Californiabuildingsnewsq4 2017 by Ellen Eason

Design & Operation of Facilities Q4 2017 â&#x20AC;˘ $5

Facility Management Challenges ... and Possible Solutions

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Contents 5

California Makes a Start Toward More Housing

Wilshire Center Looms High

FM Challenges, Solutions

Gov. Jerry Brown and some far-sighted legislators made a comprehensive beginning in September toward increasing housing stock for Californians. Still the problem is a multi-headed, complex one and requires an immense amount of capital and numerous zoning reforms to alleviate the impact of dozens of well-meaning laws and local ordinances that stifle growth. Only some of the issues were addressed in the 15 pieces of legislation Brown signed into law, and the great focus on housing for the poor fails to address the needs of moderate-income workers. Some legal changes will, however, help clear the legally littered road to more housing construction for moderate-income people. Sen. Scott Wiener, D-San Francisco, gained passage of a law that streamlines the approval process for in-fill developments, and Sen. Nancy Skinner, D-Berkeley, and others raised the standards of proof required by local governments to deny low- and moderate-income projects that NIMBYs oppose. Sen. Richard Roth, D-Riverside, made the environmental review process needed to approve housing less cumbersome. For more details, visit www.leginfo.legislature.ca.gov

Is Modular Housing a Solution?

Getting to Zero Waste

Latest Industry News

Cover images: Main photo and suburban scene: Getty Images. Stanford health care photo: David Hodges. Wilshire image: courtesy of Wilshire Grand/ AC Martin.

Housing Crisis Demands Regional Solutions

California Buildings News Team

When NIMBYs in California’s many towns and counties are empowered to stop the construction of new housing, a number of horrific things occur: w employers tire of paying workers inflated wages to help them find shelter and relocate w existing housing continues to spiral in cost, already half of income for many w lessened tax revenues from company exoduses result in degraded public services w towns become less desirable just as they also become more expensive The list goes on and on. At the recent Structures conference produced by the San Francisco Business Times, multifamily developer John Stewart said the Bay Area’s dysfunctional housing performance may not be solved until “enough people move to Colorado.” To which might well be added Nevada, Oregon, Texas, Arizona and Washington State and all other states that are getting California jobs because they better respect people’s need for housing they can afford. A net 800,000 California residents did move from 2005-2015. A panel of developers responsible for creating tens of thousands of new apartment units throughout San Francisco gave Mayor Ed Lee’s city hall high marks for doing all within his administration’s power to pave the way for new housing, particularly in the depressed southeastern portion of the city. What’s been built and what’s in the pipeline is, however, still very far from meeting the needs of the more than 140,000 new workers that have crowded into San Francisco in the last decade — the most employed, said Lee, in the city’s history.

Ellen Eason, Publisher ellen@easoncom.com Henry Eason, Editor henry@easoncom.com

(Continued on page 54)

Association News

Biophilia: Why It’s Important

Designing for Better Health

School Design Boosts Learning

Tech Improves Building Security

Data Electrifies Economy

Contributing Editors Zachary Brown, CBRE Bob Eaton, Eaton Hotel Investments Jessica Handy, CodeGreen Solutions Rich Lerner, Construction Consultant Michael F. Malinowski, AIA, President, Applied Architecture Inc. Katherine A. Mattes, Real Estate Consultant Larry Morgan, Facilities, SAP Chris Rauber, Healthcare Writer Steven Ring, Fulcrum Real Estate Development Carlos Santamaria, CEES-Advisors

www.cabuildingsnews.com Copyright © 2017 by Eason Communications LLC, publisher of California Buildings News. The publisher assumes no liability for opinions expressed in editorial contributions to the magazine or third-party quotations within articles. The publication is not responsible for claims in advertisements. Printed in the U.S.A.

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5 California Buildings News • Q4 2017

owering 73 stories above downtown Los Angeles, the new hotel, office and retail project at the site of the former Wilshire Grand Hotel is poised to set the standard for innovation, design and quality in Los Angeles. Under the attentive eye of owner Korean Air, the Wilshire Grand Center will be a sophisticated, world-class destination that includes a four-star hotel, commercial offices and retail space. This more than $1 billion project will be an economic driver that will raise the bar for those who live, work and play in Los Angeles. At 1,100 feet, the Wilshire Grand Center will be the tallest structure west of the Mississippi. With a unique “sky lobby” offering unparalleled views of the city, the building will rise 73 stories in the air. 900 state-of-the-art hotel rooms, which will be operated by the InterContinental Hotel Group, promise to set a new standard for hospitality in Los Angeles. 365,141 rentable square feet of Class ‘A’ office space will attract highend business leaders and make the building a global engine for business. And 45,100 square feet of new restaurant and retail space housing world-class restaurants will make this an epicurean delight and drive downtown’s food and cultural renaissance. Pedestrian friendly access to downtown, as well as local and regional transit connections, will make the project a central and easily accessed location for visitors and Angelenos. Innovative outdoor space and exterior plazas will invite guests and visitors to experience the true Los Angeles lifestyle and climate. Right: Wilshire Grand rising on the LA skyline. Inset: sky lobby offers sweeping city views. Photos courtesy of the Wilshire Grand/AC Martin.

LA’s New Wilshire Grand Center Looms Highest in the West

6 California Buildings News • Q4 2017

Facility Management Challenges… Possible Solutions Buildings Large and Small Gain Energy Savings, Better Communications, Etc.

The perpetual question for facility managers and engineers today is, “How do we do business more efficiently with higher space density and lower energy consumption?” That’s the view of Daniel Murtagh, vice president of engineering at Boston Properties’ Four Embarcadero tower in San Francisco. A large part of the answer may well be in technology advancements, particularly at a time when looming shortages of trained engineers throughout the commercial buildings industry in California are becoming apparent. Seeing hope in technology, Murtagh says, “Building system automation and integration is an evolving technology and advancing these systems as well as access and flexibility into these systems by operators and tenant occupants is a very current topic. A quality BacNET BMS system integrated to as many operating systems as possible with information and graphical interfaces at the front end as well as by remote device access is a must in modern building operations. “Not only to the traditional building central plant systems but also out to other systems that often don’t get included in the BMS. Systems like domestic pumps, sumps and pumping systems are not always integrated into the BMS but are a valuable part of information required for operating

the buildings. When a building operator is looking at his/ her building they want to be able to see all of the operating systems and have access to reset or make changes remotely. “The largest challenge or frustration is no two buildings are built the same or outfitted with the same controllability, so what you are able to do on one place, may be a manual mission in another. Security of systems is always a concern and with the Internet of Things, there is also a growing interest by tenants to participate in building system controls, which brings another layer of complication and security concerns to bear. Occupant interfacing and applications are a coming theme and we will see more of them in the near and far term,” Murtagh concludes.

Who “Owns” the Workplace? Andrew Mawson, managing director of Advanced Workplace Associates Ltd of London, made well-received remarks before the International Facility Management Association’s annual World Workplace conference this fall, a presentation that was appreciated by a number of senior California facility managers who attended. In subsequent remarks to California Buildings News, Mawson recapped his comments in Houston, “Organizations are increasingly relying on their ‘knowledge workers’ to deliver their commercial

7 California Buildings News • Q4 2017

value, and that means that total joined up ‘workplace experience’ is coming to center stage. Not only is the workplace experience a decider in the go-stay decisions of existing workers, for many it’s the thing that decides whether they join up in the first place and stay joined up. “At its heart the future workplace must help maximize the individual and collective brainpower of the organization whilst making sure the workplace can easily adapt to changing organizational configurations and business conditions. “In the world of knowledge work, nothing (and I mean nothing) should get in the way of the knowledge worker applying his/her brain to commercially valuable tasks. Everything that consumes brainpower that doesn’t add value needs to be managed out, and I don’t mean just things that currently come under the facility manager’s wing. I mean wireless networks that don’t provide the bandwidth needed for high speed working, IT applications that crash, meeting rooms that leak sound through walls, environments that are distracting, AV equipment that takes an age to set up, services that don’t deliver...they’ve all got to be faultless making the workplace experience frictionless so that knowledge workers can focus on the things that generate value. “As well as removing ‘brain power consuming elements’ we must also use the workplace and its management to maximize the communal brain power of organizations. Here we know 6 factors matter. Our research with the Amsterdam based Centre for EvidenceBased Management indicated that: social cohesion, perceived supervisory support, information sharing, vision and goal clarity, external outreach and trust all matter in maximizing the

performance of communities and the workplace and associated practices and behaviors need to reflect these. “But who owns the workplace experience? Well, actually nobody and everybody. No one function ‘owns’ or even co-ordinates the workplace experience not FM, not IT, not CRE, not HR. They own all a small piece. So someone has to take the lead in coordinating all contributors to the workplace experience to make it effective and frictionless. “What we see is the emergence of a new function, ‘Workplace Management’ defined by The Workplace Management Framework (www. wmframework.com) and starts by asking what workplace experience do we need to be successful.”

Building Engines Study Describes HighPerforming Buildings Commercial real estate software company Building Engines conducted a study drawing from 500 CRE organizations and more than 900 professionals. Results released this year illustrated multifaceted management issues and some solutions. “The transforming workplace has added immense complexity to the task facing property management teams,” said Building Engines’ Head of Research, Phil Mobley. “With this research, we set out to discover what high-performing properties do differently than their peers. What we found underscores the importance of CRE operations to create a sustainable competitive advantage. We’re proud to make this insight available to the broader CRE market to allow all property managers and owners to benchmark their own practices.” The resulting report addressed best practices in seven critical categories including: customer service and

tenant satisfaction, financial efficiency, communications & marketing, maintenance, amenities, security & risk management, and certifications & awards. The research also details the current outlook of CRE professionals including perspectives about their roles and priorities. Building Engines findings reveal: w High-performing CRE organiza tions are 1.6x more likely than their under-performing peers to track performance against lease service level agreements. This is the most consistently differentiating tenant service practice. w Tenant satisfaction is the top priority of CRE owners/asset managers and front-line operations staff. Property managers are especially attuned to satisfying tenants. w Property staff at high performing properties are more proactive, expect more change in their jobs, and have a less rigid prioritization of goals. They also have a more holistic view of their responsibilities than those at other (“laggard”) properties. w High performers are 1.3x more likely to benchmark operating expenses to internal sources, and 1.7x more likely to benchmark to external sources. w Counterintuitively, high performers do not staff more generously than laggards within the same property type and class, indicating their com petitive advantage is not due to a larger workforce. w High performers are more likely to employ broadcast messaging systems, digital signs and screens, and tradi tional newsletters, using more channels to get information to tenants. w High performers use technology to digitize content like equipment images and manuals more frequently than laggards. (Continued on page 49)

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12 California Buildings News

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14 California Buildings News • Q4 2017

Top U.S. Security Firm Leverages Technology to Better Secure Buildings Q: What are the biggest security challenges for building occupants today? A: Some of the challenges building occupants face include: • Balancing increasing security awareness, presence and vigilance in the workplace without negatively impacting visitor access, a collaborative environment, or operating costs, and • Educating occupants on the actions they can take in the event of an emergency, active shooter or workplace violence situation.

Q&A With Steve Claton President, Southwest Region for Allied Universal

Q: How is Allied Universal addressing those threats to tenants? A: We use a multi-faceted approach, focusing on strengthening perimeter access control measures, ensuring quality and capability of security professionals through experience, training, supervision, and pay. We also leverage technology through web-based handheld reporting devices, remote video monitoring and analytics, and Global Security Operations Center as a Service capability. Q: You have grown your company over the last two decades from $12 million to more than $5 billion sales and, at the same time, boosted your workforce to more than 150,000— the largest security firm in the U.S. How have you managed the growing pains that plague many companies that get big through mergers and acquisitions? A: We actually have the largest security force in North America. Our company relies on a strong management team focused on a culture of communication, execution, and customer service to manage growth.

We focus on following a prescribed process and limiting bureaucracy. Q: Your industry is plagued with high employee turnover rates. What is Allied Universal doing to retain employees? A: Many large industry sectors have low retention rates, such as tech, healthcare, finance/insurance and hospitality. But here are some of the ways we are working to overcome this: We offer above market wages, medical and dental insurance, 401k and bonus plans, training certification programs—we offer on-the-job training and have created over 300 specialized training and professional development courses as part of our “AU Institute.” Programs exist that focus on promoting from within and advancing employees’ career paths through various opportunities. Our desire is to transform the security industry from a transitory job to a destination career path where our employees, and new recruits such as veterans or students, can realize their full growth potential. Our company is an equal opportunity employer, committed to a diverse and engaged workforce, and can offer flexible schedules and a variety of career opportunities and positions to fit many interests. We also offer uniforms, as well as recognition programs, incentives, referral programs and other benefits. Q: Allied Universal mostly secures office buildings, banks and malls. What other sectors offer growth opportunities for you and what are your goals? A: Allied Universal provides security in nearly every sector in the industry.

