center Member: Free; Non-Member: $20

SEPTEMBER 10

OCTOBER 02

BOMA Georgia September Luncheon

BOMA Bash

11:30 a.m.-1 p.m.

Omni Hotel Member: Free, registration required Non-Member: $59

SEPTEMBER 11 BTO Luncheon

11:30 a.m.-12:30 p.m.

AGC Conference Center Member: Free, registration required Non-Member: $40

SEPTEMBER 11 Commercial HVAC - Semester 1

4-6 p.m.

Agave Free for property managers, facility managers and building engineers.

Non-sponsoring allied members may not attend.

OCTOBER 07 Building Design & Maintenance

3-7 p.m.

Two Alliance Center Member: $995; Non-Member: $1,195

OCTOBER 08 Asset Management

5-9 p.m.

Chattahoochee Technical College Member: $625; Non-Member: $725

8:30 a.m.-5 p.m.

BOMA Georgia Conference Center Member: $995; Non-Member: $1,195

SEPTEMBER 16

OCTOBER 09

TOBY Workshop

Online Exam Prep: LEEDv4 AP O+M

1-2:30 p.m.

BOMA Georgia Conference Center Free, registration requested

$250 https://boma-green.webex.com/

SEPTEMBER 18

OCTOBER 14

Medical Office Building SIG Meeting

LEEDv4 Green Associate Exam Prep

8-9:30 a.m.

BOMA Georgia Conference Center Member: Free, registration required Non-Member: $35

SEPTEMBER 26 2014 Sports Outing

8 a.m.-5 p.m.

Chateau Elan Golf Club Golf: SOLD OUT; Tennis: $89

OCTOBER OCTOBER 01 Building Engineering 101

7:30-11:30 a.m.

Atlanta Member: $369; Non-Member: $419

8:30 a.m.-4:30 p.m.

BOMA Georgia Conference Center Member: $295; Non-Member: $325

OCTOBER 15 Green Real Estate Network Breakfast

8-9:30 a.m.

Lakeside Commons Member: $20; Non-Member: $35

10-11:30 a.m.

BOMA Georgia Conference Center Free, registration requested

Ethics Is Good Business

11:30 a.m.-1 p.m.

Hyatt Regency Atlanta Member: Free, registration required Non-Member: $59

NOVEMBER

Macon Green Real Estate Lunch-and-Learn

OCTOBER 30 8:30 a.m.-5 p.m.

BOMA Georgia Conference Center Member: $335; Non-Member: $435

NOVEMBER 04 New Member Orientation

10-11 a.m.

BOMA Georgia Conference Center Free, registration preferred

NOVEMBER 05 Real Estate Investment & Finance

8:30 a.m.-5 p.m.

BOMA Georgia Conference Center Member: $995; Non-Member: $1,195

NOVEMBER 05

NOVEMBER 13 11:30 a.m.-1 p.m.

Thomas Jefferson Building, Macon Free, registration required

NOVEMBER 18 Augusta Medical Office Building Luncheon 11:30 a.m.-1 p.m.

Augustinoâ&#x20AC;&#x2122;s Italian Eatery, Augusta Free, registration required

NOVEMBER 19 Green Real Estate Network Breakfast

Online Exam Prep: LEEDv4 Green Associate

8-9:30 a.m.

Computers for Youth Atlanta Facility Member: $20; Non-Member: $35

NOVEMBER 06

DECEMBER 02

$250 https://boma-green.webex.com/

Online Exam Prep: LEEDv4 AP O+M

$250 https://boma-green.webex.com/

NOVEMBER 07 Community Service Construction Project 7 a.m.-4 p.m.

Covenant House

NOVEMBER 11 Allied Member Resource Group Meeting

11:30 a.m.-1 p.m.

BOMA Georgia Conference Center Member: Free, registration required Non-Member: $50

DECEMBER Medical Office Building SIG Meeting

8-9:30 a.m.

BOMA Georgia Conference Center Member: Free, registration required Non-Member: $35

DECEMBER 03 Online Exam Prep: LEEDv4 Green Associate

$250 https://boma-green.webex.com/5

DECEMBER 04 Online Exam Prep: LEEDv4 AP O+M

$250 https://boma-green.webex.com/

Unless noted otherwise, for more details on BOMA Georgia events, contact Beth Abbott at babbott@bomageorgia.org or (404) 475-9980.

OCTOBER 16 Fall Free Seminar

8-11:30 a.m.

TBD Member: Free, registration required Non-Member: $99

30 INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org

* BOMA Georgia Conference Center 5901-C Peachtree Dunwoody Road NE, Suite 300 Atlanta, GA 30328

Recognizing BOMA Georgia Foundation Donors

The work of the BOMA Georgia Foundation would not be possible without the support of generous donors.

Whether a donation is made by a company or an individual, every contribution is vital to the Foundation’s mission of advancing real estate education and research. Below is a list of individual and corporate donors to date who have committed to helping the Foundation in achieving its mission.

Corporate Donors ASSOCIATES

BACHELORS

Company donors who have given $500-$999 to the BOMA Georgia Foundation.

Company donors who have given $1,000-$2,499 to the BOMA Georgia Foundation.

Cummins Power South | Empire Roofing EPIC Response | Everclear Enterprises Mayberry Electric | Parker Young Construction/FireStar Inc. Putzel Electrical Contractors | Russell Landscape Group Total Plant & Floral Service Inc. | Valcourt Building Services

FULL CIRCLE Restoration

To make a tax-deductible individual or corporate donation to the Foundation today, visit www.BOMAGeorgiaFoundation.org/donors/

Individual Donors ASSOCIATES Individual donors who have given $101-$200 to the BOMA Georgia Foundation.

