CRE Insight Journal Issue 4

COMMERCIAL REAL ESTATE

OFFICIAL PUBLICATION OF THE BUILDING OWNERS AND MANAGERS ASSOCIATION OF GEORGIA

JOURNAL

Issue 4, 2021

Looking Forward with a Changing Industry

Securing Today’s Buildings With AI-Powered Video Analytics Page 06 How I Got Started: A Look into Building Engineers’ Paths to Success Page 08 An Empathy and ScienceBased Playbook to Wellbeing During a Pandemic Page 32 www.bomageorgia.org www.creinsightjournal.com

Article Category

Three New Guides from CRE Insight Journal

The Tenant Experience Guide

2021 ENERGY STAR® Content Guide

Structural Inspection and Repair Guide

The tenant experience has always been at the center of commercial real estate and property management. Over the past few years, the tenant experience has changed.

The Tenant Experience Guide explores different questions and challenges real estate professionals may be facing. This guide features articles that specifically address the future of office and what some of the new tenant demands may be.

This content guide showcases the articles and videos released throughout the month of October. From ENERGY STAR® benchmarking testimonials to the many ways you can save, this guide is a gateway to the information and expertise needed to help you build value and enhance your buildings.

CRE Insight Journal is pleased to provide a series of complimentary video resources for property managers, facility managers, and building engineers to increase understanding of building structural inspection and repair.

Simply click on the hyperlinked titles to access these on-demand resources.

Scan to Read Guide

Scan to Read Guide

Scan to Read Guide

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Insight • Issue 4, 2021

Contents The Commercial Real Estate Insight Journal is published for:

ISSUE 4, 2021

06 Securing Today’s Buildings With AI-Powered Video Analytics

by Dan Yetso, Vintra

08 How I Got Started: A Look into Building Engineers’ Paths to Success

by Chris Lelle with Lincoln Property Company, Trenton Patterson with Haverty Furniture Companies, Inc., Roderick Murphy with Cousins Properties and Aaron Moriarty with JLL

12 Reapportionment Breakdown: A Once-in-a-Decade Legislative Session

by Katie Roberts, Fiveash-Stanley

16 ADEPT Communication: A Model of Communication for Young Professionals

by Jonathan Burman, The Best Workplace

18 Returning to Work: A Post-Pandemic Look at Workplace Violence Concerns

by Joseph Murphy, Prosegur Security

by Owen Kavanagh, BOMA Georgia with Scott Baker, Baker Engineering

26 Continued Flexibility in the Return to Office Spaces

Editor-in-Chief: Gabriel Eckert, FASAE, CAE geckert@bomageorgia.org Executive Editor: Jacob Wilder, CAE jwilder@bomageorgia.org Managing Editor: Molly Looman mlooman@bomageorgia.org

DIRECTORS Michael Knox, SMA, SMT, LEED GA Trace Blackmore, CWT, LEED AP Jess Moore Carla Moule Jennifer Corbitt Trenton Patterson Hal Moore Jack Kennedy Chonte’ Martin Grace Meyers, RPA

by Devin Simon, Zeller

30 Sustainability in the Commercial Real Estate World

by Don Erb, University of Buffalo

32 An Empathy and Science-Based Playbook to Wellbeing during a Pandemic 36 Allied Member Service Directory

The Wyman Company Advertising Representatives: Chris Chiccarello chrisc@thewymancompany.com Justin Olson jolson@thewymancompany.com Holly Patterson hpatterson@thewymancompany.com Katie White kwhite@thewymancompany.com

2021 BOMA GEORGIA OFFICERS President: Natalie Tyler-Martin, RPA President-Elect: Amanda J. Madrid, RPA, LEED GA, FMA Vice President: Laurie Harper Immediate Past President: Russell Copeland

22 Ways to Save: Energy Management and Information Systems

by Tara Davis, American Psychological Association

BOMA Georgia 5901 Peachtree Dunwoody Rd, NE Suite C-300 Atlanta, GA 30328 (404) 475-9980 info@bomageorgia.org www.bomageorgia.org www.bomalegacy.org www.bomageorgiafoundation.org www.creinsightjournal.com

INDUSTRY INSIGHT COMMITTEE Patrick Freeman, RPA, CPM, CCIM, LEED AP Stacy Abbate Scott Baker Amanda Bare Tyrone Chilcote Mike Ghinga Carrah Golightly Dannah Hagerty Michelle Hill Kinsey Hinkson, RPA, BOMI-HP

Constance Hodges Chonte’ Martin, BOMI-HP Jess L. Moore Paula Petakos Patricia Ramsey, RPA George Ridenour Brett Rockman Tom Rust Stephanie Scurlock Tammy Weeks Tiffany Wilson

39 Advertisers on the Web © BOMA Georgia 2021

www.bomageorgia.org • www.creinsightjournal.com

5

Technology, Security

Securing Today’s Buildings With AI-Powered Video Analytics By: Dan Yetso, Vintra

I

n the commercial real estate industry, property managers have a host of individuals that depend on them for the overall safety and security of the entire campus. From unwanted access, to tailgating, to incident response, the list of responsibilities is a long one in the hopes of creating a safe work environment, attracting quality patrons and building the corporate image.

And the impact of a security incident can be wide-ranging. In a 2016 National Safety Council study, 39% of employee respondents felt that management does the minimum required by law to keep them safe at work — and you can only imagine how that number has grown since then.

As a building owner, how can you best increase your team’s situational awareness levels, streamline your incident response efforts and create the safest environment possible?

New Technologies at the Forefront of Safety and Security In the hopes of fortifying their security infrastructure, organizations have deployed a host of solutions at this challenge, including gates and security guards, access controls and a network of video feeds across the campus — all in the hopes of creating a higher level of awareness and the ability to spot, assess and (if necessary) intervene on issues before they become incidents.

For many, the ability to deploy a relatively low-cost camera network has been a key aspect of their security infrastructure. Cameras can be placed at strategic locations such as entryways, gates and other security facilities, allowing the security team to have additional “eyes” on key access points that might present a potential security risk.

But a solid approach to video monitoring is not without its challenges.

An average corporate campus video surveillance system can produce

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Insight • Issue 4, 2021

hundreds — if not thousands — of hours of footage every single week. And the burden of manually reviewing all of that video footage often falls directly on the security team, which takes hours and hours of time and also keeps them away from their daily duties.

As a result, an already-busy security team is taken out of the field, clicking their mouse through a deluge of video clips in an attempt to spot a perpetrator, with a very small chance of being able to identify the individual much less trace their path across campus to create a holistic view of the incident.

Streamline Your Security Infrastructure with AI-powered Video Analytics The term “artificial intelligence” has been a common refrain over the past decade. But rest assured: it is here and its impact on physical security will be dynamic. By utilizing a robust deep-learning algorithm that allows for the quick detection and classification of people, vehicles and objects, AI-powered video analytics can automate and massively simplify the process by which your team processes, reacts to and investigates video feeds.

Utilizing deep learning-powered video analytics, an AI-powered video analytics solution can help humans make sense of overwhelming amounts of data and how people and objects are interacting within the real world. A smart video analytics platform is able to recognize faces, bodies, vehicles, bicycles, motorcycles, bags, long guns and even a fallen person.

A few other areas in which an AI-powered video analytics solution can help your building needs: • Assisting - A smart system should be able to offload a bevy of manual effort, sorting through hours of video and providing key information with which a human being can then create insights.

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•

Augmenting - An AI-powered system should also be able

to suggest modifications to existing patterns based on the insights it gains throughout the day, week and month. For example, wouldn’t it be great if your security infrastructure could automatically reach out to the cleaning crew to let them know that they have yet to meet their required number of cleaning operations?

Autonomy - The smartest systems will integrate with other aspects of your building management and security process to actually take the required action. What if a low guard-staff alert could trigger an automated drone sweep of your buildings, sending back video surveillance of the entire campus?

Emerging Technology Bringing a Wealth of Use Cases to Life As this technology becomes more and more prevalent, the list of use cases becomes equally as robust: • Reduced time to detect - AI-powered video analytics can act as a guard that watches your cameras 24/7 to ensure you can detect critical incidents and prevent them from escalating.

• Smart intrusion detection - Help users address issues of unauthorized access by allowing them to search for and set alarms on a growing list of descriptive attributes within specific camera zones of interest.

• Watchlist incorporation - Search for the presence of known individuals (that disgruntled ex-employee, for example) that are present on campus and quickly alert the security team to their location.

• Re-ID - The ability to quickly re-identify a particular individual off of a live video feed or pre-loaded Person of Interest (POI) list, creating a user journey of that individual across your entire campus.

• Vehicle search and alerting - Quickly find vehicles of interest and match individuals to that vehicle.

• Person down - Keep an eye out for fallen individuals, quickly react to their needs and spot troublesome areas across your campus.

For the typical property manager, these use cases can quickly lead to real bottom-line impacts. Say, for example, you are currently paying to have a local snow-blowing company clear the parking lot every Monday, Wednesday and Friday during snow season. Because this work needs to be completed by 7 a.m., the snow removal team does their work in the pre-dawn hours, well prior to the arrival of anyone who manages the building. But wouldn’t it be nice to get alerted to the fact that the snow removal company only showed up twice a week over the past month of heavy snow?

That insight can be pulled directly from an AI-powered video analytics solution, providing your building management team with a detailed, time-based recap of activities that could lead to a renegotiation with the vendor, a refund or a competitive bid.

The Future of AI-powered Video Analytics As this technology is only now starting to show its value to the physical security industry, the upside potential for its use is everexpanding. In the near future, your AI-powered video analytics platform should be able to support the following: • Multi-modal inputs - Incorporate video from any source; live

•

•

or recorded, fixed or mobile (such as drones or body cameras) and tie that video to badge readers and other inputs across your security infrastructure to increase situational awareness.

Customizable - With an approach that allows the system to “learn” new object types over time, a smart system will continue to adapt and grow to new environments, situations and types of objects.

Open - Systems will only be valuable if they take a modern APIbased approach so they can be tied into other aspects of your infrastructure, such as badge readers, building management systems, additional sensors and more.

For property managers in commercial real estate, the impact and value of AI-powered video analytics is clear. With a host of key applications and use cases, the ability to streamline your physical security efforts can save valuable time and money and directly impact your bottom line.

More importantly, a more robust, smarter security infrastructure can result in better situational awareness, smarter resource staffing and improved response times — creating an environment that is safer, more productive and attractive to existing and potential patrons.

About the Author Dan Yetso is the Sr. Director, Corporate & Customer Marketing at Vintra, Inc., a Silicon Valley provider of AIpowered video analytics solutions that transform any realworld video into actionable, tailored and trusted intelligence.

Prior to Vintra, Dan spent over five years at Google in a variety of innovation efforts and has enjoyed leading goto-market efforts for a wide variety of global brands, from startups to mid-sized companies to global billion-dollar leaders.

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7

Building Engineering, Soft Skills/Interpersonal

How I Got Started...

A Look into Building Engineers’ Paths to Success Chris Lelle Chief Portfolio Engineer Lincoln Property Company

As with most people, I had never heard of the commercial real-estate industry until life happened, and I found a home in the industry.

I grew up working in a family-run restaurant that was known for award-winning BBQ. From a young age I was exposed to all levels of the business and participated in numerous BBQ cook-offs. This was a great experience as it exposed me to business processes, the value of hard work, and the joy of competition.

As I reached college age, I found myself seeking to pave my own way in life. I left the BBQ world and headed off to college. I soon realized that was not right for me at that point in my life. As I thought about the next step for me, I remembered that my family has a long line of military service. That led to my decision to join the Navy. This would turn out to be one of the greatest learning experiences of my life.

I was trained as a Machinist’s Mate in the nuclear field and received additional training in chemistry and radiological controls. The nuclear field provided a lot of engineering theoretical training which was put to use while operating the engine rooms. The training program also required theoretical training in disciplines outside of my daily operating requirements.

As my time in service ended, I spoke to several people about job possibilities in the civilian workforce and realized that I had no idea what I was going to do. Fortunately, a recruiting firm that works with veterans reached out to me and signed me up for a “hiring conference.”

This allowed for me to meet with multiple companies that had been hand selected for me to interview with based on the skills that I had obtained in the Navy.

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Insight • Issue 4, 2021

One of the companies I interviewed with is a leading commercial real-estate company. They had a thorough interview process which required personality and aptitude tests along with the in-person interviews. This process was really engaging and helped me make the decision to join the firm. I hadn’t worked in commercial real estate previously, but I was quickly able to see that the theoretical training in the Navy coupled with the experience of operating equipment on the ship was a great benefit to the commercial realestate world.

