Building Management Hawaii - October 2020 by trademediahui

INSIDE

WHAT'S UP WITH ELEVATORS » MEET A MAUI MANAGER » CONTESSA GOES VINYL

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EDITOR’S DESK |

DON CHAPMAN

Hawaii Managers No Ka Oi

Mailed and Distributed on the 10th of Every Month PUBLISHER Amanda Canada

Hawaii is quickly gaining a reputation for great condominium management, and rightly so. For the third time in recent years, a Hawaii building manager is in the running for IREM’s Accredited Residential Manager (ARM) of the Year. This time it’s Bill Richardson of Makena Surf on Maui, one of five national finalists. He was previously manager of ONE Ala Moana on Oahu. Most recently, Benjamin Oates, then of Marco Polo and now with Ke Kilohana, won the international ARM award in 2017. Alex Bresslauer of Hawaii Kai Peninsula also was a finalist that same year. Bill Richardson And Duane Komine of Hokua won the award in 2015. Richardson, the subject of BMH’s Meet a Manager feature in the March issue, was notified of his nomination in August, with winners in a number of categories to be announced by IREM at a virtual awards ceremony in October. See No Ka Oi on page 19

EDITOR Don Chapman EDITORIAL DIRECTOR David Putnam ASSOCIATE EDITORS Brett Alexander-Estes Priscilla Pérez Billig SENIOR ADVERTISING DIRECTORS Barry Redmayne SENIOR ACCOUNT EXECUTIVES Jennifer Dorman David Kanyuck ADVERTISING COORDINATOR Lorraine Cabanero LEAD ART DIRECTOR Ursula A. Silva

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Cover photo Courtesy Holly Morikami

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contents October 2020 | Volume 36 | No. 10

FEATURED 4 — Editor’s Desk Hawaii managers are no ka oi

8 — Grounds for Praise With 600 trees and lush gardens, Park Lane seems far from the madding crowd 12 — Projects The Contessa board OKs changing aging aluminum door and window frames with vinyl that retains the original look 16 — Meet a Manager Chris Calfee of Napili Ridge on Maui oversees a complete renovation 20 — When It’s Time for a Care Home Part two of BMH’s survey of top senior care homes 41 — Legal Matters: Jane Sugimura House rules are meant to establish order but can lead to conflict if enforced unevenly 42 — All Things Condo: Carole Richelieu It’s condo budget time, and the coronavirus is complicating things 43 — Community Corner CCM seminars go virtual, condos and COVID, NAIOP awards, tough year for commercial sales

INSURANCE 26 — Robert Nordlund Carefully tapping reserves in a time of COVID crisis 28 — Elaine Panlilio Be aware of exclusions in your insurance, including the Communicable Disease Exclusion

HVAC 30 — Robert Pascua HVAC as a barrier to contamination 32 — Holly Morikami How a downtown high-rise got a jump on the coronavirus with UVC in its HVAC

BUILDING SAFETY 34 — Lance Luke Regular inspection is the best way to avoid costly problems 36 — Wendell Akagi Indoor air quality will play a huge role in public health as people return to work

ELEVATORS 38 — Jared Okamura Older buildings should plan on higher costs for “related work” 40 — Justin Saranillo Clean mobility solutions to help companies get back to work

8 Copyright 2020 with all rights reserved. Unauthorized reproduction is prohibited. Building Management Hawaii is published on the eighth day of each month by Trade Publishing Limited, with offices at 287 Mokauea, Honolulu HI 96819. Unsolicited materials must be accompanied by self-addressed, stamped return envelope. Publisher reserves the right to edit or otherwise modify all materials and assumes no responsibility for items lost or misplaced during production. Content within this publications is not to be construed as

professional advice; Trade Publishing disclaims any and all responsibility or liability for health or financial damages that may arise from its content. Statement of fact and opinion in articles, columns or letters of contributors are the responsibility of authors alone and do not necessarily reflect the opinion of Trade Publishing Ltd. Single copy rate is $5, with subscriptions available at $35 per year. For information, call (808) 848-0711.

6 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

287 Mokauea Street, Honolulu, Hawaii 96819 (808) 848-0711 | TradePublishing.com

Enjoy Hawaiiana’s Association Management Services from the Convenience of Home With Hawaiiana’s website, users can: • Contact their property management team • Ask questions about their bill • Change their contact address • Pay association fees online • Replace lost payment coupons

In these current times, finding ways to do things from the comfort and convenience of home is all-important. Hawaiiana’s website is designed with our clients’ convenience in mind. By carefully surveying the requests which come through our switchboard, we developed a helpful and user-friendly site which caters to the information and assistance that clients requested most. An overwhelming number of clients call with accounting-related questions or concerns, or to provide us with updates to their account information. Our objective is to provide simple and time-saving ways for these issues to be addressed. To assure that every client receives personal attention, a dedicated team of accounting specialists is available to assist clients with their specific accounting needs. The team receives web inquiries directly, and assures that requested information is provided to owners in a timely manner. In addition, the accounting specialists process online forms such as Change of Address, SurePay automatic fee deductions and others. As always, owners are able to pay their maintenance fees online at www.hmcmgt.com.

Our second most frequent request from owners is to contact their Hawaiiana management executive. Our website provides an easy, “self-service” way for clients to gain access to their property-specific management team and other property information, without having to wait on the phone. An easy search link called “Find a Community” can direct users to the phone number and email for their Hawaiiana management executive and the site manager for their property. Hawaiiana’s website is also a great resource for those who want to know more about association management in Hawaii in general. The “Resources” page includes informative video links such as What

to Expect from My Association’s Managing Agent and Where Do My Maintenance Fees Go? There are

also informative blogs and updates accessible under the “News” tab, at the top of the home page. The “About” tab offers information and key statistics about our company and services, and is helpful for those who want to know more about Hawaiiana. Those requesting more specific information may submit a

• Apply for SurePay automatic payment deductions • Learn about Hawaiiana’s services & personnel • Access news & educational information • And more!

“Request a Proposal” form, found at the bottom of that page. We invite you to visit our website at www.hmcmgt.com. For more information on Hawaiiana’s award-winning services, please contact: Mele Heresa, CCIM®, CPM® at meleh@hmcmgt.com or (808) 593-6827.

Contact: Mele Heresa, CCIM, CPM Phone: (808) 593-6827 Email: meleh@hmcmgt.com

GROUNDS

for P R A I S E

Missing the City for the Trees Surrounded by more than 600 trees on three acres of landscaping, Park Lane seems far from the madding crowd BY DON CHAPMAN

Great landscaping increases a property’s curb appeal, raises property values and enhances resident satisfaction. That’s why BMH is saluting handsome horticulture in Grounds for Praise. To nominate your property, email don@tradepublishing.com.

ith 24 years in Hawaii’s hotel industry—including stops at Sheraton Waikiki, Kapalua Bay Hotel, Waikiki Beach Marriott and Kauai Marriott Resort—Gerald Nakashima has seen some great landscaping. So when he was named opening general manager at Park Lane Ala Moana, achieving great grounds was high on his priority list.

Mission accomplished. Park Lane welcomed its first owners in April 2017 with approximately 600 trees growing around the 7.3-acre propGerald Nakashima erty, 3.2 of them landscaped, plus flowers galore, a fruit/ vegetable garden and a Great Lawn. Surrounded by all that, Park Lane seems far, far removed from the urban rush just outside the property. Nakashima believes landscaping enhances the Park Lane living experience. “Endlessly,” he says. “Believe it or not, our residents’ well-being and life-

8 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

style is impacted by the serene nature and landscaped environment that surrounds our community. From the view of the Great Lawn to the sustainable fruits we harvest on-site, it is a big deal and important to our residents.” It started early: “Our ‘first resident’ was the hala tree in the center of the port cochère. Duncan MacNaughton, a senior adviser, found it in Waimanalo—he went all over looking for the perfect hala tree. They planted it and named it Park Lane’s first resident. I was second.” Flowers and greenery include areca palm, Macarthur palm, loulu palm, sealing wax palm, pink torch ginger, yellow spathoglottis, pandola anthurium, pualoalo, green liriope, ohia

ASSOCIA HAWAII PROVIDES ASSOCIA HAWAII PROVIDES AWARD-WINNING MANAGEMENT AWARD-WINNING MANAGEMENT SERVICES TO HAWAII’S CONDO SERVICES TO HAWAII’S CONDO ASSOCIATIONS AND HOAS ASSOCIATIONS AND HOAS

Pauli Wong, PCAM®, RS® President of Associa Hawaii, AAMC® Pauli Wong, Business LeaderPCAM®, of the RS® Year President of Associa Hawaii, Big Business AAMC® Category, Business Leader of the Year Pacific Business News Big Business Category, Pacific Business News

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SERVICES TO HAWAII’S CONDO 2020 Best Places ASSOCIATIONS AND HOAS 2020 Best Places to Work

2020 US Best Managed Company - The national award program, sponsored by Deloitte Private and The Wall Street Journal, recognizes private company excellence in fourprogram, key areas: strategy,by execution, cultureand andThe financials. Associa, 2020 US Best Managed Company - The national award sponsored Deloitte Private Wall Street Journal, recognizes private company excellence in four key areas: strategy, execution, culture and financials. Associa, along with other honorees, were credited with “what innovation looks like and achieving excellence...” along with other honorees, were credited with “what innovation looks like and achieving excellence...” 2020 Hawaii Best Places to Work - Associa Hawaii was named among the Best Places to Work by Hawaii Business 2020 Hawaii Best Hawaii Places to Work - Associa Hawaii was named Best Places to Work Hawaii BusinessHawaii Ltd) Magazine. Associa joins fellow honorees Central Pacificamong Bank, the American Savings Bank,byAHL (Architects Magazine. Associa Hawaii joins fellow honorees Central Pacific Bank, American Savings Bank, AHL (Architects Hawaii Ltd)to and other Hawaii employers. For the third year in a row, Pacific Business News has named Associa Hawaii Best Places 2020 Best Places to Work and other Hawaii employers. For the third year in a row, Pacific Business News has named Associa Hawaii Best Places to Work two years in a row. Work two years in a row. 2020 US Best Managed Company - The national award program, sponsored by Deloitte Private and The Wall Street 2020 - 2021 Great Place to Work Certification - Nationally, Associa has held the prestigious Great Place to Work Journal, private company excellence in four keyAssocia areas: has strategy, execution, culture financials. 2020 -recognizes 2021four Great Place Work Certification - Nationally, held the prestigious Greatand Place to Work Associa, Certification years into a row. along with other honorees, were credited with “what innovation looks like and achieving excellence...” Certification four years in a row.

