2015 Insight Issue 2 by Editor

OFFICIAL PUBLICATION OF THE BUILDING OWNERS AND MANAGERS ASSOCIATION OF GEORGIA

ISSUE 2, 2015

Insight THE COMMERCIAL REAL ESTATE JOURNALÂ®

INSIDE:

SMART ELEVATORS PAGE 15

THE DESIRE TO RAISE THE BAR PAGE 24

STEPS TO A GREAT BUDGET PAGE 12

www.BOMAGeorgia.org

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Proudly Preserving and Maintaining Properties in Atlanta for over 25 Years

2015 BOMA Georgia President Mark Dukes serves as vice president of asset management and customer service in Duke Realty’s Healthcare group. He is responsible for the overall operation of a multi-site portfolio in the East and Southeast regions. His core responsibilities include all aspects of asset management, property management, client relations and customer satisfaction.

Shayne Smith, President/CEO 404-569-9544 shayne@highriseservice.com www.highriseservice.com

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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: Jacob Wilder jwilder@bomageorgia.org 2015 BOMA GEORGIA OFFICERS President: Mark Dukes, RPA, CCIM President-Elect: Ian Hughes, LEED GA Vice President: Todd Mitchell, RPA, CCIM Treasurer: Marie Worsham, CPM, RPA Immediate Past President: Marcy Moneypenny, RPA, CPM DIRECTORS Stacy Abbate, RPA; Karen Everett, LEED GA; Kinsey Hinkson, RPA; Karlton Holston; Mike Latham, LEED AP; Paula Linck; Annette Mengert; Kevin O’Sullivan; Amanda Madrid, RPA, FMA, LEED GA; Natalie Martin; Steve Sauriol EDITORIAL BOARD Chair: Mark Gallman, SMA, SMT, LEED GA Vice Chair: Mark Harrington, RPA, LEED GA Members: Amy M. Timms, LEED GA; Tina Mershon; Robert Fuhr; Erin Hall; Lee Cope, P.E.; Vontre’Ale Terry; Matt P. Stien; Amy Davidson, LEED GA; Jeff Burrow; Adam Bonner, LEED GA; Calvin Truong; Natascha Werner; Scott Carter; Veronica Cuellar; Chris A. Bowlin, EIT; Phil Mobley; Henri Brickey; Gina Campbell; Marie Kastens, RPA,CCIM; Jack Kennedy; Bart L. Parker, LEED GA; Lorry Jensen

Insight THE COMMERCIAL REAL ESTATE JOURNAL®

FEATURES

Steps to a Great Budget

Latest in Elevator Technology— Smart Elevators

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, Loren Burney, Stephen Cofino, Nicholas Manis, John O’Neil, Robert Shafer, 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. © 2015 BOMA Georgia. All rights reserved.

ON THE COVER: CARLA MOULE & JUDI SPONSEL, RPA

The elevator industry is a world away from where it was 30 years ago, and what you will experience in the next decade will change everything you thought you knew about how people move within a building. BY Cortney Johnson, ThyssenKrupp Elevator Americas

Surviving a Merger or Acquisition

The acquisition process can be emotional and painful. Many don’t realize that it doesn’t necessarily have to be. BY Emily White, Cousins Properties Incorporated

The Desire to Raise the Bar

Tie-Back Safety Anchor Inspection and Load Testing and Certification

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It seems like we just began a new budget year, and we are working hard at completing projects that were planned. Now it is already time to start thinking about preparing the next operating budget. BY Judi Sponsel, America’s Capital Partners

www.BOMAGeorgia.org • Issue 2, 2015

Epsten Group founder and CEO Dagmar Epsten takes greening, daylighting, sustainability and waste reduction to a new level at The Edge in Atlanta, the first property to achieve LEED Double Platinum under the standards for LEED v4. BY Jacob Wilder, BOMA Georgia

It is summer in Atlanta, and load testing of flushmounted, tie-back safety anchors on a high-rise building downtown is getting started. Fortunately, OSHA and the International Window Cleaning Association have developed regulations and standards in the industry to minimize deaths and injuries related to building exterior work accessed from the building rooftops. BY Christopher M. Everett, PE, PENTA Engineering Group, Inc.

Emerging Professional Spotlight: Carla Moule, Colliers International

Carla Moule (left) serves as senior property manager for Colliers International and is this issue’s Emerging Professional Spotlight. Discover her fascinating journey into the world of commercial property management on page 31. Judi Sponsel, RPA, (right) serves as vice president of operations for America’s Capital Partners and is a past BOMA Georgia president and current chair of the BOMA Georgia Foundation Board of Trustees. With more than 30 years of experience in the real estate industry, Sponsel shares how to build better budgets on page 12.

DEPARTMENTS

7 PRESIDENT’S MESSAGE 8 LEGISLATIVE ROUNDUP

Carla Moule has always enjoyed being open to where life takes her. And yet, no one is more surprised by how her life has turned out than Moule herself, who is now senior property manager for Colliers International. BY Amy Davidson, Aquascape Environmental

33 CALENDAR OF EVENTS 34 ALLIED MEMBER

SERVICE DIRECTORY

38 INDEX OF ADVERTISERS/ ADVERTISERS.COM

PUBLISHED MAY 2015/BAA-Q0315/1091

INSIGHT | ISSUE 2, 2015 | www.BOMAGeorgia.org | 5

PRESIDENT’S MESSAGE

Spring…At Last!

BY Mark Dukes, RPA, CCIM Duke Realty BOMA Georgia President

o, we didn’t have the weather perils of the past few years. No ice storms, no nights where engineers–or tenants–spent evenings in the buildings or on the freeways of Atlanta. Relatively speaking, this winter was easier on our teams–and budgets–than winters of recent memory. However, I’m sure most of you are like this self-proclaimed beach bum and are ready to welcome spring with open arms. For property professionals, spring means handling tasks like adjusting HVAC settings and starting up irrigation systems. Spring also marks the season when BOMA Georgia hosts two of its signature networking events of the year— the BOMA Bowl and the annual BOMA Show trade show. Both of these events are well attended—each is a sellout in fact—and provide our members a chance for fellowship and networking. The second annual BOMA Bowl, held April 17, provided property managers and allied partners a chance to show off their expert skills and unwind on a Friday afternoon. Thank you to all who sponsored the 2015 BOMA Bowl, which is quickly becoming one of our association’s most popular events. The 30th annual BOMA Show will be your next opportunity to network. You won’t want to miss the event, to be held Wednesday, May 20, at the Cobb Galleria Centre. The theme of this year’s show is “Developing the Future: We have your ETA.” The show will give each member an opportunity for enhanced education and professional development, two primary tenets of our great association. The BOMA show is the largest trade show of its kind and helps attendees heighten their knowledge of emerging trends in our industry. Exhibitors will be on hand in more than 200 booths and are preparing for presentations and information exchange with property managers, facility managers and building engineers.

This event showcases the depth and breadth of knowledge of the allied members who serve our industry. I want to take this opportunity to give my sincere thanks to the many representatives of our allied member companies who make our association great. One of the reasons that I chose to pursue a leadership role in BOMA Georgia is to make sure that we continue to recognize the contributions of these professionals and I am thrilled to have this opportunity to express my sincere thanks to all my friends at the various member companies. On that note, you will see that this issue of Insight includes something for every member of the real estate industry. Starting with this issue, the magazine’s new departmental layout provides readers with seven consistent sections. Readers will enjoy articles on legislative updates; operations excellence; technology; trends in commercial real estate; human interests and self-help; engineering and technical topics; and a spotlight on an emerging professional in our industry. The goal of this new layout is to deliver a consistent product that speaks to the needs of all members, and suggestions for future topics are always welcomed. If there is an issue impacting the real estate industry that you want to know more about, the editorial board wants to hear from you. Simply visit http://bit.ly/insight-submit and complete the online survey tool. Thank you for your continued involvement in our association. It’s the contributions and investment of resources and time from all of you that make BOMA Georgia great. It is an extreme honor to serve as 2015 president. I am proud and honored to serve each of you.

If there is an issue impacting the real estate industry that you want to know more about, the editorial board wants to hear from you. Simply visit http://bit.ly/insight-submit and complete the online survey tool.

INSIGHT | ISSUE 2, 2015 | www.BOMAGeorgia.org | 7

LEGISLATIVE ROUNDUP

HB 200:

BOMA Georgia Advocacy Miles A

ccording to a recent study, the number of electric vehicle (EV) registrations worldwide has increased at an annual growth rate BY Brandy Mitcham of over 100 percent BOMA Georgia in the last three years. Georgia is no exception—sales of the affordable Nissan Leaf, Chevy Volt and Toyota Prius are on the rise— thanks in part to a Katie Roberts generous provision Fiveash Stanley Inc. in Georgia’s tax code, which has been on the books since 1998. It was in 1998 that Georgia lawmakers established a $5,000 tax credit designed to further stimulate a market that was still in its infancy. The state recognized the benefit of supporting clean energy technologies and reducing dependence on oil. The credit is managed by the Georgia Environmental Protection Division, further speaking to the climate-driven nature surrounding the resurgence of EVs. At the time of the credit’s passage, there were few vehicles on the market that would meet the criteria established in the legislation. To qualify for the credit, the purchased vehicle must be solely fueled by an alternative fuel— hybrid electric and flex fuel vehicles do not qualify. A zero emission vehicle, such as an EV, would be eligible for a $5,000 credit, while

alternative fuel low-emission vehicles (these typically include those powered by natural gas or propane) would be eligible for $2,500. In 2011, demand for this substantial credit increased with the introduction of the Nissan Leaf. A qualifying zero emission vehicle purchaser could receive $5,000 back in the form of a credit to offset the cost of the vehicle. This credit, along with a $7,500 federal credit, stimulated sales in Georgia dramatically. Georgia is now the number one state in the nation for Leaf sales, and second in overall EV sales. While EV sales only constituted 1.6 percent of new vehicle sales in Georgia during 2014, there has been a substantial increase in their presence on the state’s roads. With the increase in demand for EVs came an increase in demand for their power source. According to Charge Point, the largest EV charging network, despite Georgia leading in EV sales, the state is trailing in supporting infrastructure. Part of a purchaser’s decision to buy an EV is access to charging stations. A Leaf can travel about 80 miles on a full charge. Without access to a station at the user’s place of employment, “range anxiety” can be a limiting factor in the decision to make this purchase. As a result, property managers are receiving increasing requests from tenants to install them at their offices. But the decision to install an EV charging station at work is an expensive one. Often times, there is not adequate power in the parking area; property managers may even have to install an additional transformer to provide power to the charging station. This cost is sometimes difficult to justify given the charging station is strictly an amenity. The property manager must feel fairly confident

