2014 Insight Issue 4

OFFICIAL PUBLICATION OF THE BUILDING OWNERS AND MANAGERS ASSOCIATION OF GEORGIA

ISSUE 4, 2014

Insight The CommerCial real esTaTe Journal®

RPA, CCIM

LEED GA

RPA | HP Candidate SMT, SMA

CHARTING YOUR PROFESSIONAL JOURNEY

insiDe:

EFFECTIVE LEARNING STRATEGIES PAGE 15 TECHNOLOGY DRIVEN PERFORMANCE MANAGEMENT PAGE 24 WHAT’S YOUR SMT/SMA DESIGNATION WORTH? PAGE 35

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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 DIRECTORS Nelson Farr, RPA; Kinsey Hinkson, RPA; Lisa Hollingshed; Andre Kearns, RPA; Mike Latham, LEED AP; Annette Mengert; Julie Motsinger, RPA; Kevin O’Sullivan; Steve Sauriol; Natalie 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; Pete Grompone; Neschune Henry, RPA, LEED AP; Scott Hightower; Julie Hoffer, RPA; Marie Kastens, RPA, CCIM; Jack Kennedy; John Irvine; Lorry Jensen; Hal Leitman; William Lomel; Taylor Moore; Joseph W. Murphy; Bart L. Parker, LEED GA; Marvin P. Pastel, LEED GA; Emily Sircy; James Taylor; Calvin Truong; Joyce A. Tuttle, RPA, CPM; Bobby Webb; Jerry Williams

Insight The CommerCial real esTaTe Journal®

FEATURES

11

Publisher: David Evans Editorial Liaison: Shani Calvo Project Manager: Robert Kramer Advertising Director: Ketan Solanki Marketing: Nancy Taylor Advertising Representatives: Brian Agnes, Ashley Benton, Amanda Blanchard, Nick Dalton, Ben Joseph, Nicholas Manis, John O’Neil, Robert Shafer, Ketan Solanki, Brittany Thompson, Marcus Weston, Chris Zabel Layout & Design: Gordon Klassen 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.

PUBLISHED NOVEMBER 2014/BAA-Q0115/4283

ON THE COVER: CHARTING YOUR PROFESSIONAL JOURNEY

Maintaining Your Georgia Real Estate Licensure

The Georgia Real Estate Commission and Appraisers Board modified the rules in April 2014, and the changes include an amendment in advertising regulations and an increase in continuing education credit hours.

BY Taylor Moore, Epic Response

15

OFFICIAL PUBLICATION OF THE BUILDING OWNERS AND MANAGERS ASSOCIATION OF GEORGIA

24

THE COMMERCIAL REAL ESTATE JOURNAL®

RPA, CCIM

SMT, SMA

Benefits of Technology Driven Performance Management

Golden Participation Opportunities Right Under Your Nose

In addition to honing your leadership skills, getting involved with a Transportation Management Association or Community Improvement District will satisfy intellectual curiosity and may boost your professional growth.

BY Stacy Abbate, RPA, Cousins Properties Incorporated

31

33

High Performance Pilgrims

When it comes to thinking about high performance around Thanksgiving, Pilgrims come to mind. We cannot begin to fathom what they endured and accomplished.

Yet, their experiences reveal timeless best practices.

BY Bob Fuhr, Sightline

Georgia Home to World’s Largest LEED Certified Convention Center

Atlanta-based Georgia World Congress Center gave a high profile boost to the state’s positive image by becoming LEED Silver certified by the U.S. Green Building Council.

BY Erin Hall, BOMA Georgia

35

37

LEED GA

RPA | HP Candidate

Effective Learning Strategies for Adults in the 21st Century

Our workforce is changing, ushering in a generation with an increasing appetite for technology, craving more instantaneous results and requiring more interaction.

BY Paul Meyer, Ascentis

28

ISSUE 4, 2014

Insight

What is learning and how is it best attained? While some adults can learn in a self-directed, self-paced environment, many students learn best in a live social environment interacting with peers and facilitators.

BY Ann Armstrong, EdD, Capella University & Dale Carnegie Training of Westchester

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www.BOMAGeorgia.org • Issue 4, 2014

CHARTING YOUR PROFESSIONAL JOURNEY

WHAT’S YOUR SMT/SMA DESIGNATION WORTH? PAGE 35 www.BOMAGeorgia.org

BOMA members pose inside 171 17th Street building in Atlanta. The over 500,000-square-foot building—located in Midtown’s mixed-use development, Atlantic Station—is managed by Ian Hughes, LEED GA, with Cassidy Turley. Pictured from left to right: Andre Kearns, RPA, VP of facilities management with the Metro Atlanta Chamber; Mark Dukes, RPA, CCIM, VP of asset management and customer service with Duke Realty; Amy Timms, LEED GA, general manager with Fairlead Commercial Real Estate LLC; and Brian Manus, SMA, senior chief engineer with Winthrop Management, LP.

DEPARTmENTS

6

PRESIDENT’S MESSAGE

8

LEGISLATIVE ROUNDUP

27

CALENDAR OF EVENTS

39

ALLIED MEMBER SERVICE DIRECTORY

42

INDEX OF ADVERTISERS/ ADVERTISERS.COM

BTO Article—SMT/SMA Designations

What is holding you back from earning your SMT or SMA designation? The benefits will impress you, especially if you manage a commercial office building.

BY Brian Manus, Winthrop Management, LP

INSIDE:

EFFECTIVE LEARNING STRATEGIES PAGE 15

TECHNOLOGY DRIVEN PERFORMANCE MANAGEMENT PAGE 24

Emerging Professional Spotlight John DiVergilio, FMA, Duke Realty

For almost 17 years John DiVergilio has proudly been the vice president, regional operations manager, for Duke Realty, and he feels a sense of ownership there.

BY Amy Davidson, Aquascape Environmental INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org | 5

PRESIDENT’S MESSAgE

Progress Will Mark Our Every Step

BY Marcy Moneypenny, RPA, CPM BOMA georgia President

W

hether you are evaluating business, professional development or your personal achievements, the major theme that typically runs through those evaluations is forward progress. Am I moving forward or standing still? Is all my hard work enough to move me forward?

The articles in this Insight issue center around professional growth and development, a subject that happens to be very near and dear to our hearts as we finalize budgets and year-end reviews. Both require our scrutiny as we budget for courses and seminars that deepen our understanding of operating and maintaining real estate assets while keeping an eye toward professional development.

Being a member of BOMA Georgia is certainly a large step toward accepting the challenge of staying relevant within our industry. BOMA Georgia offers managers and vendor business partners countless opportunities to connect in meaningful ways, which ultimately makes everyone more successful.

I’m a big fan of the High-Performance Program, offered through BOMI International. As you know, this program consists of three classes that, when completed, result in the student obtaining either an enhanced RPA or FMA, or an HP Certificate.

BOMA Georgia is offering all three courses in 2015, which makes cutting edge information available to our industry. It’s exciting to participate in a program that was developed by our very own local BOMA professionals.

Another development I’d like to share—which reflects our subject of forward progress—is our association’s strategic goals for next year. Your board of directors met in October to discuss the direction of BOMA Georgia and had productive discussions around next steps that will lead to a solid future benefiting members and the industry as a whole.

Based on these discussions, 2015 has been unofficially dubbed BOMA Georgia’s “Year of Research” which translates to the following specific goals: • Through market research, determine the need for educational programs for various segments of real estate, including retail, mixed use and residential; and the need for emergency preparedness training or partnerships; and BOMA Georgia’s competency and capacity to delivery this type of education.

• Develop a leadership program that serves all segments of the real estate industry that will be launched in 2016.

I applaud my fellow board members’ decision to embrace these priorities because it means BOMA Georgia has found its next era of excellence. You can’t achieve forward progress without having the research and data

6 INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org

to support the desired result. Think about Lewis Carroll’s penned dialogue between Alice and the Cheshire Cat in Alice In Wonderland: “Would you tell me, please, which way I ought to go from here?”

“That depends a good deal on where you want to get to,” said the Cat. “I don’t much care where…” said Alice.

“Then it doesn’t matter which way you go,” said the Cat. “…so long as I get SOMEWHERE,” Alice added as an explanation.

“Oh, you’re sure to do that,” said the Cat, “if you only walk long enough.”

BOMA Georgia will make every effort to avoid a pointless journey – we all look forward to discovering what our research uncovers!

Finally, I want to offer a timely reminder—we recently celebrated the Thanksgiving holiday—to remember and honor those who deserve thanks because of their impact on our industry. One person that certainly comes to my mind is the late Rutledge Beacham who was a 23-year veteran of Carter and Associates. Beacham was perhaps one of the most wellknown and well-respected commercial real estate industry executives in the Metro Atlanta area. His impact was felt far beyond the borders of Atlanta and our state.

Through the BOMA Georgia Foundation, you have a way to help honor Beacham’s memory. The recently established Rutledge Beacham Education and Research Fund will be a permanent endowment that recognizes the professional contributions Beacham made to the real estate industry.

Even better, every contribution made by April 30, 2015 will be matched dollar-for-dollar with funds from BOMA Georgia. To discover more or make your donation, visit www.bomageorgiafoundation.org/rutledge-beachamfund. With your contribution, we can work together to see increasing progress in education and research benefiting the real estate industry…led by the BOMA Georgia Foundation.

Thank you for considering the various ways you can create momentum and establish forward progress in your profession, your association and your industry.

One of my favorite quotes, “No one has ever become poor by giving,” sums up this last year for me as your association president. I have had the privilege of seeing how our membership gives to BOMA Georgia—it may be through your time, your expertise, your finances or your passion for the real estate industry. You are spectacular! Thank you for allowing me to witness first-hand the excellence that is BOMA Georgia.

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LEgISLATIvE ROUNDUP

How E-Verify Commercial R I

BY Brandy Mitcham, BOMA georgia

mmigration reform is one of the most hotly contested issues in today’s political landscape. The American workforce is dependent on immigrant labor, yet national security demands government oversight and regulation of granting legal authorization to work in the United States. Many businesses are struggling to maintain a sufficient number of eligible employees to meet work demand, yet significant challenges remain in allowing immigrants a legal path to employment authorization.

In order to operate within the confines of federal laws, employers are required to verify that new employees are eligible to work in the United States. An I-9 form, along with proof of authorization to work, is provided by employees upon hire. E-Verify is a tool that was developed to allow employers to compare the information provided on an I-9 to Department of Homeland Security and Social Security Administration records. This system has also provided state governments with an enforcement mechanism to ensure employers are utilizing proper hiring procedures.

The State of Georgia began mandating employer use of the E-Verify system in 2011 and expanded the requirements in 2013. This legislation can have a significant impact on maintaining an accessible

8 INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org

workforce for many service providers, particularly those in labor-intensive industries. These changes are likely to place additional demands on the commercial real estate industry and its need for services from those most greatly affected.

Georgia’s Laws In 2011, the Georgia General Assembly passed HB 87, also known as the Illegal Immigration Reform and Enforcement Act. This legislation required employers to register with E-Verify and affirm their use of the system to verify the eligibility of its employees. Companies that are subject to this requirement were phased-in based on size. As of July 1, 2013 any private company employing more than 10 people is required to sign an affidavit stating they are enrolled in E-Verify. This affidavit (or an exemption for businesses employing 10 or less people) is necessary to receive a business or professional license.

The E-Verify requirement was updated in 2013 with the passage of SB 160. This legislation expanded the previous mandate to also require that any contractor, regardless of size, use E-Verify if they wish to bid on a public project. With the exception of attorneys, contractors providing services of any kind on public projects must enroll in the E-Verify system. This requirement also applies to subcontractors and sub-subcontractors that are contracted for services totaling at least $2,500.

