IN THIS ISSUE: Explore Sustainable Service Solutions For Elevators March/April 2012 TM
A Retail Destination City Creek Center Only Shopping Mall to Open in United States in 2012
8 Honoring Excellence in TOBYs
17 Think on Your Feet
Utah Retail Market Shows Growth
Department - Author
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Contents March/April 2012 TM
Honoring Excellence in Property Management Joe Greenblatt of IREM
City Creek Center Innovation at Retail Center Pays Tribute to the Past Satiating Retail Hunger Tapping Human Capital to Drive Green Building Performance The Nose Knows
Departments About The Cover In a tribute to Salt Lake City’s architectural heritage, the historic ZCMI façade, as shown on the cover, has been meticulously removed, cataloged, cleaned, repaired and reassembled to now serve as the entrance to Macy’s along Main Street. Macy’s is part of the 700,000 square-foot City Creek Center, which opened in March. The Center is making headlines for its bold architecture, state-of-the-art technology and new-to-the-market retailers. The Center will transform the downtown retail landscape with a mix of modern architecture and historic restoration in a setting that showcases Utah’s natural beauty. Read more on Page 34. Photo courtesy Taubman.
AtTask Moves to Thanksgiving Park
Think on Your Feet
Disaster 26 Restoration Windows
Reclaim the View
Exploring Sustainable Service Solutions
Ways to Maintain a Parking Lot
Automation Control & Getting a Charge
Utah Retail Market Shows Moderate Growth
Energy Legislation Targets Lighting in Existing Buildings
Landscaping 46 Greening Your Landscape
UTAH FACILITIES | March/April 2012 23 5
City Creek Center has captured attention nationwide as the newest retail center to open in Salt Lake City and the United States. The glamorous 700,000 square-foot, 23 acre, $1.5 billion mixed-use development, managed by Taubman Centers and owned by City Creek Reserve Inc., is the only mall of its size to open in 2012 in the United States, according to the International Council of Shopping Centers. The Center boasts new-to-the-market, high-end retailers such as Tiffany & Co., TUMI and Pandora. With approximately 80 retail stores and restaurants, the Center will bring nearly 2,000 new jobs to downtown Salt Lake City. Perhaps overshadowed by the much-anticipated and widely-publicized City Creek Center, the $250 million Station Park in Farmington will also greatly add to the growing retail market in Utah. Opening in phases, Station Park, a CenterCal development, will provide more than 850,000 square feet of quality retail, restaurant and entertainment venues to an area along the Wasatch Front that has long been underserved. Current tenants include Harmons Grocery Stores, Cinemark Theater, Marshalls, Tilly’s and ULTA Cosmetics. Station Park will also offer unique features (picture a $2.5 million animated fountain) that will make it a destination for residents of Weber and Ogden counties. These developments and others throughout Utah (think Crate and Barrel and H&M at Fashion Place Mall) are signs of a recovering retail market. The expansion of TRAX and FrontRunner, as well as improvements along Interstate 15 and the addition of the Mountain View Corridor, are essential to the growing market, creating a catalyst for many of the retail developments along the Wasatch Front, especially Station Park. With these additions to the market, experts suggests owners of retail facilities can expect to see lease rates stabilize throughout 2012 but with heavy landlord concessions. In addition, management can plan on increased traffic through their facilities as consumer confidence continues to grow. Let the recovery begin!
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Outstanding Building of the Year
136 E. South Temple, Salt Lake City
he 2012 BOMA Utah TOBY Awards event honored Utah property managers for excellence in building management at the Grand America Hotel Thursday, Feb. 9. Five entrants in five different categories received The Outstanding Building of the Year Awards. Four of the five winners are managed by CB Richard Ellis, with the fifth property being managed by Commerce Real Estate Solutions. Winning buildings included 170 South Main, 136 E. South Temple, Southtowne Corporate Center, Ninigret X and XI and Union Woods. “I would like to thank the owners, managers and management teams of the buildings entered in the fourth annual TOBY Competition,” said Kent Gibson, former BOMA International Secretary/ Treasurer. “They have put many hours of hard work and coordination into preparing their buildings for judging. While only one building per category wins the TOBY, each building nominee strives to be an example of the highest quality in building management and operational excellence.” The Outstanding Building of the Year Award was created in 1985 to salute excellence in the office building industry. The award is recognized as the most prestigious and comprehensive
8 March/April 2012 | UTAH FACILITIES
program of its kind in commercial real estate, recognizing quality in commercial buildings and awarding excellence in building management “The TOBYs are a great way for property management teams to showcase their high level of dedication to the commercial real estate industry and the buildings they manage,” said Justin Farnsworth, CBRE real estate manager and property manager of 136 E. South Temple, Salt Lake City. “It is truly an honor to be recognized by such a prestigious award.” Joseph W. Markling, chair-elect of BOMA International, was the event’s keynote speaker. He spoke to 150 attendees about BOMA’s efforts to improve the building industry and touted BOMA Utah’s accomplishments, including membership growth, a strong board of directors, active committees and vendors, BOMA International representation through Bruce Lyman and Kent Gibson and statewide involvement. Markling spoke of BOMA International’s success in the commercial building industry. The organization launched the BOMA STARS Program, expanded business relationships internationally, grew the Medical Office Buildings and Healthcare Facilities Conference and introduced the BOMA
BOMA Utah Honors Excellence in Property Management. International Fellows program. He also applauded those property managers who had taken on the challenge to enter their buildings in BOMA Utah’s TOBY competition. “The TOBY process is an incredible tool,” Markling said. “Just to go through the process at the local level, to bring your staff together and create a cohesive team, is worth the effort. The TOBYs are something very special and very unique to the commercial building industry.” Judges reviewed the 2012 TOBY entries on Tuesday, Jan. 17. Casey Killian of Varsity Contractors chauffeured the judges, Eric Fairbanks of Utah Disaster Kleenup, Todd Mabey
of Zions Security Corporation, Mike Reidy of RotoAire Filter Sales & Service, Mike Reschke of RBM Services, Jill Richardson of the Boyer Company and J.D. Sheppard of ISS Facility Services, who spent an entire day viewing rooftops, basements, mechanical rooms and everything in between, said TOBY Chair Renee Schmid of Roderick Enterprises. Buildings were judged on cleanliness, emergency preparedness, management procedures and security. Awards were presented at the fourth annual event. “We would like to thank all of the people who have worked and contributed to this, our fourth annual
TOBY Award Program, including the nominated buildings, committee members, judges and especially our sponsors,” said BOMA Utah President Todd Mabey. “Let’s build on our success to make this a very special annual event for BOMA Utah and each of you.” The TOBY Awards were arranged by the BOMA Utah TOBY Committee. A special thanks was given to Renee Schmid of Roderick Enterprises and David Shepard of CenturyLink for their efforts in making the TOBYs a success. The duo will be stepping down as chairs of the TOBY Committee, giving other BOMA Utah members a chance to plan the annual event.