Words of advice for future engineers Never stop learning. Take the time to learn the details of how all systems and equipment work. This will help in learning how everything ties together. This leads to improved system efficiency, better tenant comfort, utility savings, lower repair costs, and better job satisfaction.

Ensure you focus on your core competencies. You must learn and master the basics of engineering. This will help in you fully developing your potential.

Think outside of the box to find more efficient ways of operating. This will allow you to drive the industry to new heights.

If you do the same things as everyone else, you will be the same as everyone else. Find what sets you apart and become a master at it.

About the Author Chris Lelle is a portfolio chief engineer at Lincoln Property Company. In this role, he manages the MEP operations of 2.55MM rsf across a 32 building portfolio. Chris enjoys the challenges of energy savings while improving the tenant experience in the office environment. He has been involved with several buildings where greater than 20 percent energy savings were realized through a variety of operational and capital improvements. Outside of work, Chris loves spend time with his family, homesteading, beekeeping, and brewing beer.

Trenton Patterson

I have also been fortunate to work for companies that invest in my growth and understand the importance that education and involvement play in my role as corporate facilities manager.

As with any profession, there are two key ingredients: Experience and Education. I have always felt that both must compliment each other as you progress in our industry, and I am living proof that both play a vital role in your professional success.

For me, the best moments are when all the dots connect, and you experience a breakthrough where the education meets the “hands on” moment. We can read about compressors, the refrigeration cycle,budgets, etc., but once you put your eyes and hands on the situation, there is an enlightenment moment that occurs. Everything comes together perfectly. That’s not to say there are not chaotic moments because there are many each day but having the resources to analyze and resolve issues quickly is the key to our industry. That is why it is important to continue growing and never stop learning.

Corporate Facilities Manager Haverty Furniture Companies, Inc.

As far back as I can remember, I was always drawn to mechanical projects and the desire to “fix things,” so, for me it was a natural progression to enter the industry as builing engineer and progress into management. I believe one of the biggest blessings was having the determination to absorb as much information as possible, whether it be from mentors or educational courses.

I graduated from Georgia State University with a degree in Business Administration which helped connect the analytical aspect of our industry, but the truth is that the RPA, FMA and SMA designation courses from BOMI have been valuable resources for my growth.

Throughout my career I have continuously searched for opportunities to enhance my knowledge of systems, operations, and finances, and these courses have been a great resource for all those goals. They have also increased my knowledge and understanding of systems that are not typically discussed in detail because as an engineer you typically work on systems within your buildings. Unless you are exposed to other properties quickly, it may take years to gain the knowledge from other systems or equipment.

I have been blessed to experience every aspect of commercial real estate from engineering, property management and now facilities management, and the key factor for my success has always been hard work, dedication to growth, and my commitment to education.

I hope we as an industry continue to promote these practices and influence all CRE professionals to continue expanding their knowledge and growing in our industry.

About the Author Trenton Patterson is the corporate facilities manager at Havertys Furniture. He is an experienced facilities manager with a career spanning multiple segments of the real estate industry, including commercial, industrial, and retail. Patterson has been an active member of the Building Owners and Managers Association of Georgia (BOMA Georgia) for more than a decade and currently serves on the association’s board.

Through the BOMI courses I have been exposed to every piece of equipment, theory, and operation in the last 50+ years of CRE which has been a blessing.

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9

Roderick Murphy Chief Engineer Cousins Properties

It was on an early Saturday morning that I realized my boom box did not record the previous night’s Fresh Party Rap Mix. Those of us native Atlantans, HIP-HOP fanatics remember listening to V-103 on Friday nights starting at 8 p.m. and listening to Quiet Storms after midnight.

That was the moment that I tore into my first radio repair, and the moment I fell in love with trying to repair anything broken that was fed by electricity.

As a sophomore in high school, I entered into an electrical/HVAC class which was given three times a week off campus. The program was called Occupational Educational Courses, and it offered different trades like Auto Body, Electrical/HVAC, Cosmetology, Carpentry, etc.

So, I participated into the electrical/HVAC Courses until I graduated from high school. I was wiring series-parallel circuits, using an analog multimeter, reading refrigerant pressure gauges at the age of 15. I made up my mind when I was a junior in high school that I wanted to join the United States Navy. As a junior in high school, I took the ASVAB Test and joined the United States Navy as a junior under the Delayed Entry Program. After receiving my test results from the ASVAB, I found out that I qualified to become an electrician’s mate (EM) serving in the United States Navy.

Immediately after I graduated from high school, I took off to Great Lakes, Illinois for boot camp and technical school. I graduated top 10 from EM Technical School and then went to San Diego, California to attend tech school for Denison Electronic Controls. I went on through my military career to attend and graduate from other technical schools.

After I re-entered civilian life, I thought about joining IBEW, but I knew I was not going to be happy with that because I would be limited to just the electrical side. Serving within the different units/divisions in the United States Navy gave me an opportunity to be well rounded in all aspects of engineering. Whether it be working on a motor, elevator, lighting, undercounter freezer, generator, boilers, chillers, motor generator sets, booms and winches, heating, ventilating, air-conditioning and refrigeration, kitchen equipment, pumps, fire life safety systems, high pressure and low-pressure steam, etc.

So, my twin brother asked me after a month of me being out of the military, “what are you going to do?” I said get a job of course! He stated, “I know where you would love to work! Atlanta Hartsfield Airport!”

I thought about it for a couple of days and said “What the hell, let’s give it a try!,” I applied, took a test and interviewed with Steve Hamner and Jerry Brumbelow. I received a call to inform me that I got the job, and I was so excited. But, I didn’t know what to expect when I arrived on the job. My first project on that job was replacing a submersible pump somewhere out on the facility, but it was cool because my colleagues tested me on that job.

About a month later, they informed me that I would be going to third shift. I was excited because that was the shift that took care all of the preventive maintenance and troubleshooting of everything that could not be maintained or repaired on the first or second shifts at the airport, which was the majority of the maintenance. For two years I worked the 3rd shift at the airport, but during the day, I was also furthering my education in electrical/HVACR by attending Atlanta Area Tech and

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Insight • Issue 4, 2021

Dekalb Technical College. During the building of Concourse E, that is where I was introduced to Direct Digital Controls.

After the Atlanta Hartsfield Airport I became the lead engineer at the Atlanta Federal Center, which is now the Sam Nunn Federal Building.

The company I was working for flew me out to Florida to attend Johnson Controls Institute to further my education in dealing with Metasys Controls.

Furthering my education was not the responsibility of the different companies that I have had the opportunity to work for, but furthering my educations was my responsibility. We as engineers have to invest in ourselves whether by attending BOMA classes, tech schools, colleges, and even coming early or staying late to get some on-the-job training.

On-the-job training is something that I relished as a young engineer.

Whether it was coming in early or staying late to assist a vendor. If given the opportunity as an engineer, we should take advantage of gaining that experience. It also educates us as engineers on how to interact with our vendors who are our partners as well. When we call on them, we must be able to communicate to them what the problem is and identify trends. We must be able to give recommendations and scopes of work to what for repairs.

As a chief engineer we must encourage our building engineers to further their education in the classroom and outside of the classroom.

Theory is great but some Engineers would love to walk into a laboratory or Central Plant to receive some formal education to test that theory.

I have been in the engineering field for 32 years and have come to realize that you may have all the technical skills and administrative skills in the world, but if you have not mastered the skill which is SERVICE, then it’s all for naught! There’s nothing greater than service and sacrifice.

Our engineers must be able to sacrifice to receive the promotions and accolades that they desire. Our engineers must be able to provide a service that is unmatched in the industry. How do they do that?

By having the correct approach and mindset to handle any and all situations. That is not being afraid to fail because that is how we become great at what we do. You must be tried and true at whatever you choose to do in life, and this is the life and career that I have chosen.

I have enjoyed the opportunities this career has given me, including but not limited to working at buildings like Home Depot Corporate, Atlanta Airport, Sam Nunn Federal Building, One Alliance and Two Alliance Center.

But my most challenging opportunity that was given to me by Cousins Properties was becoming a floating chief engineer. It allowed me to use all the skills in my arsenal and it also grew me as a chief engineer. I was able to grow relationships with all the different teams in the Atlanta portfolio while providing a service to all of our tenants in all of the different markets in Atlanta. This all prepared me for my new challenge of being the chief engineer at North Park Town Center.

Lead by example, et the example, and be the example!

About the Author Roderick Murphy has been in the commercial engineering field for 32 years. He has spent 8 years in the United States Navy as a Snipe (Electrician’s Mate). He has been with Cousins Properties for 7 years as a Floating chief engineer and became the permanent chief engineer at North Park Town Center in July 2021.

Aaron Moriarty Senior Chief Engineer JLL

The start of my career path began at a technical high school in Massachusetts in the late 1990s. The school offered several career pathways, from Automotive trades, to carpentry, electrical wiring, HVAC, and a dozen others. After reviewing all the offerings, I decided HVAC/R was the best path for me.

After graduation from the program, I worked with a local HVAC contractor and performed service work for several customers at regional malls doing filter changes, rooftop service work, and refrigeration work in the food courts.

I moved to the Tampa Bay area in late 2000 and worked as a commercial HVAC service technician. I learned about larger systems, chillers, and commercial office building systems. After a few years of working 50+ hours a week out of a service vehicle, I decided to expand my knowledge and experience, and took a position with a hotel chain. I learned basic maintenance and procedures on other building systems. It was a fun place to work, but the hours were long, and it was a high stress environment.

In 2004, I received a call from a temp agency about an open building engineer position with a large commercial management company. I worked closely with the facilities manager, and learned about budgets, forecasts, KPIs, accruals, contracts, etc. I went through a few transitions, like the company I worked for being bought out by another company, and my client acquiring a competitor. In 2007, I transferred with my employer to a facilities account to manage engineering functions for a large manufacturing company. I was able to learn about a diverse portfolio of commercial office, data centers, manufacturing plants, testing and logistics facilities, and sales offices. This gave me a really good overview of all the different building types, and how important having the right management and engineering teams contribute to the overall success of our clients.

In 2010, I took a position with a company providing contracted services for federally owned properties.

The contract I was involved with was a five year, firm-fixed price, combined services contract. We provided all the operations and maintenance, janitorial, and landscape services. We received a set payment each month, and had to take care of all our responsibilities before any profit could be made. This gave me a whole new perspective on building and equipment maintenance, hiring the right people for the job, and the skill sets required while attempting to perform as much work in house as possible to save on contracted labor.

I took a chief engineer position at a large, class A property with a leading commercial real estate property management provider in 2017.

My knowledge continues to grow as I gain experience with capital planning, budgeting, project management, tenant leasing activities, and understand things from an asset management perspective.

Over the past decade working in the industry in the Atlanta market, I have been given the opportunity to be a part of BOMA Georgia, and meet and network with many of the best minds in commercial real estate on a regular basis. These folks sharing their knowledge and experience, and encouraging me to continue my education, get involved with varying committees, and learn from the endless supply of local service partners has had the greatest impact on my career. Being involved on the BTO committee, completing he SMT, SMA, and BOMI-HP courses were beyond helpful for me to have the knowledge and confidence tackle any issue that comes up throughout the day. The people and resources that are available are the keys to success.

About the Author

Aaron Moriarty has been in the Commercial Engineering Field for 18 years. He has been with JLL for the past 4 years and recently transitioned to the role of Senior Chief Engineer. He has a variety of experience with different types of properties around the Atlanta metro area. Aaron also holds the SMA, SMT and BOMI-HP designations.

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11

Advocacy

Reapportionment Breakdown A Once-in-a-Decade Legislative Session By: Katie White, Fiveash Stanley

On Nov. 3, the Georgia General Assembly returned to Atlanta for a special once-in-a-decade legislative session focused specifically on reapportionment. This constitutionally-mandated activity is one of the most critical actions taken by the legislature, the impact of which reverberates through state and federal politics for at least the next 10 years.

Article 1 Section 2 of the US Constitution requires representatives to the US House be apportioned according to the number of residents.

At the time the Constitution was drafted, Georgia was allocated three House members; today, we have 14.

The “number of residents” is determined by the national census, which takes place every 10 years. The 2020 census began in late January when census workers traveled to Alaska’s most farflung communities. Evidently, the frozen ground of deep winter is preferable because it makes travel by bush plane, snowmobile, and dog sled easier for workers as they move from village to village to manually tally residents. For those of us who complete our census by mail, phone, or online, the response window opened later in the spring and closed on Oct. 16.