2020 Hawaii Best Places to Work - Associa Hawaii was named among the Best Places to Work by Hawaii Business Magazine. Associa Hawaii joins fellow honorees Central Pacific Bank, American Savings Bank, AHL (Architects Hawaii Ltd) and other Hawaii employers. For the third year in a row, Pacific Business News has named Associa Hawaii Best Places to Work two years in a row. 2020 - 2021 Great Place to Work Certification - Nationally, Associa has held the prestigious Great Place to Work Certification four years in a row.

FORMORE MOREINFORMATION INFORMATION ON SERVICES, CONTACT FOR ON ASSOCIA ASSOCIAHAWAI’I’S HAWAI’I’SAWARD-WINNING AWARD-WINNING SERVICES, CONTACT Phyllis Okada Kacher, CPM®, R® | Chief Business Development Officer Phyllis Okada Kacher, CPM®, R® | Chief Business Development Officer phyllis@associahawaii.com | 808.837.5273 phyllis@associahawaii.com | 808.837.5273 www.associahawaii.com www.associahawaii.com

lehua mamo, pink kokutan, kimi pink ginger, sexy pink heliconia and puakenikeni. The edible garden includes Eric Plummer ka‘u orange, various citrus, apple banana, jaboticaba, kalo, Surinam cherry and pomelo. The landscape manager is Eric Plummer of Sperber Companies dba The Maintenance Group. He started 16 years ago in Wisconsin with a certification in pesticide application in four different states, including Hawaii. “Eric’s philosophy and mantra is to ensure that landscaped environments are improved aesthetically by 200% from how he first encountered them, wherever his life takes him,” says Nakashima.

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“He started as a landscaping manager for Naturescape in Minnesota and worked his way up to operating his own landscaping company for six years, managing grounds for Northmarq Cushman & Wakefield commercial real estate in two states. In 2015, he relocated to Hawaii Island and was the main pesticide applicator at Kohanaiki Private Club Community for two years. He was sought after by Resort Management Group, who was awarded the contract here at Park Lane Ala Moana. Since 2018, Eric has been the landscape manager onsite and is responsible for the daily operations of the grounds. “Five staff are dedicated to landscaping.” “We have a really long growing season here in Hawaii,” Plummer says. “It affords the plants the ability to grow bigger and be more bountiful in providing an abundance of flowers in our Islands. In the colder climates, the growing season is much shorter and the plants do not have much of an

opportunity to thrive. The shifting shade of Park Lane’s seven buildings (219 units) presents a regular test of the staff’s green thumbery. “With the architecture of our buildings, receiving required sunlight seasonally in certain areas can pose a challenge,” says Nakashima, who works with Hawaiiana Management. “With 600-plus fully grown trees onsite, it is incredible how six landscape personnel are able to maintain all 3.2 acres of foliage.” “Park Lane residents definitely have a passion for our gardens,” Plummer says. “Through their feedback, we continue to aesthetically improve our habitat.” As for advice for other condominiums: “Each property has its unique beauty and style with the landscaped environments,” Nakashima says, “but always give it 110% care and effort—plants are living and breathing beings.” ❖

Service Integrity Commitment *the standard by which all others are measured Serving Hawaii’s Condominum Associations Since 1990 Locally Owned & Operated 680 Iwilei Road Suite 777 • Honolulu Hawaii 96817 (808) 566-4100 • www.TouchstoneProperties-Hawaii.com www.tradepublishing.com/building-management-hawaii 11

PROJECTS

The Contessa Manager: Jim Sawyer, ARM, General Manager Project: Window and sliding glass door replacement

12 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

Restoring

Contessa’s Luster Board gives the OK to replace aging aluminum door and window frames with vinyl that retains the original look BY DON CHAPMAN If ever there was a landmark condominium, it’s The Contessa. Rising 37 floors from the flats of Moiliili near its border with Waialae, The Contessa was the only high-rise building for blocks and blocks around when owners started moving in 49 years ago, and remains a geographic beacon. It was an aspirational address from the moment it opened, but with the passage of time, even Italian royalty—“Contessa” is Italian for countess—can begin to show their age. So it was here, with spalling problems associated with aluminum doors and window frames that too often were no longer operational. The research and tenacity of one female unit owner, combined with the board of directors’ willingness to try something new, would put this aging beauty on a fresh trajectory.

When did the building open? 1971. Number of units: 144 units, all two-bedroom, two-bath. Was there a previous window issue with the building? Building windows and sliding glass doors are individual unit owners’ responsibility. Most original existing windows are still operational but those that have received little or no maintenance require replacement.

When/where did you first notice the problem with windows? The Contessa had major building spalling/ painting projects completed 11 years ago. Non-maintained windows were noted due to increased spalling near failing windows.

How did you initially respond? The board approved a major spalling project and rail replacement for the building in 2011 to address damages. Architectural guidelines were established for the building. How was your management company involved? Touchstone Properties has assisted on many maintenance projects, compiling contractor lists and offering guidance and contract assistance.

How involved was the board, and what actions did it take? The community board has been proactive in establishing HRC (high-risk components) guidelines and inspections to lessen the damage caused by deferred maintenance. The board also established an eight-year plan to repair spaIIing and paint the entire building and parking structure, doing each corner (four units per floor) every two years.

Did you bring in an outside consultant? Yes, Lance Luke of Construction Management Inspection has guided us through spalling and other large-scale projects. Number of units and common areas affected? Currently 12 units have had windows and doors replaced.

How did you decide on a contractor to do the repairs, and who was selected? The owners are responsible for the windows and must be approved by the Architectural Guidelines Committee. We selected Coastal

www.tradepublishing.com/building-management-hawaii 13

How/when did you communicate with residents about the spalling issue and then the work? Communication within our community is excellent. Our owners trust the community board and management to successfully maintain our building and recommend needed repairs.

When did actual work on the project begin and end? The project is ongoing, with damaged windows being replaced and owners who are looking to upgrade their fixtures being scheduled.

Cost: The cost per unit is roughly $50,000. Any lessons learned that other buildings could benefit from? All buildings need to have Architectural Concrete spalling was caused by old aluminum window and door frames that leaked

Windows because of the high quality of their products and installation, but most importantly they meet all requirements and code for high-rise building installation, including spalling repair.

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Guidelines and HRC Guidelines/Inspection in place. These inspections are a valuable tool to recognize and repair issues that could cause damage. Also, be sure contractors are able to produce what they promise. Certain projects require special certifications and liability, and contractors must produce evidence of these special documents prior to signing contracts. Most important is communication and safety. Replacing windows in a high-rise is a big project. Workers are exposed to heights and dangerous working conditions, and residents need to be aware to ensure safety for all. Overall, we are pleased with the services Coastal Windows provided. Excellent communication, professional installation crews with priority on safety are all positive outcomes and we look forward to many more installations in the future.

Pam Barrett, Coastal Windows How did Coastal become involved? An individual homeowner at The Contessa contacted Coastal Windows. Her unit, along with many others, had water leaking in and around Pam Barrett the old aluminum windows and doors, and concrete spalling. After doing some research on her own, she knew that despite the spalling repair work being done in the units, if she didn’t replace her old windows, the leaking and spalling would continue. Some of her old windows were also no longer functional and would not open. The homeowner specifically chose Coastal Windows because we could provide the whole package, from custom design and manufacturing through installation. After completing her research, she submitted her request to the board of directors for approval. Each unit owner is responsible for the window and door upgrades, not the association. As a result, we are installing unit by unit.

window configuration consists of two picture windows with a 4-stack of awning windows in the center. The new configuration replaces the center 4-stack of awning windows with a 2-stack. The board preferred the cleaner lines and functionality of the new configuration, and the overall look is virtually the same.

How did working during a pandemic lockdown impact the project? While a few homeowners did request to delay their installation, most are comfortable with the extra precautions that our crew is taking during the pandemic. We are following the CDC and City and County of Honolulu guidelines to the fullest extent possible.

Material Mobilization Coastal Windows’ Pam Barrett says that as an older building, The Contessa has small, tight spaces to work in, including small elevators. Since the overall completed size of the combined window units would not fit in their regular elevator, the windows are being brought up individually and mulled on-site. She says a material lift is being used to hoist the large door tracks up on the outside of the building.