The updated legislation has expanded the mandate to thousands of small businesses that were not previously required to comply with work authorization verification. To bid for a state contract, a business—regardless of

y Affects Real Estate size—will need to submit an affidavit stating that they have enrolled in E-Verify and will only employ subcontractors that submit the same affidavit.

If your business employs 10 or more individuals and/or provides services on public projects, you are required to verify authorization to work in the United States for all new employees. To enroll in E-Verify,

visit www.uscis.gov/e-verify. It is a free service that features several publications and webinars to assist you with utilizing the system.

What This Means for Businesses Employers should review their employment verification policies and procedures to ensure compliance with state and federal laws. E-Verify

can return false positives, so confirm that you are meeting I-9 requirements with every new employee to limit legal liability. Employers that fail to operate within these guidelines can face significant civil penalties and possibly criminal prosecution.

In the long term, there will need to be additional conversations on a national level about how to improve the process by which immigrants may obtain legal authorization to

Preview: 2015 Election Year T

BY Fiveash Stanley, Inc.

he General Assembly returns to Atlanta for the 2015 Legislative Session Monday, Jan. 12. All of the state’s 236 House and Senate seats were up for reelection this year so the first day will be largely ceremonial, as all lawmakers gather in their chamber for swearing-in procedures.

Further, nearly 60 percent of members of the Georgia House and Senate will be in their first or second term.

As this is the first in a two-year legislative cycle, all legislation must be reintroduced. Even bills addressing familiar subjects are often fine-tuned from year to year and many times have new sponsors.

While there will be a variety of issues important to the industry during the 2015 Session, action is expected on several perennial issues.

Property Taxes BOMA Georgia engaged earlier this year to promote legislation to update Georgia’s

property tax assessment and appeals process. While the bill remained viable up until the final moments of the 2014 session, a disagreement between County Commissioners and the Clerks of Court ultimately scuttled the effort. We are hopeful that many of the provisions from that legislation, including remedies related to Boards of Equalization, appeals and 299-C locks, will surface again this year.

Transportation One of the most active summer study committees has focused on funding critical transportation improvements around the state. The committee will propose a variety of options for consideration in 2015.

Premises Liability Legislation to permit an emergency responder injured or killed in the line of duty to recover damages against a property owner surfaced in the closing weeks of the 2014

session. The bill would repeal the so-called “fireman’s rule” and greatly expand property owner liability. It remains unclear if the bill’s sponsor plans to pursue similar legislation in 2015, but your government affairs team will be vigilant on this and all premises liability issues.

Energy Efficiency Various stakeholders are interested in promoting incentives to property owners to upgrade properties for energy efficiency.

BOMA Georgia will play a prominent role in any such initiative.

Hundreds of bills and resolutions will be filed during the first weeks of the session.

The best way to monitor and engage in the industry’s legislative efforts is to review the weekly legislative report, which details all activity of interest under the Gold Dome.

BOMA Georgia will be at the capitol every day ensuring that commercial real estate has a prominent seat at the policy table.

INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org | 9

With the exception of attorneys, contractors providing services of any kind on public projects must enroll in the E-Verify system. work in the United States. For labor-intensive industries in particular, the American workforce relies heavily on immigrant labor. With the economy improving, and business picking back up, the demand for labor will continue to rise. E-Verify requirements make it easier for businesses to remain within the requirements of the law but will likely place added stress on an already challenging labor market.

With no meaningful federal guest worker program, there is no ready source of properly documented workers, said Joe Burns, founder and owner of BOMA Georgia member company Color Burst.

“As the economy continues to improve, the labor shortage becomes more acute,” he said.

“Small companies can’t find the workers they need to expand their businesses. For property managers, the implications are higher costs and poorer quality of workmanship for landscaping, janitorial, construction and other necessary services.”

Moving forward, the commercial real estate industry can expect to witness a rise in the cost of doing business. As the country emerges from a recession, there is increased demand for construction, increased demand for office space as small businesses get off the ground, and increased demand for services that may have been reduced during more strenuous financial circumstances.

This increased market demand, in conjunction with a decreased labor supply, will result in higher operating expenses for service providers. This cost will then be offset to property owners. Despite this increased cost, property and facility managers should be hyper-vigilant about ensuring those they do business with are operating within the requirements of Georgia state law.

Unless there is a more efficient path to employment authorization in the United

States, many small businesses will see their operation costs rise in order to attract in-demand laborers. This highly politicized debate is worthy of conversation, and regardless of where you fall on the ideological spectrum, there is benefit to contacting your congressional representatives and sharing your perspective. State legislators can benefit from understanding the implications of their decisions.

To find your elected officials’ contact information, use BOMA Georgia’s legislator look-up tool via voterVOICE at https://www. votervoice.net/BOMAGEORGIA/Address.

ABOUT THE AUTHOR Brandy Mitcham is the government affairs coordinator for BOMA Georgia.

She serves as a liaison between members and government officials by advocating for the interests of the commercial real estate industry.

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FEATURE

BY Taylor Moore EPIC Response

W

Maintaining Your Be PrePPed for the Georgia Real Changes ahead Estate Licensure

ouldn’t it be great to learn everything from the old TV show Schoolhouse Rock? The songs are so catchy and easy to remember. Maybe the creators of the animated show could come back with a curriculum just for commercial real estate. If they can make Conjunction Junction and a lesson about the Bill on Capitol Hill fun and interesting, surely they can make a jingle for LEED AP and RPA exams.

Whether you have a high school diploma, college degree or any other accreditation, the demand for increased knowledge is never-ending.

Many employers and professional certification schools require further coursework to maintain the recognition received. Needless to say, staying current on the latest trends, technologies and developments in your field make you an asset to your employer as well as your customers.

The benefits of participating in continuing education (CE) courses in your industry lead to increased potential for career advancement, promotions and various job opportunities. Not to mention, gaining CEs allows lifelong learners to exhibit stand-out skills that make them a desirable partner or team member among peers and clientele, regardless of whether it’s mandatory. As Schoolhouse Rock says, “It’s great to learn because knowledge is power!”

That being said, how much would you trust your nurse, child’s teacher or CPA if they didn’t regularly take coursework to improve their skills in the O.R., classroom or with your financials? Other than these fields requiring mandatory continuing education, is there really any difference when it comes to overseeing large, multi-million dollar assets?

As we find ourselves in the last quarter of the year (or the halfway mark of the school year) you’re not completely off the ‘training radar.’ Regardless of whether you hold a professional designation or if you’re somehow exempt from CE obligations, don’t start singing, “We don’t need no education!” just yet. If you currently hold a Georgia real estate license, ensure you have your thinking cap on tight and be prepared for additional learning in the year ahead.

Currently, real estate license holders are required to maintain 24 hours of continuing education credits during the four-year license renewal period. However, to ensure integrity and raise the bar for license professionalism, the Georgia Real Estate Commission and Appraisers Board (GREC) modified the rules during its April 2014 meeting. The new changes include an INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org | 11

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ABOUT THE AUTHOR Taylor Moore is the marketing coordinator at EPIC Response.

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amendment in advertising regulations and an increase in CE credit hours. The adopted changes are as follows: Advertising 1. The changes primarily address regulations of Internet use to advertise real estate property.

Maintaining a License 1. As of July 1, 2015, licensees must have completed 36 CEs credit hours for the 4-year license renewal period.

2. As of July 1, 2016, the 36 required hours of CE shall include three mandatory hours on the topic of License Law. Material will include trust account requirements, brokerage relationships, unfair trade practices, advertising, licensees acting as principals, and other topics, as deemed appropriate by the GREC. This means that if your license is eligible for renewal between July 1, 2015 and June 30, 2016, you must take 36 hours of CE credit hours. If your license is eligible to renew on or after July 1, 2016, the 36 hours must include a 3-hour course on the topic of license law. The revised rules in their entirety can be found on the GREC website, www.grec.state.ga.us, by clicking on the following rules: 520-1-.09 Advertising and 520-1-.05 Maintaining a License.

These changes do not, however, affect “grandfathered licenses,” which are licenses obtained prior to 1980, and are therefore exempt from CE requirements. If this applies to you, it is wise to still consider attending CE classes and seminars, as these help you stay up to date on industry rules and regulations. Another reason to stay familiar with current best practices in your field is that any violations you make may not be pardoned merely due to the exemption of participating in educational courses, e.g., license law.

Fortunately, BOMA Georgia and BOMI offer many CE opportunities. Be sure to review their websites for upcoming courses. You can also contact the BOMA Georgia office and inquire as to which allied-member companies offer approved courses through GREC for continuing education credits.

Now available on the BOMA Georgia website is the ability to download your member activity record, which displays your CE credits received from BOMA. Call (404) 475-9980 for more information or assistance with this particular feature.

In the meantime, we’ll plan, we’ll write, we’ll teach, we’ll learn...Verb, That’s What’s Happenin’.

5:26 PM

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

General Contractors | Interior Construction

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.

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

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

Grace Bickham, RPA | Gabriel Eckert, CAE Marie Worsham, RPA, CPM, LEED GA | Miller Getz, RPA

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 Anonymous

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

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

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

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FEATURE

Effective Learning Strategies for Adults in the 21st Century

W

hat is learning?

While there are many different opinions about how adults learn best, there is generally consensus about how learning

BY Ann Armstrong, is defined. Learning EdD involves changes in Capella University & Dale Carnegie knowledge, skills and Training of attitude related to Westchester performance caused by interaction with and experience in the world (Driscoll, 2005, Knowles, 1984).

Theories of learning are numerous and include behaviorism, cognitive information processing, constructivism, situated cognition and connectivism.

Malcom Knowles—who is considered the father of adult learning—termed “andragogy” to differentiate its tenets from pedagogy, which is focused on

the teaching of children. In pedagogy, full responsibility for learning rests with the teacher who decides the curriculum, the instructional strategies, the learning events, and the assessment strategy.

Andragogy is founded on several different assumptions than the pedagogical model.

In the Knowles Andragogical Model the basic tenets include: 1. Before adults can be motivated to learn, they must know why they need to learn.

2. Adult self-concept is at the core of motivation. As self-direction increases, motivation improves.

3. An adult’s experiences are extensive, and learning what leverages these experiences—such as group discussion, problem-based learning, simulation, collaboration and cognitive apprenticeship—are preferred over lecture techniques.

4. Adults are most ready to learn when they need to know something to perform in a real-world situation. Timing of learning experiences to developmental and job tasks becomes a key ingredient for success.

5. Intrinsic motivation connected to selfesteem, job satisfaction and work-life balance are more likely to motivate adult learners than extrinsic motivators such as a raise, promotion, or bonus.

At the time Knowles was writing, Google—or even the Internet in general— did not exist, and most professional development was delivered in traditional workshop format. Today, online learning is growing at substantial rates (Allen & Seaman, 2011). In corporations, it accounts for more

than 29 percent of instructional delivery (Green & McGill, 2011). While students enjoy the flexibility of taking courses without having to be physically present, many students miss the interaction that typically comes in face-to-face, traditional classroom or workshop environments (Stewart, Harlow, & DeBacco, 2011).

Organizations that use technology in delivering adult professional development are leading edge (Green and McGill, 2011). As a result, they typically find productivity gains, cost reductions and improved quality. Green and McGill’s report for the Association for Talent Development (ASTD) noted an expectation that web-2.0, technology-based learning—including mobile learning which is one of the hot, new technologies under scrutiny—will continue to grow significantly.

In corporations, web-based learning is traditionally delivered asynchronously through self-directed, self-paced learning objects or synchronously through broadcast webinars. Both methods can often leave the adult learner feeling isolated and unmotivated. Learning and development professionals are working to address these issues, often through a blended approach to professional development.

Avey (2013) predicted that in 2013 there would be more sophisticated blended learning and collaboration options in both synchronous and asynchronous delivery. In asynchronous delivery, the move would be toward sophisticated self-directed, self-paced simulations, games and on-demand performance support systems. Synchronous options would include interactive modalities such as live online, webinars and webcasts.

