2018 Insight Special Edition

www.CREInsightJournal.com

2018 Special Edition

THE COMMERCIAL REAL ESTATE JOURNAL®

SPECIAL ISSUE:

OPERATIONS AND MAINTENANCE Defining the Next-Gen Engineer page 6 Demolition Recovery page 8 Benchmarked: High Performance Through Data Tracking page 24 www.CREInsightJournal.com

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Insight: The Commercial Real Estate Journal® 2018 Special Issue: O+M Insights www.CREInsightJournal.com Editor-In-Chief: Gabriel Eckert, FASAE, CAE geckert@bomageorgia.org Managing Editor: Jacob Wilder, CAE jwilder@bomageorgia.org Contributors: R. Trace Blackmore Nicole Lloyd Brian Manus Trenton Patterson Published for: BOMA Georgia 5901-C Peachtree Dunwoody Road NE Suite 300 Atlanta, GA 30328 (404) 475-9980 info@bomageorgia.org www.BOMAGeorgia.org www.BOMALegacy.org www.BOMAGeorgiaFoundation.org Published by:

5950 NW 1st Place Gainesville, FL 32607 (800) 369-6220 / (352) 332-3331 – fax www.naylor.com Publisher: David Evans Editorial Liaison: Rachel Brown Project Manager: Kira Krewson Marketing: Nancy Taylor

THE COMMERCIAL REAL ESTATE JOURNAL®

FEATURES SOFT SKILLS/INTERPERSONAL............. 6

ROOFING, TECH .................................... 20

5 Categories that Will Define the Next-Generation Engineer

Do You Have a Rooftop and Riser Management Program?

In the age of increased reporting and liability, the engineer must be able to improve building efficiency and limit liability while increasing building profitability.

BY Trenton Patterson

A management program for rooftop and riser spaces is indispensable in ensuring these areas stay organized and secure.

BY Nicole Lloyd

DESIGN & CONSTRUCTION, REGULATORY COMPLIANCE, WASTE/RECYCLING ............................... 8

EDUCATION ......................................... 22

Demolition Recovery

Developing and managing high-performing real estate assets, while reducing the consumption of natural resources is now an industry expectation.

Demolition Recovery—or recovering, recycling or reusing waste materials during a tenant build-out—allows building owners and managers to save money and resources, all while helping protect the environment.

BY Nicole Lloyd

PREVENTIVE MAINTENANCE ............... 10 The Four Principles of a Water Treatment Program A complete water treatment program has one goal: To manage the efficiency of heat transfer.

BY R. Trace Blackmore

VIDEO SHOWCASE.................................12 Highlighting videos posted to O+M Insights with thumbnails, brief descriptions and links.

Book Leader: Traci Clemente

EDUCATION ...........................................14

PSS: Hannah Mule

Value of SMT and SMA Designations

Advertising Representatives: Ashley Benton, Stephen Cofino, Sondra Harris, Sarah Lyons, Chris Maier, Nick Manis, John O’Neil, Glenn Raglin, Jason Ruppert, Ketan Solanki, Julie Sprott, Brandon Stroud, Chris Zabel

In order to fully appreciate the benefits of my SMT/SMA designation, one has to go back to a time before the internet and well before cell phones and other personal electronic devices were commonly used in the industry.

BY Brian Manus

Layout & Design: Manish Dutt Sharma Acceptance of advertising in BOMA Georgia’s Insight: The Commercial Real Estate Journal® does not imply BOMA Georgia’s endorsement or approval of the product or service advertised. All information has been checked for accuracy to the best of the publisher’s ability, but makes no warranties, implied or otherwise. No responsibility is accepted for deletions, omissions, errors and/ or inaccuracies. Unless a special placement is reserved, publisher reserves the right to place ads on a first-come, first-served basis and to separate by member and non-member status. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of BOMA Georgia. ©2018 BOMA Georgia. All rights reserved.

PUBLISHED JUNE 2018/BAA-A0018/8467

www.CREInsightJournal.com 2018 Special Edition

MAINTENANCE & OPERATIONS, REGULATORY COMPLIANCE ................ 16

Transforming Property Managers into High Performers

ENERGY EFFICIENCY, MAINTENANCE & OPERATIONS ........... 24 Benchmarked: High Performance Through Data Tracking By regularly monitoring certain aspects of their buildings, owners can ensure that their buildings are performing at the highest level.

BY Nicole Lloyd

ELECTRICAL, ENERGY EFFICIENCY ..... 26 Is Solar for My Building?

In 2016 in the U.S., 39 percent of all new electricity generation capacity in the country came from solar.

BY Nicole Lloyd

BUDGETS, MAINTENANCE & OPERATIONS ..................................... 28 Research for Operating Buildings Research from the BOMA Georgia Foundation is helping property managers and operations professionals to better staff their buildings and compensate their staff.

BY Jacob Wilder

What Do Your Back-of-the-House Areas Say About Your Maintenance Program?

The state of back-of-the-house areas can provide you with valuable feedback about your maintenance program.

BY Nicole Lloyd

DESIGN & CONSTRUCTION, PARKING LOTS/DECKS ........................ 18 EV Ready Garages What engineers and owners should consider before moving forward on an EV project.

BY Nicole Lloyd

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DEPARTMENTS

5 .... LETTER FROM THE PUBLISHER 31 .... CALENDAR OF EVENTS 34 .... ADVERTISERS ON THE WEB

Letter from the Publisher

W Gabriel Eckert, FASAE, CAE | Editor-in-Chief, Insight Magazine

ho is spending the most face time with tenants? Is it property managers; assistant property managers; what about tenant service coordinators?

Chances are your building operations are following the same trend as everyone else. It is building operations and maintenance professionals who are spending an increasing amount of face time with your tenants.

Also seeing an upward trend, is the necessity of operations and maintenance staff to be proficient with today’s modern technology, all while mastering the principles of the building operations practice.

The real estate industry has seen the role of the property manager change. So, who fills the void of day-to-day, forward-facing company representative when the property management staff members are busy building budgets, forecasting capital projects, and increasingly filling the role of asset management to meet the goals of ownership? Who brings the knowledge and skills to transform properties into tomorrow’s high-performance buildings?

Enter the building engineer; maintenance technicians; or head of operations. Whatever the title, building operations and maintenance professionals operate with an ever-increasing workload and expertise at their property. Or, should I say, properties?

With one foot on the technical side of running a property, and the other on the customer service side, the real estate industry will need to prioritize the needs of these vital team members.

There is a critical need for sourcing, training and developing building engineers. New and dynamic resources are needed to meet this demand.

The skills and knowledge related to operations and maintenance of real estate have a dramatic effect on tenant relations, environmental sustainability and asset value. These professionals are driving and leading the efforts in translating environmental sustainability and financial goals into operations. Their finger is on the

figurative pulse of a property, helping to ensure a high NOI and ROI for the owner.

To support the careers of these essential building team members, we have launched a new online resource, CREInsightJournal.com. This site will serve as an expanding resource for operation and maintenance professionals. This new site will provide expanded educational resources to operations and maintenance professionals, as well as property managers and owners.

Site resources include articles, video, and industry education information from subject matter experts and trusted real estate organizations that focus on enhancing the career paths of individuals responsible for maintaining and operating high-performing real estate assets.

Contained in this special issue of our magazine is a selection of articles, videos and events curated from CREInsightJournal.com. We invite you to thumb through this content and follow the embedded links to further resources online.

I would like to also invite you to visit www.CREInsightJournal.com for more building operations and maintenance content. While there, be sure to sign up for our free email newsletter that is distributed monthly. Please also consider sharing this issue and our online resources with your building operations and maintenance professionals, as well as owners, asset managers and property management staff.

We look forward to building value for real estate portfolios by building value in one of the industry’s most important assets—people.

Gabriel Eckert, FASAE, CAE is editor-in-chief of Insight: The Commercial Real Estate Journal. He also serves as CEO of the Building Owners and Managers Association of Georgia and BOMA Georgia Foundation. He is a Certified Association Executive; Fellow of the American Society of Association Executives; and has been named by the Atlanta Business Chronicle as one of the Top 100 Who’s Who in Commercial Real Estate, a list of “leaders, dealmakers, and legends who are changing Atlanta.”

INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com | 5

5

SOFT SKILLS/INTERPERSONAL

1

CEREBRAL The engineering role in CRE is changing vastly. An engineer must sharpen his or her mental abilities as much as his or her mechanical abilities. In the age of increased reporting and liability, the engineer must

be able to improve building efficiency and limit liability while increasing building profitability. The routine maintenance performed in machine rooms and tenant spaces have become just one of the many responsibilities an engineer must fit into

GORODENKOFF/SHUTTERSTOCK.COM

BY Trenton Patterson

Categories that Will Define the Next-Generation Engineer

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his or her daily routine. Engineers must demonstrate sustainability, efficiency and fiscal responsibility to a property manager and provide a solution that addresses all of these requirements. The demands of commercial real estate are beginning to increase for engineers, and in order for them to succeed in this industry, they must accept the evolution and embrace change.

3

COMMUNICATION An engineer has always been required to “walk the walk,” but what about “talk the talk”? In this new age of reporting, owner meetings, strategic planning and ROI requirements, an engineer will be required to explain and provide as much detail as possible for all operations at the property. An engineer must be able to turn a wrench and write an email with the same level of proficiency. An engineer must be able to read schematics and a budget and determine how each work together to improve the property. It is just as important for an engineer to understand and contribute to the long-term goals of a property and communicate the impact that decisions will have for the tenants, staff and owners.

4

MOTIVATION You can teach someone everything they need to know about a job, but you can’t teach them how to be motivated. My father, who also happened to be a chief engineer,

preached that no matter what job you were doing, you should be the best at it. I still live by this principle. There is no substitute for hard work in this industry, and an engineer must be motivated to do his or her best regardless of the situation, and provide quality work at all times. There is something simple, yet so pure, about doing something right the first time. For me, this all begins with motivation. Are you motivated to take on more responsibility and increase your value, both personally and professionally?

Are you motivated to learn, develop and grow as an engineer? Are you satisfied with your current position, or are you looking up the ladder chasing down your dreams?

It all begins with motivation. An engineer must have that internal motor that keeps the wheels turning and pushes through to the next level.

5

PERSONAL RESPONSIBILITY Engineers manage million-dollar assets and equipment, so obviously they show the same amount of responsibility for themselves, right? Engineers should be putting just as much time and energy into their personal development as they do into the success of their building.

Ask questions, find answers and be a sponge—soak it all up. Make sure you take pride in your appearance as much as your abilities. Research new technology, educate yourself and foster growth. If you want to excel as an engineer, take personal responsibility for your growth and success.

Don’t wait for things to happen—go out and make them happen.

Check out http://bit.ly/5nextgencre for more information.

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ETIAMMOS/SHUTTERSTOCK.COM

2

OWNERSHIP An engineer is no longer just a maintenance person who works on equipment and logs chiller readings. He or she is the face of the company, the first line of defense and the lasting impression made on tenants.

Engineers have a unique role in CRE and are expected to cover all the bases. An engineer must have the mindset to take ownership of the property and view every decision and action through the scope of personal ownership. Instead of making the easy fix, make the right fix. Think long term as opposed to short term. Ask the question: How does this reflect on me as a person and as an employee?

DESIGN & CONSTRUCTION, REGULATORY COMPLIANCE, WASTE/RECYCLING

Demolition Recovery RECOVERING CONSTRUCTION WASTE DURING A TENANT BUILD-OUT

BY Nicole Lloyd

B

uild-outs produce a lot of waste. That’s unavoidable. But it doesn’t mean you have to be wasteful with your waste.

Demolition Recovery—or recovering, recycling or reusing waste materials during a tenant build-out—allows building owners and managers to save money and resources, all while helping protect the environment.

WHAT IS WASTE RECOVERY? Waste recovery refers to the sustainable practice of reusing or recycling materials during construction or demolition. Reuse includes the deconstruction and salvaging of construction and demolition (C&D) materials. In deconstruction, these materials are identified and carefully removed prior to demolition. For instance, light fixtures or wooden beams may be removed from the ceilings and walls. Some choose to deconstruct the entire site instead of using demolition, while others use a combination of the two.

Salvaging is using and saving reusable items, such as doors and hardware. After deconstructing or salvaging materials, you may then choose to reuse them in the current project or sell or donate them to reuse markets. Recycling C&D waste involves diverting recyclable waste from landfills and sending them to facilities for processing.

Materials like lumber, concrete and metal are often recycled.

WHY SHOULD YOU RECOVER YOUR C&D WASTE? There is a misconception that the process of recycling or salvaging waste is too expensive or time-consuming to pursue. The truth is, however, that recovering C&D waste can cut costs. More recovery means lower landfill fees. And haulers typically charge less for recycling than for trash collection. When you divert waste from trash to recycling, you reduce your trash bin size, meaning fewer weekly collections. And while sorting the debris takes more time, this expense is lower than landfill fees. Committing to a C&D waste recovery initiative can also improve your organization’s sustainability 8 | INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com

and public image, and you can even get LEED credits for your efforts (see below).

And, of course, recovering C&D waste protects and preserves natural resources. When you decide to recycle or reuse C&D waste, you are reducing the need for trees, metals and water to be extracted from the environment. Not to mention, less energy is required to make the same products from recycled materials than from virgin material, thus lowering levels of pollution. To gain these benefits and contribute to preserving resources, you’ll first need a waste management plan.

DESIGNING A WASTE MANAGEMENT PLAN There are many aspects involved in C&D waste recovery during a build-out. Designing a waste management plan early-on, before the build-out project begins, can help to facilitate the process and allow the endeavor to run more smoothly. Be sure to consider the following factors when developing your plan: • Goals and Tracking. Before getting started, you should identify your objectives and how you will measure success. Identify the materials you will recover, and specify a minimum diversion rate based on either weight or volume.

Tracking your progress will not only help you stay organized but also will enable you to share and report information to stakeholders. Keep records of your recovery efforts in one platform using a standard set of metrics. There are several online tools to help, such as the Energy Star Portfolio Manager. The EPA has information on these tools, as well as worksheets and tips for managing your tracking.

• Education and Training. Appointing a waste recovery supervisor can help keep everyone on the same page. Hiring contractors familiar with C&D recovery can aid in the ease of the recovery process, and educating and training all workers can help to avoid mishaps such as contamination of recycling bins and improper sorting of materials.

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• Space. Space should be a consideration when making your recovery plan, particularly in a build-out. You will likely need room for recycling bins as well as locations for collecting reusable materials.

• Materials. Before you begin recovering waste, you must determine which materials you will collect. Materials suitable for reuse (for deconstruction and salvage) include plumbing fixtures, doors, windows, ceiling and floor tiles, decorative items and cabinets.

Carefully remove these items prior to demolition.

If intending to recycle C&D waste, you can work with your hauler, recycler or contractor to determine which materials are recyclable.

Recyclable materials typically include metal, lumber, corrugated cardboard and wallboard. Sort these materials by type using labeled bins. Make sure to clearly mark this bins so that trash doesn’t accidentally get thrown in. Even a small amount of trash in one of these bins can prevent the load from being approved for recycling.

Additionally, be aware of materials that cannot be recycled and of those that may be contaminated. Waste containing asbestos or lead, for instance, requires specialized handling and decontamination procedures.

• Markets for Salvaged Materials. If you choose not to reuse materials for your own projects, there are markets available that will take the reusable materials. Some organizations that accept these reusables include the Habitat for Humanity ReStore and the Lifecycle Building Center. Check your local area for salvage vendors, liquidators, materials brokers and reuse retailers for more options.

• Recycling Services. There are recycling services available that offer curbside pick-up of recycled materials. Note that curbside pick-up is a more environmentally friendly option than transporting the recycled materials to the recycling plant. Again, check your local listings for recycling services in your area.

• Waste Recovery and LEED. You can get LEED credits for your waste recovery efforts as well. For instance, you can earn a point for solid waste management if you follow their guidelines. These include

requirements such as reusing or recycling 50 percent of the ongoing consumables waste stream and maintaining a waste recovery program that addresses durable goods.

MASTERFORMAT INTRODUCES NEW CODES FOR WASTE RECOVERY MasterFormat 2018 has recently released an expansion of codes to aid in recovery efforts. These codes provide specifications for the recycling and salvaging of materials to identify, manage and divert C&D waste. Included in this change is a new trade for a deconstruction contractor. The deconstruction contractor will be the first in to remove recovered materials prior to demolition. They can be trained and certified by the Building Materials Reuse Association.

Waste recovery is an admirable endeavor than can have a positive and lasting impact on our environment. Reusing and recycling waste not only helps owners and managers save money but also protects our most precious natural resources.