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it will be a factor in attracting and retaining tenants. In an effort to assist property managers with this decision, BOMA Georgia determined there are several cost-saving measures currently in place, including: · A 50 percent rebate on costs of public installations from the Georgia Environmental Finance Authority · A $500 rebate on costs of commercial installations from Georgia Power · A $500 rebate on costs of commercial installations from Nissan to match the Georgia Power rebate for qualified properties Additionally, the Georgia State General Assembly had the forethought to enact a tax credit for the installation of charging stations along with the vehicle purchase credit. Unfortunately, BOMA Georgia learned that commercial property owners are not currently eligible for this credit. Research uncovered that, while the credit was initially intended to generally apply to a ‘business enterprise,’ a separate section of the code specifically defined that term as a ‘non-retail business engaged in manufacturing, warehousing and distribution, processing, telecommunications, research and development, or tourism.’ The EPD confirmed that commercial properties do not qualify for the existing credit under the definition of “business enterprise.” Don Francis, with Clean Cities-Georgia, was involved in the initial development of the tax credit and clarified, “It was not the intent of the Legislature when the tax credit was first proposed to not include business in general. Failure to address the problem of definition of a term means businesses across

a’s stone Georgia that want to provide charging are being denied the tax incentive that was the intent of the Legislature.” Upon learning of this unintended statutory conflict, BOMA Georgia met with several elected officials to discuss altering the code language to allow the credit to be accessed by those who would most be able to provide the necessary infrastructure. The Association’s conversations revealed consistently that this legislation was a common-sense piece of legislation. This was a stranded credit that had only distributed about $2,500 total in the preceding five years. Conversations with BOMA Georgia members also revealed that the existing credit

of 10 percent of the cost of the station, up to $2,500 per station, was not significant enough to influence installation decisions. In order to make the credit more effective, the Association also determined that raising the credit to 20 percent would provide a greater incentive for owners to help the state support the infrastructure demand it created. BOMA Georgia approached State Rep. Don Parsons, Chairman of the House Energy, Utilities and Telecommunications Committee, to sponsor BOMA Georgia’s proposed bill. Chairman Parsons is an avid supporter of clean energy technologies and the state’s involvement in supporting them. He would be a natural champion for the legislation. Following Chairman Parsons’s commitment of support, BOMA Georgia also attained co-sponsor signatures from Rep. Margaret Kaiser and Rep. Tom Rice. Their support made this a bipartisan bill with backing from a member of the House Ways and Means Committee. Once the initial language had been drafted, BOMA Georgia met with Ways and Means staff to discuss the bill’s likely success. In order to assure legislators that the bill would not

have too large of a fiscal impact on the state, an annual cap of $750,000 was added into the proposal, along with a sunset clause of five years. In addition, the credit would revert back to 10 percent in three years. The current credit has no cap or sunset, making the bill an attractive proposed change to existing code. HB 200 was introduced on Feb. 3, 2015 and referred to Ways and Means for consideration. BOMA Georgia met with committee members to discuss the intent and merits of the bill. During the committee process, several amendments were added to the bill. · Atlanta Gas Light requested that compressed natural gas fueling appliances also qualify for the credit so as not to give one technology an advantage over another. · Georgia Power requested that the new definition not exclude those that previously qualified. Revised language stated ‘business enterprise or business engaged in the ownership or operation of commercial office, residential, retail, or industrial real property.’ · Language was added to address administrative requirements of application and installation.

INSIGHT | ISSUE 2, 2015 | www.BOMAGeorgia.org | 9

Georgia is now the number one state in the nation for Leaf sales, and second in overall EV sales. With these new changes in place, HB 200 passed out of committee and was sent to the floor for a vote by the full chamber. BOMA Georgia enacted its VoterVOICE advocacy tool to encourage members to contact their

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representatives and request their support of the bill. On March 5, the bill was passed out of the house with an overwhelming 152-16 vote. Once HB 200 made it through the House of Representatives, it was on to the Senate to go through the same process. Again, BOMA Georgia met with Senators and enlisted member support through VoterVOICE. The bill was referred to the Senate Finance Committee, where it was placed on the agenda for a meeting on March 26. This was the last meeting of the committee for the year, and they had several items up for consideration. Unfortunately, the meeting ran late, and by the time HB 200 was discussed, the committee lacked a quorum and was unable to pass with a favorable recommendation. The Georgia General Assembly operates in two-year sessions, and HB 200 will be eligible for consideration again in 2016. Between now and then, the Association can continue to meet with Senators and garner their support. 2015 was a monumental year for BOMA Georgia’s advocacy efforts—culminating in the proactive pursuit of legislation to benefit the real estate industry. The process increased BOMA Georgia’s involvement with several other coalition partners, including the Green Chamber of the South, Clean CitiesGeorgia, Atlanta Gas Light, Southern Alliance for Clean Energy and Metro Plug-In to name a few. The Association’s presence at the State Capitol this year also increased elected officials’ awareness of BOMA Georgia, its members and goals. ABOUT THE AUTHORS 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. Katie Roberts is the director of governmental affairs for Fiveash Stanley Inc. In this role, she assists in tracking and analyzing legislation and attending committee meetings. Fiveash Stanley Inc. is recognized as one of Georgia’s leading government and public affairs consulting firms, and has been working with BOMA Georgia for more than 10 years.

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FEATURE

t seems like we just began a new budget year, and we are working hard at completing projects that were planned. Now it is already time to BY Judi Sponsel start thinking about America’s Capital Partners preparing the next operating budget. If you have done this before, you have your favorite ways of compiling information. We all have various deadlines. We have different budget programs—MRI, Kardin, Yardi, Excel, and others. If you’ve recently moved to another company or property, you have a new set of challenges: different account numbers; a new budget program; and possibly a different property type. There are many different property types—office, retail, industrial, medical, flex, suburban, urban, office parks, work-live-play developments and the list goes continues. It all seems confusing and overwhelming. I have never heard a property manager shout with joy at the beginning of another budget season. It has a reputation of taking time away from our families and making us work long hours. It’s stressful. It’s a lot of extra work on our already full plates. During budget season, we know we will be eating frozen dinners heated to perfection in the office microwave because we have deadlines. And we know those deadlines are not suggestions. They are firm deadlines. No matter what it takes, we make it happen. We become superheroes of the property

management world who hone our skills of multi-tasking and stamina. Is it really that bad? It doesn’t have to be. With a little planning, the process will be less stressful; become more enjoyable (dare I say), and there is that feeling of accomplishment when it’s completed, approved and finalized. You have created the roadmap for another year. We can’t do our jobs effectively without the budget. So let’s make friends with it and the process of creating it. A FEW TIPS TO HELP YOU THROUGH THE PROCESS DURING THE YEAR OPERATING EXPENSES: Start a “budget file” for the next year: The first thing I do when I have a final and approved budget for the year is start a simple budget file for the next year. Yes—I start this file that early. It should be in place by Jan. 1, but it’s never too late to create one. During your building inspections, keep in mind not only repair and maintenance items that need immediate attention, but also make a list of items that can be done the following year. Make a note and drop it in your budget file. Did you have items you wanted to complete in the current budget year but were removed during budget review? Put it back in the file for

Steps to a Great Budget

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“I would recommend that you not only use the budget season to project your revenue and expenses; but also to validate all of your data and overall operation. Use this time to validate your rent rolls, lease abstracts and lease terms. Validate your service agreement terms and costs, and compare them against market trends. Rebid them if there is an opportunity to leverage cost savings.” —Holly Hughes, CPM CEO, Colliers International Management – Atlanta “Begin the process with a thorough reforecast of the current year— including operating expense reconciliation based on year-to-date actuals. Adjusting expenses where possible, completing additional needed projects, and adjusting tenant operational expenditure billing to reduce reconciliation refunds or charges is valuable to tenants and property owners.” —Marie Kastens, CCIM, RPA Director of Asset Services, CBRE

next year. In other words—this is your file for those special, out-of-the-ordinary projects. Get pricing as soon as reasonable, and keep them in this file. Going a step further, put the account number on the proposal or note. That way it will be a breeze to drop the number into the budget. Review your service contracts: Begin reviewing your service contracts well in advance of budget season. Check to see which need to be re-bid, and re-bid them as early as possible so you have the numbers in advance of the budget preparation. Check with providers that may automatically renew, but the increased amount is not clear in the contract. Ask for the charges in writing. Once the increase, if any, is known, prepare amendments to the contract as necessary. Create or update a spreadsheet for your budget file with the vendor contracts including contact information; contract

termination dates; monthly, quarterly and annual amounts as specified in the contract; account number it is charged to; and the last time the contract was bid. You will be happy when you are facing a deadline that you have this spreadsheet. You have the amounts, the account numbers and the frequency of the payments all in one place. Engineers: Engineers must be empowered to contribute to the budget. It is customary for the property manager or administrative team to enter the information into the budget program, but engineers play a vital role in the preparation. Ask their opinion about the equipment. Give them a copy of the detailed budget pages for repair and maintenance (R & M) accounts from the current budget and ask them to update it for the next year. They can prioritize replacements, repairs and upgrades and tell you what is capital and what is R & M. They should solicit preliminary pricing for projects they feel are important for the budget year, and those that can be entered into the 5- or 10-year plan. Engineers can create a spreadsheet with the project description, account number, priority and dollar amount, or simply update the individual general ledger page from the budget. Be efficient and keep it simple. Drop this spreadsheet into your “budget file” and update as projects become known throughout the year with the help of the engineering team. Now you have the special R & M projects with account numbers all in one place and ready to go when you start the budget.

Administrative expenses: As with R & M expenses, involve your administrative team if possible. Do you need to replace office equipment such as a copier or computers? If so, these items take a little while to competitively price. Start early. Do you need to adjust tenant event dollars if your occupancy increased? Get pricing from your event vendors. Take inventory of office equipment and plan to replace aging computers, copiers, etc. Will employees attend additional training? Check the options from BOMA or other relevant programs. Capital: As you go through the year, review your five-year capital plan, update it and discuss items for next year’s budget with your asset manager and engineering team. List the cosmetic and mechanical priorities and begin to solicit pricing so it is ready when you begin budget input. Drop this information into the budget file. Income: Each time a lease is signed for a new tenant, an expansion or renewal, drop the abstract into your budget file. At budget time, you won’t have to search for changes. ON YOUR MARK, GET SET—BUDGET TIME! So now you have the information in one place that you’ve been gathering for several months. It’s time to create your budget. First thing, relax. You are well prepared to do this because you have the budget file. The main components of a budget are income, operating expenses and capital expenses. Break it down, and the process does not seem as overwhelming. INCOME: Correct rent roll and input updated leasing projections: First, use your current rent roll and check that all tenant spaces listed in the budget match the rent roll. Check square footage, lease commencement and expiration dates, current rent and rent increases, operating expense base years (or triple net, or modified), any operating expense cap amounts, etc. Does the tenant

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“My best/most trusted budgeting advice is start early! January isn’t too early to begin compiling a file with items for the next budget year. Also, be sure to budget realistically; treat your property’s budget as if it’s your own personal budget.” —Linda Beauchamp, RPA General Manager, Cushman & Wakefield