Buxton and Muth (2012) explained that adult learners typically have preferences for traditional live local learning or live distance education. A design and development study by Armstrong,

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Bloom, Morris, and Solomita (2007)—where a workshop was held in a live, traditional classroom setting simultaneously with a live online virtual classroom (webcast)—revealed that the online participants believed their setting was more engaging and rich because they were able to use Adobe Connect, note and chat pods to add value to discussions in process and memorialize comments and critical reflections. The interactivity of the online environment supported the students’ learning effectively.

Today, companies such as Dale Carnegie Training are producing live online workshops using an Adobe Connect platform where adult learners from across the globe receive professional development that is interactive and collaborative. It also successfully leverages each adult’s business and professional experience. Workshops are typically three hours in length per session and range from one to four sessions in duration.

Constructivism Learning Theory Constructivism is an educational philosophy that centers on the person, the environment

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and the interaction between the two for knowledge and skill acquisition. Knowledge is constructed from personal experience.

Assumptions of constructivism include: • A dults are active learners and construct knowledge from their experiences, as well as from their personal interpretation of knowledge.

• Teachers are facilitators of learning, rather than traditional delivery vehicles (Schunk, 2008) Many proponents of constructivism also believe that knowledge is co-constructed among multiple players. This thinking posits that, “learning is collaborative with meaning negotiated from multiple perspectives” (Smith & Ragan, p. 20).

Instructional Strategy According to Gagne, Wager, Golas, and Keller (2005), instructional strategies are plans for assisting learners to achieve learning outcomes and performance objectives. They recommended that the

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Table 1 Application of Events of Instruction in Synchronous “Live Online” Event

Event description

1

Provide for attention and motivation

2

Present the learning objectives

3

Recall Prerequisite or Related knowledge

4

Present the new content

5

Provide for Learner Guidance

6

Provide for Practice

7

Provide for Learner Feedback

8

Assess Performance

9

Provide for retention and transfer

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Application Learners are asked questions in chat boxes and polls pre-class and during class.

Objectives are provided in Powerpoints and in Participant Manual and reviewed by facilitator.

Learners are given time to reflect on topic, given a pre-assessment of their knowledge, skill, and attitudes on the topic.

Content is presented by facilitator using slides, multi-media, video, and the participant manual.

Facilitator serves as a mentor and guide through the learning event.

Materials provide content in multi-media formats.

Discussions are facilitated to ensure they are democratic, collegial, and involve everyone.

Collaborative breakout groups with peers; participant manual exercises; group discussion. Work in pairs and small groups for discussions and assignments. Use of collaboration tools such as chats, whiteboard, breakouts, and polls.

Facilitator serves as a coach. Peers also provide feedback during exercises.

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Time-spaced training where adults make weekly commitments to practice new tools and techniques and report back to the group. cornerstone of these strategies is to deliver the Nine Events of Instruction which include: 1. Provide for attention and motivation 2. Present the learning objective(s) 3. Recall prerequisites or related knowledge 4. Present the new content 5. Provide for learner guidance 6. Provide for practice 7. Provide feedback 8. Assess performance 9. Provide for retention and “transfer” Today, these events can be delivered effectively live online for adult professional development. An example of implementing these events in practice is presented in Table 1.

Constructivist Design In recent years, there has been a move toward constructivist learning theory and constructivist design for learning environments.

With beliefs that personal experience is at the center of an adult’s learning in association with realistic, relevant experience, and in collaboration with multiple perspectives, Richey, Klein and Tracey (2011) explained the importance of designing professional development events that embrace this way of thinking.

Professional development events should include: 1. Active learning where the learners participate actively in the learning and the instructor’s role is that of facilitator.

2. Authentic and contextualized learning activities where adults participate in activities that mirror their work and professional situations.

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3. Exploring multiple perspectives that reflect the diversity of culture and thinking in the learning environment.

4. Rich learning environments that allow adults to leverage their individual learning styles and experiences.

5. Collaborative learning environments that provide tools for adults to share and collaborate as they reflect on their own knowledge and experiences.

Christensen, 1991; Stewart, et al., 2011). With only 31 percent of U.S. institutions that offer distance education courses reporting the use of synchronous internet-based technologies (Stewart, et al., 2011), instructional designers and trainers should be looking for more ways to include interactive discussion in training sessions. Stewart et al. (2011) challenged organizations to find ways to incorporate the best of traditional classroom face-to-face interaction with online access.

Discussion as a way of teaching started back with the Greeks during the days of Socrates. Lectures separate teacher and student and put the teacher in a position of power in a master-apprentice relationships (Christensen, 1991). Discussion, on the other hand, creates a partnership between teacher and student where power is shared. Adults come to the training sessions with a myriad of life, professional, business, and personal experience which effects their interpretations

R2D2/C3PO: A Model for 21st Century Adult Learners Bonk and Zhang (2006) developed the R2D2, a model for designing effective education. R2 includes read and reflect. D2 includes display and do. Each component helps the adult learner construct knowledge.

The read component activities involve reading, listening and knowledge acquisition. The reflection component activities include time for reflection, observation, viewing, and watching activities. The display component activities include visual representations, graphs, pictures and drawings. Finally, the do component involves performing an activity; often in a social context involving a group.

Armstrong (2014) augmented the R2D2 model to R2D2/CP30 for adults by defining the R2D2 elements for adults and adding the C3PO component to the model to enhance synchronous webcast sessions.

The read component for adults can include readings from texts, articles, journals, trade 721747_Southeastern.indd 1 11/15/14 publications and organizational materials on the topic area. The reflect component can include reflection on readings, personal assessments and any asynchronous postings.

It adds the element of reflection prior to each discussion. The display component can include PowerPoint slides, graphic Serving Atlanta Since 1980 layouts, access to online URLs and databases and other multi-media tools that can be shared using a webcast tool such as Adobe Connect. The do component consists of interactive group discussion that is grounded in Brookfield and Preskill’s (1999) tenets of democratic discussion.

A critical component of learning that is a powerful tool for adult learners is interactive discussion (Armstrong, 2014; 2950 Cole Court, Norcross, GA 30071 www.burkepainting.com Brookfield, 2004; Brookfield & Preskill, 1999;

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of the learning experience and has an impact on fellow classmates and the teacher. This experience is leveraged when interactive, democratic discussion is employed as a learning strategy.

Brookfield (1995), a leader in the field of discussion as a way of teaching and a proponent of discussion as an instructional strategy, explained discussion must be democratic and defined the following characteristics as essential: 1. Hospitality, where everyone feels invited to join in and participate 2. Participation by everyone in as many ways as possible 3. Mindfulness, where all participants are actively and empathetically listening to one another 4. Humility of all recognizing that no one has complete knowledge or experience on any topic 5. Mutuality, where each participant encourages every other participant’s development as much as their own 6. Deliberation in a scholarly manner supported by evidence, data, and logic 7. Appreciation expressed openly by participants to one another 8. Hope as expressed by each individual’s desire to learn, gain new perspectives and clarify conflict 9. Autonomy, whereby each individual has the right to his or her own perspective (Brookfield & Preskill, 1999).

Armstrong’s (2014) C3PO addition to R2D2 added elements to the model required to ensure success in the synchronous discussion sessions. These elements are

also critical to deliver traditional workshop training. The 3 Cs stand for coaching, conviviality, and Critical Incident Questionnaire (CIQ) (see sidebar). The first C is coaching.

The facilitator must act as a coach and guide scaffolding learners, encouraging discussion, and providing constructive feedback. The second C is conviviality, whereby a culture of collaboration, cooperation, and trust is fostered among students and teacher and students and each other. The third C is

Critical Incident Questionnaire, the use of the instrument as a formative evaluation.

The “PO” in C3PO identifies the criticality of planning and organization. These sessions must be structured with time for reflection, advanced notification of topics and discussion questions, and strict discussion ground rules to ensure democratic discussion and participation by all. The teacher, as facilitator, must be well trained to encourage that all

Critical Incident Questionnaire 1. At that moment in the class did you feel most engaged with what was happening?

2. At what moment in the class did you feel the most distanced from what was happening?

3. What action that anyone took in class did you find most affirming or helpful?

4. What action that anyone took did you find the most confusing or puzzling?

5. What about this class surprised you most?

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adults participate and contribute equally in the discussions (Armstrong, 2014). Armstrong explained: Encouraging reflection and critical thinking students can be required to respond to each question from their experiences. The discussions themselves should be an active process where each and every student is involved in answering the questions from their experience as well as leveraging responses of fellow students. Finally when everyone participates, multiple perspectives are displayed in each and every discussion.

In this day and age, organizations of all types are forced to produce products and services at lower costs, with higher quality and at greater speeds. The only constant is change. Industries are different, cultures are different and organizations are different.

While some adults can learn in a self-directed, self-paced environment, many students learn best in a live social environment interacting with their peers and with facilitators who are subject matter experts.

This interaction allows adults to share their experiences in the context of their individual work environments. Discussion has been acknowledged as a robust instructional strategy since Socrates and Plato. Robust, live discussion can take place in traditional classroom workshops and online with webcast tools like Adobe Connect, WebEx, GoTo Meeting, and SKYPE. Human resources departments

are looking for ways to decrease training and course production costs and eliminate travel and facility costs. All this while delivering quality learning experiences that meet objectives and allow learners to develop competency. A robust synchronous discussion over webcast tools using the R2D2/CP3O Model, based on solid constructivist design principles, is a good solution to meet these requirements.

ABOUT THE AUTHOR Dr. Ann Armstrong is Core Faculty at Capella University. She is a trainer for Dale Carnegie Digital teaching “Live Online” workshops. She earned her doctoral degree from Columbia University, Teachers College in New York, N.Y. where she specialized in instructional technology and media with a focus on adult learning and leadership. She worked for more than 25 years in corporations including IBM Global Services and Ernst & Young. She also ran a continuing education unit for Columbia University, Teachers College. She lives in New Canaan, Conn.

References Allen, E. & Seaman, J. (2011). Going the distance: Online education in the United States, 2011. Babson Park, MA: Babson Survey Research Group.

Armstrong, A. (2014). Synchronous constructivist discussion strategies for the 21st Century. The 2014 AHRD (Academy of Human Resource Development) International Research

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www.BOMAGeorgia.org

Conference in The Americas: Leading the Human Resource Development Field through Research.

Houston, TX, February 19-22, 2014.

Armstrong, A., Bloom, L., Morris, M. R., & Solomita, D. (2007). Leveraging expert faculty presence: One course, two unique learning environments, simultaneous delivery. In E-Learn 2007.

World Conference on E-Learning in Corporate, Government, Health Care and Higher Education.

Chesapeake, VA: Association for the Advancement of Computing and Education (AACE), I, 609-620.

Avey, C. (2013). What can you expect in 2013? Chief Learning Officer, 12(1), 26-47.

Bonk, C. J., & Zhang, K. (2006). Introducing the R2D2 Model: Online learning for the diverse learners of the world. Distance Education, 27(2), 249-264.

Brookfield, S.D. (1995). Becoming a critically reflective teacher. San Francisco, CA: Jossey-Bass.

Brookfield, S. D., & Preskill, S. (1999). Discussion as a way of teaching. San Francisco, CA: JosseyBass, Inc. Brookfield, S. D. (2004). Discussion as a way of teaching. Unpublished class handout, Teachers College, Columbia University.

Brookfield, S. D. (2013). Workshop materials.

Retrieved from: www.stephenbrookfield.com/Dr._Stephen_D._ Brookfield/Workshop_Materials.html Buxton, E., & De Muth, J. (2012). Adult Learners’ Perceptions of a Professional Development Program Comparing Live Distance Learning versus Live Local Learning. Journal of Continuing Higher Education, 60(1), 12-19.

Christensen, C. R. (1991). Premises and practices of discussion teaching. In C. R. Christensen, D.A. Gavin, A. Sweet (Eds.), Education for judgment: The artistry of discussion leadership. Boston, MA: Harvard Business School.