Photos by Dana Sohm
Office Building Under 100,000 Square Feet Union Woods, 7090 Union Park, Midvale 89,990 Square Feet Management Company: CB Richard Ellis
Owner: Buchanan Street Partners
Property Manager: David Robertson
Team: David Hansen, Building Engineer, Susan Miller, Property Administrator
Union Woods, a six-story office building on 5.58 acres, includes a beautifully landscaped parking area along Cottonwood Creek. This multi-tenant building is home to a mix of national and local businesses. The building features laminate aluminum panels, a twostory atrium, granite floors, high-grade carpet with natural wood trim. Union Woods is strategically located alongside retail buildings and close to Big Cottonwood Canyon. UTAH FACILITIES | March/April 2012 23 9
Office Building 100,000 to 250,000 Square Feet 136 E. South Temple, Salt Lake City 216,975 Square Feet Management Company: CB Richard Ellis Owner: Stuart Bond and JL Properties Property Manager: Justin Farnsworth Team: JJ Kofford, Assistant Real Estate Manager Renee Nordlund, Tenant Services Coordinator Ladd Hansen, Chief Building Engineer Shanden Ware, Building Engineer Craig Stevens, Day Porter Constructed in 1965, 136 E. South Temple, a 25-story building with eight floors of parking and 17 floors of office space, is the tallest building on the east side of State Street with 360 degree views of Salt Lake City. Since 2008, the building has undergone extensive renovations, including remodeling of the lobbies and restrooms and modernization of the elevators. The building is Energy Star Certified and received an honorable mention for the Zero Waste Award for its recycling program. Modern technological infrastructure in the building includes a backup generator for emergency systems, fiber optic connectivity and multiple telecommunications options.
Office Building 250,000 to 499,999 Square Feet 170 South Main, Salt Lake City 255,255 Square Feet Management Company: Commerce Real Estate Solutions Owner: 200 South Main Street Investors, LLC Property Manager: Boyd McGee Team: Dan Mcgrew, Building Engineer Tammy Rasmussen, On-Site Portfolio Manager Cathie Woods, Vice President This 15-story office tower in downtown Salt Lake City was designed by Helmuth, Obata and Kassabaum Architects of San Francisco and was completed in 1983. Considered modern for Salt Lake City, 170 South Main, with its unique design and oval shape, was a welcome addition to Utahâ€™s capital city. In 1999, the main, corridor and tower lobbies were redesigned. In 2011, the building was the first office buildings of its class in Salt Lake City to become LEED Certified. Located near hotels, restaurants, the Salt Palace Convention Center, mass transit, municipal and state courthouses, financial institutions and shopping centers, 170 S. Main has a lot to offer its tenants. 10 March/April 2012 | UTAH FACILITIES
Suburban Office Park Low-Rise Ninigret X and Ninigret XI, Salt Lake City 92,036 and 93,600 Square Feet Management Company: CB Richard Ellis Owner: A&B Properties, Inc. Property Manager: Helen Smith Team: Jason Hartley, Assistant Chief Engineer, Renee Nordlund, Tenant Services Coordinator
Ninigret X and XI are two, four-story office buildings located in the heart of Ninigret Park. Both buildings are 100 percent leased â€“ one by a single tenant, the other by multiple tenants. Each building has two passenger elevators and one freight elevator. Mechanical and electrical rooms are identical in each building. The facades are also identical â€“ exterior insulation finish system with steel exterior accent columns, pitched standing seam metal roofs and aluminum framed tinted dual-paned insulative vision glass and single pane spandrel glass. The buildings include a 12-inch raised floor system that houses electrical and communication systems and wiring, allowing for immediate and easy access to tenant systems.
Suburban Office Park Mid-Rise SouthTowne Corporate Center 200 W. Civic Center Drive, Sandy 248,000 Square Feet Management Company: CB Richard Ellis Owner: 2 KBS Realty Advisors Property Manager: Gary Coker Team: Cathy Hubbard, Assistant Real Estate Manager Scott Winterowd, Building Engineer Southtowne Corporate Center, two, six story office buildings, is located on 10.74 acres that include a beautifully landscaped park near Sandy City Hall and two parking decks. The buildings feature granite floors, high-grade carpet, granite tile trim and natural wood paneling. Multi-tenant elevator lobbies include high-grade carpet, granite baseboards, high-end wall coverings, painted gypsum board ceilings with high-end light fixtures. The restrooms have ceramic tile floors and walls, with granite counters. Urinal flush valves and faucets are hands-free with automatic flush. The sidewalks are equipped with a radiant heat ice control system, with heat supplied through heat exchangers that use the same hot water boiler system that heats the building. UTAH FACILITIES | March/April 2012 11 23
Join us at the 2012 Annual
Vendor Tradeshow & Luncheon
Thursday, May 10, 2012 11:00 a.m. - 2:00 p.m.
South Towne Exposition Center 9575 South State St. Sandy, UT
The BOMA Expo is held annually as a learning opportunity to see the latest products and technologies for the industry. F
Talk to Professionals in the Industry
Win Great Prizes
Visit the Vendor Booths for a Chance at a $250.00 Gift Card
FREE for all Property/Facility Managers; Assistants and Chief Engineers. (Even non-members of BOMA.) Just call the BOMA Office at 801-710-2590 to sign up! is a proud partner of Utah
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For more info visit: www.bomautah.org/
AtTask Moves to Thanksgiving Park By Darrin Sanders, Ibi Guevara, Jill Lewis
tah and the Wasatch Front have a long history in the technology business sector. Early Utah technology companies such as WordPerfect, Novell, Evans and Sutherland, Micron and Iomega put Utah on the map. In recent years, Utah has witnessed enormous growth in this industry specifically around the border of Salt Lake and Utah counties. Flagship projects such as the Utah Data Center, Adobe, Oracle and eBay have created a critical mass of technology companies. This growth is increasing despite the current economy and has shown that Utah is the place to be for computer software and hardware technology. One company that is leading the pack is AtTask. With the opening of their new headquarters, located at Thanksgiving Park in Lehi, AtTask has moved right into the center of Utah’s technology hub. In 2010, AtTask, a premier online project collaboration and workflow software company, was looking to expand its operations and attract new software developers to their company. The move from Orem to Thanksgiving Park in Lehi provided many advantages for existing and future employees. The central location provides a relatively short commute for employees of Salt Lake and Utah counties. In addition, the new headquarters is closer to the Salt Lake International Airport and provides easy access from I-15 for clients and employee recruits from out of town. Otto Silva, director of IT Operations for AtTask, said, “Although AtTask has a strong customer presence online, through podcast subscriptions and the company blog, we were looking to better mobilize our office space for both customer and employee access.” Another feature that attracted AtTask to their new Lehi location was the fiber
optic connectivity available at the site. Thanksgiving Park offers fiber optic access with three national providers. “Being that we are a software company and needing the optimum telecommunications reliability, we decided that Thanksgiving Park could offer an excellent source of fiber optic access, with interconnectivity between the buildings via both conduit and wireless solutions,” said Silva. Location and ease of access were not the only features important to AtTask. An updated space that is visually exciting, new and meets the needs of employees at AtTask was vital. Venturing out of the status quo, AtTask chose bold interior finish colors, abstract art and modern, comfortable furniture. Official meeting rooms are vibrant
and inviting. These elements produce an environment that encourages brainstorming and innovation. “It’s refreshing when the decision makers within a company recognize that their human capital is the most important line item on the expense portion of the income statement,” said Andrew Bybee, Thanksgiving Park’s general manager. “Between the artwork, the colors, the employee perks, the break room, the nice furniture, AtTask employees not only feel valued but they enjoy being at work, which leads to more productivity.” Another feature of Thanksgiving Park that was attractive to AtTask is the pursuit of Leadership in Energy continued on page 14
UTAH FACILITIES | March/April 2012 13 23
continued from page 13
and Environmental Design (LEED) Certification. High efficiency heating and cooling systems, efficient plumbing fixtures and energy saving lighting fixtures and controls, along with other green building features are designed to reduce the amount of energy use in the building by 20 percent, and save approximately 600,000 gallons of water each year. Across the nation, companies are looking for ways to show a commitment to the environment, and
LEED Certification is a valued solution for meeting that goal. AtTask required a dedicated group of contractors for the construction of their new office. Big-D Construction teamed with Hunt Electric and CCI Mechanical and used the design-build process to provide speed, quality and value to the project. Hunt Electric’s Information Transport Systems (ITS) division also provided the network cabling and connectivity systems for AtTask. Otto
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Darrin Sanders, PE, RCDD, LEED AP, is the engineering department manager for Hunt Electric. Ibi Guevara is VP of business development and marketing. Jill Lewis is marketing coordinator. They can be reached at 801.975.8844.