Budgets are the best way to know your building. By preplanning, the process is less stressful and the result is an accurate budget. have a monthly storage charge, parking charge or other income that needs to be included? Make changes and modifications as necessary utilizing your budget file where you have all of the abstracts and information needed at your fingertips! Next, input the leasing projections from your leasing team or asset manager. Update leasing commissions, and tenant improvements according to the lease projections. Check your CAM pools and Controllable Expense Cap amounts if you use your budget program to calculate estimated operating expenses for the upcoming budget year. OPERATING EXPENSES: Start with the budget file. You have been keeping track of your contract amounts and your special project costs for months. Now is the pay off. You can enter accurate numbers without much anxiety this year. Sit down with your engineer and discuss any budget changes from the mechanical

“My best advice is to involve the entire team. Too often, managers try to do it all and take on 100 percent of the responsibility for preparing the property budget. Other members of the team should assist in preparing the budget and managing performance within budget guidelines throughout the year.” —Mark Dukes, CCIM, RPA Vice President, Regional Asset Management, Duke Realty

projects that were recommended and priced earlier. (Hint: I always add a contingency to the larger projects, and I include any construction management fees if allowed by the management agreement for large R & M projects). Compare your operating budget expense portion with the previous year to double-check that all necessary monthly expenses have been included that may not be a specific contract, especially administrative and non-recoverable. If your budget program has a feature to adjust certain costs automatically based on connected parameters—such as janitorial costs, utilities, paper supplies,

ABOUT THE AUTHORS Judi Sponsel has been in the commercial real estate industry for 34 years. She earned her RPA designation in 1991 and is currently the vice president of operations for America’s Capital Partners. Judi has worked for both private and institutional owners and has experience with both third party and direct ownership management, including several REITs. She has managed several types of properties, including industrial, medical and office.

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trash removal, occupancy, income and management fees—input those formulas now. As the leasing team updates its projections, you won’t have to worry about manually inputting certain operating cost updates. This is a real time saver. CAPITAL EXPENSES: Begin with the five-year plan. Start by inputting the projects already earmarked for the budget year. Then, update with any additional projects you identified earlier in the year and have already priced—yes, it’s in your budget file. Input the information. Again, add in contingencies and CM fees as appropriate. Owners may request additional reports including market information, stacking plans, multi-year expense history, etc. That information should be readily available. Budgets are the best way to know your building. By preplanning, the process is less stressful and the result is an accurate budget.

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FEATURE

Latest in Elevator Technology—

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y 2015, city populations are expected to increase by nearly 2.5 billion inhabitants. Efficient mobility in buildings will no longer be BY Cortney Johnson a luxury but an ThyssenKrupp absolute necessity. Elevator Americas Additionally, population increases will necessitate products that will maximize building footprints, minimize wait times and keep people— billions of them—safely on the move. To the casual observer, elevator technology has changed little over the past 30 years. Press a button, get on, press another button, travel to your floor, doors open, and leave the elevator. If you ask a seasoned building management professional, they would tell you that in terms of efficiency, reliability and rider experience, the elevator industry is a world away from where it was 30 years ago. If you went on to ask an industry insider, they would tell you that what you will experience in the next decade will change everything you thought you knew about how people move within a building. Many older buildings still utilize an outdated model of relay based controllers that must be preprogrammed to a best guess of a building’s traffic flow to achieve any sort of dispatching efficiency. Troubleshooting these systems often includes countless hours of trial and error relay replacement before the ultimate fix is finally found. These systems use large geared machines powered by antiquated, inefficient and frequently problematic motor/generator sets that can

be responsible for as much as 10 percent of your buildings power consumption and contribute significantly to the building’s indoor air quality issues through the spread of carbon dust. As these motor/generator sets age, building managers can expect to see increasing frequency of shutdowns, and more significantly, leveling issues which can pose an immediate tripping safety issue to anybody getting on or off an elevator. Over time, technology has improved. The relay controller has been replaced with microprocessor (digital) technology. This technology allows for greater dispatching efficiency and improves the time it takes for an elevator to respond to a hall call (call placed by a passenger requesting an elevator). It is quick and easy to implement system modifications with a microprocessor controller, including updating software or adding special features such as advanced security functions. Most significantly, it provides advanced diagnostic capabilities, allowing service technicians to quickly track the source of a malfunction leading to less downtime of the elevator and more reliable operation. Recent technology goes one step further. New control systems utilize artificial intelligence to track traffic patterns within a building and “learn” where to position each elevator to provide the best possible response

time to a hall call. New control systems also communicate with the world beyond your building. Should the controller register a fault, it can now automatically send a message to your service provider notifying them that an elevator is down and provide some level of detail on the source of the malfunction, so that the technician is prepared to address the specific issue before arriving on site. As we progress into the future, a time will come in which troubleshooting an elevator controller can be performed remotely, which will save both downtime and potential expense to the customer. Perhaps the biggest evolutionary advancement witnessed in the last 30 years is the evolution of drive technology. In all traction (cable driven) applications, the hoist motor is responsible for controlling starting, stopping, acceleration, deceleration and leveling accuracy. In order to do this, it is necessary to

INSIGHT | ISSUE 2, 2015 | www.BOMAGeorgia.org | 15

convert the incoming Alternating Current (AC) power to Direct Current (DC) which the motor manipulates as necessary to move the elevator. Older elevators utilize an incredibly inefficient motor/generator (M/G) set. Since demand for the elevator is intermittent but timing is critical, M/G sets pull power even while the elevator is not in use, leading to incredibly high power consumption. In the 1980’s, drive technology became available which converts AC power to DC power only as needed. These drives are far more energy efficient and greatly improve ride quality and leveling accuracy. Most recently, new technology allows an AC motor to perform like a DC motor, leading to further energy efficiency. Today, drives are more efficient than ever before. Elevators with regenerative drive technology actually feed energy generated by the elevator back into the building. So, energy that traditionally burned off as heat through resistors in the machine room (increasing air-conditioning costs), can now help keep the lights on. Most of the items discussed thus far have been “behind the scenes” to the casual rider.

Belinda Hopkins, senior property manager with Banyan Street Capital, demonstrates the new touchscreen elevator technology at her building–Marquis II.

The next decade of elevator advancements will create a culture shift in how the riding public interacts with elevator equipment. We’re already seeing the early stages of the cultural shift as customers and consultants begin to embrace destination based dispatching. Through destination dispatching, the traditional hall pushbutton station is replaced with a new touch screen kiosk where passengers select their designated

floor before even stepping on an elevator. The touch screen directs passengers to a designated elevator as determined by a formula that considers requested destinations and estimated time to that destination. The destination control software groups all passengers traveling to the same floor in the same cab, reducing the number of stops and improving the elevator’s efficiency by as much as 30 percent. The hallway kiosk allows for increased interaction with the passenger including better communication, security enhancements, ADA improvements, and a virtually limitless list of future possibilities. Additionally, traditional elevator buttons within the cab, also known as Car Operating Panels (COPs) are moving towards touch screen technology. Touch screens can be used as an interactive elevator display to communicate with passengers. Touch screens eliminate the need for engraved inserts and plaques on the car operating panels. The appearance and layout of the screen can be customized and feature content such as weather and news

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NEW INNOVATIONS TWIN elevator system allows two elevators to operate independently, one above the other, in the same elevator shaft. With TWIN, building owners can cut the number of shafts needed by a third, reduce wait and travel times, save energy with fewer empty trips, increase efficiency and lower material usage. TWIN is a model example of technological efficiency and precision and can be used to modernize an elevator system in an existing building. MULTI is a ground breaking elevator system that allows multiple cars and horizontal movement in a single shaft. It incorporates technology from magnetic levitation, a transportation system in which trains glide above a track, supported by magnetic repulsion and propelled by a linear motor. When applied to elevator cabins, it enables them to move in shafts in the same way trains move in rail systems—with various cabins moving per shaft, both vertically as well as horizontally. The advancements afforded by MULTI will impact a new era for cities by decreasing elevator wait times to 15-30 seconds, adding rentable space by decreasing the elevator footprint by up to 50 percent and conserving energy use within buildings. Another innovation in the elevator industry is the ACCEL moving walkway system, which uses the same linear motor technology as MULTI to increase efficiency and urban mobility. ACCEL 3:14 PMwalkways can cut travel time by 66 percent, moving up to 7,300 passengers per hour, per direction. An early version of ACCEL is already in use by travelers at Pearson International Airport in Toronto. The elevator industry has evolved from a mechanical solution that simply moves traffic in a building to a highly technical experience, evident in the inner workings of the equipment and the rider experience. With continual advances in technology and new ideas, there will continue to be exciting and innovative ways to provide mobility in buildings to the growing public.

to the correct floor. In hospitals and medical office buildings, universal icons allow multilingual users to move easily through the space. The glass surfaces are easier to clean than mechanical push buttons, and can help promote a sterile environment for patients. In hotels, the touch screen can promote building features by using photographs to direct guests to the pool, spa, restaurants and other hotel amenities.

updates. Plus, you can use the touch screen to promote products and services and change the content easily and as often as you like. In residential properties, touch screen can be used to keep residents informed about important building information. In commercial buildings, touch screen can promote corporate identity and provide passengers with tenant names and descriptions to assure visitors are headed

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ABOUT THE AUTHOR Cortney Johnson (cortney.johnson@ thyssenkrupp.com) is the account manager at ThyssenKrupp Elevator Americas.

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High-Performance Program In partnership with Building Owners and Managers Institute (BOMI), BOMA Georgia is proud to offer the new High-Performance (HP) Program. This three-course program allows participants to earn an HP certificate, or enhance their current RPA or FMA designation to RPA|HP or FMA|HP. Program participants will learn about new sustainability and management practices that allow them to operate and maintain current high performance buildings. BOMA Georgia is pleased to offer all three courses for the HP Designation Program in 2015. UÊAug. 26-28 High-Performance Sustainable Building Practices UÊOct. 26-28 High-Performance Sustainable Building Investments Are you ready to begin your journey? Register online by following the link or scanning the QR code to the right.

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FEATURE

BY Emily White Cousins Properties Incorporated

Editor’s Note: As we explore emerging trends in commercial real estate, readers will go behind the scenes of a property management merger/acquisition. Property manager Emily White was point person for property management involved with the acquisition two years ago of Interstate North Office Park, a 1 million-square-foot property in Northwest Atlanta. Now a property manager with Cousins Properties Incorporated at North Point Center and Meridian Mark Plaza, she describes what a property management team can expect and how individuals who thrive on structure can adapt to uncertainties they may face during an acquisition. Mergers and acquisitions in the commercial real estate industry among management firms, buildings and service providers are nothing new. These entities are perceived to bring value and so they change hands periodically. Buildings often change ownership multiple times during a property manager’s or service provider’s tenure of service. Although there probably isn’t a typical merger or acquisition, Emily’s experience provides valuable insight on how we can approach a trend that is here to stay.