Annette Mengert | Dave Hoffstetter | Jacob Wilder | Jen Wright Judi Sponsel, RPA | Kevin O’Sullivan | Linda Beauchamp, RPA Lisa Hollingshed | Nelson Farr, RPA | Orlando Ojeda Sharon Shuford, CAE, CTC, CITE, LEED GA | Tom Sawyer

DOCTORATE Individual donors who have given $501-$1,000 to the BOMA Georgia Foundation.

Gabriel Eckert, CAE Marie Worsham, RPA, CPM, LEED GA

BACHELORS

Individual donors who have given $201-$350 to the BOMA Georgia Foundation.

Erin Hall Steve Sauriol

MASTERS

Individual donors who have given $351-$500 to the BOMA Georgia Foundation.

Ian Hughes, LEED GA Julie Motsinger, RPA

POST-DOCTORATE Individual donors who have given more than $1,000 to the BOMA Georgia Foundation.

Anonymous (2 donors) Mark Dukes, RPA, CCIM Mark Gallman, SMA, SMT, LEED GA Roland Downing

To discover more about the BOMA Georgia Foundation, visit www.BOMAGeorgiaFoundation.org

Purchase the

2014

Salary and Benefits Survey

The 2014 Georgia Property Management and Building Engineering Salary and Benefits Survey – produced biennially by the BOMA Georgia Foundation – is out now and available for purchase.

This research includes extensive salary and benefits data for various property management and building engineering positions. Position titles have been standardized and include descriptions, which enable Georgia real estate companies to benchmark salaries and benefits.

Visit the BOMA Georgia Foundation website

www.BOMAGeorgiaFoundation.org to download and complete your order form.

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Fitness Center Services Include: Preventative Maintenance e Needs Assessment Planning And Design Service And Repairs Equipment Leasing

www.ReadyFitness.com | 404.551.4472 404 551 4472

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ALLIED MEMBER SERVICE DIRECTORY ADVERTISING SPECIALTY/PROMOTIONS

CONTRACTORS

Promology101 .........................(404) 351-9146

Action Electrical & Mechanical Contractors ..........................(404) 799-3551 Batson-Cook Co. ......................(770) 955-1951 C&W Contracting Services Inc..........................(678) 412-0011 CA South LLC...........................(678) 302-0606 Choate Interior Construction......(678) 892-1200 Double T Contracting Inc...........(770) 489-7772 Emery & Associates ..................(770) 414-9099 Foley Construction Corporation ..........................(770) 409-1166 Gilbane Building Co. .................(678) 282-1306 Humphries & Co. ......................(770) 434-2914 Landmark Restorations Ltd. ......(404) 352-1795 Life on Earth, LLC .....................(404) 875-6706 Premier Restoration Inc.............(770) 986-9596 Schoppman Co. Inc. .................(770) 693-9000 Scott Contracting LLC ...............(770) 274-0529 Stellar Contracting Inc...............(770) 649-1575 Tip Top Roofers Service Corporation ..........................(404) 351-4410 W.S. Nielsen Co. Inc..................(770) 475-7321 Waste Industries.......................(404) 557-1684 Western Waterproofing Co. of America............................(678) 553-0170

AIRDUCT CLEANING

Ductz of Greater Atlanta ............(770) 631-2424 MediClean Air Duct Cleaning.....(404) 815-5880 ARCHITECTS

Heery International ...................(404) 881-9880 vIMtrek ....................................(706) 504-9030 ATTORNEYS

Bloom Sugarman Everett LLP ...(404) 577-7710 Cohen Pollock Merlin & Small, P.C. ............................(770) 857-4768 Macey, Wilensky & Hennings LLC .......................(404) 584-1229 Winter Capriola Zenner LLC ......(404) 844-5641 AUDIO VISUAL SERVICES

Baker Audio .............................(770) 441-2000 Direct Satellite Tv .....................(678) 714-1495 OnePath Systems, LLC .............(404) 661-2349 vertical Av Tv ...........................(404) 352-2488 BUILDING MANAGEMENT CONSULTANTS

Building Engines Inc. ................(781) 314-9359 WayPoint Systems Inc...............(678) 461-1346 BUILDING SERVICES

Advantage Fire Sprinkler Co. Inc..................................(770) 822-9550 Building Cleaning Solutions Inc.........................(678) 445-3806 Century Fire Protection LLC ......(770) 945-2330 Control Concepts LLC ...............(770) 888-0181 Engineered Restorations Inc......(770) 682-0650 GSE Facility Services, LLC.........(404) 230-2900 Johnson Controls Inc. ...............(678) 596-9578 Preparis ...................................(404) 662-2950 Roof Partners LLC ....................(404) 490-4647 SimplexGrinnell LP ...................(540) 535-8238 SiteStuff Inc..............................(404) 694-2448 veenendaalCave Inc. ................(404) 881-1811 Water Intelligence Solutions ......(770) 863-4015 WayPoint Systems Inc...............(678) 461-1346 Wiss Janney Elstner Associates Inc. .....................(770) 923-9822 CARPET/FLOOR

Atlanta Flooring Design Centers Inc...........................(770) 476-8306 The Mad Matter Inc. .................(678) 361-6704 MilliCare By Trilogyfm ...............(678) 354-6726 Patcraft ....................................(404) 401-1427 Premier Contract Carpet Inc......(404) 488-2082 Program Maintenance ..............(404) 870-0054 Rite Way Service Inc. ................(205) 248-9315 ServiceMaster of Cobb .............(770) 514-1789 Southeastern Commercial Flooring Inc...........................(770) 591-9980

DOOR INSTALLATION & MAINTENANCE

Atlanta’s Professional Door Inc. ..............................(770) 460-6688 ELECTRICAL