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Silva commented that Hunt Electric’s construction and ITS crews were key in the success of the project. It was an enormous undertaking in building a new network, connecting remote offices and moving 240 employees to the new site. Even though it was chaotic, the whole move from the old office to the new office was completed in less than three days. AtTask has found a new home – one that will be a key contributor to its growth and success in the future. With ease of access, location, LEED Certification and a dynamic new office environment, AtTask can take pride in the fact that they are at the center of Utah’s explosive technology growth for many years to come.
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Think on Your Feet
A Diversified Career for Diversified Skills By Gary Coker
fter years in property and facility management, I have come to terms with the reality that my work days (and oftentimes, weekends) rarely go as planned. In fact, other than establishing a few priorities each day, I know to allow myself some flexibility in order to address the alltoo-common fires that can arise. After all, an effective property manager is one who has the ability to multi-task and to successfully jump from, say, calculating a CAM reconciliation one minute to addressing a critical issue in an impromptu project management meeting the next. Although my days aren’t always easy to plan, the requirement to think on my feet and to deal with a multitude of different challenges each day is actually one of the reasons that I love property management. The diverse opportunities in our day-to-day jobs aren’t the only diversity that a career in property and facility management brings. We can experience similar diversity in our career paths, if we so choose. Rather than just following a career path that involves the natural progression of the standard promotion along with increased responsibility, you can look at a multitude of different property types and ownership entities for which you might manage. Each property type or ownership structure can offer different challenges – challenges that may be more in-line with your passions and long-term goals. If you take the time to truly consider the following definition of property and facility management, you get a sense of the vastness of commercial real estate and can understand how this can lead to career opportunities in many sectors. Facility and property management
(FPM) is the development and management of all types of real estate, facilities and properties from its original idea, through construction, to the different phases of occupation, including remodeling to the final demise of the property. FPM is a cradle to grave stewardship to manage the real estate to fulfill the purpose for which it was intended. (Dr. Jeffrey L. Campbell, PhD (2010) Facility and Property Management Guidebook) From this definition, you can see that a career in property and facility management need not be limited. Consider the various types of
On the Web For more on how to diversify your skills, visit boma.selectleaders.com properties that need talents: multitenant offices, big box warehouses, inline retail shops, regional malls, hospitals and other healthcare facilities, data centers, manufacturing facilities, corporate campuses, state and municipal facilities, universities and even sports facilities. Don’t forget the various ownership types that you could work for from sophisticated institutional asset managers to first-time private investors, from a non-profit hospital administrator to the CFO of a Fortune 500 company. While these various types of real estate and ownership structures can vary greatly, successful property and facility managers generally share common characteristics and traits that can easily transfer from opportunity to opportunity. These traits include strong written and verbal communication skills, sound financial knowledge
and understanding, leadership skills, knowledge of building systems and operations and strong interpersonal skills. With these skills, it is no surprise that successful property and facility managers are highly valued. The traits that lead them to succeed with one property type and ownership structure can easily transfer to new opportunities with different property types and owners. In considering the vast career options available, don’t resign yourself to the most obvious and convenient path. If you need to make a change, whether voluntary or involuntary, take the time to assess your skills and try to objectively evaluate where you think your skills will be most appreciated and where you will find professional fulfillment. Great property managers who truly understand how to operate properties efficiently and how to communicate effectively with multiple corporate layers are always in demand. And, the traits and skills that allow you to be successful in your current position can easily translate to new opportunities. Gary Coker is managing director of asset services at CBRE in Salt Lake City. Globally, CBRE manages more than 2.9 billion square feet through property management and corporate facilities divisions.