Surviving a Merger or Acquisition

ommercial real estate is a moving target. If you are not flexible and are adverse to change, you are in the wrong business. All kidding aside, while property managers thrive on and enjoy the structure of deadlines, goals and schedules, most of us are in this field because we never know what to expect day to day. This is also true when it comes to an acquisition of our beloved property that we manage. Most often this process is emotional and painful. Many don’t realize that it doesn’t necessarily have to be. DUE DILIGENCE The process of transitioning a project to another organization is painstaking; however, it’s a great time to clean your back house areas and get organized. You will probably

realize items such as chiller manuals, security post orders, emergency life safety protocol and material safety data sheets (MSDS) need updating. Take advantage of someone holding your feet to the fire (i.e. massive to-do list) and develop new systems that make sense for your property. Examples of this are phone lines and utility accounts; make a spreadsheet of all the office, elevator and BMS phone lines with locations, account numbers and providers. When else will you have the time for this backburner project? This is also a great opportunity to go paperless. The process of due diligence is mainly electronic these days. Scan as much as possible onto the company server or an external flash drive. Lastly is the dreaded task of serving and collecting (don’t forget about the latter)

INSIGHT | ISSUE 2, 2015 | www.BOMAGeorgia.org | 21

estoppel letters. This is a crucial part of the due diligence process; but again, use it as a way to clean up your legal and tenant lease file database. ENTITY TRANSFORMATION Just like getting married, when a property changes hands, the name or entity of such property needs to be changed. Your legal counsel will most likely handle filing with the state to generate a new business license, but there are many other changes that need to be made on a property level. First, utility accounts are a top priority and need to be switched by the sale date. Depending on the acquiring companyâ&#x20AC;&#x2122;s credit status, this may generate a security deposit. Most utility companies will require a bill of sale or something legal on letterhead for this name change. Second, notify your vendors (for which you hold service contracts) with an effective date. A revised contract with the entity name change will need to be drafted or an addendum may suffice. Be sure to reconcile the monthly invoices closely so that the respective buyer and seller are only â&#x20AC;&#x153;picking up the tabâ&#x20AC;? for services during which the property was held. For example, cleaning contracts are billed one month in the arrears. The seller should only pay for the weeks prior to the acquisition; conversely the buyer would handle the costs for the weeks after the acquisition. If the property is going through a foreclosure or deed-in-lieu of, this process should be easier, since the entity name doesnâ&#x20AC;&#x2122;t typically change.

Lastly, it is inevitable that despite your best efforts in notifying the tenants with estoppel letters, you will receive rent checks made out to the prior companyâ&#x20AC;&#x2122;s entity. To help alleviate this, try contacting your accounts receivable representatives from each customer prior to the transition date. Itâ&#x20AC;&#x2122;s helpful to make phone calls, send emails and letters with bold or colorful lettering to grab their attention. The reality is that the individual receiving the estoppel letter is probably not your rent contact. TEAM MOJO Managers are leaders. During the acquisition of a property, itâ&#x20AC;&#x2122;s so easy to get wrapped up in the to-do list. However, this is a time to mentor. The greatest gift we can give our team is to just be available. Keep your door openâ&#x20AC;&#x201D;literallyâ&#x20AC;&#x201D;as much as possible so as not to send the message to your team that something â&#x20AC;&#x153;secretiveâ&#x20AC;? is happening. Bring in lunch for everyone while preparing due diligence binders. Check in periodically with your teammates to show them that even during this rough transition, you are approachable. Donâ&#x20AC;&#x2122;t forget that after the dust has settled and the acquisition is complete, you will need their loyalty. The other aspect to keeping your team upbeat and positive is the possibility of bringing onboard new colleagues; this could include accountants, asset managers, regional engineers or even an additional person in the management office as support staff. Itâ&#x20AC;&#x2122;s important as the manager

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and leader of the property to set the tone for everyone. You may be a tight-knit group, but as stated earlier, real estate is a moving target, so be flexible. JOB SECURITY This topic conjures up a high level of emotions. Will the acquiring company keep me? Will the property be managed by a third party? With whom does the buyer have a relationship? Would I want to work with that particular organization? Are the health benefits comparable? Will they retain my engineers and the rest of my team? The questions that we ask ourselves are endless and can do a number on your psyche. The best thing to do is to get in front of the representative completing due diligence as soon as possible. Typically the sellerâ&#x20AC;&#x2122;s human resource department has already submitted your salary, bonus requirements and staffing plan. The buyerâ&#x20AC;&#x2122;s human resource department should reach out within a few days or weeks of the due diligence period to set-up interviews and offer letters. This short time frame can be very stressful as you await confirmation of staying on board; however, try to focus on the task at hand and bringing everything to a successful close. ABOUT THE AUTHOR Emily White is a property manager with Cousins Properties Incorporated and has been an active member of BOMA-Georgia for more than eight years.

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Recognizing BOMA Georgia 2015 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 who are helping the Foundation in achieving its mission in 2015.

Corporate Donors

Individual Donors ASSOCIATES

ASSOCIATES A

Company donors who have given $500-$999 to the BOMA Georgia Foundation. BOMA Georgia | Kings III Emergency Communications | Mayberry Electric Russell Landscape, LLC

BACHELORS Individual donors who have given $200-$349 to the BOMA Georgia Foundation. Mike Gentile | Grace Meyers, RPA | Heather Norman | Mark Tonjes

DOCTORATE Individual donors who have given $500-$999 to the BOMA Georgia Foundation. Patti Brown | Gabriel Eckert, CAE | Hugh Finley | Burt Vardeman, RPA

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

POST-DOCTORATE Individual donors who have given $1,000 or more to the BOMA Georgia Foundation. Eda Beacham | Pat Freeman, BOMA Fellow, RPA, CPM, SMA, CCIM Miller Getz, RPA To discover more about the BOMA Georgia Foundation, visit www.BOMAGeorgiaFoundation.org

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FEATURE

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Epsten Group founder and CEO Dagmar Epsten is motivated to reduce waste and create buildings that are more sustainable.

24 INSIGHT | ISSUE 2, 2015 | www.BOMAGeorgia.org

reening, daylighting, sustainability and waste reduction; many real estate professionals think of these as major trends of the last decade and a half when it relates to building architecture, design and management. To be certain, the environmental movement has been around much longer than 15 years, but the trend of 360-degree thinking about the sustainable operations and management of buildings over their lifecycle that is recognized and practiced today didn’t gain true momentum until the mid-2000s, according to many industry veterans. The lack of this type of thinking was not the case for Epsten Group founder and CEO Dagmar Epsten whose motivation to reduce waste and be more sustainable reaches back more than half a century into the post-war shadow of World War II. Her upbringing in the small university town of Karlsruhe, Germany, perched near the top-edge of the country’s renowned Black Forest was where Epsten began forming her world view during the many nature walks of her youth. As an undergraduate student, Epsten wasn’t sure where her career was headed. It was a back-and-forth tug between a career in physics or architecture. She found both subjects offered the right amount of challenge and intrigue that spoke to her love of science. One seemingly simple and straightforward assignment Epsten received in an undergraduate architecture class would help her decide to turn the field of architecture and the pursuit of its advancement into her passion. The project tasked students to build a riding hall, a place to ride horses indoors. They were provided round, unmilled wood members as their building materials. “I was shocked at the waste created by the students who were willing to simply mill the wood members down to traditional,

rectangular building pieces,” Epsten said. “This milling process created so much waste, and I wanted to try something that would preserve as much of the material as possible.” Her professors doubted her solution. At the time, it was untraditional, if not radical. Epsten chose not mill the wood for her structure. Instead, she calculated the load bearing of her wood members and successfully used most of the wood to create her structure with little waste. “I was fascinated by the science behind this approach and the minimal impact my structure would ultimately end up having on the environment,” Epsten said. It was experiences like this that shaped not only Epsten’s career but also her approach of operating and managing buildings. “We always think about the entire life cycle of a building and the future of sustainability,” Epsten said referring to her company. That philosophy led to her building’s recent achievement of LEED Double Platinum under version four of LEED Operations and Maintenance for Existing Buildings (LEED EB: O+M). To the firm’s knowledge, The Edge is the first property to achieve LEED Double Platinum under the standards for LEED version 4 (LEED v4). The Edge is also the third building worldwide to achieve LEED EB: O+M Platinum under the new version. Her building’s first LEED Platinum certification followed its renovation in 2011 to meet the standards for LEED for New Constructions and Major Renovations version 2009. This Double Platinum certification for her building is not just a trophy for Epsten and her company, but also a significant achievement for Atlanta and Georgia. Achievement’s like this showcase Epsten’s building as a model worldwide and raise Atlanta’s visibility in the nationwide Better Buildings Challenge. Atlanta currently competes with other U.S. cities, including Los Angeles, Seattle, Denver, Washington, D.C., Sacramento and Houston. Central Atlanta Progress’ Director of Sustainability Shelby Buso said, “We are so pleased to have this accomplishment happen in our city as we compete to be the ‘best in

class’ in this national competition. Buildings such as The Edge will help us get there.” When Epsten arrived in Atlanta from Karlsruhe to continue her education at Georgia Tech, she would be inspired by her professor Charles Benton, now professor emeritus of architecture at UC Berkley. In an excerpt from his UC Berkley philosophy statement, Benton stated, “Architects establish in their designs a frame for our daily lives, a setting that reflects culture, region and place. As physical objects, our buildings often perform poorly, waste energy, dissatisfy occupants and form a less than satisfactory architectural whole. We can do better, and efforts to do so produce a more interesting architecture.” His instruction and philosophy would have a huge impact on Epsten’s success and career, particularly in the study, application and practice of daylighting in architecture. “I saw and loved studios that make use of natural lighting,” Epsten said. “In these settings, you find that occupants are much happier, and these buildings generally experience better energy performance.” Epsten would eventually be able to turn her findings into a thesis when she returned to Germany, but at first her ideas weren’t welcomed so quickly. In preparing to write her thesis, she pitched the idea to one professor who completely dismissed her proposal. Not deterred, Epsten pitched her idea to a second professor who would end up cautiously agreeing to her idea—if she could make it work. It turned out to be a great endorsement. Epsten’s thesis would go on to win the Savings Bank Prize, now called the Environmental Prize of the Savings Bank, which is one of the top environmental awards presented in Germany. Her thesis “Daylighting and Architecture,” was made into a text book and is now used by architecture students across Germany. Her work in daylighting and architecture can be witnessed today in the renovation work that led up to The Edge’s first LEED Platinum certification. When it was time for Epsten to move her growing architecture and consulting firm in 2008, the Edge—though in need of major

renovations—was only half a block away, thus a convenient option. Epsten’s business had grown fast in its nearly 20 years of existence from seven employees based out of her Atlanta home to 20. The current building that the firm was located in had been sustainably renovated and LEED certified. When The Edge was purchased, the matter of whether or not to pursue certification was no question for Epsten, and her influence on the renovation can be witnessed throughout the building. One of the biggest architectural elements that greets visitors of The Edge is the large staircase cut into the heart of the building. The staircase leads the eye up to a vertical roof monitor—permitting light from the outside to wash inside the building. The monitor’s vertical construction also boosts the energy performance of the building. Daylighting efforts were further improved in the historic 1940s building by cutting extra windows into the shell and allowing every employee at The Edge an outside view. Epsten is quick to point out, successful daylighting benchmarks aren’t measured just by the amount of outside light that you allow into the building. “Just as important, good daylighting is about reducing undesired solar energy gain,” Epsten noted. One can’t simply cut holes into the building without a tradeoff. To compensate, Epsten made sure that the proper placement and size of overhangs that are fastened to the building create the appropriate amount of shade—helping the building realize a significant energy gain despite the amount of daylight being received throughout the day. Epsten’s building demonstrates her 360-degree perspective when it comes to waste reduction and high performance, as well as her philosophy of constantly improving and certifying the building during its lifecycle. Among the building’s many green and sustainable features, Epsten still has her favorites. In a throwback to her first architectural project, Epsten managed to reclaim all the wood floors that were original to the building. The wood was re-milled locally and was