Like everything else in 2020, the census was impacted and delayed by the COVID-19 pandemic. States rely on data sets from the federal government as the starting point of their reapportionment efforts. Data that was set to be delivered by December 31, 2020, was delayed until late April 2021. User-friendly data needed for legislative districts didn’t arrive to states until mid-September, less than two months ago. As a result, Georgia’s special legislative session on reapportionment, which usually happens in the summer, has been delayed until now. They are expected to complete their work by the Thanksgiving holiday.

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Insight • Issue 4, 2021

Based on 2020 census numbers, Georgia’s population grew by more than 10 percent over the last decade, adding one million residents.

At the state level, rural areas have seen a population decline. Urban and suburban areas – particularly in the north Atlanta metro – have seen explosive growth. Despite the growth, Georgia will not receive an additional seat in the US House of Representatives. As a reminder, Georgia has 14 seats in the House and two in the Senate (like all states). This is why Georgia is allocated sixteen electors in the Electoral College that drives presidential elections.

According to census data, Georgia’s Black population increased by 12.5 percent, the Hispanic population increased by nearly 2 percent, and the Asian population had the largest increase at 52 percent. For the first time, Metro Atlanta is now majority-nonwhite. While Atlantaproper experienced an increase in the percentage of white residents, suburb cities like Johns Creek, Buford, Snellville, and Carrollton are now majority-minority. Statewide, the number of white Georgians declined one percent since 2010.

The Georgia Constitution requires the House and Senate to be reapportioned at the first session after each US decennial census becomes official. Because the process can be so all-consuming, reapportionment in Georgia has traditionally been done in a special session, separate from the regular General Assembly that convenes each January.

Notably, this will be the first statewide redrawing of maps since the US Supreme Court issued a ruling in 2013’s Shelby County v.

Holder. A core component of the landmark federal Voting Rights Act of 1965 was the Section 5 preclearance requirement. This prohibited certain jurisdictions from implementing any change affecting voting, including redistricting, without first receiving preapproval from the US

government that the change does not discriminate against protected minorities. The law prescribed a coverage formula to determine impacted jurisdictions, which included Alabama, Alaska, Georgia, Louisiana, Mississippi, South Carolina, and Virginia in their entirety and portions of other states. Since 1965, drafts of Georgia’s maps have first been sent to the US Department of Justice as a result of the Section 5 preclearance requirement.

The 2013 Supreme Court ruling struck down the coverage formula component as unconstitutional, essentially rendering Section 5 unenforceable.

In the 5-4 decision, Chief Justice John Roberts determined that “the Voting Rights Act of 1965 employed extraordinary measures to address an extraordinary problem” of “entrenched racial discrimination in voting.” He acknowledged that the current climate in these covered jurisdictions, including Georgia, no longer has the hallmarks of entrenched racial discrimination as seen in the Jim Crow era. He pointed to a greatly reduced racial gap in voter registration and turnover and noted that Black voter turnout is actually higher than white voter turnout in five of the six states originally covered by Section 5.

The result of the high court’s ruling is that redistricting plans and other changes in voting laws proposed by Georgia are now no longer subject to these preclearance requirements. This does not preclude future legal action as maps and changes to state voting laws can still be challenged in federal court.

While non-partisan redistricting commissions have recently gained

traction in other states, Georgia’s redistricting process is still steeped in politics, with the majority party in the House and Senate controlling the design of the maps. Prior to 1972, Georgia’s legislative districts were drawn strictly according to county lines. That is now no longer the case; a district can contain a portion of a county, a whole county, several counties, or any combination of these.

According to guidelines, the House and Senate committees should draw each legislative district to a total population that is substantially equal with practicable boundaries, considering the boundaries of counties and precincts, compactness, communities of interest, and to avoid the unnecessary pairing of incumbents.

In the lead-up to the special session, the bi-partisan House and Senate redistricting committees held 10 public hearings around the state. They accepted written, oral, and in-person comments at each meeting. The House Legislative and Congressional Reapportionment Committee is chaired by Rep. Bonnie Rich (R-Suwanee). The Senate Reapportionment and Redistricting Committee is led by Sen. John Kennedy (R-Macon). The Committees received thousands of comments during their 10-stop tour.

Armed with public input and official data sets from the US Census Bureau, the state’s Legislative and Congressional Reapportionment Office, and the House and Senate redistricting committees have set to work revising existing maps so that the total population is substantially equal.

Continued on page 14

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To the right are two recently released draft maps. These show the division of the state into its 14 congressional districts – this is, our 14 members of the US House of Representatives. The map on the top is a draft Senate map, released Sept.27 by Lt. Governor Geoff Duncan and Chairman John Kennedy. On the bottom is what the House and Senate Democratic Caucuses have proposed in response as of Oct. 21. The differences are not hard to spot.

Currently, the state’s US congressional delegation has eight Republicans and six Democrats. The Democrat’s proposal would presumably lead to a seven-seven split. The 10th Congressional District from east Georgia (shown in orange on the map on the top) would move to Cobb County (shown in white on the map on the bottom) where it would likely be won by a Democrat.

House and Senate Democrats contend that their congressional map fairly represents Georgia’s racial, ethnic, and partisan perspectives.

Meanwhile, Senate Republicans hold that their district boundaries are “fair, compact, and keep communities of interest together.”

In all likelihood, neither of these Congressional maps will be what finally passes the legislature. As with all substantive issues at the Capitol, there will be debate, negotiations, and tradeoffs. However, the nuance and strategy of the process cannot be overstated. These district boundaries, both at the Congressional level and for Georgia’s House and Senate seats, will shape state and federal policy for the next 10 years.

About the Author

Katie Roberts serves as Director of Government Affairs at Fiveash-Stanley, Inc. In this role, she is critical in managing legislative and regulatory issues specific to the industry. Fiveash-Stanley is recognized as one of Georgia’s leading government and public affairs consulting firms and has represented BOMA Georgia since 2000.

Two maps of Georgia depicting congressional districting pans.

Credit: Georgia Legislative and Congressional Reapportionment Office

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Insight • Issue 4, 2021

THANK YOU!

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Sponsor Highlight What excites you the most about the future of CRE? Billy Gray, Gray Contracting

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I am most excited to see the creativity that will come in the future of CRE. The way interior and exterior spaces are utilized has changed so dramatically since COVID, it will be extremely exciting to see the new ideas that owners, management and service partners produce to meet the needs of the tenants and guests of a property.

Carrah Golightly, Mayberry Electric I am most excited about the future of commercial real estate because our industry is ever-changing with new problems to solve bringing new challenges to conquer. One certainty is this, innovative commercial real estate will always be vital to organizations growing, thriving, and continuing to be competitive in their industries

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15

Soft Skills/Interpersonal, Leadership

ADEPT Communication

A Model of Communications for Young Professionals By: Jonathan Burman, The Best Workplace, LLC You are starting out in a new company or new career. You want your light of positive energy and ideas to shine out like a beacon, compelling others to listen! You want to you tell the world about your skills and do it in a way that conveys your identity and style. How do you communicate that you are knowledgeable and unique? This is a tough balance.

You can do this by considering the Audience, being Dynamic, Engaging, Projecting, and Telling (ADEPT) in your communications.

The ADEPT model was developed to ensure clarity of content and conveying a compelling style at the same time.

Audience If you want your written and spoken words to stick, you need to adjust your style and language for your audience. Consider this: If you live in France, you need to speak French to be understood.

Seems like common sense, but we forget the simple idea of adapting our speaking and writing to the style/culture of the listener. If your listener is an engineer, they may want more specifics, so provide an appendix or attachment with details. If they are someone in sales or marketing, they may prefer a lively conversation via Zoom or the phone. While this will not apply with everyone in every position, the idea is to put yourself in the shoes of the person receiving the message.

For instance, most executives are short on time, and they have many competing priorities. When you are communicating with them, Keep It Short and Simple (KISS), write and speak in bullet points, and be prepared for pointed questions to which you may not have a ready answer for.

A general rule for business communications is if you don’t know the person or audience at all, default to formal and succinct (bullet point summaries). Keep you messages to three main points such as Problem, Solution, Proposal or What, Why, How and always be prepared to say, “I don’t know, and I will find out and get back to you.”

Dynamic I am often in a classroom or virtual meeting setting. During presentations, students and sometimes seasoned professionals will stand stiff as a plank and speak in a long flat sentence often overly peppered with “umms” and “likes.”

How can you overcome this? In terms of communication, dynamic means to vary your pace, tone, and volume for dramatic effect. Think

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Insight • Issue 4, 2021

of the greatest communicators throughout history (Martin Luther King Jr., Ronald Reagan, Oprah), and you will find that their written and spoken style was very dynamic. They all used the pause for dramatic effect. The pause allows the audience to “digest” the information.

You can do this in written form by “chunkifying” and writing shorter sentences. Don’t cram. Break your ideas down to bite-sized chunks.

Another thing the pause does is it allows you a chance to breath and gather your thoughts. When I coach leaders to pause, count to 4, and take a breath … their “umms” and “likes” magically disappear and they appear (and feel) more confident.

Engaging You will often hear people say this about an effective speaker, “They were so engaging!” What does that mean? Generally it means people felt like the speaker was talking straight to them. This can be achieved through direct eye contact, using hand gestures, changing your facial expressions often, and asking questions of the audience.

A great way to develop the ability to be engaging is to take an acting class or attend Toastmasters.

How can you be engaging in writing? You can use “grabbers,” which can be a funny story, alarming statistic, powerful quote, or thoughtprovoking question. We see this every day, often in the form of headlines such as, “Are you prepared for Armageddon?”, “75% of Americans Are Stressed by Headlines” or “Dr. Phil DESTROYS Dr. Oz”. While dramatic phrasing is eye-catching, humorous and uplifting stories can help you stand out and create positive messaging.

Projecting This is mostly for in-person communication, but it is often overlooked by many young professionals. By projecting I mean taking deep breaths, speaking from the diaphragm, and not allowing others to talk over you.

In meetings, classrooms, or Zoom people will often talk over one another. Guess who gets heard the most? Yes, the person with the loudest voice. Women are frequently the injured party in this scenario, so it is especially true for young professional women to learn these skills. To overcome this, we need to learn how to project our voices and learn to deal with interruptions tactfully.

If someone is talking over you, take a deep breath and say assertively, “Excuse me, excuse me, excuse me ... I wasn’t finished.”

Another variation of this, which I use, is repeating “Please let me finish” over and over until they let me finish.

Telling Telling in this context means using stories, interesting facts, humor, colorful language and metaphors. Again, think back to some of the greatest communicators you’ve ever heard. They are probably telling a compelling story using the “story arc” of “once upon a time there was peace - then there was a struggle and we banded together - then there was peace again”. Or they relayed a funny story about putting together a gas grill (let’s say it ended with me having a singed new hair style), or told a joke about the magic pig with a wooden leg (punchline: “you don’t eat ‘em all at one time”). The world’s best communicators are also very adept at using colorful language and metaphors. Consider this opening passage from Dr. King’s “I have a dream” speech:

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Consider for your next communication, whether it be written, virtual, or in-person, how can you use ADEPT to find you voice? We need to hear you.

For you, dear future leaders, are truly our beacon light to guide us into the future.

About the Author Jonathan Burman is a talent development professional with 25 years of leadership and talent management experience. As a consultant and employee he has worked with such firms as CIGNA, MASCO Corporation, Johnson & Johnson, Pep Boys, and Koch Industries. His is currently a Performance Coach and Instructor for Emory University’s Continuing Education. He received his Masters Degree in I/O psychology from LaSalle University, is a Lean/Six Sigma Black Belt, Project Management Professional, ProSci Change Management consultant, and Certified Master Coach.

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17

Risk Mananegement

Returning to Work A ‘Post-Pandemic’ perspective on Workplace Violence Concerns By: Joseph Murphy, Prosegur Security

I was on a company sponsored trip in the Caribbean during the last week of February 2020, enjoying sun, sand, my colleagues, great food and adult beverages with tiny umbrellas and pieces of fruit floating on the surface. To say I was having a great time would be an understatement. No news, no television, no stress, very little email – life was, as they say, Good!

The truth is, none of us really knows what has changed for those around us, for our co-workers, for the building suppliers, tenants and their employees, the property management teams or for anyone else who enters the property. Effectively, we are all complete strangers now, like we came back to a very different world than the one we had left a short time ago.

A week later, back in “the real world,” reality began to change quickly as our planet spiraled into a pandemic that occupied every social and public media platform. The number of cases climbed, hospitalizations skyrocketed, supply chain concerns were apparent, and workplaces began to change, quickly, going from high-density, busy places to empty buildings, sometimes with minimal management presence, often with no one at all. Major buildings in top cities went from daily occupancies of three to five thousand to less than a few hundred.

Our commercial real estate world changed, almost overnight.