What did the Contessa folks do right, and what could other buildings learn from it? From the initial inquiry of the first homeowner to the introduction to the board of directors and resident manager, The Contessa did its due diligence in thoroughly researching not only the products they were considering, but the company that would be manufacturing, supplying and installing the products. The board held special “window” board meetings and invited Coastal Windows to participate in a number of presentations. They were also open to exploring all available options in the effort to reach their ultimate goal. ❖

Any particular challenges or surprises with this project? When the first homeowner approached the board about using vinyl replacement windows and doors, it rejected her request. The board’s overall knowledge of “vinyl” windows was limited to mass-produced products that are often made with lower-grade materials, which adversely affect the performance and longevity of the windows and doors. The board was also concerned that vinyl windows and doors would change the overall look of the building since the building currently had aluminum products. But the board invited Coastal Windows to participate in a number of presentations, both to the board and for individual homeowners. Coastal supplied samples, sample renderings, current testing reports and data, and was available to answer any and all questions and concerns. Also, the board had to take into consideration that the project would be completed over a period of years since the windows and doors would be replaced by individual homeowners. Thinking that vinyl windows only came in white, the board was concerned that the white vinyl frames would not match the current aluminum, and therefore change the overall aesthetic of the building. But Coastal Windows was able to offer numerous color options. The Contessa chose a standard silver color to match the existing aluminum. Ironically, one of the board’s main priorities initially was to keep the same window configuration, concerned that was the only way to keep the overall look of the building the same. After reviewing the options and realizing the benefits of tweaking the configuration, in the end they actually preferred a slightly different arrangement. The current

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MEET A

MANAGER |

CHRIS CALFEE

Total Makeov Communication with owners is key to success, says Chris Calfee, who oversaw a renovation of Maui's Napili Ridge BY DON CHAPMAN

16 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

Chris Calfee TITLE: General Manager, Napili Ridge

Chris Calfee’s introduction to professional management had nothing to do with buildings. “I was a freight manager in Anchorage,” says Calfee, general manager of Napili Ridge in West Maui. “It’s not exactly the same, but it kind of is. You’re basically dealing with people, just in different ways.” He wouldn’t be the first person to flee Alaska’s cold for Hawaii’s sunny shores, but that’s not what prompted his move to Lanai. “I hadn’t seen my dad in 10 years,” Calfee says. Good with his hands, Calfee found work in construction, including at The Terraces at Manele Bay luxury condominiums. After 15 years on the Pineapple Isle, he moved to Maui a decade ago to

When did Napili Ridge open?

1973. It originally opened as workforce housing and has changed over the years to include a mix of owner-occupied, long-term tenants and vacation rentals.

Number of units: 132.

Five members from a variety of backgrounds: financial, real estate, operations of other businesses.

Number of staff: Two full-time staff and two landscapers. You mentioned vacation rentals. Yes, about 40 right now.

Amenities: We have a pool and laundry facilities. Management company: We have Associa Hawaii for fiscal only. Veronica “Maile” Wright is our agent. Do you live on the property? Yes. Living on property gives me the ability to monitor issues as they arise immediately. The owners who live here really make it a community, and have been very supportive of all the changes in the past five years.

Number of board members, and how often do you meet?

help a friend with a screen business. He soon heard about a maintenance position at Maui Sands in Lahaina. “I thought, I can do that,” he recalls. That led to an assistant’s job at Napili Ridge, and he earned a promotion to general manager. His construction background came in very handy. “We basically re-did everything,” he says. “Amazingly, nobody moved out. People were very understanding.” Much as he enjoys residing just a quarter-mile from the ocean, Calfee says, “I still like the cold. For vacation, I like to go snow-machining.”

With COVID-19, most are on hold but some are offering to locals as a weekend getaway.

Percent of full-time local residents? About 70%. When did you come aboard? January 2016 as the assistant manager. Later that summer I became the resident manager and started a multiyear remodel of the entire complex. We replaced all windows, re-finished all the exteriors of the buildings, replaced all the exterior plumbing, installed rock walls throughout the property, new sidewalks and land-

www.tradepublishing.com/building-management-hawaii 17

scaped. Our owners have been very patient as we did this without moving any owners or tenants. In November of 2019, I was promoted to general manager as the board felt comfortable with how things have gone since I arrived.

Previous building management jobs? I did maintenance at another property on the island, Maui Sands.

How did you get into the industry? It was a change from construction which I have done for many years. I thought maintenance was a stable industry.

Non-building management jobs: Freight management. Schooling: Community Association Instituteâ&#x20AC;&#x201D;I became a Certified Manager of Community Associations (CMCA) in 2018. I am working on the Association Management Specialist (AMS) designation this year. 18 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

No Ka Oi Continued from page 4

What do you like about building management? Every day is something new. You never know what will come up, so you are always given new challenges.

Most important qualities for a condominium manager? Being able to listen and communicate with all the stakeholders of the property. If you are able to keep all informed and in the loop, it seems to resolve about 90% of any issues.

How has the coronavirus changed daily operations? We sanitize and clean all the major contact areas several times a day. Normally I would meet with anyone who arrived on property but now we have moved most, if not all, new guests/tenants to online registrations only. ❖

Property Managers

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This is just further proof that organizations that provide support and continuing education for building managers in the Islands—such as IREM, BOMA, MRMA, CAI, SuperBlock, Community Council of Maui and others—are having a direct and positive effect on the building management industry. Our aim at BMH is to be an active participant in that process as well. Throw in the highly professional management companies working with individual building managers, and the bar is now set very high for building management. And it’s only getting higher. I’m not usually a betting man, but I’d wager a chilled beverage that this will not be the last time a Hawaii condo manager is a finalist for IREM’s top award. ❖ don@tradepublishing.com

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In the second of a two-part series, BMH polls leading senior care facilities on their services

Kalakaua Gardens 1723 Kalakaua Avenue Kalakauagardens.com Years in business: Five years. Manager: Joel Guron. Owner: Island Paradise Investments. Types of care provided: Independent, assisted living, memory care and skilled nursing/rehab.

Number of rooms/beds: 174 Independent, assisted living, memory care; 49 skilled nursing/rehab. What are the signs that it could be time to move from living independently in a condominium to a senior care home? Loneliness, increased worry or stress about future health and upkeep with current home. Also, sick of cooking, cleaning, shopping for groceries, impending health care concerns.

20 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

Joel Guron

usplash/Micheile Henderson

When Itâ&#x20AC;&#x2122;s Time for a Care Home

When did you become aware of the threat COVID-19 posed to senior care homes? Early February 2020.

How has the coronavirus changed your operations and procedures? Does that include testing of staff and residents? Significant impacts on not being able to visit loved ones. Limited freedoms due to restrictions from CDC. PPE gear and supplies for residents and employees. More clerical and procedure work required to ensure proper precautionary measures in place.

Have you had any positive cases and, if so, how did you handle the situation? Early on in the pandemic, two non-caregiving employees tested positive and were quarantined for 14 days. All employees were required to take two separate COVID tests, all of which tested negative.

How long do you foresee exe-

cuting COVID precautions? Sometime after the November election.

Palolo Chinese Home 2459 10th Avenue palolohome.org Years in business: Nearly 125 years. Manager: Darlene H. Nakayama, RN, CEO; Darin Yoshimoto, Administrator.

Owner: Managed by a non-profit board of directors.

Related faciliDarlene H. Nakayama ties: None. Types of care provided and number of rooms/ beds: 113 beds for skilled rehab and nursing; 18 beds for adult residential care home/expanded care; 40 participant daycare; home- and community-based services, such as personal care, companionship, chore services, house cleaning and meals to go; overnight/day respite; residential hospice house; 24-hour free information and referral services; community educa-

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tional sessions; counseling services.

Number/type of staff: CEO, administrator, director of nursing, nurse managers, registered nurses, certified nursing assistants, home health aides, clerks, medical records, MDS coordinators, rehab: physical/occupational/ speech therapists, medical director, activities coordinator, SDC/PWP manager, environmental manager and team, including laundry, housekeeping, maintenance and yardman.

What are the signs that it could be time to move from living independently in a condominium to a senior care home? Safety is the biggest issue. If a resident has a risk for falling, eloping or general disregard for care or assistance. If the medical conditions of the resident needs continuous monitoring and interventions. If care needs exceed the capabilities of caregivers at home,

such as with incontinence, difficulty walking and getting out of bed, unable to prepare food and feed one’s self.

When did you become aware of the threat COVID-19 posed to senior care homes? The threat began on March 14, which began with the immediate limitation of visitors and the screening of employees for COVID-19 virus.

How has the coronavirus changed your operations and procedures, including the engineering department? Does that include testing of staff and residents? Everyone including staff and residents are required to wear masks and to social distance. There are no visitors allowed unless in an emergency or during the end of life. Physicians see residents through telehealth. Family visits are done through FaceTime.

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Have you had any positive cases and, if so, how did you handle the situation? So far, we’ve had no positive cases with residents. We have had one non-direct staff and two direct care staff contract COVID-19 from outside the facility. The affected staff and closely related staff were immediately placed in quarantine. The facility has gone through two rounds of testing with everyone testing negative. We are scheduled to do one more testing.

How long do you foresee executing COVID precautions at your facility? As long as there is no treatment or preventative measure.