Check out http://bit.ly/demorecovery for more information.

SOURCES: “Recover Your Resources.” EPA. https://www.epa.gov/sites/production/files/2015-09/documents/cdbrochure.pdf Stamper, Stacie. “Construction and Demolition Waste: the Final Frontier.”

Grapevine Wall. http://grapevinewall.com/wp-content/uploads/2018/01/ EPA_MasterformatCall.pdf “Solid waste management.” USGBC, https://www.usgbc.org/credits/mr21 “Managing and Reducing Wastes: A Guide for Commercial Buildings.”

EPA, https://www.epa.gov/smm/ managing-and-reducing-wastes-guide-commercial-buildings “Construction and Demolition Recycling Guide.” San Diego County, https://www.sandiegocounty.gov/dpw/recycling/Files/ Construction_Guide_SJ8_Pgs_1-27.pdf INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com | 9

PREVENTIVE MAINTENANCE

The Four Principles of a Water Treatment Program

BY R. Trace Blackmore

ater is the “life blood” of any facility for the simple reason that it transfers heat from one location to another. A complete water treatment program has one goal: to manage the efficiency of that heat transfer. That said, a water treatment professional should not be looked upon as a “chemical guy” but rather a “heat transfer efficiency manager.” It is only through this paradigm that a complete water treatment program can be achieved.

Knowing that water is the absolute best of all heat transfer mediums, what makes a water treatment program complete? The answer can be boiled down to four areas: 1) CONTROL OF CORROSION Corrosion is the deterioration of metal in the system. Water is a universal solvent—it likes to dissolve everything, and given enough time, will. Metal wants to be in a more stable state, so it rusts. The fact that we use water to transfer heat in a system made of metal poses a problem; corrosion will occur. While corrosion cannot be totally stopped, it can be slowed down. The objective of water treatment is to minimize the effect of corrosion. Several different products inhibit corrosion, and regular tests are run

to evaluate the level of active ingredients of these products in the system water to ensure maximum efficacy.

A true water treatment professional will provide metrics to gauge performance of the program being utilized. Corrosion can be monitored by running corrosion coupons—small slips of metal that represent the metal being treated in the system. These coupons are placed in the system for a scheduled number of days, then removed, cleaned and weighed. The difference between the initial and the final weight can reveal the corrosion rate in the system. This result can then be compared with industry standards to measure the success of the water treatment program. Without corrosion coupons, there is no proactive approach to measuring corrosion.

2) CONTROL OF SCALING Scaling occurs when dissolved solids in the water come out of the solution and attach themselves to heat transfer surfaces, acting as insulation. If a small amount of scale were present—the same thickness as a sheet of paper—it would increase the energy consumption of that system by 10 percent.

This is due to the heat having to move not only through the heat interface, but also

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the added scale. Heat transfer equipment is normally the biggest expense of any facility’s energy consumption. Ten percent of the average utility bill is a significant number, but a complete water treatment program should pay for itself by optimizing heat transfer. An efficient water treatment program may even add to the facility’s bottom line.

Water treatment companies use various products to increase the solubility of dissolved solids in the water, thereby reducing the tendency to scale. Regular tests are performed to measure the amount of active ingredients in system water to reduce the tendency of the water to scale. However, there is also a mechanical component to scale control; we call this bleed.

Water being used as a heat transfer medium in an open environment will evaporate. Only pure water will evaporate, leaving solids behind. To prevent the system from running dry, additional water is added to compensate for what has evaporated. This new water also brings in dissolved solids. All of these dissolved solids will concentrate in the system.

Eventually, the water can no longer hold them, no matter what chemical treatment is used, and they come out of solution, forming scale.

This is where bleed comes in.

A bleed valve is set to only allow so many concentrations of these dissolved solids before bleeding them out of the system and replacing the wasted water with new, low-solids “make-up” water. Good, solid control equipment is needed to keep this balance. A complete water treatment program will not only look at minimizing the scale potential of the water, but also at getting the maximum use of the water in the system before it is bled off. A good water treatment program will pay for itself in water usage optimization.

The metric for scale control is looking at the actual energy being consumed and water being utilized. This can be achieved by trending utility bills, compiling chiller data, trending data from the building management system, etc.

3) CONTROL OF MICROBIOLOGICAL FOULING Microbial fouling components such as algae, fungi, bacteria and molds have two goals in life: to eat and populate. Microbial fouling will increase corrosion and scaling.

Products called microbiocides are used to kill these bugs so they do not overpopulate in the system. This overpopulation is called biofilm, and it will reduce the efficiency of

4) CONTROL OF GENERAL DIRT AND DEBRIS The air around us contains particulates that, when drawn into a heat transfer device such as a cooling tower, will be “washed” out of the air and float around in the water. This becomes an issue when the particles settle out.

Accumulation of settled particles will increase corrosion, increase the tendency to scale and give microbes a place to populate. Dispersants can help with this issue, but a mechanical approach is required. The mechanical

approach is a filter. The more that is filtered out, the cleaner the system will be. The cleaner the system is, the easier it is to treat and the more energy efficient the system will be. This is why a filter will pay for itself in a very short amount of time. The metric for general control of fouling and debris is visual and trending data, similar to how we trend scaling data. It is far easier to keep a clean system clean than it is to clean up a dirty system.

ADDITIONAL STEPS A water treatment plan cannot be considered complete without control over all four of these areas. It can also be said that any program that does not address all four of these areas is not controlling any of them, because each affects the other. Lack of control in just one area will cause the other three to spin out of control.

Additional considerations, over and above the four areas discussed, include energy and water consumption. If all four areas are being considered, the result should be optimal heat transfer. This will translate into lower operating costs (lower energy bills), fewer shutdowns, lower labor costs, etc. In addition, making sure water in the system is being used to its full potential before being bled will save water costs on incoming water and sewer. Many counties offer a credit for water lost to evaporation that does not go down the sewer. In some cases, this may pay for your water treatment program.

The last piece of the puzzle is your relationship with the team providing water treatment service. You should have the mindset that your water treatment vendor is a member of your team. You should seek their advice, as well as let them know what is going on with your system in between scheduled visits. A complete water treatment program is not one-sided—it is a partnership between the owner/operator of the equipment and the water treatment professional.

Check out http://bit.ly/h2oprogram for more information.

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heat transfer tremendously. These microbes may also be pathogenic, meaning they can be harmful to people.

Microbial fouling control is crucial.

Because microbes can make people sick, it is imperative that all systems are treated properly and responsibly. One of the better-known pathogenic bacteria is Legionella. Protocols for diligently treating Legionella are a must for every water treatment program. A recognized due-diligent Legionella prevention program is the use of a dispersant and an oxidizing biocide. This approach, combined with a water treatment controller that will monitor the amount of oxidizer in the system, constitutes a due-diligent prevention program (CTI standard). Since “bugs” are unpredictable, utilizing a controller with the ability to increase or decrease oxidizing biocide dosages is paramount in the endeavor to control biofilm.

Monitoring the success of a biological control program is both visual and analytical.

A visual examination of the system for biofilm is a good barometer of the program’s success.

However, this visual inspection, along with analyzing the amount of living activity in the water (microbe content), is crucial in determining proper program adjustments.

Taking cultures or samples from an area that will harbor biofilm is very important in determining whether the proper dosage is being achieved and the biofilm is being controlled. Most water treatment systems fail at this step due to lack of proper monitoring and adjusting.

VIDEOS FOR OPERATIONS

AND MAINTENANCE PROFESSIONALS W

ith the demands placed on today’s operations and maintenance professionals, it is difficult to carve out time to read blogs and news articles about trending topics and the latest

best practices in the profession. It is even harder to attend a seminar or educational course. Building operations personnel need their information faster and more convenient than ever before. The growing

THE ENGINEER OF THE FUTURE

What is the future role of the engineer in the real estate industry. Trent Patterson shares his insights as a former operations and maintenance professional who transitioned into a facilities management role. The building engineer of the future will play a larger role within the management and strategic operations of a property.

12 | INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com

video archive at CREInsightJournal.com offers bite-sized bits of information that these professionals need. Be sure to view this growing online video library. www.creinsightjournal.com/videos/.

ARC FLASH

It has been estimated that between five and 10 arc flash explosions occur each day in the U.S. Injuries from an arc flash explosion can include burns, hearing loss, vision loss, general trauma and death.

Arc flashes, or flashovers, are the light and heat produced as part of an arc fault.