Driscoll, M. P. (2005). Psychology of learning for instruction (3rd ed.). Boston, MA: Pearson.

Gagne, R. M., Wager, W. W., Golas, K. C. & Keller, J. M. (2005). Principles of instructional design (5th ed.). Belmont, CA: Wadsworth.

Knowles, M. (1984). The adult learner: A neglected species (3rd ed.). Houston, TX: Gulf Publishing Company.

Richey, R. C., Klein, J. D., & Tracey, M. W. (2011).

The instructional design knowledge base: Theory, research, and practice. New York, NY: Routledge.

Schunk, D. H. (2008). Learning theories: An educational perspective (5th ed). Upper Saddle River, NJ: Pearson.

Smith, P. L., & Ragan, T. J. (2005). Instructional design (3rd ed.). Hoboken, NJ: John Wiley & Sons.

Stewart, A. R., Harlow, D. B., & DeBacco, K. (Nov, 2011). Students’ experience of synchronous learning in distributed environments. Distance Education 32(3), 357-381. Retrieved from http:// dx.doi.org/10.1080/01587919.2011.610289

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Techn Performance

FEATURE

Benefits of

O

BY Paul Meyer Ascentis

ur workforce is changing, ushering in a generation with an increasing appetite for technology, craving more instantaneous results, and requiring more interaction than ever before.

And technology is continuously changing our lives by allowing us to communicate quicker and more effectively while also allowing us instant access to infinite amounts of information. However, used incorrectly, technology can also be a time waster, and even lead to tracking inaccurate information.

But the one area that is continually gaining ground and changing how companies do business and develop their people, is in the area of performance management and development.

Starting well over a decade ago, technology was used to simply track goals,

24 INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org

administer and track training, and other employee information. Today, tools have evolved to allow companies to effortlessly conduct more sophisticated activities such as creating corporate goals, which cascade down the organization so that every employee can see how their individual goals align to company objectives. Additionally, companies are automating the performance evaluation processes to create digital records of performance, and facilitating more regular evaluation of employees.

Revolutionize the Review The key to success in utilizing these tools, however, is to avoid using technology to simply automate outdated, paper-based practices. Many companies now acknowledge that their current performance review processes are yielding little benefit. At best, they simply serve to ensure that managers have any type of performance discussion with employees at all. But at worst, the discussions take excessive amounts of time, are not accurate representation of the previous year, do not motivate employees, nor address critical performance gaps. And in some cases, where managers have failed to provide necessary feedback through the year, the reviews can be used against the organization.

The goal should be to leverage these tools to make managers and employees more effective and efficient. Annual reviews originated to create a structure to ensure all employees were receiving consistent and fair evaluations, particularly in support of annual merit

nology Driven Management consideration. However, modern tools can now do far more by making it effortless for managers to do things in real time, such as create and rate goals, evaluate a specific skill for a specific position, and automatically recommend corrective actions such as taking a course, identifying a mentor or simply reminding a manager to follow up.

Additionally, technology can now be used to increase managerial courage in an age where new employees are being promoted to supervisory positions with limited managerial experience. By utilizing newer performance tools, managers are now equipped with a means to effortlessly provide feedback to employees, identify their strengths and weaknesses by referencing a digital checklist of skills for a job, and having instant access to all the training necessary for a particular position.

Reconsider the Use of “Competencies” Oftentimes, companies spend a considerable amount of time identifying what they believe to be the core competencies of the company. Yet when forced to rate every individual on those competencies, managers find themselves struggling to justify the relevance of those ratings.

Rating an individual on “Customer Focus,” for example—when they have little to no customer interaction—can be a difficult exercise. Yet when technology is leveraged, companies can create more intuitive and relevant lists of Knowledge, Skills and Abilities (KSAs) for a job, and allow managers to rate those competencies in real time, yielding far more accurate performance indicators.

Additionally, when employee performance falls below certain levels, second-level managers can quickly identify if the immediate supervisor has provided previous feedback. By doing more realtime evaluation of specific competencies, it becomes easier to identify if there is really a manager issue, rather than an employee issue. And by providing more relevant competencies to rate, it becomes far easier to justify both increases in compensation, as well as justification for termination.

Transform Training Another opportunity to leverage technology to transform a culture is to change how performance opportunities are addressed. Rather than send individuals to lengthy training, or worse, do nothing, organizations should consider utilizing the vast amounts of high quality training (often at low to no cost) available on the Internet, and automatically prescribe training when an individual is in need of performance improvement.

And for companies with small budgets, training can now be recorded utilizing mobile devices and delivered online to individuals to remedy very specific training needs such as sales situations, utilization of equipment, managerial functions, or basic company onboarding. When training is able to be prescribed in real-time, and addressing specific needs, the time for performance improvement is greatly reduced.

Allow for Change One of the more critical elements in evaluating performance management tools is the ability to change.

If tools allow managers and employees to quickly add or modify goals, change responsibilities and receive the necessary training they need for unanticipated events, they will become an integral part of the workforce as much as email and other technologies are today.

Consider Digital Feedback “Good job,” “Great job,” “Excellent job!”

For many managers and employees, these comments pass as feedback. On the other hand, when we take the time to put comments in writing (even a simple text), we often put that feedback into context, and it carries more weight. Even more powerful and productive is if our performance tools allow it

INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org | 25

to be recalled as part of the formal review.

For example, “Good job on closing that deal today. Your closing ratio is going through the roof!” Or, “Fantastic presentation; I can’t get that story you shared out of my mind!” And if they’re captured digitally each time they occur, managers save time by not having to recall that information prior to formal reviews.

Additionally, this allows for more of a “dialogue” between the employee and manager because the employee is able to reply.

Integration Matters Historically, companies were insistent on finding “best of breed” tools for software in the Talent Management Family (Applicant Tracking, Performance Management, Learning Management, Succession Planning, etc.). However, most companies now realize the true benefit for all parties (employees, managers, executives, and administrators) in having a single user experience that seamlessly integrates the management of goals, skills, training, feedback, accomplishments, career plans and compensation recommendations into a unified platform. This ensures that we can easily administer training when needed, find the correlation between performance and compensation, and other critical relationships. What’s more, end user adoption increases dramatically when employees only have to learn one system.

Social Tools: Hype or Reality?

In an age of Facebook, LinkedIn and other tools promoting more interaction with peers, the notion of social tools to facilitate rating of peers, offering kudos to others and engaging in collaborative training has never been more prevalent.

And technology can bring those types of functions to your fingertips. So when evaluating the technologies out there, be sure to investigate areas where employees can work together to leverage each other’s strengths, help develop one another and foster a new level of communication and culture within the organization.

Empower Employees It is often said that employees quit their managers, not their jobs. And while many companies have incorporated “selfevaluation” as part of the review process, technology now has an added ability to allow employees to enter their own accomplishments and ratings in real time, as well as feedback from peers and others.

They can even seek out their own training for the future or simply to increase skills for their current position. Managers are then automatically notified, and can easily respond with comments. That information is then included in an annual review, giving a more complete view of the employee’s performance throughout the year, and avoiding any chance that the works of an employee can be overlooked due to the lack of guidance by an inexperienced or ineffective manager.

Mobile Technology Perhaps the most game-changing technology advancement in this space is the increased use of tablets, smartphones, and— the latest newcomer—the phablet (think Apple’s iPhone 6 Plus or Samsung’s Note 4).

Technology that truly allows a manager to record performance and deliver training at the direct point of observation has never been more available. Mobile phones can now be

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used for both managers and employees to note accomplishments throughout the year, review and update goals, prescribe training and offer feedback instantaneously, not only speeding the creation of annual reviews, but also ensuring that action is taken to improve performance immediately.

The ROI of Technology Based Performance As with any major purchase or initiative, there must be a strong understanding of what will be delivered back to the company.

And if properly utilized, a company can easily recognize: • reduced costs of time spent on annual reviews; • reduced cost of training by allowing for shorter, web based training that addresses specific skills; • turnover costs of employees running from weak managers; and • productivity gains by having more real time development of skills.

All of these items will outweigh the cost of the tools, which are now becoming more affordable for companies of all sizes.

Bottom line, when considering how to best improve employee and managerial performance, do not simply consider technology to automate what has been done for years.

Rather, fundamentally change how you lead or engage your teams in a truly real-time way.

Technology is no longer for computer geeks and IT professionals, but is now becoming an expectation by the generation entering the workforce that demands more continuous interaction, feedback and training.

ABOUT THE AUTHOR Paul Meyer has been leading teams in the technology, supply chain management, and HR industries for over 20 years, as well as leading marketing efforts for major national building products brands. He currently leads the Talent Management Solutions team at Ascentis and has been promoting the innovative use of technology to streamline the performance and development of employees for over five years.

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4–7 p.m.

Hillside Campus Contact: Kacey Morris kmorris@callactivetoday.com

JANUARY JANUARY 16-19 BOMA International Winter Business Meeting and National Issues Conference Scottsdale, AZ www.boma.org/events/ national-issues-conference/

JANUARY 21 January Luncheon and Participation Fair

11 a.m.–1 p.m.

Crowne Plaza Ravinia Members: Free; Non-Members: $65

JANUARY 27

FEBRUARY 25

Boilers, Heating Systems & Applied Mathematics

High-Performance Sustainable Building Principles

5–9 p.m.

Members: $535; Non-Members: $785

JANUARY 27 Green Real Estate Network Breakfast

8–9:30 a.m.

Members: $20; Non-Members; $35 Contact: Sharon Shuford sshuford@bomageorgia.org (404) 475-9980

FEBRUARY FEBRUARY 4 Allied Member Resource Group (AMRG) Meeting

11:30 a.m.–1 p.m.

BOMA Georgia Conference Center* Members: Free; Non-Members; $50 Contact: Sharon Shuford sshuford@bomageorgia.org (404) 475-9980

FEBRUARY 11 TOBY and Association Awards Luncheon 11:30 a.m.–1 p.m.

Delta Museum Registration: $65

FEBRUARY 17 BOMA Day at the Capitol

10 a.m.–2 p.m.

State Capitol Contact: Brandy Mitcham bmitcham@bomageorgia.org (404) 475-9980

FEBRUARY 18 Environmental Health and Safety

8:30 a.m.–5 p.m.

BOMA Georgia Conference Center* Members: $1,035; Non-Members:$1,285

FEBRUARY 18

Industrial SIG Meeting

11:30 a.m.–1 p.m.

Members: Free; Non-Members; $20; Not open to vendors or service providers.

Contact: Erin Hall ehall@bomageorgia.org (404) 475-9980

FEBRUARY 24 LEEDv4 Green Associate Exam Preparation Course

8:30 a.m.–4:30 p.m.

BOMA Georgia Conference Center* Members: $295; Non-Members: $325

8:30 a.m.–5 p.m.

BOMA Georgia Conference Center* Members: $1,035; Non-Members:$1,285

FEBRUARY 27 Property Management 101 8 a.m.–5 p.m.

Members: $599; Non-Members: $699

MARCH MARCH 4 Fundamentals of Facilities Management

8:30 a.m.–5 p.m.

BOMA Georgia Conference Center* Members: $1,035; Non-Members:$1,285

MARCH 5 BTO Luncheon

11:30 a.m.–12:30 p.m.

American Cancer Society Building Members: Free; Non-Members: $40

MARCH 10 Medical Office Building SIG Meeting

8–9:30 a.m.

Members: Free: Non-Members: $35 Contact: Sharon Shuford sshuford@bomageorgia.org (404) 475-9980

MARCH 12 BTO Luncheon

11:30 a.m.–12:30 p.m.

AGC Conference Center Members: Free; Non-Members: $40

MARCH 16 Community Service Committee Hillside Skills Day Hillside Contact: Erin Hall ehall@bomageorgia.org (404) 475-9980

MARCH 17 High Performance Building Summit

8 a.m.–5 p.m.

