6 Transit-Oriented Development 14 Sustainability Denver grows its transit system
People Power Can Help
16 TOBYS
Outstanding Building Awards
JAN/FEB 2012
DEPARTMENTS
5
Editor’s Letter
9
Building Automation
13 14
Benefits of green practices
Transit-Oriented Development: Denver Grows its Transit System Taking efficiency to the next level
Disaster Recovery Water damage solutions
Sustainability
6
FEATURES
10 16
Healthcare Facilities Healing with Hospitality
TOBYs Denver’s Best in Buildings
People can conserve building power; EPA recognizes Watts to Water Program
A LETTER FROM THE PUBLISHER
17
Roofing
18
Lighting
19
Associations
20
Management
22
A new perspective on roofing retrofits
Combining LEDs with Wi-Fi controls saves money
BOMA Denver sponsors toy drive
The commercial real estate industry is evolving all the time and it can be difficult to choose the right products and services for your facility. That's where Colorado Facilities comes in. Colorado Facilities was created to promote dialogue within the local facilities and commercial real estate community. The magazine, website and e-newsletter helps building owners and managers make informed decisions regarding construction, modernization and management of their buildings. Our goal is to present the news, trends and issues that matter most to facilities decision makers in the commercial, institutional and government sectors. This includes expert-written industry news, building management advice, market trends and new products and services. What makes Colorado Facilities special is a focus on local buildings, people and solutions. Colorado is an exciting and unique state and Colorado Facilities aims to showcase that.
Key performance indicators measure progress
Publisher Colorado Facilities
Janitorial Go after the occupants On the cover: Calaway & Young Cancer Center. Photo courtesy of Hart Freeland Roberts, Inc.
COLORADO FACILITIES JAN/FEB 2012 I 3
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EDITOR’S LETTER When compiling content for Facilities Magazines, I often get pitches from our contributors for articles on sustainability, greening a building or environmentally-friendly practices. Sometimes I wonder if the topic of green has become too much of a focus in our publications – and in the commercial real estate industry in general. The thought crossed my mind while I was attending educational sessions at the International Facility Management Association's World Workplace, held in October in Phoenix, Ariz. The topic of sustainability was a common thread throughout all of the classes – even in sessions where green would seemingly be unrelated to the subject matter. In one class, Crossing the Sustainability Chasm: Strategies and Tactics to Achieve Sustainability Goals, John Clark, director of corporate marketing for TRIRIGA, pointed out that commercial real estate facilities release the greatest percentage of greenhouse gases. Their impact on the environment is substantial. Thus, building owners have the greatest opportunity to reduce carbon emissions and make the greatest impact on improving our environment. The opening speaker at World Workplace, Bjorn Lomborg, author of 'Cool It: The Skeptical Environmentalist's Guide to Global Warming', addressed a new form of thinking when it comes to tackling sustainability issues – such as global warming. In his speech, Lomborg suggested the key to solving environmental issues is not necessarily through energy-efficient measures, especially considering the costs of such measures. Issues that have been tied to global warming need to be analyzed more critically and researchers need to determine and attack the root of the problem, Lomborg said. In the meantime, building owners and facilities managers need to do the research on sustainability and implement energy-efficient measures in their facilities that are both affordable and effective, he said. “I believe today's facility professionals need to focus on environmental solutions that make cold financial sense, while emphasizing policies that will do the most green good for the money spent,” Lomborg said. The benefits of green practices are infinite. Building owners are saving money and energy. They are improving the conditions of their buildings and the environment. In addition, buildings that are energy efficient are more likely to find long-term, happy tenants. So for the time being and for as long as energyefficiency is important in the industry, we will continue to publish articles on sustainability. Enjoy!
Executive Editor Colorado Facilities
CONTACT Publisher Travis Barrington travis@jengomedia.com
Executive Editor Kelly Lux kelly@jengomedia.com
Advertising Brian Andersen brian@jengomedia.com
Associate Editor Kristen Hutchings kristen@jengomedia.com
Art Director Doug Conboy
Contributing Writers Don Aslett Esperanza Castellano John Garrett Tim Hoeffel
Michael Mastous Marky Moore Tom Prugh Phillip Saieg Will Wentworth
Colorado Facilities PO Box 970281 Orem, Utah 84097 Office: 801.796.5503 Fax: 801.407.1602 JengoMedia.com The publisher is not responsible for the accuracy of the articles in Colorado Facilities. The information contained within has been obtained from sources believed to be reliable. Neither the publisher nor any other party assumes liability for loss or damage as a result of reliance on this material. Appropriate professional advice should be sought before making decisions. Copyright 2011 Colorado Facilities Magazine. Colorado Facilities is a Trademark owned by Jengo Media.
COLORADO FACILITIES JAN/FEB 2012 I 5
By Kristen Hutchings Associate Editor
Photos courtesy RTD 6 I COLORADO FACILITIES JAN/FEB 2012
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n the 1950s, as cars became more easily attainable, people began living away from the city. Now, decades later, with the rising cost of fuel prices and basic living, things have changed. Some of the population is now demanding that housing and businesses be built closer together and be accessible by public transportation to make living more affordable and convenient. The Denver Regional Council of Governments has been working to satisfy these demands. “Today, seniors, couples without children and other demographic groups are increasingly choosing smaller, more compact housing in neighborhoods where shops and services are within walking distance and where high-quality transit service is available. These groups are predicted to account for the vast majority (80 percent) of people attracted to transitoriented developments,” DRCOG claims. The fact that this demographic represents such a large portion of the metro Denver region is motivating DRCOG to spring into action and expand transit-oriented development to accommodating locations. These locations must efficiently serve the community as well as meet the proper land requirements to support such an extensive project. In southern Denver, plans for three light rail lines that will connect to Denver's existing main line are currently in motion: West Corridor, Southwest Corridor and Southeast Corridor. In Denver's West Corridor, Decatur-Federal Station perfectly meets the requirements necessary for TOD. Work Begins on Decatur-Federal Station Decatur-Federal Station's location next to the Platte River, near a big intersection and in an area fit for expanding businesses makes it ideal for transit-oriented development, according to Kristin Fritz, who works with the community to plan and develop stations along the west line. As of now, the station is in an isolated location peppered with low-income housing and heavy with crime. However, the project has earned multiple grants to clean up the area and to entice developers, making the station safe and successful.