15 California Buildings News • Q4 2017

In addition to CRE, corporate campuses and retail centers, we serve residential communities, institutions of higher education, healthcare facilities, manufacturing/industrial plants, chemical/ petrochemical utilities, and government services, among others. Regarding our goals, we want to continue to expand and customize our service offerings in every sector to ensure we’re offering the most progressive and value oriented security program available in the market. We are accomplishing this through deepening our management infrastructure (recruiting, training, workforce management, etc.) as well as making significant investments in systems and technology offerings. Q: How are you using technology to improve security? A: We can combine the monitoring of physical security systems such as access control, video surveillance and intrusion detection devices with the operational security platforms including critical incident management, threat awareness and situational intelligence to deliver a comprehensive outsourced Global Security Operations Center (GSOC) offering. This service, based in the MaRC, provides a cost-effective approach for a client’s surveillance and response needs. Using a combination of realtime analytics, event-based technologies and the latest in threat intelligence, our security intervention specialists provide around-the-clock monitoring for a variety of situational intelligence capabilities. Q: Do you foresee a time when robots replace people to a greater extent in the security business? A: Will the advent of robots eliminate physical security officers at a site? Not any time soon, but robots are a real force multiplier by adding effectiveness and efficiency to security programs. The use of ADM technol-

Allied Universal partners with robotics companies, including Knightscope. Robots offer a physical presence as a strong crime deterrent, real-time video and audio, and a user interface. Photo courtesy of Allied Universal.

ogy augments security personnel by providing “smart eyes and ears” that enable security officers to manage information and communicate quickly and effectively. And we have a few robotics companies we partner with to give clients an option to fit their needs.

Q: Is there an Allied Universal brand that is distinct from other service providers? What is it? A: Allied Universal is there for our clients, providing unparalleled service, systems and solutions to serve, secure (Continued on page 46)

16 California Buildings News • Q4 2017

Data is Electricity of the New Economy IREM SF Conference Highlights Impressive New Uses of Technology By Kathy Mattes As an industry, commercial real estate may have been a bit late to the technology game, but it’s surely making up for lost time with sophisticated and across-the-board use of data to significantly upgrade almost every aspect of buildings operations. That was the universal theme of IREM San Francisco’s 4th Annual Asset & Property Management Symposium. With a focus on California asset management issues, it was truly the place to be, to hear from and network with the major players in our industry. As you probably know, IREM focuses both on commercial property and multifamily properties. As a result, we heard about a wide range of topics affecting both categories. The underlying theme throughout the day was technology and its impact on commercial real estate. During the keynote address in the morning, moderated by Tawni Sullivan of CBRE and Lisa Picard, CEO and President of Equity Office, made the simple statement “data is the electricity of the new economy.” This phrase was repeated several times throughout the day as being the underlying driver of what is happening in real estate. Matt Jerry, with Stockbridge, participated in the first session titled “Smart Play.” He made the comment that real estate has been “late to the game” in terms of adapting technology. Most of us in the industry know that real estate has not been an early adopter. At this point, however, asset and property managers cannot ignore it, and if they try to, their

tenants remind them of their desire to occupy a tech-savvy building. Technology drives most building operations today, as it is used to measure sustainability, building operating efficiencies, real time deal information, fire and life safety and internal reporting. Technology has rolled out into the common areas, as have tenant work and living spaces. Buildings are not only installing all the necessary hook-ups in the tenant work or living spaces, but also constructing common areas that attract tenants to work or socialize. Office building lobbies are gathering spaces for workers on a break or for informal meetings. They are also an entertainment space, a la Saleforce and their lobby graphics. Multifamily housing projects are installing laundry facilities inside apartments and using for-mer laundry rooms for an Amazon package hub, a business center/social hub or even a dog wash area. Have you walked into the management office of an office building lately? You might have noticed how quiet it is. The phone does not ring. Why? Tenants now usually place work orders online. That’s not new this year, but owners are offering lease renewals online. Prospective tenants tour vacant suites online. This use of technology may not reduce staffing, but it does allow staff to work at a higher, more thoughtful level. Picard also noted that tenant retention rates are dropping, and tenants have become more mobile. How can this happen (Continued on page 52)

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Healthier Design Helps Medical Facilities Meet Challenges By Chris Rauber

Flexibility is the name of the game as hospitals, hospital systems and other health care entities try to navigate their way through a rapidly changing— and highly uncertain—political, policy and business landscape. That’s as true in the world of health care architecture and design, as it is in other realms. With the ultimate fate of the Affordable Care Act still unclear, and market forces also unpredictable, health care organizations are turning to mechanisms such as tailored project delivery, value engineering and lean operation analysis to help them respond quickly to change, says John Sealander of the Emeryvillebased Ratcliff architecture firm. Hospitals and other health care clients are responding to employers and consumers who are looking for lower cost and more flexible outpatient settings, more retail clinics, and so-called “super clinics” that offer multiple kinds of diagnostic and treatment options in an outpatient environment, Sealander said. When facing budgetary constraints at a recent Stanford University project, for example, “we had to back off on using the highest end finishes,” he said, and instead used paper-thin wooden wall coverings that had the right look. Above: Child Life Room at CPMC Hospital is an amenity that accommodates family needs. Courtesy of SmithGroupJJR.

And within any facility, it’s important to eliminate wasted and duplicative steps, make operations as lean as can be, and match a facility’s design as tightly as possible to the work flow patterns the facility hopes to achieve. At Stanford’s new comprehensive outpatient cancer center in San Jose, for example, diagnostic and treatment areas, along with surgical suites, chemotherapy and laboratory services are all located in the same building. Patients don’t have to travel to the Stanford campus in Palo Alto, and the facility includes space for integrated care teams, and easy access to exam rooms for team members, so they can come to their patients rather than having patients move from one part of the building to another for examinations or treatment. No matter what the facility, Sealander notes, “we try to create settings as non-institutional as possible,” with an image of being fully contemporary, comfortable and non-threatening. Vince Avallone of the SmithGroupJJR, who’s working on California Pacific Medical Center’s new downtown hospital at Geary and Van Ness in San Francisco, said a key goal is

19 California Buildings News • Q4 2017

balancing use of the latest sophisticated technology with a hotel-like feeling, along with space for family and friends to stay with a patient, and for clinicians and staffers to collaborate nearby. “It’s a balance of those aspects,” he said. Use of natural light, outdoor gardens and external views promotes healing. Bringing clinical and diagnostic tools to the bedside whenever possible, which requires extra space, negates the need to ferry a patient to far-flung hospital departments. And providing a balance between care-related aspects and “family accommodations and amenities” maximizes these benefits. The new CPMC hospital will feature 60 beds on a floor, divided into smaller units and “pods” so nurses and other staffers don’t have to walk too far to get medications or Shriners supplies. Central Hospitals for hub areas for teachChildren recently ing, collaboration opened a new $77 and conversation million pediatwill keep noise levric medical cenels and distractions ter in Pasadena down in patient on the campus areas, creating of Huntington what Avallone and Memorial several of his counHospital, a facility terparts elsewhere that replaces its describes as a hotelaging children’s like “on-stage, hospital in Los off-stage” design Angeles. that keeps many The new site back-office funcincludes two Top image: Nurse hub at CPMC makes it convenient for nurses and other staff to get tions hidden from medications and supplies. Rendering courtesy of SmithGroupJJR. Lower photo: infusion ambulatory surgery patients, family membays at Stanford Hospital feature abundant natural light. Photo credit: David Hodges. rooms and six postbers and other visitors. anesthesia care suites, Another innovation, Avallone said, is using pre-op and 20 outpatient exam rooms, fitting rooms for prosthetics and post-op recovery rooms for multiple types of procedures, orthotics, and onsite radiology, child life, pharmacy and care rather than having a unique room for each specialty, implecoordination departments. But it’s designed to use inpatient mented at the new CPMC facility in a so-called universal surgical suites at next-door Huntington Memorial to avoid care unit. “Using that care unit universally, as swing space, added expense and duplication of services. allows us to be more efficient,” and helped squeeze the Notable features include a focus on outpatient settings, entire building into the available space and budget. flexible design, enhancing the patient’s and family’s expeMany of the same trends are being seen in Southern rience, and approaches that emulate the world of hospiCalifornia. tality, more than traditional hospital design, said Gina (Continued on page 48)

20 California Buildings News • Q4 2017

Fighting Germs in Medical Environments: How Patients & Professionals Can Reduce Infections 1 Ask that hospital

10 steps to reduce the risk of hospital acquired infection

staff clean their hands before treating you, and ask visitors to clean their hands, too.

All caregivers should clean their hands before treating you. Alcoholbased hand cleaners are more effective at removing most bacteria than soap and water. If caregivers have pulled on gloves without cleaning their hands first, the gloves are already contaminated before they touch you. 2 If you’re visiting a friend or loved one in the hospital, don’t bother bringing candy and flowers. Instead, bring a canister of bleach wipes. Wiping down the surfaces around the bed, including the bedrails, call button and television controls, will remove dangerous bacteria that could cause an infection. 3 If you need a “central line” catheter, ask your doctor about the benefits of one that is antibiotic-impregnated or silver-chlorhexidine coated to reduce infections. 4 Beginning three to five days before surgery, shower or bathe daily with chlorhexidine soap. Various brands can be bought without a prescription. It will help remove any dangerous bacteria you may be carrying on your own skin. 5 Ask your surgeon to have you tested for methicillinresistant Staphylococcus aureus (MRSA) at least one week before you come into the hospital. The test is simple, usually just a nasal swab. If you have it, extra precautions can be taken to protect you from infection. 6 On the day of your operation, remind your doctor that you may need an antibiotic one hour before the first incision. For many types of surgery, a pre-surgical antibiotic Photo credit: Getty Images/alphaspirit.

is the standard of care, but it is often overlooked by busy hospital staff. 7 Ask your doctor about keeping you warm during surgery. Operating rooms are often kept cold, but for many types of surgery, patients who are kept warm resist infection better. This can be done with special blankets, hats and booties, and warmed IV liquids. Do not shave the 8 surgical site. Razors can create small nicks in the skin, through which bacteria can enter. If hair must be removed before surgery, ask that clippers be used instead of a razor. 9 Avoid touching your hands to your mouth, and do not set food or utensils on furniture or bed sheets. Germs such as “C. Diff” can live for many days on surfaces and can cause infections if they get into your mouth. All caregivers should clean their hands before treating you. 10 If you must have an IV, make sure that it’s inserted and removed under clean conditions and changed every 3 to 4 days. Your skin should be cleaned at the site of insertion, and the person treating you should be wearing clean gloves. Alert hospital staff immediately if any redness appears. Information provided by the Committee to Reduce Infection Deaths. More information at https://hospitalinfection.org/ Added note: California hospitals have been required to report hospital acquired infections to the California Department of Health and NHSN since 2008. The information is available online here: http://www.cdph. ca.gov/programs/hai/Pages/HealthcareAssociatedInfections.aspx, and you can check individual hospital performance here: http://www.cdph.ca.gov/programs/Pages/ MyHospital411Infections.aspx. The information is also available using NHSN Hospital Compare http://www.medicare.gov/hospitalcompare/search.html. For more information, visit: http://www.dhs.ca.gov

21 California Buildings News â&#x20AC;¢ Q4 2017

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Better School Design Can Boost Learning Kindergarten-Through Grad School… Facility Surroundings Can Stimulate Education Just as we are learning that employees perform at a much higher level when they work in a healthy environment with a design and technology that fosters productivity, that goes double for students, whose brains are capable of soaking up knowledge at a much higher rate than adults. “Technology strategy is a vital element of educational facility design,” says Traci Vogel, content manager at TEECOM, one of California’s leading technology companies that facilitates better architecture. “At the university level, technology supports not just pedagogy, but research. For UC Merced’s new Classroom and Office Building 2, which houses interdisciplinary instruction and research, TEECOM designed integrated telecommunications infrastructure and audiovisual systems including a 90-seat Technology Enabled Active Learning (TEAL) classroom and a Wide-Area Visualization Environment (WAVE) laboratory. WAVE uses a curved wall of 20 4K screens to immerse users in virtual reality. It can be used to power virtual archeology field visits, explore a 3D model of microstructures in the human brain, or to work on Big Data projects with CERN. The WAVE system connects to the Pacific Research Platform, a high-speed research network of UC campuses for collaborative science.