These electrical explosions occur when a short circuit fault results from a low impedance connection passing through the air to a ground or another voltage phase in an electrical system.

BUILDING AUTOMATION SYSTEMS

When it comes to controlling costs, one goal of managers and building technical professionals is to optimize the building’s operational efficiency.

This can be done by optimizing the Building automation system, abbreviated B-A-S. The BAS is defined in BOMA International’s Foundations of Real Estate Management curriculum as an integrated, automated system that controls several aspects of building operation, such as HVAC, elevators, fire suppression and security.

PREVENTIVE MAINTENANCE BASICS

You’ve heard the expression, “An ounce of prevention is worth a pound of cure.”

A good preventive maintenance plan balances predictive maintenance with corrective maintenance, or repairs.

Just know that either extreme of this spectrum can be costly.

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EDUCATION

Value of SMT and SMA Designations

BY Brian Manus

T

he most common question I have heard over the years comes from building engineers who ask “What is the benefit of having my Systems Maintenance Administrator (SMA) and Systems Maintenance Technician (SMT) designations?”

I earned my SMT and SMA designations over 20 years ago. Surely they must have helped me in some way, right?

One of my all-time favorite quotes is, “Do not go where the path may lead, go instead where there is no path, and leave a trail.” If you want to set yourself apart, don’t take the same old worn path that others are taking.

Rather, create your own path and make sure that you leave a good impression along the way.

In order to fully appreciate the benefits of my SMT/SMA designation, one has to go back to a time before the internet and well before cell phones and other personal electronic devices were commonly used in the industry.

A time when two-way radios—which were then dubbed “the brick”—and alpha-numeric pagers were the primary communication tools of the trade. The year was 1991, and after three years as a building engineer, my career was feeling stagnant. It became apparent that I needed to obtain something that could set me apart; something that could help me differentiate my skill set from other engineers in the trade.

I began researching educational opportunities that could help me do just that.

Among those opportunities was the SMT/ SMA designation program, offered through Building Owners and Managers Institute (BOMI) International. I decided to start taking the courses at the same time I was taking Air Conditioning Technology Program courses at a local technical college. The technical school focused primarily on heating, refrigeration and electrical theory, along with troubleshooting procedures. It was also primarily for

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residential systems and it did not spend very much time on commercial applications.

This made the SMT/SMA courses even more attractive to me, because I knew they focused mainly on commercial office buildings, which was exactly what I needed. To my surprise, my employer even paid for me to take these BOMI courses as long as I passed the exam at the end of each course. After all, completing these courses is supposed to make me a more versatile employee.

Obtaining my SMT and SMA designations made me much more cognizant of saving money for my building owners. Sure, I knew how to replace a light bulb or ballast in my sleep, but I really needed to gain some type of knowledge that could actually have an impact on my building operating costs. The Energy Management and Controls course provided me with a matrix on how to improve my energy management practices, which I was able to take back to my building and

start implementing right away. Some of these energy saving practices were noticeable on the next couple of utility bills, including electric and natural gas.

The Air Handling, Water Treatment and Plumbing Systems course benefited me in a few different ways. Most importantly, it provided me with a much better understanding of water treatment programs and the reasons I was testing and logging chemical levels of our condenser water, chilled water and boiler water at regular frequencies. It also enhanced my knowledge of indoor air quality (IAQ) and the proactive practices that can help maintain it.

Not only was I able to take these practices back to my building and start implementing them almost right away, I was also able to conduct my own IAQ analysis of the building and determine what changes were needed in 902074_Western.indd 1 order to ensure that I maintained better IAQ going forward.

The Building Design and Maintenance course was another course that was extremely helpful to me. In order to provide more value to my employer, it really made good sense to become more familiar with landscaping, as well as building cleaning equipment and procedures. While I did not manage these specific departments, being knowledgeable in these fields would make it easier for me to work alongside our landscaping and cleaning contractors on a daily basis and to better understand how they operate.

I have only briefly touched on a few of the benefits of earning an SMT or SMA designation, but there are actually many more. I was so impressed by this program that six years ago, I decided to become an instructor for some of these courses. I wanted916495_Lanier.indd 1 to help as many junior engineers as possible better understand the ins and outs of our industry. The SMT/SMA program is one of the best ways to accomplish this.

Check out http://bit.ly/smtandsma for more information.

Please refer to page 31 for a comprehensive list of upcoming SMT, SMA and BOMI-HP courses from BOMA Georgia.

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Lightning Protection System Design, Installation, and Maintenance Protecting the Southeast since 1997 Contact Info: Phone: 404-794-7500 • Fax: 404-794-7506 Email: info@atlantalightning.com • Website: www.atlantalightning.com

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INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com | 15 5/9/18 1:40 PM

MAINTENANCE & OPERATIONS, REGULATORY COMPLIANCE

What Do Your

Back-of-theAreas Say About Your Maintenance Program?

BY Nicole Lloyd

M

ost have few issues maintaining public areas—the main spaces customers or tenants see. But the state of back-of-the-house areas is just as important and can provide you with valuable feedback about your maintenance program.

BACK-OF-THE-HOUSE AREAS AND YOUR MAINTENANCE PROGRAM To clarify, back-of-the-house areas are support areas in a building behind the scenes. They’re the areas that customers and tenants do not typically visit. These include mechanical rooms, tool rooms, pump rooms, telephone data closets, engineering tool rooms, storage areas, chiller plants and elevator control rooms, among others.

While it’s true that tenants and customers don’t usually see back-of-the-house areas, it’s essential that these spaces are appropriately maintained. Brad McCahill, chief engineer for Cousins Properties, is a firm believer in this idea. “Anybody can keep public areas presentable,” he said. “The back-of-the-house areas are the ones that tell the story.”

The condition of these spaces provide vital information about your maintenance program. “It displays the team’s personality, the management style, the organizational component—and all of this reflects on the

ability to provide consistent, preventive maintenance,” McCahill said. “It’s a mirror, a direct reflection of the level of maintenance.”

Because of this fact, by evaluating your back-of-the-house areas, you can determine if your maintenance program requires improvements.

FACTORS TO CONSIDER Consider these aspects of your back-of-the-house areas when evaluating your maintenance program: Are the areas code-compliant?

Get familiar with the codes for the back-of-the-house areas, and ensure that yours are up to date. If the spaces are not up to code, dangerous safety issues can arise.

Read up on OSHA standards and the rest of the building codes, and determine whether your back-of-the-house areas comply with these regulations. Lack of code compliance suggests you may need to reevaluate your maintenance program.

Are they clean and well-maintained? If your back-of-the-house areas are unclean or disorganized, this creates a problem for the safety of tenants, customers and the business.

A good example is in the case of an indoorair-quality (IAQ) complaint. In this situation, an industrial hygienist will evaluate and report

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on-site conditions and cleanliness of these spaces. If there has been an IAQ exposure to customers or tenants, and the spaces were not adequately maintained, this can become a significant issue. So if your back-of-the-house areas are not clean or organized, it’s time to reevaluate your maintenance program.

How will they be perceived? One of the most important things to remember when evaluating back-of-the-house areas is perception. Who is going to see these spaces?

Code officials, fire marshals, building owners, industrial hygienists, contractor vendors and more will potentially visit your back-of-thehouse spaces. You should consider both of the above—code compliance and cleanliness— when evaluating perception. Imagine how each of these individuals will perceive the area.

Once again, if you discover that your back-ofthe-house areas may not be well received by these individuals, make some changes.

HOW TO IMPROVE YOUR MAINTENANCE PROGRAM If you find that your back-of-the-house areas are lacking, don’t worry. There are steps you can take to buff up your maintenance program: Plan and organize. Create a plan for improvement using the tips below. Decide

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-House what steps you want to take and in which order they would be best implemented. “Start small,” McCahill suggested. “Start with rooms directly under your control. Property manager—authorize some overtime. Work your plan and plan your work. Stay organized.”

Determine the ideal layout for your back-of-the-house areas. Leasing brokers sometimes like to rent every square inch of a building. In these cases, housekeeping and engineering staff get forced into areas that would otherwise be restricted to storage or occupancy. Sometimes these back-of-thehouse areas are not in the most suitable locations. When revamping your maintenance program, be sure to identify critical workspace and storage space in a building.

Mark Gallman, maintenance manager at Highwoods Properties, suggests using ergonomics to determine which spaces are best suited for certain activities. “Ergonomics is the economy of motion that an individual has to use to perform the function of the work,” he said. “Fit the job to the people, not the people to the job. If you can start the work and storage space plan with the idea of reducing steps and locations to be more efficient for the work processes, you have the

largest hurdle completed on your way to great back-of-the-house areas.”