With the fluctuating market, plans for the Decatur-Federal area have been circulating for years, Fritz said. Now it is finally time for action. “Everyone wants to see realistic opportunities because there is so much under-utilized land that is promising,” said Fritz. “We want to see if there are multiple uses to benefit the community.” TOD success stories within crimeridden, low-income housing communities can be found all over the country. These communities tend to thrive after a makeover. However, once the area becomes clean, the worth of the land sky rockets, attracting private developers who develop the land and inflate the cost of living. Low-income families are often unable to afford the raised prices and are forced to leave. The City of Denver has taken precautions so that does not happen, with a goal to make these transit-oriented developments easily accessible but still affordable. The Denver Housing Authority is managing the development in the area to create a nice and affordable environment. Lone Tree Plans for New Transit Stations As the west line continues to grow, other areas of Denver's extensive light rail will also receive extension lines. The Regional Transportation District (RTD) will extend their southeast line 2.3 miles to encompass three new stations: Skyridge, Lone Tree City Center and RidgeGate Parkway. The City of Lone Tree, which annexed the 3,500-acre RidgeGate community into its city borders in 2001, is adjacent to the Lincoln Avenue station, the current end of line for the southeast light rail line. Darryl Jones, development manager with Coventry Development who has worked heavily with the RidgeGate project in Lone Tree, said the land for RidgeGate has been dormant for almost 30 years. Coventry Development bought the land in the 1970s with visions of urban growth. After waiting for decades, business and growth finally began to trickle south, and the company felt the time was right to develop the community. The development was built with the
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COLORADO FACILITIES JAN/FEB 2012 I 7
continued from page 7 purpose of accommodating the public with public transportation. The Sky Ridge Medical Center that was built as part of the development in 2003 continues to attract additional business and medical office buildings to the area. These office spaces produced hundreds of jobs, and that, combined with employees at the hospital, meant an increased need for housing. As the area began to expand, building owners were drawn to invest and build. Along with housing developments, a 500-seat cultural performing arts center was constructed, followed by restaurants and retail developments. Additional retail and business continue to eye the area. Building owners are asked to follow urban design standards, which usually
involves adding more stories to their building along with structured parking. The city intends to build the community up instead of out, creating a denser, urban feel. The goal, Jones said, is to create a modern appeal and fully utilize the land. One of the highest selling points of RidgeGate is the scenery. RidgeGate is built within a beautiful rolling terrain. Housing and businesses alike back into the hills and provide easy access to trail systems. This improves employee satisfaction, especially at the hospital, where workers are free to venture on the trails during breaks. About 1,200 acres will be maintained as open space for the public's enjoyment. The style of housing found in this community is quite diverse. Lone Tree has townhomes for singles and couples with no children, housing catered to
single families, as well as lowmaintenance options for empty nesters wanting to downsize. “Our objective is to accommodate the demand for many different housing types and lifestyles,” said Steve Herbert, the community development director of Lone Tree. RidgeGate, as a whole, is a carefully planned development that will continue to grow during the next 40 years, said Jones. However, the TOD extended line portion of the project is expected to open in 2017. With the successes of light rail in the neighboring towns of Centennial and Greenwood Village, Herbert said the area is anxious to complete the project, and they feel confident that their community will number among the success stories experienced by the Southeast Corridor communities. CF
Improving the Existing Rails As with any developing project, better, long-lasting paving is always the goal. With Denver's rehabilitation project of 16th Street Mall, constructed in 1982, Denver is working hard to reach that goal. Regional Transportation District (RTD) is currently experimenting with different methods of improving pavement as they prepare to re-pave high access zones like bus lanes. RTD's key goals will include: • Improving the "friction" of pavers to give pedestrians and vehicles better traction. • Returning the pavers to their original color. • Improving the stability of the transit way. While working on these pavement issues, RTD also plans to look at the electrical systems and improve street lamps to produce more light with better energy efficiency.
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building automation
Building Automation Control Systems Can Take Efficiency to the Next Level By Marky Moore
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any building owners and occupants who want to cut operating expenses and improve energy efficiency look to replacing or upgrading systems such as HVAC and lighting. If done with proper planning and the knowledge of how systems interact, this can be an effective step toward reducing expenses and energy usage. However, planning for the management and actual usage of the systems once they are in place is also important. This is where Building Automation Control Systems (BACS) or Energy Management Systems (EMS) can take efficiency to the next level. Also known as Direct Digital Control (DDC) and Building Management System (BMS), control systems range from simple programmable thermostats to complex, sophisticated systems that control multiple facilities. These systems perform functions of programmed commands for HVAC, ventilation, temperature and lighting commands. They typically record data that includes utility demand and energy use, building conditions, climatic data and status of controlled equipment. The data furnished by the control system is vital to managing energy usage – only when it is measured can it be managed. New or existing systems need adjustment based on conditions and use. Sequencing multiple processes is best completed by automatic controls designed specifically for that purpose. Leaving the control of energy systems to the occupants can have a negative impact on energy usage. Even if an old HVAC system is replaced with a new, energy efficient unit, the effect of individuals raising and lowering the
temperature at will can be extremely detrimental. Human interaction with manual controls often taxes the system and decreases efficiency and consistency in the equipment that is being controlled. The efficiency of facilities is improved radically when control routines are established and implemented within an automated control system.
Control systems typically contain three primary components: 1. The automated system that provides controls for HVAC, lighting and other systems within the facility, 2. Energy information systems that work with the controls to provide energy data to operators and energy managers, 3. The participants in the automated system that result in system efficiency.