University Design Richard Cummings, director of strategic communications at UC Merced, explains further, “At the University of

California, Merced, the newest campus in the UC system, design is being used to enhance learning outcomes as part of an unprecedented capital project. “One year ago, the campus broke ground on a $1.3 billion expansion that will nearly double the campus’s size. In order to expand the learning environment beyond a standard lecture hall, the design team created a network of buildings that feature classrooms on the ground floor with housing for 1,700 students above. The classrooms — most of which are day lit in order to promote physical and mental health —have an average room size of 30 seats. “Supplementing the small-scale classrooms are a variety of “technology enabled active learning” (TEAL) classrooms. Modeled after examples popularized at Massachusetts Institute of Technology, the TEAL rooms include rectangular work tables along outside walls to encourage collaboration in small groups. Each table features IT connectivity, cameras and flat screen monitors which enable instructors to easily have an entire class focus on one group’s work or share ideas.” When complete, the project will enable the 8,000student campus to expand enrollment to more than 10,000 by 2020.

Community College Design The same sort of design principles are at work at the Riverside Community College District’s Culinary Arts Academy and District Offices. The four-story Culinary Arts and District Offices (CAADO) building features office space and instructional programs in a new state-of-the-art facility. The ground floor is taken by the Culinary Arts This page and following page show UC Merced Campus . Left: TEAL classroom harnesses tech innovations. Above right: New student residences are arranged along a mixed-use street. Lower right: ground floor classrooms in residence halls will promote learning. Photo credit: Bruce Damonte.

23 California Buildings News â&#x20AC;˘ Q4 2017

Academy featuring classrooms, kitchens, a bakery and a restaurant open to the public located on a prominent corner. The second and third floors consolidate the district administration functions in one location, including the Chancellorâ&#x20AC;&#x2122;s Suite. On the top floor, a shaded deck and vegetated roof accommodate special events and performances, allowing the district and community to host celebrations and open-air events. A shingled glass tower element anchors the project to the corner (Continued on page 24)

24 California Buildings News â&#x20AC;˘ Q4 2017

Better School Design (Continued from page 23)

Clockwise from top right: the four-story Culinary Arts and District Offices (CAADO) building. Culinary Arts Academy classroom. CAADO kitchen. Photo credit: LPA, Inc./Costea Photography.

giving passersby an iconic point of reference, marking the entry to the restaurant and providing shade for the rooftop event deck. CAADO was awarded LEED Silver certification. This was designed by LPA, Inc. High School Design ing was constructed to better suit the needs of students. John C. Fremont High School was established in This building now houses the schoolâ&#x20AC;&#x2122;s library, career center, 1924 and has a rich history within the Los Angeles student store and food services. The modern library is rich Unified School District (LAUSD). As an invaluable resource in technology and to the surrounding has an abundance of community, the natural light, with a district established quiet and higha vision for transefficiency heating and forming the campus cooling system. The into a 21st century indoor dining hall educational environallows direct access ment. Architectural to exterior gathering firm LPA collaborated spaces with the use with school faculty of overhead sectionand administration al doors. In January to develop a solution 2017, the $72 million that is safe and project received a sustainable. LEED Gold certifiIn addition to the cation, according to renovations at the Carina Calhoun, main classroom buildpublic relations & ing and the gymnasicommunications speModern library at John C. Fremont Hight School has abundant light um, a new two-story cialist at LPA, Inc. n and technology features. Photo credit: LPA, Inc./Costea Photography. Student Commons build-

25 California Buildings News • Q4 2017

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26 California Buildings News • Q4 2017

Association News

California’s IFMA Members Lead The World in 2017 Awards Honorees Show Leadership in Facility Management in Many Ways The International Facility Management Association of San Diego was named best large chapter in the world, and SAP’s Director of Facilities Management (and a California Buildings News contributing editor) Larry Morgan of Pleasanton won the Distinguished Member Award at IFMA’s annual World Workplace Conference and Expo in Houston. Other California winners included Associate Member Award winner Christian Pellecchia, vice president of operations at Slatter Construction in Santa Cruz, and Diane Coles-Levine, who won the Distinguished Author Award for her instructional materials. She is president of Workplace Management Solutions in the Los Angeles Area. “2017 ushered in what I am calling, ‘The Year of Communication.’ At IFMA, we’ve examined every channel of our communications. Our chapters, councils and communities are experiencing the same challenges that Larry Morgan, winner of the we face as a global organizaDistinguished Member Award. tion,” said IFMA President and CEO, Tony Keane. “This year’s award recipients are no strangers to this fast-paced climate, and have persevered to achieve excellence—both in their work and in their contributions to IFMA and the FM industry.” IFMA is the world’s largest and most widely recognized international association for facility management professionals, supporting 24,000 members in more than 100 countries. This diverse membership participates in focused component groups equipped to address their unique situations by region (134 chapters), industry (16 councils) and areas of interest (six communities). Together they manage more than 78 billion square feet of property and annually purchase more than US$526 billion in products and services. For Californians to shine amid such a competitive environment is indicative of the high level of facilities management that is practiced throughout the state, since the honorees ranged from the Bay Area to San Diego. Best chapter awards are presented to the two chapters (those with fewer than 200 members and those with more than 200) that excel in membership marketing, professional

development, newsletter publishing and Web communication. Additionally, these chapters meet or exceed membership expectations, are fiscally responsible, communicate to their membership a clear strategic plan and implement its action items. They also maintain quality growth, are innovative in raising funds and have a high percentage of members attending and participating in meetings. The judging panel consists of an IFMA staff person and six IFMA champions who have experience in chapter leadership positions. The Distinguished Member Award— received by Morgan —is presented to a member or associate member who has provided sustained, outstanding leadership to a chapter, council and/or the association at the international level. This person is highly valued by his or her company, IFMA and the facility management profession. This individual keeps current on changes in the facility management profession and educates other IFMA members and peers. Recipients demonstrate the best in leadership and ethics. The judging panel consists of the IFMA executive committee and the immediate past IFMA chair. Associate Member of the Year Award, given to Pellecchia, is presented in recognition of voluntary contributions to IFMA at the local, regional, national or international level. These contributions may include sponsoring programs or educational offerings, presenting innovative sessions on FM-related topics, sponsoring educational research or scholarships, providing technical assistance to members or serving as chapter or council officers or committee members. The judging panel consists of an IFMA staff member and four IFMA champions. “I won the award because of my contributions in workforce development for facility managers and for being the chair of the award-winning programs for IFMA Silicon Valley for over two years,” says Pellecchia. The Distinguished Author Award was given for the book, “Work on the Move: Driving Strategy and Change in Workplaces,” which earned co-editors Nancy Johnson Sanquist and Diane Coles Levine the 2012 Distinguished Author Award. The book started a movement of forward-thinking FM professionals dedicated to improving the workplace. The follow-up, “Work on the Move 2: How Social, Leadership and Technology Innovations are Transforming the Workplace in the Digital Economy,” is the collaborative effort of 15 international experts. Edited by Sanquist and Levine, it’s a guide to understanding how to think differently, use new tools, create new ideas in the face of change, and form alliances between all workplace professionals to create high-performing workplaces. n

27 California Buildings News • Q4 2017

BOMA San Diego Announces TOBY Winners The San Diego Building Owners and Managers Association (BOMA) recently celebrated its Annual TOBY® & Membership Awards Gala, recognizing three commercial properties with local Outstanding Building of the Year (TOBY®) Awards. Judging for the TOBY® Awards is based on community impact, tenant/ employee relations programs, energy management systems, accessibility, emergency evacuation procedures, building personnel training programs and overall quality indicators. A team of expert industry professionals also conducted comprehensive building inspections. The following properties were honored with local TOBY® Awards: u 100,000–249,000 square feet category: Nobel Executive Center, owned by Property Reserve, Inc. and managed by Jesse Neville, CBRE u 500,000–1,000,000 square feet category: The Plaza, owned by Irvine Company Office Properties and managed by Dan McCurdy, Irvine Company Office Properties u Earth category: La Jolla Commons II, owned by JP Morgan and managed by TOBY winner La Jolla Commons, managed by Hines. Photo credit: John Durant. Teri Ososkie, Hines These local winners will advance to the regional competition where one winner from each local competition will advance to the eight regional competitions. The winners of the regional contests will then advance to the international competition where one winner will be awarded the prestigious BOMA International TOBY® Award at the 2018 Every Building Conference & Expo to be held on June 23 – 26 in San Antonio, TX.

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28 California Buildings News • Q4 2017

Association News

Growing Real Estate’s Workforce Ensures Industry Strength New Educational Programs Combine Coursework with Real-World Experiences As new buildings rise on the Bay Area skyline, Students in the Commercial Real Estate Fellows students at SF State are preparing for careers in Program, who are about to finish their first term, gain commercial buildings, thanks to the CREATE real-world knowledge by touring commercial buildings (Commercial Real Estate and other activities. In Alliance for Tomorrow’s addition, many real estate Employees) Certificate firms offer internships Program that was launched that help students develop in 2012 — and a new skills and often lead to Commercial Real Estate entry-level jobs. Fellows program launched Groups supporting this fall. Building on the CREATE’s mission include success of the wait-listed BOMA San Francisco, certificate program, the new BOMA Oakland/East Bay, Fellows Program is open NAIOP San Francisco Bay SF State commercial real estate students tour 333 Bush Street, a to all 6,000 students in SF Area Chapter and IREM. premier San Francisco property managed by Tishman Speyer. State’s College of Business. To learn more or to In the Fellows program, seasoned professionals from volunteer your time or funding in support of both the CRE the Building Owners and Managers Association (BOMA) Fellows Program and the CRE Certificate Program, contact and other associations teach segments on communicaMarc Intermaggio (mli@boma.com) or visit www.createtions, property management, leasing and marketing, teamworkforce.org. See https://cob.sfsu.edu/resources/careerwork, asset management and construction management. services/create-fellows for more on the Fellows Program.

Top CRE Lobbyist Cleaveland Transitions After two decades as the political director of the Building Owners and Managers Association of San Francisco and one of the industry’s most respected advisors in Sacramento and Washington, Ken Cleaveland is retiring from BOMA and is offering his counsel to others. He is also expected to continue to be a sometime resource to BOMA. During a political star-studded sendoff hosted by BOMA in San Francisco, Cleaveland was described by everyone from San Francisco Mayor Ed Lee to representatives of members of the California Legislature and the U.S. Congress as a wise advisor and lobbyist who has played a major role guiding commercial real estate toward growth and prosperity—often during turbulent times. Cleaveland was described by a congressional insider as “a voice of reason in a sea of change...a policy whisperer.” And in what must be a record in politics, Cleaveland’s longtime boss and associate Marc Intermaggio, executive vice president of BOMA San Francisco, said in all his years knowing him, he’d never heard him say a bad word about anyone.

Left: Mayor Lee. Right: Cleaveland.

29 California Buildings News • Q4 2017

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Association News

California Buildings News • Q4 2017

AIA-San Francisco Confers Community Awards The American Institute of Architects of San Francisco named recipients of its 2017 Community Alliance Awards program, including naming Community Arts Stabilization Trust and San Francisco Department of the Environment as the recipients of the program’s top honor, the AIASF Alliance Award. Honorees included: ALLIANCE AWARD – To recognize individuals, firms or organizations outside the profession who have made significant contributions to the improvement of the Bay Area’s built environment: Community Arts Stabilization Trust + San Francisco Department of the Environment CHAPTER SERVICE AWARD – To recognize the work of an individual who, by their skill, professionalism, dedication, ability and commitment, or volunteer contributions, have consistently advanced the common goals of AIA SF: Ed Ong, FAIA + Joel Tomei, FAIA CITIZEN ARCHITECT AWARD – To recognize an individual who uses insight, talent, training, and experience to contribute meaningfully, beyond self, to the improvement of the community and human condition: David Meckel, FAIA, California College of the Arts FIRM ACHIEVEMENT AWARD – To recognize an architecture firm for outstanding contributions to the community, advancement of the profession, intern development, or for producing distinguished architecture: David Baker Architects Top photo: San Francisco PUC Building. Photo credit: San Francisco Department of the Environment. Lower photo: Potrero 1010 Apartments, a project of David Baker Architects. Photo credit: Bruce Damonte.