Having these spaces centrally located and ergonomically designed makes maintaining the areas much more manageable. Tool inventories, supplies and emergency response items should be in centrally-located areas as well.

Detail clean and paint. Cleaning and painting are some of the quickest and easiest ways to restore back-of-the-house areas. If someone is called in to evaluate these areas, having fresh, sharp, detailed painting and regular cleanings of those areas demonstrates that these spaces are well maintained.

According to McCahill, there’s an added bonus when an area is cleaned and painted— maintenance and engineering staff develop a sense of ownership the space. “They protect it; they want it left just how you found it,” he said. “The pride that the team develops is contagious.” This mentality can go a far in ensuring that the areas remain in good condition in the long run.

Document the maintenance process and ensure these reports are easily accessible.

Document maintenance procedures establish proof that these areas are regularly maintained. If an industrial hygienist or fire

marshal comes in because of a complaint, you can quickly and easily demonstrate that the proper maintenance has been accomplished by pointing to such reports.

Additionally, Gallman suggests that tagging equipment with Preventative Maintenance (PM) tags—like those used on fire extinguishers— can be useful. “These tags will indicate where the equipment records are kept and dates for when the PMs were last done,” he says.

Gallman also notes that when applicable, you should keep combustible records or manuals inside of equipment cabinets, near the point of use. Job safety analysis cards should also be located near potential hazard areas, as per OSHA’s Right-to-Know regulation.

Creating a quality maintenance program for back-of-the-house areas can prevent a lot of headaches down the line. And if you follow the above suggestions, you can ensure that your building is safe and clean for both staff and tenants. As Gallman notes, “All these things send messages to anyone entering these spaces that the engineering staff is running a great program.”

Check out http://bit.ly/backofhouse for more information.

INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com | 17

DESIGN & CONSTRUCTION, PARKING LOTS/DECKS

EV Ready Garages WHAT ENGINEERS AND OWNERS SHOULD CONSIDER BEFORE MOVING FORWARD ON AN EV PROJECT.

BY Nicole Lloyd

A

s interest in green energy increases, more people have chosen to drive electric vehicles (EV). Georgia in particular reflects this trend—the state ranks second in the United States for sales of EVs. Seeing as this market continues to grow, property managers and builders are looking for ways to accommodate the needs of EV owners. Providing parking and charging services for EVs, however, involves more than you might expect. The following considerations can help you be sure that your parking garage is EV-Ready.

INSTALL IN A NEW BUILD OR RETROFIT? If you’re unsure whether to install EV charging stations or Electric Vehicle Supply Equipment (EVSE) as they are commonly

called, during a new build or to add them in later after completing construction, keep in mind that retrofitting EVSEs can be difficult.

It’s much more cost-effective and much less time-consuming to plan for ESVEs at the start of a project. While not everyone has the benefit of adding this service into a new build, there are some opportunities to ensure your modification of an existing structure is successful.

PERMITS AND ORDINANCES As in all projects, you should obtain the proper permits and have a firm understanding of the local ordinances and regulations where you are building or modifying a structure.

This includes understanding electrical codes specific to the installation and operation

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of these charging stations. When installing EVSEs you will need permits for electrical work, any lane or sidewalk closures, and EVSE installation, among others. Check with your local codes for more information on permit requirements.

SELECTING THE RIGHT EQUIPMENT You should keep a few things in mind when choosing an EVSE. You’ll need to look at the resources and requirements for your particular project to determine which equipment is right for you. Some factors to consider are: EV CHARGE LEVEL EVSEs come in four different levels: Level 1, Level 2, DC Charge, and Wireless

capabilities of the vehicle. These EVSEs can be used in parking garages and in fleet parking.

NETWORKED OR NON-NETWORKED? EVSEs come in both networked and non-networked varieties. Your decision of which one you use depends on whether you intend have users pay for charging their vehicle. If you choose to meter the parking, you should select a networked EVSE. These give you smart management capabilities for pricing, billing, and more. If you decide not to require payment for the use of the EVSE, you will not need networked equipment.

OBTAINING AND INSTALLING THE EVSES To procure your EVSE, send out a request for proposal (RFP) for equipment specifying requirements. Ensure that the charger is approved for EV by a Nationally Recognized Testing Laboratory. If the EVSE is certified, it should have a sticker with the letters UL or UTL. Installation, especially for EVSEs Level 2 and above, requires permits and code compliance. A licensed electrician should install the EVSEs to ensure they comply with the National Electric Code.

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Charge. They differ mainly in how quickly they charge the EV. A Level 1 EVSE takes 8-22 hours to charge a full battery. The charge time means Level 1 EVSEs should only be used where long-term parking is expected.

It’s suited for residential and workplace locations. Installation is simple and easy.

A Level 2 EVSE charges an EV in 2-4 hours. Level 2 charging stations are ideal for workplace, residential, as well as commercial applications.

DC charging stations achieve an 80% charge in 30 minutes. This type of charger is ideal for commercial and retail applications, where users tend to park for shorter periods of time.

In wireless charging stations, the time-to-charge depends on the battery

POWER AND LOCATION Before moving forward with the project, it’s essential to determine where the EVSEs will be located. While many choose to give EV charging spots priority parking, the power source will determine precisely where you can place the EVSEs. The further away an EVSE is from its power source, the higher the cost of installation. To connect the EVSE to their power source, you can either run electric wires through a conduit or under the concrete, which tends to be more costly.

VISIBILITY It’s crucial that drivers can find the EV charging spots and understand who can and cannot park in those spots. Use signage to increase the visibility of the charging stations.

You should use wayfinding, general service, and regulatory signage as well as striping.

The signs should indicate the location of the EV charging stations, restrictions of vehicle type, rate for charging, and rate for parking (if not included in charging rate). Each EVSE should also have a posted contact number so users may report any malfunctions.

ACCESSIBILITY The parking spots should be designed and installed with user accessibility in mind.

If you’re using non-wireless EVSEs, place the charger between two spots to maximize its usability. If using wireless, arrange the EVSE so that the charger faces the correct location of the receiver on the EV. There should also be sufficient lighting to reduce the tripping hazard.

There are not currently any ADA requirements for EV charging.

However, you should still keep ADA guidelines in mind. The EVSE should have accessible controls that users can reach from a wheelchair and can operate with one hand. Additionally, the parking space should be sufficiently wide and include a side access aisle.

PROTECTING THE EQUIPMENT The EVSEs should be fitted with protection from possible damage. You can install concrete bollards to both protect the cords and equipment as well as to reduce the tripping hazard.

Protection from water damage is also a must. Ensure that no puddling will occur around wireless chargers, and flood-proof the EVSEs through wet floodproofing (elevation of equipment), component protection (waterproofing techniques), or dry flood proofing (combination).

ARE YOU EV-READY? If you keep these things in mind and continue to familiarize yourself with the process of EVSE design and implementation, you, too, can have an EV Ready garage.

Check out http://bit.ly/evgarageready for more information.

INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com | 19

ROOFING, TECH

Do You Have a Rooftop and Riser Management Program?

BY Nicole Lloyd

P

roperty owners and managers always want their buildings to be safe, efficient, and profitable. A management program for rooftop and riser spaces is indispensable in ensuring these areas stay organized and secure. And with proper planning, these spaces can also bring in some valuable revenue.

Property owners and managers always want their buildings to be safe, efficient and profitable. A management program for rooftop and riser spaces is indispensable in ensuring these areas stay organized and secure. And with proper planning, these spaces can also bring in some valuable revenue.

WHAT ARE THE RISER AND ROOFTOP SPACES? The term “riser” refers to a series of core holes that are cut into each floor of a building, typically located in electrical rooms, telephone closets, and the like. A vertical floor-to-floor pathway connects these core holes to each other. Telecommunication companies and property managers use these core holes for cabling for fiber optics, communications, Dish TV, cellular carriers and more. This cabling provides services for tenants and customers on each floor.

The rooftop area also has value. You can use this space on top o the building for communications infrastructures

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such as satellite TV dishes or large server rooms for cellular sites. Both riser and rooftop spaces can be leased out to telecommunication companies to generate revenue.

These spaces, however, involve complicated installation and maintenance procedures. Developing a rooftop and riser management program can help make these processes run much more smoothly.

