2015 Insight Issue 4 by Editor

OFFICIAL PUBLICATION OF THE BUILDING OWNERS AND MANAGERS ASSOCIATION OF GEORGIA

ISSUE 4, 2015

Insight THE COMMERCIAL REAL ESTATE JOURNAL®

INSIDE: OPERATING MULTI-USE REAL ESTATE Page 12

IT’S GAME TIME FOR SOLAR ENERGY Page 16

LEGIONELLA: MANAGING YOUR BUILDING’S BUDGET AND LIABILITY Page 21

BREAKING ROUTINES Page 25

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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 COMMITTEE Chair: Mark Gallman, SMA, SMT, LEED GA Vice Chair: Mark Harrington, RPA, LEED GA Staff Liaison: Jacob Wilder Members: Adam Bonner, LEED GA; Christopher A. Bowlin, EIT; Jeff Burrow; Gina Campbell; Scott Carter; Lee Cope, P.E.; Veronica Cuellar; Amy Davidson, LEED GA; Robert Fuhr; Lorry Jensen; Mark L. Johnson, Sr.; Marie Kastens, RPA, CCIM; Jack Kennedy; Tina Mershon; Phil Mobley; Bart L. Parker, LEED GA; Matt P. Stien; Vontre’Ale Terry; Amy M. Timms, LEED GA; Calvin Truong; Natascha Werner Published by:

Insight THE COMMERCIAL REAL ESTATE JOURNAL®

www.BOMAGeorgia.org • Issue 4, 2015

FEATURES OPERATIONS ....................................................12

OFFICIAL PUBLICATION OF THE BUILDING OWNERS AND MANAGERS ASSOCIATION OF GEORGIA

Mixed Blessings

Operating multi-use real estate takes creativity, but the logic of mixed-use’s appeal is not hard to follow and the skills to manage them are learnable. BY Scott Meadows, CCIM, RPA, CPM®, Wheeler/Brand

THE COMMERCIAL REAL ESTATE JOURNAL®

TECHNOLOGY ...................................................16 New technology is changing our industry; discover the what and the how.

It’s Game Time for Solar Energy

INSIDE:

Solar energy is here to stay. No longer only a vision or a mere curiosity, solar energy is now mainstream. What does this mean to business owners? BY Dana Clare Redden, Solar Concierge

OPERATING MULTI-USE REAL ESTATE Page 12

IT’S GAME TIME FOR SOLAR ENERGY Page 16

LEGIONELLA: MANAGING YOUR BUILDING’S BUDGET AND LIABILITY Page 21

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, Stephen Cofino, Amanda Lyberger, Nicholas Manis, John O’Neil, Hannah Raper, Susana Segura, Robert Shafer, Chris Zabe 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.

PUBLISHED NOVEMBER 2015/BAA-Q0116/1090

BREAKING ROUTINES page 25

TRENDING IN #CRE ........................................21

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Keeping your fingers on the pulse of commercial real estate.

ABOUT THE COVER—Facility manager Russell Copeland with Cushman & Wakefield conducts a walking meeting with Chief Operating Engineer Chris Allen on a walking trail at their property, UPS Supply Chain Solutions (UPS SCS). Walking meetings are just one way that workers can break their day-to-day routine with physical activity and thinking outside the box—or office. The walking trail at UPS SCS was built by its tenants and is used daily for exercise and business meetings. See article on page 25.

Legionella: Managing Your Building’s Budget and Liability

Legionella has been around for a long time—long before we heard about it on the evening news. And it is the building owner’s responsibility that a legionella plan be in place. BY Trace Blackmore, Blackmore Enterprises

HUMAN INTEREST/SELF HELP ......................25 Profiling industry leaders and tips to make you a better professional.

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ISSUE 4, 2015

Insight

A look at changing operations and operations best practices in the real estate industry.

Breaking Routines: A Changing Perspective on the Way We Work

Since we are always plugged in and on demand, especially at work, people are challenged with attaining balance with the rest of their lives. The solution starts with becoming mindful of the necessity to strike balance. BY Gina Campbell, MBA, Kimberly Clark Professional

TECHNICAL/ENGINEERING ..............................28

EMERGING PROFESSIONAL SPOTLIGHT .......31

For engineers and others interested in the technical aspects of building management and maintenance.

Highlighting the up-and-comers!

Engineering Bandwidth in a Post-Recession World

Crystal Barney, Blue Team Restoration – BBMK Contracting

The news of an economic upswing and consumer confidence is great news. But are you ready to answer the questions that come with this news and are you prepared? BY Mark Gallman, SMA, LEED GA, Highwoods Properties

Crystal Barney has spent a decade fine-tuning the skills she needs to serve commercial properties across the country. She takes pride in providing tailored disaster response support to each client. BY Amy Davidson, Aquascape Environmental

DEPARTMENTS

6 PRESIDENT’S MESSAGE 8 LEGISLATIVE ROUNDUP 33 CALENDAR OF EVENTS

35 ALLIED MEMBER 38

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PRESIDENT’S MESSAGE

Think Like an Asset Manager BY Mark Dukes, RPA, CCIM Duke Realty BOMA Georgia President

s the final quarter of 2015 ends, as well as my term as your BOMA Georgia president, I want to leave you with a challenge as you continue to grow your career in the CRE industry. Think like an asset manager. I didn’t say ‘be an asset manager,’ though this may be in the cards for some of you. In the industry, we consistently work to meet and exceed the expectations of two parties— the tenant and the asset manager or owner. I extend this challenge to all of you— property managers, engineers and allied members alike! We all grow as professionals when we treat each task at each property as if we owned the property. It is easier to think like a tenant. After all, we spend so much time communicating with them and meeting their needs. We can relate to the hot-cold calls, the lamps that

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need changing, and the dreaded ‘why is water coming from my ceiling?’ call. But, to think like an owner or the asset manager, that requires a shift in one’s perspective. The frequency of communication with an owner may be lower than with a typical tenant, but it’s obviously as important that we communicate well with the property owner. We must know and understand the owner’s objectives to achieve owner satisfaction. All our activities on the property should work in concert with the owner’s objectives. There’s a need for greater focus on property teams understanding the asset manager role for three reasons. • We’re continuing to be challenged to have an ownership mentality as we operate our buildings. We should treat the property and make decisions as we would if we were the owner. • Clients who hire property management teams are typically asset managers, so it’s important to understand how to serve the asset manager client successfully. It’s imperative that the manager learns about the client’s goals and expectations, and how to relate to and communicate with the client. • Since asset management is largely all about value creation, our professionals need to have the tools and education to understand what that means and how everyone can drive value in their everyday work. I am not alone in this opinion. BOMA International began addressing this issue with the formation of the Asset Management Council several years ago. I have had the pleasure to serve on this committee and was recently appointed as its chair. This is a huge honor and great responsibility. BOMA International has developed asset management course work that has been rolled out to several local BOMA associations. BOMA Georgia will offer this coursework in its

6 INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org

2016 educational lineup. BOMA Georgia has also created asset management interactions that are geared toward serving the owners and asset managers in BOMA. Seeking to better understand how we can serve our asset management clients, these interactions allow us to have dialogue and ask questions that inform our perspective and develop BOMA programs and resources that incorporate the owner/asset manager viewpoint. Remember to consider the owner’s perspective. Owners already want satisfied tenants, so tenant satisfaction is one part of value creation. Let’s remember to ask the right questions. If I were the owner, what decision would I make? Knowing my client, does my action meet the client’s goals and expectations? Do my actions and decisions create value for my client? BOMA Georgia exists to serve you and be essential to your success in the industry. Our volunteer leaders and staff are focused on helping you manage through processes like ownership satisfaction to help you grow your career. We will continue to instruct, educate, advocate and connect members of the industry. My year as BOMA Georgia president was unofficially called ‘The Year of Research’ as BOMA Georgia focused its resources on conducting in-depth industry research to determine the need for educational programs for various segments of real estate, including retail, mixed use and residential; and the need for emergency preparedness training or partnerships; and BOMA Georgia’s competency and capacity to deliver this type of education. At the BOMA Georgia Board of Directors strategic planning meeting in October, the results of this research were discussed and it helped form our strategic priorities for 2016. Because Georgia is hosting the 2017 Southern Region Conference; preparing for

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this becomes a strategic priority for 2016 and 2017. Our other strategic priority in 2016 will be to: • Develop a plan to address the education, career path, and BOMA engagement needs of building engineers and heighten the awareness of their importance in real estate. I am proud of our board for embracing these two priorities—I am especially excited that BOMA Georgia will lead the industry in defining a career path and enhancing the lives of building engineers. Publications like Insight, the Commercial Real Estate Journal are just one way BOMA helps you stay informed and grow professionally. I encourage you to read this issue cover to cover and absorb the information and advice that will help make you a better professional. Since we are changing our perspective and considering our actions through the owner and asset manager lens be sure to share this issue with your owners and asset managers. Otherwise, they might not learn about the resources you receive from BOMA to stay informed, increase your professionalism and add value. As I end my term as BOMA Georgia president, I want to thank our membership, staff and volunteer leaders who entrusted me with this honor. Serving you as president has been one of the great highlights of my career. I look forward to continuing to serve this great organization for many years to come. As always, BOMA’s success lies in its future—YOU!

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INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org | 7 11/15/15 11:48 AM

LEGISLATIVE ROUNDUP

Codes Advocacy:

Setting Standar for Responsible Building Manage BY Brandy Mitcham BOMA Georgia

odes advocacy may not be the most glamourous avenue for engaging government officials on decisions that impact your business operations, but it can certainly be one of the most impactful. The codes adopted by state and local governments determine construction and buildout standards, occupancy limits, fire protection systems and efficiency requirements, just to name a few. Without industry input, code officials may approve new minimum requirements without fully comprehending the feasibility or fiscal viability of such decisions. By participating in the conversation, building management professionals can provide practical insight into proposed changes and ensure operational costs align with safety and sustainability goals. INTERNATIONAL CODE COUNCIL The International Code Council (ICC) is an association, largely consisting of building officials, which works to produce a comprehensive set of national model construction codes. Prior to the ICC’s establishment, there were three separate organizations that each developed their own

set of model codes, and a national standard was lacking. Creating a codes and standards conversation on a national level allows officials to establish consistency on issues that are not subject to regional limitations. The ICC revises its model codes every three years and is currently developing the 2018 model. While new model codes are only released every three years, the adoption process, and therefore the need for advocacy, is ongoing. BOMA International’s codes advocacy team works year-round to monitor proposed changes, evaluate their impact on the industry and provide public comment to voting members from the perspective of building owners, managers and operators. In addition to responding to existing proposals, BOMA members may advocate for implementing changes that would improve their operations. Steve Orlowski, director of code and standards for BOMA International, highlights the benefits of member participation and feedback. “We encourage you to reach out to your code officials to share industry recommendations on proposed changes,”