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31 California Buildings News • Q4 2017

LA USGBC Awards Feature Wellness, Sustainability consuming fixtures and landscaping, smart material The Los Angeles Chapter of the U.S. Green Building selection, and indoor/outdoor gardens. Council (USGBC-LA) presented its 7th Annual Sustainable w Multiple exercise and team activity options, along Innovation Awards (SIA) across eleven categories, with two with bikeshare, are part of Projects of the Year awarded: the expanded wellness program, to the first Zero Net Energy and participation has increased multi-family, affordable from 15% to 35%. housing project in The WELL certification has Los Angeles, the Silver also encouraged staff to collabStar Apartments (New orate on initiatives such as a Construction), and to RDCMonthly Book Club, a Biggest S111 Urban Office (Existing Loser (weight loss) program, a Building) that adapted an Garden Club, etc. existing building to transform “The Sustainable Innovation a company’s traditional office Awards recognize projects that go model into a WELLnessabove and beyond credit achievefocused transparent workment. The project teams honored space. L.A.’s “Oscars” of green this year employed creative stratebuilding, the awards affirm a The award-winning RDC-S111 Urban Office project. gies that we hope will inspire the project team’s commitment to Photo credit: Fotoworks By Benny Chan. design and construction commua sustainable built environment, nity to push the limits of standard practice. Thank you to all and reflect the chapter’s emphasis on energy & water savwho submitted projects for consideration,” says SIA co-chair ings, air quality, good design, and community engagement. Patti Harburg-Petrich of BuroHappold, As of this year, the SIAs are also now open to projects certified under any sustainability rating system. Silver Star, a newly-constructed LEED Platinum project of 49 apartments for former homeless veterans is also becoming Living Building Challenge Energy Petal Certified. Expected to be a benchmark for high-performance affordable housing, Silver Star demonstrates how exceptionally high-performance, high-quality homes can be achieved on budget and on schedule through thoughtful design with attention to detail. Highlights include: and generate long term savings w First commercial on-site greywater system to be permitted in the City of Los Angeles w Carbon neutral building w Implemented stormwater quality infiltration feature to capture 100% of stormwater w PV system designed to offset 105% of all site energy use and has the resiliency of battery storage if power from sunworks the grid is lost. 25 years The adaptive-reuse RDC-S111 Urban Office, LEED WARRANTY Whole Foods | Roof Mount Solar System Platinum certified and Gold WELL certifying, shifted its As you conduct your daily business, we are here to help location and design concept to allow creative teams to utiyou succeed. Commercial solar projects yield long term lize one shared space and to align their values of connectivsavings, tax benefits, and near-zero electricity rates. ity to local community. Highlights: Sunworks has completed solar solutions that lower operating costs while optimizing crucial real estate for w Repurposed a vacant Nordstrom Rack into their mission critical business practices. workspace, leaving behind a corporate tower, now provides connection to the neighborhood and community. 866.600.6800 | sunworksusa.com w Design features include daylighting, low water CA Lic# 441690

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33 California Buildings News • Q4 2017

What Are We Doing to Cure the Workforce Gap? By Bob Dills I would like to share provide a better world for her little girl and had recently my thoughts about what moved to Redwood City as she completed her studies. the GROW Organization GROW was able to arrange an internship in the accountis doing to cure the working department of a specialty building contractor’s office, force gap in the facilities where she absolutely excelled. She and her daughter are management profession. spending some time bonding now, but there is a job waiting Frankly that is a huge for Jessica whenever she is ready. objective, and I’m happy to Another of our proud recent interns is Shir. Well, say that at GROW we are actually Shir’s position extended into a full-time contract only a small part of a large position which may last as long as two years, but more community striving to refill about that later. the ranks. And the mission Shir grew up in Kabul, Afghanistan and during high of GROW involves attractschool, he heard the U.S. Special Forces were recruiting for ing talent to a wide range of built translators to serve on the battlefield. environment careers, not in facility Shir speaks and reads English, Pasto “The mission of GROW management alone. and Dari (Farsi), so he immediately We have an expanding workforce jumped at the chance to serve and involves attracting talent gap in many of the built environment potentially better himself. He left to a wide range of built professions, from design and architecbefore completing his high school ture, throughout the building trades, studies and served with valor for environment careers, and all of the sustaining services for more than five years. He cherishes not in facility managethe buildings we create and maintain. the nearly two dozen letters of recI certainly feel it in my own HVAC ommendation from the officers he ment alone... We have an company, with several of our most served. In one of the letters, a general expanding workforce gap experienced and valuable technicians speaks of him as Mikey, the name in many of the built retiring in the past couple of years. they provided to help shield his true None of these roles are easy to fill. identity for the safety of his family at environment professions.” I had the honor of co-founding the home. The general speaks of Mikey GROW Organization along with Julie resupplying depleted ammunition O’Loughlin in 2013. This effort began as her dream to grow to his soldiers on the battlefront, citing bravery for which the built environment professions to better reflect the commedals are awarded to soldiers. This is one of many times munities in which we live and work. That led to the creation in which Shir saved the lives of our men who are now home of a Diversity Mentoring and Scholarship Program within safely with their families because of “Mikey’s” courage. IFMA Silicon Valley a few years before we expanded the After completion of his five-year assignment, Shir was services we could provide by spinning off as an independent able to emigrate to the Bay Area with his young wife and 501(c)(3) public charity. GROW comes from what we strive infant son. He came to the attention of GROW Board to provide to young adults from underserved communities: Member Melody Spradlin who arranged for Shir to obtain a guidance, resources, opportunities and work. Our services position on the construction commissioning team at Gilead, include mentoring, internships and scholarships. a global pharmaceutical company. At Gilead, a group of his I should tell you about two of our most recent interns. teammates serve as his mentors and tutors as Shir works When we met Jessica, she was completing her business to obtain his GED, in order to go onward to his dream of administration classes at Job Train in Menlo Park. Job becoming a construction engineer. Train is a charity providing workforce training with which Shir is an inspirational speaker and tells of how he GROW has partnered. often looks up from his desk, feeling like he is dreaming. Jessica was an expectant mother, soon to greet her first Surrounded by engineers and not fearing today is the day child, a daughter. Jessica grew up in Richmond, CA which he will die. He is so proud of the life he is building here has some very troubled streets. She was determined to for his family! (Continued on page 46)

34 California Buildings News • Q4 2017

What is Biophilic Design…and Why Is It Important? The recently published “Creating Biophilic Buildings” case history book illustrates examples of how the indoors and outdoors can and should be better integrated to promote richer buildings experiences. It was inspired by the International Living Future Institute and was published by Ecotone Publishing. An excellent example of this new design style can be found in Los Altos. The David & Lucile Packard Foundation headquarters is a building that embodies the values that the Foundation supports; one that connects to the context of Los Altos and responds to the California climate. The building takes design inspiration from the “California Living” homes of the 1960s, which emphasized an orientation to the landscape and

indoor-outdoor connections. The design team placed an emphasis on beauty and on creating a pleasurable workplace. Comprised of two narrow, forty-foot wide office wings organized around a central courtyard, the design ensures all occupants are within easy reach of daylight, views, and operable windows. Detailed studies were undertaken to test alternatives and optimize the building wings’ length, width, and height to ensure a pleasant and welcoming outdoor environment throughout the year. The resulting floorplan layout takes into account both winter warmth and summer cooling and emphasizes spaces that blur the lines between indoors and outdoors.

35 California Buildings News • Q4 2017

“We took that typical eighty-foot-wide floor plate with private offices on the outside and big workstations on the inside and thought, what if we divide it and pull it apart and create a courtyard in the middle of two forty-foot-wide bays, and then really stretch out this building so there’s landscape on the inside and on the outside,” says Brad Jacobson, associate principal at EHDD.

David & Lucile Packard Foundation headquarters. Opposite page, top left: interior emphasizes indoor-outdoor connections. Photo credit: Jeremy Bitterman. This page, top photo: Outdoor meeting space on the courtyard. Photo credit: Jeremy Bitterman. Lower photo: back view with natural landscaping. Photo credit: Terry Lorant, courtesy of the David & Lucile Packard Foundation.

36 California Buildings News • Q4 2017

Next Big Cities are Smaller, Younger, Highly Educated ULI and PwC US Survey Reveals New Trend Away From Most Big Metros “Smaller and Secondary” are the leading themes running through this year’s top cities in the latest Emerging Trends in Real Estate® 2018, released recently by PwC US and the Urban Land Institute (ULI), with Seattle taking the top spot this year, thanks to its job opportunities, diverse economy and young, educated workforce. The city, number four last year, ends Texas’ hold as number one over the past three years with Austin (2017) down a position to number two and Dallas/Fort Worth (2016) now at number five. Houston (2015) drops to 60, a fall attributed to the disruption in the energy industry. Los Angeles (the largest metro on the list) and San Jose ranked 7th and 8th on the top 10. Manhattan experienced the largest year-over-year negative move to number 46, due to the high cost of assets and

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over-saturation of construction in the area, with what many interviewed said were “too many cranes in the skyline.” “The growing interest in smaller cities by real estate investors is influenced by their relative affordability, coupled with a concentration of young, skilled workers,” says Mitch Roschelle, PwC Partner and Co-Publisher of the report. “The diverse, robust economies of these smaller cities make them very desirable to investors.” “The trend of smaller markets displacing larger ones as investment hubs is setting a new course for urban development that is reshaping cities across the nation,” said ULI Global Chief Executive Officer Patrick L. Phillips. “These cities are positioning themselves as highly competitive, in terms of livability, employment offerings, and recreational and cultural amenities.” Top Trends from the Report Include: s The Gen Z Effect on Retail and Work Space: For brick and mortar stores to succeed, they will need to transform to meet the needs of the “gadgeteria” ethos of this generation with omni-channel, social media worthy shopping experiences. Workplace design will also be affected. Where millennials were all about collaborative, open workspaces, Gen Z appears to want more structure, suggesting a return to offices (with doors) and more personal office space. s A Housing Shortage: With millennials and Gen Z numbering 150+ million and the baby boomers remaining in their homes longer, the younger generations are meeting a housing shortage, an opportunity for homebuilders willing to scale product to their preferences — smaller and more energy-efficient homes, townhouses, condos, and “affordable” starter homes. s Multifamily Remains a Strong Investment: With a need for more affordable rental units for the millennials and Gen Z, multifamily housing prospects remain strong, especially in secondary markets like Pittsburgh, Salt Lake City and Fort Lauderdale. s Senior Housing Momentum Growing: A demand for more senior housing tops the list of all residential segments as present inventory does not meet the needs of this group that is projected to grow by 25 million in the next 15 years. Now in its 39th year, Emerging Trends in Real Estate® is one of the most highly regarded annual industry outlooks for the real estate and land use industry. It includes interviews and survey responses from more than 1,600 leading real estate experts, including investors, fund managers, developers, property companies, lenders, brokers, advisers and consultants. The Urban Land Institute is a nonprofit education and research institute supported by its members. Its mission is to provide leadership in the responsible use of land and in creating and sustaining thriving communities worldwide. Established in 1936, the institute has nearly 40,000 members worldwide representing all aspects of land use and development disciplines.

37 California Buildings News • Q4 2017

Million Office sf by MSA

Apartments units by MSA

Los Angeles

414 M

Los Angeles

906,952

San Francisco

168 M

San Diego

250,529

Orange County

156 M

Orange County

236,459

San Jose 123 M East Bay 163,659 San Diego

115 M

Inland Empire

157,178

East Bay

111 M

San Francisco

156,990

Sacramento 103 M San Jose 137,291 Inland Empire

74.4 M

Sacramento

125,589

Fresno

27.5 M

Fresno

50,211

Santa Rosa

17.6 M

Stockton

23,071

Stockton

12.5 M

Santa Rosa

20,715

Santa Barbara

12.3 M

Vallejo-Fairfield

17,616

Commercial Real Estate by the Numbers

San Rafael

12.2 M

Santa Barbara

16,985

Modesto

8.5 M

Modesto

14,853

Vallejo-Fairfield

8.3 M

San Rafael

14,793

Data Courtesy of the CoStar Group

Northern CA by region

San Francisco

East Bay

California

168 M

163,659

San Jose 123 M San Francisco 156,990 East Bay

111 M

San Jose

137,291

Sacramento

103 M

Sacramento

125,589

Santa Rosa

17.6 M

Santa Rosa

20,715

San Rafael

12.2 M

Vallejo-Fairfield

17,616

Vallejo-Fairfield

8.3 M

Modesto

14,853

Modesto

8.5 M

San Rafael

14,793

551.6 651,506 Southern CA by region Southern CA by region Los Angeles

414 M

Los Angeles

906,952

Orange County

156 M

San Diego

250,529

San Diego

115 M

Orange County

236,459

Inland Empire

74.4 M

Inland Empire

157,178

Santa Barbara

12.3 M

Santa Barbara - CA

771.7 M

16,985 1,568,103

Photo: Getty Images/adamkaz.

IREM SF Program Highlights Cyber Crime Threats As a building manager or purchaser for your company, the threat of cyber crimes should be on your radar screen. IREM San Francisco heard from FBI Special Agent LuAnna Harmon at a recent program about the most prevalent cyber threat facing businesses today: Business Email Compromise (BEC) and best business practices to prevent the crime. Most targeted are companies that do wire transfers. Ransom-wear is being developed by “bad guys,” Harmon said. These cyber criminals use IP addresses to take down businesses, including banks. Cyber criminals demand that you pay ransom to get your business data back. Most worrisome

is that IP6 devices—anything from a cell phone to an appliance—will have an IP address that may be captured. Harmon said that “cyber attacks are difficult for law enforcement” and that the FBI does not recommend paying ransom. Some advice for business: Back up your data off-site. Do not allow employees to take laptops home. Train employees not to click on suspicious links. Beware of “spoofing,” which is changing a few letters in a familiar email address. Remember that the Cloud is not safe; it’s just a server. If you are a victim, you should submit a claim right away to the FBI at its Internet Crime Center website — ic3.gov.