Kāhala Nui 4389 Malia Street kahalanui.com Years in business: 13 years. President/CEO: Pat Duarte. Owner: Kāhala Senior Living Community Inc.

Related facilities: Hi‘olani Care Center, Live Well at Iwilei. Types of care provided: Kāhala Nui is a life plan community featuring graciously designed private apartment homes for independent living as well as its Hi‘olani Care Center for assisted living, nursing and memory support. The community models Life Care, a holistic approach to health and well-being, providing residents with a wellness-centered lifestyle that actively promotes intellectual, emotional, environmental, spiritual and physical fitness throughout life. Number of rooms/beds: Independent living, 270 apartment homes; assisted living, 41 suites; memory support, 22 suites; nursing services, 60 nursing beds. Number/type of staff: Direct care staff, 158; Live Well at Iwilei, 14; administrative/non-direct care staff, 173. What are the signs that it could be time to move from

22 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

masks and gloves. • Contact-less interaction whenever possible. We continue to monitor the situation and will take additional steps as needed to keep our residents and associates safe.

Have you had any positive cases and, if so, how did you handle the situation? Unfortunately, a nursing resi-

Pat Duarte

living independently in a condominium to a senior care home? There are a number of signs

to consider, such as mobility, hygiene, overall health and the ability of an individual to take care of themselves. Other factors include whether the individual has a strong support system and someone to care for them.

dent at Kāhala Nui’s Hi‘olani Care Center recently tested positive for COVID-19. Kāhala Nui is working closely with the state Department of Health to determine the origin of the infection and the extent to which the virus has spread. Testing of all residents and staff who may have had contact with the resident is in progress. Isolation precautions have also been put in place for all residents who may have had contact with the infected resident until testing results can confirm the extent of the virus spread.

How long do you foresee executing COVID precautions? We anticipate maintaining these precautions for the foreseeable future and for as long as the pandemic is a risk to our residents. ❖

When did you become aware of the threat COVID-19 posed to senior care homes? We first became aware of the threat COVID-19 posed to senior care homes with the reported cases in Wuhan, China.

How has the coronavirus changed your operations and procedures? Does that include testing of staff and residents? From the very start of the COVID-19 pandemic, Kāhala Nui has implemented a number of recommended preventive measures to ensure the health and safety of our residents and associates. As we all know, seniors are at a greater risk of the virus, especially those who have underlying health conditions. Among the actions we have taken to prevent the spread of the virus: • Daily wellness screening of all associates, including temperature checks. • Screening of and temperature checks on all visitors to Kāhala Nui. • Cancellation of all on-site activities and gatherings. • Use of hospital-grade disinfectants to ensure all public areas are cleaned with increased frequency. • Physical distancing and health guidelines posted throughout the community. • Dining room seating configured to allow for separation between diners. • Meal delivery. • Use of personal protective equipment (PPE), including

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CONTRIBUTORS | INSURANCE

Reserves to the Rescue? Carefully tapping reserves in a time of COVID-19 crisis

ROBERT NORDLUND

ere is a question we hear all the time: “Can we use reserves to cover an operating fund shortfall?” Under normal circumstances, our standard response would be an emphatic “No!” Why? Because reserves are for major repair and replacement projects. But now, during a global pandemic, reserves may play a valuable additional role for your association. In March, our country began the process of “closing down” to prevent the rapid spread of COVID-19, which caused a rapid spike in unemployment. That means associations are experiencing higher than normal assessment delinquencies. With tight budgets even in good times, rising owner delinquencies put the shortterm financial health of associations at risk. Yes, the roof might still need to be replaced in five years, but management, insurance and things like trash bills all need to be paid now. In times such as these, reserve contributions and the reserve fund can also be used to help offset a disruption to essential operating cash flow. But it must be done with caution and care. In the midst of uncertainty, boards need to act and make wise financial decisions to lead the association. Faced with difficult decisions, the “right” answer may not be clear, because standard “best practices” may not apply. Fortunately, boards can limit their liability exposure when making “non-standard” decisions by following the three-step process that flows from the “Business Judgment Rule” if documentation shows that the board acted: • in good faith,

• in the best interests of the association and • after appropriate due-diligence (seeking wise counsel).

What do you do first? Make sure you’ve gathered current financial information (financial reports with bank balances, year-to-date budget, delinquency report, your most recent reserve study). Also, begin your belt-tightening, continue your collection and communication efforts, and get in touch with your legal counsel to find if you have any state-law or governing-document limitations. Trying to solve the problem with reserves is not your first step. There are three ways reserves can help rescue the association in a financial crisis: 1. Conserve cash (prioritize reserve expenses in 2020). In a time of financial scarcity, a standard good rule is to minimize your spending. But not all reserve projects are equal. Prioritize your 2020 reserve projects—don’t defer projects that will expose owners to even greater problems or expenses. Defer “inconsequential” reserve projects (new carpet in the rear stairwell), and double-check before replacing the perimeter wood fence (can it last another year with a few repairs?). The lobby remodel, meanwhile, may be a significant “first impression” project for owners and guests worth

26 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

keeping on schedule. And with the clubhouse closed, is this really the time to spend $50,000 on a remodel? But if cash permits, go ahead with the remodel—it might be a great opportunity to do the remodel when no one is using it—but if cash is tight, defer it to 2021. And anything like building, painting or roofing related to maintaining building integrity? Do them. Don’t make things worse by risking expensive problems like dry rot or water damage that could have easily been prevented. Similarly, projects that protect the best interests of the owners (like the central hot water heater or automobile gate mechanism) are projects that you should perform on schedule. Make sure you spend precious reserve cash only on projects in 2020 that cannot be readily deferred to 2021. And remember, deferred projects don’t represent savings. You’ll still need to do those projects next year. 2. Re-allocate cash. If your reserve contributions are anywhere close to the 25% of total budget that most associations find is necessary to offset ongoing deterioration and avoid special assessments, perhaps you scale back for a few months. Dropping your contributions by 10% down to 15% immediately offsets a 10% increase in delinquencies. The same effect could be achieved by See Reserves on page 31

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CONTRIBUTORS | INSURANCE

Insurance Challenges for Community Associations

ELAINE PANLILIO

Pressures of COVID-19 pandemic strains confidence in coverage

e are in the middle of unprecedented times with the COVID-19 pandemic affecting not only our local communities, but everything else around the world. During these uncertain times, some of the most common concerns for community association boards would probably be twofold: Do we have insurance coverage, and how can we safely reopen our community association amenities? Insurance coverage challenges include:

Exclusions on the Policies Commercial General Liability Policy: The CGL policy protects your community association from a financial loss should the association be legally liable for bodily injury or property damage. However, there are two exclusions in the CGL policy that make it a challenge to get coverage for COVID-19 claims. The “Communicable Disease Exclusion” states that insurance does not apply to bodily injury or property damage arising out of the actual or alleged transmission of a communicable disease. This exclusion included in most CGL policies further clarifies that liability arising from transmission of the highly contagious coronavirus (COVID-19) will not be covered. Another exclusion on the CGL policy is the “Expected or Intended Injury Exclusion.” It could be argued that since the coronavirus is highly contagious, a community association would be expected to perform increased safety measures in sanitizing and maintaining social distancing to prevent the spread of this disease. Failure to adhere to safety measures could then be interpreted as causing

an expected disease to spread. Directors’ & Officers’ Liability Policy: The D&O policy provides coverage for the board of directors, officers, association employees, committee members, volunteers, property managers and property management firms for actual or alleged wrongful acts in managing the community association. The “Bodily Injury Exclusion” found in most D&O policies create a problem in trying to get coverage for a COVID-19 claim on the D&O policy. This common exclusion further defines that the insurer shall not be liable to pay any loss in connection with any claim arising out of actual or alleged bodily injury, sickness, disease, emotional distress, mental anguish or death. This wording on the D&O policy will be the primary reason why most COVID-19 claims alleging negligence in preventing the spread of the virus may be denied. With the presence of these exclusions on the policies, it is obvious that insurance may not be the solution. Community associations will instead need to focus on other risk management techniques that limit their liability exposure. Property managers and community association boards will need to stay informed and follow directions from state or federal health and government officials. When deciding whether to reopen a community association non-essential amenity, it is important to consider what is in the best interest of the community. Carefully consider if the benefits outweigh the risks. Issues needing to be addressed include: • Does the association have enough manpower and supplies to keep up

28 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

with the requirement of more frequent cleaning and sanitizing of the hightouch areas? • Does the association have a viable plan to properly implement social distancing guidelines in the common areas and amenities? Are there floor markers and signage that will inform the residents about social distancing and the maximum number of people allowed in the different common areas and amenities? • Does the association have the capacity and resources to implement a reservations or sign-up system for the amenities to ensure that social distancing and frequent cleaning and sanitizing are being performed in compliance with the Centers for Disease Control & Prevention (CDC) guidelines? • Temporary rules in response to the COVID-19 pandemic will need to be properly documented and shared so owners, residents and guests can read and review them and stay informed. During these uncertain times, an old adage especially holds true: “An ounce of prevention is worth a pound of cure.” Community associations will need to be more vigilant and proactive in following health officials and government guidelines to ensure the safety and well-being of everyone in the community. ❖ Elaine Panlilio is an account executive in the AOAO Unit at Atlas Insurance Agency. She holds the Certified Risk Manager, Certified Insurance Counselor and Certified Insurance Service Representative professional designations from the National Alliance of Insurance Education and Research. Reach her at 533-8766 or epanlilio@ atlasinsurance.com.