Action Electrical & Mechanical Contractors ..........................(404) 799-3551 Advanced Power Technologies (APT) ...............(404) 290-0189 Allison-Smith Co.......................(404) 351-6430 Capital City Mechanical & Electrical Services....(770) 449-0200 ext. 225 Keynect LLC.............................(770) 590-7449 LMI Systems Inc. ......................(678) 578-2102 Mayberry Electric Inc. ...............(404) 991-7007 Prime Power Services Inc. ........(770) 739-2561 Putzel Electrical Contractors......(404) 226-9475 White Electrical Construction Co....................(404) 351-5740 ELEVATORS/ESCALATORS

Bagby Elevator Co. Inc. .............(404) 859-3310 Fujitec America Inc. ..................(770) 209-0322 Hoover Elevator Group Inc.........(770) 394-4018 KONE Elevators & Escalators.....(770) 427-3373 Otis Elevator Co. .......................(404) 605-8429 Partners Elevator ......................(770) 575-0363

Listings in RED are advertisers in this issue of Insight: The Commercial Real Estate Journal Schindler Elevator Corporation ..........................(770) 319-2910 van Deusen & Associates .........(678) 881-0884 vertical Systems Inc..................(404) 581-0094

The Service Fort LLC ................(404) 993-4774 Stone Mountain Access Systems ...............................(770) 908-2936 Xpedx ......................................(470) 238-4378

ENERGY

FINANCIAL SERVICES

5 Seasons Mechanical LLC.......(770) 837-3078 Custom Sun Control .................(770) 424-8225 ENTEK .....................................(678) 910-1326 Infinite Energy ..........................(770) 690-6537 Mallory & Evans Service ...........(404) 297-1007 McKenney’s Inc. .......................(404) 624-8625 Trane .......................................(678) 775-4106 Yancey Power Systems .............(678) 945-2634

Decosimo CPAs........................(770) 980-9394

ENGINEERING

Engineering Systems Inc...........(678) 990-3280 Harbin’s Mechanical Services Inc..........................(770) 914-7060 Keynect LLC.............................(770) 590-7449 PENTA Engineering Group Inc. ............................(678) 282-1999 Sustainable Investment Group LLC (SIG)....................(404) 343-3835 Terracon...................................(770) 623-0755 Testing, Engineering & Consulting Services Inc. ........(770) 995-8000 Wiss Janney Elstner Associates Inc. .....................(770) 923-9822 ENVIRONMENTAL

Aquascape Environmental.........(678) 445-0077 Arborguard Tree Specialists ......(404) 299-5555 Meridian Restoration Inc. ..........(678) 546-2819 The Morley Companies .............(770) 569-1100 Rubicon Global .........................(404) 615-6103 SemaConnect Inc. ....................(301) 352-3730 Sustainable Investment Group LLC (SIG)....................(404) 343-3835 WaterSignal LLC.......................(678) 990-2736 EqUIPMENT RENTALS

Easy Ride Golf Cars ..................(770) 737-2221 Stone Mountain Access Systems ...............................(770) 908-2936 Sunbelt Rentals Inc...................(404) 456-1919

FIRE PROTECTION

Advantage Fire Sprinkler Co. Inc..................................(770) 822-9550 Century Fire Protection LLC ......(770) 945-2330 Cintas Fire Protection................(770) 333-9988 Critical Systems LLC.................(770) 612-9172 Empire Fire Protection LLC .......(678) 758-4292 Engineering Systems Inc...........(678) 990-3280 Fire and Life Safety America .....(770) 717-8822 Fire Systems Inc. ......................(770) 333-7979 Global Systems of America .......(770) 441-9601 Life Safety Solutions Plus LLC ...(770) 843-3671 Mitec .......................................(770) 813-5959 SimplexGrinnell LP ...................(540) 535-8238 Southeastern Security Professionals ........................(770) 540-0175 verified Security .......................(678) 924-7480 FIRE/WATER/MOLD RESTORATION

BELFOR Property Restoration ....(770) 939-0128 Blackmon Mooring Services of Atlanta..............................(770) 614-3248 EPIC Response .........................(770) 516-3491 Full Circle Restoration & Construction Services ...........(770) 232-9797 Parker Young Construction/FireStar Inc.......(404) 805-5616 Reliable Restoration LLC ...........(678) 325-1633 Remediation Group Inc. ............(404) 214-1470 ServiceMaster of Cobb .............(770) 514-1789 SERvPRO of Decatur ................(404) 378-9998 SERvPRO of North Fulton County .................................(770) 862-9220 Unlimited Restoration Specialists Inc.......................(678) 475-7300 Waterproofing Contractors Inc. ....................(770) 449-5552

FACILITY MANAGEMENT

GENERATORS

ADG Enterprises Inc..................(770) 662-8393 EMCOR Services Aircond ..........(770) 805-2544 Siemens Industry Inc. ...............(770) 225-5509

GLASS

FACILITY SUPPORT

Prime Power Services Inc. ........(770) 739-2561 Custom Sun Control .................(770) 424-8225 W.S. Nielsen Co. Inc..................(770) 475-7321

ADG Enterprises Inc..................(770) 662-8393 GSE Facility Services, LLC.........(404) 230-2900 PENTA Engineering Group Inc. ............................(678) 282-1999

CATERING/FOOD SERVICES

Primo Partners LLC, dba Ben and Jerry’s..............(919) 548-4153

• Interior & Exterior Painting • 24/7/365 Flexible Hours • Exemplary Safety Program