Georgia Tech Global Learning Center $125 per person.

MARCH 19 Young Professionals SIG Lunch-and-Learn

11:30 a.m.–1:30 p.m.

BOMA Georgia Conference Center* Members: Free; Non-Members: $35 Contact: Jacob Wilder jwilder@bomageorgia.org (404) 475-9980

MARCH 24 Augusta Medical Office Building SIG Meeting 11:30 a.m.–1:30 p.m.

Augusta Marriott, Augustino’s Restaurant Free, registration required.

Contact: Sharon Shuford sshuford@bomageorgia.org (404) 475-9980

MARCH 24 LEEDv4 AP O+M Exam Preparation Course

8:30 a.m.–4:30 p.m.

BOMA Georgia Conference Center* Members: $295; Non-Members: $325

MARCH 25 High-Performance Sustainable Building Practices 8:30 a.m.–5 p.m.

BOMA Georgia Conference Center* Members: $1,035; Non-Members:$1,285

MARCH 31 Green Real Estate Network Breakfast

8–9:30 a.m.

Members: $20; Non-Members:$35 Contact: Sharon Shuford sshuford@bomageorgia.org (404) 475-9980

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

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

INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org | 27

FEATURE

Golden Participation Opportunities Right Under Your Nose

P

BY Stacy Abbate, RPA Cousins Properties Incorporated

Why getting involved With a Cid or tMa Will Boost your Professional groWth

rofessional development and the honing of one’s leadership skills can take many forms. Employees develop leadership skills through mentors, supervisors and from being intrinsically intellectually curious.

To quench that curiosity, there are two professional development opportunities within your workplace community that might be worth taking a look at. These organizations exist to improve the economic viability of the business district where your office buildings are located. Each accomplishes difficult, important work, such as helping to develop parks, initializing major highway improvements to alleviate traffic congestion and encouraging commute alternatives through outreach programs. You could be part of that decision making. The best part is, those involved with these organizations want to hear from you. Plus, you, as a manager entrusted with the success of an owner’s asset, have an obligation to sit at the table (or at least be an invited guest). The two groups are Transportation Management Associations (TMAs) and Community Improvement Districts (CIDs).

28 INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org

What is a Transportation Management Association?

Gaining traction in the 1980s to find solutions to transportation problems, Transportation Management Associations (TMAs) are non-profit organizations that provide commuter services. TMAs promote alternatives to driving alone in order to reduce the numbers of cars on the road. TMAs exist around the country, and every major submarket in Atlanta has one. For instance, the Buckhead TMA is known as BATMA, and its mission is: . . .to provide relief to commuters, residents, and visitors traveling to and within Buckhead.

BATMA works cooperatively with community and regional partners to improve mobility, accessibility and air quality in Buckhead by sponsoring programs and providing incentives to encourage commuters to take transit, carpool, vanpool, telework, bike and walk to work.

TMAs strive to ease commuting, reduce local traffic congestion and advance alternative transportation options. They do this through a variety of outreach programs.

For instance, they build relationships with properties and large employers in the area to: 1) Offer incentives to those who take alternative transportation; and 2) Promote commuter programs (vanpooling, compressed work weeks and transportation alternatives that reduce the number of people who drive alone to the area).

A large part of a TMA’s outreach includes meeting with large employers and encouraging subsidization of MARTA passes, gathering data to show which employees live near one another to encourage vanpooling, etc. In a nutshell, they are in the business of getting cars off the road.

TMA staff works with the guidance of its board of directors. The board can be made up of property owners, property managers, lawyers, financial advisors and sustainability experts.

Denise Starling is the executive director at Livable Buckhead/ Buckhead Transportation Management Association. Her TMA is a little different than most. She takes on a broader perspective: transit options are just a piece of their reach. Beginning a few years ago, they also added sustainability, innovation, access and mobility and others to their menu (e.g., promoting local art, encouraging a sense of community, providing food trucks, turning green space into parks). One of the most important aspects of her role is to work with any new development to proactively

ensure the building plans include sustainable aspects—e.g., bike paths, clearance at motor courts for vanpooling vans, etc.—from the beginning. Part of the zoning process requires that BATMA approves the plans.

What is a Community Improvement District?

The second opportunity for involvement is with Community Improvement Districts (CIDs), which are designed to help improve the community by bettering conditions for existing businesses and attracting new growth. Community safety, beautification— e.g., intersection landscaping, benches, light posts—business retention, economic growth and capital improvements are all areas in which CIDs can help improve business communities. CIDs are self-taxing entities that use these additional tax dollars to improve their district. Commercial properties participate and are able to decide how to spend the money raised via a board of directors.

Different CIDs have different focuses, depending on the needs of the community they serve. The best way to help increase appreciation of the impact CIDs can have on a community is to provide a few recent examples that have occurred in markets around the Atlanta area.

The Perimeter CID was instrumental in getting the $6 million diverging diamond interchange—(a redesign of the intersection of Ashford Dunwoody and I-285)—funded and built, which was the first of its kind in Georgia. Some accounts cite a reduction in traffic delays by 15 percent. Other studies show that traffic accidents at this interchange are down 30 percent.

The next big project on the horizon? The $1 billion GA400/I-285 interchange revamp that begins in 2016. This interchange is used

TMAs strive to ease commuting, reduce local traffic congestion and advance alternative transportation options.

They do this through a variety of outreach programs. by 400,000 motorists each day, making it one of the busiest stretches of interstate in the United States.

Jim Durrette, executive director of the Buckhead CID, explained how his organization recently entered a partnership to formulate plans to improve a congested area at Piedmont Road. Traffic backups were adversely affecting tenants trying to exit after work from the Piedmont Center buildings.

The turn lane was too short, clogging up the traffic that intended to continue north on Piedmont road and on up to Roswell Road.

Durrette’s CID worked with the Department of Transportation (DOT) over the course of a few years and devised a cost efficient plan to widen the road and create a continuous left turn lane that would free up the northbound lane. This work is scheduled to begin in 2015.

As another example, one of the current focuses of the Buckhead CID is the PATH400 Greenway Trail (in partnership with BATMA and PATH400), Buckhead’s 5.2-mile long multi-use trail (bikers, skaters, walkers and runners) which can be used as an alternate mode of transportation or purely for recreational use. It runs parallel to GA 400 (Phase I is between Lenox Road at Tower place and Old Ivy Road and Phase 2 will run from Old Ivy to Wieuca Road).

Long standing, recurring programs at both of these CIDs include maintaining medians

INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org | 29

and employing off-duty police officers to direct traffic at rush hour intersections.

These projects will have a positive impact on future economic growth in the region as a result of the improvement to congestion. Businesses will choose to relocate to impacted areas because traffic is being well-managed.

How do you get involved?

Now that you have an understanding of these two types of organizations, aren’t you inspired to get involved and make an impact?

Amy Timms, BOMA Georgia member and general manager for Fairlead Real Estate, got involved. She is one of the founding board members of the new Gateway Marietta CID. Her property, Parkway Center, is one of 53 others within the new CID’s district along Franklin Road. Proposed projects are focused on improving infrastructure, including razing dilapidated apartments in the area and selling the land for commercial use. Tenants in the area have concerns about lack of security and amenities, and the CID can utilize funds to facilitate positive change in those areas.

The funds obtained by additional taxes will be matched with grant funding to create a bigger pool. This new CID can greatly improve the economic viability of the area over time, which will directly affect the property owner’s ability to attract new and retain existing tenants. And, now, Timms has a voice that will represent her building ownership and will lobby for the improvements important to her tenants.

Most CID meetings are open to the public. A simple web search for “Listing of Community Improvement Districts in Georgia� should return results that include the web addresses of each existing CID. Visit the website of the CID in your area to become familiar with the process.

Also, make sure to call their contact number and ask if you are permitted to attend these meetings. “Show up, meet people and ask questions,� said Timms simply, in regards to becoming acquainted with how these opportunities operate.

The TMAs are eager to place property managers on their boards. Visit their websites, contact those involved and explain your

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desire to participate. Subscribe to their online newsletters to stay informed. The easiest way to find TMAs in your area is to Google “National Directory of Transportation Associations.� From there, you can find specifics on each TMA available in and around your area.

Both organizations are good about detailing projects in progress and their areas of interest.

Exercise that intellectual curiosity about these organizations and act on what interests you. Honestly, you have an obligation to your building owner and to yourself for professional growth that simultaneously benefits the community around you.

ABOUT THE AUTHOR Stacy Abbate has over 20 years of commercial property management experience and is currently a senior property manager with Cousins Properties Incorporated at Northpark Town Center in the Perimeter Area. She will serve on BOMA Georgia’s board of directors starting in January 2015.

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High Performance Pilgrims FEATURE

W

hen it comes to thinking

about high performance around the Thanksgiving holiday, it is hard for me not to think of the Pilgrims. We cannot

BY Bob Fuhr begin to fathom Sightline what they endured and accomplished. Yet, a quick look at their experience reveals timeless best practices we can apply to help us achieve high performance.

The Pilgrims accepted risk.

Whether they came to the New World seeking religious freedom or simply to improve their lot in life, the Pilgrims risked everything to secure something more. Most new ideas carry some level of risk. People unwilling to accept that risk are likely to remain right where they are.

The Pilgrims had a plan.

Upon arrival, the Pilgrims created a “civil body politic” with the Mayflower Compact.

The document became the basis for governing their new lives in the New World. It provided a basis for making provisions dealing with everything from distributing food to defending themselves against attack.

In the words of New York Yankees great Yogi Berra, “If you don’t know where you are going, you’ll end up someplace else.” And, as the Pilgrims quickly learned you need a plan to stick with and rely on when things start going wrong. As boxing legend Mike Tyson once put it, “Everyone has a plan until they get punched in the face.”

The Pilgrims formed a strategic partnership.

It is highly unlikely any of the Pilgrims would have survived without the help of the

Wampanoag and, specifically, an English speaking Native American named Squanto.

But not all the Native Americans living in New England threw out the welcome mat for the Pilgrims. Squanto taught the Pilgrims how to hunt and fish and to grow the corn that became a key staple of their diet. He also used his strategic partnership with the Wampanoag leader Massasoit to keep at bay the native peoples who meant the Pilgrims harm.

Unfortunately, the relationship between the English settling on the land and the Native Americans already there took a bad turn in 1675. King Phillip’s War between the settlers and native peoples left more than 5,000 dead.

The two sides of the relationship between the “New Englanders” and Native Americans offer a lesson that can be applied to the relationship between properties and their service providers. When, like Squanto

The Pilgrims persevered.

The Pilgrims spent two terrifying and miserable months crossing the Atlantic Ocean.

That was followed by another miserable month cramped aboard the Mayflower anchored two miles off the coast of what today is Massachusetts. The ship offered little protection against the harsh New England winter as the men rowed back and forth to shore to build their homes. Only half the Pilgrims survived that first winter. But the other half pressed on.

The pursuit of high performance inevitably requires trying new things. Some of the things we try are bound to fail. High performers like the Pilgrims demonstrate an ability to shake off setbacks, learn from their mistakes and then be willing to go back for more.

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INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org 06/01/14| 31 10:15 PM

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and the Pilgrims, those relationships are win-win partnerships, great things can be accomplished. But when those relationships are approached with a “we-they” orientation, it becomes much more difficult for either party to achieve high performance.

The Pilgrims celebrated.

There are a lot of questions and misconceptions surrounding the so-called first Thanksgiving. One thing that is certain is it was not a Thanksgiving at all. The last thing the Pilgrims would have done to give thanks was feast. Their way of giving thanks to God was fasting. And, of course, there is the big question: Did they eat turkey? The answer is maybe; maybe not. No one knows for sure.