Countless configurations and smart technologies can be put to work in building automation systems. Occupancy modes such as Unoccupied, Warm Up and Night Setback can be used to set schedules for lighting and temperature control. All equipment should be brought to set points before being occupied, through use of the proper automated
sequence. The system should also take into consideration outside climate conditions, equipment capabilities and indoor temperatures to ensure the systems start at the appropriate times and are ready for occupancy. Occupancy sensors, photo sensors and timers can be used to automatically turn off lights and control climate. Building automation can also have sub-systems such as room automation, which is often seen in large rooms that might not be used consistently and have a number of devices that require controls. Presentation rooms, lecture halls or corporate boardrooms can be controlled based on use and occupancy, as well as streamlining controls of lighting, computers and video equipment under one control system. After making the decision to implement an automated control system, it’s important not to just assume that the system is providing energy efficiencies. A thorough verification and measurement approach provides evidence that systems are properly automated and resulting in savings and greater energy efficiency. Marky Moore, founder of Capital Review Group in Phoenix, is a Certified Sustainable Building Advisor and an Accredited Professional for the U.S. Green Building Council's Leadership in Energy and Environmental Design (LEED AP). Contact him at crginfo@capitalreviewgroup.com or 877.666.5539. CF
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10-Year Valley View Hospital Expansion Almost Complete with Construction of $26 Million Calaway & Young Cancer Center By Kelly Lux, Executive Editor
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ostering a culture that prioritizes patient comfort, dignity, empowerment and well-being was the driving force behind a 10-year, sixphase renovation and expansion plan at Valley View Hospital in Glenwood Springs, Colo. “Hospital CEO Gary Brewer's vision was to have a non-institutional hospital, with coordinated design and efficient layouts, promoting patient privacy and control,” said Jack Potter, an architect with Hart Freeland Roberts, Inc. “Brewer wanted Valley View Hospital to
be more like the resorts located near Glenwood Springs. This vision was the driving force of the HFR Design, Inc. team of architects and engineers.” During those 10 years, the entire 128,000 square-foot facility would undergo extensive renovation and additions, nearly doubling the size of the original hospital. JE Dunn Construction, the general contractor on the project, would be responsible for updating the facility to adhere to the Planetree patient-centered model of care and for making these updates while
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the hospital was still operating and caring for patients. Patient-Centered Hospital Valley View Hospital was redesignated in 2010 as one of four national hospitals sustaining excellence in the delivery of Planetree care. The Planetree model of care, which the hospital implemented in 1999, is a “patient-centered, holistic approach to healthcare, promoting mental, emotional, spiritual, social and physical healing. It empowers patients and
features connect building inhabitants with the natural environment, creating a truly unique healing aspect. “This recognition differentiates Valley View as a hospital firmly committed to ensuring that its patients, staff and visitors feel cared for, supported, listened to and empowered as partners in the healthcare experience,” according to a Planetree press release.
Photos courtesy JE Dunn Construction.
families through the exchange of information and encourages healing partnerships with caregivers,” according to Planetree.org. “It seeks to maximize positive healthcare outcomes by integrating optimal medical therapies and incorporating art and nature into the healing environment.” Planetree guidelines identify 10 components of patient-centered care designated hospitals must follow.These components are human interaction, access to information, family involvement, nutrition, healing
environment, arts and entertainment, massage and caring touch, spirituality and diversity, integrative therapies and healthy communities. Design and construction methods enhancing patient experiences include extensive natural lighting in public spaces, a healing garden, stone veneer and natural wood work and trim throughout interior spaces. The hospital also includes rooftop gardens, soothing visual display panels in patient treatment areas, interior planters and warm lighting. These
From the Inside Out The six-phase, on-site Valley View replacement project began in 2001. JE Dunn Construction was able to use regional and local subcontractors, vendors and businesses during the whole project. JE Dunn Construction, led by General Superintendent Charlie Rawlins, has been on site during the 10-year phased project, providing consistency and healthcare construction expertise. Some of the subcontractors who have played an integral role in various phases include Encore Electric of Avon, Falcon Plumbing & Heating of Grand Junction, Grand Mesa Mechanical Inc. of Grand Junction, Gould Construction of Glenwood Springs and Steve’s Painting and Decorating of Silt. “So far the construction at Valley View hospital has employed 90 percent of forces with local and regional subcontractors whose knowledge of the landscape and construction conditions has proven to be one of the most integral parts of our success at Valley View Hospital,” said Josh Vaughn a JE Dunn project manager. The success began in the first phase of the Master Plan, which included debris flow mitigation, a new power house and a four-story addition with emergency, imaging, pharmacy, respiratory therapy, a new entrance and a family birthing department. In the second phase, a new surgery center, intensive care unit, cardiac catheterization lab and helistop were added. In the fourth phase, older buildings were renovated. Phase five included the construction of a new loading dock. “JE Dunn Construction developed a proprietary program entitled ‘We Care,’ which establishes guidelines for working in
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Overcoming Project Challenges
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Building in the Roaring Fork Valley, where winters are known internationally for beauty as well as their hindrance to construction projects, presented numerous challenges to JE Dunn. Preparation was the key to success in this mountainous locations. The Calaway and Young Cancer Center houses two concrete vaults with nine-foot-deep walls. The concrete mixes required for the vaults were difficult to pour in the subzero degree temperatures found in Colorado's winter months. However, JE Dunn employed specific winter protection and construction methods to ensure quality was not compromised, to meet specified project requirement and to exceed local, regional and national requirements. These methods also ensured crews remained on schedule. Since the Roaring Fork Valley is isolated from many metropolitan areas, procuring and delivering materials was also a complex issue. JE Dunn discovered several subcontractors and suppliers who not only called the area home but offered unique insight and knowledge of building in this remote and challenging climate.
and around occupied healthcare facilities. Together with Valley View Hospital’s Infection Control Risk Assessment (ICRA) director and facility director, we implemented strategies for regulating infection control procedures, interim life safety, moisture control, maintaining clean mechanical systems, installation of finishes, commissioning and much more,” said Jenna Thomas a JE Dunn project manager.“By doing so, we provide Valley View staff, patients, visitors and construction workers with the safest environment during complex projects.” Coordination of the project began during pre-construction and was continually monitored so Valley View did not experience surprises due to daily construction processes, Thomas added. The coordination allowed Valley View to continue operations during the entire construction process. For example, the oldest portion of the hospital, which was built in 1954 and 1962, was demolished to make room for the Calaway & Young Cancer Center – the focal point of the project. Temporary administration and patient service offices were built into phase six housing operations which were originally located in the building where the cancer center currently is located. “The demolition was necessary to have room for the phase six construction, a new comprehensive cancer center with chemotherapy and radiation therapy and hospital administrative offices, plus additional space for physicians' offices,” said Potter.