COMMUNICATIONS

AT&T........................................(404) 242-8513 Comcast Business Services ......(770) 559-2144 Direct Satellite Tv .....................(678) 714-1495 GC&E Systems Group Inc..........(770) 448-3908 Hotwire Communications ..........(770) 401-9205 Kings III Emergency Communications ..................(678) 438-1965 Level 3 Communications ..........(404) 526-4599 TW Telecom Inc........................(678) 443-1272

Serving Atlanta Since 1980

CONCIERGE SERVICES

Paradigm Security Services Inc..........................(678) 684-4400 CONSTRUCTION PRODUCTS

Georgia Construction Products ..............................(770) 491-9100 Tendon Systems LLC ................(678) 835-1100 vIMtrek ....................................(706) 504-9030 Yancey Power Systems .............(678) 945-2634 CONSULTATION

The BEST Consultant Inc...........(678) 200-7648 Hoover Elevator Group Inc.........(770) 394-4018 Terracon...................................(770) 623-0755

2950 Cole Court, Norcross, GA 30071

675763_Burke.indd 1

www.burkepainting.com

INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org 1/20/14| 33 10:08 AM

GUARD SERVICES

AlliedBarton Security Services ...(404) 898-1695 BOS Security Inc.......................(404) 793-6965 Hinson Security Services LLC....(678) 612-2009 SecurAmerica LLC....................(404) 926-4265 Securitas Security Services USA Inc. ...............................(404) 633-1140 U.S. Security Associates............(404) 295-1149 Universal Protection Service ......(404) 935-2057 HEALTH & HYGIENE PRODUCTS

GOJO Industries .......................(205) 447-0849 Kimberly-Clark Corporation .......(770) 235-6370 Life Safety Solutions Plus LLC ...(770) 843-3671 SCA Tissue...............................(678) 977-6858 HVAC

5 Seasons Mechanical LLC.......(770) 837-3078 Borie Davis Inc. ........................(770) 242-0650 Capital City Mechanical & Electrical Services....(770) 449-0200 ext. 225 Control Concepts LLC ...............(770) 888-0181 Ductz of Greater Atlanta ............(770) 631-2424 EMCOR Services Aircond ..........(770) 805-2544 ENTEK .....................................(678) 910-1326 Harbin’s Mechanical Services Inc..........................(770) 914-7060 Lanier Jones Mechanical ..........(404) 682-9888 Legacy Mechanical Services Inc..........................(770) 432-1171 Mallory & Evans Service ...........(404) 297-1007 Maxair Inc. ...............................(770) 956-1200 McKenney’s Inc. .......................(404) 624-8625 MediClean Air Duct Cleaning.....(404) 815-5880 Mingledorff’s Inc.......................(770) 239-2208 Padgett Group ..........................(678) 880-1623 Rooter Plus! .............................(770) 633-7879 Shumate Mechanical Inc...........(678) 584-0880 Southeast Pump & Equipment Inc. ........(678) 990-1388 ext. 107 Stromquist & Co. Inc.................(404) 794-3440 Trane .......................................(678) 775-4106 INDUSTRIAL DOCK & DOOR REPAIR & INSTALLATION

Miner Southeast .......................(678) 730-4700 INSURANCE ADjUSTING

BB&T Insurance Services Inc. ...(678) 413-4403 INTERIOR DESIGN

A-R-T & Associates Inc. ............(678) 947-0579 Foley Construction Corporation ..........................(770) 409-1166 Heery International ...................(404) 881-9880 MechoSystems.........................(678) 570-7978 veenendaalCave Inc. ................(404) 881-1811 jANITORIAL

Allied International Cleaning Services Inc..........................(770) 426-8779 Bueva International ...................(404) 947-7380 Building Cleaning Solutions Inc.........................(678) 445-3806 Building Maintenance Services Inc..........................(770) 218-2993 CBM Atlanta Inc........................(770) 988-9001 Chosen Enterprises Inc. ............(404) 633-4350 CleanNet of Atlanta...................(678) 336-1550 ERMC of Atlanta LLC ................(404) 418-1443 General Paper Goods Co...........(404) 924-2575 Georgia Pacific Corporation.......(770) 815-9552 GMI Group Inc. .........................(678) 482-5288 GOJO Industries .......................(205) 447-0849 HTH Building Services Inc. ........(770) 988-0084 LaCosta Facility Support Services ...............................(404) 539-9496 Office Pride Commercial Cleaning Services .................(770) 888-5475 Pollock Paper Distributors .........(770) 803-7862 Pritchard Industries SE..............(404) 231-1430 Rite Way Service Inc. ................(205) 248-9315 The Service Fort LLC ................(404) 993-4774 Staples Facilities Solutions ........(678) 234-4748 Unique Building Maintenance Inc. ..................(678) 380-0297 Xpedx ......................................(470) 238-4378 LAKE MANAGEMENT

Aquascape Environmental.........(678) 445-0077 LANDSCAPE MANAGEMENT

Gibbs Landscape Co.................(770) 432-7761 The GreenSeason Group Inc. ....(678) 714-4114 HighGrove Partners ..................(678) 298-0569 Ruppert Landscape ..................(770) 931-9900 LANDSCAPING-EXTERIOR

4 Seasons Landscape Group LLC ............................(770) 452-4455 Arborguard Tree Specialists ......(404) 299-5555 Austin Outdoor .........................(404) 493-6804 The Brickman Group.................(404) 281-7181 Color Burst ...............................(770) 822-9706 Envisor Consulting ....................(404) 987-2499 Gibbs Landscape Co.................(770) 432-7761 Gibson Landscape Services ......(678) 365-9568 The GreenSeason Group Inc. ....(678) 714-4114 HighGrove Partners ..................(678) 298-0569 Outdoor Expressions.................(770) 592-9154 Ruppert Landscape ..................(770) 931-9900 Russell Landscape Group Inc. ...(770) 446-3552 TruGreen LandCare LLC ...........(678) 475-1780 valleyCrest Landscape Maintenance ........................(770) 662-8775