CONTRIBUTORS | HVAC

HVAC as a Barrier to Contamination

ROBERT PASCUA

Multiple technologies can aid in the fight against COVID-19

n today’s new normal, workers, customers, guests and tenants have new expectations for the health and safety of the indoor spaces they occupy. Fortunately, building managers can respond effectively to these challenges. By reimagining buildings as barriers to contamination, managers can take steps to enhance the built environment in ways that will have a meaningful effect on occupant safety and well-being. Through ventilation and filtration, HVAC systems can play a critical role in this line of defense. By optimizing your HVAC system or by adopting specific air filtration solutions, you can effectively reduce the risk of pathogen transmission, improve the health and comfort of occupants, and maintain the profitability and competitiveness of building operations. Let’s start with the HVAC system you already have. Here are a few things you can do to reduce transmission of disease. First, operate your AC whenever the building is occupied, including for off-hours’ cleaning, engineering, security and support staff. Running 24/7 ensures optimum building ventilation. Next, increase outdoor air ventilation. In the case of influenza, studies show that supplying even minimum levels of outdoor air reduced influenza transmission by as much as a 50% vaccination rate among occupants. Finally, maintain your humidity level between 40% to 60%. This range may limit the spread and survivability of SARS-CoV-2. It also minimizes risk of mold growth and enhances personal defenses by maintaining properly hydrated and intact mucosal barriers. After you have your existing AC

system optimized, let’s look at ways to improve filtration even more. Research indicates the coronavirus is most often spread through droplets sized from .004 to 1.0 microns. Filtration is the way to address that, and it can be an easy and inexpensive retrofit. Filter efficiency is Portable air scrubbers like measured by MiniImproved filtration is an easy retrofit Carrier’s OptiClean(TM) offer to enhance building safety. Filters mum Efficiency Rean easy, roll-in, roll–out way rated MERV 13 and higher are available porting Value (MERV). to dramatically improve air at commercial HVAC retailers. quality in any room. While most residential and commercial buildings use filters up to MERV 12, experts recommend MERV 13 or higher to capture the ultrafine particles that can have an adverse effect on health. At MERV 16, about 95% Instead of filtering viruses and other harmful particulates, render them of particles smaller inactive with UV radiation that kills them at the source. than 2.5 microns are removed. 40,000-hour filter life. As it is portable, Instead of removing viruses, bacteria, flexible and easy to reconfigure, it’s a fast, mold and fungi, Ultraviolet Germicidal easy way to supplement your existing Irradiation (UVGI) works differently to HVAC equipment without modifying kill it at the source. Studies show that your system. ❖ by installing a product such as Carrier’s Performance Series Germicidal Robert Pascua is vice president and lamps, your system can inactivate up to controls engineering manager of Carrier 99.99% of CoVs tested. Hawaii, the largest air conditioning Finally for classrooms, nursing homes, distributor in Hawaii with four locations medical and other critical facilities, a on three islands. He is a past president High-Efficiency Particulate Air (HEPA) of the American Society of Heating, scrubber provides a roll-in, roll-out way Refrigerating and Air Conditioning to dramatically improve air quality. A Engineers, Hawaii Chapter. For product like Carrier’s OptiClean promore information: 677-6339 or vides 99.97% filtration efficiency over a carrierhawaii.com.

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Reserves Continued from page 26

deferring reserve contributions for a few months. You could also consider a zero-interest loan from reserves to operating. Consult with legal counsel and your reserve study provider regarding these three options as to which might be the best fit for your current needs, in light of your contribution size, reserve fund size and upcoming reserve projects. Run some cases on your reserve study software or ask your reserve study provider to run some cases to document the plan, both the borrowing and the repayment. No guessing! That repayment might take the form of a single or multiyear special assessment, or higher future reserve contributions, all of which might be minimized by higher-than-normal transfers to reserves next year when delinquent owners resolve the funds owed to the association. 3. Save cash. Certain industry sectors are offering significant savings at this time, particularly those projects with a high labor component (roofing, painting, asphalt). If the cash is available, now might be a great time to check with your service providers. You may be very encouraged to “stimulate the economy” and keep local crews working, and enjoy a 5-10% discount on some of the association’s larger projects. Just be careful when updating your reserve plan, as discounts available in 2020 will likely not be repeatable in future years.

How to respond? Gather information. Confer with your legal counsel. While documenting your process, conserve cash (reserves) by prioritizing and only spending where projects have true merit, re-allocate cash going into reserves or already in reserves (remember to create a repayment plan) or save cash by performing some reserve projects now. Make decisions that are in good faith, in the best interests of the association and after investigating your options. And one of those options may be a new and valuable use of reserves. ❖ Robert Nordlund, PE, RS, is Founder and CEO of Association Reserves. For more information: www.ReserveStudy.com.

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CONTRIBUTORS | HVAC

UVC for HVAC Pacific Guardian Center management's foresight and focus on indoor air quality put the property ahead of the pandemic

s the COVID-19 pandemic continues to create an unprecedented and urgent focus on indoor air quality, some properties have long implemented the suggestions of the American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE). One of those recommendations is the installation of UVC lights in the HVAC systems. High-output germicidal UVC lights for the HVAC systems is science-based technology that kills up to 99.9% of most viruses, airborne bacteria and

mold spores. The recirculating air in the HVAC systems creates redundancy in exposing microorganisms to UVC, ensuring multiple passes so the light energy is effective against large quantities of airborne microorganisms. UVC lights in the HVAC system improves indoor air quality while driving system efficiency. In 2011, Heide & Cook’s AirReps Hawaii division, a distributor of Steril-Aire UVC lights, partnered with Pacific Guardian Center (PGC) to install UVC lights in the air handlers serving its mauka and makai towers. PGC is the second-largest Class A commercial property in Hawaii,

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HOLLY MORIKAMI

encompassing four square blocks in Honolulu’s Central Business District with two office towers and the historic Dillingham Transportation Building. The property includes one million square feet of property and improvements, over 680,000 square feet of retail and commercial office space and a 300,000-square-foot parking facility. Building management and leasing services are provided by Madison Marquette, and engineering services are provided by Hawaiian Building Maintenance. PGC is LEED (Leadership in Energy and Environmental Design) Gold-certified. Clearly, ownership and management have a commitment to sustainability. Age, air-handler efficiency and the rising cost of energy have been an ongoing challenge for the PGC engineering team. Fortunately, the building owner and management team have maintained an aggressive approach over the years, focusing on sustainability. PGC has received an EPA Energy Star Award for 12 years, and has been LEED Gold-certified since 2017. The UVC lights provide a chemical-free solution to clean the cooling coils on the air-handler units as well as maintain maximum heat transfer across the coil. Ultimately, however, ownership invested in UVC lights for the indoor air quality benefits. In addition to the UVC lights, PGC also has been operating with MERV 13 filters, which is another ASHRAE recommendation for improving indoor air quality. These proactive measures, driven by the foresight of the building owners and management, has provided peace of mind for tenants, occupants and guests. Because all of these measures were already in place, minimal changes were needed when the pandemic hit. The

Established in 1994, Steril-Aire is the first manufacturer of UVC Solutions for the air and air-handlers, providing the highest intensity output of UVC of any commercially-available product. Airborne viruses such as those from the corona family, including COVID-19, can be safeguarded against with high doses of UVC in the airstream. A UVC display

PGC engineering team could just focus on an increased ventilation rate and more frequent maintenance. ❖ Holly Morikami is an account executive at Heide & Cook, an integrated facility services company specializing in HVAC, plumbing, elevator and refrigeration services. AirReps Hawaii is a division of H&C specializing in UVC for HVAC and temporary cooling solutions. For more information visit www.heidecook. com or email holly@heidecook.com. This article includes excerpts from a presentation by Alan Tepping of PGC’s engineering team.

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Benefits

• 2010 – 90-day trial in (1) Air Handler Unit • 2011 – PGC ownership approved the capital project to install Steril-Aire UVC lights in all (40) 50-ton Air Handler Units and (2) Outside Air Units in the Mauka and Makai Towers. Installation completed in July 2011.

• Indoor Air Quality Management Program – 24/7 clean air through HVAC systems and occupied spaces • Maintenance Savings – Cooling coils and drain pans continuously cleaned by UVC lights • Energy Savings – Cooling coils continuously cleaned ensuring maximum heat transfer • Sustainable Maintenance of Cooling Coils – Using UVC technology vs. chemicals to clean the coils

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CONTRIBUTORS | BUILDING SAFETY

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See if you can shake anything loose when grabbing a railing and look at the base of the rail closely if something feels loose, which will usually point to corrosion at the base. Hand-railings at all stairs and lanais should be sturdy and free of corrosion.

Spalling At the locations where the bottoms of the railing posts have corroded, it may have caused cracks or spalling inside the concrete. Spalling is caused by corrosion of metal inside the concrete. From moisture and rust, the metal expands. When the metal or reinforcing steel corrodes and expands, it causes the concrete to crack. Cracks in the concrete and rust stains from the rusted rebar or reinforcing steel are telltale signs of spalling. Falling pieces of concrete due to spalling is very much a safety concern.

Parking lots and driveways Walk around the parking lots and driveways and look for potholes. And are there any lifted areas, loose gravel or other conditions such as a wide crack that may pose a trip hazard for a pedestrian?