Orlowski said. “Voting members who are unable to attend hearings are now eligible to vote remotely, so even if they are unable to attend in person, they can still impact the model codes that are adopted.” GEORGIA’S CODE ADOPTION PROCESS While there is immense benefit to the creation of a national standard, there is obviously need for regional considerations that vary across the country. Because of this, each state has its own process for determining how frequently to update its codes and what amendments may be necessary when implementing the ICC model codes. In Georgia, the Department of Community Affairs (DCA) is the agency responsible for codes and standards. Once the ICC releases its model codes, the DCA puts together a task force of engineers, architects, code officials and other representatives that are familiar with state standards to determine what amendments the state will make to the national model. The DCA votes to amend and implement the ICC model codes every six years. The state currently has the ICC’s 2012 editions in place

The ICC develops several model codes, including: • International Building Code

• International Mechanical Code

• International Fire Code

• International Existing Building Code

• International Energy Conservation Code

• International Property Maintenance Code

• International Green Construction Code

• ICC Performance Code for Buildings and Facilities

• International Plumbing Code

8 INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org

2016 Legislative Preview

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ement for mandatory building, fire, plumbing and mechanical codes. (For additional codes, visit http://bit.ly/1GAs4Nn or scan the QR Code.) Though the code adoption process only happens every six years, amendments are considered every year. For anyone experiencing challenges meeting code requirements, this is an opportunity to voice

The 2016 legislative session will begin on Jan. 11 and last 40 working days, likely stretching into early spring. With all 236 members of the House and Senate up for reelection (and barred from fundraising while in session), this will likely be a swift and deliberate year. 2016 is also the second year in a twoyear legislative cycle, so any legislation not enacted by the governor in 2015 is again eligible for consideration. In addition to new legislation of interest that is certain to be filed, legislators may also revisit a number of issues from 2015, including: Alternate Fuel Vehicle Charging Station Credit. Last year, BOMA Georgia advocated for legislation that would restore and narrowly expand the income tax credit for the installation of electric vehicles and compressed natural gas charging stations. Your BOMA team has been busy in the interim meeting with lawmakers and other stakeholders to determine the best course of action for 2016. Tax Reform. Tax reform is always a high-profile issue, but even more so during

the final days of the 2015 session when a Special Joint Committee on Georgia Revenue Structure was included with the Transportation Infrastructure Funding Bill (HB 170). Despite apparent enthusiasm from rank-and-file Republicans for wholesale tax reform, legislative leadership and Governor Nathan Deal have repeatedly cautioned lawmakers against reforms that could destabilize the tax base and potentially damage Georgia’s AAA bond rating. How tax reform plays out–especially given election year politics–is anyone’s guess. Gambling in Georgia. In an effort supplement lottery revenues that fund the HOPE Scholarship, lawmakers in both the House and Senate formed a study committee which has met a number of times in the past several months. In addition to other presenters, the committee heard testimony from the gaming and pari-mutual wagering industries. They promote casino gambling as an easy way to fill a funding gap in HOPE and urged the lawmakers to place the issue on a public ballot next year. The study committee is expected to issue a report on the issue by the end of November. Proposed New Cities. Metro Atlanta’s “cityhood” movement is as strong as ever. In 2015, the Legislature gave some voters in DeKalb the option to incorporate in the areas of Tucker and Lavista Hills. Voters will ultimately determine this during the November 2015 election. Other proposed new cities that may come before the Legislature in 2016 include the cities of Stonecrest and Winship in DeKalb County and South Fulton in Fulton County. Your Government Affairs team has been busy laying the foundation for a successful 2016 legislative session. You are invited to join us by serving on the Government Affairs Committee where you can learn more about these and other issues, participate in BOMA Day at the Capitol and advocate on behalf of your business and industry. Visit www. BOMAGeorgia.org/advocacy for more information. To sign up for the Government Affairs Committee, visit www.BOMAGeorgia.org/ about/committees.

INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org | 9

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your concerns and provide an example of the realities of implementation. Mark Schroeder, vice president with VeenendaalCave, served as BOMA Georgia’s representative on the most recent DCA task force. Schroeder highlighted one key change that resulted from his involvement on the task force. The 2012 International Building Code requires that for all buildings over three stories, elevator lobbies be enclosed by fire partitions. For existing buildings that were

designed to previous standards which allowed smoke rated elevator lobbies in sprinklered buildings, this would have required costly modifications. Schroeder shared his concerns that this requirement would not only be overly cumbersome but would also lead to design changes that would be less attractive for prospective tenants. As a result of his advocacy, Georgia adopted an amendment allowing the previous smoke rated standard to remain in place.

LOCAL CODES ADOPTION Local governments in Georgia can impact code requirements in one of three ways: • Georgia classifies its adopted codes as mandatory or permissive. Mandatory codes must be enforced by all local governments throughout the state and do not require local adoption. Local governments must, however, establish enforcement measures for mandatory codes including inspection and permitting procedures. • In order to be enforceable, permissive codes must be formally adopted by a local government. Permissive codes include the International Existing Building Code and the International Property Maintenance Code. • Local governments may consider amendments to the state minimum standard codes that establish more stringent requirements. Proposed amendments must be submitted to the DCA for review prior to adoption. For property managers experiencing challenges with locally adopted codes, contact your municipal or county building department or BOMA Georgia’s Government Affairs Manager at (404) 475-9980.

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Schroeder states, “Although I was fortunate to be on the task force to be able to present this issue and have it corrected for the benefit of the commercial real estate community, the same results could have been attained by anybody who knew the codes and saw the negative impacts they were having. The process would be relatively similar where any individual can submit a proposed code amendment to the DCA.” For BOMA Georgia members who would like to recommend a change to the state codes, an amendment form can be located on the DCA’s website or by contacting the Government Affairs office at (404) 475-9980.

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ABOUT THE AUTHOR Brandy Mitcham is the manager of government affairs for BOMA Georgia. She serves as a liaison between members and government officials by advocating for the interests of the commercial real estate industry.

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OPERATIONS

Mixed Blessings

Operating multi-use real estate takes creativity, but the skills are learnable

M BY Scott Meadows, CCIM, RPA, CPM® Wheeler/Brand

ixed-use developments are practically ubiquitous in and around Atlanta. From established sites like Colony Square and Atlantic Station to hip new areas like Ponce City Market, real estate communities designed to serve a variety of occasions (life, commerce and leisure) continue to spring up around town. Some, like the Atlanta Braves’ new SunTrust Park, have extremely high profiles. Others remain under most radars, but are no less important to economic development in their respective communities. Smaller projects that integrate a combination of residential, retail and office space are underway in neighborhoods and suburbs all across the metro area.

The logic of mixed-use’s appeal is not hard to follow. Technology and corporate policies have combined to allow many workers the flexibility to be mobile. At the same time, the value of face-to-face collaboration in knowledge work has never been greater. Thus, offices increasingly seek to be places employees want to come. For some, the thought of avoiding a commute by living in an apartment near work is persuasive. For others, sticking around for cocktails, dinner, shopping or even a concert is attractive. In either case, work is only part of the experience. 12 INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org

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EXPERIENTIAL REAL ESTATE “Mixed-use is perhaps best thought of as ‘experiential’ real estate,” said Pat Freeman, executive vice president of property management at Duluth-based Wheeler/Brand. “Companies choose this type of environment for employee satisfaction reasons as much as economic ones.” Freeman’s company is developing the area adjacent to CoolRay Field, home of the Gwinnett Braves, Atlanta’s AAA affiliate. He and several colleagues shared some of their first-hand insights into serving mixed-use properties at BOMA Georgia’s September

Three Distinct Operational Challenges of Mixed Use 1. Allocating costs for exterior common spaces – These spaces can impact tenants disproportionately, both positively and negatively. Splitting costs by size may not be equitable 2. Resource sharing – From tenants using each other’s parking spaces to informal company gatherings in green spaces, usage often requires deft negotiation 3. Special events – Mixed-use often attracts visitors for events like concerts, craft shows and holiday parties. Multi-lateral communication efforts are often required to inform tenants of the potential benefits (and disruptions)

luncheon, where they each zeroed in on the idea of delivering an integrated experience— not just a work environment—to their customers. The addition of residents, shoppers and other visitors to a property presents some real operational challenges for management teams. Adding to the complexity, split ownership of buildings and segregated management by property type are the norm for mixed-use property, even within a single development. Property managers used to having bright lines demarking their responsibilities can find themselves bickering with companies (or even other property managers) over shared resources. UNIQUE CHALLENGES “A lot of the unique issues happen outside the walls,” Freeman explained. “For example, how do you meter and allocate electricity use when retail tenants need the street lights after dark, but office tenants do not?” Both the quantity and type of exterior property features differ from those at more traditional single-use properties. Instead of a parking lot, a few sidewalks and some landscaping, managers are faced with pedestrian walkways, seating, dog parks, plazas and a host of other idiosyncratic areas—all of which require maintenance. Figuring out who pays for what requires forethought, and potentially some politicking. Parking is another common knot to untangle. Though some mixed-use developments are also heavily oriented toward public transit, many others are not. Walkability is critical to the mixed-use experience once people arrive at the site; how they get there in the first place, however, is another matter. Especially in suburban Atlanta markets, parking issues only

intensify with the integration of property types. As residents, shoppers and office workers all bring cars to the same property, conflicts are inevitable. Freeman knows all about it. Wheeler/Brand manages an office building in a mixed-use area in Sandy Springs. Patrons of two nearby restaurants tend to overflow into the building’s parking lot at different times of day—one during the lunch hour and the other in the evening. “We’ve had discussions with both about using each other’s lots during their ‘off’ hours to keep the office building’s lot clear,” Freeman said. Figuring out how to allocate costs for other community resources can also be thorny. Many mixed-use properties offer special events (like street festivals or road races) that involve temporary structures and street closures, not to mention additional utility usage and loads of extra foot traffic. Office tenants may argue that retail tenants should foot most of the bill, since shops and restaurants benefit most from the added exposure. On the other hand, retail tenants might suggest that such events are part of the reason the office location is attractive in the first place. Mapping out an equitable solution takes a blend of sub-metering capability and negotiation skills. A MIXED-USE MINDSET “One of the things we try to emphasize is that mixed-use is a mindset, not just a group of buildings,” Freeman said. “It’s an area where collaboration spills over into the neighborhood and moves beyond work.” Companies like to be located downtown or in micro-urban areas because it gives their employees access to amenities. It also provides multiple third place options for informal brainstorming and deal making among workers.