WHAT IS A RISER AND ROOFTOP MANAGEMENT PROGRAM, AND WHY DO YOU NEED ONE? A rooftop and riser management program enables facility managers and engineers

these spaces. This program dictates who has access to the closets in which the cores are located and who will be allowed to rent and use the areas. Additionally, a rooftop and riser program is necessary for developing a plan for leasing out the spaces and generating profit.

SHOULD YOU DEVELOP A STANDALONE PROGRAM OR HIRE A COMPANY? There are companies that will manage your rooftop and riser areas for you, or you can choose to design your own program. Best practice, however, is to use a hybrid of the two approaches. Ideally, in addition to hiring a rooftop and riser management company, property managers and engineers would be aware and educated about the rooftop and riser program in place.

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to police and generate revenue from the communication service carriers using the riser and rooftop space.

In the past, telecommunication companies owned and managed these areas. In 1996, however, the Telecom Act was passed, shifting the extensive responsibilities to property owners. With the numerous guidelines and regulations involved in installing, monitoring, and maintaining these spaces, managing the areas can seem overwhelming. A good management program, however, makes handling these responsibilities much easier.

A rooftop and riser management program improves the safety and organization of

HOW TO PICK THE RIGHT ROOFTOP AND RISER MANAGEMENT COMPANY If you decide to hire a company to aid in your rooftop and riser management, there are some factors to consider. First, it’s best to work with an organization that is not solely an electrical company and to make sure that the company has experience working with the pertinent carriers.

Additionally, regarding generating revenue, the company should satisfy a few requirements. First, it should know what a standard rate range is for infrastructure revenue to the landlord. The company should also be able to formulate riser and rooftop capacity or capacity for growth of income and to balance revenue and remediation of risers.

LEASING THE SPACE AND GENERATING REVENUE You can lease out riser and rooftop space to telecommunication companies for profit.

There is a nearly endless list of companies who may be interested in leasing the areas, including but not limited to Verizon, ATT, Windstream and Comcast.

These companies need the spaces for many different reasons. For instance, sometimes a company may need to build a server room in a data closet for a particular customer or tenant. Other times a cellular company may require server room and

antennae farm on the roof because of the location and height of the building. As previously mentioned, a suitable rooftop and riser management program should enable you to plan for and manage the revenue you gather from leasing these spaces.

THE IMPORTANCE OF A GOOD LICENSE AGREEMENT One of the most vital aspects of a reliable rooftop and riser management program is the license agreement. This agreement holds parties accountable for the renting of spaces, maintenance of those spaces, and remediation of the infrastructure when the term of the deal comes to an end or equipment becomes obsolete.

Without this license agreement, problems are likely to occur. Contractors and subcontractors, for example, may enter the building and access rooftop and riser areas. Before management is aware, the subcontractor has installed low-voltage cabling and other ancillary equipment throughout the site. This type of cabling is a safety hazard as it can release poisonous gases during a fire.

Contractors know, however, that if there’s an “in force” license agreement in place and they enter these areas without permission, they are trespassing. The license agreement holds them accountable.

This agreement ensures that only contractors with clearance are permitted in these areas. And it compels these contractors to use best-practice and agreed-upon methods in their maintenance work. The license agreement keeps these spaces safe and secure.

A QUALITY ROOFTOP AND RISER MANAGEMENT PROGRAM Overall, if you develop a rooftop and riser management program—one with a solid license agreement, educated property managers and engineers, and a plan to generate revenue—your riser and rooftop will not only be safe and code-compliant but will also allow you to bring in extra profit.

Check out http://bit.ly/risermgmt for more information.

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EDUCATION

Transforming Property Managers

into High

Performers A

dvanced knowledge to optimize current and future high-performance building operations positions managers to be sustainability leaders.

Developing and managing high-performing real estate assets, while reducing the consumption of natural resources is now an industry expectation. Today, an acceptable approach to responsible management is one that aims to achieve maximum corporate profitability, while also making positive social and environmental impacts.

To this end, BOMI International’s three-course High-Performance Sustainability (BOMI-HP®) designation provides today’s property manager with cutting-edge knowledge to optimize current and future high-performance building operations.

Not only does the program provide the practical elements necessary to manage a high-performing building, but also provides the necessary credentialing for property managers to be acknowledged as leaders in sustainable building operations.

PATHS TO SUCCESS BOMI International’s Building Practices course identifies critical no-cost and low-cost sustainable initiatives. Property managers learn how to effectively optimize and apply sustainable best practices, which cover every aspect of the built environment, to drive operational efficiencies for high-performance buildings.

The second in the three course series is the Building Principles course, which provides a comprehensive overview of high-performing sustainable buildings and exposes learners to the critical components of sustainability, where building systems and the ecosystem intersect. Industry professionals will better understand and tackle building performance issues that impact local environmental concerns and global climate change. Key topic areas include integrating high-performance building standards and guidelines, identifying and overcoming hurdles to achieving true high-performance and attaining

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top-to-bottom organizational buy-in for sustainable building initiatives.

The Building Investments course then delivers the strategies needed for building a business case for high-performance investments. By bundling social, environmental and economic factors, students are able to fully integrate all facets of the triple bottom line. By leveraging analytical tools such as ROI, NPV and IRR, learners will be equipped to promote and gain buy-in for sustainability and high-performance investment projects.

POSITION BUILDINGS AGAINST THE COMPETITION A key tool woven throughout the HP program is the element of benchmarking.

Benchmarking is a foundation for maximizing the delivery of a safe and healthy environment for the occupants, while minimizing the consumption of resources. While many in the industry have already embraced benchmarking, it has

yet to be fully adopted as a cornerstone in building operations.

Students of the HP program will see how benchmarking is fundamental to operational success and how it provides property managers with the necessary data to position their buildings against their peers.

They will learn how to better identify the metrics by which organizations determine quantifiable assessments of comparative assets. As a result, learners will be able to achieve success with both low hanging fruit, as well as more complex initiatives that require significant investment.

Evaluating the operational performance of buildings across a range of categories, such as energy and water consumption, greenhouse gas or carbon dioxide emissions, creates the base from which sustainability and energy efficiency goals can be successfully measured.

PREPARE TO ENGAGE STAKEHOLDERS As students work through the three courses—Principles, Practices and Investments—they are exposed to scenarios that prepare them to engage stakeholders and secure investment commitments to create change. By the end of the program, graduates will have immersed themselves in a variety of case studies that move from building effective and strategic business cases, to developing the financial options and modalities necessary to implement complex sustainable initiatives.

Graduates will position themselves as thought leaders who can be entrusted with the responsibility of managing the sustainable success of a building.

Students of the high performance designations are well positioned to take their companies through the rigours of achieving the highest levels

for their buildings within the BOMA Best program, the Canadian industry standard for certifying commercial building sustainability.

The program is an environmental assessment platform for such key areas as energy, water and waste reduction.

BOMA Canada recently introduced its new and significantly revised BOMA Best 3.0, giving the industry a more flexible and user-friendly certification process. Along with this certification update, graduates of BOM-HP® designation will also have the training tools necessary to manage high-performing buildings and attain industry standards.

The BOMI-HP® Designation Program consists of three courses—Principles, Practices and Investments. These comprehensive courses position graduates so they can effectively implement new efficiencies and drive sustainable initiatives, thus making a positive impact on the environment and their organization’s bottom line. Courses are available on-line, self-study and in class.

Reprinted from BOMI International blog at www.bomiblog.org.

Check out http://bit.ly/PMhighperformers for more information.

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ENERGY EFFICIENCY, MAINTENANCE & OPERATIONS

Benchmarked: High Performance Through Data Tracking

BY Nicole Lloyd

B

uilding owners and managers are always looking for ways to improve both the performance and sustainability of their properties. Data tracking is a great tool to achieve these goals.

By regularly monitoring certain aspects of their buildings, owners can ensure that their buildings are performing at the highest level.

WHAT IS DATA TRACKING? Data tracking refers to the process of collecting information about various aspects of a building to improve its efficiency and performance. Records are kept using software such as Energy Star, and these data are analyzed and used to identify and diagnose performance issues. In commercial buildings, data tracked includes information about energy, water, waste, recyclables, among others.

Property managers can use these records to compare their building’s performance to other similar properties, to their other properties, as well as to itself over time. With these data, you can evaluate and alter your building’s performance with more precision.

There are two primary categories of data tracking: energy and systems. Energy refers

to performance data for the whole building and is accessed through monthly utility bills and given context through benchmarking.