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The Capstone Project Building Information Modeling (BIM) is being used to coordinate all aspects of the project, including site and logistical planning, preconstruction and estimating, structure visualization and 3D MEP (mechanical, electrical and plumbing) coordination. Using BIM, JE Dunn provides a virtual building model which is continually updated throughout construction. Constructability concerns are addressed through BIM with interior, exterior and MEP mock-ups verifying all quality assurance standards and design intent are met prior to systems installation. In the end, Valley View will receive a comprehensive, interactive, as-built drawing which can be used by facilities managers for future renovations. “Potential issues are resolved during coordination meetings between subcontractors and JE Dunn, ensuring added cost is not incurred during final installation,” Thomas said. “Collaboration between Valley View staff, design team, subcontractors, pre-construction personnel, quality assurance personnel, project managers and superintendents provides the highest quality building through integrated project delivery.” The 148,000 square-foot Calaway and Young Cancer Center is the newest addition to Valley View Hospital and the final piece of the project.The ground and first floors will house Valley View’s new super linear accelerator cancer treatment center along with the associated staffing and patient care facilities. This leaves a blank canvas for the hospital’s future expansion on the second, third and fourth floors. The initial construction of this addition included demolition of the original building, site work and an intricate foundation package including almost seven miles of helical piles, structural concrete and steel and wood windows. Exterior finishes, like the strikingly green, metal roof, match the ski-lodge appeal of recent additions. “The overall cancer center construction schedule is 20 months, with two phases (shell and interior ground and first floor build out) being constructed simultaneously,” said Vaughn. “Completion is slated for June 2012.” CF
disaster recovery
Solutions for When Interior Walls, Subfloors and Building Materials Cannot be Adequately Examined By Michael Mastous
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ater. Damage. Those two words have the potential to become a major source of liability for both facilities managers and restoration companies if not properly handled. For example, water loss in a highrise condominium in Denver, Colo., originated on the seventh floor and grew in scope as it spread to units three floors below. While water damage in a single-family home is challenging enough, adding multiple floors increases the possibility of additional contamination and exposure (health and legal) for all concerned. The first consideration in any water loss is the source of the water, followed closely by the materials through which the water flows. In commercial buildings, the risk can grow exponentially because much of the building’s interior cannot be easily inspected with the naked eye. Unknown hazardous building materials adds to the mystery that water damage presents. The water source will determine how the situation should be addressed. The water could possess contaminants that are harmful to occupants. Raw sewage is one obvious type of
dangerous water source, but many others exist that require certain protocols for the removal and replacement of affected materials to protect the health of the occupant. In the case of the high-rise building, the water had flowed through several stories, and the restoration company had to assume the potential exposure was high to ensure the tenant's safety. The composition of the materials in the building was mostly unknown. Asbestos was in some of the drywall, but any number of dangerous pathogens could have existed in the structure. Protocols for water damage restoration are established by the Institute of Inspection, Cleaning and Restoration Certification (IICRC). Most major insurance companies recognize the IICRC standards and follow them to establish a scope of repairs with professional restoration contractors. This particular loss, however, was unique, and the IICRC guidebook did not address the complicated nature of the situation. After discussions with industry experts, one of whom wrote parts of the guidebook, it was concluded that commercial buildings
with multiple floors are gray areas for water losses. When gray areas occur, property losses become complicated for everyone involved. Property owners and managers want their units restored to prior condition without unnecessary expense, insurance carriers want to minimize legal liability while controlling costs and professional restoration contractors want to ensure all parties (including their own company) are not subject to damage claims years down the road. However, what cannot be seen cannot be properly addressed. As in this loss (an approach with which both property managers and insurance companies agreed), the property owner must be protected from any potential litigation and the occupant must be protected from any potential health hazard. In other words, when you cannot visually inspect building materials, assume the worst and proceed accordingly – even if that means prolonged restoration time and increased expenses. Water losses can be extremely frustrating for property owners, facilities managers and restoration companies simply because often times no one knows what might be hidden behind the walls. Going for a simple solution may save a few dollars today, but expose everyone to huge liability claims later. The best and safest solution? Protect your assets. It’s the right thing to do for everyone. Michael Mastous is president of Delta Disaster Services of Denver, a fullservice restoration company, that provides mitigation and reconstruction for water damage, fire/smoke damage and mold/mildew issues. Visit their website at www.TryDelta.com. CF
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People Power Can Help Conserve Building Power By Phillip Saieg and Tom Prugh
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nce upon a time, most windows in commercial buildings could be opened and closed so the ventilation and the indoor environment could be regulated. Sophisticated systems determined what action was to be taken and how to carry it out. What were these sophisticated systems? The occupants. Then came the era of cheap energy and commercial air conditioning. Existing buildings were shut in with caulked windows, and new structures were built with permanently sealed windows. Ventilation depended on basic automated HVAC systems that transferred regulation control by the occupants to the bimetallic springs and mercury switches in thermostats. Automated systems seemed like a good idea at the time, and, in many ways, they still are a good idea. However, conventional automated systems can create a dangerous “set it and forget it” mindset. Buildings and their systems can
go months or years without having a thorough inspection. Automated systems go out of tune over time and can even work against themselves, degrading performance and reducing efficiency. Recommissioning can correct those inefficiencies, but giving people some control is also important. When approached properly, occupants can be convinced to alter their behavior in the interests of efficiency. The increasing sophistication of HVAC and electrical systems and real-time monitoring software can enhance occupants’ value as system components. For example, many cutting-edge systems are built with multiple sensors scattered throughout the building and wired (or wi-fi’d) to computer monitors that act as dashboards to display the data. This arrangement enables instant, remote monitoring and adjustment of zone temperatures, air flows, heating element output, electrical current loads and patterns and even plug loads. Such Web-
based systems also make it possible to store performance data and display current readouts against past ones, as well as perform other analytic tasks. Feedback In short, system monitoring is about feedback, which is a well-established principle of performance enhancement. The principle can be applied to individual floors, office suites and desks, as well as to whole buildings. Floors can have their own submeters which allow office managers to monitor and control local electricity consumption (and not have to subsidize other folks in the building who leave their lights on all the time). Individual desk-based power meters allow workers to track their own electricity use and see firsthand how much energy is saved when, for instance, a computer goes into sleep mode. At another level, a building can also benefit from collective occupant engagement by strategizing energy