Roof leaks Roof leaks are not hard to fix, but not if building owners do not inspect their roofs to know when the roof needs to be either repaired or replaced promptly. I’ve seen roofs that were leaking for years having only stop-gap measures taken when it rained that ended up causing thousands of dollars in further damages that were entirely preventable. A leaking roof causes water damage to items, damages electrical systems and contributes to mold. In older buildings, the water damage can cause damage to the asbestos-containing material. The cost for Hazmat (hazardous material such as asbestos) abatement can exceed the cost of a new roof.

Building envelope The walls of the building need to be painted every seven to eight years to prevent water infiltration into the walls. Additionally, all window frames need to be correctly caulked to avoid water intrusion. Dually painting walls and caulking window frames is preventative maintenance for the damages wall infiltration can cause such as wood rot, spalling and mold.

Electrical The electrical system should be inspected every five years. During an inspection, open all circuit breaker boxes and notice any overloading of power and look for any voltage drops. A certified electrician must do the assessment.

Plumbing

Building codes Building codes are minimum standards used as a baseline standard. In my opinion, buildings should follow a higher standard for safety. Keep this bit of advice in mind: Safety goes beyond a building code. ❖ Lance Luke is the owner of Construction Management Inspection LLC, and has been providing building inspection and construction management services for the past 40 years. Reach him at hawaiibuildingexpert.com or lanceluke.com or his blog at http://building.expert.

Old piping corrodes the drain lines and causes sewage backups and a lot of other problems. Piping problems in older high-rise buildings are known to cause flooding from the subject unit throughout many floors down.

Windows Older buildings were built with louvered or jalousie windows that were usually designed from floor to ceiling. This design is unsafe due to the possibility of children falling out of the window at floor level. The design of the louvers was done so that each glass slat is held in place by metal clips. The metal clips become loose over time by corrosion of the metal or improper replacing of the glass slats after removal for cleaning, and the glass slat falls to the ground below. Windows that are of the sliding jalousie type may be a hazard if constructed too low to the floor because there have been cases of children falling out of the windows due to this unfortunate window design.

Fire safety A significant issue of concern is an updated fire alarm system. The alarm system must be properly working and tested periodically on a maintenance schedule. A properly functioning fire suppression system inspection includes inspecting fire sprinklers, fire hoses and standpipes. Inspect elevators and ensure that it has a current operating certificate. Walk through all fire exits and connecting stairwells and find the fire doors and firewalls to ensure that they are properly mapped out and posted.

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CONTRIBUTORS | BUILDING SAFETY

Indoor Air Quality During COVID-19

WENDELL AKAGI

Indoor air equality will play a huge role in public safety as people return to work

s our employees return to work, the safety and health of our families and customers is top priority. Indoor air quality (IAQ) will play a critical role in providing clean, pathogen-free air in condos, schools, hospitals, hotels, retail stores and more. There are many options to choose from to address IAQ, and so we decided to look at the best options for our customers based on the ongoing COVID-19 pandemic. From UV lighting to HEPA filtration, we reviewed the available products for IAQ based on these criteria: 1. Does it work? 2. What is the cost? 3. What is the product availability? 4. What is the side-by-side comparison with other similar products? Filtering air coming into a building can improve the health of occupants, reduce strain on HVAC equipment due to buildup, and reduce airborne pathogens and debris that can affect the quality of air inside. National and local building codes support air-filtration, and the American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) has recently provided guidance on the topic: “Ventilation and filtration provided HVAC systems can reduce the airborne concentration of SARSCoV-2 and thus the risk of transmission through the air.” Results: The ionization system technology provided us the most cost-effective and efficient way to keep our employees safe and back to work, in addition to our clean and sanitation protocol, plus temperature screening with a coronavirus questionnaire and physical distancing guidelines. The most common questions about

Top: The stages of air filtration Above: An ionization system

Ionization systems are “What does it do?” and “How does it work?” It eliminates airborne particles, odors and pathogens, and reduces overall energy consumption by reducing the amount of outside air coming into the building. When these ions are introduced into the air stream they will start to break down pollutants and gases into harmless compounds such as oxygen and nitrogen. With pathogens such as virus and bacteria, the ions disrupts the pathogens’ surface proteins, rendering them inactive. Recent testing of a particular ionization product showed a more than 99% reduction in COVID-19, Legionella,

36 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

Norovirus and E. Coli. There are many ionization products out there and they are not all created equal. But we have found and recommend a particular product as we continue to address and improve indoor air quality across Hawaii for our customers with proven technologies that improve indoor air and reduce energy costs. ❖ Wendell Akagi is service and operations manager for Dorvin D. Leis Co. Inc. He has over 23 years of HVAC service experience and has worked at Dorvin D. Leis for 20 of those years. Contact him at 808-792-0454 or wendella@ leisinc.com.

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CONTRIBUTORS | ELEVATORS

Forgotten Costs of Elevator Modernization The older the building, the more higher ‘related work costs’ should be expected

he elevator modernization planning process for building owners, building managers and site managers focuses on budgeting for the costly expenditures of the elevator equipment. But there are “forgotten” costs, which must be budgeted and planned for in order to comply with current elevator code. These “forgotten” costs are often referred as “work by others” or “related work costs,” since they are ancillary and additional items to the typical elevator contractor scope. Each building’s infrastructure is unique, and the extent of related work will vary from building to building. As a general rule, the older the building, the higher related work costs should be expected. These costs are centered around safety and code compliance to ensure elevators are operating at the highest level of public safety. Here is a summary and explanation of the most common related work items in elevator modernizations: Building Electrical Systems: Elevator machine room electrical disconnects and building power feeds for elevators should be examined for safety and compliance with elevator equipment specifications. In some instances, disconnects will require replacement, and/or the installation of a utilization panel, should other related equipment be required in alignment with the elevator modernization. Grounding Electrode: In association with the electrical disconnects, many older buildings have an inadequate, improper or absent grounding source for elevator systems. This will require investigation and confirmation, or the installation of proper grounding electrodes to protect the 38 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

JARED OKAMURA

microprocessor elevator equipment. Fire Alarm System: Elevator systems must have Fireman’s Service Recall installed as part of the modernization. This will require changes to the building’s existing fire alarm system to integrate fire recall with the building’s general alarm notification system. There are a variety of manufacturers, models, arrangements and circumstances with building fire systems, so it is imperative to consult with a fire alarm contractor or fire protection engineer. They have the knowledge to review the existing system, determine the alterations necessary, and develop the scope of work required to complete this interface. If fire sprinklers exist in the elevator machine room or hoistways, this will add complexity to the integration and require additional measures to operate the sprinklers. Doing this research early in the planning stage will allocate an accurate budget for this related work scope. Emergency Power Generators: If a generator exists, it will almost certainly require an alteration to the generator’s transfer switch. This could be complicated, depending on the age and model of the existing transfer switch. It may require a complete replacement of the transfer switch, or be less intrusive via an upgrade kit, which will provide the necessary modification to operate the modernized equipment. The key factors to consider are the transfer capabilities and the time-delay switch, when normal power is restored to the elevator system. Machine Room Temperature Control: With the large investment in your modernized elevator system, machine room temperature control is essential to maintain a defined level of humidity and cooling. Most elevator systems allow for a maximum relative humidity level of 80% non-condensing, and ambient operating temperature range between 55 and 85 degrees Fahrenheit. Consult with your elevator contractor for the equipment requirements to ensure the temperature control measures are installed to meet those specific operating requirements. Hoistway Venting: Elevator code requires elevator hoistways to be vented to aid in the dissipation of building fire incidents. Elevator hoistways behave like chimneys, so smoke may rise through them and into the elevator machine room. If new air conditioning is installed as mentioned above, then it will be important to seal the machine room to confine the cool air in the room. To meet the venting requirement, installation of automated louver dampers and integration to the machine room smoke sensor is required. This will allow the louvers to open if smoke or fire triggers the machine room sensing device, allowing the smoke or fire to exit the room. Some buildings may have hoistway venting below the machine room, which will meet this requirement and sealing the machine room to confine the cool air will be an easier task. Security Access Control: This is an opportune time to integrate security access with your elevators. It will require open and clear communication with both the elevator contractor and security contractor to ensure access control is set up to your desired protocols, wiring runs and integra-

tion points are coordinated, and the mounting location of devices are agreed upon. Security Cameras: This is an ideal time to integrate cameras in your elevators. Much of the same processes and requirements as the access control operation will apply to ensure the cameras are installed properly. There is a diverse array of products in the market, so early consultation with both your security and elevator contractor is critical to ensure the new elevator systems have the correct wiring to operate your desired camera system. Other smaller-scope items which may require a budget include machine room access paths and lighting, machine room access doors, machine room lighting, elevator pit sump pumps and general safety guidelines for existing structure or fall hazards. Seek guidance when planning elevator modernization projects. Expect to develop a budget to cover both the elevator equipment and the related work. This will alleviate any surprises of “forgotten” costs and establish a well-planned, on-budget, successful elevator modernization project. ❖ Jared Okamura is owner and president of Innovative Elevator Consulting Inc., which opened in 2016. He has 23 years of experience in the elevator industry. Reach him at 349-4751 or jared@iec-hawaii.com.