But Freeman reminds his property managers that even a stand-alone office building in the suburbs is still part of a de facto mixed-use neighborhood. “Managing that kind of building effectively means thinking about the neighborhood’s interconnectedness and seeking out ways for that to benefit workers,” he said. Here Freeman touches on a major mission implication for managers seeking to deliver an integrated experience at a property. “The old way of thinking was that the ‘customer’ was the tenant’s CEO or facilities manager or maybe an office manager,” he said. “But, ‘tenant service’ at experiential real estate means serving all 1,000 or 5,000 (or more) people in the space.” The good news is that, in Freeman’s experience, the biggest requirement for managers is a shift in thinking, not an entirely new set of skills. LEARNABLE, TRANSFERRABLE SKILLS As companies like Wheeler/Brand consider new hires, there are certainly

Five Key Skills to Successfully Manage Mixed Use 1. Hospitality – Expanding the definition of “customer” from a single tenant point of contact to include hundreds or thousands of workers, residents and visitors 2. Marketing and promotion – Mixed-use presents opportunities for tenants to integrate with and benefit from each other, but they first have to understand what else is around them 3. Negotiation, negotiation, negotiation – The ability to get everyone to invest a little so that all can enjoy a common benefit is critical 4. Communication – There are a lot moving parts at a mixed-use site, which means coordinating messaging with multiple parties, usually including other property managers 5. Creative thinking – Customers will have a better experience when managers envision what could be rather than simply focusing on what is

INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org | 13

some types of experience that translate particularly well to mixed-use. People with experience in hospitality, like hotel/ resort management or residential property management, may naturally exhibit the broad focus that the mixed-use mindset requires. And those with more creative backgrounds may see different possibilities for connections, integrations and partnerships that enhance the experience at mixed-use properties. But current real estate professionals need not worry that they lack the necessary capabilities to be excellent in a mixed-use context. According to Freeman, it is still more about the person than the person’s background. “Most of the necessary skills are already in a good property manager’s toolbox,” he said. The ability to multitask has always been important in real estate management. So have communication and relationship building skills. “Applying these skills to experiential real estate may look slightly different,” explained Freeman, “But, the underlying capacities are the same. The mindset is the key.”

AT THE HEART, STILL PROPERTY MANAGEMENT In a sense, the demands of mixed-use are sending property managers back to their roots. Institutional reporting requirements have turned a generation of property managers into financial analysts, as they sift through each month’s operational and accounting figures—mostly from behind a desk. A renewed focus on how individuals actually experience the property every day will force them back out of the management office. Rather than functioning like a CFO, they will need to act more like a mayor. To Freeman, this is welcome news. “To the extent managers feel like reporting requirements have taken them away from tenants, mixed-use will push them back out to be the ‘people’ people they prefer to be,” Freeman said. Though it may be different, managing with a mixed-use mindset does not have to be daunting. Property management, even as it evolves, is still property management. The best property managers have always thought

critically and constantly about ways to enhance the day-to-day experience at their properties. The mixed-use mindset is another step up the ladder of continuous improvement. ABOUT THE AUTHOR Scott Meadows, CCIM, RPA, CPM® directs the overall business strategy for Wheeler/ Brand. As a real estate veteran of nearly 30 years, he offers extensive commercial real estate knowledge supported by a strong team and systems-oriented approach. Meadows brings a motivational spirit that inspires cultural collaboration and grows organizations. Having built multiple commercial real estate services companies from the ground up, his experience spans nearly all facets of the business. He is a Certified Commercial Investment Manager (CCIM), a Certified Property Manager (CPM) and a Real Property Administrator (RPA) and holds a Georgia Real Estate Broker License. He is active with the International Council of Shopping Centers (ICSC) and also serves on the Board of the Council for Quality Growth.

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TECHN0LOGY

It’s Game Time begin to understand the process and basic fundamentals.

BY Dana Clare Redden Solar Concierge

olar energy is here to stay. No longer only a vision or a mere curiosity, solar energy is now mainstream. The reasons are clear: the rising cost of energy, domestic energy security, climate change, an aging electric grid, cheaper and better technology. National and world leaders are calling for action. What does this mean to business owners? How does the solar movement impact the bottom line? A solar energy system was installed every 2.5 minutes in the year 2014, a trend that for 2015 has continued at a similar rapid pace. Solar energy is becoming commonplace in the business community, utilized by entities such as Walmart, Kaiser Permanente and the NFL. To truly understand the complexities of a solar installation, let’s take a page from our beloved American pastime—football. It is imperative to have a coach throughout the install process to help evaluate and gauge if solar energy is a winning strategy for your team and your business. This play by play should help you to

PREGAME ANALYSIS Like many business owners, you may now be bombarded with solar energy proposals, each of them promising no money down, or a three-year payback. Your friend in New Jersey went solar and was boasting about the state incentives he received. In this preliminary stage, it’s time to do some research. Applications of solar vary from state to state. Renewable portfolio standards (RPS), or mandated quotas of renewable energy that utilities must meet, create markets for Renewable Energy Credits (RECs) tradable, non-tangible energy commodities representing one megawatt hour (MWhr). These credits can be purchased by utilities and companies looking to fulfill clean energy goals, and likewise, can be sold by generators of solar energy. In RPS states, like New Jersey, these credits can add tremendous value to a project’s bottom line. In states with a voluntary renewable portfolio as opposed to an RPS, such as Georgia, the value of these credits is significantly less, although still an important consideration when determining your own solar strategy. The Georgia Solar Energy Association, a nonprofit dedicated to the solar industry and the communities in which it serves, can aid in some of this research. Now,

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a solar consultant, or coach, can prove tremendously valuable in evaluating your options from a point of view centered on what is best for your business strategy. GAME PLANNING Now it’s time to start determining your solar game plan. Before any credible solar evaluation can take place, it is critical to analyze your energy usage. Start by collecting a minimum of six to 12 months of utility bills. Think of this as your play call sheet. This historical energy data will help determine what a return on investment would be, as determined by your electric rate. It is pertinent to have both your total bill amount and your total electric consumption in order to perform the best possible analysis.

for Solar Energy An actual utility bill will also have any time of use (TOU) rate plans. Many commercial buildings take advantage of this rate structure, significantly decreasing their average per kilowatt/hour rate. Although typically a low electric rate means a longer return on investment, the premium peak rate can be offset by on-site solar. A solar energy array, by its nature, is generating at maximum capacity during the mid-day sun, coinciding nicely with premium peak hours. This strategy necessitates a carefully sized system determined by the specific utility data provided. If your peak usage is a quarterback, consider this play a Blitz. Just as a running play differs from the passing game, so does solar technology

differ from one solar module to another. Both accomplish the same objective yet in different ways. Currently, the standard technology predominating the industry is solar photovoltaics (PV), separated into two types, monocrystalline and polycrystalline, with the former being more efficient yet more costly. The typical 25-year warranty is only as good as the credibility and quality of the solar module manufacturer, and so this also must be taken into account. Inverters are another technological consideration. Converting the direct current (DC) energy into the alternating current (AC) typically used for building load, inverters are a critical component of a solar array. Two standard types are micro-inverters, better for smaller applications and those where per module data is preferred, such as in an energy dashboard. String inverters are less costly and are best utilized on larger applications. SCRIMMAGE With the data collected, it is now best to start to analyze which strategy is best by running some initial calculations, to determine which players you will start on game day. Solar energy is an industry that encompasses numerous disciplines, including construction, financing, technology, tax law, energy management and policy and sustainability. It is critical to assemble the appropriate team that is specific to your project. As with any construction project, it is customary to get

several quotes from qualified installers in order to ensure a competitive bid and quality project. There are numerous solar installers to choose from with a wide range of experience and expertise. As a starting point, select only installers certified by the North American Board of Energy Practitioners (NABCEP). It is also good practice to utilize local companies, as they are most familiar with the local authority having jurisdiction. Youâ&#x20AC;&#x2122;ll want to make sure the players youâ&#x20AC;&#x2122;ve drafted are well skilled for their position on your team. The installer you choose should have experience with distributed generation or on-site, rooftop applications, as these differ from groundmounted, utility-scale projects. Whether your project is a behind-the-meter application, where the energy generated is intended for on-site use at the facility, or a power purchase agreement (PPA) where the energy generated from a solar array is sold to a utility through a buy-back program, it is important to select an installer with the skill-sets most customized to your specific project. In order to select the optimum players for your solar strategy, your financing strategy is critical. Which is better; a contract player or a free agent? Which can you afford? If there are long-term plans to utilize or own the same facility for more than 10 years, owning the solar array is usually the best play. The owner of the solar array is entitled to the tax credits, which in Georgia include the

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Federal Investment Tax Credit (ITC) currently at 30 percent, and the Federal Modified Accelerated Cost Recovery System (MACRS). It is important to note the ITC decreases to t10 percent at the end of the 2016 calendar year. This important deadline is creating a backlog of projects and a strain on supply chains, making swift decisive action imperative to taking advantage of this significant incentive. In contrast, if your business does not have this level of tax appetite, or is planning on selling or relocating within five years, a lease or a third party PPA may be a viable option. Newly defined in Georgia, this third party structure enables an investor, or as defined in the Solar Power Free-Market Financing Act of 2015 a â&#x20AC;&#x2DC;Solar Financing Agent,â&#x20AC;&#x2122; to own, operate and maintain a solar array on another partyâ&#x20AC;&#x2122;s real estate. With few exceptions, this solar financing agent, as the owner of the solar asset, will retain the tax credits and applicable renewable energy credits (RECs). The energy from the on-site solar array will offset up to 125 percent of the electrical load in the form of a lease payment or an electric rate that is

below the current electric expenditure. Besides the savings this generates, this solar financing strategy is also beneficial in hedging against rising energy costs. GAME DAY The installation phase of a solar project is surprisingly quick compared to the three to six months of evaluation and procurement phases. Depending on the size, a typical solar array can be constructed in less than two weeks. It is important to determine if and how this may affect business operations, though typically business disruption is minimal. Permitting, interconnection and inspection are all critical factors that can influence a timeline significantly. It is important your construction manager or installer monitor these dependencies closely as you get closer to the goal line. When your solar array is installed, interconnected and fully functioning, make sure to take advantage of the positive public relations and sustainable benefit to your business. These value propositions are becoming more important from the tenant and

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consumer perspective. Because roof-top arrays are not particularly visible, consider including energy dashboards within digital signage and on the business webpage. Now that youâ&#x20AC;&#x2122;ve accomplished your goal of taking your business solar, make the extra point of showcasing your solar investment. When approached with a comprehensive game plan, solar energy is an achievable goal and a win-win for all. ABOUT THE AUTHOR Dana Clare Redden started Solar Concierge in 2012 with the goal of representing the client in the now cost-competitive solar energy market. After seeing the light deploying solar in San Diego, Riverside and Orange County, California in 2009, she brought solar to the Southeast with a business model that would empower the solar energy user through knowledge, industry connections and multiple funding sources. Redden is a LEED Accredited Professional, currently serves on the board of the GA Solar Energy Association and is a member of the Buckhead Rotary Club.