EPA Recognizes Local Leadership for Watts to Water Program By Sharon Alton and Cassie Milestone
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he Environmental Protection Agency (EPA) selected Denver as a place of exemplary leadership based on the successful inaugural year of the Watts to Water program. Denver is featured on the Energy Star website along with three other places in the United States as part of the EPA’s Energy Star Challenge. The Energy Star Challenge is a national call to action to reduce energy consumption in commercial and industrial buildings. The goal of the challenge is to reduce emissions and to take action to reduce carbon emissions that are associated with building energy use. The Downtown Denver Partnership, Building Owners and Managers Association and Greenprint Denver, along with several partner organizations, developed the Watts to Water program in
2010 with the assistance of a $25,000 EPA program grant. This public-private partnership responded to the Energy Star challenge and committed to reduce energy consumption in office buildings and hotels larger than 5,000 square feet. But that wasn’t enough – Denver took the task one step further and added a water reduction component to the program. The program's focus on water conservation made it the first of its type nationwide. In Watts to Water’s first year, the program included 130 Denver metroarea buildings, accounting for approximately 28 million square feet of office and hotel space in the sevencounty area. The impact of energy and water savings from buildings participating in the program was impressive. More than 10,000 metric tons of GHGs and approximately
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$2,991,000 in water were saved. In its first year, Watts to Water focused on three things: gathering benchmark data, offering educational programs and recognizing office buildings and hotels that invested in capital improvements or changed tenant behaviors and, as a result, reduced their energy or water consumption. Building upon the successes of its initial year, the Watts to Water partners expanded the goals and benefits of the 2011 program. This year, the program hopes to increase participation by 50 percent (from 130 to 195 buildings). Expanded benefits will include the following: • Free technical support from Energy Star technicians • Free online review of benchmarking data
sustainability conservation methods and other resources. Tapping into that knowledge gives building owners and operators valuable information for setting priorities that can yield practical suggestions for boosting efficiency.Treating tenants as collaborating partners motivates tenants to become vested in the building and can create a commitment to making changes that benefit everyone. Open office spaces, in contrast to corridor-connected individual offices, can improve comfort and reduce heating and cooling loads by allowing air to circulate more freely, which helps to eliminate the hot and cool spots common in ordinary commercial buildings. Likewise, plug loads can be reduced by sharing services and equipment, such as copiers and printers. Having centrally-located printers (one per office suite or floor rather than one on each desk) encourages less sedentary behavior, discourages unnecessary printing and reduces standby losses.These measures can make for a better working environment and create major energy savings. Collaboration Imposing such measures from the top
• Recognition in Denver area publications and on the Watts to Water website • Unbiased ranking of their building’s energy efficiency with a private report detailing overall market ranking • Free educational programs on how to reduce consumption, engage tenants, get a positive return on investment for capital improvements and more • Access to rebates and other programs to lower the costs of adjusting building operations and/or materials In addition to the benefits above, the Watts to Water program will award office buildings and hotels in several categories, including: Most Efficient Building (hotel and office awarded in separate categories): The awards jury will calculate a weighted average (propensity index) of the water performance and Energy Star ratings to determine the building that wins this category. Water performance and Energy Star ratings will be weighted equally.
down is not likely to win owners and operators any friends. Consult with tenants and explore the benefits and trade-offs together, such as tenant sustainability guides and green leases. Some properties have created “green teams” of tenant representatives to institutionalize this process. This can cement buy-in, generate useful information and boost tenant enthusiasm for the property, which can translate into greater property desirability (and possibly higher rents). A powerful case study documenting the value of this collaboration is the Poudre School District (PSD) in Fort Collins, Colo. Several years ago the district made a commitment to sustainability that has produced strong benefits. According to a study by Colorado State University researchers, PSD buildings average 25 percent less kBtu per square foot per year and 33 percent less kWh per square foot per year than other districts. The major reductions in energy use came from organizational efforts in existing buildings to create what the researchers call a culture of conservation: framing the goal as high-performance (rather than green) buildings, tapping
Greatest Improvement in Efficiency (hotel and office awarded in separate categories): The awards jury will calculate a weighted average (propensity index) of the water and energy consumption to determine the building that wins this category. Water and energy consumption will be weighted equally. The building that has seen the greatest improvement from the previous year to the current will be awarded. Innovation Award: The awards jury will recognize the building that has successfully implemented energy and/or water management strategies, behavioral solutions and capital improvements. Stories will be shared and highlighted on the Watts to Water website. Showcase your Building’s Energy and Water Efficiency More program information and award categories may be found on the Watts to Water website. Interested participants should go to
building managers’ and custodians’ knowledge and ideas about building operations, educating (and reminding) occupants about the carbon, energy and money savings to be captured through conservation, stressing the importance of occupant behavior and so on. These efforts were so successful that one of the district’s 1970s-era high schools reduced its electricity consumption about 10 percent below that of the district’s new, LEEDCertified high school. Overall, the district is saving roughly $1 million per year. Important differences exist between schools and commercial office buildings, but there is no reason the idea of a culture of conservation can’t be developed in both settings. Raw technology has a critical role to play in boosting building energy and resource efficiency, but the immense potential of occupant involvement should not be forgotten. People power can help conserve building power. Phillip Saieg is director of the Alliance Center at the Alliance for Sustainable Colorado. Tom Prugh is the Alliance’s senior researcher. He can be reached at tprugh@sustainablecolorado.org. CF
wattstowater.org to register. Participants must log on to Energy Star Portfolio Manager (www.energystar.gov/istar/ pmpam/) to log their energy and water data. Instructions are included on the website. Building registration is ongoing, but participants must log their 2010/11 energy and water data to be eligible for the awards which will be announced in April 2012. Property manager and building engineers are invited to participate in bi-monthly educational workshops directed by groups including Xcel Energy, Denver Water and the EPA. Workshop dates and locations may be found on the website. Sharon Alton is the principal of GAIA Consulting Group, LLC, and can be reached at 720.934.6045 or sharon@thegaiagroup.net. Cassie Milestone is the urban planning and sustainability manager for the Downtown Denver Partnership. CF
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The Outstanding Building of the Year Awards BOMA Denver Recognizes the Best in Commercial Buildings
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our commercial buildings were recognized as being the best in Denver's commercial building industry with The Outstanding Building of the Year Awards for 2011, an annual program sponsored by the Building Owners and Managers Association of Utah. The TOBYs recognize high-quality buildings and excellent building management, according to the extensive requirements set by BOMA International. The TOBY Awards are considered the most prestigious and comprehensive program of its kind in commercial real estate.