Whether our properties and the tenants within those properties have come back to full operations, hybrid operations or some variation thereof, the reality is that everyone has gone through an event that almost no one has experienced before. A pandemic that has touched every aspect of everyone’s life. Many have been very fortunate and have avoided significant illness, or significant impact to themselves or their families. But many have not been this fortunate. For some, the experiences of the past year to year and ahalf have changed their lives forever, in ways we cannot even imagine or ever fully understand.

“The New Normal” Fast forward 20 months from March 2020 to October 2021 and the Commercial Real Estate world is changing again. Tenants are returning to buildings, visitors, guests, and others are returning to the property, food courts and on property restaurants are enjoying the presence of patrons again. But something has changed. Everyone is a bit nervous, a bit cautious, a bit uncertain. Is this “the new normal” people speak of, or has “the old normal” just not returned yet?

What has happened over the past 20 months? Except for some new touchless amenities, anti-bacterial gel pads on elevator buttons, hand sanitizer stations in the lobbies and stickers on the elevator floor to tell us where to stand, things appear much the same as when we left more than a year and a half ago.

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Insight • Issue 4, 2021

Some people have suffered critical illness, critical financial stress, loss of friends and/or family members. Many with children and other family members at home were balancing school and work sometimes in spaces never designed to support that level of interaction effectively. There are interpersonal challenge, family pressures, , financial pressures, and concerns about work. Many are asking: should I be there, can I do my job remotely, or as well as I once did?

Will my job still be there when this all ends?

The stressors on individuals over the past 20 months are unimaginable.

We literally do not know what challenges, stresses, or losses someone has experienced and how they are coping with those issues today, or if they are coping with those issues today.

For some, the stresses continue, and they are still waiting for “the new normal” in their lives.

A Duty of Care As property managers and owners there is a “duty of care” to provide a safe and secure work environment and to address those issues that could be seen as preventable. Of course, our tenants have this standard of care as well and must act upon it at the individual level to protect their employees, and others.

It has long been understood by the FBI and those who study workplace violence (WPV), that the risk for injuries in the workplace from acts of violence come from four categories:

Type 1 – Violent acts by criminals with no connection to the

workplace. This includes acts such as robbery or another crime.

Type 2 – Violence directed at employees from those the business

provides services for (Customers, Clients, Patients, Students, etc).

Type 3 – Violence against co-workers, supervisors, managers by a current or former employee.

Type 4 – Violence committed in the workplace by someone who

does not work there but has a personal relationship with an employee – an abusive spouse or domestic partner.

The risk of Type 2 incidents is being seen in retail establishments across the country today with patrons of restaurants and grocery stores acting out, assaulting store employees, security officers and others over mask wearing requests or compliance orders in various places. These assaults are a direct byproduct of the stress created by the pandemic and are resulting in “unexpected outbursts” of violence

for which there was no prior indicator.

The risk of Type 3 and Type 4 incidents is an emerging threat to the workplace from individuals we have little to no observable history on over the past 18 – 20 months. In any workplace there are supervisors and managers, co-workers and others who might observe a co-worker experience obvious signs of stress in their life. Missing work, emotional outbursts, threats against co-workers, harassing behavior, talk of weapons, or suicide. These signs provide clues to others that the individual might require intervention to help them cope with the issues they are facing. Often these behaviors are observed over a period of time and once identified are handled

by Human Resources or a direct supervisor or manager. And this early intervention is key to helping the associate manage the issues affecting them more efficiently.

In the most extreme cases of WPV, we see active shooter events, which generally result from an individual who is what the FBI refers to as “a grievance collector”. Someone who absorbs every slight and injustice they perceive or experience until those things result in the individual rationalizing that an act of extreme violence is their only recourse. We all experience these same slights and injustices in our daily life; traffic, a tough boss, bills, loss, a pandemic and all that has come with that, etc – but we find ways to cope with and manage these stressors. People who use extreme violence when they act out lack these coping mechanisms. In nearly all cases, there are “red flags” that others can notice and either intentionally or unintentionally interact with that person and “reset” them so they do not act out, or help them get professional assistance to resolve significant life issues that might lead them to act out.

In our emerging post pandemic world, we lack the interpersonal contact with individuals to observe how the stressors in their lives might be affecting them. Suddenly, we are all just back at work, carrying all the emotional baggage collected over the past 20 months and no one knows what to expect, from whom, or when.

Individuals may be “forced” to return to a workplace they are not comfortable with or they may be required to work in proximity with others and not be comfortable with that. They may have to resort to using public transit again and not be comfortable with that, or they may simply not be ready to return to this new normal. They may still be trying to cope with the stress of the past 20 months and all that they experienced during that time.

Prepare for the Potential So, what can we do? As property owners and managers, we certainly don’t have the insights necessary to address and resolve these concerns, but we can be prepared for the potential of an increase in acts of workplace violence in the months ahead.

Continued on Page 20

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Now is the time to conduct a table-top exercise to address building emergencies, to practice shelter-in-place protocols, to review your established plan for a response to an on-property act of violence.

Waiting until the property is back to full operations to begin training again is too late. Now is the time to connect with your security supplier, or your external coaching and training resource, to address these items and to conduct the training that is needed to ensure all team members can react quickly, and appropriately, to any emergency event on property.

Receiving professional training for your teams and your security staff on crisis prevention and Intervention and on managing aggressive behavior should be considered. Ensuring that everyone is trained on what to do, where to go, who to notify and how to react/respond to any emergency now (versus later) is the right course of action to take today. If anyone is observed on property exhibiting concerning behaviors, seek immediate professional support engaging local law enforcement and possibly a qualified risk management consultant.

About the Author Joseph Murphy is a well known security leader with

Proactively meeting with your tenant representatives and having a candid conversation about these issues is also well advised. Unlike our “old normal” when an individual’s behavior might have evolved over time as they were collecting those “slights and injustices,” today they are walking into the building carrying all the things that have happened to them and their families over the past year and one-half.

In this regard, much like the Type 2 incidents in retail settings today, there may be virtually no warning signs, no escalation period, before someone acts out.

nearly 40 years of industry experience. Formerly certified as a Crisis Prevention Instructor, Mr. Murphy is a frequent speaker on issues related to workplace violence prevention. Currently he serves as the Senior Vice President of Commercial Sales for Prosegur Security.

BOMA Georgia Foundation Leadership Society Based on donor feedback, the foundation has created a new Leadership Society to recognize individuals and companies who have made a commitment to consistently support the foundation. Membership in this special society highlights a commitment to serve others and signifies a leadership role in advancing the real estate industry. Individuals commit to making and annual tax-deductible donation over three years, and companies over a period of three years. Donor List Updated 11/16/2021

INDIVIDUAL ANNUAL CONTRIBUTORS

Emerging Professionals ($125) Casey Dixon Jacob Wilder Lauren Armistead Roni Page-Dowdy Sarah Francis

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CORPORATE ANNUAL CONTRIBUTORS

Sapphire ( $250) Aaron Moriarty Amanda Bare Amanda Madrid Andrea Allen Anita Scarborough Carla Moule Chonte’ Martin Chris Allen Debi Gilbert Elaine Bare Emily M. White Ian Hughes Jenifer Wright

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Insight • Issue 4, 2021

Mark Gallman Natalie Tyler-Martin Russell Copeland Find out more information or donate at https://www.bomageorgiafoundation.org/leader Shawn Benjamin

Thank you to our BOMA Georgia Foundation Donors Since the Foundation was created in 2014, it has awarded nearly 500 scholarships to individuals seeking a certificate or professional designation in real estate. The Foundation has also conducted more than 12 research projects and white papers, all designed to give real estate owners and managers new tools to add value to their properties. Donor list updated: 11/16/2021

INDIVIDUALS Associate

Individual donors who have given $100-$199

COMPANIES Associate

Company donors who have given $500-$999

Alfredo Garcia

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Master

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Bachelor

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Doctorate

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®

Individual donors who have given $500-$999 Waterproofing | Restoration • Structural | Architectural

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Join our growing list of annual donors www.bomageorgiafoundation.org

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21

Environmental Sustainability, Operations & Maintenance

Ways to Save: Energy Management and Information Systems

By: Owen Kavanagh, BOMA Georgia Identifying, calculating, and managing your energy consumption data is vital for building operations and improvement. Energy Management and Information Systems (EMIS) are an important set of tools to understand and improve your buildings energy performance.

Monthly Data Analytics

EMIS

The first and oldest of these systems are Monthly Data Analytics.

These systems use utility bills to monitor energy use and track expenses and weather data to normalize the utility data for comparison. Monthly Data Analytics are excellent for observing historical trends, setting, and tracking goals, and comparing energy use between like buildings. These systems have been around for over 30 years and offer a wide selection of vendors.

EMIS are tools to help building owners, managers, and engineers better understand everything going on in a building. EMIS are software that use data from weather stations, utility bills, interval meters, Distributed Energy Resources, Building Automation Systems (BAS), and Internet of Things (IoT) devices.

This massive amount of data is stored and processed in a data warehouse before being used by an EMIS to analyze your building’s energy use. Building engineers can use this analysis to make repairs, improvements, and observe the changes implemented to check their efficacy.

There are a few categories of EMIS to choose from, each with associated vendors, implementations, and uses. The systems under the EMIS umbrella, as identified by the Lawrence Berkeley National Laboratory, are Monthly Data Analytics, Energy Information Systems, Fault Detection and Diagnostics, and Automated System Optimization. At their best, an EMIS can save 11 to 22-percent on energy costs across a portfolio. These systems have varying costs and benefits, but all of them are cheaper than a large upgrade or retrofit.

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Insight • Issue 4, 2021

Monthly Data Analytics can also tie into ENERGY STAR® Portfolio Manager to make the benchmarking process even easier. These systems are the cheapest to implement, though they do not affect the building directly.

They are an analytics tool, and their data must be used by building managers and engineers to improve operations.

Buildings using Monthly Data Analytics to track and benchmark their energy use saved 2.4-percent annually. ENERGY STAR® Portfolio Manager is an excellent and free example of this, other examples include EnergyWatch, EnergyPrint, EnergyCAP, and ENGIE Impact.

Energy Information Systems The next EMIS is Energy Information Systems (EIS). EIS have been on the market for roughly 20 years and there are a wide selection of vendors to serve your building’s needs. These systems use data from weather stations, interval meters, distributed energy resources, and IoT devices. EIS are primarily used to analyze peak loads, benchmark, track whole building and submeter data, visualize data, and model energy use.

The data modeling provided by EIS is one of the greatest benefits to using them. This modeling can predict energy use, show cumulative savings, and help detect anomalies in energy use. Similar to Monthly Data Analytics, EIS are excellent for setting and tracking energy use goals.

They can even track energy savings in real time using interval meters, weather, and occupancy sensors, allowing for building systems to be adjusted and monitored by the minute.

An EIS can incorporate electricity consumption and demand, natural gas, water use, steam generation and use, and any IoT sensors, such as CO2, moisture content, and more. EIS are powerful tools

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to analyze and visualize the data occurring in a building. A few examples of EIS include eSight, Powerhouse Dynamics, BuildingOS, Senseware, and Melrok. These systems usually cost more than Monthly Data Analytics and require a more involved implementation, but the real-time tracking and adjustments they offer can improve a building’s ENERGY STAR® and LEED scores over time and report median energy savings of three percent annually for users.

Fault Detection and Diagnostics One of the newest EMIS are Fault Detection and Diagnostics (FDD) systems. FDDs are primarily used for detecting suboptimal operations and faults in HVAC systems. They use system-level monitoring with Building Automation Systems and IoT devices to isolate the root causes for issues and generate solutions. These systems save time by automatically detecting issues and allowing building engineers to move from reactive to proactive maintenance schedules.

FDDs can help prioritize the issues they detect. This can be visualized using multiple metrics, such as cost per quarter, energy waste, and severity. A few examples of FDDs include Envizi, BuildingLogix, Clockworks Analytics, and InSite. FDDs are excellent tools for assisting building operations. By themselves, FDDs offer median energy savings of nine percent annually, but they are most effective when combined with Automated System Optimizations.

Continued on page 23

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Automated Systems Optimization Automated System Optimization (ASO) consists of software that continuously changes Building Automation Settings to optimize energy usage in lighting, HVAC, and other systems while maintaining comfort. ASOs leverage FDDs to automatically solve the issues they diagnose. ASOs are the newest EMIS available, and they are creating smart buildings that can plan for weather and load changes with minimal supervision.