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IF YOU YOU DON’T DON’T TEST KNOW ISSUES ARE HARD Water Management Plans Legionella Testing Compliance to ASHRAE 188

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TRENDING IN #CRE

Legionella BY Trace Blackmore Blackmore Enterprises

Managing Your Building’s Budget and Liability

egionella has been around for a long time—long before we heard about it on the evening news. For decades, the message has been that building owners, managers and engineers need to take action to avoid legionella exposure to their occupants. An example of this is the OSHA Technical Manual, Section III: Chapter 7, issued in 1996. However, many building owners, managers and engineers do not fully understand what that means, or that it even exists. Many are left extremely confused about the topic in general. Many also think that simply having a water treatment program is all they need. More on this later, but for now, just know it is not. It is the building owner’s responsibility that a legionella plan be in place. Why all the talk about legionella now when we’ve known it about it for so long? There are two reasons for this. The first is that ANSI/ ASHRAE Standard 188-2015 was finally passed by the ASHRAE board of directors, on Aug. 30, 2015, making it available to be used as a standard of care document. The second is the unfortunate deaths of 12 people in New York City from legionella this past summer. Since that event, New York City lawmakers have inserted part of ASHRAE 188 into law, requiring every cooling tower to be registered with the New York City Department of Health and enforcing strict program standards. Had

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Many building owners, managers and engineers believe that a regular water treatment program constitutes a plan when considering ASHRAE’s 188. It does not. it not been for the incident in New York City, it may have been years before ASHRAE 188 was accepted by a government agency. Now that New York has set the precedent, other cities will soon follow. This leaves us with the questions: • How will you handle planning for a proper legionella prevention program? • Will you proactively deal with it now? • Will you wait until you are mandated to deal with it under less desirable circumstances?

INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org | 21

Legionnaires’ disease (LEE-juh-nares) is caused by a type of bacterium called Legionella (LEE-juh-nell-a). The bacterium is named after a 1976 outbreak, when many people who went to a Philadelphia convention of the American Legion suffered from this disease, a type of pneumonia (lung infection). A milder infection, also caused by Legionella bacteria, is called Pontiac fever. The term ‘legionellosis’ (LEE-juh-nuh-low-sis) may be used to refer to either Legionnaires’ disease or Pontiac fever.”—CDC - Legionella

Legionellosis symptoms can start with flu-like symptoms that can develop into pneumonia-like symptoms. Legionella must be inhaled in order for it to infect its host. It is suspected that many people have had some form of legionellosis and have been able to fight it off with a strong immune system or by being treated with the correct antibiotics in an appropriate amount of time after exposure. However, those with a weakened immune system, like the elderly, smokers and the chronically ill, are more susceptible to the disease. This was the case for the Legionnaires that were originally documented as having the disease. The average age was around 75. The CDC states that legionella can grow in almost all environments that exist in our buildings. These areas include, but are not limited to: potable water systems such as incoming city

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Nearly anywhere in our buildings where there is water, there is an opportunity to have legionella. water, water tanks, faucets and taps; decorative fountains, irrigation equipment, humidifiers, fire sprinklers, hot tubs, pools and cooling towers. So, nearly anywhere in our buildings where there is water, there is an opportunity to have legionella. WHAT CAN OWNERS AND PROPERTY MANAGERS DO ABOUT IT? Foremost, everyone must realize that legionella is all around us. It is not something new, it has always been there. However, now there is testing for it and, more importantly, plans to deal with it. It is likely that there will be an increase in diagnosed legionellosis cases because physicians now know to look for it. Recent events have created an awareness around legionella, and this is the premise behind ASHRAE’s 188 Standard. As a building owner, manager or engineer, one needs to be familiar with ASHRAE 188. At the very least, partner with someone who is familiar with the document. ASHRAE 188 is a standard practice document with design considerations based on building type. The document was written with the intent to immediately become code, related regulation or legislation. We have just seen ASHRAE 188 become code as part of the response to the incident in New York City. Chicago is considering

11/6/15 12:35 PM

adding ASHRAE 188 to their legislation as well. While no one can predict the future, it seems likely that Georgia could see legislation containing ASHRAE’s 188 verbiage. Properties have the chance right now to be proactive in dealing with this issue rather than being reactive when a legionella event actually occurs, or when the government mandates action. Total Restoration and Large Loss Service! Many building owners, managers and engineers believe that a Main 770.986.9596 | 24/7 Toll Free 888.817.2242 regular water treatment program constitutes a plan when considering ASHRAE’s 188. It does not. While a good water treatment program should take care of corrosion inhibition, scaling inhibition, biological and general dirt/debris fouling issues, this does not constitute a plan as to AHSRAE’s 188 guidelines. Why is this? For one, standard water treatment programs only focus on the cooling tower, and while the cooling tower gets the most press when it comes to legionella, it is more often found in other areas like the potable Fax: 770.986.9217 www.PremierRestoration.com water system. Also, most properties are not paying for a good water Total Reconstruction treatment program because they look only at the monthly expense and Certified Large Loss Commercial Drying not at the overall savings to energy and water costs the good programs 24 Hour Emergency Response Water Emergency & Dry Out provide. They are certainly not paying enough to factor in the costs of Board-Up Soot & Odor Removal legionella testing and remediation. Compliance with ASHRAE’s 188 Fully Bonded & Insured consists of defining all the water systems within a building, assessing All Work Guaranteed Certified Mold Remediation Services the hazards, establish controls around the potential hazards (i.e. plan) and ongoing verification that the plan is working. Simply put, one needs to have a plan that identifies all the places where legionella can exist, what is being done to mitigate exposure, ongoing verification that the plan is working and a plan of action should legionella be found in any of the identified systems. 728301_Premier.indd 1 16/02/15 So knowing all of this, what should be done now? Develop a plan to evaluate your building with ASHRAE 188 compliance in mind. Did you know that New York City listed Certified Water Technologists (CWT) as one of the professionals that can aid in plan implementation? Owners should budget around $10,000-$30,000 for a plan depending on the size of the building and complexity of the systems within. Additional funds should be set aside for ongoing testing and plan verification and updating. By starting program implementation now, you avoid having to react to something potentially far more costly in the future. It boils down to this: We know that legionella is all around us. We know there is documentation that holds us accountable for making sure we use best practices to keep our occupants safe. So why not proactively start creating your building’s plan today? ANSI/ASHRAE Standard 188-2015 can be downloaded at the following address: https://www.ashrae.org/resources--publications/ ITR of Georgia, the largest parking systems bookstore/ansi-ashrae-standard-188-2015-legionellosis-riskdealer in the region has merged its business with management-for-building-water-systems (http://bit.ly/1OOIzfm). Amano McGann’s Atlanta sales and service ofﬁce!

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| 23 731547_ITR.indd 1 INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org 2/13/15 6:26 AM

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 ASSOCIATE - $100-$199

ASSOCIATE - $500-$999

Behringer Harvard A | BOMA Georgia | Highwoods Kings III Emergency Communications | Mayberry Electric | Russell Landscape, LLC

BACHELOR - $1,000-$2,499

FULL CIRCLE

Restoration

BACHELOR - $200-$349

MASTER - $2,500-$4,999

Grace Meyers, RPA | Heather Norman | Mark Tonjes | Michael Knox | Mike Gentile

Southern Region

DOCTORATE - $500-$999

POST-DOCTORATE - $10,000+

Burt Vardeman, RPA | Gabriel Eckert, CAE | Hugh Finley Ian Hughes, LEED GA | Patti Brown

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

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

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HUMAN INTEREST/SELF HELP

Breaking Routines A Changing Perspective on the Way We Work

THE IMPORTANCE OF ATTAINING WORK-LIFE BALANCE IN A PLUGGED IN WORLD

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BY Gina Campbell, MBA Kimberly Clark Professional

echnology has been the single most important contributor to changing our society in the last 30 years. We have morphed from a world where information was obtained from newspapers, television, radio and books, to a world where information is in real time and immediate. While there are arguably tremendous benefits, from the birth of the Internet and cellphones, there are also some serious challenges. Since we are always plugged in and ON Demand, especially at work, people are challenged with attaining balance with the rest of their lives. The solution starts with becoming mindful of the necessity to strike balance. Turning that mindfulness toward activity is sometimes overwhelming, dividing our lives into five pillars will enable us to examine where we need more balance. 5 PILLARS OF WORK-LIFE BALANCE A global study by the Center for Work-Life Policy reveals that 1.7 million people consider

their jobs and their work hours excessive, with 70 percent of U.S. respondents and 81 percent of global respondents considering such excessive work hours as having an adverse effect on their health. Another study conducted at Uniformed Services University of the Health Sciences Department at Bethesda Naval Hospital, confirms a rising incidence of work-related neuro-skeletal disorders, resulting from a combination of stress and ergonomic stressors. What does all of this say? We have an excess of stress and work, and we need more balance. The five pillars of work-life balance are: Career, Finance, Physical Activity, Spirituality and Social/ Community.

1. Career Research reveals that a successful career is, among other things, a significant contributor to personal happiness and financial security. When a person takes the time to set career goals and a plan for INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org | 25

What BOMA Members Are Doing to Achieve Work-Life Balance Duke Realty: Formed a wellness committee several years ago that is made up of associates who volunteer to drive the message of health and wellness to all. As with most programs of this kind, the emphasis is on exercise, nutrition, and healthy habits. They use a program called Vitality to provide education, training, goals tracking and friendly competition among our workforce. Committee members share healthy recipes and other nutritional guidance, as well as serve healthy treats in the break room at various times of the year. Duke spotlights associates who have made improvements in this area on the company intranet site, as well as our quarterly associate newsletter. This comprehensive approach is making our associates more aware of the opportunities to live well and healthy. Mark Dukes, BOMA President: “For me, the heavy travel schedule can take a toll if I don’t prioritize my health and wellness goals and maintain balance. More times than not, I am able to “shut down” and not get distracted due to pressures of work or home or finance. It’s especially important to find peaceful, restful sleep every night. I cannot emphasize enough how important that is to health and wellness.” meeting them, they will often find that their job responsibilities and compensation progress steadily. When workers ignore their career development, they may find themselves stuck in dead-end jobs that are at best unfulfilling. In such cases, other areas of a worker’s life may suffer. Here are some things you can do to increase balance in your career: • Meet with your mentor/sponsor (or set up time to do so) • Take an online development course • Read career advice articles that you’ve bookmarked

2. Finance

Why is your financial health so important? According to Debtshepard. com, “it’s simply because it’s connected to everything else. If your financial life is suffering, other areas of your life will suffer too. That’s why getting and staying healthy with your money is so important.” Some things you can do to achieve balance in theory are: • Get control of spending and think about long-term goals • Balance your budget at home and at work

Nancy Wesley, Regent Partners: “Maintaining a work-life balance is key for me to be successful in all facets of my life. One activity that helps me maintain that balance is exercise. There are so many benefits to working out—it increases energy and mental sharpness, reduces stress, improves mood, helps prevent disease and helps you get a quality night’s sleep. These benefits in turn make me a better property manager, mom, wife, etc.” Russell Copeland, DTZ: “Work life balance is very important to our tenant, UPS. A few years back, they started an early morning rooftop boot camp. Over time, it became very popular. I watched the enthusiasm for the boot camp grow, and one day, while looking out the window at a very large field, I got the idea of creating a running track. We put it out to bid, and because of the hefty $40K-80K price tags, we decided to rent equipment and do it ourselves at a fraction of the cost. This project became an effort of community and heart. Twenty-five employees volunteered to help my team develop this wonderful addition to the overall campus. Not only does it offer different options for exercise, it also encourages others to go somewhere else for a meeting—walking along a track!”