ABM Janitorial Services ............(678) 245-3273

LANDSCAPING-INTERIOR

Foliage Design Systems............(770) 451-0885 Life on Earth, LLC .....................(404) 875-6706 Plant Peddler Inc. .....................(770) 432-2649 Sedgefield Interior Landscapes Inc. ...................(770) 984-0171 Total Plant & Floral Service Inc............................(404) 881-0809 LIGHTING

Advanced Power Technologies (APT) ...............(404) 290-0189 E. Sam Jones Distributor Inc. ....(404) 351-3250 voss Lighting............................(770) 438-8557 MARBLE RESTORATION & MAINTENANCE

ADDCO Metal Maintenance Co. ..................(770) 985-5611 Architectural Surface Restoration LLC ....................(770) 510-8333 Mid America Metals..................(770) 616-6567 Natural Stone Services .............(404) 255-8133 Southeastern Commercial Flooring Inc...........................(770) 591-9980 Stone Specialty Services ...........(404) 261-9111 Stuart Dean Co. Inc...................(404) 872-6090 METAL FINISHING

ADDCO Metal Maintenance Co. ..................(770) 985-5611 Architectural Surface Restoration LLC ....................(770) 510-8333 Innovative Roofing Group Inc.....(404) 351-8797 Mid America Metals..................(770) 616-6567 Stuart Dean Co. Inc...................(404) 872-6090 PAINT/WALLCOVERINGS

AAA National USA Inc. ..............(770) 452-8861 Burke Painting Inc. ...................(770) 582-0847 Horizon Painting and Renovations Inc. ...................(404) 447-0385 Oakcliff Painting .......................(404) 867-3707 PPG Industries Inc. ...................(770) 938-4600 Spectrum Painting Inc...............(770) 497-0101 PAPER PRODUCTS

General Paper Goods Co...........(404) 924-2575 Georgia Pacific Corporation.......(770) 815-9552 Pollock Paper Distributors .........(770) 803-7862 SCA Tissue...............................(678) 977-6858 Sikes Paper Co.........................(770) 405-6900 Staples Facilities Solutions ........(678) 234-4748 PARKING

Innovative Parking Concepts LLC.......................(770) 321-1000 ITR of Georgia Inc. ....................(770) 496-0366 Lanier Parking Solutions ...........(404) 881-6076 LAZ Parking .............................(404) 266-9391 National Parking Solutions ........(678) 365-4030

Parking Co. of America .............(404) 584-7057 Premium Parking LLC...............(770) 814-1716 SP Plus ....................................(404) 665-0044 PARKING DECK

Coast & valley LLC ...................(770) 417-1382 GWP Paving .............................(404) 831-7177 Kaney & Lane, LLC ...................(404) 892-8246 Painter Waterproofing & Restoration LLC ....................(404) 398-7673 Spectrum Painting Inc...............(770) 497-0101 Wildcat Striping & Sealing.........(678) 937-9525 PAVING PRODUCTS

Asphalt Enterprises...................(770) 424-5001 Brite Line Asphalt Maintenance Inc. ..................(770) 516-0604 C&K Paving Contractors Inc. .....(770) 791-0107 Driveway Maintenance Inc. .......(770) 477-6211 Georgia Paving Inc....................(404) 831-1000 GWP Paving .............................(404) 831-7177 Hercules Sealcoat Manufacturing Inc.................(770) 455-6551 Rose Paving Co. .......................(678) 775-5421 SealMaster/Atlanta ...................(404) 505-8888 Wildcat Striping & Sealing.........(678) 937-9525 PEST CONTROL

ABC Home & Commercial Services, Pest, Termite, Wildlife Management(404) 481-7815 Active Pest Control ...................(770) 954-9941 Allgood Pest Solutions ..............(678) 328-4094 Ehrlich Pest Control ..................(770) 623-0600 Peachtree Pest Control .............(770) 931-9099 PLUMBING

Art Plumbing Co. ......................(678) 486-2541 Hill Mechanical of Georgia LLC .........................(770) 792-1200 Keever, Dalton, & Johnson Inc..........................(770) 717-1945 Legacy Mechanical Services Inc..........................(770) 432-1171 Rooter Plus! .............................(770) 633-7879 Southeast Pump & Equipment Inc. ........(678) 990-1388 ext. 107 Water Intelligence Solutions ......(770) 863-4015 PRESSURE WASHING

Coast & valley LLC ...................(770) 417-1382 Everclear Enterprises Inc...........(404) 876-9408 Kaney & Lane, LLC ...................(404) 892-8246 Sightline...................................(678) 530-9152 Southeastern Cleaning Inc. .......(770) 304-2366 Top of the Line High Rise Service LLC ..........................(404) 569-9544

Providing Atlanta with excellent mechanical services for over 20 years

For 24-hour service call

(770) 914 7060 www.harbins.com

HVAC & Refrigeration Service Equipment Replacement Preventative Maintenance Agreements Chillers, Boilers, & Piping Services

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valcourt Building Services LLC ........................(770) 971-2000

UTILITY

REAL ESTATE PROCUREMENT SERVICES

WASTE REMOVAL

SiteStuff Inc..............................(404) 694-2448 RESTORATION

Meridian Restoration Inc. ..........(678) 546-2819 Tendon Systems LLC ................(678) 835-1100 ROOFING