ASOs use interval meters, Building Automation Systems, and weather reports to optimize systems for energy savings and demand changes. Due to how new ASOs are, there are fewer vendors specialized in them than Monthly Data Analytics, EIS, or FDD systems. ASOs have a high cost to implement due to the upgrades that may be required to use them, and their exact energy savings are not yet known. Even with the high cost to implement, the proactive and automated maintenance performed by ASOs more than make up for it. A few examples of ASOs include QCoefficent, Shift Energy, BrainboxAI, and Yardi Pulse.

Putting it All Together There are many EMIS to choose from, with numerous systems and vendors to help save on utility and maintenance bills. However, not every EMIS will work for every building system. Does your building run on a Direct Digital Control (DDC) or pneumatic system? Is it a hybrid of the two? An EMIS will be easier to implement in a DDC system, but it is still possible to implement EIS and FDD programs into a pneumatic system. It will require more fine tuning, and possibly a few tenant complaints, but implementing EMIS programs into a pneumatic or hybrid system will still reap rewards, either by solving inefficiencies or by providing information on the implementation of other sustainability programs.

One of the greatest benefits to an EMIS is the ability to process

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and use an enormous amount of data. Consider Variable Air Volume (VAV) boxes in HVAC systems. VAV boxes supply air at variable temperatures and airflow rates from an air handling unit. These boxes are the closest portion of an HVAC system to the tenant, as they sit just before the diffuser (the vent that sends air into the office). There can be hundreds, even thousands, of VAV boxes in a building.

Many VAV boxes encounter issues with no one noticing. From a stuck damper to a misfiring fan or airflow sensor, a lot can go wrong in these boxes. This is due to the enormous amount of VAV boxes in buildings, and that they can compensate for each other when one.

This compensation will keep the building the correct temperature, but it will be inefficient. An FDD with an ASO can take note of historic trends and the condition of a component in real time to correct inefficiencies and check each VAV box individually to identify any faults. A building engineer cannot keep track of each individual box, but using the tools offered by an EMIS, they can optimize and identify faults in them.

An EIS may serve as an excellent way to improve upon current systems and optimize towards a more efficient and comfortable building. Combining multiple systems can help to optimize energy use, save time on fault detection and repair, and give a more comprehensive view of building operations. Energy Management and Information Systems are an excellent way to save, optimize, and upgrade your building’s energy use.

2/14/2019

BOMA Ad 112818.jpg

Sources Looking for more content on ENERGY STAR, Sustainability and Energy Efficiency?

CRE Insight Journal has released a full slate of educational videos and articles. Go to www.creinsightjournal.com to view any of the following:

Building Benchmarking with Constance Hodges Building Benchmarking with Joe Sorbet Building Benchmarking with Chris Lelle Building Benchmarking with Mark Graves History and Impact of the ENERGY STAR® Program Ways to Save: Energy Management and Information Systems Ways to Save: Low-Hanging Fruit Ways to Save: Lighting Ways to Save: Sustainability Resources How is an ENERGY STAR® Score Calculated?

Sustainable Options in Roofing Sustainable Management: An Interview with Brenden Welch by CRE Insight Journal Behind the Curtain: Increased Tenant Transparency Sustainable Performance: Key Performance Indicators Property Managers and Operators Should Evaluate Technology and Sustainability Scan the QR code to see a library of videos, articles and webinars on www.creinsightjournal.com

• • • • •

Scott Baker, President of Baker Engineering Kramer, H. et al, Proving the Business Case for Building Analytics. Lawrence Berkeley National Laboratory, October 2020. https://doi.org/10.20357/B7G022 A Primer on Organizational Use of Energy Management and Information Systems (EMIS). Second ed. Lawrence Berkeley National Laboratory, August 2021. https://betterbuildingssolutioncenter. energy.gov/sites/default/files/attachments/EMIS_Primer_Organizational_Use.pdf Kramer, H., EMIS Crash Course: An Overview of Energy Management and Information Systems.

Lawrence Berkeley National Laboratory, August 19, 2021. EMIS Crash Course: An Overview of Energy Management and Information Systems, 2021 Tim Yoder, Variable Air Volume (VAV) Systems Operations and Maintenance. April 2021. https:// www.pnnl.gov/projects/best-practices/variable-air-volume-systems

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25

Tenant Experience

Continued Flexibility in the Return to Office Spaces How Commercial Office Properties are Navigating the Return to Office

By Devin Simon, Zeller Tenant needs are consistently at the forefront of our day-to-day operations, and the property management, security and janitorial teams all play an important role in ensuring complete tenant satisfaction. We have adapted to working with tenants as they continue to reoccupy buildings and to achieve our corporate initiatives, which roll down to each individual properties, have proven to be appealing.

Is COVID-19 still important? As we have prepared for COVID-19 being the “Now Normal,” any individual entering our building is greeted with protective face coverings, hand sanitizing stations and welcomed by our trained security personnel to support a safe environment.

The commercial real estate workplace functionality for tenants has evolved, and we engage closely with tenants offering a better understanding of how to design a work environment that functions for their employees creating an efficient, renovated space to maximize their current and future capacity. Tenants are open to having the “flexibility” conversation because we preface it with the understanding that the convenience of working from home can also be achieved within their space and is also offered as a luxury amenity within the building to make their on-site work experience a simplified relationship.

As we continue to navigate the return-to-work experience, we have discovered that tenants are eager to engage and utilize outdoor space. Resurgens Plaza continues to promote our 14th floor newly constructed 2,500 RSF rooftop terrace which is few and far between

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Insight • Issue 4, 2021

around Atlanta and meets our tenants increased desire for outdoor space. The 14th floor rooftop terrace features panoramic views of the Atlanta skyline, a green roof, and serves as an apiary, home to three custom designed honeybee hives. We house over 180,000 pollinators that positively impact the overall environment, Buckhead, Brookhaven, and Peachtree Hills communities.

Technology has enhanced our ability to offer the best tenant experience and creates a unique workplace via a mobile app that notifies our security team of visitors; allows tenants to enter work orders; order food from our on-site café and other nearby restaurants.

The app also syncs with the Lenox Marta Gold Line train station, which is uniquely located below Resurgens Plaza; provide updates for our building amenities; delivers e-newsletters and provides direct access to our building Instagram right at their fingertips. We pride ourselves on hosting creative tenant events which have captured the interest of many as we enjoy building trustworthy and meaningful relationships.

Our community engagement manager, Adriana Bibbs said “many tenants have shared they are appreciative of the fitness studio hours of operation since we offer access 24-7. They are also excited about returning back to their offices since we offer a one-stop-shop for food, drinks, coffee, snacks, visual and audio entertainment, and tenant and community-based events during and after-hours.”

The management team provides a one-on-one return to work per tenant plan before their employees return to the building.

Our engineering team works hard to identify and improve the operational efficiency and efficacy throughout the building.

This plan includes identifying and coordinating an in-person or virtual presentation reviewing important updates such as building improvements, neighboring tenant improvements, life safety reminders/updates, along with giving the tenants an opportunity to share their concerns. We work very closely with tenants and our janitorial team to understand their enhanced cleaning requests for their space(s) since we have the most updated cleaning technology located on-site such as self-cleaning surfaces in high-traffic areas that consistently clean high-touch surfaces, no-touch fixtures, dispensers, and door openers.

We implemented sensor technologies to reduce excessive contact in public areas, hospital-grade EPA disinfectants and an on-site electrostatic sprayer to provide peace of mind that a clean, healthy, and safe environment is our top priority. The management team ensures to include every employee within their company since it is imperative that each individual’s comfort level is addressed and to keep them aware of our ever-changing enhanced cleaning protocols, sending out notifications when our highest rated MERV filters are changed throughout the building, and reporting our health, wellness, energy, and building certifications and re-certifications.

Many, if not all of our tenants, are eager to engage with the management team to ensure we are capturing key elements surrounding corporate social responsibility. As they return to work, prior to COVID, and during the pandemic Resurgens Plaza continued to hold a leadership role within the commercial real estate industry placing a priority on the well-being of our management team, tenants, suppliers, and community. We are aware that not every tenant suite comes equipped with a mother’s room. In order to be supportive of an inclusive environment that helps make returning to work not so challenging for our tenant’s and to offer an emerging building amenity with privacy, we created a Mother’s Room to support working mothers who choose to nurse.

Photo of Resurgens Plaza 14th Floor Rooftop Terrace. Credit: Resurgens Plaza

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Photo of Bee Hive Tour on the 14th Floor Rooftop Terrace at Resurgens Plaza. Credit: Resurgens Plaza

Supporting our community continues to be a partnership that will not only benefit tenants but is an initiative that our management team believes in mutually on both a corporate and private level. Our Resurgens Plaza Instagram (@resurgensplaza) has been a direct link for our tenants and our community partners to view the latest tenantbased project. Tiny Doors ATL installed Zeller’s very first Tiny Door and Resurgens Plaza’s along with Atlanta’s tallest Tiny Door to date by national artist Karen Singer. Our Tiny Door features an augmented reality feature and the custom design ties directly into our rooftop terrace, green roof, city views, and of course our honeybees.

Our property management team makes overall diversity and the inclusion of others a top priority. Our tenants are always included.

We take advantage of communicating with tenant contacts and their employees to ensure we are addressing their D&I requests. Upon communicating with individual tenant decision makers, we’ve discovered that new hires want to ensure they are engaging in a career at a company that supports diversity efforts and since our own organizational policies align, we are socially accountable, responsible, and intentional being inclusive with all our tenant and community events. Our D&I events have included, but are not limited to:

• Black History Month Scavenger Hunt

• Auburn Avenue Tour

• International Women’s Day

• Pride Month

• Juneteenth

• Back to School Drives to help

support underprivileged children,

• World Health Day

• National Gardening Day

• World Humanitarian Day

• Earth Day

• National Volunteer Month

• Breast Cancer Awareness

• National Hispanic Heritage Month

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Insight • Issue 4, 2021

• Diversity Month • Mental Health Awareness Month • Gender Equality Month • Poverty Awareness Month • Asian American and Pacific Islander Heritage Month • Jewish American Heritage Month • Americans with Disabilities Act • National Native American Heritage Month • Universal Human Rights Month • National Suicide Prevention Month • Global Diversity Awareness Month

We seek to ensure that tenant expectations are met through this “new normal” return to office navigation, and we continue to grow with the evolving tenant relationships while adapting to being flexible to their needs upon reentry. Our reentry videos are an additional technology-based way we’ve adapted to tenant needs offering a quick snapshot of what to expect upon returning to the building which can be easily distributed. We realize that we are an integral part of supporting the return-to-work culture for tenants and have adapted to ensuring the conversations are continuous and supportive.

Looking for more information on beekeeping at your building? Scan the QR code to access the BOMA Georgia Foundation’s white paper on the CRE and the Bee.

About the Author Devin Simon is the Property Manager for Zeller at the Resurgens Plaza Building. She has been at the property for 2 and a half years & began her career within commercial real estate five years ago. Devin is an active member of BOMA Georgia since 2019, has recently been appointed to the BOMA GA Board of Directors, and serves as the co-chair for Zeller’s Diversity & Inclusion Committee (ZDIC). She is a also an active member of Commercial Real Estate Women (CREW) of Atlanta.

Today’s tenants want technology that integrates control over HVAC, lighting, security and more, and makes running the building easy.

Trane can help keep good tenants in place.

www.trane.com/CRE Trane Georgia 800.229.4178 Photo of the Resurgens Plaza Tiny Door. Credit: Resurgens Plaza

www.bomageorgia.org • www.creinsightjournal.com

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Environmental Sustainability

Sustainability in the Commercial Real Estate World By: Don Erb, University of Buffalo In the winter of 2020, I completed two brief videos for CRE Insight Journal relating to sustainability. The impact your company might have on the Triple Bottom Line of Sustainability, articulated beautifully by the United Nations 17 Sustainable Development Goals was on my mind. Very simply summarized, the sustainable actions that people take personally and professionally have an impact locally, regionally, and nationally. Most importantly and often hidden is the effect that our collective actions have on planet Earth. For example, I recently had lobster in Boston at the BOMA International Convention a few weeks ago to celebrate my 40th Wedding Anniversary. Now, if the 60,000 inhabitants of Greenland were the only people eating lobster, the seas would be full of them because the supply would outnumber the demand. Unfortunately, the collective appetite for lobster by the planet’s inhabitants puts enormous pressure on the supply. What’s the point? Except for price, we don’t necessarily see the effect of overconsumption in our community but it is happening none the less.

So it is with so many aspects of our life on Earth. As populations and demand continue to grow, the planet cannot keep up with what we are asking of her to supply.

also illustrates the fragility of the Triple Bottom Line of Sustainability with its interplay between social, economic, and environmental aspects (pillars). COVID has been a socio-environmental problem that the countries of the earth have had to combat with literally every tool known to humankind just to stay in business.