INSIGHT | ISSUE 2, 2015 | www.BOMAGeorgia.org | 25

reused to make stair treads for the featured staircase, as well as paneling for the front desk and an accent wall meeting visitors as they enter The Edge. “The warm, old wood adds a special character to the building,” Epsten said. “By reusing the original wood and sourcing a local business for its re-milling, we were able to keep the lifecycle of the building very close.” Epsten believes that other building owners and managers should seek to raise the bar for their own properties and continue to pursue

the ongoing operations, management and certification of their buildings throughout their lifecycle. One of the biggest obstacles to sustainability and environmental responsibility in her opinion is the inability of most to think beyond their lifetime. “We (humans) just don’t think about 1,000 years down the road,” Epsten said. “I sometimes feel like we are in the middle of creating an unplanned future. We are experiencing a trend of more people congregating in cities. Most are coming to the

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business-friendly environment in southern cities like Atlanta. We (developers, owners, managers) need to be prepared to do a good job of managing that growth.” Even for Epsten, there are just some things you can’t plan for. She never would Serving Atlanta Since 1980 have predicted that the neighborhood her building is in would develop the way is has in recent years. She is excited about what initiatives like the new Atlanta Street Car will do for The Edge and its neighborhood. Like those students who wasted the wood when they made the decision to mill the round members in that first architecture assignment, Epsten feels that it would be a similar waste if her building was ever razed in the name of 2950 Cole Court, Norcross, GA 30071 www.burkepainting.com progress or future developments.. “This old 1940s building has a lot of life still 675763_Burke.indd 1 1/20/14 10:08 AM in it,” she said passionately. “I hope it is never torn down. It would be a great legacy.”

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ABOUT THE AUTHOR Jacob Wilder is the director of communications and technology for BOMA Georgia. In his role, he acts as the managing editor for Insight, the Commercial Real Estate Journal and the BOMA Views newsletter. He also maintains the BOMA Georgia, BOMA Georgia Foundation and High Performance Building Summit websites; produces the organization’s biweekly eNewsletter; coordinates the association’s social media efforts; assists in membership recruitment and retention; manages the association’s local awards programs and provides support for the association’s community service efforts.

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FEATURE

Tie-Back Safety I Anchor Inspection and Load Testing and Certification

The Building Owner and Manager’s Responsibility

BY Christopher M. Everett, PE PENTA Engineering Group, Inc.

28 INSIGHT | ISSUE 2, 2015 | www.BOMAGeorgia.org

t is 1990 in Atlanta, and the concrete piers that will be used to mount the rooftop davit equipment to a new highrise building are being cast. Inadvertently, the plywood templates used to locate the steel anchoring rods for the concrete pier are left in-place by the general contractor. During the next 15 years, the plywood templates absorb and trap moisture that has infiltrated the roof membrane. The trapped moisture accelerates corrosion of the steel anchoring rods that keep the pier and davit equipment attached to the building. Prior to commencing an exterior renovation project, the building management decides to have the davit equipment load tested to ensure its reliability. During the load testing, the concrete piers experience a shear failure at loads that are far less than their designed capacity. It is summer in Atlanta, and load testing of flush-mounted, tie-back safety anchors on a high-rise building downtown is getting started. As the test load is applied to the first safety anchor, the anchor fails well below its intended design load and the steel attachment loop shears off from the rest of the anchor. This style of safety anchor was designed for use in one direction. During installation, the anchors had inadvertently been installed backwards causing the safety anchors to be loaded in their weakest direction during use. The above accounts are true stories but unfortunately not the only instances where a construction or design defect has created a dangerous situation for workers that access building facades through rope access or on suspended scaffolding. Fortunately, OSHA and the International Window Cleaning Association (IWCA) have developed regulations and standards in the industry to minimize deaths and injuries related to building exterior work accessed from the building rooftops. Today, these are the regulations and standards that provide the guidance needed to allow building engineers and managers to minimize their risk when vendors access their building façade. In 1999, ANSI granted IWCA the authority to develop the first version of their new window cleaning safety standard, the I-14.1,

and in October of 2001, the standard was finalized and released. Since then, the IWCA I-14.1 – 2001 has been the most widely recognized standard relating specifically to window cleaning safety. Currently, the IWCA I-14 Committee is developing the second version of their safety standard which is tentatively scheduled to be finalized and released in late 2015. The focus of this article is the building owner’s and manager’s responsibility related to the IWCA standard as well as OSHA regulations. The building owners and managers must provide points of anchorage on the building rooftops if workers are suspended from the building rooftops. In many parts of the country, a large percentage of existing rooftop anchor systems on commercial buildings are in compliance with the standard. In the Atlanta region, there was limited compliance until recent years. However, many buildings in Atlanta still offer limited available structural members or no anchors at all. Building anchors are typically structural members, eyebolts or pre-engineered components that are set back from the edge of the building. The anchors are typically attached to the building structure. The anchors are sometimes attached to the building’s parapet wall or other architectural features that are capable of withstanding the required loads. The points of anchorage can be used for attachment to descent lines, lifelines and equipment tiebacks if they are rated to do so. Buildings higher than 300 feet and those with special access requirements are typically equipped with a davit system. A davit system is a system of small cranes, typically used in the marine industry to lower lifeboats or raise and lower equipment to and from the boat. On buildings, davits are typically used to raise and lower suspended scaffolds or swing stages. Where a building is equipped with a davit system, anchors can be located adjacent to the davits or attached to the davit pedestals. The davits themselves must be capable of resisting an overturning load with a factor of safety of four-and-a-half times the rated load. OSHA addresses safety for workers in several articles in the General Industry Standard (29 CFR 1910) and the Construction

Plywood Base – Far.

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Industry Standard (29 CFR 1926). The General Industry Standard applies to workers in the maintenance industry (preventative and routine) and window washing. Routine maintenance might include caulking inspection and minor replacement. The Construction Industry Standard applies to construction workers during original installation or improvements or repair such as resealing/recaulking the entirebuilding, façade repairs or glass replacement. OSHA 29 CFR 1910 General Industry Standard For points of anchorage and davits, 29 CFR 1910.66 states that the anchors or davits, “shall be inspected and tested in the field before being placed into initial service to determine that all parts of the installation conform to the applicable requirements of this standard.” The standard further states that, “structures shall undergo periodic inspection by a competent person at intervals not exceeding 12 months.” Finally, the standard states, “Anchorages to which personal fall arrest equipment is attached shall be capable of supporting at least 5,000 pounds per employee attached, or shall be installed, and used as part of a complete personal fall arrest system which maintains a safety factor of at least two, under supervision of a qualified person.”

OSHA 29 CFR 1926 Construction Industry Standard In 29 CFR 1926.451, OSHA states that equipment tiebacks, “shall be secured to a structurally sound anchorage on the building or structure. Sound anchorages include structural members, but do not include standpipes, vents, other piping systems or electrical conduit.” The standard further states that vertical lifelines, “shall be fastened to a fixed point of anchorage, shall be independent of the scaffold and shall be protected from sharp edges and abrasion.” In 29 CFR 1926.502, OSHA states, “anchorages used for attachment of personal fall arrest equipment shall be independent of any anchorage being used to support or suspend platforms and capable of supporting at least 5,000 pounds per employee attached, or shall be designed, installed and used as part of a complete personal fall arrest system which maintains a factor of safety of at least two; and under the supervision of a qualified person.” IWCA I-14.1-2001 Window Cleaning Safety Standard Paragraph 9.1.1 of the Window Cleaning Safety Standard states that, “Anchorages shall be capable of sustaining a 5,000 pound minimum load or a minimum 4-to-1 safety factor, whichever is greater, in any direction that the load may be applied.” Paragraph 8.1.3 of the Standard states that, “Designated anchorages, targeted for post-installation

INSIGHT | ISSUE 2, 2015 | www.BOMAGeorgia.org | 29

testing, shall be tested by applying a minimum static load of twice the design load in each (primary) direction that the load may be applied.” The Standard further states that the anchorages, “shall be inspected annually by a qualified person.” For davits and davit fixtures the Standard states that the “davit has a stability factor of at least 4 to 1 against overturning.” The IWCA standard goes further in specifying roof anchor layout and geometry. Placement of anchors shall not be within

six feet of the roof edge unless fall protection is provided to access those anchors safely. For new construction, anchor spacing should not be greater than 12 feet. When retrofitting existing buildings, anchors are to be placed in-line with the suspended worker where offsets are no greater than 15 degrees from perpendicular. The updated Window Cleaning Safety Standard, due out later this year, will likely include minor changes to these items. To verify that the points of anchorage can support loads of this magnitude, they must be

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inspected and load tested in the field. Loadtesting can be performed in a variety of ways. Much controversy has surrounded the extent of testing required. The IWCA is clear that load testing should not physically damage the point of anchorage, so a proof load of approximately 50 percent of the 5,000 pound load is required. It has also been reported that some testing companies have load tested only a limited number rather than all of the existing anchors. Testing has shown on numerous occasions that anchors with a similar appearance from the roof surface are not all installed in the same manner. Some anchors that theoretically may be capable of supporting a 5,000 pound load may yield at significantly lower loads due to unseen installation or materials defects. For building owners and managers, the responsibility is to provide safe points of anchorage for workers suspending from rooftops. If the points of anchorage do not exist, many window washers will attach a descent line (without a safety line) to various available tie-off points such as mechanical equipment and hand railings, many of which have led to fatal accidents. The lawsuits associated with these accidents have not been favorable to owners and managers. While there are inherent risks associated with accessing a building façade through the use of suspension equipment, OSHA and IWCA have provided the engineers and managers with a set of regulations and guidelines to minimize this risk. The risks are not only the life safety of the worker, but also the financial risk of liability 12:56 AM assumed by the building owner and manager every time a vendor is asked to attach a safety line and go over the edge of the roof. ABOUT THE AUTHOR Christopher M. Everett, PE is a principal engineer with PENTA Engineering Group, Inc. (ceverett@pentaeng.com) and a registered Professional Engineer in Georgia. Everett has been the managing principal over PENTA’s rooftop safety anchor and davit services for 15 years and has extensive experience in the installation and testing of a multitude of façade access systems and their components. Everett has recently been appointed to serve on the IWCA I-14 Committee that is developing their new Window Cleaning Safety Standard tentatively scheduled to be released later this year.