Apollo Roofing Co. Inc...............(770) 751-6191 The BEST Consultant Inc...........(678) 200-7648 C.L. Burks Construction - Commercial Roofing Contractors LLC....................(800) 969-2875 CRS Sales & Marketing LLC......(678) 547-1084 Dynamic Roofing Solutions .......(678) 680-3808 Empire Roofing Co. Inc..............(770) 948-7832 Innovative Roofing Group Inc.....(404) 351-8797 MGI Roofing LLC ......................(678) 771-0050 Roof Management Inc...............(770) 798-9102 Roof Partners LLC ....................(404) 490-4647 Sentry Roof Services ................(678) 301-5567 Soprema Inc.............................(404) 539-7741 Tip Top Roofers Service Corporation ..........................(404) 351-4410 Woodall Roofing Co. Inc. ...........(770) 945-0100

AT&T........................................(404) 242-8513 American Recycling of Georgia ............................(770) 777-1447 Recycling Management Resources ............................(404) 488-5356 Republic Services Inc................(404) 693-9277 Rubicon Global .........................(404) 615-6103 Waste Industries.......................(404) 557-1684

Reliable Restoration LLC ...........(678) 325-1633 Remediation Group Inc. ............(404) 214-1470 SERvPRO of Decatur ................(404) 378-9998 SERvPRO of North Fulton County .................................(770) 862-9220 Unlimited Restoration Specialists Inc.......................(678) 475-7300

Southern Preservation Systems ...............................(770) 982-9970 Waterproofing Contractors Inc. ....................(770) 449-5552 Western Waterproofing Co. of America............................(678) 553-0170

WATER TREATMENT

MechoSystems.........................(678) 570-7978

Blackmore Enterprises Inc.........(404) 483-7370 Chem-Aqua Inc. .......................(770) 329-0523

WINDOWS

WATER CONSERVATION

WATERPROOFING

WaterSignal LLC.......................(678) 990-2736

Apollo Roofing Co. Inc...............(770) 751-6191 Burke Painting Inc. ...................(770) 582-0847 Engineered Restorations Inc......(770) 682-0650 Everclear Enterprises Inc...........(404) 876-9408 Metro Waterproofing Inc............(404) 292-8013 The Morley Companies .............(770) 569-1100 Painter Waterproofing & Restoration LLC ....................(404) 398-7673 Soprema Inc.............................(404) 539-7741

WATER DAMAGE/STRUCTURE DRYING

BELFOR Property Restoration ....(770) 939-0128 Blackmon Mooring Services of Atlanta..............................(770) 614-3248 EPIC Response .........................(770) 516-3491 Full Circle Restoration & Construction Services ...........(770) 232-9797 Parker Young Construction/FireStar Inc.......(404) 805-5616

WINDOW TREATMENTS

AAA National USA Inc. ..............(770) 452-8861 Sightline...................................(678) 530-9152 South Beach Highrise Services Inc..........................(404) 851-0111 Southeastern Cleaning Inc. .......(770) 304-2366 Top of the Line High Rise Service LLC ..........................(404) 569-9544 valcourt Building Services LLC ........................(770) 971-2000

SEALCOATING

Brite Line Asphalt Maintenance Inc. ..................(770) 516-0604 C&K Paving Contractors Inc. .....(770) 791-0107 SECURITY

AlliedBarton Security Services ...(404) 898-1695 Alscan Inc. ...............................(205) 945-0003 Armor Lock & Security Co. Inc..................................(770) 493-1915 Atlanta’s Professional Door Inc. ..............................(770) 460-6688 BOS Security Inc.......................(404) 793-6965 Chesley Brown International Inc. ......(770) 436-3097 ext. 328 Critical Systems LLC.................(770) 612-9172 Fire Systems Inc. ......................(770) 333-7979 Global Systems of America .......(770) 441-9601 Hinson Security Services LLC....(678) 612-2009 International Protection Group LLC............................(678) 689-3337 ITR of Georgia Inc. ....................(770) 496-0366 Miner Southeast .......................(678) 730-4700 Mitec .......................................(770) 813-5959 OnePath Systems, LLC .............(404) 661-2349 Paradigm Security Services Inc..........................(678) 684-4400 SecurAmerica LLC....................(404) 926-4265 Securitas Security Services USA Inc. ...............................(404) 633-1140 Siemens Industry Inc. ...............(770) 225-5509 Southeastern Security Professionals ........................(770) 540-0175 U.S. Security Associates............(404) 295-1149 Universal Protection Service ......(404) 935-2057 verified Security .......................(678) 924-7480 Walden Security .......................(404) 937-1747

COMMERCIAL AND ARCHITECTURAL SIGNAGE Interior Signage Directories Wayfinding Signage Monuments Illuminated Signage Directional Signage

ADA/Braille Building Identification Vehicle Graphics Channel Letters Dimensional Letters Marketing Signage

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31/08/13 7:27 PM

www.theMeridianCompanies.com

M

SIGNAGE

A-R-T & Associates Inc. ............(678) 947-0579 Custom Sign Factory ................(770) 717-7755 SOFTWARE

Preparis ...................................(404) 662-2950 SPECIALTY CONTRACTING

Landmark Restorations Ltd. ......(404) 352-1795 TAX CONSULTANTS

Fellers, Schewe, Scott & Roberts Inc. ...............(770) 621-9548 ext. 15 Marvin F. Poer and Co...............(404) 334-9417 Paradigm Tax Group .................(404) 325-5445

THE SOUTHEAST LEADER IN

Restoration & Reconstruction

First Response Disaster Recovery Environmental Clean Up Mitigation/Stabilization

Historical Restoration Complex Cleaning Solutions Renovation Reconstruction

TRANSPORTATION

Easy Ride Golf Cars ..................(770) 737-2221 TREE CARE

Respond

Mitigation Environmental Reconstruction Contents Restoration

Arborguard Tree Specialists ......(404) 299-5555 valleyCrest Landscape Maintenance ........................(770) 662-8775 TROPICAL PLANTS

we have you

Foliage Design Systems............(770) 451-0885 Life on Earth, LLC .....................(404) 875-6706 Total Plant & Floral Service Inc............................(404) 881-0809