UTAH FACILITIES | March/April 2012 17 23
Exploring Sustainable Service Solutions for Elevators By Sasha Bailey
ith an ever increasing emphasis on green building practices globally, many building owners, facilities managers, engineers and architects are seeking ways to reduce the environmental impact of existing elevators by exploring innovative sustainable service solutions. Among the environmental challenges are energy efficiency, indoor air quality and oil requirements. In response, experienced technicians and engineers can recommend cost-effective sustainable products and practices that help to achieve reductions in material use, energy and waste. The following sustainable solutions can be implemented to increase energy efficiency, reduce toxins, eliminate unnecessary waste and extend the life cycle of an elevator. Sustainable Solutions For Traction Elevators Upgrading the Motor Upgrading from a motor-generator (MG) drive to a variable-voltage variable frequency (VVVF) drive could save approximately 40 percent on energy consumption, depending on the elevator type and size. Because of required power conversion, MG sets require one motor to run solely as a generator to power another hoisting motor. More current technology, like VVVF drives, have eliminated the need for this unnecessary redundancy, thus greatly reducing the amount of energy needed to power elevators. Moving away from the old MG sets also eliminates potential indoor air quality issues associated with carbon dust created by the use of carbon brushes in the motors themselves and waste heat. Regenerative Drives Building owners can implement
technical advances, like installing regenerative drives, which revert some of the elevator’s unused energy back into the building. The power that is transferred back into the building would traditionally be dissipated via heat into the machine room. With the regenerative drive, the excess energy is captured and reused, and the system reduces costly traditional cooling of the elevator machine room. Building owners, facilities managers, elevator consultants and architects can utilize energy calculators to help customers identify estimates of energy savings from regenerative options. Destination Control Software Installing destination control software can create more efficient passenger transportation, ultimately improving building efficiency – not to mention the “cool” factor – which can increase the building’s overall property value. Destination control software improves routing by grouping elevators by the floor the passengers intend to travel to in a building. Buttons are not required inside each elevator car because passengers designate which floor they are traveling to using a centralized screen input system in the building’s lobby. The touch screen directs passengers to their designated elevator as determined by a formula that considers requested destinations and estimated time to destination. Riders are evenly dispersed to their appropriate elevators. The destination control software groups all passengers traveling to the same floor in the same cab, reducing the number of stops and improving the elevator’s efficiency. This practice can increase handling capacity up to 30 percent. Systems equipped with destination control software also
18 March/April 2012 | UTAH FACILITIES
allow building owners to accommodate tenants with high-traffic needs during peak travel times of the day. Sustainable Solutions for Hydraulic Elevators Readily Biodegradable Oil Recently developed canola-based hydraulic oil represents the most environmentally preferable hydraulic option available today. It differs from traditional soy-based hydraulic oils, which are typically 50 percent vegetable-based with synthetics added to compensate for deficiencies. It has a more stable viscosity throughout its heat range, requiring less valve adjustments in extreme temperatures, and may eliminate the need for a viscosity control device which requires energy in order to keep the oil fluid and avoid thickening. Traditionally, a viscosity control device is required to keep an elevator’s oil at its optimum operating temperature around the clock, even when the elevator is not in use. Eliminating the need for this device reduces the amount of electricity a building’s elevator is consuming. By replacing existing petroleumbased oil with this product, a system’s lubricity, which will allow an elevator to be maintained at peak-operating performance and make the system more environmentally preferable, can be rejuvenated. Power Units & Valves Another improvement in hydraulic elevator technology can be achieved by updating power units. Normal wear and tear on older pump units means seals can begin to leak or valves might not seal tightly, permitting system pressure to decrease over time. Decreased pressure requires the unit to unnecessarily power-up in order to relevel, even in off-peak hours. Constant
Conclusion The largest impact the industry can have on energy reduction is through the modernization of outdated and energyinefficient technology, one building at a time. According to the USGBC, buildings are using approximately 71 percent of all electricity in the United States. Finding means to reduce this usage is paramount to sustained operations. Because older elevators consume up to 2 to 3 percent of all electricity globally, it has become increasingly important for companies to provide best-in-class sustainable solutions that reduce customers’ environmental impacts and operating costs. In ThyssenKrupp Elevator Americas’ 2009/2010 Corporate Sustainability Report, the opportunity for energy and emissions reductions was outlined for drives, lighting and fans with potential energy savings ranging from 50 to 94 percent for each element. It is estimated that regenerative drives, in particular, reduce 3,800 pounds of greenhouse gas emissions per year per elevator. The reduction can be substantial for customers who are measuring, documenting and reporting the CO2 footprint of their building portfolio. By choosing sustainable service solutions, building owners benefit both building occupants and the environment.
Sasha Bailey, LEED AP BD+C, is a corporate sustainability manager in ThyssenKrupp Elevators Americas’ Business Unit. She can be reached at Sasha.Bailey@thyssenkrupp.com.
UTAH FACILITIES | March/April 2012 19 23
Sustainable Solutions For All Elevators
leveling throughout a unit’s downtime can mean unnecessary use of electricity for the building owner and more wear and tear on the seals and pump parts.
Department - Author
to Career of
IREM’s 2012 Secretary/Treasurer Helps Organization Provide Educational Opportunities
By Kelly Lux Executive Editor
oe Greenblatt, CPM, joined the Institute of Real Estate Management (IREM) in the 1980s to complement his new career path. Changing tax laws had derailed his career in real estate acquisitions when Greenblatt realized the opportunities in real estate investment and management, joining the industry by chance. A mentor by the name of Bob Smalley, a former IREM CPM, gave Greenblatt advice that has been essential to the advancement of his career. Smalley told Greenblatt that by joining IREM he would learn how to do real estate management the correct and most successful way. In doing so, IREM has become a career partner for Greenblatt, leading him down a path that has
brought him success and fulfillment. “He introduced me to the Institute’s educational programs, networking opportunities and the meetings – and I have never looked back,” said Greenblatt who is currently IREM’s 2012 secretary/ treasurer. “Part of my commitment to IREM and my engagement with IREM is my recognition with IREM as a career partner. I can’t say I would have been able to do what I have done without IREM. The Institute has been a critical
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component of my success, and it is continuing along that path today.” Greenblatt president and CEO of Sunrise Management – a full-service, multi-family real estate management company with a portfolio of about 9,300 units. Greenblatt has been involved in the acquisition, leasing and management of income producing multi-family properties since 1984, joining Sunrise in 1989. He directs strategic development and provides direct support to the firm’s
management and maintenance staff. Greenblatt has volunteered with the California Apartment Association, the San Diego CCIM Chapter and the San Diego County Apartment Association, not to mention his involvement with IREM both locally and nationally. Calling himself a serial volunteer, Greenblatt has been involved in several capacities with IREM, including membership, marketing, ethics, education and leadership. In 1996, Greenblatt was president of the San Diego Chapter. Between 1996 and the mid 2000s, while heavily involved with growing Sunrise Management, Greenblatt became less involved with IREM until he was elected to serve as the regional vice president for California and Hawaii – a slippery slope leading to more IREM leadership for Greenblatt. IREM’s 2010 President Randy Woodbury, CPM, said of Greenblatt, “IREM is very fortunate to have Joe Greenblatt on the leadership team. As one of IREM’s highly-rated faculty, he is an effective listener and communicator. Couple those skills with his expertise as a real estate management professional and IREM could have no better ambassador. I am excited for him and for the institute.” Promoting ongoing education is perhaps what Greenblatt considers to be his most influential work with IREM. As a member of IREM faculty, Greenblatt has been instrumental in evolving the association’s educational programs. “We strive to be a nimble organization so we can be responsive to the shifting economy and shifting needs of our members,” Greenblatt said. “The courses we taught five years ago are valuable at their core, but the content has changed. We have accelerated the pace at which we renew content. We have enhanced our delivery methods to include online and self-paced classes.” Besides offering professional credentials including CPM, ARM, ACoM and AMO, IREM is working to provide ongoing education for its certified members. IREM offers opportunities to develop leadership skills that are hard to develop through any other real estate