• Hire a financial advisor or check in with your current advisor

3. Physical Activity “Research shows exercise can help you to be more alert,” says psychologist Robert Brooks. Ever feel like that afternoon cup of tea or coffee or that extra Coke isn’t hitting the spot? Maybe you need to move around more. Companies are recognizing that people cannot be expected to sit down all day and function at maximum capacity. More employers are incorporating standing workstations, people are moving around during meetings and not sitting at conference tables, and some more dynamic companies are hosting meetings outside. Companies are putting in gyms or offering stipends for memberships. People just need to get moving. Here are some suggestions to get you moving: • Get some exercise and/or meditate (check out the Headspace app) • Sign up for a fitness class that you have not taken • Set out to beat your Fitbit record for daily steps • Get to bed early (the average person needs 8-9 hours/sleep per night)

26 INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org

4. Spirituality

Some research shows that positive beliefs, comfort and strength gained from religion, meditation and prayer can contribute to healing and a sense of well-being. Improving your spiritual health may not cure an illness, but it may help you feel better, prevent some health problems and help you cope with illness, stress or death. Some suggestions to increase your spiritual well-being are: • Connect to a religious organization • Read a book on spirituality • Meditate • Look for a silver lining • Practice gratitude

5. Social/Community With our society moving at a faster and more detached manner due to technology, busy schedules and the frequency at which we change jobs, homes and locations, it makes it harder to feel any sense of community. It is too easy to become isolated in our homes, and yet isolation tends to beget a sense of loneliness and depression not to mention the breakdown that can occur in communities due to a detachment from others—increased violence, substance abuse, mental illness and so forth. The idea

ABOUT THE AUTHOR Gina Campbell, MBA, a sales consultant with Kimberly Clark Professional, can be reached at gina.campbell@kcc.com.

REFERENCES Knowledge@Wharton. “Four-way Win: How to Integrate Work, Home, Community and Self.” Retrieved from http://knowledge.wharton.upenn. edu/article.cfm?articleid=1970 on 01 March 2011.

Center for Economic Performance. “Work LIfe Balance, Management Practices, and Productivity.” Retrieved from http://cep.lse.ac.uk/management/ worklifebalance_research.pdf on 01 March 2011. Robert Brooks, PhD, psychologist; co-author, The Power of Resilience: Achieving Balance, Confidence, and Personal Strength in Your Life. The Importance of Financial Health 19 September 2012. http://www.debtshepherd.com/050/ www.washington.edu/admin/hr/benefits/ publications/carelink/tipsheets/community.pdf www.wisegeek.com/what-is-the-importanceof-career-development.htm

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TECHNICAL/ENGINEERING

Engineering

“Bandwidth” “Commercial office vacancy rates are at their lowest since 2008.” “As of Q-1 2015, the commercial office market has seen its 12th consecutive quarter of office vacancy rate declines.”

BY Mark Gallman, SMA, LEED GA Highwoods Properties

The news of an economic upswing and consumer confidence is great news. But, are you ready to answer the questions that come with this news, and are you prepared?

hese are just a few of the confidencebuilding reports from statisticians in the commercial real estate industry. “85,000 jobs were created in the Atlanta statistical area.” “Office jobs were increased by 28,400 over the past year.” “Third quarter 2015, year to date absorption totaled 1,846,046 square feet of office space. Rents are on the rise in 2015 as well.” The news of an economic upswing and consumer confidence is great news. The questions to commercial real estate owners and operators are: Do you have a well maintained and performance competitive property coming out of the latest economic downswing? Do you provide competitive services now? Is your service and maintenance staff staying well trained? Is your staffing level adequate to handle the demand now? When evaluating maintenance staffing levels, there are many factors to consider. Owner goals are one of the first considerations. Owners may intend to have a long-term or short-term goal for a project. The owner may be an owner/operator or they may be one of many owners in a joint venture project. The owner may be an owner operator with a longterm goal, or may simply contract management and maintenance services.

In a recent interview with Steve Harrison, managing director of facilities and sustainability with Parmenter, Harrison answered questions from his unique perspective.

How are investments in staffing envisioned by owner operators, thirdparty management companies, or even some joint ventures? Harrison: Staffing levels have changed over the years and the number of engineers at a building has been reduced. There may be differences between our company’s philosophy and that of the third-party company, but our goal is to always recommend what we believe is the best process for the building.

How do tenant/customer facilities services affect base building staffing? How do some lease agreements affect base building staffing? Harrison: Staffing levels are determined by what services are required to keep the building operating properly. Tenants expect service request to be responded to in a timely manner so staffing has to be able to work quickly, to at least respond to the tenant and let them know they are tending to their request. We have found that tenants prefer in-house management and staff on site.

28 INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org

Can you speak on your personal experience for building (asset) value, when you place more in house staffing on the scales vs. outsourcing engineering services? Harrison: I’ve always been a proponent of in-house vs. outsourcing. I believe in people and the team, and when we invest in people and our values are instilled in the individual, they are more committed to our best in class program. Our program, education and commitment to our engineers are evident in the results we are obtaining at our properties. I’m not sure we could ever accomplish what we have with a third-party maintenance provider.

What factors affect in house staffing vs. outsourcing? (i.e., benefits vs. cost or liability vs. in house services; long-term hold owners vs. short-term hold projects) Harrison: Both benefits and cost are a factor when evaluating staffing levels, and the balance between in-house vs outsourcing has to be understood to ensure that the building is being maintained properly. Liability has to be managed whether our team is involved or the outsource team is responsible. From my perspective, hold period, or the length of time an owner plans to own the asset, should not be a factor, the processes have to be managed properly from the start.

How do owners equate ROI to in-house staffing vs. outsourcing or contracting? Harrison: Maintaining chillers, building management systems and fire systems, to name a few, are usually outsourced. These are complicated systems that need qualified technicians maintaining them. The engineers at the building are required to understand the operation of the systems well enough to know when they are maintained properly. ROI is measured in maintaining the equipment well enough that it doesn’t have problems that were undetected, unexpected and unplanned. Additionally, knowing when to budget and how to identify what the ROI will be when a piece of equipment is replaced is critical.

As building systems complexity increases and building equipment becomes more diverse from building to building; are there any advantages or disadvantages to having adequate in-house staffing vs. contracting or outsourcing? Harrison: There is no doubt that our industry is moving toward more sophistication in the systems we are managing, which means the people that operate the equipment need to be more qualified. To operate a building at peak performance, the engineer will need to understand the

data provided by his system and be able to quantify it in such a way that he can take whatever action is necessary to operate the building properly. Can you speak to the subject of investing in engineer education? How do owners feel about it? How do managers feel about it? How do you think engineers feel about it? Harrison: Our experience has showed that if you have a program that is always in a training mode, whether it is internal or offering opportunities for employees to acquire classes outside, the company employees will engage and grow.

What may be some of the factors that affect direct hiring of engineers? (i.e., cost to recruit, cost of benefits, cost to remain competitive and cost of retention) Harrison: One huge factor with hiring is finding qualified people who are willing to make a change. There is not a pool of qualified engineers that are looking to make a change. There is a huge cost for the interviewing

process, especially when prospective engineers are evaluated, tested and put through some sort of qualifying process, such as back ground checks. The time alone spent in the interviewing process is daunting, including the 90-day evaluation period, which may end up letting someone go and starting the process over again. As budgets tighten, it’s sometimes difficult to bring the salary level up to where there would be interest from a qualified individual.

Where would a building owner or operator turn for resources to build a maintenance services team? Harrison: BOMA Georgia’s BTO has done a great job developing curriculum and working with Chattahoochee Tech to put programs in place. Gwinnett Tech has a similar program as well as BOMI’s SMA and SMT programs. I also believe technical schools have students that are taking HVAC, electricity, plumbing

When evaluating maintenance staffing levels, there are many factors to consider. Owner goals are one of the first considerations.

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INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org | 29

that would certainly embrace relationships that would help them place people when they graduate. In addition, BOMA and online searches such as CareerBuilder are good resources.

Where do you think we are heading? Can we recruit qualified engineers? Do we just move toward more contract services? Is there going to be a “bubble that bursts” or a “perfect storm” where

buildings struggle to maintain value and acceptable customer services? Harrison: I believe it’s time to have more conversations with schools and colleges pertaining to our profession. We need more comprehensive programs that are geared to train students how to be a building engineer. In addition, we as employers need to have programs that promote engineers as they develop and grow. It should never be a

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dead-end job. It should be one that is attractive to others, especially as young people become better educated and earn college degrees. With technology, we have been able to trend some very important statistics. The computer maintenance management system or CMMS work order systems that are in use today throughout our industry can help us determine the level of services and maintenance that is required for a project. An example of how to look at these statistics may be to look at the total quantity of work orders or the quality of the work orders. How long did it take to get to and complete the work order? Perhaps there is a high quantity of work orders but the timelines to completion are high and the staff is working overtime to try to do the actual maintenance and compliance work on a project. There may be deferred maintenance on the project or compliance work is lagging behind. Owners and operators have to be able to sort through all the information at their disposal to try to staff appropriately for their projects.

WRAPPING IT UP When it comes to the business of offering a commercial real estate product and delivering on the service; economic cycles can play havoc on companies and the decisions that they have to make to stay competitive and deliver the services and products they promise. Understanding all of the factors in making staffing decisions 11:14 PMis complicated. Staffing appropriately can be a time-consuming and costly task. Not staffing appropriately can also be costly and can weigh heavily against the success of the owners and operators in commercial real estate. Investing in a well-trained staff with sufficient numbers to meet or exceed the demands of today can add value to any project. ABOUT THE AUTHOR Mark Gallman, SMA, LEED GA, has been a BOMA Georgia Member for 14 years and is a BOMA Georgia Foundation annual donor. Gallman is an instructor for the SMA and Building Engineering 101 education programs. Gallman is also the maintenance manager for Highwoods Properties.