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(425) 957-4641 www.tradepublishing.com/building-management-hawaii 39

CONTRIBUTORS | ELEVATORS

Clean Mobility Solutions Help Offices Get Back to Work

JUSTIN SARANILLO

The coronavirus is inspiring innovative sanitization options for elevators, escalators and moving walkways

unsplash/Jon Tyson

rior to the COVID-19 pandemic, people in the U.S. traveled more than 2.55 billion miles on elevators and escalators each year. Yes, with a B. That is more than the total rail and air miles traveled combined, or half of all highway trips per year, according to National Elevator Industry Inc. (NEII). But since the initial lockdowns across the country, this number has most certainly decreased, and there’s no telling when it will reach pre-COVID-19 levels. One thing, however, is clear: they will not reach those levels of use again unless riders feel safe. And that takes investment and innovation. As global interest in hygienic mobility and increased sanitization has intensified, conventional solutions like cleaning equipment between each use cannot handle significant volume, especially as human traffic in public areas begins to return to previous volume. Viruses and bacteria may be transferred through hand contact on the handrails of escalators and moving walks. Public areas with dense passenger flow are fast channels for the spread of viruses and bacteria. Handrails are surfaces that are frequently touched as we move about cities and buildings, but they’re essential for passengers that need extra support with their mobility. The question of how to clean handrails most efficiently has become a matter of great urgency. Innovative sanitization options for elevators, escalators and moving walkways address the need to provide enhanced hygiene and peace of mind in these vital, high-traffic spaces without burdening facility managers or riders. UVC light treats handrails at a short

distance, creating a foundational layer of sanitization. Ionized air inside an elevator cab attacks airborne contaminants, providing continuous reduction of airborne viruses and bacteria. Other solutions focus on eliminating the need for contact with elevator call buttons. Touchless Elevator Operation eliminates the need for riders to come into physical contact with buttons inside or outside the elevator by running the equipment to operate like a vertical escalator, transporting riders from floor to floor. Designed for elevators/elevator lobbies, visual guidance decals enable facilities to manage elevator traffic by helping passengers assume positioning that may help to reduce exposure to communicable germs and viruses during their ride. Advanced elevator destination dispatch systems, designed to optimize traffic flow throughout a building,

40 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

opens up incredible potential for building owners and passengers to be able to respond to circumstances like COVID-19 and the threat of future pandemics with the ability to manage every aspect of the mobility experience according to unique specifications. As the world continues to change— and the way we interact and make contact with each other changes even faster—we must learn how to share public spaces comfortably while maintaining our safety and protection. Clean mobility help keep elevators and escalators sanitary and safe as riders adapt to this new living environment. ❖ Justin Saranillo is an account manager of existing installations at Schindler Elevator Hawaii. For information about Schindler’s clean mobility products, visit Schindler’s web site at www. us.schindler.com.

LEGAL

MATTERS |

JANE SUGIMURA

Condominium House Rules House rules are meant to establish order, but can lead to conflict if enforced unevenly

ondominium house rules set out what is acceptable use or conduct in the condominium’s common areas, e.g., hallways, lobby, elevators, stairways, parking garages or parking stalls, pool, recreation center, roof. For example, a house rule may provide that hallways cannot be used to store personal belongings. Generally, by law, house rules cannot regulate the use or behavior inside of individual units unless that conduct “unreasonably interferes with the use and enjoyment of other units or the common elements by other unit owners.” For example, a house rule may establish “quiet hours” for the entire building during which time residents cannot have loud parties or loud music or TV or speak in loud voices that may disturb their neighbors. House rules relating to abatement of nuisances may apply to smoking that may occur inside a unit but where the smell or smoke seeps into an adjacent unit from an open lanai or vent or under the door into the hallway, which is a common element. What’s the difference between house rules and the condominium’s by-laws? By-laws are rules and regulations that condo owners are governed by and are set up to protect their interests in their units and their pro-rata share of the common elements in the condominium project. By-laws can only be changed by the affirmative vote of the owners. House rules are rules and regulations that govern the conduct of residents— owners and tenants—in the condominium, and generally house rules are prepared and adopted by the board of directors and do not require the approval of the owners. The provision that allows for the establishment of house rules can be

found in the condominium by-laws. A typical provision might read as follows: “House Rules. The Board of Directors, upon giving notice to all apartment owners in the same manner as hearing provided for notice of meetings of the Association and an opportunity to be heard thereon, may adopt, amend or repeal any rules or regulations governing details of the operation and use of the common elements not inconsistent with any provision of law, the Declaration or these by-laws.” Assuming the notice period—to call an association meeting is 30 days—under this provision, the board of directors would have to circulate to all condo owners a draft of any house rules, or amendment or repeal, 30 days before a board meeting with instructions that the owners should review and submit comments to the board within that 30-day period. After reviewing comments from owners, the board can vote to make changes based on the input from owners or they can adopt the rules as circulated. Owners have no right to appeal the board’s decision to adopt. There is likely no dispute that enforcement of house rule violations are the crux of many disputes between residents/owners and boards, especially if fines are involved or if they are selectively enforced. Generally, enforcement of house rule violations

begins with a verbal or written warning followed by fines. If the by-laws are silent about the ability of the association to levy fines, HRS§514B-104-(a)(11) allows the board to adopt a resolution establishing a fining procedure that allows for an appeal to the board of the fine and an opportunity to be heard. Since the declaration and by-laws typically provide that the unit owner is responsible for the acts of its tenants, the notices of violation and fine are sent to the unit owner with a copy to the tenant and, upon an appeal, the unit owner is required to appear before the board with its tenant. If the appeal is not successful, the unit owner/ tenant can initiate dispute resolution under HRS§514B-161 (mediation) or HRS§514B-162 (arbitration). But if a fine has been imposed, the fine needs to be paid before the dispute resolution can be initiated. Boards need to be consistent about enforcing house rule violations to avoid claims of selective enforcement that may be asserted by owners who are unhappy with the actions taken by the board. Such claims can be avoided or minimized if the board adopts and follows a review process and requires written incident reports that would not allow for discretionary action on any reported violations. ❖ Jane Sugimura is a Honolulu attorney specializing in condo law. Reach her at ysugimura@paclawteam.com.

www.tradepublishing.com/building-management-hawaii 41

ALL THINGS

CONDO |

CAROLE RICHELIEU

Budget Basics in Unusual Times It’s budget time for many condo associations, and this year the coronavirus complicates things

or many condominium associations, it is budget time again. This time around, however, circumstances are different.

Budgeting Under Hawaii’s condominium law, regular monthly common assessments must be collected based on an annual budget adopted by the association’s board. Association budgets are zero-based in that the assessments must cover 100% of the association’s expenses. The board must also establish adequate reserve funds. Replacement reserves are an essential part of an association’s annual operating budget.

Collection of Reserves Reserves are generally collected with the regular assessments and set aside for future use in separate accounts to cover the cost of repair and replacement of those parts of the property (common elements) such as roofs, walls, decks, paving, elevators and equipment, which are capital expenditures or major maintenance exceeding $10,000 for each part, with a single aggregated reserve for those parts for which capital expenditures or major maintenance will not exceed $10,000. The law requires that the board adopt a budget that includes the following reserve information: • the total replacement reserves of the association as of the date of the budget; • the estimated replacement reserves the association will require to maintain the property based on a reserve study performed by the association; • a general explanation of how the estimated replacement reserves are computed;

• the amount the association must collect for the fiscal year to fund the estimated replacement reserves; • information as to whether the amount the association must collect for the fiscal year to fund the estimated replacement reserves was calculated using a percent-funded or cash-flow plan.

Special Considerations The impact of the pandemic, including unemployment, on the ability of the association to collect enough assessments to pay expenses and fund reserves is unknown. Boards, however, should be aware that preparation of the budget may not be business as usual. In addition to an analysis of anticipated higher costs, especially in insurance premiums, an analysis of reduced revenues and mandatory and discretionary expenses may be warranted. For example, what expenses represent critical services and contractual obligations and what expenses can wait (pool furniture or redecoration).

42 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

Likewise, hard looks at the reserve study may allow a board to readjust priorities in funding and at any loan obligation which might be refinanced or renegotiated to reduce expenses.

Liability While the law exempts from liability any association and its owners, directors, officers, managing agent or employees whose “good faith” estimate of an association’s reserve requirements subsequently proves to be incorrect, the most important thing an association can do for its community is communicate openly with the owners about these fiscal decisions and maintain transparency. ❖ Carole R. Richelieu is senior condominium specialist in the Department of Commerce and Consumer Affairs’ Real Estate Branch. Contact her office at 586-2643 or go to www.hawaii.gov/hirec.