COVERED! INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org | 35 681978_Meridian.indd 1

13/04/14 2:02 PM

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CCS Janitorial Services, Inc 162 E Crogan St. Suite I Lawrenceville GA 30046 Southeast Janitorial Supplies, Inc 162 E Crogan St Suite I Lawrenceville GA 30046 Phone: 770-569-3589

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36 INSIGHT 627117_Wildcat.indd 1 | Issue 3, 2014 |

Phone: 678-937-9525 Fax: 678-937-9151

www.BOMAGeorgia.org1/31/13

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continued from page 10 â&#x20AC;˘ Revise Severe Weather Protocol. The state encourages each school system to revise its severe weather protocol annually. How often does your business consider changes in technology and demographics and update your severe weather plan accordingly?

These are just a few of the recommendations the task force presented to Gov. Deal. A full copy of the report is available is available by searching â&#x20AC;&#x153;winter weather task forceâ&#x20AC;? on the governorâ&#x20AC;&#x2122;s website: gov.georgia.gov.

BOMA Georgia continues to work with GEMA to fine-tune ways in which our group can help the state put these recommendations into practice on a large scale. BOMA Georgia is in a unique position to communicate with owners and managers of the largest commercial spaces throughout the state, and we believe direct communication between the state government and our membership may be the best resource we can provide.

While the state has a large role to play in mitigating and managing severe weather events, each of usâ&#x20AC;&#x201D;as a business owner, property manager, tenant, employee or clientâ&#x20AC;&#x201D;also has an obligation to make sure we are as prepared as possible for emergencies. That means keeping a close eye on weather and making the decision to close the office, work from home or delay the start of the workday. It means earnestly participating in emergency preparedness drills and taking seriously notices of impending dangerous weather. It means having a plan and reevaluating it after each emergency.

Emergency preparedness is everyoneâ&#x20AC;&#x2122;s responsibility, and BOMA Georgia encourages you to start planning now, BEFORE an emergency strikes. If you have questions about how your organization can be best prepared for the next winter storm or other emergency, contact BOMA Georgia Government Affairs Coordinator Brandy Mitcham for available resources. She can be reached at (404) 475-9980 or bmitcham@bomageorgia.org.

ABOUT THE AUTHOR Katie Roberts is the director of governmental affairs for Fiveash Stanley, Inc. In this role, she assists in tracking and analyzing legislation and attending committee meetings. Fiveash Stanley Inc., is recognized as one of Georgiaâ&#x20AC;&#x2122;s leading government and public affairs consulting firms, and has been working with BOMA Georgia for more than 10 years.

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INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org 37 AM 700692_PeachState.indd 1 10/05/14 4:20 AM 09/07/14 | 4:48

InDEx Of ADVERTISERS/ADVERTISERS.COM Continued from page 29 focus on her personal life. While interacting with the tenants may be the best part of her work day, after hours she enjoys relaxing in the evenings. After moving to Atlanta, Moore met and began dating Brian Walters, an investigator for the City of Atlanta. The pair recently got engaged, with plans for a September 2015 wedding.

Their home also includes two dogs: a beagle named Bailey and a black lab named Kailey.

Travel will be an important part of this young couple’s life together. Moore says she definitely has “a travel bug,” nurtured by her experiences as a dancer.

She counts Greece, the Baltic and Alaska among her favorite locations visited in the past. Now, she and Walters are looking at honeymoon destinations, hoping to visit an exotic locale that will be a new adventure.

Even though her globe-trotting, dancing years are behind her, it seems certain that Mellissa Moore will continue to stay on the move. It’s just that now, it will be up the commercial real estate career ladder rather than across a stage.

ABOUT THE AUTHOR Amy Davidson joined the Aquascape Environmental team in 2011. She holds a bachelor’s degree in marketing from Loras College and has extensive experience in marketing and customer relationships.

Davidson is also a LEED Green Associate.

ELECTRICAL/CONTRACTORS/ ENGINEERS/CONSULTANTS Eckardt Electric Co. ...............................25 www.eckardtelectric.com ENERGY PRODUCTS & SERVICES Georgia Power Company ........................4 www.georgiapower.com/ commercialsavings Georgia Power Company ............ Outside Back Cover www.georgiapower.com ENVIRONMENTAL Air Allergen & Mold Testing...................37 www.airallergen.com FIRE/WATER/MOLD RESTORATION Meridian Restoration, Inc......................35 www.themeridiancompanies.com The Morley Companies .........................25 www.morleycompany.com Polygon Group .......................................11 www.polygongroup.com FITNESS Ready Fitness ........................................32 www.readyfitness.com HVAC CONTRACTORS & SERVICES Ductz of Greater Atlanta........................37 www.ductzatlanta.com Georgia Trane ........................................16 www.trane.com/georgia-alabama Harbin’s Mechanical Services Inc. .......34 www.harbins.com McKenney’s, Inc. ...................................17 www.mckenneys.com Shumate Mechanical, LLC....................11 www.shumatemechanical.com INDOOR AIR qUALITY Air Allergen & Mold Testing...................37 www.airallergen.com jANITORIAL SERVICES & PRODUCTS Bright Touch Janitorial ..........................36 www.brighttouchjanitorial.com CCS Janitorial Services.........................36 www.ipreferccs.com LaCosta Facility Support Services .......32 www.lacostaservices.com Southeast Janitorial Supplies ...............36 www.southeastjanitorialsupplies.com