38 California Buildings News • Q4 2017

What’s Next in Building Resilience? California’s Code Provides Safety but Not Necessarily Functionality After a Quake By Stacy Bartoletti, CEO and Principal, Degenkolb Engineers and Laurie Lumish, Director of Business Development, Degenkolb Engineers Stacy Bartoletti

What does resilience mean and why has it become such a popular buzz word? A search on Merriam Webster defines resilience as “an ability to recover from or adjust easily to change.” Our interest is in the resilience of communities and the role our building stock plays in the ability of our communities to recover from change. Large natural disasters such as the recent hurricanes in the southeast, wild fires in northern California, and earthquakes in Mexico are the agents of change and how communities recover from disasters like these are heavily influenced by the performance of buildings. Following natural disasters we need places to live, go to school, conduct commerce, convene authorities, and treat the sick and injured. The performance of our building stock plays a key role in serving these needs and is heavily influenced by our laws, construction practices, and willingness to plan and invest in resilience. The National Institute of Standards and Technology (NIST) recently completed a multi-year effort to develop a Community Resilience Planning Guide for Buildings and Infrastructure Systems (https://www.nist.gov/topics/community-resilience). It outlines a six-step process which takes a broad approach from building a team to understanding the condition of the built environment to preparing and implementing on a resilience plan. Within that context the expected performance of the existing building stock and new buildings is critical. The responsibility for determining the minimum performance expectation for buildings has generally been taken at the state and local level. For new construction and renovation of existing buildings, model codes are generally developed at a national level and modified and adopted at the state or local level. In the case of California, new construction is governed by the 2016 California Building Standards Code. The California Building code does not explicitly define the expected seismic performance for new buildings; however, it is generally understood by the design community that the code is providing safety but not necessarily functionality following an earthquake. Past earthquakes in California have driven the state to enact legislation aimed at increasing the expected seismic

Laurie Lumish performance of certain building types beyond code, specifically schools and hospitals. The Division of State Architect (DSA) and the Office of Statewide Health Planning and Development (OSHPD) were created following impactful earthquakes; the 1933 Long Beach and the 1971 Sylmar Earthquakes respectively. As a result, newer California schools and hospitals are expected to perform at a higher level and contribute in a positive way to community resilience. California has also gone one step further and required the evaluation and enhanced seismic performance of hospitals designed and constructed prior to the creation of OSHPD through SB 1953 legislation passed in 1994. Statewide measures are important for improving resilience; however, recent activities in California indicate that local community actions may be more far reaching. Several cities, particularly in the western U.S., have instituted mandatory seismic regulations including San Francisco and Los Angeles. San Francisco’s Resilient SF and Earthquake Safety Implementation Program were part of the HUD’s initiative to develop community centric plans. The 30-year ESIP program sets out a plan for soft-story and school seismic evaluations, legislation already enacted, as well as a plan for non-ductile concrete, and Unreinforced Masonry (URM) ordinances. In 2016, Los Angeles passed one of the most stringent seismic ordinances. It requires the seismic retrofit of non-ductile concrete, soft-story, and pre-Northridge steel moment frames. Different portions of the ordinance are being phased in and evaluations of non-ductile and soft-story buildings has already begun. The next big steps in resilient communities is likely to come from the local level, such as those noted above, focused on specific needs. A model for this would be the Rockefeller Foundation’s 100 Cities program, that identifies economic and social resilience needs in global cities, https://www.rockefellerfoundation.org/our-work/initiatives/100-resilient-cities/. In California, that puts an emphasis on natural hazard mitigation such as earthquakes, drought, and wildfire. n

39 California Buildings News • Q4 2017

Innovative Cleaning Products Promise Safer Environments Other Products Increase Efficiency, Reduce Costs & Automate Services

Many of the cleaning industry’s most cutting-edge products were recognized at ISSA/INTERCLEAN’s North American trade show and convention in September in Las Vegas. Its Innovation Award Program cited the cleaning industry’s most innovative products and services as voted on by cleaning-industry distributors, building service contractors, in-house service providers, and residential cleaners. The program features new products and services from top manufacturers and suppliers throughout the cleaning industry. Entries are organized into five categories: cleaning agents, dispensers, equipment, services and technology, and supplies and accessories. “On behalf of the ISSA staff, I congratulate this year’s winners,” said ISSA Executive Director John Barrett. “We’re happy to offer a backdrop for highlighting new trends in the cleaning industry and the companies that produce these advances. ISSA/ INTERCLEAN provides the perfect venue, with so many industry professionals and press gathered in one place.” (See winners at right and on page 50.)

The winners were, by category: Cleaning Agents: Stone Floor Protection System by 3M Commercial Solutions Division Dispensers: enMotion® Flex Paper Towel System by GP PRO Equipment: Doodle Skate by Square Scrub Services & Technology: Business Intelligence Software by CleanTelligent Software Supplies & Accessories: Self-Cleaning Surfaces for Travel and Hospitality by NanoTouch Materials ISSA’s Innovation of the Year Award: Clorox® Total 360™ System by Clorox Professional Products Company Visitors’ Choice Awards: w i-mop XXL by i-team Global w Robotic Vacuum by Makita USA w Doodle Skate by Square Scrub w Spill Mop by Rubbermaid Commercial Products w Clorox® Total 360™ System by Clorox Professional Products Company

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40 California Buildings News • Q4 2017

Association News

BOMA OEB Members Get Glimpse of The Future Technology Said To Disrupt Commercial Real Estate, Requiring New Perspectives Commercial real estate has been “historically slow to adapt to technology, but technology is coming our way,” Mike Meyer, president of BOMA Oakland/East Bay, said recently. The changes that are coming will mean that the role of a property manager “will change dramatically,” he predicted as part of his introduction at a recent BOMA luncheon entitled “Technology Disruption.” The “Technology Disruption” and “Internet of Things” are areas the BOMA OEB Board has been exploring as it embarks on strategic shaping for 2018 and beyond. Shelly Alcorn, the speaker for the day, facilitated 2 ½ days of strategic thinking with the Board this year. The Board is working with the committee leadership on the key areas and questions from these sessions that will affect the future of BOMA OEB and its members. There are currently more than 2,000 new companies focusing technology products and services on how commercial buildings are designed and operated, Meyer said he learned at last summer’s BOMA International Conference & Expo. Futurist Shelly Alcorn, acknowledging the enormous growth in the tech sector, opened her presentation by saying that the problem is not any lack of innovation, but the way the human brain is wired to accept and utilize it. People and companies will face exponentially massive tech-induced change throughout the economy, she said, causing enormous displacement of entire occupations. Whole categories of people, such as attorneys and accountants, will soon be replaced with technology. She quoted a McKinsey & Company study that says 50% of the world’s workplace will be affected in some way by changes in the coming years. “What will we do with all these office buildings with no one working in them?” she asked, exaggerating to make her point that many fewer jobs done now will be needed throughout the economy, affecting workplace configurations. “Every service you offer is on a declining curve,” she said. On the plus side, the futurist observed that new tech always brings new jobs, like tech support. Many of the new technologies that will disrupt current business practices arise from the application of artificial

intelligence technology to everyday tasks. We are already seeing this with robots in buildings’ lobbies and parking lots that produce information and surveil perimeters. Alcorn said there have been impressive technology breakthroughs in memory, attention, concepts, planning, navigation and even imagination that will transform the way we work, using machines. These developments are outrunning our expectations, she said, noting that “Google’s AI is creating its own AI, because programmers cannot do a good enough job.” IBM Watson, she noted, is getting even better at medical diagnosis than physicians. Major New Technology Impacts on CRE In an interview following her BOMA presentation, Alcorn listed the following future tech trends that building operators can anticipate: n “The biggest impacts will have to do with “how work is

done” and what resources tenants will be expecting. It will focus much less on “furniture” and much more on technological capability within the building itself. n Working environments will be much more sterile and

interchangeable. n Artificial intelligence agents will become an integral part

of your customer service strategies. They will be able to handle customer inquiries, requests, billing, etc. n 3-D printed buildings that are environmentally sound.

Coming impacts of climate change mean people should re-evaluate where their real estate is, and whether or not they are implementing solar/wind, urban gardening resources within the buildings, etc. Office spaces will need to change to accommodate concerns of incoming generations who believe space should be relationship based. n Last but not least, “blockchain” will be revolutionizing

contracts, payments and the entire system of commercial real estate finance. It has the potential to impact every single aspect of finance including sales, contracts, payments, escrow, title, etc. China just recently announced they are prototyping blockchain to collect taxes, etc., and that is a huge sea change that can’t help but accelerate adoption around the world.”

41 California Buildings News • Q4 2017

Study Says Historic Buildings in LA, Other Metros Drive Revitalization Partnership for Building Reuse Identifies Solutions to Complex Urban Challenges A new report released at a national Urban Land Institute conference in Los Angeles highlights strategies to promote building reuse, including new policies, incentives, and tools to unlock the hidden potential of older buildings in American cities. Untapped Potential: Strategies for Revitalization and Reuse is the culmination of a five-year partnership between the National Trust for Historic Preservation and the Urban Land Institute (ULI) to strengthen reuse as a force for urban revitalization. Launched in 2012, the Partnership for Building Reuse was an interdisciplinary initiative, bringing together policymakers, developers, preservationists, and urban advocates in Los Angeles, Baltimore, Chicago, Detroit and Philadelphia to discuss the market, financial, technical and regulatory barriers impacting building reuse and develop solutions to overcome these challenges. Untapped Potential showcases the concrete steps these cities and others can take to leverage the economic potential of older structures. “Older buildings offer cities more than attractive design and symbols of the past,” said Stephanie Meeks, president and CEO of the National Trust for Historic Preservation. “They can help make our neighborhoods more prosperous, affordable, healthy, and sustainable. Ensuring that local policies actively promote building reuse is critical to strengthen-

ing the economic, social and environmental well-being of America’s cities.” “Repurposing older, underutilized buildings for new uses is environmentally sustainable, can transform a source of blight into a neighborhood anchor, and reap economic benefits,” said ULI Global Chief Executive Officer Patrick L. Phillips. “Through this partnership, we are aiming to encourage the transformation of older buildings into flexible space that adapts to the changing needs of cities in the 21st century.” Untapped Potential: Strategies for Revitalization and Reuse features the following resources: • A summary of the four most common barriers to reuse: issues with zoning, parking, financing and building codes. • Solutions to each of these issues, including best practices and innovations seen across the country. • A Model Adaptive Reuse Ordinance, which brings together incentives for reuse with flexibility in building and zoning codes—providing a gold standard policy for any city to adopt. The Partnership process provides a replicable framework for city leaders or urban advocates to strengthen their communities through reuse. The full report is available at http:// savingplac.es/PBRFinalReport.

Three buildings were recognized in various categories as The Outstanding Buildings of the Year by the Building Owners and Managers Association of Silicon Valley this fall. Mission Tower 1 in Santa Clara won the TOBY Award in the 250,000-to-499,999 square foot category. BOMA Silicon It is managed by Jones Lang LaSalle. Valley Names Oracle Redwood Shores, managed by the Oracle facilities team earned a TOBY Earth Award, TOBY Winners and Mission Tower 2, Santa Clara won in the Renovated Building Category, also managed by JLL. At the same ceremony, Rebecca Barnes of Cushman & Wakefield received the association’s President’s Award for outstanding service to the association. She has served BOMA as board president, vice president and secretary, and she has chaired the Golf Tourney and volunteered for many events and programs. CBRE’s Leslie Fisk was awarded Principal of the Year. In addition to serving on the board and as BOMA SV’s president in 2013 she has for many years chaired the chapter’s education committee. And the chapter named Marissa Laubach of Environmental Roofing and Waterproofing Associate of the Year. Laubach works behind the scenes on a variety of events, most notably Share Your Holiday. Executive Director Sharon Fredlund said, “The Awards Committee produced an outstanding TOBY program and awards event this year. Our members and colleagues in commercial real estate turned out in record numbers to congratulate our Board, volunteers and the TOBY recipients.”