COMMUNITY

CORNER Condo News

CCM Seminars Go Virtual

Condominium sales across Hawaii continued to be impacted by the coronavirus pandemic in August, compared to August 2019. On Oahu, while sales were down a whopping 20.1%, from 512 last year to 409, the median price rose just 2.5%, from $419,500 to $430,000. The median is the price point at which half of condos sold for more and half for less. Sources include the Honolulu Board of Realtors. ❖

Add the Community Council of Maui’s annual November trade show/seminars to the casualties of the coronavirus pandemic. With public gatherings limited to 10 people (as of this writing), the usual event at King Kamehameha Golf Club is not feasible. But the organization is forging ahead with a series of Zoom webinars that were scheduled for live presentation, says CCM board chair Lisa Howard, with each seminar to be hosted by a company sponsor. The schedule: Oct. 1. Premier Restoration Oct. 14. Structural Concrete Oct. 28. Atlas Insurance Nov. 6. CIT formerly MOB: budgets and reserves; qualifies for CE credits Nov. 20 CCM will host COVID-19 guidelines for associations CCM membership includes 171 condo associations, involving more than 500 people. For more information: ccmmaui.com. ❖

Not a Good Year for Commercial Real Estate Hawaii’s commercial real estate market is taking a big hit from COVID-19, according to statistics released by the Honolulu office of brokerage company Colliers International. How big? Colliers says this could be the Hawaii market’s worst year since the Great Recession more than a decade ago, and cited the wariness of investors, especially foreign. In the first six months of 2020, investors spent $507 million on commercial properties, down from $1.3 billion a year ago, a drop of about 60%. The loss of commercial sales reflected the hit Hawaii tourism is taking because of the state’s coronavirus shutdowns. Hotel

sales normally account for a large percentage of total commercial transactions. But there is nothing remotely normal about this year. “Typically, Hawaii’s prime resort and retail properties garner a high level of interest, which in turn contributes to the number of both foreign and mega-deal transactions,” according to a statement from Colliers. A mega-deal is defined as one of more than $100 million. “Through June, no mega-deal transactions and only three foreign transactions had been recorded, for a paltry sum of $8.3 million,” Colliers reports.

No hotel or resort purchases were made. The biggest sale of the year occurred in January, pre-pandemic, when a subsidiary of Athos Capital Partners, joined by Marriott Vacations Worldwide, purchased the old Niketown building in Waikiki for $75.5 million, with plans to convert it to a timeshare. Colliers isn’t holding its collective breath waiting for a quick rebound, predicting total sales this year will be around $1 billion, down from $2.6 billion last year. “Hawaii is nearly five months into this pandemic,” Colliers states. “Yet a resolution does not seem readily apparent.” ❖

www.tradepublishing.com/building-management-hawaii 43

COMMUNITY

CORNER COVID and the Condominium BY DON CHAPMAN “We’ve learned a lot since the first shutdown,” Davie Felipe said in opening remarks of a webinar hosted by IREM Hawaii, showing again that he is a master of understatement.

Davie Felipe

The Sept. 2 webinar—“Shut Down Again: Now What?”—was the seventh in a series of “Call to ARMS” sessions. Felipe, general manager at Anaha, was joined by fellow presenter Bill Richardson of Makena Surf and moderator Lauren Kagimoto, IREM executive director.

While the good news is that the City and County of Honolulu’s emergency order No. 25 Bill Richardson exempts condominium amenities from the closure of public pools, courts and gyms, it comes with a big “however.” “There are restrictions,” Felipe said. “No guests permitted, and there are limits on the number of people who can use an amenity at one time.” Failure to enforce those rules could lead to the city closing down all of a property’s amenities. “We’ve been learning every day,” Richardson said. “None of us had ever been through a pandemic before. Our team is always going over what works and what doesn’t.”

lice officer familiar with enforcing things, “You have to set the tone early. That’s residents, staff, vendors, contractors, everybody.” He said Makena Surf’s website includes a pandemic plan, and that “anyone entering the property has to read it and agree to follow the rules,” which include a thermal scan before entering the grounds, hand sanitizing and wearing a mask. Even a contractor’s tools must be sanitized daily. “I had one county building inspector who was giving me rash because I asked him to put on a mask,” recounted Richardson, who escorted him off the property and “told him to send another inspector.” Richardson is not including COVID-19 rules in the house rules “because things change so frequently.”

What works for enforcing new rules —including wearing face masks— both speakers agreed, is “consistent enforcement.”

It hasn’t come up yet, but in the event a resident or staff member tests positive for the virus, Felipe said his policy is to inform all residents and staff, but without revealing the person’s name or unit number.

Said Richardson, a former Honolulu po-

He also suggests having a Positive Case

44 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

Action Plan in place for both residents and staff. When several of his staff used up all their vacation and sick days to care for children locked out of school or for a kupuna relative, Richardson said ProService found unemployment funding programs to help tide over those employees. And it’s important, they agreed, to have a legal disclaimer form and to post it prominently around the property. Work with the association’s legal counsel on the wording. To close the session, Felipe offered this quote from Winston Churchill, which is as true for national leaders as building managers, male or female, in a time of crisis: “To every man there comes in his lifetime that special moment when he is figuratively tapped on the shoulder and offered that chance to do a very special thing, unique to him and his talents. What a tragedy if that moment finds him unprepared or unqualified for that work.” For more information on COVID preparedness, go to iremhawai.org. ❖

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Dozens of frontline commercial property engineers, building maintenance workers, plumbers, electricians and security received surprise free lunch deliveries across Oahu as a coordinated sign of appreciation by property owners and managers. “Despite many offices being closed, commercial building workers continued to ensure extra disinfection and sanitation of high-traffic areas, safe elevator operations, property Holly Morikami maintenance and addressed routine repairs like damaged plumbing,” said Holly Morikami, president of the Building Owners and Managers Association (BOMA) Hawaii. “Without their daily work during the state’s quarantine and stay-at-home orders, there’s no doubt that Honolulu would be less safe.”

BOMA Hawaii coordinated the donation and delivery of lunches to commercial properties such as office buildings, shopping centers and strip malls across Oahu between July 23 and Aug. 10. Workers who received the lunches expressed surprise and gratitude for the unexpected show of appreciation. “We go to work because we truly enjoy what we do,” said Luther Murphy, assistant chief engineer at Pacific Guardian Center. “Giving the customer care and making sure the building is functioning, safe and looking great. With face coverings during COVID-19, we do miss the smiles—not only giving but seeing our customers’ faces when you make them happy. It can be difficult to see but if you look in the eyes, you can see the smile.”

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www.tradepublishing.com/building-management-hawaii 45

COMMUNITY

CORNER Nordic PCL Tops 23rd NAIOP Awards NAIOP Hawaii, a commercial real estate association, announced the winners of the 23rd annual Kukulu Hale Awards, which recognize accomplishments in the Islands’ commercial real estate industry. “Our Kukulu Hale Awards have always been presented at a celebratory event in the spring, but due to the ongoing pandemic, we could not gather this year to honor the awardees,” said Cathy Camp, NAIOP Hawaii president. “We are pleased to announce the 2020 winners at this time, and look forward to recognizing them again as part of our 2021 awards event.” Nine projects receiving Awards of Excellence this year include:

New Project Award: Commercial/Other (40,000 square feet or less), Adolescent Treatment and Healing Center Entrant: Layton Construction Co. Developer/Owner: County of Kauai Lead Design Firm: Marc Ventura, Architect General Contractor: Layton Construction Co.

New Project Award: Commercial/Other (Over 40,000 square feet), Hale Kewalo Entrant: Stanford Carr Development Developer/Owner: SCD Piikoi LLC Lead Design Firm: Alakea Design Group LLC General Contractor: Swinerton Builders

New Project Award: Commercial/Other (Over 40,000 square feet), Punahou School, Kosasa Community for Grades 2-5 Entrant: Nordic PCL Construction Inc. Developer/Owner: Punahou School Lead Design Firm: Design Partners Inc. General Contractor: Nordic PCL Construction Inc.

Renovation Award: Commercial/Other (40,000 square feet or less), Espacio: The Jewel of Waikiki Entrant: Clifford Planning & Architecture LLC Developer/Owner: Kowa Waikiki LLC Lead Design Firm: Clifford Planning & Architecture LLC General Contractor: Hawaiian Dredging Construction Co. Inc.

Renovation Award: Commercial/Other (Over 40,000 square feet), Lau Hala Shops Entrants: AHL / Alexander & Baldwin Developer/Owner: Alexander & Baldwin Lead Design Firm: AHL General Contractor: Armstrong Builders

46 BUILDING MANAGEMENT HAWAII | OCTOBER 2020

Public/Government Project Award: Entrepreneurs Sandbox Entrant: Ferraro Choi And Associates Ltd. Developer/Owner: Hawaii Community Development Authority Lead Design Firm: Ferraro Choi And Associates Ltd. General Contractor: Nordic PCL Construction Inc.

Nonprofit Project Award: Kobayashi & Kosasa Family Dining Room at Kapi‘olani Medical Center for Women & Children Entrants: Peter Vincent Architects / Constructors Hawaii Inc. Developer/Owner: Hawaii Pacific Health Lead Design Firm: Peter Vincent Architects General Contractor: Constructors Hawaii Inc.

Green Building Award: Hoakalei Golf Course Clubhouse Entrant: Peter Vincent Architects Developer/Owner: Hoakalei Golf Course Lead Design Firm: Peter Vincent Architects General Contractor: Haseko

Green Building Award: Ola Ka ‘Ilima Artspace Lofts Entrant: Unlimited Construction Services Inc. Developer/Owner: Artspace Projects Inc. Lead Design Firm: Urban Works Inc. General Contractor: Unlimited Construction Services Inc.

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Stop LeakS with epoxy injection Originally employed as a structural repair procedure, epoxy injection of cracks in concrete today is most commonly used for leak remediation and structural preservation, not repair. In addition to resolving water leakage and its resulting problems, injecting epoxy resin into concrete cracks fill the void and provides corrosion protection to the embedded reinforcing steel. Injecting cracks in the ceiling of this concrete slab located below a landscaped area and above a garage driveway stopped the drip of water onto vehicles and protected the rebar, thereby mitigating future spalling concrete.

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