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FEATURE

Emerging Professional Spotlight:

Carla Moule, Colliers International

BY Amy Davidson Aquascape Environmental

arla Moule, senior property manager for Colliers International, has always been open to new challenges and opportunities that present themselves in life. Growing up in Connecticut, she studied hospitality management and travel and tourism at Johnson & Wales University in Providence, R.I. She wanted to become a real-life version of Cruise Director Julie McCoy from the Love Boat TV series. Upon graduation, she decided to enter the exciting world of restaurant management. When a management opportunity at The Palm Restaurant came along, Moule began her professional career in the restaurant industry. Her tenure with The Palm brought many moves up the corporate ladder. The excitement of all the promotions was in the relocations: to Los Angeles, then Denver, then New York. In 2007, while working as an assistant general manager in Charlotte, N.C., she took the opportunity to parlay her years of management, purchasing and hiring experience into a residential property management position for an investment group. Moule jumped right into this new industry with enthusiasm. She immediately obtained her real estate license and took over the management of 250 residential properties. After a couple of years in the residential arena, during which she made herself indispensable,

Moule was able to negotiate a change in her contract that included working remotely. With two young children at home, the timing was perfect. The new arrangement proved to be fortuitous because it allowed Moule to retain her position in the midst of her family relocating to Atlanta. Once settled in Atlanta, another new career opportunity presented itself. A recruiter brought an industrial property manager position to Moule’s attention. “The recruiter told me, ‘You have no experience. You are not at all qualified. But if I can get you in front of this prospect, I know they will like you,’” she recalled. Again her inner drive to explore new avenues pushed her forward. “I had never done industrial property management. I didn’t know what a triple net lease was. I knew none of the terminology, but I just said, ‘Yes, I can manage that for you. Absolutely.’ I just charmed them into giving me the job.” Moule’s charm aside, she also possesses a wealth of management experience, an amazing work ethic, and the right amount of gumption. Moule entered commercial property management in 2009, and her career has been on the rise ever since. One of the aspects of her career that she sees as an asset has been her association with BOMA Georgia. Moule has been a member of BOMA Georgia since 2010, but she kept a fairly low profile during her first two years of membership. While she wasn’t active on a social level initially, she still took full advantage of the access her membership afforded her to the educational benefits of BOMA. She started at the beginning with PM 101 and is now two courses away from earning her Real Property Administrator (RPA) designation. Her plan is to finish her RPA this year. She also has one Facility Management Administrator (FMA) designation class behind her and plans

to complete that designation next year. Moule feels fortunate because her employer supports all of her educational goals. Besides supporting advances in education, Colliers International is also a big advocate of BOMA Georgia. “They support all the work that I do with BOMA,” she said. “This is really important to me, and I try to stay involved to a point where it is not interfering with my job.” Once she made the decision to get involved on a more social level, there was no looking back. “I am currently the chair of the Community Service Committee (CSC),” Moule said. “The CSC has been an amazing and rewarding experience that I am so thankful to have.” She tells her peers and colleagues about BOMA, too. “I have had the opportunity to work with two companies [that] have recently joined or thought about joining BOMA. This is exciting because they have so many questions about the organization and about how to earn business through BOMA. I tell them that it is a process of networking and getting involved in order to make a name for their business. I always tell professionals in my field that being a BOMA member is what you make it. I encourage them to get involved, go to meetings, lunches and SIG meetings to see where they fit in. I have seen

INSIGHT | ISSUE 2, 2015 | www.BOMAGeorgia.org | 31

â&#x20AC;˘ Commercial â&#x20AC;˘ Residential â&#x20AC;˘ New Construction â&#x20AC;˘ Repairs â&#x20AC;˘ Service Work

benefits from my membership because I spend time networking and getting involved. I also tell them to take classes. The continuing education is a great way to learn more about the business and further oneâ&#x20AC;&#x2122;s career as well.â&#x20AC;? Moule recognized the many benefits of her BOMA membership. â&#x20AC;&#x153;I have made personal and professional connections through my service with BOMA Georgia,â&#x20AC;? she said. â&#x20AC;&#x153;Through volunteering on committees, I have found the networking opportunities to be a huge benefit.â&#x20AC;? Moule has changed companies over the years, and she believes that her professional contacts at BOMA have helped advance her career. â&#x20AC;&#x153;Over the next two years, I would like to gain as much knowledge as I can about my industry and establish myself as a leader in my organization,â&#x20AC;? Moule said. â&#x20AC;&#x153;I will also stay active in BOMA Georgia and see myself sitting on the Board of Directors or holding a leadership position.â&#x20AC;? When not working or continuing her professional education, Moule keeps up with her two, active childrenâ&#x20AC;&#x201D;son Dylan, age 10, and daughter Jordan, age 12. As a parent, she is grateful for the flexibility in her position. It has allowed her to create a balance and be present as a parent. For example, Mouleâ&#x20AC;&#x201D;an avid runnerâ&#x20AC;&#x201D;had the opportunity to coach her daughterâ&#x20AC;&#x2122;s Girls on the Run team, which was

part of a national running program for girls in grades 3 through 5. The team met twice a week to discuss topics such as confidence, changes and how to be healthy. The season concluded with running a 5K race. Reently, Moule has hung up her running shoes and taken up CrossFit. Working out at the gym has become her favorite part of her day. The CrossFit program provides both physical challenges and goals that she sets for herself. It also offers quality family time since both of her children enjoy the CrossFit workout. Looking for new opportunities in life is key for Moule. When considering her future she said, â&#x20AC;&#x153;I donâ&#x20AC;&#x2122;t have that figured out. Iâ&#x20AC;&#x2122;ve been given so many opportunities over the years to try different aspects of the industry. Iâ&#x20AC;&#x2122;ve had amazing mentors. I donâ&#x20AC;&#x2122;t want to limit myself.â&#x20AC;? She has always enjoyed being open to where life takes her. And yet, no one is more surprised by how her life has turned out than Moule herself. ABOUT THE AUTHOR Amy Davidson joined the Aquascape Environmental team in 2011. She holds a bachelorâ&#x20AC;&#x2122;s degree in marketing from Loras College and has extensive experience in marketing and customer relationships. Davidson is also a LEED Green Associate.

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CALENDAR OF EVENTS

JUNE STARTS JUNE 2 Online Exam Prep: LEEDv4 AP O+M

JUNE 16

11:30 a.m–12:30 p.m. Registration: $250 Charlie Cichetti charliec@sigearth.com (770) 733-1391

8–9:30 a.m. St. Joseph’s Hospital Members: Free, registration required; Non-Members: $35 Sharon Shuford sshuford@bomageorgia.org (404) 475-9980

JUNE 4

STARTS JUNE 28

BTO Lunch

Los Angeles Convention Center

JUNE 9

JULY 15

11:30 a.m–1:30 p.m. Augustino’s | Marriott Hotel Augusta, GA Free, registration required Contact: Sharon Shuford sshuford@bomageorgia.org (404) 475-9980

STARTS JUNE 9

Online Exam Prep: LEEDv4 Green Associate Registration: $250 Charlie Cichetti charliec@sigearth.com 770-733-1391

STARTS JUNE 10 Design, Operation & Maintenance Part 1

8:30 a.m.–5 p.m. BOMA Georgia Conference Center* Members: $1,035 Non-Members: $1,285

JUNE 11 BTO Lunch

11:30 a.m.–12:30 p.m. AGC Conference Center Members: Free, registration required; Non-Members: $40

Facilities Management Shared Interest Group Meeting 11:30 a.m.–1 p.m. Members: Free, registration required; Non-Members: $20 Sharon Shuford sshuford@bomageorgia.org (404) 475-9980

AUGUST 12

Allied Member Resource Group

2015 Every Building Conference and Expo

11:30 a.m.–12:30 p.m. American Cancer Society Building Members: Free, registration required; Non-Members: $40

Augusta Medical Office Building Luncheon

AUGUST 11

Medical Office Building SIG Meeting

(AMRG) Event

11:30 a.m.–1 p.m. Members: Free, registration required; Non-Members: $50 Sharon Shuford sshuford@bomageorgia.org (404) 475-9980

JULY Industrial SIG Meeting

11:30 a.m.–1 p.m. Five Seasons Brewery Members: Free, registration required; Non-Members: $20 Sharon Shuford sshuford@bomageorgia.org (404) 475-9980

11:30 a.m.–1 p.m. Members: Free, registration required; Non-Members: $65

JULY 22-24

BEGINS AUGUST 14

AUGUST 12

BOMA Georgia August Motivational Luncheon

AUGUST 19-21

Design, Operation and Maintenance Part 2

8:30 a.m.–5 p.m. BOMA Georgia Conference Center* Members: $1,035 Non-Members: $1,285

AUGUST 26-28

High-Performance Sustainable Building Practices 8:30 a.m.–5 p.m. BOMA Georgia Conference Center* Members: $1,035 Non-Members: $1,285

AUGUST 27

Young Professionals Lunch-and-Learn

11:30 a.m.–1 p.m. BOMA Georgia Conference Center* Members: Free, registration required; Non-Members: $30 Jacob Wilder jwilder@bomageorgia.org (404) 475-9980

BOMA PM 101

Budgeting and Accounting

8:30 a.m.–5 p.m. BOMA Georgia Conference Center* Members: $535 Non-Members: $785

8 a.m.–5 p.m. Location Varies Members: $599 Non-Members: $699

JULY 28

Green Real Estate Network Breakfast

8–9:30 a.m. Members: $20; Non-Members: $35 Sharon Shuford sshuford@bomageorgia.org (404) 475-9980

AUGUST BEGINS AUGUST 4

Air Handling, Water Treatment and Plumbing 3–7 p.m. Members: $535 Non-Members: $785

* 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.