organization, Greenblatt contends. In fact, IREM members (close to 18,000 worldwide) are 50 percent more likely to be leaders in real estate management companies, he said. “Real estate managers are coming through a period where they have been asked to do more with less. They are looking for the tools to be professionals. The tools they need are information, knowledge, connections, networking and resources,” Greenblatt said. “Professionals are seeking ongoing education beyond what is required for real estate licensing, to help them stay on top of their game and to provide them with a career advantage.” Much like Greenblatt, IREM members are seeking the education they need to grow into positions of responsibility. Members have the hard, technical skills they need to conduct their work, now they are looking for soft skills that enable them to be leaders, and IREM is increasingly offering them that education, Greenblatt said. “What I knew that got me here is becoming increasingly irrelevant to what I need to know to get me where I am going,” Greenblatt said. “Our members are aware of this, although they don’t necessarily like it, but it’s a reality.” As the 2012 secretary/treasurer of IREM, Greenblatt will continue to improve educational opportunities available through the organization. Traveling is often part of that – visiting one of the 80 chapters in the United States monthly. Visiting with members, sharing information about the institute and gathering feedback, helps leaders like Greenblatt and his IREM leadership colleagues, President-Elect Beth Machen, CPM, and President Jim Evans, CPM, provide members with the things they need to stay relevant in the industry. “You can’t replace sitting down with people and learning what they need and what they want,” said Greenblatt, who has learned to juggle his IREM responsibilities with his CEO responsibilities, conducting much of his business remotely, by email, phone and video conferencing. “It has been a very
educational process for me, learning a lot about the institute and a lot about its members.” Greenblatt believes that his involvement with IREM has improved his leadership skills. By volunteering for an organization, anyone, whether they are born with or without leadership skills, can develop the traits to become a leaders. “IREM provides a unique opportunity for people in real estate management to hone and practice their leadership ability in a benign environment,” Greenblatt said. “IREM teaches leadership to its members and volunteer leaders that translates into advantages for their companies. Personally, I have had the opportunity to grow as a leader, to learn and polish skills in a leadership realm. So for me, this is a bit of a crucible these next several years. Volunteerism forces you to learn and to grow that leadership skill set, to refine and hone what you do. You delegate more and become more thoughtful about how you spend your time. You come out stronger, faster, more agile and with more stamina. Essentially you are able to do more work, to accomplish more. Volunteering in an IREM Chapter, you raise your game, get better at what you do and forge lifetime relationships. It has been an evolutionary path that many before me and many after me will follow.” During the next three years, Greenblatt will be giving back to the organization that has given him so much. He will continue to focus his efforts on improving educational opportunities provided by IREM. He will also be working to improve real estate management education offered at the ground floor through colleges and universities. Speaking from experience, Greenblatt hopes to move in a direction where real estate management becomes a career of choice rather than chance. “IREM is a career partner more than anything,” Greenblatt said. “We want to focus on continuing to evolve our resources, grow our organization and drive education.”
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Automation Control Systems Take Efficiency to the Next Level By Marky Moore
any building owners and occupants who want to cut operating expenses and improve energy efficiency look to replacing or upgrading systems such as HVAC and lighting. If done with proper planning and the knowledge of how systems interact, this can be an effective step toward reducing expenses and energy usage. However, it is also important to plan for the management and actual usage of the systems once they are in place. This is where Building Automation Control Systems (BACS) or Energy Management Systems (EMS) can take efficiency to the next level. Also known as Direct Digital Control (DDC) and Building Management System (BMS), control systems range from simple programmable thermostats to complex, sophisticated systems that control multiple facilities. Control systems typically contain three primary components: 1. The automated system that provides controls for HVAC, lighting and other systems within the facility 2. Energy information systems that work with the controls to provide energy data to operators and energy managers 3. The participants in the automated system that result in system efficiency These systems perform functions of programmed commands for HVAC, ventilation, temperature and lighting commands. They typically record data that includes utility demand and energy use, building conditions, climatic data and status of controlled equipment. The data furnished by the control system is vital to managing energy usage â€“ only when it is measured can it be managed. New or existing systems need adjustment based on conditions and use, which is difficult for staff to manage. Sequencing multiple processes is best completed by automatic controls
designed specifically for that purpose. Leaving the control of energy systems to the occupants can have a major and historically negative impact on energy usage. Even if an old HVAC system is replaced with a new, energy efficient unit, the effect of individuals raising and lowering the temperature at will can be detrimental. Human interaction with manual controls often taxes the system and decreases efficiency and consistency in the equipment that is being controlled. The efficiency of facilities is improved radically when control routines are established and implemented within an automated control system. Countless configurations and smart technologies can be put to work in building automation systems. Occupancy modes such as unoccupied, warm up and night setback can be used to set schedules for lighting and temperature control. All equipment should be brought to set points before being occupied, through use of the proper automated sequence. The system should also take into consideration outside climate conditions, equipment capabilities and indoor temperatures to ensure the systems start at the appropriate times and are ready for occupancy. Occupancy sensors, photo sensors and timers can be used to automatically turn off lights and control climate. Building automation can also have
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sub-systems such as room automation, which is often seen in large rooms that might not be used consistently and have a number of devices that require controls. Presentation rooms, lecture halls or corporate boardrooms can be controlled based on use and occupancy, as well as streamlining controls of lighting, computers and video equipment under one control system. After making the decision to implement an automated control system, itâ€™s important not to assume the system is providing energy efficiencies. A thorough verification and measurement approach will provide evidence that systems are properly automated and resulting in savings and greater energy efficiency. Marky Moore, founder of Capital Review Group in Phoenix, is a Certified Sustainable Building Advisor and an Accredited Professional for the U.S. Green Building Councilâ€™s Leadership in Energy and Environmental Design. Contact her at email@example.com.
By Phillip Saieg and Tom Prugh
nergy efficiency is the single greatest source of energy in the industrial world, especially in the United States. And yet, as a resource, it’s still largely untapped – despite almost always being cheaper than new generation. Although there have been some serious efforts and progress in recent decades, enormous potential savings not only remain to be captured, but can and should be. For instance, according to Energy Information Administration data, the average mid-size U.S. office building has an energy use intensity (EUI: the amount of energy used in a year per square foot of space) of about 90 kBtu/ ft2 (thousand British thermal units per square foot). Yet the Bullitt Foundation in Seattle is putting up a multi-tenant office building with a target EUI of 15, i.e., 83 percent lower. Given that energy prices are likely to rise over the long term and that existing buildings account for 47 percent of U.S. greenhouse gas emissions, achieving even a portion of those potential savings is an urgent priority. One key to capturing a share of those savings is submetering – but not your grandfather’s submetering. The new submetering takes it up – or down – to a new level. Current Transformers, also called “CT’s” used in submetering.