Some argue that climate change is a naturally occurring phenomenon that happens through time and that we the inhabitants of mother Earth are just along for the ride, causing no negative effect that she can’t shrug off. We are seeing the effects in the form of weather events, record temperatures and topographical changes. All of which affect architecture, buildings and the people that work in them.

There are some wonderful examples of Sustainability Planning and Climate Action Planning available. The first two are directly from the CRE industry and great examples of an industry leader making impactful changes. Sustainability is a mindset, a way of life, and a lens in which organizations need to plan their future. What it is not is a tidy little package delivered to your home or business like an Uber Eats meal. You need to get started, get your hands dirty, experience trial and error and do it soon.

Commercial real estate professionals need to be aware of these circumstances and make proactive steps to protect their property and tenants. I see it this way. If I were on a busy two lane highway at night and a speeding truck was headed toward me, I guarantee I would not wait to see who was driving before I got out of the way.

Neither should you. Neither should your company. Climate change must still be addressed, whether its natural or not.

A Few Certainties Some things are certain. First, the climate is changing, and weather events are becoming more frequent and more severe. According to the New York Post, nearly 1 in 3 Americans experienced a weather disaster this summer including October’s Bomb Cyclone in the Western United States. Second, what happens on one side of the world can and does effect what happens on the other side of the world. The COVID-19 pandemic not only illustrates that point but 30 Insight • Issue 4, 2021

Third, we, the inhabitants of the planet, can improve our future or we can be victims of it. We need to do this by creating personal and professional plans, and by leading by example for our networks and for our commercial real estate peers. The need to be sustainable has not gone away during COVID. Planet Earth has continued to change in virtually every category during the last 18 months.

Sustainability Planning and Climate Action Planning

The first example is Jones Lang LaSalle (JLL). Use the QR code below to find and download JLL’s 2020 Sustainability Report Sustainability (jll.com). This report details their sustainability strategy, goals, what has been done around the globe to hit their targets, and how COVID-19 accelerated their strategy. Their plan is great because it explains how they address several of the UN Sustainable Development Goals.

Scan to Read Report

Their annual report breaks down how they are working towards six specific UN SDGs, good heal and well-being, gender equality, decent work and economic growth, sustainable cities and communities, responsible consumption and production, and climate action. It gives statements from the company and links to relevant reports and projects from around the world. On page 17, they provide specific sustainability targets and measure their internal status towards achieving those goals. It allows the reader to translate the complex into the straightforward.

The second example is CBRE. Below through the QR code is their 2020 Corporate Responsibility Report. In this report, CBRE exhibits transparency in their operations information, displays their values which creates a sense of accountability, and lays out detailed plans for each tactic along with their intended goals. The report details CBRE’s three pillars of corporate responsibility, people, planet, and practices. The pillar of “Practices” describes CBRE’s adherence to the highest standards of governance, compliance, and ethics while providing exceptional outcomes. The exploration of practices looks at the board’s diversity, CEO pay ratio, procurement, and CBRE’s emphasis on ethics.

This report focuses on resiliency and the role of city planning in the sustainability of a city. It is a great look at what adaptive planning looks like. this is the type of planning that CRE needs to participate in and be mindful of. We will need to choose our development locations more wisely, harden the construction of our buildings to deal with changes the adoption of building codes can’t deal with fast enough, and renovate more thoughtfully with wellness and health in mind.

Now is the time to assure our world view and our business activity at every level takes into account the wellbeing of the coming generations. As the indigenous people from my patch of earth say, “In every decision, consider how it will affect our descendants 7 generations into the future.”

Seven generations from now, what will they think of my effort, your effort, our collective effort.

About the Author Don Erb is the owner of Comhalta Facilities Services, and a Senior Sustainability Associate at the University at Buffalo. In his current capacity he assists University student affairs departments to achieve their departmental missions while fully considering the attributes of “the triple bottom line” of sustainability.

Scan to Read Report Their focus on “People” emphasizes a diversity of talent in an equitable, safe, and inclusive workplace. On pages 28 of their report, they address what they are doing in their UK Market to improve Gender and Ethnicity pay gaps. They are not afraid to show that they have more work to do but understand that erasing the pay gap is good for their employees, good for their business, and sets an example for their peers. CBRE’s focus on “Planet” begins on page 50 of their report, where they detail their Environmental Sustainability Policy. This includes occupancy programs, their Workplace360 offices, emissions and energy tracking, and more.

In both cases, each company tackles the abstract interaction between various aspects of sustainability and makes a financial and business case for why they are doing what they are doing. They address wellness and diversity and inclusion and governance as well as ethics, human rights, employee retention, corporate culture and how each of these items interplays with sustainability.

Adapting to the New Normal Last and by no means least, organizations need to focus on being able to adapt to the ‘new normal’ quickly. A phenomenal presentation was delivered by Catherine McCandless, climate change & environmental planning project manager for the City of Boston Environment Department in Boston at the BOMA Sustainability Scholarship breakfast around this resource available through the QR code below.

Scan to Read Report www.bomageorgia.org • www.creinsightjournal.com

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Soft Skills/Interpersonal, Leadership

An Empathy and Science-Based Playbook to Wellbeing in a Pandemic By: Tara Davis American Psychological Association

The COVID-19 pandemic has invaded every aspect of our lives, leaving no space unscathed. More than a year and a half into this pandemic, we are still feeling the effects and our mental health is suffering the consequences. In March, APA’s Stress in America™ poll ( https://www.apa.org/news/press/releases/stress) found that 84 percent of adults report feeling at least one emotion associated with prolonged stress (e.g., anxiety, sadness, anger). The prolonged stress is showing up via undesired weight changes, sleeping disruptions, and increased alcohol usage, as we try to cope with this unprecedented time. The most recent Stress in America survey (https://www.apa.org/news/press/releases/stress/2021/octoberdecision-making ) found that one in three Americans are sometimes so stressed about the coronavirus pandemic that they struggle to make even basic decisions (e.g., what to wear, what to eat, etc.).

On top of the mental health pandemic sweeping the nation, specific groups of people are more susceptible to the effects—parents (especially those whose children are virtual learning), essential workers, people of color, and Gen Z adults. Half of parents said the level of stress in their life has increased compared with before the pandemic. Black Americans are facing additional layers of racial trauma in the wake of the murders of George Floyd, Breonna Taylor, and many other Black Americans in the past year, along with the disproportionate toll of the pandemic and economic downturn.

While we face the highest documented levels of stress in history, we continue working, if we are lucky. The workplace was not spared from the pandemic’s implications. Nearly 83% of employees

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Insight • Issue 4, 2021

surveyed by Mental Health America in 2021 (https://mhanational. org/research-reports/2021-mind-workplace-report) reported feeling emotionally drained from work and were experiencing early signs of burnout. While a focus on employee wellbeing may have been considered a nice-to-have in the past, it is now a requirement for organizational stability with the mental health of so many Americans deteriorating or at risk.

What might it look like to create a mental health friendly workplace, particularly during a pandemic and when the workplace looks very different from how it used to? First, it is important to remember that context and culture are key. You can’t just take what works for another organization or what worked for your organization a year ago and expect employees to be receptive. Consider the culture of your organization—what do your employees really need right now, this week? Think about Maslow’s Hierarchy of Needs—what must first occur for your employees to even begin to think about their work?

Which employees are facing additional layers of stress and how can you support them?

Research shows that a psychologically healthy workplace fosters employee health and wellbeing while also enhancing organizational performance. APA’s psychologically healthy workplace model, established long before the pandemic, has five domains of sciencebased workplace practices that correlate with a healthy work environment: employee involvement, health and safety, work-life integration, employee recognition, and employee growth and development. The foundation of the five domains is communication,

which is currently a catch-22. As the science shows we must be physically distant to safeguard our health but socially connected to protect our wellbeing. While it’s no surprise the benefits of psychologically healthy workplace practices to an employee are many—improved mental and physical health, reduced stress, improved sleep, and more stamina, to name a few—the benefits to an employer are monumental, including lower health care costs, reduced presenteeism and absenteeism, improved customer satisfaction, and greater employee satisfaction and retention.

help us perform at our best and get ahead of any issues that could be building up. We should treat mental health the same way as our physical health—besides, the mind and body are connected. APA has a fantastic public resource for all sorts of mental health topics including anger, stress, racial trauma, and effects of COVID-19. (https://www.apa.org/topics ) You can search for a psychologist using this locator (https://locator.apa.org/) and here are important questions to consider when looking for a mental health service provider.

Let’s dig a little deeper into the five domains and give a few tangible examples.

Work-life integration practices acknowledge that employees have

Employee involvement is described as fostering creativity

and autonomy of employees and encouraging involvement in organizational decision-making. APA has instituted biweekly virtual coffee breaks with the CEO, where employees are given the opportunity to share feedback, comments, and ideas to better the organization--directly with our CEO. Another idea is to invite employees to audition for the role of emcee of your all-staff meeting, instead of defaulting to the CEO or senior leaders.

Employee recognition includes both monetary and non-monetary

awards in response to significant achievements; it can be formal or informal, but it’s most impactful when it’s personal, timely, specific, and performance based. It’s important to ask your employees HOW they like to be recognized—it could be through a public award, a thank you video from their chain of command (we use Gratavid), sending treats you know they personally love, giving flexible work hours, or assigning them more work they are passionate about.

Employee growth and development opportunities enable

employees to expand their knowledge, skills and abilities, and apply competences they have gained to new situations. For many, this means training and paid professional development classes.

While those are certainly important for growing and retaining talent, investing in your employees doesn’t have to cost anything. One concrete and meaningful way to exercise this domain is to connect the dots for staff between their work and the organization’s overall impact. Why does the work they do matter? You can also assign leadership roles to help individuals grow professionally and personally.

In terms of health and safety, it’s critical to note that health is more than just the physical. Our health and wellbeing is also made up of mental, emotional, social, occupational, and economic components (some organizations would argue there are even more facets). There are ways to nourish these different components of wellbeing and it’s important to remember that different people may need help with different aspects of their wellbeing at different times. A critical piece is to keep the communication channels open—be available, ask people how they are really doing (and actually wait to hear their response), and provide wellbeing resources whenever possible.

Most workplaces have an employee assistance program, through which employees can access mental health professionals for free or at a low cost. We need leaders to model the importance of using mental health services and try to remove the stigma around accessing care. There needs to be a paradigm shift around mental health.

We don’t go to the doctor only when things are wrong physically—we go for an annual physical to

responsibilities and lives outside of work and help individuals better manage these multiple, often conflicting demands. With our new world of virtual or hybrid work, there’s no separation between work and life. You can best support others by seeing them as humans first. . .then as producers, property managers or tenants. We are all juggling many roles in a world we are unaccustomed to, so we must show each other grace—assume the best of people and have empathy for whatever hardships they may be going through. A few work-life integration practices APA has instilled include: supporting employees in establishing their home offices, avoiding scheduling meetings during the lunch hour, creating forums for staff to process major societal events such as racial violence, making more meetings video-optional (https://on.today.com/37OutuB), creating a virtual break room with employee-created channels, and communicating trust by providing flexibility with when/how employees work.

Science says uncertainty is not good for our wellbeing—a major reason why this unprecedented pandemic has been so difficult for us.

The August 2021 Stress in America survey (https://www.apa.org/ news/press/releases/stress/2021/october-decision-making) found that nearly two-thirds of adults agreed that uncertainty about what the next few months will be like causes them stress, and around half went further to say that the coronavirus pandemic makes planning for their future feel impossible. Senior management, team leaders, and property managers are encouraged to provide as much certainty as possible for their employees or tenants in terms of communicating future plans for return to work or building changes, policy updates, and other decisions that impact people daily. It’s imperative to provide top-down communications which make employees or tenants aware of key organizational values and decisions, but just as important is

Continued on page 34

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opportunities for bottom-up communication through which employees or tenants share their needs, values, perceptions, and opinions.

Now that we’ve talked about how to create psychologically healthy environments for our employees or tenants, it’s time to face inward.

As individuals, even in an uncertain pandemic, there are things in our control. Psychologists define resilience as the process of adapting well in the face of adversity, trauma, tragedy, threats, or significant sources of stress. Becoming more resilient not only helps you get through difficult life circumstances, it also empowers you to grow and live a more fulfilling life. While certain circumstances or life experiences could make some individuals more resilient than others, resilience isn’t a set personality trait that only some people possess. Instead, resilience consists of

behaviors, thoughts, and actions that anyone can learn and grow. Four science-based ways of building resilience are: forming connections, fostering wellness, embracing healthy thinking, and finding meaning.