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Accu-Coat LLC, AKA Polished Concrete Atlanta....................(404) 433-0195 Concrete Finishes Inc................(770) 971-2778 Diversified Maintenance............(205) 248-9315 J+J Flooring Group...................(404) 374-1815 MilliCare By Trilogyfm................(404) 354-6726 Patcraft.....................................(404) 401-1427 Premier Contract Carpet Inc.......(404) 488-2082 Program Maintenance...............(404) 870-0054 ServiceMaster Cleaning & Restoration........................(770) 514-1789 Southeastern Commercial Flooring Inc............................(770) 591-9980 The Mad Matter Inc...................(678) 361-6704

CONTRACTORS

Accu-Coat LLC, AKA Polished Concrete Atlanta....................(404) 433-0195 Batson-Cook Co........................(770) 955-1951 C&W Contracting Services Inc...........................(678) 412-0011 CA South LLC............................(678) 302-0606 Contract Builders Inc.................(770) 740-0055 Craftsmen Business Interiors.....(770) 541-7700 Double T Contracting Inc............(770) 489-7772 Emery & Associates...................(770) 414-9099 Foley Construction Corporation...........................(770) 409-1166 Gilbane Building Co...................(678) 282-1306 Harrison Contracting Co. Inc.......(678) 941-1490 Humphries & Co........................(770) 434-2914 Innovative Engineering Inc..........(770) 517-5507 Landmark Restorations Ltd........(404) 352-1795 Life on Earth LLC.......................(404) 875-6706 PKS Paving & Concrete Construction..........................(404) 401-8551 Pro Roofing & Siding.................(770) 875-8114 Schoppman Co. Inc...................(770) 693-9000 Scott Contracting LLC................(770) 274-0529 Stellar Contracting Inc................(770) 649-1575 Tip Top Roofers Service Corporation...........................(404) 351-4410

Testing, Engineering & Consulting Services Inc..........(770) 995-8000 Wiss Janney Elstner Associates Inc.......................(770) 923-9822 ENVIRONMENTAL

Action Electrical & Mechanical Contractors.........(404) 799-3551 Allison-Smith Co........................(404) 351-6430 Capital City Mechanical & Electrical Services................... (770) 449-0200 ext 225 Graybar Electric Co....................(678) 291-5402 Keynect LLC..............................(770) 590-7449 LMI Systems Inc........................(678) 578-2102 Mayberry Electric Inc.................(404) 991-7007 Prime Power Services Inc..........(678) 898-4960 Putzel Electrical Contractors.......(404) 226-9475 Summit Systems Inc..................(678) 482-8010 White Electrical Construction Co.....................(404) 351-5740

Aquascape Environmental.........(678) 445-0077 Arborguard Tree Specialists.......(404) 299-5555 Caldwell Tree Care.....................(770) 992-1973 Meridian Restoration Inc............(678) 546-2819 Recycling Management Resources.............................(404) 488-5356 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........................(470) 514-4418

ELEVATORS/ESCALATORS

EQUIPMENT RENTALS

Bagby Elevator Co. Inc...............(404) 859-3310 Fujitec America Inc....................(770) 209-0322 Hoover Elevator Group Inc..........(770) 394-4018 Schindler Elevator Corporation...........................(470) 991-9597 ThyssenKrupp Elevator Corporation...........................(770) 916-0555 Van Deusen & Associates..........(678) 881-0884 Vertical Systems Inc...................(404) 581-0094

Stone Mountain Access Systems....................(770) 908-2936 Sunbelt Rentals Inc....................(404) 456-1919

ENERGY

ENTEK......................................(678) 910-1326 Goby LLC..................................(404) 201-3975 Hannah Solar............................(404) 609-7005 Infinite Energy...........................(770) 690-6537 Mallory & Evans Service............(404) 297-1007 McKenney’s Inc.........................(404) 624-8625 Philips Lighting Co.....................(781) 925-4178 SemaConnect Inc......................(301) 352-3730 Trane........................................(678) 775-4106 Yancey Power Systems..............(678) 945-2637 ENGINEERING

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 Sustainable Investment Group (SIG)............................(404) 343-3835

FACILITY MANAGEMENT

Siemens Industry Inc.................(770) 225-5509 FACILITY SUPPORT

GSE Facility Services LLC..........(404) 230-2900 PENTA Engineering Group Inc....(678) 282-1999 Stone Mountain Access Systems....................(770) 908-2936 Strategic Market Alliance...........(770) 641-1055 Xpedx.......................................(770) 715-2841 FINANCIAL SERVICES

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

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 Fire and Life Safety America......(770) 717-8822 Fire Systems Inc........................(770) 333-7979 Mitec........................................(770) 813-5959 SimplexGrinnell LP....................(678) 343-7065 FIRE/WATER/MOLD RESTORATION

Above All Cleaning & Restoration Inc.......................(770) 938-7770 BELFOR Property Restoration.....(770) 939-0128 Blackmon Mooring Services of Atlanta ................(678) 232-5520 Blu Sky Restoration Contractors...........................(770) 904-6494 Blue Team Restoration/ BBMK Contracting.................(404) 313-9868 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 Cleaning & Restoration........................(770) 514-1789 SERVPRO of Decatur.................(404) 378-9998 Servpro of North Atlanta/ Buckhead..............................(404) 261-2925 Unlimited Restoration Specialists Inc........................(687) 943-3013 Waterproofing Contractors Inc....(770) 449-5552 GENERATORS

Hannah Solar............................(404) 609-7005 Prime Power Services Inc..........(678) 898-4960 GUARD SERVICES

AlliedBarton Security Services....(404) 898-1695 SecurAmerica LLC....................(404) 926-4265 Securitas Security Services USA Inc.................................(404) 633-1140 Weiser Security Services Inc......(404) 519-6950

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HEALTH & HYGIENE PRODUCTS

GOJO Industries........................(205) 447-0849 Kimberly-Clark Corporation........(732) 309-6714 SCA Tissue................................(678) 977-6858 HVAC

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 ENTEK......................................(678) 910-1326 Harbin’s Mechanical Services Inc...........................(770) 914-7060 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) 408-6136 Mingledorff’s Inc........................(770) 239-2208 Padgett Group...........................(678) 880-1631 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 INTERIOR DESIGN

Craftsmen Business Interiors.....(770) 541-7700 Foley Construction Corporation...........................(770) 409-1166 VeenendaalCave Inc..................(404) 881-1811 JANITORIAL

ABM Onsite Services.................(678) 245-3273 Allied International Cleaning Services Inc...........................(770) 426-8779 BCJ Building Services................(404) 551-2310 Building Cleaning Solutions Inc..(678) 445-3806 Building Maintenance Services Inc...........................(770) 218-2993 Chosen Janitorial Services.........(404) 644-6291 Diversified Maintenance............(205) 248-9315 Environmental Service Partners................................(800) 874-0780

ERMC of Atlanta LLC.................(404) 418-1443 Georgia Pacific Corporation........(770) 815-9552 GMI Group Inc...........................(678) 482-5288 GOJO Industries........................(205) 447-0849 HTH Building Services Inc..........(770) 988-0084 Kimberly-Clark Corporation........(732) 309-6714 LaCosta Facility Support Services...................(404) 539-9496 Pollock Paper Distributors..........(770) 803-7862 Pritchard Industries SE..............(404) 231-1430 Solaris Paper.............................(770) 510-5137 Strategic Market Alliance...........(770) 641-1055 Unique Building Maintenance Inc....................(678) 380-0297 Xpedx.......................................(770) 715-2841

LED Light Energy LLC................(312) 451-4341 Philips Lighting Co.....................(781) 925-4178 Voss Lighting.............................(770) 438-8557 MARBLE RESTORATION & MAINTENANCE

ADDCO Metal Maintenance Co..(770) 985-5611 Architectural Surface Restoration LLC.....................(770) 510-8333 Mid America Metals...................(770) 616-6567 Natural Stone Services..............(404) 255-8133 Southeastern Commercial Flooring Inc............................(770) 591-9980 Stone Specialty Services............(404) 261-9111 Stuart Dean Co. Inc...........(404) 872-6090 X102

GWP Paving..............................(404) 831-7177 Kaney & Lane LLC.....................(404) 892-8246 Spectrum Painting Inc................(770) 497-0101 Wildcat Striping & Sealing..........(678) 937-9525 PAVING PRODUCTS

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

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 X102

Asphalt Enterprises....................(770) 424-5001 Brite Line Asphalt Maintenance Inc....................(770) 516-0604 C&K Paving Contractors Inc.......(770) 791-0107 Commercial Paving Services......(770) 426-9200 Driveway Maintenance Inc.........(770) 477-6211 Georgia Paving Inc.....................(404) 831-1000 GuardTop LLC...........................(877) 948-2738 GWP Paving..............................(404) 831-7177 Hercules Sealcoat Manufacturing Inc..................(770) 455-6551 PKS Paving & Concrete Construction..........................(404) 401-8551 Rose Paving Co.........................(678) 775-5421 The Surface Masters Inc............(770) 250-6392 Wildcat Striping & Sealing..........(678) 937-9525

LANDSCAPING-EXTERIOR

OFFICE FURNITURE

PEST CONTROL

CORT........................................(678) 909-0170

Active Pest Control....................(770) 288-8528 Allgood Pest Solutions...............(678) 328-4094 Orkin Inc...................................(404) 609-9550 Peachtree Pest Control..............(770) 931-9099 Team Pest USA.........................(770) 985-4444

LAKE MANAGEMENT

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

4 Seasons Landscape Group LLC.............................(770) 452-4455 Arborguard Tree Specialists.......(404) 299-5555 Austin Outdoor..........................(770) 435-7474 Caldwell Tree Care.....................(770) 992-1973 Chapel Valley Landscape Co......(706) 200-2060 Color Burst................................(770) 822-9706 Downey Trees Inc......................(770) 889-2822 Envisor Consulting.....................(404) 987-2499 Gibbs Landscape Co..................(770) 432-7761 Gibson Landscape Services.......(678) 365-9568 HighGrove Partners...................(678) 298-0569 New Leaf Landscape Services................................(678) 450-6599 Russell Landscape Group Inc.....(770) 446-3552 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

E. Sam Jones Distributor Inc......(404) 351-3250

METAL FINISHING

PAINT/WALLCOVERINGS

American Painting & Renovations Inc.....................(770) 995-8787 Burke Painting Inc.....................(770) 582-0847 Harrison Contracting Co. Inc.......(678) 941-1490 Horizon Painting and Renovations Inc.....................(404) 447-0385 Oakcliff Painting........................(404) 867-3707 PPG Industries Inc.....................(770) 938-4600 Spectrum Painting Inc................(770) 497-0101 PAPER PRODUCTS

Georgia Pacific Corporation........(770) 815-9552 Pollock Paper Distributors..........(770) 803-7862 SCA Tissue................................(678) 977-6858 Sikes Paper Co..........................(770) 405-6900 Solaris Paper.............................(770) 510-5137 PARKING

Ace Parking..............................(770) 722-8037 Innovative Parking Concepts LLC........................(770) 321-1000 ITR of Georgia Inc......................(770) 496-0366 LAZ Parking..............................(404) 266-9391 Parking Company of America.....(678) 907-8450 SP Plus.....................................(404) 665-0044

PLUMBING

Art Plumbing Co........................(678) 486-2541 Hill Mechanical of Georgia LLC..........................(770) 792-1200 Legacy Mechanical Services Inc...........................(770) 432-1171 Southeast Pump & Equipment Inc.......... (678) 990-1388 ext 107 PRESSURE WASHING

Coast & Valley LLC....................(770) 417-1382 Everclear Enterprises Inc............(404) 876-9408 Kaney & Lane LLC.....................(404) 892-8246 Sightline....................................(678) 530-9152 Southeastern Cleaning Inc.........(770) 304-2366 Top of the Line High Rise Service LLC...........................(404) 569-9544 Valcourt Building Services LLC.........................(770) 971-2000 REAL ESTATE PROCUREMENT SERVICES