Winners of the TOBYs are determined through a judging process established by BOMA International. “During the competitions, all facets of a building's operations are thoroughly evaluated. Buildings are judged on everything from community involvement and site management to environmental and green policies and procedures,” according to TOBYAwards.org. Judges also consider tenant relations programs, emergency preparedness, security standards and continuing education for building personnel. BOMA Denver TOBY winners were announced during an award
ceremony held on Saturday, Nov. 5, at the Denver Center for Performing Arts. The Outstanding Buildings of 2011 were 3455 Medical Pavilion, URS Center, Denver West Office Park and Tamarac Office Plaza. These winners will advance to the regional competition and if recognized at this level, will be eligible for the international competition. Four BOMA Denver members, Shawn Murphy, Marcia Pryor, John M. Whitlock and Ernie Jackson, were also recognized during the TOBY Awards for their outstanding service to the organization. CF
2011 Denver Metro BOMA TOBY Awards Category: Medical Office Buildings Building Entry: 3455 Medical Pavilion Management Company: Lillibridge Health Care Services, Inc. Representative: Anthony DiGanci
Category: Suburban Office Park (Low Rise) Building Entry: Denver West Office Park Management Company: Pyne Companies of Colorado Representative: Karen Boyd
Category: Principal Member of the Year Recipient: Shawn Murphy, RPA, LEED AP, Grubb & Ellis Management Services
Category: 100,000 – 249,999 Sq Ft Building Entry: URS Center Management Company: Westcore Properties Representative: Carrie Parker
Category: Renovated Building Building Entry: Tamarac Office Plaza Management Company: Parmenter Realty Partners Representative: Kristie Williamson
Category: President's Award Recipient: John M. Whitlock, RPA, LBA Realty, LLC
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Category: Allied Member of the Year Recipient: Marcia Pryor, LEED AP, The Brickman Group
Category: President's Award Recipient: Ernie Jackson, RPA, FMA, Prime West Real Estate Services, Inc.
roofing
A New Perspective on Roofing Retrofits By Tim Hoeffel
W
hat if there were a better way to fix your roof problem than rip it off and replace it? What if you could put a new roof over the old one and have it wear like a new roof, complete with warranty and get some added benefits as well? Two of those benefits would be a sustainable roof system and a reduction of heat transfer into your building. Why Use a Cool Roof Coating? Cool roof coatings are an exciting solution to many heat reduction and roofing needs. The coating forms a monolithic membrane without seams and can be a great weather barrier. They can rejuvenate most worn roofs and eliminate tear off of the old roof. They often come with a 10-year warranty and often qualify for a utility company's rebate program. (Check under the “peak energy reduction” requirements or other programs for your utility to see if you qualify.) Some direct benefits to the end user are increased personal comfort, especially during hot summer months, reduced air conditioning use and repair, resulting in energy savings typically of 10 to 30 percent, and decreased roof maintenance costs due to a longer roof life. What is a Cool Roof Coating? A cool roof reflects the sun’s heat
and emits absorbed radiation back into the atmosphere. The roof stays cooler and reduces the amount of heat transferred to the building below, keeping the building a cooler and more consistent temperature. The two basic characteristics that determine the coolness of a roof are solar reflectance (SR) and thermal emittance (TE). Both properties are rated on a scale from 0 to 1, where 1 is the most reflective or emissive. The Cool Roof Rating Council and Energy Star measure these two properties for roofing products, both for the product’s initial values and after three years of weather exposure. These directories are available to the general public at no charge, and it allows you to compare the rated values of various product types and brands. Will it Work for Me? Climate zone is one main factor influencing how much will be saved. Some savings will hit near 50 percent in hot climate zones, depending on the coating and several other factors. These products are not just for warm and hot climates. One national study found cool roof coatings are an effective energy reduction measure in all states. “A cool roof can decrease annual cooling load even in climates with zero nominal (base 18 degrees Celsius)
cooling degree days if air conditioning is required to remove the building’s solar heat gain and/or internally generated heat,” according to Ronnen Levinson and Hashem Akbari of Lawrence Berkeley National Laboratory. “Prior research has indicated that net annual energy cost savings are greatest for buildings located in climates with long cooling seasons and short heating seasons.” Substantial projections exist for cool roof coatings at minimum performance standards. Top performers can raise the savings estimates by 40 percent or more. These coatings are tough, weatherresistant coatings. Many are also vapor and air semi-permeable and close cousins to commercial elastomeric coatings. What if you were to use a cool roof coating as an exterior commercial coating? Coat the south and west walls and get the same kind of performance for your walls as you get for your roof. Just a thought. Tim Hoeffel of Better Painting is a certified dealer with Superior Products International II, Inc. He can solve problems with heat gain or loss, rust, lead paint, asbestos, condensation, UV protection, concrete and metal coatings and traditional interior and exterior painting. Visit www.betterpainting.net for more info. CF
Roof Retrofit: The Facts Retrofitting 80 percent of the 2.58 billion square meters of commercial building conditioned roofs in the United States, according to Lawrence Berkeley Labs, would yield an annual: • • • •
Cooling energy saving of 10.4 TWh Heating energy penalty of 133 million therms Energy cost saving of $735 million CO2 reduction of 6.23 Mt, offsetting the annual CO2 emissions of 1.20 million cars or 25.4 peak power plants
• NOx (nitrogen oxide) reduction of 9.93 kt, offsetting the annual NOx emissions of 57,000 cars or 65.7 peak power plants • SO2 (sulfur dioxide) reduction of 25.6 kt, offsetting the annual SO2 emissions of 815 peak power plants • Hg (mercury) reduction of 126 kg COLORADO FACILITIES JAN/FEB 2012 I 17
lighting