42 California Buildings News • Q4 2017

Industry News

Commercial Real Estate Field “Changing Beneath Our Feet” Major HR & Technology Challenges Test the Industry’s Ingenuity, Says IREM

Top real estate executives took the stage at the Institute for Real Estate Management’s Global Summit to provide their insights on navigating in an era of unprecedented change. The industry is changing beneath our feet — with new methods of working, constantly changing technologies and the upheaval in the traditional passage of leadership from one generation to another. No one is immune, not our companies, our tenants/ residents, or our clients. This is called progress, and those who don’t keep up will simply be left behind. Talking Talent Management From a talent management point of view, companies have to change the way they approach the hiring and retaining of top talent. “Companies have to develop a strong value proposition to attract good talent,” according to Cindy Clare, CPM, president, property management at Kettler Management, AMO, and NAA Chairman of the Board. Clare stressed that potential employees are looking for companies that “offer employees an opportunity to provide meaningful service, have defined career paths, and have a reputation for valuing their people.” Mike Lanning, CPM, SVP and market leader for Cushman & Wakefield, AMO, in Kansas City, MO, and president of IREM, added that in choosing where to work “it is a seller’s market right now, and prospects have a lot of resources to conduct research on a company’s reputation.” Robin Webb, CCIM, CPM, managing director/principal of NAI Realvest, and president of CCIM Institute, stressed that hiring and developing employees was critical for future success because “what you put into employees will determine how they will help grow your company.” Succession Planning Rapid change is not only impacting how you attract and retain talent, it is changing the type of talent you need to look for. Robert Brierley, managing director and EVP of the Real Estate Management Services group at Colliers International, AMO, and chair of BOMA International, explained that succession planning is more difficult because “roles are going to change. You don’t even know what talent will be needed in the future.” Lanning added that “succession planning needs to cover more than just top executives, it needs to cover positions throughout the ranks. We need to look at other industries and see where the talent is that will help fill those future needs.” (IREM’s report from its Global Summit in Chicago.)

Generational Differences The panelists also shared some interesting takes on how Millennials are impacting the workforce. Clare suggested that Millennials get a bad rap sometimes in that it “isn’t that they don’t work hard, they often just work differently.” They have a good understanding of work-life balance, are comfortable with technology, don’t like sitting at a desk, and want to feel like they are delivering value. Lanning added that it might be a mistake to stereotype Millennials, instead we should consider the needs of a diverse workforce. He cited a CareerBuilder survey that showed a majority of both Millennials and non-Millennials preferred face-to-face communication over electronic forms. Technology’s Impact on the Physical Space The panelists agreed that the rapid change taking place is not only impacting how we manage talent, but how we deal with customers—both tenants/residents and owners. Technology and cultural changes are raising customer expectations. Consumers are generally more tech-savvy, move quicker, and expect instant response. The changes have given rise to the “shared economy.” Brierley noted that property managers and owners “have to be more flexible” in their approach, or more companies will go to shared economy companies like WeWork. Lanning noted that the “science of office building is changing,” going from closed spaces, to open spaces, to non-designated space where employees may sit in a different location every day. Webb noted that even major retail brands are starting to get into the act by opening pop-up stores—which he predicts will be more prevalent. And Clare reminded the group that it is not just office and retail that’s being impacted, with many multifamily properties adding new types of common areas. A lot of the changes are tied to technological advances, of course. Clare noted that you can’t get away from technology anymore—but you need to find a balance. The industry has become data driven, but sometimes you get lost in the data. Lanning agreed that keeping up with technology is like playing “whack-a-mole,” with new technologies keep popping up all the time. He shared that the industry often lags behind other industries in adapting to new technologies. Brierley and Clare both suggested that one of the biggest tech issues facing companies is how to integrate new technology with legacy systems. One thing panelists agreed with is the need to participate in the associations represented on the panel to keep up to date.

43 California Buildings News • Q4 2017

AIA Publishes New Documents for AEC Industry Design-Bid-Build Updates for Historic, Commissioning and Facility Support The American Institute of Architects (AIA) is releasing the second part of the once-in-a-decade 2017 edition of the A201, design-bid-build family of documents for a total of 34 newly revised 2017 documents. This release includes updated versions of the Architect Scope documents and many of the frequently-used AIA forms. Working with architects, contractors, subcontractors and owners, the AIA Documents Committee updates this core set of documents every 10 years. This helps ensure that the AIA legal forms and agreements reflect changes and trends in the industry, and that the AIA Contract Documents remain the industry standard. “We revised several of our most frequently used project forms, in part to coordinate them with other recently revised documents, but also to make them more efficient and user-friendly,” said Mike Koger, manager and counsel of AIA Contract Documents. Major changes to the Architect Scope documents include: Site Evaluation and Project Feasibility Services: B203-2017 was updated to clarify the architect’s responsibility to prepare a site evaluation and feasibility report as a deliverable as part of its services, and includes a simplified list of services and an enhanced initial information section. Historic Preservation Services: The Existing Buildings Assessment services were revised so the architect can provide a preliminary evaluation of the site’s historic buildings, then provide more detailed services as necessary. B2052017 also clarifies the architect’s responsibility regarding hazardous materials on a project with historically significant buildings or features. On-Site Project Representation Services: B207-2017 was revised to allow the owner and architect to establish the scope of the representative’s authority to act on behalf of the architect. B207-2017 also includes enhanced and clarified responsibilities for the on-site project representative to keep a daily log of site activities, prepare monthly written progress reports, perform certain off-site activities, and observe on-site tests and inspections. Facility Support Services: B210-2017 is set up as a menu of services with six main categories of services—(1) Facility Condition Assessment, (2) Facility Performance Assessment, (3) Operations Assessment, (4) Space Management, (5) Maintenance Management, and (6) Digital Facility Management System. The first three service categories were included in the 2007 version of B210, but have been expanded in the 2017 version. The later three service categories are new to the 2017 version of B210.

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How Commercial Buildings Can Better Survive Wildfires NFPA, IBHS & Others Provide Useful Guidance for Structures Near Wild Areas Thousands of homeowners’ dwellings were the most devastated in the California Wine Country and the Los Angeles area fires this fall, but commercial structures like a Hilton and a Kmart in Sonoma County were among the hundreds of nonresidential structures that were also destroyed or damaged, with as many as 728 filing insurance claims. It is well known how many homes, clustered together, many made of wood and near brush can burn so easily. It is less understood how large commercial buildings can burn so easily— but there are some lessons that can be learned to protect businesses from future fires. It is an important issue in California, where a majority of commercial buildings are in suburbs and semi-rural areas beyond core city centers and much closer to dense nature where periodical wildfires are more threatening. To some extent, commercial buildings are as vulnerable as houses in these areas, according to Michele Steinberg, wildfire division manager at the National Fire Protection Association. “As far as the structure is concerned, the advice we give for homes pretty much applies to other buildings. We look at how to prevent ignition to the structure— if a building doesn’t ignite, it can’t burn. This starts with the structure itself – roof, gutters, siding, windows, attachments (decks, fences, garages) and goes out to about 100 feet from the structure perimeter.” Steinberg says the ventilation systems in commercial buildings are worrisome, since wind-driven sparks can enter such areas and combust, igniting the entire structure. She also noted that many roofs that aren’t built and conditioned to withstand fire can also be ignition sites.

Some Commercial, Multifamily Rooftops and Vents are Vulnerable to Wildfires According to the Insurance Institute for Business & Home Safety and Firewise USA, “Roof covering fire ratings are Class A, B, C, or unrated; with Class A providing the best performance. Common Class A roof coverings include asphalt fiberglass composition shingles, concrete and flat/ barrel-shaped tiles. Some materials have a ‘by assembly’ Class A fire rating which means additional materials must be used between the roof covering and sheathing to attain that rating. Examples of roof coverings with a ‘by assembly’ fire

rating include aluminum, recycled plastic and rubber and some fire-retardant wood shake products. If a wood shake roof does not have the manufacturer’s documentation specifying the fire retardant, assume it’s untreated. “Flat and barrel-shaped tiles, metal, and cement roof coverings can have gaps between the roof covering and sheathing, which typically occur at the ridge and edge of roofs. These openings can allow birds and rodents to build nests with materials that are easily ignited by embers. Flames from this type of ignited debris can spread to the structural support members, bypassing the protection offered by a Class A rated roof covering. Plugging these openings between the roof covering and the roof deck, is commonly called “bird stopping.” Regularly inspect and maintain these areas.” IBHS continues, “Most people associate wildfire damage with direct flame contact from the wildfire as it burns past the building. However, buildings also can be damaged or destroyed when they are exposed to burning embers and/or radiant heat. Building ignitions during wildfires occur when a component of a building is exposed to one or more of these three wildfire exposures. (See box on next page.)

Service and Product Providers Offer Advice “70% of what happens AFTER a wildfire is determining who, what, when, where & how. Take the time before to prepare your team and your buildings. You can save $4 for every $1 you put into preparation. Start by negotiating a favorable service agreements with your service providers. Create checklists for tasks you will expect your team to complete before, during and after the fires. Protect your property by eliminating any fuel sources in and around your building,” says Ryan Rusler, vice president of business development of industry leader HARBRO Emergency Services & Restoration. According to roofing manufacturer, FiberTite, “When selecting a roofing system, it is usually recommended that the system in question has a UL Class A fire resistance rating. Long-term fire resistance is more often than not an overlooked performance criteria. While all systems must meet certain standards, some materials succumb to flame while others are self-extinguishing. For instance, a FiberTite KEE membrane is self-extinguishing due to its chemical

45 California Buildings News • Q4 2017

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Structures Near Wild Areas California is beloved for its many beautiful natural areas, but these forests and wildlands are near some smaller metro areas, as well as the outlying districts of major metropolitan regions, such as Los Angeles, Sacramento and San Diego. According to the CoStar Group, for instance, there is almost 15 million square feet of office space in the Bakersfield area, and nearly 20,000 multifamily units. There are more than 12 million square feet of offices in the San Rafael area and 15,000 apartments. And there are more than 8 million square feet of offices in the Salinas region and nearly 18,000 multifamily units. There are a couple of dozen more small metro areas in California — like Santa Rosa (17.6 million square feet of office space), Napa (more than 3 million sf) and Santa Barbara (more than 12 million sf) — whose commercial structures are vulnerable to nearby fields and forests. n

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Potential Wildfire Exposures Burning Embers: Burning embers (also called firebrands), and wind-blown burning embers in particular, are the most frequent cause of building ignitions. These embers are generated by the burning wildfire itself, as well as by combustible items the wildfire has previously ignited, such as landscape plants, which includes grasses, shrubs, bushes and trees. Importantly, burning embers can travel for long distances before landing on or near a building. Embers can ignite buildings in several ways: Embers can ignite combustible construction materials directly when accumulating on or immediately adjacent to them. Combustible construction materials are those that ignite and burn such as wood, plastic, and wood-plastic products used in decking and siding. Embers can ignite nearby plants and accumulated debris such as pine needles or other combustible materials such as a wood pile. Embers can enter a building through openings, such as an open window or attic vent, and ignite combustible items inside the building. Direct Flame Contact: Direct flame contact refers to actual flames from the wildfire coming into contact with buildings or combustible items attached to or near the building. Radiant Heat: Fire generates radiant heat (the heat you feel when standing near an open flame). If it is high enough and the duration is long enough, radiant heat can ignite a combustible product (such as wood siding) or break the glass in a window. Additionally, exposures to lower levels of radiant heat can preheat materials, making them easier to ignite from a direct flame contact exposure.” (For more information on how to better protect your structure, visit IBHS’ site at: https://disastersafety.org/ibhs/protecting-your-business-from-wildfire/)

46 California Buildings News • Q4 2017

Security (Continued from page 15) and care for the people and businesses in our communities. Our relationships with our employees and clients are at the heart of everything we do, each and every day. With over 180 locations, our national reach and local presence covers most of North America. We are a trusted partner to deliver the right solution, wherever our clients may be. Q: The whole commercial real estate sector is plagued by looming shortages of workers. How are you able to fill the gaps left by retiring Baby Boomers? A: We recently created the “Allied Universal Partners in Employment Program” (PIE) to give back to communities and help recruit new employees at the same time. Our unique community-based program supports an organization in two important ways: • It helps its members attain meaningful employment opportunities with multi-faceted career paths through the variety of full- and part-time security professional, field and management positions. • It supports the organization’s fund-raising goals as we contribute to their initiatives through our referral payment program. Those contributions can help fund a variety of project and outreach programs. Through the program, we will be working with veteran’s groups, faith-based congregations, senior organizations, and higher education institutions. Organizations that refer members will receive a $400 contribution for every referral hired. In addition, we have bolstered our recruiting team and efforts, which include hosting a number of hiring events companywide so that we reach our hiring goal of adding

more than 50,000 full- and part-time employees by the end of 2017. Q: We understand you have a robust technological research capability, such as the use of social media to monitor possible threats. How has this been helpful in securing facilities? A: At the recent ASIS security industry show, held in Dallas, Tex., we announced our new GSOCaaS offering, which includes several platform partners. Available in the company’s Monitoring and Response Center (MaRC), based in Richardson, Tex., the driving force of GSOCaaS are Swan Island Network’s TX360® situational awareness and threat intelligence platform and ThreatMinder’s social media monitoring product. TX360 sorts through over 1,000 open source data channels to efficiently identify situational intelligence that is critical during a crisis, allowing security professionals to make faster, better informed decisions with highly relevant, realtime alerts and a comprehensive common operating picture of intel from around the world or down the street. ThreatMinder offers a flexible solution that provides visibility and insight into online chatter for a wide variety of business assets — from executives and locations to events and products. The platform uses proprietary technologies to monitor, analyze and notify businesses of any potential online threats. The 24/7 system scours the Web, dark Web and social media; when a risk is detected, ThreatMinder analyzes, categorizes and communicates possible danger in real time. (More info is available at www.aus.com/gsocaas.) n