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30 INSIGHT | ISSUE 4, 2015 | 675763_Burke.indd 1

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EMERGING PROFESSIONAL SPOTLIGHT

Emerging Professional Spotlight:

Crystal Barney, Blue Team Restoration BBMK Contracting

BY Amy Davidson, Aquascape Environmental

rystal Barney is a commercial account executive for Blue Team Restoration—BBMK Contracting. Her role at Blue Team is to provide sustainable disaster preparedness plans and enhanced portfolio service to each client. She brings a contemplative sense of wisdom that speaks of someone much older than her 31 years. This may be attributable to the fact that while she has been in her current position for just a year, Barney has spent a decade fine-tuning the skills she needs to serve commercial properties across the country. Barney’s career started a world away from restoration. After earning a degree in Surgical Technology & Phlebotomy at Griffin Technical College, she embarked on a career as a surgical technician. Part of her job was to meet with suppliers, ask questions and learn about the latest products and devices. She discovered that she had a talent for sifting through the information to provide concise reviews and recommendations to the surgeons. Following the birth of her third daughter, Barney opted to stay home with her children for two years. When she was ready to return to work, she considered the aspects of her previous position that gave her the most fulfilment. She realized her talent for personal interaction. As she puts it, “a

talent is something you are born with and our best talents are built within us. I was quiet and listened. You need to listen and allow it to grow.” Determined to allow her talent to flourish, Barney accepted a client relations position with a local general contractor, where she was eventually promoted to director of business development. Barney spent five years supporting the needs of her clients in that role before she began to feel the limitations of only being able to service properties located in Georgia. Having the ability to service a client’s entire portfolio was important to her, so she accepted a position at Blue Team Restoration, which specializes in commercial property restoration on a national level. “Being able to service the client’s entire portfolio only enhances my service by not being limited by region or type of client,” Barney said. “Building relationships comes naturally to me. I enjoy getting to know others and supporting their goal in the accommodation of quality service.” Blue Team is all about continual customer service. As a company, they provide support through development. Whether it is educational enhancements, property checks or familiarization reports, Barney enjoys providing service on a constant basis. “I take pride in providing tailored disaster response support to each client,” she says. “In the event of a commercial loss of any size caused by fire, water, mold or storm damage, my role is to deliver on the promise of emergency response and expert consultation throughout each project.” Life in disaster recovery is different every day and Barney loves the spontaneity that comes along with it. Blue Team handles industrial properties, commercial office, colleges and universities, as well as senior

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living facilities. The Blue Team Restoration philosophy of tailoring service to meet the needs of each client aligns perfectly with Barney’s sense of caring. “I am blessed with a platform at Blue Team for helping others,” she says. “My career will take care of itself if I continue to handle myself properly, partner with different organizations and continue to help others along the way.” One way Barney has found to both develop her career and help others is through her membership in BOMA Georgia. She has been a member for over two years and wasted no time in getting involved. She serves on both the Community Service and

INSIGHT | ISSUE 4, 2015 | www.BOMAGeorgia.org | 31

Sports Outing committees, and is active in the Young Professionals. “A creditable affiliation such as BOMA provides many networks within a network,” Barney observes. “BOMA members are always looking for ways to help one another. The opportunity for additional exposure is readily available and the BOMA staff members are always seeking ways to provide support.” Adding, “BOMA supports my goal of helping others, as well as establishing relationships with many leaders in the industry. I look forward to the social events and targeted insight in leadership development.” Balancing career with a family life has taught Barney to have a “go with the flow” attitude. Her husband, Nick, is a professional landscape photographer who often travels for work. Daughters Asia (13) and Aniyah (12) are both cheerleaders, while youngest daughter Jaelyn (7) plays the piano and does gymnastics. Life could get stressful with so much going on, but not for Barney. Blue Team

Restoration’s flexible “mommy friendly” work environment has helped her maintain a good balance. She says “the kids’ activities provide a mental break from the pressure of work. We are very busy, but no complaints. I’m enjoying the chaos while it lasts.” Barney learned the importance of balance from her grandmother. “[My grandmother] taught me not to be so focused on the future that you are not enjoying today,” she recalls. “Be present in your life…bring a level of peace into [your] life.” Most mornings, Barney is able to find that peace. “Morning is my favorite time of the day; I get to create the energy for the day. While it’s still quiet in the house I go for a walk, do the laundry. I’m able to take my girls to school and fill up their heads with good stuff. It sets the tone for the day.” When the opportunity to relax presents itself, Barney’s favorite thing to do is travel to the beach. Having just returned from Aruba in October, she is planning an anniversary trip

to Jamaica for 2017, while her dream family vacation to South Africa is still on the horizon. Travel feeds her love of other cultures, she shares, adding that she believes “in a life rich with people and experiences.” Looking back on her journey so far, Barney feels most proud of the energy she is able to provide and attract in all aspects of her life. Life has taught her to be fearless and that every obstacle is an opportunity. She smiles as she says that she realizes “how blessed I am. There must be some higher power working for me. I am excited to think of the future. I don’t try to define it, because it can only get better.” ABOUT THE AUTHOR Amy Davidson joined the Aquascape Environmental team in 2011. She holds a bachelor’s degree in marketing from Loras College and has extensive experience in marketing and customer relationships. Davidson is also a LEED Green Associate.

HEATING & AIR CONDITIONING

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SPECIALIST

22/07/15 2:41 pm

CALENDAR OF EVENTS

DECEMBER DECEMBER 3 BTO Lunch

11:30 a.m.-1 p.m. American Cancer Society Center Members: Free, registration required; Non-members: $40

DECEMBER 8

Hillside Holiday Party 4-7 p.m. Hillside Campus

DECEMBER 10 BTO Lunch

11:30 a.m.-1 p.m. AGC Conference Center Members: Free, registration required; Non-members: $40

DECEMBER 18

CRE Leadership Masters Program Application Submission Deadline to apply. Enrollment fee reduced to $1,000 thanks to embedded scholarship from BOMA Georgia Foundation

JANUARY

JANUARY 20

BOMA Georgia January Luncheon and Participation Fair 11 a.m.-1 p.m. Georgia International Convention Center Members: Free, registration required; Non-members: $65

JANUARY 26

Air Handling, Water Treatment and Plumbing 3-7 p.m. Members: $545; Non-members $795 Course fee includes embedded $500 scholarship from the BOMA Georgia Foundation

JANUARY 28

Commercial HVAC - Module 4 5-9 p.m. Chattahoochee Tech - Marietta Campus Members: $645; Non-members: $745

JANUARY 28 Green Real Estate Network Breakfast 8-9:30 a.m. Members: $20; Non-members: $35

BEGINS JANUARY 31

2016 BOMA International Winter Business Meeting Washington, DC

FEBRUARY

FEBRUARY 25

FEBRUARY 4 BTO Lunch

11:30 a.m.-1 p.m. American Cancer Society Center Members: Free, registration required; Non-members: $40

Young Professionals Lunch and Learn

11:30 a.m.-1 p.m. Members: Free, registration required; Non-members: $50

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

MARCH

MARCH 2-4

FEBRUARY 10

Fundamentals Of Facilities Management

2016 TOBY and Association Awards Luncheon

MARCH 9

Allied Member Resource Group (AMRG) Event

8:30 a.m.-5 p.m. BOMA Georgia Conference Center * Members: $1,045; Non-members: $1,295

11:30 a.m.-1 p.m. Registration: $65

FEBRUARY 11 BTO Lunch

MARCH 10

Medical Office Building SIG Meeting 8-9:30 a.m. Members: Free, registration required; Non-members: $35

MARCH 9

11:30 a.m.-1 p.m. AGC Conference Center Members: Free, registration required; Non-members: $40

Industrial SIG Meeting 11:30 a.m.-1 p.m. Members: Free, registration required; Non-members: $20

KICKS OFF FEBRUARY 11

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CRE Leadership Masters Program

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

Kickoff retreat at UGA Center Enrollment fee reduced to $1,000 thanks to embedded scholarship from BOMA Georgia Foundation Application deadline: Dec. 18

Unless noted otherwise, for details on the events contact BOMA Georgia at (404) 475-9980 or info@bomageorgia.org.

FEBRUARY 16 BOMA Day At the Capitol 10 a.m.-2 p.m. Georgia State Capitol

FEBRUARY 17-19

Environmental Health and Safety Issues 8:30 a.m.-5 p.m. BOMA Georgia Conference Center * Members: $1,045; Non-members: $1,295

BEGINS FEBRUARY 19 BOMA PM 101

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8:30 a.m.-4:30 p.m. Atlanta, GA Member Companies: $599; Non-members: $699

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FEBRUARY 23

LEEDv4 Green Associate Exam Prep 8:30 a.m.-4:30 p.m. BOMA Georgia Conference Center * Members: $295; Non-members $325

FEBRUARY 23

Facilities Management Shared Interest Group Meeting 11:30 a.m.-1 p.m. Members: Free, registration required; Non-members: $20

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ALLIED MEMBER SERVICE DIRECTORY AIRDUCT CLEANING

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

Georgia Construction Products ........................... (770) 491-9100 Reliant Building Solutions ...... (770) 403-3508 Tendon Systems LLC ............. (678) 835-1100 Titus Restoration Services Inc. ..................... (678) 494-6893 Yancey Power Systems .......... (678) 945-2637

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Pond & Co. ........................... (678) 336-7740

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

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Cohen Pollock Merlin & Small, P.C.......................... (770) 857-4768 Morris, Manning & Martin LLP ........................ (404) 233-7000 AUDIO VISUAL SERVICES

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Building Cleaning Solutions Inc. .................... (678) 445-3806 Century Fire Protection LLC ... (770) 945-2330 Control Concepts LLC............ (770) 888-0181 Engineered Restorations Inc................. (770) 682-0650 Mid South Roof Systems........ (404) 965-9375 Roof Partners LLC ................. (404) 490-4647 SimplexGrinnell LP ................ (678) 343-7065 SiteStuff Inc. ......................... (404) 694-2448 VeenendaalCave Inc. ............. (404) 881-1811 Watt Commercial Sweeping Inc. ................... (770) 433-8089 WayPoint Systems Inc. .......... (678) 461-1346 Wiss Janney Elstner Associates Inc. .................. (770) 923-9822 CARPETS/FLOOR

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Atlanta Ice Cream Truck Inc. .......................... (678) 557-5976 Primo Partners LLC, Dba Ben and Jerry’s .......... (919) 548-4153 COMMUNICATIONS

A3 Communications .............. (404) 382-9490 AT&T .................................... (404) 242-8513 Direct Satellite TV.................. (678) 714-1495 Graybar Electric Co................ (678) 291-5402 Kings III Emergency Communications ............... (678) 438-1965 Koine Communications .......... (404) 202-9316 Progressive Office Inc............ (470) 299-7642 CONSTRUCTION PRODUCTS

Concrete Finishes Inc. ........... (770) 971-2778

CONTRACTORS

Accu-Coat LLC, AKA Polished Concrete Atlanta ................ (404) 433-0195 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 Corp......... (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 Occupied Renovations ........... (770) 326-9212 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 Corp. ................... (404) 351-4410 Waste Industries ................... (770) 577-3545 Western Waterproofing Company of America ......... (678) 553-0170 Whitco Roofing Inc. ............... (770) 644-0521

Listings in RED are advertisers in this issue of Insight: The Commercial Real Estate Journal Philips Lighting Co. ............... (781) 925-4178 Radiance Solar...................... (404) 885-9898 SemaConnect Inc. ................. (301) 352-3730 Trane ................................... (678) 775-4106 Yancey Power Systems .......... (678) 945-2637 ENGINEERING

Allied Reliability Group ........... (770) 590-7449 Harbin’s Mechanical Services Inc. ..................... (770) 914-7060 Innovative Engineering Inc. .... (770) 517-5507 NOVA Engineering & Environmental ................... (770) 570-9171 PENTA Engineering Group Inc. ......................... (678) 282-1999 Pond & Co. ........................... (678) 336-7740 Sustainable Investment Group LLC (SIG)................. (404) 343-3835 Testing, Engineering & Consulting Services Inc. ..... (770) 995-8000 Wiss Janney Elstner Associates Inc. .................. (770) 923-9822 ENVIRONMENTAL