Combining LED’s with Wi-Fi Controls Saves Money By Will Wentworth For most companies, a soft economy doesn't exactly fall into the category of good news. While there might not be as much money as usual floating around, there is a silver lining. The current economic climate is persuading a lot of managers and executives to look for more costeffective solutions. One of these is combining LED lighting with wireless controls – a combination that can dramatically reduce expenses. In order to understand how, take a quick look at LED lighting itself and then at a real-world, bottom-line example of wireless controls in action. As far as LED goes, you probably already know the basics: solid-state lighting is more efficient than traditional solutions, offers better light quality and can last more than 10 times longer than other lights. Many facilities managers opt for LED lighting on these grounds alone. If you can cut 45 to 75 percent from your lighting energy bill and change lights less often, then the cost savings can be enormous. Changing a large number of lights, especially in retail and industrial settings, can require lifts and trained personnel, increasing maintenance wages and disability claims. Having to switch them out less frequently can be one of the hidden benefits of solidstate lighting. Adding wireless controls to your commercial lighting system can greatly enhance the energy and maintenance savings. Newer control systems allow you to further reduce your energy usage, installation time and materials costs without any significant upgrades to your existing equipment. How much of a difference can they make? If you include the maintenance
savings, simply replacing traditional lighting with an LED system can cut costs by 50 to 85 percent. Adding wireless capability can even further those savings. A Reduction in Lighting Hours Imagine a warehouse that is currently lit by sixty 400w MH High Bays that operate 24 hours a day, every day of the year. Since they are using 240,000 kWh, if we assume the company is paying 10 cents per kWh, then that lighting is costing $24,000 every 12 months. Replacing the existing lights with LED technology could reduce the usage to 50,000 kWh, or $5,000 for the year – a savings of almost $20,000. It would be easy to stop there, but why does the warehouse need full lighting during non-operational hours? Assuming that it doesn't, a wireless control could be installed so that the LEDs are only on for 9.5 hours a day. Now usage drops to 30,000 kWh, with the total yearly cost of only $3,000. Best of all, these savings continue year after year.
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Daylighting to Reduce Energy Usage Suppose an office building is lit by eight hundred 32w florescent tubes. At 79,000 kWh, it is costing the owner $7,900 a year using the same electricity price estimates. By replacing the florescent tubes with LED lighting, energy consumption can be reduced to 43,000 kWh. However, sunlight is used during daytime hours, reducing output of non-natural sources by 60 percent. Total electricity consumption for the building drops by 30 percent, bringing total consumption to 30,000 kWh – or $3,000 total for the year – without lessening the amount of available light. There are a lot of great reasons to consider LED lighting and wireless controls for any commercial space. For years, business owners and facilities managers have wanted to make the switch for better lighting quality, wish to put an end to costly environmental effects of florescent lighting or have grown tired of frequently replacing traditional bulbs. However, as sound as all of those reasons are, they are quickly being replaced by another reason: Integrating smarter lighting systems into a facility just makes bottom-line sense. Will Wentworth is the president and CEO of L.E.D. Enviroworks. He can be reached at 303.810.6867 or will@ledenviroworks.com. CF
associations
BOMA Denver Sponsors Toy Drive By Esperanza Castellano
D
enver’s Building Owners and Managers Association (BOMA) recently participated in gathering gifts and toys for charities. The drive allows individuals the opportunity to give to many charities supported by gift donations for men, women, young adults, teenagers and children of all ages. “Every year the need seems to grow, and BOMA members respond with such an outpouring of generosity. We anticipate collecting well over 15,000 gifts and toys for children and adults of all ages,” said Sherri Pe’a, co-chair of the BOMA Community Affairs Committee. BOMA members strive to grant wishes to all of Colorado. Every year the Community Affairs Committee collects, sorts and distributes the gifts. The gift and toy drive requires a lot of help, and BOMA welcomes anyone who would like to participate. “Being a part of the BOMA gift and toy drive is humbling. I do not have
enough words to describe the feeling we get when we deliver gifts and toys for one of the charities,” said Pe’a. This year’s gift and toy drive began the week of Thanksgiving and continued through Dec. 15. Large decorated gift boxes were placed in the lobbies of buildings as early as Nov. 7. Tenants were invited to participate in the drive by leaving an unwrapped gift in the box instead of visiting the BOMA office to donate. Items collected include clothing, hats, scarves, gloves, blankets, books, cash donations, gift cards, personal care items, new toys, sports equipment, educational toys, games, books and teenage/young adult items. Gifts and toys will be sorted and delivered to 14 charities. This year the following charities receiving these wonderful gifts will be Center for Work Education and Employment, Colorado Coalition for the Homeless, Champa House, The Delores Project, Denver Children’s Advocacy Center,
Denver Children’s Home, Father Woody’s, Gateway Women’s Center, Jeffco Action Center, Joy House Denver, Mount Saint Vincent Home, SafeHouse Denver, Toys for Tots and Visiting Nurses’ Association. “The holiday season is a time for everyone to reflect and be thankful for all we have. It’s important to remember gifts play a major role during the holiday season for those who are in need,” Pe’a said. Property managers and building owners are encouraged to participate in this effort. Make a difference in the life of a child, teenager, woman or man. Help bring a smile to someone this holiday season. Call or email the BOMA Community Affairs Committee co-chairs to participate. Sherri Pe’a can be reached at 303.591.1374, spea@amsofusa.com, or Sandy Robinson can be reached at sandy.robinson@am.jll.com or 303.534.6611. CF
COLORADO FACILITIES JAN/FEB 2012 I 19
Help Organizations Measure Progress By John Garrett
K
ey Performance Indicators, also known as KPI’s or Key Success Indicators (KSI’s), are essential in helping organizations better define and measure progress towards organizational goals and objectives. Once an organization has identified its specific objectives and key stakeholders in support of those objectives, it is better prepared to develop a systematic approach to measure progress towards those predetermined goals. Key Performance Indicators, or KPI’s, if implemented and sustained correctly, allow specific advantages including the following: • Create organizational clarity with regard to specific performance objectives in relation to the company vision and values • Effectively monitor progress toward goals with viable performance metrics • Conduct periodic analysis as a means to evaluate whether or not short-term objectives, or milestones, are being met in support of the primary performance target • Foster an environment of improved performance, employee motivation, and continuous improvement strategies • Ensure that the business is properly aligned with the agreed-upon objectives with the client, thereby ensuring improved collaboration and visibility over all areas of the business, including contractual compliance When implementing an effective KPI program, at a minimum it is crucial to consider the following: • Measurements must be quantifiable – if you cannot measure specific data relative to key areas of your