Every building is metered, of course (the bill for electricity use that comes in the mail every month depends on that), and typical commercial space is submetered by tenant, with a separate meter for the building’s data center. (Mixed-use buildings often have meters for each unit.) Submetering takes this exercise down to the next level, by installing submetering hardware called transducers and current transformers (CTs) – devices that measure current and voltage in individual electrical lines – throughout the building. The wattnodes and CTs can be distributed by floor and end-use so as to capture each floor’s consumption of energy for lighting, heating, cooling and plug loads (office machines, microwaves, etc.), as well as elevator energy use. They can also measure the energy used by each component of the roof-top unit. In contrast to a building wired just to meter each tenant’s use, a deeply submetered building may have hundreds of measuring devices. When a building is equipped this way, it becomes possible to monitor and record highly detailed data on electricity use hour by hour, floor by floor and function by function throughout the year. What’s the point of collecting all this data? The short answer is the old saying, “You can’t manage what you can’t measure.” The first principle of managing energy use is being aware of how much you’re using, that is, creating timely and accurate feedback loops. Equipping a building this thoroughly with energymetering hardware and data collection devices can radically increase the level of tenant awareness of energy consumption and
offer insights into specific types of use that might benefit from conservation efforts. The data can also make it possible to fine-tune modeling of the building’s energy use. Then you can experiment with particular technologies and determine their precise effects on consumption. Some imaginative owners and managers are even playing around with innovative social arrangements, such as within-the-building “cap-andtrade” systems, in which a goal is set for maximum energy use. Tenants are allotted a quota of energy credits and then can trade among themselves, with low-consumption tenants selling their excess credits to tenants who find it more difficult to cut back. Other managers have set up friendly competitions between tenants or floors to see who can reduce their energy use the most. Submetering at this scale is unfortunately rare. Even among buildings certified under Version 3 of the Leadership in Energy and Environmental Design (LEED) criteria, it’s not common for a building to earn any submetering credits, even though one point can be earned by submetering only 40 percent of the space (two points for 80 percent coverage). Once the hardware is in place, the potential savings that can be realized by knowing exactly how much energy is used where and when is tremendous – savings that can pay for the equipment rapidly. Phillip Saieg is the director of the Alliance Center, a multi-tenant, nonprofit center with two LEED certifications that is owned and operated by the Alliance for Sustainable Colorado. Tom Prugh is the Alliance’s senior researcher. Visit their website at www.sustainablecolorado.org.
UTAH FACILITIES | March/April 2012 23
Getting a Charge Out of Submetering
Energy Legislation Targets Lighting in Existing Buildings By Craig DiLouie The final phase of energy regulations created by the Department of Energy and the Energy Policy Act of 2005 virtually eliminated the manufacturing and importing of fluorescent magnetic ballasts designed to operate fullwattage and energy-saving T12 lamps, including replacement ballasts, with few exceptions. What’s more, starting July 2012, fluorescent lamp energy standards recently enacted by the Department of Energy are expected to eliminate most 4-foot linear and 2-foot U-shaped T12, many 8-foot T12 and T12HO and some low-color-rendering 4-foot T8 lamps. Millions of linear T12 lamps and magnetic ballasts are still in operation and will require replacement, presenting a massive retrofit opportunity that is now being compelled by legislation.
Photos courtesy of Day-Brite Lighting
inear fluorescent lighting consisting of tubular fluorescent lamps operated by electrical devices called ballasts, which provide the proper starting voltage and then regulate current flowing through the lamps during operation, is common in commercial buildings. For decades, T12 lamps powered by magnetic ballasts served as the workhorse lighting system in commercial buildings until the Energy Crisis of the 1970’s spurred development of more efficient alternatives such as T8 lamps and electronic ballasts. Upgrading to T8 lighting, for example, can reduce lighting energy costs by up to half in typical applications such as offices and classrooms. The T8 family now includes 23W, 25W, 28W, 32W (standard) and 32W (high output or Super T8) lamps and electronic ballasts. These are available with a range of efficiencies and ballast factors that enable tuning of light output for additional energy savings in existing spaces that may be overly lighted. The most efficient electronic fluorescent ballasts carry the NEMA Premium mark on the ballast label. Dimmable ballasts are becoming more efficient, versatile and affordable, making dimmable general lighting a reality. Throughout the 1990’s and 2000’s, demand steadily shifted to T8 lighting as the new standard in new construction, as building owners acted to minimize their energy costs and to respond to more restrictive commercial building energy codes. At least 20 percent of floorspace in the existing commercial building stock built before 1980 was also upgraded. Then, July 2010 marked the end of an era in the lighting industry.
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In some cases, replacing light fixtures can save energy while improving lighting quality Comparison between a room lighted with three-lamp parabolics (top) and two-lamp high-efficiency premium troffers (bottom).
Owners of T12 lighting systems should consider upgrading to more-efficient alternatives if they have not done so already. There are at least three major options. Option One First, building owners could replace their ballasts with electronic T12 ballasts and replace their lamps with compliant T12 lamps (which may be offered with limited availability) as their existing inventory fails. While this would improve efficiency while avoiding a mass retrofit, it could be confusing from a maintenance standpoint because it leaves energy savings and does not avoid higher lighting costs due to a premium imposed by the compliant system. Option Two A second option for owners would be to keep the existing light fixtures and upgrade to T8 lamps powered by electronic ballasts. In some cases, reflector kits can be installed to adapt the optical performance of the fixture to a new lamp type and fewer lamps. Mixing T8 and T12 lamps and ballasts in the same lighting system can negatively affect lighting quality. Since mixing lamps can be confusing for maintenance, a systematic upgrade from T12 to T8 across the lighting system is recommended. This option imposes the cost of the upgrade and requires disposal of equipment that may still be operating. It does, however, maximize energy savings and enable other benefits, such as economies of volume purchasing and incentives such as the Commercial Buildings Deduction and utility rebates. Obviously, the biggest opportunities for upgrading are in older, over-lighted buildings where utility costs are high
Option Three As a third option, owners can replace the light fixtures, potentially improving lighting quality and reducing the total number of light fixtures in the space. This may involve a redesign of the system that addresses issues of quality such as visual comfort, uniformity, color rendering, spatial definition, shadows, flicker and glare. Source options include T8, T5 and LED general lighting; fixture options include direct/indirect and volumetric-distribution recessed fixtures. If the building’s primary spaces have been re-tasked to new purposes for which the existing lighting system is insufficient, uniformity is poor, light on walls and ceilings is inadequate or has obvious unaddressed sources of glare and if occupants are unhappy about their lighting, then the space
may benefit from a deeper redesign rather than simple lamp and ballast replacement. Regardless of which option is chosen, lighting controls can be added to enhance energy savings and flexibility. According to the New Buildings Institute based in Vancouver, Wash., automatic lighting controls can generate up to 50 percent energy savings in existing buildings. Effective strategies include automatic shutoff, light reduction control, daylight harvesting and demand response. The biggest challenge to incorporating advanced control strategies into an existing building is adding low-voltage wiring, generally limiting opportunities for installation of sophisticated control systems that involve networking of components. As a result, the simplest upgrade options involve the least amount of rewiring or simply swapping out older ballasts and controls for new
controls. Options include wallbox occupancy sensors, intelligent lowvoltage relay panels, line-voltage dimming ballasts and wireless RF controls (switches, occupancy sensors, photosensors). Regardless of what the best path forward might be, the workhorse magnetic T12 lighting system is gracefully retiring. Owners of systems will have to upgrade now or later. The questions now are how does the owner wish to manage the process, and how much energy savings and flexibility does the owner want from the new lighting system. Craig DiLouie is education director for the Lighting Controls Association (www.lightingcontrolsassociation.org), an organization dedicated to providing free public education about lighting control technology and application.
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and lighting is uncontrolled and left on all night.