Thanks to a Pilgrim named Edward Winslow who recorded the event, we do know there was a celebration called the Autumn Harvest Feast of 1621. We know it consisted of three days of feasting and sport and that about 50 Pilgrims and 90 Wampanoag participated. In between games, they ate fish, wild birds, corn, pumpkin and the five deer killed by the Wampanoag especially for the occasion.

The lesson of the first Thanksgiving— sorry, the Autumn Harvest Feast of 1621— is that high performance is more a journey than a destination. It is easy to make the

mistake of dwelling on setbacks or turning to the next goal too quickly after something is accomplished.

High performers celebrate their success.

They know the best way to keep people on the road to high performance is remind them how far they have come and make sure they are enjoying the ride.

ABOUT THE AUTHOR Bob Fuhr is the vice president of business development for Sightline and the owner of a consulting practice that specializes in helping sales organizations improve effectiveness and results. Fuhr has helped companies across a wide range of industries improve their sales performance including members of the Fortune 100. Previously he led service, sales and operations teams for a large global company and also served as a command officer in the emergency services.

Fuhr has been featured as a speaker on a variety of performance related topics at conferences throughout North America. An active member of BOMA Georgia, he makes himself available for speaking engagements at no charge to members. Fuhr is a frequent contributor to Insight: The Commercial Real Estate Journal and serves on the Editorial Board. He is also an active member of the Community Service Committee.

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FEATURE

The World’s

Largest georgia Home to World’s Largest LEED Certified Convention Center

T

hese days, it is clear Georgia is making a strong case to be considered one of the up-and-coming, first-tier cities in

BY Erin Hall the world. Along BOMA Georgia with businesses flocking to the state—both established and of the startup variety—special event facilities, new transportation options and attractive industry-specific incentives are cropping up consistently, positioning Georgia as a serious competitor throughout the globe.

Atlanta-based Georgia World Congress Center (GWCC) recently gave a high profile boost to the state’s positive image by becoming LEED Silver certified by the U.S. Green Building Council. The Leadership in Energy and Environmental Design (LEED) program is a rating system for the design, operation and maintenance of green buildings. With its certification, the GWCC became the world’s largest LEED certified convention center, and, at a sprawling 3.9

The GWCCA Sustainability Committee (from L to R): Adam Straight, facility operations; Josh Robinson, engineering; Patrick White, building services; Tim Trefzer, GWCCA sustainability manager; Shawn King, purchasing; Chris Chadwick, event services; Mercy Mbugua, purchasing; and Alicia McNease, public relations.

million square feet, the 14th largest LEED certified building in the world.

“We could not be happier to receive this certification,” said Frank Poe, executive director of the Georgia World Congress Center Authority (GWCCA), the State Authority that governs the GWCC, Georgia Dome and Centennial Olympic Park and manages the Savannah International Trade and Convention Center. “Our staff has worked diligently to green our event practices, reduce our environmental impact and preserve our facilities for future generations.”

In the early 2000s, the GWCC began to realize the need for increasing its green presence. “(The idea of LEED) gained traction with the administration here,” said Josh Robison, GWCC’s director of engineering. “The green

buzz words were out there. People weren’t sure exactly what they wanted; they just knew they wanted it.”

In 2005, the GWCC created an internal sustainability committee to explore sustainable options for the facility. As staff became more educated and the facility successfully implemented a paper recycling program, the next step was to hire someone to take the GWCC’s sustainability program to the next level. The facility hired Tim Trefzer in 2010 as its sustainability coordinator. The main objective of this newly created position was to offer focus toward the GWCC gaining LEED certification.

“There were very few directives when I started,” said Trefzer, who came to his position as a LEED Accredited Professional (AP).

INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org | 33

“Obtaining LEED was the end goal, and basically everything that went along with that was recognized as benchmarks to get to that goal.”

Trefzer said the certification process, from start to finish, took approximately three years.

At first blush, this may sound like a lengthy period of time for such a project, but because of the scope of work and the age of the building, the extended timetable to completion was appropriate.

“For a building of our size and magnitude, that’s what we anticipated,” said Trefzer, who also enlisted the help of LEED consultant and BOMA Georgia member, Charlie Cichetti with Sustainable Investment Group. “We really wanted to take it methodically and do it the right way.”

Robison and Trefzer agree that it took a great deal of care, patience and documentation to obtain LEED certification at the GWCC, which first opened in 1976 and saw its fourth phase completed in 2002. Their three biggest challenges came from upgrades needed to obtain modern outdoor air quality requirements; the lack of ENERGY STAR® data for convention centers; and the intense analysis required to replace refrigerants in the HVAC units throughout the facility (which was difficult because of the age of some equipment).

Even though the discovery phase of the facility’s certification process was sometimes daunting, it allowed the staff to further understand the building and properly document items that needed to be—or will need to be—replaced or repaired.

Robison was pleased to find out that many sustainable practices were already being performed at the GWCC, but the LEED certification process forced building staff to document it. This process not only made the staff more knowledgeable about the buildings’ systems, it also made the buildings themselves more efficient.

Trefzer said that while the general public is still learning about the improvements made to the GWCC through the LEED certification process, industry peers are already taking notice due to the already impressive results.

In FY2014, the GWCC diverted over 275 tons of single-stream recyclables, 119 tons of organics for composting, donated over 58 tons of food to local organizations,

GWCC is 27 percent more energy efficient than an average building of similar size and characteristics baled over 27 tons of cardboard and diverted a total of 602 tons of material from landfills. Trefzer also noted that the GWCC is 27 percent more energy efficient than an average building of similar size and characteristics; a statistic he had to create utilizing his own analysis due to the lack of convention center energy conservation data.

“Our facilities are so significant and recognizable, I recognize we have the ability to influence others because of what we’re doing,” Trefzer said. “It’s a unique position for us.”

And not only does this certification put the GWCC in a unique position among other buildings in the industry, it has spilled over into the attitudes and behaviors of staff members. The GWCC cites that 47 percent of regular employees have reduced commutes to the building and therefore have contributed to limiting the transportation-related air quality issues by using mass transit, car or vanpooling, compressed work weeks and telecommuting.

“The staff members are the cheerleaders,” Robison said. “We can mandate these changes; we can hang signs everywhere.

But if the idea is not theirs, it’s not going anywhere. You have to change the behavior, the habits and the technology and think about new and innovative way to do things.”

Trefzer agrees, saying he has experienced exciting and positive changes by staff members because of the adoption

34 INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org

of a sustainability mindset undoubtedly inspired by the LEED certification process.

Trefzer and Robison each said that not only are they pleased the GWCC made the effort to become LEED certified, they encourage other buildings across portfolios to look into some form of voluntary energy conservation. Despite these processes requiring time, patience, organization and staff buy-in, Trefzer’s advice on being successful is simple: Find your starting point and improve from there.

“Measure first and measure what you can,” he said “Pick one or two or three initiatives you want to focus on and do those right. If you try to do everything at once, you won’t succeed. Doing things right means you will maintain momentum.”

ABOUT THE AUTHOR Erin Hall is the Director of Communications and Advocacy for BOMA Georgia. During her five years in this role, Hall has been responsible for the association’s communications, marketing, membership and advocacy efforts. She serves as the staff liaison for BOMA Georgia’s Editorial Board, Government Affairs Committee, Membership Committee and Community Service Committee. Hall also serves in voluntary leadership roles for the Georgia Society of Association Executives (GSAE) and the Multiple Sclerosis (MS) Society, Georgia Chapter.

BTO ARTICLE

SMT/SMA Designations What Have They Done for Me Lately?

T

BY Brian Manus, Winthrop Management, LP

he most common question I have heard over the years comes from building engineers asking, “What is the benefit of having my Systems Maintenance Administrator (SMA) and Systems Maintenance Technician (SMT) designations?” I earned my SMT designation over 18 years ago and my SMA designation over 16 years ago.

Surely they must have helped me in some way, right?

One of my all-time favorite quotes is, “Do not go where the path may lead, go instead where there is no path and leave a trail.” If you want to set yourself apart, don’t take the same old worn path that others are taking. Rather, create your own path and make sure that you leave a good impression along the way.

In order to fully appreciate the benefits of my SMT/ SMA designation, one has to go back to a time before the Internet and well before cell phones and other personal electronic devices were commonly used in the industry. A time when two-way radios—which were then dubbed “the brick”—and alpha-numeric pagers were the primary communication tools of the trade.

The year was 1991 and after three years as a building engineer, my career was feeling stagnant. It became apparent that I needed to obtain something that could set me apart; something that could help me differentiate my skill set from other engineers in the trade.

I began researching educational opportunities that could help me do just that. Among those opportunities was the SMT/SMA designation program, offered through Building Owners and Managers Institute (BOMI) International. I decided to start taking the courses at the same time I was taking the Air Conditioning Technology program courses at a local technical college. The technical school focused primarily on

heating, refrigeration and electrical theory along with troubleshooting procedures. It was also primarily for residential systems and it did not spend very much time on commercial applications.

This made the SMT/SMA courses even more attractive to me, because I knew they focused mainly on commercial office buildings, which was exactly what I needed. To my surprise, my employer even paid for me to take these BOMI courses as long as I passed the exam at the end of each course. After all, completing these courses is supposed to make me a more versatile employee.

Obtaining my SMT and SMA designations made me much more cognizant of saving money for my building owners. Sure, I knew how to replace a light bulb or ballast in my sleep, but I really needed to gain some type of knowledge that could actually have an impact on my building operating costs. The Energy Management and Controls course provided me with a matrix on how to improve my energy management practices, which I was able to take back to my building and start implementing right away. Some of these energy saving practices were noticeable on the next couple of utility bills, including electric and natural gas.

The Air Handling, Water Treatment and Plumbing Systems course benefited me in a few different ways.

Most importantly, it provided me with a much better understanding of water treatment programs and the reasons why I was testing and logging the chemical levels of our condenser water, chilled water and boiler water at regular frequencies. It also enhanced my knowledge of indoor air quality (IAQ) and some of the proactive practices that can help maintain proper IAQ. INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org | 35

SMT/SMA Education Made Easier, More Affordable by

BOMA Georgia Foundation The BOMA Georgia Foundation Board of Trustees approved awarding a $500 scholarship to everyone who registers for and completes an SMT/ SMA course in 2015. This lowers the course fees to $535 per course for members and $785 per course for non-members. This pricing is good for the following offerings next year: • Air Handling, Water Treatment and Plumbing Systems • Boilers, Heating Systems and Applied Mathematics • Electrical Systems and Illumination • Refrigeration Systems and Accessories The BOMA Georgia Foundation advances real estate education through scholarships and providing free educational training in the areas that matter most to the members of the industry. To register for upcoming SMT/SMA courses, visit www.BOMAGeorgia.org and click on Upcoming Events. To discover more about the BOMA Georgia Foundation, visit www.BOMAGeorgiaFoundation.org.

Not only was I able to take these practices back to my building and start implementing them almost right away, I was also able to conduct my own IAQ analysis of the building and determine what changes were needed in order to ensure that I maintained better IAQ going forward.

The Building Design and Maintenance course was another course that was extremely helpful to me. In order to provide more value to my employer, it really made good sense to become more familiar with landscaping, as well as building cleaning equipment and procedures. While I did not manage these specific departments, being

knowledgeable in these fields would make it easier for me to work alongside our landscaping and cleaning contractors on a daily basis and to better understand how they operate.

I have only briefly touched on a few of the benefits of earning an SMT or SMA designation, but there are actually many more. I was so impressed by this program that six years ago, I decided to become an instructor for some of these courses. I wanted to help as many junior engineers as possible better understand the ins and outs of our industry. The SMT/SMA program is one of the best ways to accomplish this.

There are approximately 147 SMT and 103 SMA designation holders here in Georgia—note that achieving your SMT is a prerequisite for obtaining your SMA designation. Considering that Georgia has a population of nearly 10 million people, and that Atlanta is the ninth largest metropolitan area in the United States at a population of 5.45 million, these are actually low numbers. There are more than 133 million square feet of commercial Class A and Class B office space in the Atlanta metro area that must be maintained on a daily basis.