Aquascape Environmental ..... (678) 584-3455 Arborguard Tree Specialists ... (404) 299-5555 Banyan Water ....................... (770) 375-6870 Caldwell Tree Care ................ (770) 992-1973 Class A Matting..................... (706) 229-3379 Meridian Restoration Inc. ....... (678) 546-2819 The Morley Companies .......... (770) 569-1100 Radiance Solar...................... (404) 885-9898 Recycling Management Resources......................... (404) 488-5356 SemaConnect Inc. ................. (301) 352-3730 Sustainable Investment Group LLC (SIG)................. (404) 343-3835 U.S. Waste & Recycling/Southern Waste & Recycling Inc. ...... (770) 751-7797 WaterSignal LLC ................... (470) 514-4418 EQUIPMENT RENTALS

Stone Mountain Access Systems............................ (770) 908-2936 Sunbelt Rentals Inc. .............. (404) 525-1919

ELECTRICAL

FACILITY MANAGEMENT

Action Electrical & Mechanical Contractors ....................... (404) 799-3551 Allied Reliability Group ........... (770) 590-7449 Allison-Smith Co. .................. (404) 351-6430 Capital City Mechanical & Electrical Services ...(770) 449-0200 ext. 225 Graybar Electric Co................ (678) 291-5402 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 Rexel.................................... (407) 406-4593 White Electrical Construction Co................. (404) 351-5740

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

ELEVATORS/ESCALATORS

Bagby Elevator Co. Inc. .......... (404) 859-3310 Fujitec America Inc................ (770) 209-0322 Hoover Elevator Group Inc...... (770) 394-4018 Otis Elevator Co. ................... (404) 605-8401 Phoenix Elevator of Georgia ... (770) 575-0363 Schindler Elevator Corp. ........ (470) 991-9597 ThyssenKrupp Elevator Corp..................... (770) 916-0555 Van Deusen & Associates ...... (678) 881-0884 Vertical Systems Inc. ............. (404) 581-0094 ENERGY

ALB Energy Solutions ............ (770) 492-5061 ENTEK .................................. (678) 910-1326 Goby LLC ............................. (404) 201-3975 Hannah Solar ........................ (404) 609-7005 Infinite Energy ....................... (770) 690-6512 Mallory & Evans Service ........ (404) 297-1007 McKenney’s Inc..................... (404) 624-8625

FACILITY SUPPORT

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

AFA Southeast Inc. ................ (770) 794-9000 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 & Life Safety America Inc....................... (404) 431-7278 Fire Systems Inc.................... (770) 333-7979 Global Systems of America .... (770) 441-9601 Life Safety Solutions Plus LLC ........................... (770) 843-3671 Mitec ................................... (770) 813-5959 ORR Protection Systems Inc. ..................... (770) 362-1015 SimplexGrinnell LP ................ (678) 343-7065

Blue Team Restoration/ BBMK Contracting ............. (404) 313-9868 Capital Restoration ................ (770) 973-1666 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 R.T. Bryan Solutions .............. (404) 201-5509 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 Norcross ........... (770) 368-3282 Servpro of North Atlanta/ Buckhead ......................... (404) 261-2925 Unlimited Restoration Specialists Inc. .................. (687) 943-3013 Waterproofing Contractors Inc. ................. (770) 449-5552 FOUNDATION REPAIR/CONCRETE LIFTING

Engineered Solutions of Georgia............................. (678) 290-1325 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 ..................... (404) 458-5841 HEALTH & HYGIENE PRODUCTS

GOJO Industries .................... (205) 447-0849 Kimberly-Clark Corp. ............. (732) 309-6714 Life Safety Solutions Plus LLC ........................... (770) 843-3671 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 EMCOR Services Aircond ....... (847) 244-6662 ENTEK .................................. (678) 910-1326 Gainesville Mechanical Inc. .... (770) 532-9130 Galgon HVAC & Mechanical Services............................ (404) 352-1500 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

FIRE/WATER/MOLD RESTORATION

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McKenney’s Inc..................... (404) 624-8625 MediClean Air Duct Cleaning ........................... (404) 408-6136 Mingledorff’s Inc. .................. (770) 239-2208 Padgett Group ...................... (678) 880-1631 Rooter Plus! .......................... (770) 888-1931 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 United Maintenance Inc. ........ (770) 455-1656 INDUSTRIAL DOCK & DOOR REPAIR & INSTALLATION

Miner Southeast ................... (678) 730-4700 INTERIOR DESIGN

Craftsmen Business Interiors ............................ (770) 541-7700 Foley Construction Corp......... (770) 409-1166 Occupied Renovations ........... (770) 326-9212 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 Bueva International ............... (404) 947-7380 Building Cleaning Solutions Inc. .................... (678) 445-3806 Building Maintenance Services Inc. ..................... (770) 218-2993 Chosen Janitorial Services ..... (404) 644-6291 Distinguished Properties Cleaning USA Inc. (DPC)..... (404) 418-1443 Diversified Maintenance ........ (205) 248-9315 Environmental Service Partners............................ (800) 874-0780 Georgia Pacific Corp.............. (770) 815-9552 GMI Group Inc....................... (678) 482-5288 GOJO Industries .................... (205) 447-0849 HTH Building Services Inc. ..... (770) 988-0084 Kimberly-Clark Corp. ............. (732) 309-6714 LaCosta Facility Support Services............................ (847) 526-9556 Pollock Paper Distributors ...... (770) 803-7862 Pritchard Industries SE .......... (404) 231-1430 Signature Building Maintenance ....................... 770 597-9580 Solaris Paper ........................ (770) 510-5137 Staples Facilities Solutions..... (770) 696-3235

Strategic Market Alliance ....... (770) 641-1055 Unique Building Maintenance Inc. ............... (678) 380-0297 Xpedx................................... (770) 715-2841 LAKE MANAGEMENT

Aquascape Environmental ..... (678) 584-3455 LANDSCAPE MANAGEMENT

Gibbs Landscape Co. ............ (770) 432-7761 The GreenSeason Group Inc. ......................... (678) 714-4114 HighGrove Partners ............... (678) 298-0569 Landmark Landscapes .......... (770) 446-0044 Ruppert Landscape ............... (770) 630-0475 LANDSCAPING—EXTERIOR

4 Seasons Landscape Group LLC ........................ (770) 452-4455 Arborguard Tree Specialists ... (404) 299-5555 Austin Outdoor...................... (770) 435-7476 Caldwell Tree Care ................ (770) 992-1973 Chapel Valley Landscape Co. .................. (706) 200-2060 Color Burst ........................... (770) 822-9706 Crabapple Landscapeexperts ............. (770) 740-9739 Downey Trees Inc. ................. (770) 889-2822 Envisor Consulting................. (404) 987-2499 Gibbs Landscape Co. ............ (770) 432-7761 Gibson Landscape Services............................ (678) 365-9568 The GreenSeason Group Inc. ......................... (678) 714-4114 HighGrove Partners ............... (678) 298-0569 LandCare LLC ....................... (678) 475-1780 Landmark Landscapes .......... (770) 446-0044 Landscape Management Services Inc. ..................... (770) 939-6450 Ruppert Landscape ............... (770) 630-0475 Russell Landscape Group Inc. ......................... (770) 446-3552 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

ALB Energy Solutions ............ (770) 492-5061 E. Sam Jones Distributor Inc.................... (404) 351-3250 LED Light Energy LLC ............ (312) 451-4341 Philips Lighting Co. ............... (781) 925-4178 Summit Systems Inc.............. (678) 482-8010 Voss Lighting ........................ (770) 438-8557 LOCKSMITH

Armor Lock & Security Co. Inc. ............................. (770) 493-1915 Downs Safe and Lock Co. ...... (404) 873-2515 MARBLE RESTORATION & MAINTENANCE

ADDCO Metal Maintenance Co. ............... (770) 985-5611 Architectural Surface Restoration LLC ................. (770) 510-8333 Mid America Metals .............. (770) 952-3144 Natural Stone Services .......... (404) 255-8133 Southeastern Commercial Flooring Inc. ...................... (770) 591-9980 Stone Specialty Services........ (404) 261-9111 Stuart Dean Co. Inc. ................ (404) 872-6090 ext. 102 METAL FINISHING

ADDCO Metal Maintenance Co. ............... (770) 985-5611 Architectural Surface Restoration LLC ................. (770) 510-8333 Innovative Roofing Group Inc. ......................... (404) 351-8797 Mid America Metals .............. (770) 952-3144 Stuart Dean Co. Inc. ................ (404) 872-6090 ext. 102 PAINT/WALLCOVERINGS

American Painting & Renovations Inc. ................ (770) 995-8787 Benjamin Moore ................... (404) 408-3851 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 Corp.............. (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 Staples Facilities Solutions..... (770) 696-3235 PARKING

Ace Parking .......................... (770) 722-8037 Eagle Parking LLC ................. (404) 605-0150 Innovative Parking Concepts LLC.................... (770) 321-1000 ITR of Georgia Inc.................. (770) 496-0366 Lanier Parking Solutions ........ (404) 881-6076 LAZ Parking.......................... (404) 787-2076 National Parking Solutions ..... (678) 365-4030 Parking Company of America ........................ (678) 907-8450 SP Plus ................................ (404) 665-0044 PARKING DECKS

Coast & Valley LLC ................ (770) 417-1382 Commercial Paving Services............................ (770) 426-9200 Graydaze Contracting Inc. ...... (770) 752-7010 GWP Paving.......................... (404) 831-7177 Kaney & Lane LLC ................ (404) 892-8246 SP Plus ................................ (404) 665-0044 Spectrum Painting Inc. .......... (770) 497-0101 Watt Commercial Sweeping Inc. ................... (770) 433-8089 Wildcat Striping & Sealing ..... (678) 937-9525 PAVING PRODUCTS

Asphalt Enterprises ............... (770) 424-5001 Brite Line Asphalt Maintenance Inc. ............... (770) 516-0604 C&K Paving Contractors Inc. ................. (770) 791-0107 Commercial Paving Services............................ (770) 426-9200 Georgia Paving Inc. ............... (404) 831-1000 GuardTop LLC ....................... (404) 821-2388 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 PEST CONTROL

Active Pest Control ................ (770) 954-9941 Allgood Pest Solutions ........... (678) 328-4094 Orkin Inc............................... (404) 609-9550

Providing Atlanta with excellent mechanical services for over 20 years

For 24-hour service call

(770) 914 7060 www.harbins.com

36 672827_Harbins.indd INSIGHT | ISSUE 1 4, 2015 | www.BOMAGeorgia.org

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

Peachtree Pest Control .......... (770) 931-9099 Team Pest USA ..................... (770) 985-4444 PLUMBING