MythBusters of Disasters Disasters will Happen, Building Owners Need to be Prepared By David J. Mistick
isaster planning as a property management methodology has long been shrouded in a fog of complexity and misinformation. Part of this rests in the notion of what disaster planning is or should be. Many buzz words are used in the fields of disaster planning and business continuity that contribute to the confusion. Disaster planning is a broad approach to protecting people, property and processes against the consequences of various emergency scenarios. There is no reason that disaster planning cannot occur at a manageable scale for any business. By clearing up some of the major misconceptions related to planning, we can help business owners and property managers overcome their concerns and begin the planning process. Myth #1: Disaster – It Won’t Happen Much of the pervasive aversion to planning can be attributed to denial and its four stages. One, it won’t happen. Two, if it does happen, it won’t happen to me. Three, if it does happen, it won’t be that bad. And four, if it happens, and it is that bad, there’s nothing I can do to stop it anyway. Certain comfort may be found in this rationalization for doing nothing, but the fact is, disasters large and small impact businesses every day. Not all will make the evening news, yet loss of power or internet service, sprinkler breaks and leaking pipes, all result in some type of disruption with an associated cost to the business. Myth #2: Planning Takes Too Much Time and Costs Too Much Money This reflects the notion that there is only one plan, that it is the size of a
doctoral thesis, that it will require a cadre of outside experts, and that to be worthwhile, it will take months to build and cost a small fortune. While there is a time and place for undertakings of such magnitude, there are options inclusive of all sizes of businesses and buildings. Particular needs and resources of small business owners and managers should be recognized. By sharing information and providing educational opportunities, businesses can prove that any planning effort is better than none at all. Even the most basic plan that organizes communication, identifies hazards and documents procedures will move the business, its staff and clients to a better place. Myth #3: One Size Fits All As in the prior segment, there is no single model or format for absolute effectiveness. Businesses should strive to address certain core elements, working toward a comprehensive plan. Often organizations adopt a disaster plan for say, a 25-story urban office tower, and attempt to transfer that plan to a flex-use building in a suburban office park. While certain elements of a plan may overlap across multiple properties owned or managed by a single entity, simply changing the title on the plan cover is not a reasonable solution. The most obvious example of this is British Petroleum’s disaster plan for deep well development in the Gulf of Mexico. Citing otters and sea lions in its pages, this highlights the problems that come with such an approach. Each situation, property, campus and shop on Main Street has unique characteristics that require different solutions to the plan’s development and execution. These may be determined by
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location, property use, tenant or client profile, building design, construction, etc. These elements and more require a consideration of the particular issues that surround any business. Myth #4: One and Done For those who have ever written a plan, this may be the most egregious sin. This myth reflects the belief that disaster planning is a project with a finite end point. It also is reflected in the BP example – check the box, submit the paperwork, and we’re done. Writing a disaster plan for a business, regardless of whether it is six or 600 pages, is only the start. Exercising the plan, whether it involves bringing employees to a full-blown virtual scenario or simply a tabletop discussion in the conference room is requisite. Placing the plan in a three-ring binder in the trunk of your car is not a solution. Maintaining the plan is also a challenge for most organizations. Who is responsible for updating information regarding contacts, equipment, business systems or insurance information? To maintain the value of any plan, change management is essential. Today this task has been made easier by computer applications that make updating and distributing the plan much less time consuming. Myth #5: If it Can’t be Perfect, Why Try? Perfection is not the only acceptable outcome. In a culture that strives for perfection, the intent is admirable. However, it could be a roadblock to producing even the most basic plan. A life preserver thrown to a drowning man is a reasonable option when a life raft isn’t available.
Myth #6: I’m Insured, Why Worry? The danger of being lulled into a state of false security is tremendous.
Managers who have never taken the time to diligently consider their risk exposures and potential costs of business interruption are inadvertently laying the groundwork for a disaster. Far too often, business leaders only discover their true exposures after the fact – when coverage or values are deemed inadequate. A close consideration of coverages as to property values, business interruption, contingent business interruption, code and ordinance coverage and environmental issues are critical for any size business. This is an essential part of any disaster plan. In today’s economy, it is more important than ever. With credit lines so limited for small business and average
receivable times being extended, any unforeseen strain on finances may portend doom. Realizing, post-disaster, the inadequacy of your insurance coverage, is too late. David J. Mistick, CPM, CBRM, is president of Circumspex LLC which offers cutting edge web-based applications and consulting services for disaster planning. Utah Disaster Kleenup is partner, authorized dealer and consultant of Circumspex. Contact Eric Fairbanks, director of marketing, for more information.
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Making the investment of time and energy to prepare is a visible commitment of the health and safety of your employees, as well as a statement to your clients of the viability of your business. Providing essential information regarding evacuation, hazardous materials and utility shutoffs may seem elementary, yet they can have a huge impact on the severity and costs of an incident, in terms of personal injury/ death as well as financially. A framework that limits these and can speed recovery is valuable.
Reclaim the View, Clean the Windows By Micah Shelton
ublic expression often takes the form of art. For building owners and facilities managers, this art is often unwanted graffiti – found on windows and mirrors of their facilities in the form of a tag. Building owners who have tagged store front glass, rest room glass or various scratches from wear and tear are limited in restoring their property to its original condition. Removing scratches from porous glass surfaces has been met with mixed results. Many services remove the scratch but leave the treated area of the window looking distorted. This coke bottle effect is due to uncontrolled heat distribution and uneven pressure on the glass surface. Due to this ineffective repair, many building owners resort to replacing the glass. The days of replacing the glass to reclaim tagged property is over thanks to a new system called GlassRenu. Developed in the field, GlassRenu is a patented dry grinding process that renews the original clarity and luster of glass by removing even the most severe
damage without distortion. This process is unique among all other scratch removal or wet polishing systems. Learning is easy, and the process produces phenomenal results at a fraction of replacement cost. Repairs are performed quickly without the mess and set-up of other systems. The process works on non-scratched surfaces as well. Many buildings are plagued with hard water stains. Water spots are most frequently created when hard water is left on a surface. Poorly aimed sprinklers or rain water that is left on the surface too long are common causes of water spots. Best case scenario, the minerals and dirt in the water remain on the surface of the glass and are washed off during the next cleaning. Given time though, conditions worsen. Corrosive minerals in water etch the surface, creating craters. Eventually, the glass will appear hazy, scaly and white as if there is a soap scum on the glass. Generally, the savings for repairing a scratch or water damage vs. replacing the glass are about 30 to 50 percent the cost
The vandalism on this window is not only distracting, but the glass is expensive to replace.
GlassRenu’s patented dry grinding process removes the etched-in vandalism.
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When the process is done, the glass is clean, clear and without distortion.The cost is nearly half of replacing the glass.
of replacement, depending on market value of replacing glass. For example, a storefront 3-by-5 foot piece of glass would run $525 to replace and $200, on average, to fix. Micah Shelton is owner of New Outlook Cleaning Services, based in Portland, Oregon, which specializes in a variety of commercial and residential cleaning services. Please direct comments or questions to email@example.com.