Workforce Gap (Continued from page 33) And at GROW, we so proud to play a small role in the lives of people like Jessica and Shir. We are a small organization, with a humble war chest we earn each year from a single fundraising event and private donations. Frankly, our riches are the relationships we have with so many fine people in the professions we connect with each day. We are lucky that when we reach out to one of our industry friends and ask them to consider providing an internship, we are rarely turned away. I think that comes from knowing that for each of us, at some point back in time, there was someone who gave us a hand. And there comes a time in each of our lives when we know it is time to pay that forward. GROW just is lucky to be here and to share that moment. If you would like to be a part of what we are doing at GROW, please reach out any one of our Board Members: Nichole Robertson (NicholeR@GROWorganization.org), Melody Spradlin (MelodyS@GROWorganization.org) or me (BobD@GROWorganization.org ). And for additional program information, see www.GROWorganziation.org n Dills is an owner with a group of business partners of Western Allied Mechanical in Menlo Park, a leading HVAC contractor specializing in high performance environments. He is a past president of IFMA Silicon Valley, and AFE Chapter #39. Beyond his current service as executive director of the GROW Organization, Bob is also a Trustee of the IFMA Foundation, a 501(c)(3) global charity.

47 California Buildings News • Q4 2017

Design Teams to Create Climate Change Solutions in the Bay Area Community-Based, Multidisciplinary Approach Promises Comprehensive Results Climate scientists, landscape architects, artists, engineers, community members, and students are coming together with Bay Area residents and community leaders to reimagine our future in the face of climate change Through the support of The Rockefeller Foundation and others, the Bay Area Challenge proactively reimagines the region’s future by tackling climate change before disaster strikes. Resilient by Design | Bay Area Challenge, an exciting new approach to addressing climate change before disaster strikes, revealed the 10 design teams selected to join local community members in the year-long research and design challenge. Design teams, chosen from over 350 local and global experts, were announced by State Senator Bob Wieckowski, Richmond Mayor Tom Butt and other leaders at a lively community BBQ along the beautiful Richmond Shoreline. Through the support of The Rockefeller Foundation and others, the design teams will collaborate with local communities over the next nine months to create 10 innovative approaches for the Bay Area—and lay out a blueprint for resilience in our region and communities around the world facing the effects of climate change. The 10 selected design teams were chosen from a pool of landscape architects, engineers, horticulturists, students and more, hailing from 9 countries and 13 states. Get to know the 10 design teams selected here: http://www.resilientbay area.org/kickoffvideo “Our 10 design teams selected stood out because of their creativity, innovation, and deep commitment to community,” said Amanda Brown-Stevens, managing director of Resilient by Design. “Our design teams are on the ground this week as we kick off the next phase of the Bay Area Challenge to hear from local voices dedicated to making our region more resilient. This is the first step in what will be a collaboration with local experts to identify locations around the Bay that are vulnerable to the impacts of climate change.” In addition to introducing the design teams, the celebration served as the kickoff for the research phase of the Challenge. A schedule of community events was shared Image: Adobe Stock.

detailing where design teams will explore the Bay Area through four week-long tours. The tours will be guided by local experts and community members and will identify locations vulnerable to sea level rise, severe storms, flooding and earthquakes. These tours will help the design teams develop a deeper understanding of the climate change issues facing the Bay Area. “The Bay Area has always been on the forefront of leading change and now has the collective opportunity to take a true next step. Not only will the Challenge bring about 10 new approaches to serve as blueprints for the region, but it can also connect the community long-term to the idea of resilience,” said Tom Butt, Mayor of Richmond. “We are proud to stand with the 163 municipalities and 9 counties who join Richmond in making this a priority.” The year-long challenge will result in 10 implementable projects revealed just before Governor Jerry Brown’s scheduled Global Climate Action Summit and underscores the Bay Area’s role at the forefront of the fight against climate change. While each design team application has at least one local team member and a handful of teams hail entirely from the Bay Area, a vast array of renowned experts joining the Challenge from around the world speaks to broad interest. “The Bay Area will emerge stronger and safer if we take on the impacts of climate change now,” said Dave Cortese, President of the Santa Clara County Board of Supervisors. “This Challenge will help to protect our economy and our communities so our children and grandchildren can inherit a thriving Bay Area.” “The Bay Area and the State of California has always been at the forefront of social justice and environmental consciousness, and this Challenge is no different,” said Senator Bob Wieckowski, chair of the Senate Environmental Quality Committee. “As the impacts of climate change touch more Bay Area residents, and as the federal government grows more out of step with our values, now more than ever, we need local action that harnesses that same forward-thinking spirit and embraces our history of taking on difficult challenges.”

48 California Buildings News • Q4 2017

Healthier Design (Continued from page 19) Chang, an associate principal and health care architect at CO Architects, which designed the facility. And some of the same features that make hospitals like the new Shriners’ facility more pleasing to patients, families and other visitors also improve the daily lives of doctors, nurses and other staffers, by bringing in more natural light, providing views of nature, and adding gardens and playgrounds . “We worked hard to integrate light” throughout the new Shriners building, Chang noted, even in places like operating rooms, where blinds “bounce light upward,” adding natural light while eliminating glare. Back in Northern California, at Stanford Health Care, huge windows, stunning views, a third-floor rooftop garden, team rooms for staffers, residents and interns, and vertically arranged clinical departments — Imaging patient and family seating at Stanford Hospital was designed to be inviting accessible to staff by and conducive to healing. Photo credit: Kyle Jeffers. a “beautiful” stairway “The building becomes connecting Levels 4 much more sophisticated.” to 7 that allows cliniFor years, he said, cians to “move up and hospital design focused on down very quickly” are accommodating specialized key features, said Bert medical interventions, and Hurlbut, vice president making the most efficient of construction for use of doctors, nurses and the $2 billion Stanford other staffers’ time, “but we Hospital expansion and lost track of the humanity upgrade project. of the place.” The new portion of Architects now are Stanford Hospital also keenly aware of the need to features the on-stage/ emphasize holistic design off-stage concept, and holistic health. That “separating the ‘factory includes energizing the floor’ from where the people who work in these public is going to go,” Light-filled labor delivery room at CPMC features views of facilities, Burkhart said. Hurlbut said. San Francisco. Image courtesy of SmithGroupJJR. “Amazing and wonderful stuff Many design elements, happens in these buildings, and such as paint colors and carpet tones, were selected with we want to inspire the staff to be part of that. They’ve got to help from patients and family members — another effort be excited about coming to work every day, and excited about to make the once institutional realm of hospital and the care they’re going to be providing.” health care design more inviting, personal and conducive Luckily, “everything that makes it better for the patient” to healing. — natural light, a sense of openness, a less clinical, less When designing a facility, “we have to program the space cluttered appearance — “helps the staff too,” reducing stress appropriately,” said Erich Burkhart, principal and executive and encouraging a positive outlook, said Lamona Wood, director at San Francisco’s Perkins Eastman. That includes a Perkins Eastman senior associate. Even something like a “both functional space and a program, a descriptive narrative beautiful stairway can make a big difference. n that describes every room” in the building. If the client wants to integrate forward-thinking aspects Rauber is a veteran health care journalist and a such as telehealth into the concept, “we need to make sure contributing editor to California Buildings News. they have the space and the technology,” Burkhart said.

49 California Buildings News • Q4 2017

Facility Management (Continued from page 7) w Amenities differentiate high performers most clearly in the hyper-competitive Class A sector. “CRE is in the midst of an operations revolution, with market forces adding new pressures to building management teams,” said Building Engines Chief Marketing and Strategy Officer, Scott Sidman. “As this report has shown, high-performing teams operate differently than the rest of the market.”

Smaller Buildings Can Also Benefit from IoT Technology A widely held perception is that smart buildings are cost-effective only for large commercial properties of over 100,000 square feet. But through a recent project the Metropolitan Area Advisory Committee (MAAC), a San Diego County non-profit that supplies life-changing services to individuals and families, has found a quick and easy way to save energy and money at its San Marcos Head Start Center. The non-profit worked with CANDI, an Internet of Things (IoT) technology company that connects devices and data to the services that create smart buildings, to retrofit the 20,000 square-foot day care center into an affordable “green” building. The facilities team at the San Marcos Head Start Center now has the information needed to optimize energy performance, remotely diagnose and control the building’s HVAC systems, and reduce the frequency of maintenance visits. Energy use—including HVAC monitoring and control— represents the largest operating expense for commercial buildings, and smart building technologies promise to help lower those costs. But until recently the complexity and cost of connecting, monitoring, and managing many different types of equipment in buildings put these efficiencies out of reach for anything but the largest buildings and budgets. Even with the recent availability of advanced IoT technologies, for non-profit organizations like MAAC, time and resources are stretched thin and the reality of implementing smart technology can seem out of reach. Recognizing this, CANDI worked with partners to donate devices and implementation support to help MAAC affordably retrofit its San Marcos child development center. The facility, located in San Diego County, is open 12 hours a day, operates a kitchen with walk-in freezer, and includes offices, classroom, and day care areas. Air conditioning is critical most of the year to maintain a comfortable environment for the staff and many small children. CANDI donated an Intel® BMP gateway and two powerful eGauge meters, and RCS Technology donated three ZigBee-connected thermostats. Those donations saved the non-profit about $1,450. MAAC funded project management, the remaining equipment, installation labor, and fees for a total investment of about $4,500.

Pacific Gate condominiums in San Diego will include an ELAN home automation system. Photo courtesy of ELAN.

Multifamily Facilities Can Also Benefit from Enhanced Technology Some modern technologies used in office buildings, hotels and hospitals are making their way into commercial housing, as multifamily complexes adopt them. For instance, smart home automation brand ELAN today announced that Pacific Gate by Bosa, the tallest condominium building project in San Diego, California, will include an ELAN (Continued on page 50)

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ISSA Awards (Continued from page 39) Distributor Efficiency Awards Inaugurated ISSA’s DEAL Awards stands for Distributor Efficiency Analytics & Learning program. It is a comprehensive program that incorporates learning, analytics, and recognition to help distributors, wholesalers, and manufacturers benchmark their performance, streamline their operations, and realize significant savings in warehousing and fleet expenses. In addition to its three core components, the DEAL program also conducts semiannual performance reviews, during which DEAL consultants provide one-on-one discourse. The reviews quantify the effect of each participant’s involvement in the DEAL program in terms of money saved, expenditures averted, and environmental impact. The DEAL program is an ongoing process focused on continuous improvement. After nearly one year of learning and analytics, members had the opportunity to enjoy the recognition part of the program. “All members will benefit from this program,” Barrett stated. “Distributors and some manufacturers will benefit directly, while in-house service providers, building service contractors, and residential cleaners will enjoy better, more efficient services from their vendors.” (See winners at right.) Facility Management (Continued from page 49) home automation system in all 215 of its luxury condominiums. ELAN is partnering with local systems integration firm American Home Entertainment to make intuitive and simple-to-use home automation available to all homebuyers, according to Core Brands Director of Builder Sales Bret Jacob. “The incorporation of the ELAN automation platform into every unit in the Pacific Gate luxury development project shows the strength of the ELAN platform,” Jacob emphasized. “Thanks to our partnership with Ron and his team at American Home Entertainment, all 215 condominiums will come equipped with a basic ELAN package that controls lighting, climate and shades. Upgrade packages will be made available to each homebuyer to enable them to design a home automation solution that meets their individual lifestyle needs.” According to American Home Entertainment General Manager Ron Roberge, the Pacific Gate development is the latest in a series of successful projects the integration firm has completed for Bosa. “We’ve worked with Bosa on eight or nine projects that date back nearly 15 years,” Roberge explained. “We’ve built a solid relationship that is now being extended to San Diego’s most exciting smart home residential development to date and we are proud to partner with ELAN to make it a reality for homebuyers who are looking for a simple way to access all of the benefits of a smart home automation system.” n

The 2017 DEAL Award Winners DEAL Awards of Distinction—Distributors Energy Excellence Award: EBP Supply Solutions (Milford, CT, distribution center) and Nichols achieved the highest ENERGY STAR® score of all DEAL participants. Energy Improvement Award: North American Corp. achieved the most improved ENERGY STAR score of all DEAL participants. Transportation Excellence Award: Sikes Paper Co. achieved the largest percentage increase in terms of miles per gallon (mpg). Water Excellence Award: Dalco Enterprises, Inc. achieved the highest percentage decrease in water consumption. Waste Diversion Excellence Award: EBP Supply Solutions (Tewksbury, MA, distribution center) achieved the largest percentage decrease in waste produced, increasing its waste diversion rate by 30 percent. Core Contributor Award: Alliance Paper & Food Service cohosted a learning session on waste-related initiatives. Industry Transformation Award: Waxie Sanitary Supply added alternative-fuel vehicles to its transportation fleet. Communities and Products Excellence Award: Iowa Des Moines Supply supplied compostable flatware to local festivals.