Art Plumbing Co.................... (678) 486-2541 Gainesville Mechanical Inc. .... (770) 532-9130 Hill Mechanical of Georgia LLC ...................... (770) 792-1200 Legacy Mechanical Services Inc. ..................... (770) 432-1171 Rooter Plus! .......................... (770) 888-1931 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

Baker Roofing Co. ................. (404) 458-2742 Disaster One......................... (678) 491-8919 Engineered Solutions of Georgia ......................... (678) 290-1325 Meridian Restoration Inc. ....... (678) 546-2819 Reliant Building Solutions ...... (770) 403-3508 Southeast Restoration & Fireproofing ...................... (404) 297-8388 Tendon Systems LLC ............. (678) 835-1100 ROOFING

Apollo Roofing Co. Inc. .......... (770) 751-6191 Baker Roofing Co. ................. (404) 458-2742 The BEST Consultant Inc. ...... (678) 200-7648 C.L. Burks Construction Commercial Roofing Contractors LLC ................ (800) 969-2875 Empire Roofing Co. Inc. ......... (770) 948-7663 Innovative Roofing Group Inc. ......................... (404) 351-8797 MGI Roofing LLC ................... (678) 771-0050 Mid South Roof Systems........ (404) 965-9375 Naturashield - Georgia .......... (404) 227-5206 Pro Roofing & Siding ............. (770) 875-8114 Roof Partners LLC ................. (404) 490-4647

SIGNAGE

Sentry Roof Services ............. (678) 301-5570 SoCo Roofing Services .......... (678) 425-9010 Tip Top Roofers Service Corp. ................... (404) 351-4410 Whitco Roofing Inc. ............... (770) 644-0521 Woodall Roofing Co. Inc. ........ (770) 945-0100

Fellers, Schewe, Scott & Roberts Inc........................ (770) 621-9548 Paradigm Tax Group .............. (404) 937-6517

SEALCOATING

TREE CARE

Brite Line Asphalt Maintenance Inc. ............... (770) 516-0604 C&K Paving Contractors Inc. ................. (770) 791-0107 Graydaze Contracting Inc. ...... (770) 752-7010 Hercules Sealcoat Manufacturing Inc.............. (770) 455-6551 The Surface Masters Inc. ....... (770) 250-6392

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

SECURITY

A3 Communications .............. (404) 382-9490 ADB Services Inc................... (678) 990-5400 Allegion ................................ (470) 330-2968 AlliedBarton Security Services............................ (404) 898-1695 Alscan Inc.................... (205) 945-0003 X158 Armor Lock & Security Co. Inc. ............................. (770) 493-1915 Critical Systems LLC ............. (770) 612-9172 DataWatch Systems .............. (404) 273-0145 Downs Safe and Lock Co. ...... (404) 873-2515 Fire Systems Inc.................... (770) 333-7979 GC&E Systems Group Inc....... (770) 448-3908 Global Systems of America .... (770) 441-9601 ITR of Georgia Inc.................. (770) 496-0366 Millhouse Security Services LLC ..................... (404) 977-1388 Miner Southeast ................... (678) 730-4700 Mitec ................................... (770) 813-5959 Norred & Associates Inc......... (404) 761-5058 OnePath Systems, LLC .......... (678) 355-0555 ORR Protection Systems Inc... (770) 362-1015 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 Universal Protection Service ............................. (770) 438-0484 Walden Security .................... (404) 937-1747 Weiser Security ..................... (404) 458-5841

Custom Sign Factory ............. (770) 717-7755 TAX CONSULTANTS

TROPICAL PLANTS

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

Full Circle Restoration & Construction Services ........ (770) 232-9797 Parker Young Construction/ FireStar Inc. ...................... (404) 805-5616 Premier Restoration Inc. ........ (770) 986-9596 R.T. Bryan Solutions .............. (404) 201-5509 Reliable Restoration LLC ........ (678) 325-1633 Remediation Group Inc. ......... (404) 214-1470 SERVPRO of Decatur ............. (404) 378-9998 SERVPRO of Norcross ........... (770) 368-3282 Servpro of North Atlanta/ Buckhead ......................... (404) 261-2925 Unlimited Restoration Specialists Inc. .................. (687) 943-3013 WATER TREATMENT

UTILITIES

Blackmore Enterprises Inc. .... (404) 483-7370 Chem-Aqua Inc..................... (770) 329-0523 EMCOR Services Aircond ....... (847) 244-6662

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

WATERPROOFING

WASTE EQUIPMENT

Apollo Roofing Co. Inc. .......... (770) 751-6191 Burke Painting Inc. ................ (770) 582-0847 Engineered Restorations Inc... (770) 682-0650 Everclear Enterprises Inc. ...... (404) 876-9408 Metro Waterproofing Inc. ....... (404) 292-8013 The Morley Companies .......... (770) 569-1100 Southeast Restoration & Fireproofing ...................... (404) 297-8388 Southern Preservation Systems............................ (770) 982-9970 Waterproofing Contractors Inc. ................. (770) 449-5552 Western Waterproofing Company of America ......... (678) 553-0170

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

Container Repair Service ....... (770) 316-4677 Recycling Management Resources......................... (404) 488-5356 Republic Services Inc. ........... (404) 693-9279 U.S. Waste & Recycling/Southern Waste & Recycling Inc. ...... (770) 751-7797 Waste Industries ................... (770) 577-3545 Waste Management Inc. ........ (770) 315-6757 Waste Pro/Atlanta ................. (770) 777-1447 WATER CONSERVATION

Banyan Water ....................... (770) 375-6870 WaterSignal LLC ................... (470) 514-4418 WATER DAMAGE/STRUCTURE DRYING

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 Capital Restoration ................ (770) 973-1666 Disaster One......................... (678) 491-8919 EPIC Response ..................... (770) 516-3491

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

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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ADVERTISERS ON THE WEB

http://fqrct.com/t/bbcdf60 ARCHITECTS/DESIGNERS WJE - Wiss, Janney, Elstner Associates ..............................20 www.wje.com AUDIO-VISUAL SERVICES Direct Satellite TV.................................................................20 www.directvdealer.com BUILDING SERVICES & MAINTENANCE King Architectural Metals............................Inside Front Cover www.kingmetals.com

-HII -RKQVRQ 7KRPDV $QGUHZV -RVK :KLWWOH .LP (JLQWRQ

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38 INSIGHT | 1ISSUE 4, 2015 | 721747_Southeastern.indd

HVAC CONTRACTORS & SERVICES Chem-Aqua Inc. ................................................................... 19 www.chemaquaservices.com Ductz of Greater Atlanta.......................................................33 www.ductzatlanta.com Georgia Trane ....................................................................... 18 www.trane.com/georgia-alabama Harbin's Mechanical Services Inc. .......................................36 www.harbins.com McKenney's, Inc. .................................................................. 18 www.mckenneys.com Reliance Heating and Air Conditioning.................................32 www.reliance-hvac.com Shumate Mechanical, LLC ................................................... 24 www.shumatemechanical.com JANITORIAL SERVICES & PRODUCTS Southeastern Cleaning Inc. ..................................................38 www.southeasterncleaninginc.com LANDSCAPE CONTRACTORS/EXTERIOR Chapel Valley Landscape Co ................................................30 www.chapelvalley.com MEM Landscaping LLC ........................................................ 14 www.memlandscpaingga.com Premier Maintenance Inc. .................................................... 15 www.premiermaintenanceinc.com PAINT & WALL COVERINGS B&R Painting ........................................................................34 www.brpaint.com PARKING MANAGEMENT & SERVICES ITR of Georgia.......................................................................23 www.itrofgeorgia.com PAVING PRODUCTS & SERVICES Georgia Paving, Inc. ............................................................. 15 www.georgiapaving.com Rose Paving Company .........................................................27 www.rosepaving.com Wildcat Striping & Sealing.................................................... 15 www.wildcatstriping.com PLUMBING SERVICES Art Plumbing Company ........................................................37 www.artplumbing.com McKenney's, Inc. .................................................................. 18 www.mckenneys.com PRESSURE WASHING Southeastern Cleaning Inc. ..................................................38 www.southeasterncleaninginc.com RESTORATION/DISASTER PRODUCTS & SERVICES Blackmon Mooring ...............................................................34 www.blackmonmooring.com FireStar Inc. .......................................................................... 18 www.firestarinc.com Southeast Restoration & Fireproofing Co., Inc. ......................Outside Back Cover www.serest.com 9/15/15 2:32 AM ROOFING SERVICES & PRODUCTS Empire Roofing Company Inc................................................. 3 www.empireroofing.com SEALCOATING Wildcat Striping & Sealing.................................................... 15 www.wildcatstriping.com WATER DAMAGE/STRUCTURE DRYING Premier Restoration, Inc. .....................................................23 www.premierrestoration.com WATER TREATMENT SERVICES Blackmore Enterprises, Inc. .................................................20 www.blackmore-enterprises.com Chem-Aqua Inc. ................................................................... 19 www.chemaquaservices.com WATERPROOFING Burke Painting,Inc. ...............................................................30 www.burkepainting.com Southeast Restoration & Fireproofing Co., Inc. ......................Outside Back Cover www.serest.com Southern Preservation Systems .......................................... 24 www.spsatl.com Western Waterproofing Co., Inc. ..........................................38 www.ATL.westernwaterproofing.com WINDOWS/CLEANING EQUIPMENT/SUPPLIES South Beach Highrise Service Inc............... Inside Back Cover www.southbeachhighrise.net Top of the Line High Rise Service ........................................ 10 www.highriseservice.com

COMMUNICATIONS/TELECOMMUNICATIONS Direct Satellite TV.................................................................20 www.directvdealer.com CONTRACTORS: GENERAL & INTERIOR DESIGN Georgia Commercial Builders ..............................................34 Southern Choice Construction .............................................34 Stellar Contracting, Inc. .......................................................34 www.Stellar-Contracting.com ENERGY PRODUCTS & SERVICES Georgia Power Company........................................................ 4 www.georgiapower.com FIRE/WATER/MOLD RESTORATION Meridian Restoration, Inc. ....................................................27 www.themeridiancompanies.com The Morley Companies .......................................................... 7 www.morleycompany.com Premier Restoration, Inc. .....................................................23 www.premierrestoration.com

www.BOMAGeorgia.org

11/15/14 5:14 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.

Wishing you and your families, a Merry Christmas and Hanukkah. And may God Bless!

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

Proudly Serving Atlanta and the Southeast Since 1990

www.serest.com

Restoration Parking Deck Restoration and Repair Masonry Tuckpointing and Repair Concrete Cleaning and Repair Epoxy and Urethane Injection Joint Sealants and Expansion Joints Window Wet Glazing and Cleaning

Waterproofing Plaza Deck Waterproofing Foundation Waterproofing Elastomeric Coatings Urethane Coatings Green Roof Systems

Insulation and Fireproofing Spray Cellulose Spray Foam Cementitious Fireproofing Intumescent Coatings 4598 Stonegate Industrial Blvd Stone Mountain, GA 30083 | 404.297.8388