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

PARKING DECK

Coast & Valley LLC....................(770) 417-1382 Commercial Paving Services......(770) 426-9200 Graydaze Contracting Inc...........(770) 752-7010

Baker Roofing Co.......................(404) 458-2742 Disaster One.............................(678) 491-8919 Meridian Restoration Inc............(678) 546-2819

Over “90” years in the Plumbing Service Industry

24/7 Plumbing Service & Maintenance “365 Days” 24/7 emergency response to any system or utility failure General repairs – regardless of size! TV/Video pipe inspection Back flow prevention upgrades, repairs and state certification Utility pipe leaks (water, gas and sewer) Water jet sewer cleaning (up to 30” in diameter)

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

“We are here to solve your challenges”

Phone: 678-486-2540 Fax: 770-433-1452 1847 South Cobb Industrial Blvd. Smyrna GA 30082 • www.artplumbing.com

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Tendon Systems LLC.................(678) 835-1100 ROOFING

Apollo Roofing Co. Inc................(770) 751-6191 Baker Roofing Co.......................(404) 458-2742 C.L. Burks Construction - Commercial Roofing Contractors LLC....................(800) 969-2875 Empire Roofing Co. Inc..............(770) 948-7832 Innovative Roofing Group Inc......(404) 351-8797 MGI Roofing LLC.......................(678) 771-0050 Mid South Roof Systems............(404) 965-9375 Naturashield .............................(404) 227-5206 Pro Roofing & Siding.................(770) 875-8114 Roof Partners LLC.....................(404) 490-4647 Sentry Roof Services.................(678) 301-5551 SoCo Roofing Services..............(678) 425-9010 The BEST Consultant Inc............(678) 200-7648 Tip Top Roofers Service Corporation...........................(404) 351-4410 Whitco Roofing Inc.....................(678) 516-6602 SEALCOATING

Brite Line Asphalt Maintenance Inc....................(770) 516-0604 C&K Paving Contractors Inc.......(770) 791-0107 Graydaze Contracting Inc...........(770) 752-7010 The Surface Masters Inc............(770) 250-6392 SECURITY

AlliedBarton Security Services....(404) 898-1695 Alscan Inc.................................(404) 849-7129 Armor Lock & Security Co. Inc......................(770) 493-1915 Critical Systems LLC..................(770) 612-9172 ITR of Georgia Inc......................(770) 496-0366 Miner Southeast........................(678) 730-4700 Mitec........................................(770) 813-5959

OnePath Systems LLC...............(404) 661-2349 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 Walden Security........................(404) 937-1747 Weiser Security Services Inc......(404) 519-6950

WASTE REMOVAL

WATER TREATMENT

Container Repair Service...........(770) 316-4677 Recycling Management Resources.............................(404) 488-5356 Republic Services Inc.................(404) 693-9277 U.S. Waste & Recycling/Southern Waste & Recycling Inc......................(770) 751-7797 Waste Pro of Georgia.................(678) 939-6608

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

SECURITY SERVICE & PRODUCTS

WaterSignal LLC........................(470) 514-4418

Fire Systems Inc........................(770) 333-7979 Southeastern Security Professionals.........................(770) 540-0175

WATER DAMAGE/STRUCTURE DRYING

SIGNAGE

Custom Sign Factory.................(770) 717-7755 SPECIALTY CONTRACTING

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

Fellers, Schewe, Scott & Roberts Inc............................(770) 621-9548 Paradigm Tax Group..................(404) 325-5445 TREE CARE

Arborguard Tree Specialists.......(404) 299-5555 Caldwell Tree Care.....................(770) 992-1973 ValleyCrest Landscape Maintenance.........................(770) 662-8775 TROPICAL PLANTS

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

Container Repair Service...........(770) 316-4677

WATER CONSERVATION

Above All Cleaning & Restoration Inc.......................(770) 938-7770 Baker Roofing Co.......................(404) 458-2742 BELFOR Property Restoration.....(770) 939-0128 Blackmon Mooring Services of Atlanta...............................(678) 232-5520 Blu Sky Restoration Contractors...........................(770) 904-6494 Blue Team Restoration/ BBMK Contracting.................(404) 313-9868 Disaster One.............................(678) 491-8919 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 Atlanta/ Buckhead..............................(404) 261-2925 Unlimited Restoration Specialists Inc........................(687) 943-3013

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 Southern Preservation Systems................................(770) 982-9970 The Morley Companies..............(770) 569-1100 Waterproofing Contractors Inc....(770) 449-5552 Western Waterproofing Company of America.............................(678) 553-0170 WINDOWS

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

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INSIGHT | ISSUE 2, 2015 | www.BOMAGeorgia.org | 37 2/9/15 8:03 729306_Blackmon.indd PM 1 10/02/15 4:38 PM

INDEX OF ADVERTISERS/ADVERTISERS.COM ARCHITECTS/DESIGNERS WJE - Wiss, Janney, Elstner Associates............... 27 www.wje.com AUDIO VISUAL SERVICES Direct Satellite TV.................................................11 www.directsatellitetvga.com COMMUNICATIONS/TELECOMMUNICATIONS Direct Satellite TV.................................................11 www.directsatellitetvga.com ECOMM Technologies.......................................... 37 www.ecommllc.com CONSULTING Envisor Consulting............................................... 37 www.ENVISORCO.COM CONTRACTORS: GENERAL & INTERIOR DESIGN Georgia Commercial Builders............................... 37 www.gcbi.com DEMOLITION The Morley Companies......................................... 36 www.morleycompany.com ELECTRICAL/CONTRACTORS/ ENGINEERS/CONSULTANTS ECOMM Technologies.......................................... 37 www.ecommllc.com Putzel Electric...................................................... 20 www.putzelelectric.com ENERGY PRODUCTS & SERVICES Georgia Power Company....................................... 6, www.geogiapower.com/commercialsavings Georgia Power Company..............Inside Front Cover www.geogiapower.com/crc ENGINEERING TEC Services........................................................ 18 www.tecservices.com FIRE/WATER/MOLD RESTORATION Everclear Enterprises Inc.......................................11 www.everclearenterprises.com Meridian Restoration, Inc..................................... 30 www.theMeridianCompanies.com The Morley Companies......................................... 36 www.morleycompany.com Premier Restoration, Inc....................................... 19 www.PremierRestoration.com HVAC CONTRACTORS & SERVICES Ductz of Greater Atlanta....................................... 23 www.ductzatlanta.com Georgia Trane....................................................... 17 www.trane.com/georgia-alabama

Harbin's Mechanical Services Inc......................... 38 www.harbins.com McKenney's, Inc................................................... 17 www.mckenneys.com Reliance Heating and Air Conditioning.................. 19 www.reliance-hvac.com Shumate Mechanical, LLC.................................... 20 www.shumatemechanical.com Southeast Pump & Equipment Inc........................ 27 www.southeastpump.com JANITORIAL SERVICES & PRODUCTS Southeastern Cleaning Inc................................... 34 www.southeasterncleaning.com LIGHTING PRODUCTS & SERVICES PeachState LED................................................... 22 www.peachstateled.com PAINT & WALLCOVERINGS B&R Painting........................................................ 22 www.brpaint.com Burke Painting,Inc................................................ 26 www.burkepainting.com PARKING MANAGEMENT & SERVICES ITR of Georgia...................................................... 33 www.itrps.com PAVING CONTRACTORS Concrete Finishes Inc.................Outside Back Cover www.concretenishesinc.com PAVING PRODUCTS & SERVICES Brite line Asphalt Maintenance............................. 30 www.britelinecompany.com Georgia Paving, Inc.............................................. 23 www.georgiapaving.com Rose Paving Company.......................................... 32 www.rosepaving.com Wildcat Striping & Sealing.................................... 27 www.wildcatstriping.com PEST CONTROL Peachtree Pest Control......................................... 26 www.peachtreepestcontrol.com PLUMBING SERVICES Art Plumbing Company......................................... 35 www.artplumbing.com Legacy Plumbing Inc............................................ 32 www.legacyplumbinginc.net McKenney's, Inc................................................... 17 www.mckenneys.com

PRESSURE WASHING Southeastern Cleaning Inc................................... 34 www.southeasterncleaning.com PROPERTY TAX CONSULTANTS Equitax Property Tax Advisors.............................. 18 www.equitaxusa.com RESTORATION/DISASTER PRODUCTS & SERVICES Blackmon Mooring............................................... 37 www.blackmonmooring.com Engineered Restorations Inc................................. 16 www.er-inc.net FireStar Inc.......................................................... 17 www.firestarinc.com Servicemaster Restore......................................... 27 www.SMRestoreUS.com ROOFING SERVICES & PRODUCTS Roofing Plus, Inc.................................................. 20 www.roofingplusinc.com Tip Top Roofers, Inc............................................. 36 www.tiptoproofers.com SEALCOATING Wildcat Striping & Sealing.................................... 27 www.wildcatstriping.com WATER DAMAGE/STRUCTURE DRYING Meridian Restoration, Inc..................................... 30 www.theMeridianCompanies.com Premier Restoration, Inc....................................... 19 www.PremierRestoration.com WATERPROOFING Burke Painting,Inc................................................ 26 www.burkepainting.com Everclear Enterprises Inc.......................................11 www.everclearenterprises.com Metro Waterproofing, Inc......................................11 www.metrowaterproofing.com Southern Preservation Systems........................... 20 www.spsatl.com Waterproofing Contractors................................... 10 www.wcinc.com Western Waterproofing Co., Inc............................ 14 www.westernwaterproofing.com WINDOWS/CLEANING EQUIPMENT/SUPPLIES South Beach Highrise Service Inc............... Inside Back Cover www.southbeachhighrise.net Southeastern Cleaning Inc................................... 34 www.southeasterncleaning.com Top of the Line High Rise Service........................... 4 www.highriseservice.com

Providing Atlanta with excellent mechanical services for over 20 years

For 24-hour service call

(770) 914 7060 www.harbins.com

38 672827_Harbins.indd INSIGHT | ISSUE 1 2, 2015 | www.BOMAGeorgia.org

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

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

Concrete Finishes Inc. Your Complete Concrete Flooring Solution!!

Phone: 678-230-7274

Fax: 770-973-1485

Serving the Southeast

Over 10 years Concrete Finishes Inc. has been installing decorative concrete floors, resinous flooring and cleaning and repairing interior and exterior concrete. Any finish you can apply to concrete from resurfacing, sealing, coating, polishing and repairing we do it all! Quality is of the utmost importance to us and we use only the best equipment and our trained company employees to install your floors.

Dye and Polish Concrete Floor

Non-Slip Resurfacing System

Resinous Flooring

Stain and Sealed

Concrete Placement Division Concrete Repair, Remove and Place Sawing, Crack Repair, Leveling, Patching Concrete Sealing & Epoxy Coatings www.concretefinishesinc.com