Energy is typically tracked using the gas and electric meters.

Systems refer to the performance data such as supply air temperature and pressure, outside air ventilation rate, variable frequency drive speed, and zone temperatures. This information is generally tracked through the building automation system (BAS).

The process of data tracking consists of four basic steps: 1. Collect data and track performance 2. Detect performance issues 3. Diagnose issues and identify solutions 4. Fix issues and verify results By following these steps, property managers can ensure that occupants are comfortable with the least amount of energy consumption.

WHAT ARE THE BENEFITS OF DATA TRACKING? By keeping records of your energy, water, waste, recyclables and more, you can enhance the performance of your building and determine realistic sustainability goals.

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Data tracking offers the following benefits as well.

Reduced energy consumption.

Tracking energy usage allows you to see where you can cut back on wasteful energy consumption. In fact, it was found that buildings that used data tracking were able to reduce their energy consumption by 2.4% per year on average.1 Financial gains. Data tracking allows property managers to view the details of their energy usage, and thus determine where they can feasibly make changes to cut costs. These changes then result in electric and gas cost savings. Additionally, buildings that use data tracking often have high higher net operating income (NOI), profit, and asset value.

Maintain occupant satisfaction. By tracking data, building owners and managers can also maintain and improve occupant satisfaction. The detailed data allow operators to identify changes or problems in the building more quickly. These can even preempt comfort complaints, and greater comfort means greater tenant retention.

Be positioned as an industry leader.

Property managers can improve their credibility as leaders in sustainability through certification

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programs like LEED (Leaders in Energy and Environmental Design) and Energy Star ratings.

Protect against liability. Data tracking can help detect problems—such as gas leaks or poor indoor air quality—more quickly, before they become liability issues, enabling property owners to make changes before problems arise.

HOW TO GET STARTED WITH DATA TRACKING If you’re ready to take steps to better monitor your building performance through data tracking, the following tips will help you get started.

Create a management plan. As with most projects, the first step in data tracking is to create a management plan. Many different people and processes are involved, so creating a plan can help everyone stay on a track. The ideal management plan consists of the following: carving out resources, identifying team members, setting quantifiable performance and sustainability goals, considering incentives, determining accountability, and including performance tracking language in contracts.

Get an initial benchmark. One of the first things you should do after creating

a management plan is to get an initial benchmark as a starting point. These initial data will give you a point of comparison for future evaluations. In addition to collecting information about the particular subject of interest—water, energy, or what have you—you should also obtain information about the general building characteristics.

This report should include information about location and size of the building, what it’s used for, its size, and its age. These data will enable you to compare it to similar buildings and help you evaluate how your property stacks up.

Select which tools you will use. The basic tools used for energy and systems data tracking are utility bill analysis, the building automation system (BAS), and energy tracking software like Energy Star. Owners should start with these basic tools before moving onto more advanced programs.

Aim for monthly reports. While there is a tendency to conduct quarterly report, best practice is to collect monthly data. This will allow your evaluations to be more precise.

and the like, the future of data tracking will move towards tracking data relating to the building’s environmental impact and green initiatives. For instance, carbon dioxide, particulates, and air quality may be monitored. The WELL Building Standard—a performance-based system for monitoring features of the built environment that impact human health and wellbeing—is leading a movement towards this type of tracking, and those who monitor these data can gain additional LEED credits.2 Check out The Building Performance Tracking Handbook for more information on how you can use data tracking to improve the performance of your building.

Check out http://bit.ly/benchmarkedOM for more information.

SOURCES: 1) Energy Data and Benchmarking http://www.mwalliance.org/sites/default/files/ media/Benchmarking-Fact-Sheet.pdf 2) Charlie Cichetti, WELL AP CEO + Co-Founder | SIG

THE FUTURE OF DATA TRACKING While many commercial buildings collect data on systems, energy, water,

3) The Building Performance Tracking Handbook https://www.cacx.org/PIER/documents/ bpt-handbook.pdf

INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com | 25

Solar

ELECTRICAL, ENERGY EFFICIENCY

Is for My Building?

BY Nicole Lloyd

I

nterest in solar is growing. In 2016 in the United States, 39 percent of all new electricity generation capacity in the country came from solar. This was more than any other source and ahead of natural gas.4 And it’s no wonder why—solar provides both a cleaner energy option as well as financial benefits. In light of this growing interest, you may be wondering whether solar energy is right for your building. Solar energy offers a clean way to power a property, but there are some important factors to consider before making your decision.

WHY GO SOLAR? Installing solar panels as an energy source for your building has obvious benefits for the environment. Solar power does not lead to the harmful emissions as fossil fuels do. But going solar has direct benefits for property owners and their buildings as well.

A fixed price. Using fossil fuels as the primary energy source leads to frequent price

fluctuations in monthly bills. Solar energy, however, offers a fixed price. This allows property managers to better plan for and predict cash flow.

Tax rebates and financial incentives.

Many states offer tax credits for those who choose to use solar power. There is also a federal investment tax credit (ITC) of 30 percent for any qualifying residential or commercial solar system.

Reduced operating costs. Using solar can also reduce your monthly energy cost overall.

Most solar companies aim to create systems that create as much energy as a building uses. This approach is intended to “zero out” electricity consumption.

Low maintenance requirements. Solar panels have very low maintenance needs.

As long as they are checked for dust and debris regularly, they should continue to operate well.

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Reduce your carbon footprint. Buildings use a lot of energy, and buildings running on fossil fuels thus release a lot of pollutants into the air. In fact, more than a third of greenhouse gas emission in the United States greenhouse gas emissions come from burning fossil fuels for residential and commercial electricity usage, according to the Solar Energy Industries Association (SOURCE).

Building owners that choose to go solar are making an important step towards reducing this number, as solar power produces clean, emission-free electricity.

Green branding and LEED credits.

Demonstrating a commitment to clean energy by choosing solar power can significantly benefit PR and marketing efforts.

Additionally, LEED (Leadership in Energy and Environmental Design) offers credits for buildings who use renewable energy sources like solar power.2

Another option is to obtain a bank loan which would reduce this upfront cost. When using the loan option, building owners are also able to utilize any available solar tax or rebate incentives.

Leasing or signing a Power Purchase Agreement (PPA) is also a financing possibility.

This allows the building owner to rent a solar system from a third-party owner. While it’s the owner of the solar system who benefits from tax credits or other incentives, you as the building owner would see significantly lower upfront costs. Policies about PPAs differ from state to state. For instance, legislation passed in 2015 in Georgia now makes it possible for customers to enter into PPAs with utility companies. Check your local policies to see if a PPA is an option for you.

Property-assessed clean energy (PACE) is also an option. With PACE, a local government covers the upfront costs for the solar system, and the building owner repays it through an assessment on their property tax.

TIPS ON GETTING STARTED If you decide that solar power is something you’re ready to invest in, the following can help you get started.

Continue to learn about solar power.

One of the first steps is to improve your knowledge about solar power. This can help you make informed decisions going forward.

Lets Go Solar is a good place to start. They even have a pages with information for each state for more local information.

Define project goals. Determine what your objectives are. Outlining your goals enables the solar provider to tailor their work to your needs.3 Select a solar provider. Search your area for solar providers, and submit RFPs (requests for proposals) to the solar providers that match your requirements. As mentioned above, check out Lets Go Solar for a list of solar panel companies in your state. Once you have a solar provider, they can help you with the rest of the process. They will first conduct a site audit to determine the ideal location, orientation, and size and energy production.

A SUNNY FUTURE By going solar, you are making an important decision that benefits you and your building as well as our environment. With more buildings choosing to use solar power, we have a bright future ahead of us.

Check out http://bit.ly/solarquestion for more information.

SOURCES: 1) Guide to Commercial Solar Panels https://www.letsgosolar.com/solar-panels/ commercial-solar-panels/ 2) LEED Credits for Renewable Energy Initiatives https://www.usgbc.org/credits/ea5 3) Better Buildings US Department of Energy 7 Steps to Selecting a Solar Provider https://betterbuildingssolutioncenter.energy.gov/ sites/default/files/attachments/ Provider_Selection_Guide_Factsheet.pdf 4) US Solar Market Grows 95% in 2016, Smashes Records https://www.greentechmedia.com/ articles/read/us-solar-market-grows-95-in-2016smashes-records

INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com | 27

CHAYANTORN TONGMORN/SHUTTERSTOCK.COM

IS SOLAR RIGHT FOR YOU? FACTORS TO CONSIDER While solar offers many benefits, it’s important to take these factors into consideration before making the decision to switch over to solar power.