DEAL Awards of Distinction—Manufacturers Energy Excellence: Solaris Paper, Inc. reduced energy consumption per product tonnage by 7 percent, the largest percentage decrease in energy consumed per product produced. Engagement and Awareness Award: Nyco Products Co. introduced DEAL to its distributors and participated in a case study outlining its DEAL-related successes.

DEAL Leadership Awards Outstanding Performing Organization: EBP Supply Solutions has enrolled 100 percent of its facilities in the DEAL program. Its facility operations, upper management, and sales and marketing team members attend learning sessions regularly. It has promoted DEAL on its website and to its sales team. It employed facility and fleet operations improvements to achieve significant operating cost savings. All of its distribution centers participated in the DEAL annual performance reviews and all are ENERGY STARcertified with scores of 80 and higher. Outstanding Performing Individual: Renae Hesselink, vice president of sustainability, Nichols. Hesselink was honored for leading her facility to earn U.S. Green Building Council LEED-EB v4 Gold certification with a waste diversion rate of 91 percent and an ENERGY STAR score of 90.

DEAL Partnership Award Outstanding Partner Award: Penske Truck Leasing, SmartWay, and ENERGY STAR. These partners participated in and hosted more than one learning session, while providing additional support and resources to DEAL participants. Awards are determined based on the metrics in the DEAL Data Portal and are third-party verified by the data experts at Sustainability Dashboard Tools, LLC.

51 California Buildings News • Q4 2017

California Firm Gets IREM’s Top National Sustainability Award and lasting savings,” said Steve PonTell, President and Chief National Community Renaissance of Rancho Cucamonga Executive Officer of National CORE. “Part of our mission of (National CORE) was honored with the 2017 REME Award for transforming the communities we serve is the development Sustainability Programs within the Workplace Environment by ® and implementation of conservation programs that maintain the Institute of Real Estate Management (IREM ). the health and stability of our The IREM® REME Award for neighborhoods.” Sustainability Programs recogNational CORE, one of nizes innovative company busithe nation’s largest nonprofit ness practices for sustainability developers of affordable housing, programs that drive operational manages nearly 9,000 affordable, excellence. senior and market rate units in National CORE was recogCalifornia, Arkansas, Texas and nized for its “Doing Our Part” Florida. Over its nearly twoinitiative, which focuses on decade history, the Hope water conservation across their through Housing Foundation portfolio and combines resihas provided more than 2 dent education with physical million hours of transformaimprovements and upgrades tional social services such as such as turf removal and Drought-tolerant plants at a National CORE property. financial literacy training, senior high water-efficiency fixtures. Photo courtesy of National CORE. wellness, and preschool and Through turf removal, smart afterschool programs. For more irrigation and installation of information on National CORE and Hope through Housing, high-efficiency fixtures, National CORE saved 11 million visit www.nationalcore.org. gallons of water in the first six months. To date, nearly a quarter of a million square feet of turf has been replaced with drought-tolerant plants. Installation of high-efficiency toilets, California Buildings Associations shower heads, and flow restrictors saved 26.6 million gallons …Get Involved! of water per year. Installation of high-efficiency front load California Buildings News recommends the following washers saved 9.3 million gallons of water per year. associations to people who design or operate buildings or The REME Awards recognize companies and individuals provide services and products to them. They all offer useful who have achieved a higher level of real estate management educational and networking programs and represent the excellence, have advanced the profession, and have shown industry in government forums. Check out their websites brilliant innovation and leadership. The REME Awards are to find local chapters near you. an opportunity to showcase outstanding work for those dediAssociation for Facilities Engineering: http://www.afe.org/ cated to improving the places we live, work and shop. Associated General Contractors: https://www.agc.org/ National CORE’s REME Award was accepted by Frank Taiese, Energy and Sustainability Coordinator, and Robert American Institute of Architects: https://www.aia.org/ Noeth, Capital Projects Manager, at IREM’s Global Summit Building Owners and Managers Association: in Chicago. http://www.boma.org “I’m so happy to congratulate National CORE on their National Apartment Association: https://www.naahq.org/ 2017 REME Award for Sustainability Programs within the CoreNet Global: http://www.corenetglobal.org/ Workplace Environment for their ‘Doing Our Part’ initiaInternational Facility Management Association: tive,” says Mike Lanning, 2017 IREM® President, Cushman http://www.ifma.org/ & Wakefield, Kansas City, MO. “They are truly doing their Institute of Real Estate Management: part to develop sustainable communities and implement conhttp://www.irem.org/ servation programs that maintain the health and stability of Society for Marketing Professional Services: their neighborhoods.” “We started this program when California was in the http://www.smps.org/ throes of a historic drought, and thanks to the extraordiU.S. Green Building Council: http://www.usgbc.org nary efforts of our maintenance, property management, and Urban Land Institute: https://www.uli.org asset management teams, we were able to show immediate

52 California Buildings News • Q4 2017

Data and New Economy (Continued from page 16) when landlords are working so hard to retain tenants? It is a function of the tech industry and how business is transacted. Asset managers are re-thinking the model of occupancy—shorter lease terms with a pricing model that works. Equity Office has recently hired a vice president of real estate technology to focus on the end user of space, rather than the space itself.

and marketing services. They are taking a closer look at what services tenants want. Technology tends to make workers less creative, as they can too easily get caught up in following the technology rather than thinking outside the box. Scott Kirkpatrick, with Cushman & Wakefield, led a panel discussion on the “Office Workforce of the Future.” In thinking about employees workGreater Tenant ing in a cubicle or at Starbucks, Power Offered the Starbucks model has been During the “Tenant Power” determined to be less intrusive. session, moderated by Darren While counterintuitive, what Merritt with Boardwalk this means is that the noise at Investment Group, speakers Starbucks does not distract from noted that Nest is providing an a person’s focus in the same opportunity for integration of way that single voices in a cubiservices in multifamily propcle next door or someone walkTechnology has rolled out into common areas, as have tenant erties, including keyless entry, ing past can. work and living spaces. Lobbies are gathering spaces for security, tenant service requests workers on a break or for informal meetings. Drew Gordon, with Hudson and tenant renewals. Living units Pacific, noted that managers are a little smaller to allow more want open space, to see their team working together. For space in a project for package lockers, business centers, employees, too much density is an issue, so the pendulum may be swinging back on that. Kevin Pirozzoli, with Invesco, asked how do you provide both? The opportunities for collaboration are significantly better if a tenant is on one floor. With multiple floors the collaboration rate drops significantly. Gordon’s response was to stay close to the tenant’s needs, balance collaboration space and quiet space, measure employee engagement and productivity and discourage multi-tasking. The conference concluded with a conversation between Sandra Boyle, with Cushman & Wakefield and Matt Field, CIO of TMG Partners. TMG has been involved with many significant commercial and mixed-use projects throughout Our global community shares a passion for the region, and Boyle asked about that success. TMG looks design, a conviction it matters and a commitment for value add opportunities, and off market properties with to improving lives through the built environment. upside. Much of their success has come from developing a clear plan for the property at the time it was acquired and sticking with that. Their ability to walk away from a projWherever you live, wherever you practice ect if it does not play out as they expected has also helped. and wherever you are in your career, Walking away from the Pier 38 project was one such examan AIA membership is a necessity. ple, when the costs skyrocketed, and the deal could not be adjusted to address that. For an asset or property manager, the day was filled with great insights and innovative ideas, especially ones driven by new uses of technology. n

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Katherine A. Mattes is a real estate consultant and can be reached at www.kathymattes.com

53 California Buildings News • Q4 2017

Brand Your Firm to Win the Talent War SMPS San Francisco Program Explores AEC Recruiting

With the economy in full throttle, AEC firms want “The most challenging marketing task” is determining the best and brightest to fill their studios, job sites and your firm’s brand promise, Miles noted. “Brand weapons”— offices. Recruiting top talent that is a cultural fit requires positioning, brand voice, tone and essence, communicaadopting some techniques of the “Art of War,” advised Josh tions, and social media — are your key asset and should Miles, during a presentation to the SMPS San Francisco be consistent. Bay Area Chapter. Miles is the author of Bold Brand: The “If your firm hasn’t built a strong brand platform and New rules for Differentiating, Branding and Marketing Your brand position (who you are, how you’re different and why Professional Services the world should care), Firm and principal at good luck attracting the marketing firm and retaining the best MilesHerndon. talent,” he said. Few in the Your firm’s website industry feel that is your number one they are winning the validation tool and talent war. A root of should be integrated the problem is the with your HR software. after-effect of the A poor website can last recession: there discourage employees are few applicants with from even submitting mid-level experience an application. because people went Miles cited a case into other fields. In study in which a firm addition, as one source underwent a reposiremarked, “the old tioning and went from guard was keeping the averaging two appliship together and lost cants a month to more Audience raptly listens to branding expert Josh Miles. Photo: ©Emily Hagopian the focus on grooming than 125 a month. the next generation.” Once new recruits are Now the economy is back, and there is increased demand hired, successful onboarding requires acclimating them to for AEC services. your organization so that they become “effective organiMiles invoked an acronym for mastering the art and zational members and insiders.” The employee experience winning the war for talent: SWORD — Strategies, Weapons, starts from the first message. Welcome packets are helpful. Onboarding, Recognition and Differentiation. Miles mentioned a firm that uses a buddy system: new Miles asked “What if HR and marketing could work staff are assigned to someone to be sure everything starts together” to recruit? Marketing can help your firm package smoothly and can answer any questions. its story in an appealing way. A pleasant culture helps Recognition is key to retention. Look for creative ways to attract and retain talent. It makes people want to work for recognize your people (social media, contributions to conyour firm and also feel cared for. Simple things like pizza tent marketing, submissions for industry awards, events and day or monthly birthday parties aid retention. Some other conference attendance). observations: Finally, differentiation involves taking a look at the inters Millennials are more drawn to companies whose ideals nal and external perception of your firm and retooling where they support. Is your firm mission-driven? necessary — from the website to innovations like standing s When applying for a job, prospects look at marketing desks, BYOD (bring your own device), refreshing your space materials. Do yours show real people at work, doing and examining your remote policy. fun things? Visit www.milesherndon.com for more branding tips. s Remember that happy employees recruit their friends For information on programs of the SMPS San Francisco Don’t overlook this great recruiting technique! Bay Area Chapter, see www.smpssf.org.

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Housing Crisis (Continued from page 2) The solution most agreed is a regional housing authority with enough power to override the lethargy and roadblocks of the numerous city jurisdictions throughout the 8 million-person region (of which San Francisco is only about 10 percent). One speaker called the Bay Area “the silo capital of the world,” a reference to the numerous small towns with their individual housing policies. Mayor Lee, developers, builders and some unions like the Northern California Carpenters Regional Council are working on a project-by-project basis to remove as many barriers as possible in San Francisco to such as extent that the city is becoming a model for what other jurisdictions could accomplish. Still, most feel a “grand alliance” is needed on a regional level to create a regional solution to a regional problem. Added obstacles to sufficient housing are spiraling construction costs, madcap state environmental overregulation and lack of political leadership.

Can California Ever Catch Up to Demand? A recent UCLA Anderson Forecast says it would require 20 percent more housing to achieve just a 10 percent

reduction in prices, and that would only take the state back to 2014 prices. It took Los Angeles and San Francisco three decades to boost housing stock that much. The state says California should build 180,000 units of housing a year to keep up with demand, but falls 80,000 units short. To find reasonably priced housing, Bay Area workers are commuting, Mayor Lee says, as much as two hours each way to come into San Francisco to provide public safety, educational and other government services. And yet there is some hope. Most of the developers who attended the Structures conference said recent comprehensive political leadership evidenced in Los Angeles and Seattle are examples of region-wide solutions financed by massive bond issues geared toward stimulating both housing construction and necessary transit. Ultimately, economics will dictate the outcome. When a majority of Californians suffer even more direct or indirect economic distress because of the soaring cost of housing, laws will change and construction will meet demand. n — Henry Eason

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