LANDSCAPE MANAGEMENT Whaley Landscape Services ................32 www.whaleylandscape.com LIGHTING Atlantic Lighting & Supply Company ....21 www.AtlanticLightingAndSupply.com PeachState LED.....................................37 www.peachstateled.com PAINT/WALL COVERINGS AAA National USA ...................................3 www.aaanationalusa.com B&R Painting..........................................36 www.brpaint.com Burke Painting and Waterproofing, Inc. ..........................33 www.burkepainting.com PAVING PRODUCTS & SERVICES Brite line Asphalt Maintenance.............17 www.britelinecompany.com Georgia Paving, Inc. ..............................14 www.georgiapaving.com Rose Paving Company ..........................24 www.rosepaving.com Wildcat Striping & Sealing ....................36 www.wildcatstriping.com PEST CONTROL Peachtree Pest Control .........................10 www.peachtreepestcontrol.com PLUMBING SERVICES Art Plumbing Company .........................38 www.artplumbing.com McKenney’s, Inc. ...................................17 www.mckenneys.com PRESSURE WASHING Southeastern Cleaning Inc....................10 www.southeasterncleaninginc.com RESTORATION Blackmon Mooring ................................32 www.blackmonmooring.com Engineered Restorations Inc.................14 www.er-inc.net Everclear Enterprises Inc. .....................21 www.everclearenterprises.com FireStar Inc. ...........................................17 www.firestarinc.com Metro Waterproofing, Inc......................11 www.metrowaterproofing.com Servicemaster Restore .........................25 www.smrestoreus.com

ROOFING MGI Roofing ...........................................20 www.mgiroofing.com Roofing Plus, Inc....................................14 www.roofingplusinc.com Tip Top Roofers, Inc...............................25 www.tiptoproofers.com SECURITY SERVICES & PRODUCTS International Security Management Group, Inc. .................36 www.ismg-usa.com Pro Tek 360 Private Security and Associates, LLC ........................36 www.protek360.com SIGNAGE/GRAPHICS Custom Sign Factory.............................35 www.customsignfactory.com WATER DAMAGE/STRUCTURE DRYING Polygon Group .......................................11 www.polygongroup.com WATERPROOFING Burke Painting and Waterproofing, Inc. ...................33 www.burkepainting.com Everclear Enterprises Inc. .....................21 www.everclearenterprises.com Metro Waterproofing, Inc......................11 www.metrowaterproofing.com Southern Preservation Systems...........21 www.spsatl.com Western Waterproofing Co., Inc. ..........16 www.atlwesternwaterproofing.com WINDOWS/CLEANING EqUIPMENT/SUPPLIES AAA National USA ...................................3 www.aaanationalusa.com South Beach Highrise Service Inc.............. Inside Back Cover www.southbeachhighrise.net Southeastern Cleaning Inc....................10 www.southeasterncleaninginc.com Top of the Line High Rise Service....................Inside Front Cover www.highriseservice.com

Over “90” years in the Plumbing Service Industry

24/7 Plumbing Service & Maintenance “365 Days” 24/7 emergency response to any system or utility failure General repairs – regardless of size!

TV/Video pipe inspection Back flow prevention upgrades, repairs and state certification Utility pipe leaks (water, gas and sewer) Water jet sewer cleaning (up to 30” in diameter)

Sewer, drain and grease trap cleaning Fire hydrant repair Process piping Water heaters Sewer ejectors-repair & preventative maintenance Natural gas LEED Buildings; Water Conservation and Water Metering

“We are here to solve your challenges”

Phone: 678-486-2540 Fax: 770-433-1452 1847 South Cobb Industrial Blvd. Smyrna GA 30082 • www.artplumbing.com 38 624679_Art.indd INSIGHT | Issue 3, 2014 | www.BOMAGeorgia.org 1

1/22/13 4:55 PM

H i g h r i s e S e r v i c e , I n c.

• Window Cleaning • Glass Replacement • Glass Restoration • Building Restoration • Waterproofing & Caulking • High-rise Painting & Caulk

• Pressure Washing • Window Film • Anchor Certification & Install • Safety & Debris Netting • Interior Sign Graphics • Precast Sealing • Construction Clean-up

Our trained professionals are able to handle ALL of your high-rise services needs. In business for over 30 years, our experience and expertise can tackle any job you have, regardless of the size. With our many years of experience and references, you can count on our name, South Beach Highrise Services, Inc., and reputation as one you’ll know and trust for many years to come.

We offer a full service operation, able to do everything the exterior of your building needs, from washing the glass, to resurfacing, pressure washing, sealing precast, and replacing the glass. Everything your building needs, to maintain it’s integrity and keep it looking, it’s VERY BEST! We guarantee it!

Debora Iaquinta Ferguson, Owner/President office: 404.851.0111 cell: 404-281-5500 fax: 404.252.9997 PO Box: 467909 Atlanta, GA 31146 southbeachhighrise@earthlink.net • www.southbeachhighrise.net

OFFICIAL ENERGY PARTNER OF A HAPPY BUILDING GO ELECTRIC. YOUR BUILDING WILL THANK YOU. Commercial buildings equipped with energy-efficient electric systems can save you money and energy.

Electric products need no extra ventilation or piping. Easy installation and low maintenance costs make them an easy choice for you. And, right now, Georgia Power customers may qualify for incentives to cover a portion of the replacement cost for aging, inefficient equipment and systems with premium energy-efficient technologies as well as to install high-efficiency equipment during new construction or end of life equipment replacement.

Comfort, convenience, and energy savings for you and your tenants. To find out more, call our Business Call Center at 1-888-655-5888, or visit georgiapower.com.

OFFICIAL ENERGY PARTNER OF YOUSM