performance, it becomes difficult to track and monitor progress toward goals, which impacts one’s ability to effectively manage the business • Measurements must be agreed upon with both the client and primary stakeholders in advance of implementation • Full alignment with the client in all areas of the business helps create a transparent and increasingly effective partnership • Employees must understand what is being measured, why it is important, how it benefits them individually and as a department and how best to contribute to the objective as a whole • Communicate progress toward goals and communicate frequently. It is much easier for an employee and/or senior stakeholder to implement specific strategies and performance behaviors designed to contribute to short-term milestones, especially when they are continuously kept abreast of progress. The ability to work toward something achievable within a manageable or compressed time frame tends to be more motivating and viewed by the employee as something they can achieve. • Be creative in implementing incentives to reward short-term contribution toward objectives designed to meet the ultimate company goal. Add energy to the process by creating an enjoyable environment and backing it with specific incentives designed to both recognize and reward performance. Key Performance Indicators must be viewed as Critical to Organizational Success Clearly, everything can't be measured. In selecting the appropriate
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KPI’s, limit them to indicators that are essential to the organization reaching its full potential. Keep the message simple, with only a short list of specific and equally measurable objectives. Anything more than five key objectives may defeat the purpose by creating confusion within the company. Performance goals can be customized to individual departments or product lines. Through proper communication, frequent updates regarding progress to goals and continued positive reinforcement and recognition of efforts toward meeting specified goals, a business can achieve organizational success. Move quickly, identify both positive and negative performance trends and respond with the appropriate gap analysis and strategies necessary to improve performance. So What Do We Measure? The best KPIs for a particular organization depends on several factors: • Where the organization is today with overall performance • Where the organization wants to be tomorrow • Who receives the KPI data and what do they do with it • How KPIs and the conclusions drawn from them are communicated to others What is important to some clients, may not be important to others. Every product and service is measured differently. If one can’t measure performance, they can’t effectively manage it, nor for that matter, improve it. The performance measurement process attempts to measure various aspects of performance to determine where improvement is needed. Performance measurement tools
management provide a window into how every element of a business is functioning to meet internal and customer objectives. Key performance indicators fall into two specific categories: lagging or leading. Lagging measurements provide analysis of past performance, whereas leading evaluates and defines future performance. Every business strives to deliver products or services faster, smarter and cheaper. Organizations that meet such objectives leverage work tools to better facilitate the process. Many valuable tools can be acquired within the marketplace to help organizations better manage all areas of their business, from field operations to sales performance. At the same time, many business owners and managers can also create their own tools, customized to both their individual clients and business methodologies. A healthy organization will maintain a balance between acquired business tools, as well as tools developed internally through innovation and adaptation to the evolving demands of the client, which often are a direct reflection of market conditions. Keep the following points in mind when selecting KPIs: • Quantity does not equal quality • Measure the most important things,
not everything • Ensure field and line management buy-in • Consider piloting metrics before rolling them out company-wide • Don’t let the cost of measuring exceed the value of the results Finally, KPIs will evolve as the organization changes. Business owners and managers should be prepared to continually evaluate their progress in tracking performance and the benefits of the KPIs. When necessary and appropriate, KPIs should be modified to reflect changing circumstances or drive further improvement. John Garrett is president and CEO of Facilities Management Advisors, LLC. He can be reached at jgarrett@fmadvisors.com or 970.396.2702. CF
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janitorial
Go After the Occupants Tenants who Clean Up can Help Save Money in Cleaning Costs By Don Aslett
T
he commercial sector can keep their spaces clean at a cost and quality never dreamed of in earlier years. Forty years ago, bids ranged from $500 to $5,000 a month for the same work. Today you can get 10 bids for a job, and most will be within a few hundred dollars of each other. True, there isn’t much leeway in the cost of labor and materials, but there are other ways to cut costs – like improving the behavior of the tenants. A janitor's main purpose is to maintain and service a building. They service the dispensers, dispose of waste and remedy and repair natural or accidental damage. If they spend their time cleaning spills and chewing gum off of the floor, picking up litter, washing graffiti off of walls and taking tape and
posters off of doors, then they can’t keep the carpets and floors on their maintenance programs. They won’t get to the fix-it-in-five minute things that become a $50 to $500 repair job later. Identical areas can take twice the time to clean, depending on the occupants – not the building. Educate tenants and persuade them to clean up after themselves – at their desks, in their office, the parking lots, the restrooms and the cafeteria. Tenant cooperation can make up to a 20 percent in the cost of maintenance, dwarfing that 2 or 3 percent companies are trying to save on cleaning products and labor. If the people in a building spent five minutes a day caring for their own work area and being more careful in the building’s public areas, it
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would cut cleaning costs dramatically, reduce accidents, enhance security, raise morale, save energy and reduce building depreciation. Cutting clutter in the buildings, keeping parking lots clean and removing messes on and around desks can cut out lots of custodial time and repairs. Go after the occupants. Have the big wheels set an example and arrange some artfully-designed, consciousness-raising sessions, and watch cleaning time go down, the quality of the environment go up and an attitude of caring creep in. Don Aslett is founder of Varsity Contractors, Pocatello, Idaho. Colorado readers are treated to a free download of Aslett’s handbook on this topic at www.aslett.com/educatetheuser. CF
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