Forming social connections is actually one of our biggest protective factors for facing adversity—and one Harvard study suggests it’s what determines how long we live.( https://www.ted.com/talks/robert_ waldinger_what_makes_a_good_life_lessons_from_the_longest_study_ on_happiness?referrer=playlist-the_most_transformative_ted_talks) While it’s certainly not easy during a pandemic, we must be creative and pursue quality (not quantity) relationships.

Another important piece to building resilience is fostering your wellness.

Even replacing two minutes of sitting with walking each hour can have major health effects.(https://www.webmd.com/ fitness-exercise/news/20150430/2-minutewalk-every-hour-may-help-offset-effects-ofsitting#1) Other ways include protecting your sleep, establishing routines (knowing that they may change), getting your mental health checkup, and practicing mindfulness. A quick note on mindfulness—it’s not about quieting your thoughts.

It’s about living moments intentionally rather than on autopilot. You can practice it formally or informally and there are many health benefits. (https://www. apa.org/monitor/2012/07-08/ce-corner) Full Exterior Restorations | Coating and Sealants Concrete Repairs | EIFS/Stucco Finding meaning in what we do, in our daily Masonry | Expansion Joints lives, in the ways we connect with others and our Parking Deck Repairs surroundings is another strategy to build resilience.

Deck Coatings Some tangible, science-based ways include helping Leak Detection others, connecting with nature and seeking awe, setting daily intentions, and finding opportunities for self-discovery and growth. So, there’s a reason we all learned how to make bread during the pandemic!

A final component to building resilience involves embracing healthy thoughts. It’s important, especially during a pandemic, to realize when reading social media or news posts is deteriorating your mental health and you need to take a break.

There are many health benefits to gratitude (https:// bit.ly/3wxcgv0), and you can cultivate it by writing down three positive things that happen to you each day. It’s also healthy to experiment with “both-and” thinking—as our friends from the movie Inside Out taught us. It’s perfectly healthy to experience multiple emotions at the same time. Finally, avoid toxic positivity by acknowledging how you are truly feeling and try to be okay with not being okay Not every day is going to be a 10/10—give yourself the gift of self-compassion. (https://www.apa.org/ monitor/2016/09/ce-corner)

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About the Author Tara Davis is director of internal communications and staff wellbeing and engagement at the American Psychological Association. In this role, she strategically produces communications, programs, and activities that energize employees.

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Know the Standard with the BOMA International 2018 Gross Areas Guide BOMA 2018 for Gross Areas: Standard Methods of Measurement (ANSI/BOMA Z65.3—2018) is the update to the original 2009 Gross Areas Standard.

The BOMA Gross Areas Standard was developed in direct response to requests for a floor measurement standard that could be applied to all building types and forms of occupancy—office, industrial, retail, multi-unit residential, mixed-use and campus-style facilities. The purpose of the Gross Areas Standard is to provide a comprehensive and consistent methodology for measuring all building types while presenting the data in various ways that are useful to the stakeholders of any given property.

Features of the 2018 Gross Areas Standard: •

• • • •

Follows the new format introduced with the 2017 Office Standard—landscape to align the standard’s language with the accompanying illustrations, step-by-step format to make it easier to follow, and rewritten to make it easier to understand the concepts and methodologies, including helpful hints.

Expanded Glossary of Terms, including references back to the related section.

Incorporates best-practice guidance developed after the publication of the 2009 standard to address ambiguities and inconsistencies in the 2009 version.

Compatible with the International Property Measurement Standards.

Replaces the terms “Exterior Gross Area (EGA)” and “Construction Gross Area (CGA)” with Gross Area 1 (Leasing Method), Gross Area 2 (International Comparison Method), Gross Area 3 (Volumetric Method) and Gross Area 4 (Construction Method).

Scan to access 2018 Gross Areas Guide

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Allied Member Product and Service Directory Air Filtration

Construction Products

Air Filter Sales & Service, Inc...................... (770) 939-1250 FilterPro USA LLC............... (256) 767-4158

Tendon Systems LLC........... (470) 453-9947 The Home Depot Pro........... (704) 305-2881 Yancey Power Systems........ (518) 651-6353

Airduct Cleaning

Contractors

Ductz Of Greater Atlanta....... (770) 631-2424

Centennial Contractors Enterprises Inc...................................... (770) 613-2999 Eastern Glass & Aluminum.... (404) 904-6537 Gray Contracting.................. (678) 530-9700 HL Contractors Inc............... (770) 727-2599 Humphries & Company......... (770) 434-1890 Innovative Engineering Inc..... (678) 883-5868 Kilcor Construction............... (678) 691-1561 Nova Commercial Interiors Inc...................................... (770) 592-0260 PKS Paving & Concrete Construction........................ (404) 401-8551 Rand Construction Company............................. (770) 777-4177 Western Specialty Contractors.......................... (678) 553-0170

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

Attorneys Andre Kill & McCarthy LLP... (404) 653-3005 Baker and Hostetler LLP...... (404) 946-9773

Audio Visual Services Vertical AV TV...................... (404) 352-2488

Building Management Consultants ViZZ.................................... (404) 405-4341 Yardi Systems...................... (805) 618-5422

Building Services CBM Atlanta Inc................... (770) 988-9001 Eastern Glass & Aluminum.... (404) 904-6537 Engineered Restorations Inc..(770) 682-0650 IA INTERIOR ARCHITECTS.. (404) 504-0297 Painters on Demand............. (813) 498-9751 Sizemore Inc........................ (706) 736-1458

Building Automation Controls ENTEK................................ (678) 910-1326 Hoffman Building Technologies........................ (470) 387-1619 Atlanta Flooring Design Centers Inc.......................... (678) 525-9977 GRAVATIER......................... 770-626-0070

Electrical Allison-Smith Company......... (404) 351-6430 Eckardt Group..................... (678) 249-4954 J.R. Electrical....................... (770) 420-1530 Martin Technical, Inc............. (770) 590-7449 Mayberry Electric, Inc........... (404) 991-7007 Power and Energy Services, Inc...................................... (770) 739-9112 Prime Power Services Inc..... (770) 739-2300 Titan Electric Georgia LLC.... (470) 275-9404 Vantix Electric...................... (678) 695-1052

Elevators/Escalators Fujitec America Inc............... (770) 209-0322 Phoenix Elevator of Georgia.. (678) 574-2447 TK Elevator.......................... (770) 250-6482

Carpet/Floor

Employment Specialist

Mad Matter GA.................... (678) 361-6704 ServiceMaster Cleaning & Restoration....................... (678) 766-0909 SOLID Surface Care, Inc...... (678) 354-6726 Southeastern Commercial Flooring Inc...................................... (770) 591-9980

BG Talent............................ (703) 343-3415

Catering/Food Svcs Ben & Jerry’s....................... (404) 666-2232

Communications Kings III Emergency Communications.................. (678) 438-1965

Computer Recycling Ecycle Atlanta...................... (678) 324-9760

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Insight • Issue 4, 2021

Energy Baker Engineering LLC........ (404) 307-3237 Envision Realty Services, Inc... (404) 579-8129 Mallory & Evans Service........ (478) 747-0551 McKenney’s Inc................... (404) 635-4710 Tecta America...................... (404) 392-1367 Trane................................... (678) 775-4302 Yancey Power Systems........ (518) 651-6353

Engineering Harbin’s Mechanical Services, Inc........................ (770) 914-7060 IES Mach............................ (404) 759-5391 Innovative Engineering Inc..... (678) 883-5868 Martin Technical, Inc............. (770) 590-7449 Mayberry Electric, Inc........... (404) 991-7007 NOVA Engineering & Environmental................... (770) 570-9171

PENTA Engineering Group Inc...................................... (678) 282-1999 PM&A................................. (770) 480-7452 S&ME, Inc........................... (770) 919-0969 Sustainable Investment Group LLC (SIG)............................ (404) 310-9971

Environmental Aquascape Environmental..... (678) 445-0077 IES Mach............................ (404) 759-5391 S&ME, Inc........................... (770) 919-0969 Sustainable Investment Group LLC (SIG)........................... (404) 310-9971 The Morley Companies......... (770) 569-1100

Equipment Rentals Stone Mountain Access Systems.............................. (612) 670-8930 Sunbelt Rentals Inc.............. (404) 525-1919

Facility Support Fleetwash Inc...................... (770) 417-1382 PENTA Engineering Group Inc...................................... (678) 282-1999 Stone Mountain Access Systems.............................. (612) 670-8930

Financial Services Graham Group..................... (404) 634-4652

Fire Protection ADT Commercial/ Critical Systems................... (770) 612-9172 AFA Protective Systems Inc..(770) 686-8018 Basesix Systems LLC.......... ..678-833-8351 Century Fire Protection LLC.(678) 775-4870 Chief Fire Protection ........... (404) 523-5478 Fire & Life Safety America Inc...................................... (678) 283-5383 International Fire Protection.. (770) 745-4530 Life Safety Solutions Plus LLC.................................... (770) 843-3671 Mitec Controls Inc................ (770) 813-5959

Fire/Water/Mold Restoration American Property Restoration Inc...................................... (770) 733-3584 BELFOR Property Restoration.......................... (770) 939-0128 BluSky Restoration Contractors.......................... (770) 294-1779 BMS CAT............................ (678) 294-8783 Capital Restoration............... (770) 973-1666 EPIC................................... (770) 516-3491 Full Circle Restoration, A Cotton Company............... (770) 232-9797 GRAVATIER......................... (770) 626-0070 Parker Young Construction, A RESCON Company............................. (678) 634-8538 Remediation Group/RGI Commercial......................... (404) 214-1470

ServiceMaster Cleaning & Restoration....................... (678) 766-0909 SERVPRO Disaster Recovery of North Atlanta................... (404) 902-5688 SERVPRO Of Decatur.......... (404) 378-9998 SERVPRO of Norcross......... (770) 858-5000 SERVPRO of North Lilburn SERVPRO of North Lawrenceville.............. (770) 997-5689 SERVPRO of Panthersville.... (470) 257-1716 Waterproofing Contractors Inc...................................... (770) 449-5552

Generators Power and Energy Services, Inc........................ (770) 739-9112 Ultimate Service Associates........................... (918) 836-8701

Glass NGS Films and Graphics....... (404) 360-7866

Guard Services Allied Universal Security Services.............................. (678) 923-5775 GuardOne Security............... (941) 565-1589 Marksman Security Corporation.......................... (678) 644-0576 Prosegur............................. (404) 312-6162 Walden Security................... (404) 937-1748

Health & Hygiene Products Essity Professional Hygiene.. (678) 642-6042 GOJO Industries.................. (330) 819-0044 Life Safety Solutions Plus LLC............................. (770) 843-3671 Rubbermaid Commercial Products.............................. 470-356-5088

HVAC Addison Smith Mechanical Contractor Inc...................... (770) 832-9006 Air Filter Sales & Service, Inc...................... (770) 939-1250 Axis Portable Air.................. (718) 213-3148 Capital City Mechanical Services Inc......................... (770) 449-0200 Daikin Applied...................... (770) 514-5880 Ductz Of Greater Atlanta....... (770) 631-2424 EMCOR Services Aircond..... (404) 430-5941 ENTEK................................ (678) 910-1326 Harbin’s Mechanical Services, Inc........................ (770) 914-7060 Legacy Mechanical Services Inc......................... (770) 432-1171 Mallory & Evans Service........ (478) 747-0551 Maxair Mechanical LLC........ (678) 940.7413 McKenney’s Inc................... (404) 635-4710 Shumate Mechanical, Inc...... (678) 584-0880 Southeast Pump & Equipment Inc.................. 770-329-1417 Trane................................... (678) 775-4302

Industrial Dock & Door Repair and Installation Miner Southeast................... (678) 730-4700

Insurance USI Insurance Services......... (470) 428-9754

Insurance Restoration, Mitgation, Content and Textiles Penco Restoration................ (770) 683-7362 IA INTERIOR ARCHITECTS.. (404) 504-0297 Nova Commercial Interiors Inc.......................... (770) 592-0260