So my question to all building engineers interested in advancing their careers is: “What is holding you back from earning your SMT or SMA designation?” Discover more about your new pathway by visiting www.bomageorgia.org/education/professional-designations.

ABOUT THE AUTHOR Brian Manus has over 26 years of experience as a professional in the commercial real estate Industry. He is currently employed by Winthrop Management, LP as the senior chief engineer over the southeast region portfolio. He has been serving as the chairman of the Winthrop corporate safety and sustainability committee for over four years. Manus is a former member of the BOMA Georgia board of directors and is currently serving as chair of the BOMA Technical Organization (BTO) Council.

Providing Atlanta with excellent mechanical services for over 20 years

For 24-hour service call

(770) 914 7060 www.harbins.com

36 672827_Harbins.indd INSIGHT | Issue 1 4, 2014 | www.BOMAGeorgia.org

HVAC & Refrigeration Service Equipment Replacement Preventative Maintenance Agreements Chillers, Boilers, & Piping Services 12/14/13 2:21 AM

FEATURE

Emerging Professional Spotlight:

John DiVergilio, FMA Duke Realty

BY Amy Davidson, Aquascape Environmental

A

t 7:15 in the morning, as the sun is just starting to rise, John DiVergilio enjoys the quiet at his office building in Peachtree Corners. With a hot cup of coffee in his hand, this is his favorite time of the work day. It is also his most productive.

DiVergilio is the vice president, regional operations manager, for Duke Realty, a company he is proud to say he has been with for nearly 17 years.

As regional operations manager, DiVergilio’s job responsibilities include overseeing maintenance operations within the eastern half of the Duke Realty market, with a focus on properties located in the East, Southeast, and South Texas regions.

The properties are a mix of industrial, medical and office buildings. He also works on improvements to company systems and national contracts and agreements.

Additionally, he is the first responder for storms that affect Duke Realty buildings.

“Whether it is hurricanes in Florida or hail damage in Texas, it’s my responsibility to help setup on the front end to get us started on repairs and assist the local team through the project to completion,” said DiVergilio.

In some ways, DiVergilio started on the path to his current position back in his childhood, when his family moved around the country frequently for his father’s job in the construction

industry. This included two moves to Atlanta.

DiVergilio enjoyed his time in Atlanta so much that he hoped to return one day. After attending Lawrence Technological University in Southfield, Michigan, where he earned a bachelor’s degree in construction & technology, he began his career with Perini Corporation in Detroit, but set a personal goal to return to Atlanta prior to 1996 to be involved in the construction of the Olympic venues.

He achieved that goal in 1994 while working for A.R. Weeks, an Atlanta-based REIT, when he was selected to be the superintendent overseeing the construction of the rowing and canoeing venue at Lake Lanier. It was a unique, challenging, seven-day-a-week project that required building a four-story finish tower in the water, docks, a boat house, starter house, and building the actual course.

In his current position with Duke Realty, DiVergilio has a short-term goal to look for ways to be more efficient in controlling operating costs within the properties by focusing on energy savings and new technology. As far as long term goals, he simply wants to continue to do what he is doing.

“I enjoy being involved with acquisitions, capital projects, integration of company procedures, and special projects,” he said. “I enjoy the challenge of capital projects that we are involved in every year.”

“I always give 110 percent at work, and it shows in the long run. Once you touch something at work, stay with it until it’s completed.”

DiVergilio says even though Duke Realty is a big corporation, he feels a sense of ownership in the company.

“Everything you do is a reflection on your company, your boss and you,” he said. “I always give 110 percent at work, and it shows in the long run. Once you touch something at work, stay with it until it’s completed.”

DiVergilio has been an active member of BOMA Georgia for six years. He is currently on the High Performance Building Summit Task Force and the BOMA Georgia BTO Council, and is a past member of the BOMA Georgia New Opportunity Identification Task Force. In addition to volunteering on various committees, DiVergilio has taken full advantage of the many educational and certification programs that BOMA Georgia has to offer. He recently took the Law and Risk Management course and is currently taking another course on CERT (Community

INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org | 37

Emergency Response Team). He has completed his FMA certification and found each of the courses “challenging, rewarding and beneficial for my profession.”

Outside of professional endeavors, DiVergilio works to strike a balance between his career and personal life. He is married and has two children. His wife Ellen is an accountant and has worked for the same firm for 25 years. Their son Alex is a sophomore at Western Georgia University, while their

Older building?

Higher energy costs?

McKenney’s retrocommissioning

daughter Madison is a junior in high school.

The family is made complete by Bella, their German shepherd.

Family life fills DiVergilio’s spare hours each week. He is proud to have spent 11 years as a Boy Scout troop leader and honored to have led his son and a group of boys all the way through to the rank of Eagle Scout. His daughter enjoys equestrian endeavors, which DiVergilio helps with on the work side of the sport.

Look to McKenney’s Retrocommissioning an older building is responsible—and it pays. Our experts can show you how to measurably reduce your monthly energy bills, lower operating costs and increase a building’s value through every stage of its lifecycle. With over six decades of experience, McKenney’s builds to a higher standard.

services provide a

As you get to know DiVergilio, you learn that he likes to make others laugh, but only one on one or with close friends and family.

“I’ve been told not to give up my day job just yet,” he said when asked about his comedic skills.

As for what the future holds, DiVergilio says he looks forward to one day traveling the world, but in the meantime he plans to keep enjoying his time with his family. This past year, they took a family vacation to Disney World in Orlando.

“Taking two teenagers made this a dream vacation,” he said. “They were able to go all day long and stay until closing without having to worry about naps!”

He was able to fit in a second short vacation with his son this past March, when they returned to Orlando to watch a Braves Spring Training Game and see two NCAA basketball games.

“It was a great bonding moment with my son,” he said enthusiastically.

DiVergilio feels that God has blessed him well throughout his life, and his sincerity shows through. He tries to treat others as he would like to be treated—a philosophy that has served him very well in his career, as well as his personal life.

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.

comprehensive, cost-effective solution to address your unique building challenges. Find us online to see how we can help put your building on the path to sustainable efficiency.

B&R PAINTING

715520_McKenney.indd 1

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38 INSIGHT 701169_Whaley.indd 1 | Issue 4, 2014 |

www.BOMAGeorgia.org7/18/14

707821_BR.indd 1 7:52 PM

Phone: (770) 484-4221

9/2/14 10:53 PM

ALLIED MEMBER SERVICE DIRECTORY ADVERTISING SPECIALTY/PROMOTIONS

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

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

Heery International ...................(404) 881-9880 vIMtrek ....................................(706) 504-9031 ATTORNEYS

Bloom Sugarman Everett LLP ...(404) 577-7710 Cohen Pollock Merlin & Small, PC .............................(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 AUTOMATION CONTROLS

Automation grid Technologies ...(770) 855-5783 BUILDING MANAGEMENT CONSULTANTS

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

Accuclean Inc...........................(404) 765-6477 Advantage Fire .........................(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 WayPoint Systems Inc...............(678) 461-1346 Wiss Janney Elstner Associates Inc. .....................(770) 923-9822 CARPET/FLOOR

Accu-Coat LLC, AKA Polished Concrete Atlanta .....(404) 433-0195 Atlanta Flooring Design Centers Inc...........................(770) 476-8306 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 The Mad Matter Inc. .................(678) 361-6704 CATERING/FOOD SVCS

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

A3 Communications .................(404) 382-9490 AT&T........................................(404) 242-8513 Comcast Business Services ......(770) 559-2144 Direct Satellite Tv .....................(678) 714-1495 gC&E Systems group Inc..........(404) 775-4411 Hotwire Communications ..........(770) 401-9205 Kings III Emergency Communications ..................(678) 438-1965 Level 3 Communications ..........(404) 526-4599 TW Telecom Inc........................(678) 443-1272 CONCIERGE SERVICES

Paradigm Security Services Inc..........................(770) 995-0867 CONSTRUCTION PRODUCTS

georgia Construction Products ...(770) 491-9100

Tendon Systems LLC ................(678) 835-1100 vIMtrek ....................................(706) 504-9031 Yancey Power Systems .............(678) 945-2634 CONSULTATION

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

Accu-Coat LLC, AKA Polished Concrete Atlanta .....(404) 433-0195 Batson-Cook Co. ......................(770) 955-1951 Blue Team Restoration/ BBMK Contracting ................(404) 313-9868 C&W Contracting Services Inc...(678) 412-0011 CA South LLC...........................(678) 302-0606 Choate Interior Construction......(678) 892-1231 Double T Contracting Inc...........(770) 489-7772 Emery & Associates ..................(770) 414-9099 Foley Construction Corp............(770) 409-1166 gilbane Building Co. .................(678) 282-1306 Humphries & Co. ......................(770) 434-2914 Innovative Engineering Inc.........(770) 517-5507 Landmark Restorations Ltd. ......(404) 352-1795 Life on Earth LLC......................(404) 875-6706 Schoppman Co. Inc. .................(770) 693-9000 Scott Contracting LLC ...............(770) 274-0529 Stellar Contracting Inc...............(770) 649-1575 Tip Top Roofers Service Corp......(404) 351-4410 W.S. Nielsen Co. Inc..................(770) 475-7321 Waste Industries.......................(404) 557-1684 Western Waterproofing Co. of America............................(678) 553-0170 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 Schindler Elevator Corp.............(770) 319-2910 van Deusen & Associates .........(678) 881-0884 vertical Systems, Inc.................(404) 581-0094 ENERGY

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 ENGINEERING

Engineering Systems Inc...........(678) 990-3280 Harbin’s Mechanical Services Inc........(770) 914-7060 Innovative Engineering Inc.........(770) 517-5507 Keynect LLC.............................(770) 590-7449 PENTA Engineering group Inc.....(678) 282-1999

Listings in RED are advertisers in this issue of Insight: The Commercial Real Estate Journal Sustainable Investment group (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 Rubicon global .........................(404) 615-6103 SemaConnect Inc. ....................(301) 352-3730 Sustainable Investment group (SIg) .....................................(404) 343-3835 The Morley Companies .............(770) 569-1100 U.S. Waste & Recycling/Southern Waste & Recycling Inc. .........(770) 751-7797 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 FACILITY MANAGEMENT

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

ADg Enterprises Inc..................(770) 662-8393 gSE Facility Services LLC .........(404) 230-2900 PENTA Engineering group Inc.....(678) 282-1999 Stone Mountain Access Systems ...................(770) 908-2936 The Service Fort LLC ................(404) 993-4774 Xpedx ......................................(770) 715-2841 FINANCIAL SERVICES

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

Advantage Fire .........................(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 .......(770) 464-2400 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 Premier Restoration Inc.............(770) 986-9596 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 GENERATORS

Prime Power Services Inc. ........(770) 739-2561

GLASS

Custom Sun Control .................(770) 424-8225 W.S. Nielsen Co. Inc..................(770) 475-7321 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 Inc. .....(404) 295-1149 Universal Protection Service ......(404) 935-2057 HEALTH & HYGIENE PRODUCTS

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

5 Seasons Mechanical LLC.......(770) 837-3078 Action Electrical & Mechanical Contractors ........(404) 799-3551 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) 880-1630 Rooter Plus! .............................(770) 652-9888 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 AND INSTALLATION

Miner Southeast .......................(678) 730-4700 INSURANCE & RISk MANAGEMENT SERVICES

BB&T Insurance Services Inc. ...(678) 413-4403 INSURANCE ADJUSTING

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

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

ABM Onsite Services ................(678) 245-3273 Accuclean Inc...........................(404) 765-6477 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 Janitorial Services ........(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 Corp. ................(770) 815-9552 gMI group Inc. .........................(678) 482-5288 gOJO Industries .......................(205) 447-0849

INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org | 39

ALLIED MEMBER SERVICE DIRECTORY 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 Staples.....................................(770) 696-3235 The Service Fort LLC ................(404) 993-4774 Unique Building Maintenance Inc. ..................(678) 380-0297 Xpedx ......................................(770) 715-2841

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

Marvin F. Poer and Co...............(404) 334-9417

LAkE MANAGEMENT

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

gibbs Landscape Co.................(770) 432-7761 Highgrove Partners ..................(678) 298-0569 Ruppert Landscape ..................(770) 630-0475 The greenSeason group Inc. ....(678) 714-4114 LANDSCAPING-ExTERIOR

4 Seasons Landscape group LLC............................(770) 452-4455 Arborguard Tree Specialists ......(404) 299-5555 Austin Outdoor .........................(404) 493-6804 Color Burst ...............................(770) 822-9706 Envisor Consulting ....................(404) 987-2499 gibbs Landscape Co.................(770) 432-7761 gibson Landscape Services ......(678) 365-9568 Highgrove Partners ..................(678) 298-0569 Outdoor Expressions.................(770) 592-9154 Ruppert Landscape ..................(770) 630-0475 Russell Landscape group Inc. ...(770) 446-3552 The Brickman group.................(404) 281-7181 The greenSeason group Inc. ....(678) 714-4114 Trugreen LandCare ..................(678) 475-1780 valleyCrest Landscape Maintenance ........................(770) 662-8775 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 MAINTENANCE

KONE Elevators & Escalators.....(770) 427-3373 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 ext. 102 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 ext. 102

PUBLIC RELATIONS

Marvin F. Poer and Co...............(404) 334-9417 Paradigm Tax group .................(404) 325-5445

Steps Ahead.............................(404) 352-5249

TRANSPORTATION

PUBLICATIONS

Easy Ride golf Cars ..................(770) 737-2221

Dorey Companies .....................(404) 257-1962

TREE CARE

PAPER PRODUCTS

REAL ESTATE PROCUREMENT SERVICES

general Paper goods Co...........(404) 924-2575 georgia Pacific Corp. ................(770) 815-9552 Pollock Paper Distributors .........(770) 803-7862 SCA Tissue...............................(678) 977-6858 Sikes Paper Co.........................(770) 405-6900 Staples.....................................(770) 696-3235

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

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

Baker Roofing Co......................(919) 828-2975 Disaster One ............................(770) 674-4857 Meridian Restoration Inc. ..........(678) 546-2819 Tendon Systems LLC ................(678) 835-1100

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

PARkING

ROOFING

UTILITY

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 .............(678) 907-8450 Premium Parking LLC...............(770) 814-1716 SP Plus ....................................(404) 665-0044

Apollo Roofing Co. Inc...............(770) 751-6191 Baker Roofing Co......................(919) 828-2975 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 Naturashield - georgia..............(404) 227-5206 Roof Management Inc...............(770) 798-9102 Roof Partners LLC ....................(404) 490-4647 Sentry Roof Services ................(678) 301-5551 SoCo Roofing Services..............(678) 425-9010 Soprema Inc.............................(404) 539-7741 The BEST Consultant Inc.............(678) 200-7648 Tip Top Roofers Service Corp......(404) 351-4410 Woodall Roofing Co. Inc. ...........(770) 945-0100

AT&T........................................(404) 242-8513

PARkING DECk

Coast & valley LLC ...................(770) 417-1382 gWP Paving .............................(404) 831-7177 Kaney & Lane LLC ....................(404) 892-8246 Painter Waterproofing and 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 Team Pest USA ........................(770) 985-4444 Terminix Commercial ................(404) 775-9057 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) 652-9888 Southeast Pump & Equipment Inc. ........(678) 990-1388 ext. 107 Water Intelligence Solutions ......(770) 863-4015 PRESSURE WASHING

Atlanta Office Liquidators Inc.....(404) 505-9623 CORT .......................................(678) 909-0170

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

PAINT/WALLCOVERINGS

PROPERTY TAx

AAA National USA Inc. ..............(770) 452-8861 Burke Painting Inc. ...................(770) 582-0847

Fellers, Schewe, Scott & Roberts Inc. ..........................(770) 621-9548

OFFICE FURNITURE

40 INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org

RESTORATION

SEALCOATING

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

A3 Communications .................(404) 382-9490 AlliedBarton Security Services ...(404) 898-1695 Alscan Inc. ...............................(404) 849-7129 Armor Lock & Security Co. Inc...(770) 493-1915 Atlantaâ&#x20AC;&#x2122;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....(770) 995-0867 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 Inc. .....(404) 295-1149 Universal Protection Service ......(404) 935-2057 verified Security .......................(678) 924-7480 Walden Security .......................(404) 937-1747 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

TROPICAL PLANTS

WASTE REMOVAL

Recycling Management Resources ............................(404) 488-5356 Republic Services Inc................(404) 693-9277 Rubicon global .........................(404) 615-6103 U.S. Waste & Recycling/Southern Waste & Recycling Inc. .........(770) 751-7797 Waste Industries.......................(404) 557-1684 Waste Integration Service Center ......................(678) 565-3194 WATER CONSERVATION

WaterSignal LLC.......................(678) 990-2736 WATER DAMAGE/STRUCTURE DRYING

BELFOR Property Restoration ....(770) 939-0128 Blackmon Mooring Services of Atlanta .................................(770) 614-3248 Disaster One ............................(770) 674-4857 EPIC Response .........................(770) 516-3491 Full Circle Restoration & Construction Services ...........(770) 232-9797 Parker Young Construction/ FireStar Inc...........................(404) 805-5616 Premier Restoration Inc.............(770) 986-9596 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 WATER LEAkAGE PROTECTION

Water Intelligence Solutions ......(770) 863-4015 WATER TREATMENT

Blackmore Enterprises Inc.........(404) 474-4352 Chem-Aqua Inc. .......................(770) 329-0523 WATERPROOFING

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 Painter Waterproofing and Restoration LLC ....................(404) 398-7673 Soprema Inc.............................(404) 539-7741 Southern Preservation Systems...(770) 982-9970 The Morley Companies .............(770) 569-1100 Waterproofing Contractors Inc...(770) 449-5552 Western Waterproofing Co. of America ...............................(678) 553-0170 WINDOW TREATMENTS

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

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

regional marketplace METRO ATLANTA

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Envisor Landscape Consulting Georgia Commercial Builders, Inc. has been providing superior

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We specialize in commercial construction within the range of

possibilities from minor maintenance services to custom interior build-outs to new construction.

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Georgia Commercial Builders, Inc. 1700 Enterprise Way, Suite 114 Marietta, GA 30067

INSIGHT | Issue 4, 2014 | www.BOMAGeorgia.org | 41 9/19/14 2:44 PM 712655_Georgia.indd 1 10/13/14 1:45 PM

regional marketplace METRO ATLANTA

InDEx Of ADVERTISERS/ ADVERTISERS.COM COMMUNICATIONS/ TELECOMMUNICATIONS ECOMM Technologies ........................41 www.ecommllc.com

Painting

Decks

Interior • Exterior Residential • Commercial

Residential and Commercial

CONSULTING Envisor Consulting ..............................41 www.envisorco.com CONTRACTORS: GENERAL & INTERIOR DESIGN Georgia Commercial Builders.............41

Fences

Pressure Wash

Residential and Commercial

Residential and Commercial

ELECTRICAL/CONTRACTORS/ ENGINEERS/CONSULTANTS ECOMM Technologies ........................41 www.ecommllc.com Putzel Electric .....................................23 www.putzelelectric.com

Electrostatic Paint

Drywall

Appliances • Outdoor Furniture Metal Fencing • Schools and Gym Lockers, etc; Residential and Commercial

Residential and Commercial

Carpentry Interior • Exterior Residential • Commercial

ENERGY PRODUCTS & SERVICES Georgia Power Company ............Outside Back Cover www.georgiapower.com

Commercial Cleaning Service

Siding Residential and Commercial

Gutters

FIRE/WATER/MOLD RESTORATION Meridian Restoration, Inc. ..................32 www.theMederidianCompanies.com The Morley Companies.......................12 www.morleycompany.com

Residential and Commercial

FITNESS SERVICE AND SALES Ready Fitness .....................................30 www.readyfitness.com

Full Renovation 704386_Horizon.indd 1

HVAC CONTRACTORS & SERVICES Ductz of Greater Atlanta .....................17 Please call 404-447-0385 www.ductzatlanta.com Georgia Trane......................................20 www.trane.com/georgia-alabama 9/1/14 4:13 PM Harbin’s Mechanical Services Inc. .....36 www.harbins.com McKenney’s, Inc. ................................38 www.mckenneys.com Reliance Heating and Air Conditioning .......................23 www.reliance-hvac.com Shumate Mechanical, LLC .................17 www.shumatecommercial.com Southeast Pump & Equipment Inc. ....12 www.southeastpump.com

Please support the advertisers that have made this publication possible.

JANITORIAL SERVICES & PRODUCTS Bright Touch Janitorial........................41 www.brighttouchjanitorial.com LaCosta Facility Support Services .....18 www.lacostaservices.com LANDSCAPE CONTRACTORS/ ExTERIOR Whaley Landscape Services ..............38 www.whaleylandscape.com

WILDCAT STRIPING & SEALING CO.

LIGHTING PRODUCTS & SERVICES PeachState LED ..................................30 www.peachstateled.com

Complete Parking Lot Solution Since 1980 • Parking Lot Striping Sealing

• Guard Rails

• Thermoplastic Striping

• Paving & Patching

• Warehouse Striping

• Curb & Sidewalks

• DOT Signs

• Street Print

• Wheel Stops

• Offers LEED qualified Tuffseal

Email: estimator@wildcatstriping.com www.wildcatstriping.com

42 INSIGHT 627117_Wildcat.indd 1 | Issue 4, 2014 |

PAINT & WALLCOVERINGS AAA National USA.................................3 www.aaanationalusa.com B&R Painting.......................................38 www.brpaint.com Burke Painting and Waterproofing, Inc. .................19 www.burkepainting.com Horizon Painting & Renovations, Inc. .42 www.horizonpaintingatlanta.com

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

www.BOMAGeorgia.org1/31/13

7:29 PM

PAVING PRODUCTS & SERVICES Brite line Asphalt Maintenance ..........20 www.britelinecompany.com Georgia Paving, Inc. ............................18 www.georgiapaving.com Rose Paving Company........................31 www.rosepaving.com Wildcat Striping & Sealing ..................42 www.wildcatstriping.com PLUMBING SERVICES Art Plumbing Company ......................10 www.artplumbing.com Legacy Plumbing Inc ..........................20 www.legacyplumbinginc.net McKenney’s, Inc. ................................38 www.mckenneys.com PRESSURE WASHING Southeastern Cleaning Inc. ................19 www.southeasterncleaninginc.com RESTORATION/DISASTER PRODUCTS & SERVICES Engineered Restorations Inc ..............16 www.er-inc.net FireStar Inc..........................................32 www.firestarinc.com Servicemaster Restore .......................23 www.smrestoreus.com ROOFING SERVICES & PRODUCTS Empire Roofing Company Inc. ....... Inside Front Cover www.empireroofing.com MGI Roofing ........................................21 www.mgiroofing.com Roofing Plus, Inc. ................................30 www.roofingplusinc.com Tip Top Roofers, Inc. ...........................14 www.tiptoproofers.com WATERPROOFING Burke Painting and Waterproofing, Inc. .................19 www.burkepainting.com Metro Waterproofing, Inc. ..................14 www.metrowaterproofing.com Southern Preservation Systems ........23 www.spsatl.com Western Waterproofing Co., Inc. ........22 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. ................19 www.southeasterncleaninginc.com Top of the Line High Rise Service.........4 www.highriseservice.com

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