Space availability and energy needs.

Solar panels need space to be installed.

Most are placed on the roofs of buildings, but others are located in a ground location of the property. The amount of energy your building requires in addition to the weather conditions of the area will determine how many solar panels you need to install. Solar companies can help you determine the exact amount of space required for your particular needs.

Age of building and quality of roof.

Most buildings built after 1970 should have roofs that are solar-ready. If the building was constructed prior to 1970, however, then the roof system may need to be reconstructed or replaced which could be expensive. Additionally, if rafters are of questionable thickness, you may want to hire a structural engineer to evaluate the roof’s structural limitations.

Cost and financing. There are several options for funding the switch to solar power. The first is to simply purchase the panels yourself. Purchasing allows you to immediately benefit from the savings gained from switching to solar without having to worry about paying back a loan. Purchasing a solar system, however, has a significantly higher upfront cost.

BUDGETS, MAINTENANCE & OPERATIONS

Research for

Operating Buildings

BY Jacob Wilder, CAE, Managing Editor, Insight Magazine

T

he real estate market remains on an upward trajectory.

Operations professionals may find themselves in a scenario where they are contemplating a staffing increase. Questions that commonly arise around such considerations are, “how many” and “how much”?

How many employees does it take to properly staff a property? How much does it cost to fairly compensate employees?

Maybe a professional is simply trying to determine their own worth at a property.

Regardless of the situation, high-performance building operations are realized when decisions are backed up with data and research.

THE ROLE OF RESEARCH IN OPERATIONS Products like BOMA International’s Experience Exchange Report (EER) have been available for a long time. A subscription to the EER is often one of the first tools that building operations personnel or property management staff will use to budget and forecast.

NEW RESEARCH While the EER is highly recommended and a great resource for detailed income, expense and occupancy information from thousands of properties across hundreds of markets; there are other costs and considerations that must be made when properly managing and operating a property.

Research from the BOMA Georgia Foundation is helping property managers and operations professionals to better staff their buildings and compensate their staff. Research products provided by the foundation give building engineers and property managers the support they need to build better budgets; make better staffing and hiring decisions; and reasonably compensate employees.

In partnership with Koine Communications, independent contractors and real estate organizations across the 28 | INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com

United States, the foundation has compiled data on staffing ratios for commercial real estate properties, as well as salary and benefits data in Georgia and beyond.

USING THE DATA The data can be used to justify costs to owners, managers and senior staff when making requests for additional personnel or determining whether talent at the property is compensated appropriately at the market value.

With data going back to 2010, there is a large menu of research options that can be purchased online at www.bomageorgiafoundation.org/research.

ABOUT THE RESEARCH Two popular research products produced by the foundation are the Property Management and Building Engineering Salary and Benefits Survey, and the Commercial Real Estate Staffing Ratio Study.

THE COMMERCIAL REAL ESTATE STAFFING RATIO STUDIES The Commercial Real Estate Staffing Ratio Studies are currently available in two major markets, with more markets coming online in the future. Real estate professionals in the Metro Dallas and Metro Atlanta markets can purchase their market research online now. The insightful data from these markets can offer those outside these markets some base-level benchmarks they can use in their own operations planning.

Specifically, these studies address the roles and workloads of personnel serving commercial office buildings in the Dallas and Atlanta Metro areas. Also reported in the responses are breakdowns of building type, lease type, building class and size. All data is reported with a base unit of analysis based on “Headcount per 200,000 Square Feet.”

SALARY AND BENEFITS SURVEYS The research contained in these surveys from multiple markets across the Southeast includes extensive salary and benefits data for various property management and building engineering positions. The position titles have been standardized and include descriptions, which enable real estate companies to

benchmark their salary and benefits in their market.

Currently, salary and benefits data for property management and operations staff has been published in the Metro Atlanta, Raleigh-Durham and Charlotte markets. For large real estate organizations that manage portfolios spanning these markets, there is the opportunity to purchase all three markets in a bundle discount.

FLEXIBILITY WITH THE DATA YOU NEED There is more savings to the purchaser when the research is bundled. In addition to the research covering salary and benefits from the Southeast United States, opportunities exist to purchase bundles of staffing data from both the Dallas and Atlanta markets. Furthermore, bundles have been packaged to include the salary and benefits research, as well as the staffing ratio studies in the Atlanta market.

USING THE DATA There are a few points to keep in mind when it comes to using the data. First, no individual company is identified in these reports. All results are averages of the data reported.

The reports are not recommended benchmarks, but rather a guideline to inform and support decisions, proposals and inquiries related to the subject matter.

Another important matter to consider is that salary and benefits data may not necessarily reflect a candidate’s years of service, experience, a company’s specific market location, size or other unique factors.

Across both the salary and staffing data, positions are sometimes not an exact match.

THE RESULTS ARE IN! At a high level, the data indicate and validate what many operations professionals already knew to be true. Staffing remains lean in the post-recession economy.

Additionally, a review of the data show that year-over-year salaries have been rising.

One might suspect that with the increased workload on that leaner and meaner staff that employees compensation must increase to retain talent, as well as cover the staff’s cost of living.

For more useful trends and insights, purchase the full reports at www.bomageorgiafoundation.org/research WHO USES THE DATA? The data is used by property managers and building engineers seeking a competitive edge.

“The foundation’s salary survey is a useful tool for me and my company, helping us to stay competitive in the market and understand the feasibility of increasing our staff,” said Senior Property Manager Grace Meyers, RPA, with PM Realty Group. “The kind of research conducted by the foundation advances the industry and makes commercial real estate companies more profitable and efficient.”

DO YOU WANT TO BRING THIS RESEARCH BACK TO YOUR OPERATIONS TEAM? A special offer exists for O+M Insight readers to get this research at a discount. Readers who visit www.bomageorgiafoundation.org/research can select any research product or bundle and use the code “INSIGHT” to get 10 percent off the price of foundation research at checkout.

This discount code expires on Aug. 31, 2018.

If you’re interested in collaborating with the BOMA Georgia Foundation to produce research in your market, contact Gabriel Eckert by email at geckert@bomageorgia.org or call (404) 475-9980.

Check out http://bit.ly/operatingbuildings for more information.

About the Author In his role as Director of Communications and Technology with the Building Owners and Managers Association of Georgia (BOMA Georgia), Jacob Wilder, CAE, is responsible for producing the association’s publications, eCommunications, websites, awards programs, technology initiatives and membership recruitment. As a member of the American Society of Association Executives (ASAE), Wilder earned the Certified Association Executive (CAE) designation in 2016.

Jacob also serves as the 2018-19 chair of ASAE’s Young Professionals Committee, where he helps foster ASAE’s online community Collaborate and works with other members of the committee to develop content for ASAE programming.

INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com | 29

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INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com 31 31/05/18 11:35| AM

SEPT. 21-23

SEPT. 27-29

OCT. 1-DEC. 21

Fort Lauderdale, FL BOMA Fort Lauderdale/Palm Beaches Environmental Health and Safety Issues Accelerated Review

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MAKE SURE YOUR OPERATIONS MEASURE UP WITH FOUNDATION RESEARCH BOMA Georgia Foundation research provides tools to real estate operations professionals that add value to the assets they operate, helping them and their companies to stay competitive in the continually evolving real estate marketplace.

Purchase Salary and Benefits and Staffing Ratios research!

Online at: www.BOMAGeorgiaFoundation.org

Atlanta, GA BOMA Georgia Environmental Health and Safety Issues Accelerated Review

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FEB. 8-10

Interested in foundation research in your market? Contact Gabriel Eckert by email at geckert@bomageorgia.org or call (404) 475-9980.

Tulsa, OK BOMA Tulsa Environmental Health and Safety Issues Accelerated Review

MAR. 7-9 San Diego, CA BOMA San Diego Environmental Health and Safety Issues Classroom

APR. 9-JUNE 11 Charlotte, NC BOMA Greater Charlotte Managing the Organization Classroom 32 | INSIGHT 918939_Editorial.indd 1 | SPECIAL EDITION | www.CREInsightJournal.com

5/31/18 10:05 PM

MARK YOUR CALENDAR!

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INSIGHT | SPECIAL EDITION | www.CREInsightJournal.com 33 23/05/18 11:21| PM

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Thank You to the advertisers who helped make this publication possible.

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