IT Services and Reseller SureLock Technology........... 678-712-5346

Janitorial Able Services....................... (215) 764-9083 ABM................................... (678) 245-3273 Allied International Cleaning Services, Inc........................ (770) 426-8779 BCJ Building Services.......... (770) 601-4880 Building Cleaning Solutions, Inc....................... (770) 833-4385 Building Maintenance Services Inc......................... (770) 218-2993 CBM Atlanta Inc................... (770) 988-9001 Chosen Janitorial Services.... (404) 274-3268 Constant Contract Services, LLC...................... (404) 583-8514 Distinguished Properties Cleaning USA Inc. (DPC)................................. (404) 418-1443 Environmental Service Partners.............................. (404) 500-2488 General Building Maintenance Inc................... (770) 457-5678 Georgia Pacific Corporation.......................... (770) 815-9552 HTH Building Services Inc......................... (770) 988-0084 Kimberly-Clark Corporation.......................... (770) 289-3860 Planned Companies............. (571) 220-7475 Pritchard Industries SE......... (404) 231-1430 Pro Squared Janitorial Services.............................. (678) 905-5750 Rubbermaid Commercial Products.............................. 470-356-5088 Sizemore Inc........................ (706) 736-1458

Lake Management Aquascape Environmental..... (678) 445-0077

Landscaping - Exterior Arborguard Tree Specialists... (404) 299-5555 BrightView Landscape Services.............................. (678) 441-4170 Brothers Property Management....................... (678) 436-6474 Color Burst.......................... (770) 822-9706 Crabapple LandscapExperts................. (770) 740-9739

Cumberland Landscape Group.................................. (470) 423-4105 Gibson Landscape Services.............................. (404) 991-1864 Greenwood Group Landscape........................... (404) 881-6104 HighGrove Partners.............. (678) 626-3469 Jarvis Tree Experts............... (678) 430-6216 LandCare LLC..................... (678) 475-1780 Landmark Landscapes......... (678) 812-9858 Landscape Workshop........... (678) 714-5100 Mainscape, Inc..................... (706) 580-8647 Nature Scapes Inc................ (770) 923-7023 North Georgia Landscape Management....................... (770) 417-8737 Ruppert Landscape.............. (770) 931-9900 Russell Landscape Group..... (404) 520-7903 SavATree............................. (404) 288-8733 Sesmas Tree Service LLC..... (770) 655-9257 South State Landscape Group, LLC.................................... (770) 533-3816 Southern Landscapes And Designs........................ (708) 602-0959 The GreenSeason Group, Inc........................... (678) 714-4114 Thrive Land Care.................. (678) 386-1064 Yellowstone Landscape........ (404) 668-4508

Landscaping-Interior D & S Plants Unlimited......... (770) 977-3722 Foliage Design Systems....... (770) 451-0885 Life on Earth, LLC............... (404) 630-9611 Plant Peddler, Inc................. (770) 432-2649 Sedgefield Interior Landscapes, Inc................... (770) 984-0171

Lighting Blue Frog Lighting................ (404) 569-7995 E. Sam Jones Distributor Inc... (404) 307-8504 Jones Lighting Services........ (205) 623-9121 Voss Lighting....................... (770) 438-8557

Managed Services Kastle Systems.................... (404) 272-4765

Marble Restoration & Maintenance ADDCO Metal Maintenance Co................... (770) 985-5611 Mid America Specialty Services.............................. (800) 544-4576 Natural Stone Services......... (404) 255-8133 Southeastern Commercial Flooring Inc.......................... (770) 591-9980 Stone Specialty Services....... (404) 261-9111

Metal Finishing ADDCO Metal Maintenance Co................... (770) 985-5611 Mid America Specialty Services.............................. (800) 544-4576

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Allied Member Product and Service Directory Office Furniture Atlanta Office Liquidators Inc..................... (404) 505-9623

Paint/Wallcoverings American Painting & Renovations Inc................ (770) 995-8787 Atlanta Painting Company..... (404) 550-0101 Burke Painting, Inc............... (770) 582-0847 CertaPro Painters of Atlanta............................. (404) 548-7940 Certapro Painters of Duluth & Norcross.......................... (678) 895-5730 CertaPro Painters of Roswell............................ (678) 878-4088 Freeland Painting................. (770) 289-0887 Horizon Painting and Renovations Inc............. (404) 447-0385 Oakcliff Painting................... (404) 867-3707 P3 Painting & Renovations.... (470) 350-2452 Paint Applicators.................. (404) 487-5257 Painters on Demand............. (813) 498-9751 Sherwin-Williams.................. 678-951-3214 Spectrum Painting Inc.......... (770) 497-0101

Paper Products Georgia Pacific Corporation... (770) 815-9552 Imperial Dade...................... (404) 388-2939 Kimberly-Clark Corporation.......................... (770) 289-3860

Pest USA............................ (678) 287-6674 Rooter Plus!......................... (770) 888-1931

Plumbing Addison Smith Mechanical Contractor Inc...................... (770) 832-9006 Art Plumbing Company......... (678) 486-2525 HM Plumbing....................... (770) 792-1200 Legacy Mechanical Services Inc......................... (770) 432-1171 Southeast Pump & Equipment Inc.................. 770-329-1417 Trinity Plumbing LLC............ (770) 480-7687 ZPlumberz of North Fulton & Gwinnett.......................... (404) 936-2113

Pressure Washing ApolloPrimm Commercial Roofing............................... (770) 751-6191 Kaney & Lane, LLC............. (404) 892-8246 SunBrite Services................. (770) 277-6363 Top Of the Line High Rise Service LLC......................... (404) 569-9544 Valcourt Building Services LLC.................................... (770) 971-2000 Everclear Enterprises Inc....... (404) 876-9408

Pump Service and Repair Monumental Equipment, Inc..(770) 490-4001

Relocation Services Page Relocation................... (770) 224-8184

Parking Kaney & Lane, LLC............. (404) 892-8246 LAZ Parking........................ (404) 942-3900 Legacy Parking Company..... 404-317-0638 ParkSimple.......................... (404) 671-3193 Reef Parking........................ (678) 793-5846 Spectrum Painting Inc.......... (770) 497-0101 Wildcat Striping, Sealing & Paving............................. (678) 937-9525

Restoration

Amano McGann................... (678) 897-1734

Addco Restoration and Preservation Group, LLC.................................... (770) 688-5419 American Property Restoration Inc..................... (770) 733-3584 Knight Restoration Services.. (404) 987-3074 Penco Restoration................ (770) 683-7362 Southern Preservation Systems.............................. (770) 982-9970 Tendon Systems LLC........... (470) 453-9947

Paving Products

Retail Storage and Organization

Parking Equipment/Access Control

ASCON Paving & Concrete.. (404) 379-3218 Asphalt Enterprises.............. (770) 424-5001 Georgia Paving, Inc.............. (770) 623-0453 GWP Paving........................ (678) 377-3113 Miller Brothers Paving........... (770) 491-3090 PKS Paving & Concrete Construction........................ (404) 401-8551 Rose Paving Company.......... (678) 303-2500 The Surface Masters Inc....... (404) 821-2388 Wildcat Striping, Sealing & Paving............................. (678) 937-9525

Pest Control Northwest Exterminating Co., Inc............................... (770) 713-5064 Orkin Inc............................. (404) 888-2000 Peachtree Pest Control........ (770) 931-9099

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Insight • Issue 4, 2021

The Container Store............. (972) 538-4619

Riser Management IMG Technologies, Inc.......... (630) 737-9800

Roofing All Roof Solutions Commercial Inc.................... (770) 425-5766 Ameristar Roofing................ (470) 680-9330 ApolloPrimm Commercial Roofing............................... (770) 751-6191 C.L. Burks Construction - Commercial Roofing Contractors LLC.................. (706) 372-0509 Commercial Roofing Group LLC.................................... (770) 831-9440 Core Roofing Systems.......... (678) 514-2846 Empire Roofing Company Inc..(770) 948-7663

ENCORE Roofing Inc........... (770) 945-0100 Innovative Roofing................ (404) 351-8797 Meta Team, LLC.................. (833) 817-6382 Parsons Roofing Company.... (678) 756-0224 Roof Partners LLC............... (404) 490-4647 Tecta America...................... (404) 392-1367 Tower Roofing...................... (770) 592-9889 Zurix Roofing Systems.......... (706) 587-2009

Sealcoating The Surface Masters Inc....... (404) 821-2388

Security ADT Commercial,/ Critical Systems.............................. (770) 612-9172 Allied Universal Security Services.............................. (678) 923-5775 Alscan Inc............................ (813 )486-2853 Basesix Systems LLC.......... (678) 833-8351 BOS Security, Inc................. (470) 496-1020 DataWatch Systems............. (470) 503-6077 GuardOne Security............... (941) 565-1589 International Fire Protection.. (770) 745-4530 Marksman Security Corporation.......................... (678) 644-0576 Miner Southeast................... (678) 730-4700 Mitec Controls Inc................ (770) 813-5959 Planned Companies............. (571) 220-7475 Prosegur............................. (404) 312-6162 Walden Security................... (404) 937-1748

Signage NGS Films and Graphics....... (404) 360-7866

Tax Consultants Fellers, Schewe, Scott & Roberts, Inc...................................... (770) 621-9548 Graham Group..................... (404) 634-4652 Windham Brannon, LLC....... (678) 510-2735

Telecommunications Airwavz Solutions................. (704) 907-7104 One Stop Communications... (770) 515-0100 SureLock Technology........... 678-712-5346

Tree Care/Tree Services Arborguard Tree Specialists... (404) 299-5555 BrightView Landscape Services.............................. (678) 441-4170 Jarvis Tree Experts............... (678) 430-6216 Sesmas Tree Service LLC..... (770) 655-9257

Tropical Plants Foliage Design Systems....... (770) 451-0885 Life on Earth, LLC............... (404) 630-9611 Plant Peddler, Inc................. (770) 432-2649

Urban Farming Copiana, LLC...................... (404) 313-4903

Advertisers on the Web

Waste Removal American Disposal Services.. (678) 736-0140 Waste Pro/Atlanta............... (770) 777-1447

Water Damage/Structure Drying BELFOR Property Restoration.(770) 939-0128 BluSky Restoration Contractors.......................... (770) 294-1779 BMS CAT............................ (678) 294-8783 Capital Restoration............... (770) 973-1666 Full Circle Restoration, A Cotton Company ...............(770) 232-9797 Parker Young Construction, A RESCON Company............................. (678) 634-8538 Remediation Group/RGI Commercial......................... (404) 214-1470 SERVPRO Of Decatur.......... (404) 378-9998 SERVPRO of North Lilburn SERVPRO of North Lawrenceville....................... (770) 997-5689 SERVPRO of Panthersville.... (470) 257-1716 EPIC................................... (770) 516-3491

Water Leakage Protection WaterSignal LLC.................. (626) 222-7370

Water Treatment Blackmore Enterprises Inc.... (404) 474-4352

Waterproofing Engineered Restorations Inc..(770) 682-0650 Everclear Enterprises Inc....... (404) 876-9408 Southern Preservation Systems.............................. (770) 982-9970 The Morley Companies......... (770) 569-1100 Waterproofing Contractors Inc...................................... (770) 449-5552 Western Specialty Contractors.......................... (678) 553-0170

Window Cleaning Top Of the Line High Rise Service LLC......................... (404) 569-9544 Valcourt Building Services LLC....................... (770) 971-2000

Building Management Consultants/Software

Paving Products and Services

Frazier Service Company https://frazierservicecompany.com

The Morley Companies https://www.morleycompany.com/

Georgia Paving, Inc. http://georgiapaving.com/ PKS Paving & Concrete Construction http://pksasphaltpavingatlanta.com/ Wildcat Striping & Sealing https://www.wildcatstriping.com/

Electrical Services

Plumbing Products and Services

Demolition

Mayberry Electric, Inc. http://www.mayberryelectric.com/

Art Plumbing http://www.artplumbing.com/

Elevator/Escalator Services

Roofing Services and Products

Phoenix Elevator of GA www.phoenixelevatorofga.com

Specialty Roofing & Coatings https://src-roofing.com/

Energy Services

Water Conservation

Frazier Service Company https://frazierservicecompany.com/

WaterSignal www.watersignal.com

HVAC Services

Waterproofing

Frazier Service Company https://frazierservicecompany.com/ Monumental Equipment Inc www.monumentalequipment.com Reliance Heating and Air Conditioning http://www.reliance-hvac.com/ Shumate Mechanical http://www.shumatemechanical.com/ Trane https://www.trane.com/Index.aspx UA72 www.ua72.org

Engineered Restorations Inc. http://www.er-inc.net/ Everclear Enterprises Inc. https://everclearenterprises.com/ The Morley Companies https://www.morleycompany.com/ Top of the Line High Rise Service http://www.highriseservice.com/ Waterproofing Contractors https://www.wcinc.com/ Western Specialty Contractors http://www.westernspecialtycontractors.com/

Landscape Contractors

Windows/Cleaning Equipment/Supplies

Arborguard Tree Specialist www.arborguard.com

Top of the Line High Rise Service http://www.highriseservice.com/

Scan this QR code to access the BOMA Georgia Product and Services Guide

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