Qualified Technicians GlassRenu Manufacturers’ Website: While the creator and seller of this glass restoration system does not go out and physically clean glass, they will point you in the direction of the hundreds of cleaners around the nation who have purchased and have been trained to use their equipment. Visit www.glassrenu.com or call 888.769.0001. The Glass Restoration Service Network (GRSN) was created to promote quality maintenance and restoration of existing glass of all types as a green alternative to glass replacement. GRSN is an independent, non-profit referral service connecting consumers with qualified glass service technicians in their area. Visit www. glassrestorationservicenetwork.com and fill out the request service form. The IWCA was formed by a group of window cleaners in the late 1980’s in an effort to promote safety and education and to enhance professionalism throughout the industry. The IWCA is the secretariat of the ANSI/IWCA I-14 Window Cleaning Safety Standard which is referenced by building owners and property managers as well as the occupational safety and health administration (OSHA). In addition, it was designed to be referenced by professional engineers, architects and manufacturers of window cleaning equipment. The I-14.1 Window Cleaning Safety Standard is the only standard of its type that is specifically for those in the window cleaning industry. The IWCA can be reached at www.iwca.org or by phone at 800.875.4922
Parking Lot Maintenance 101
Ways to Maintain a Parking Lot and Improve Curb Appeal By Travis Power
udgets are tight. Lease rates are down. Incentives to obtain tenants are up. But that does not mean parking lots should not be maintained or curb appeal improved. Property managers or maintenance staff have preconceived ideas about what to do to improve parking lot and curb appeal. Unfortunately, these ideas are not always the proper scope of work needed by the pavement. Here are some basic tips to make sure precious budget dollars are being used wisely: • Get multiple quotes and opinions. You might find the company you have been dealing with for many years is
Do the Basics Do small repairs like crack sealing and sweeping. Many property managers are tempted into the promise that just seal coating will make all your worries go away. Beware of companies that only seal coat; they might be looking to cash in. If you can’t do a complete repair, crack seal and seal coat, then seal coat and stripe near the office. Sweeping often gets neglected, but loose sand and gravel in the parking lot acts like sandpaper under car tires and wears out the pavement even faster. not looking out for your best interests. Some parking lot contractors have their estimators on high commission pay plans, so beware of over-promises. • Here are a few of the not so honest practices being floated around the industry: One heavy coat of sealer is
just as good as two. Selling slurry seal is the cure-all for everything, although it is a niche product, designed for a narrow slice of parking lots. • A gray area: The fabric overlay, promising to be just as good as reconstruction. There has never been
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• A quick visit to the Arizona Registrar of Contractors website will ensure a company is properly licensed and not one of the nomadic companies that follow good weather and sell door to door. If you get the pitch, “We have some left over asphalt …,” you are most likely dealing with a nomadic, unlicensed contractor.
Are the utilities such as water valves and manhole covers being adjusted afterward, or will they be left low for a tripping hazard? Asking all of these questions will make sure all of your bids match up. Following these basic tips will help to
ensure the property is in good order and your maintenance budget too. Travis Power is senior estimator for CPC Asphalt LLC. Contact him at 480.635.4340 or firstname.lastname@example.org.
• Re-bid old quotes. Along with margins coming down, material prices have seen a drop as well. Asphalt binder oil – the thick material left over at the bottom of the refinery tower – is tied to the crude oil barrel prices. About two years ago, one ton of asphalt sold for more than $80. Today that number is in the mid-$50 range. Seal coat materials have gone down as well. Ask your contractor to update their numbers. If you don’t see a significant drop, you might not be getting a fair price. • Make sure your apples are the same size and shape, not just the same color. Look closely at the details. Are all the speed bumps going back to a solid color, and what color are they? Some striping crews will paint everything white in a parking lot to save time from changing spray rigs. • Ask about the seal coat material being used. Several companies make their own, while others buy from national firms. Most of the municipalities will not allow a home brew on their streets, so check into what is being applied to your parking lot. If you are doing an overlay or reconstruction, is the parking lot being checked for drainage problems in advance? UTAH FACILITIES | March/April 2012 31 23
any proof to that effect. Some studies have shown no difference on the use of fabric, so do your research.
RETAIL Department - Author
Utah Retail Market Shows Moderate Growth By Spencer Croshaw
he retail market in Utah saw moderate growth in 2011, with national tenants and strong local retailers taking advantage of the lower lease rates to locate in prime locations. The expansion of a couple of regional malls in Salt Lake County as well as the growth of the I-15 corridor in the St. George area has generated the most activity over the past year. The encouraging news is that Utah’s
economy continues to rank among the highest in many sectors. This should continue to translate into a stronger retail environment than other states are seeing and will be reflected in an improving market throughout the state for 2012. The market continues to show promising signs of modest growth with increased activity and transactions. Lease rates for 2012 will continue on the same plain as 2011 – stabilizing but
NOTABLE NEWS AND TRENDS
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with heavy landlord concessions. On the national front, consumer confidence is improving. However, retailers continue to discount merchandise. With online shopping numbers increasing and the implementation of on-time delivery methods, brick and mortar stores are rapidly adapting and integrating changes. This can be seen in the Utah market with many of the mid-box retailers downsizing their prototypes. We expect to see more of this in 2012 with Office Depot, Petco, JoAnn Fabric and Gift Store, Kohl’s, Toys “R” Us, Office Max, Staples and PetSmart. Retailers are using the latest data to track consumers’ cost-conscious and deal-seeking behaviors. This last holiday season, some retailers listened to their customers and started a new trend, “Gray Thursday” (Thanksgiving Day shopping). The new concept appears to have paid off. Within 10 holiday shopping days, more than $1 billion was spent by consumers. Retail sales showed a better than expected year over year 6.2 percent growth during fourth quarter, according to the Commerce Department data. Consumers, although still cautious, enjoyed the deep discounts during the holiday shopping season. “The right mix of strong promotions, lean inventories and an emphasis on value put retailers in the perfect position to end the year on a high note. Retailers’ promotions struck the right chord for budget-focused holiday shoppers,” said National Retail Federation Chief Economist Jack Kleinhenz. “Though we are seeing evidence that the economy still has a critical hold on consumers’ purchase decisions, this strength in spending could continue into 2012.” Although the holiday sales reports showed positive signs of improvement, it didn’t take long into the New Year
for retail expansion across Utah. Look for an influx of new national tenants to begin looking at Utah as a viable market. With the additions of Crate and Barrel and H&M at Fashion Place Mall, as well as the new City Creek Center opening, other national retailers such as Container Store are beginning to look for a spot to land within the market. Cost conscious and technically savvy consumers will continue to shape
the retail industry by easily comparing products, pricing and availability without leaving home. Spencer Croshaw is an associate with Commerce Real Estate Solutions Cushman & Wakefield. He can be reached at 801.669.5140 or email@example.com.
UTAH FACILITIES | March/April 2012 33 23
for retailers like Sears to announce the closing of 120 stores throughout the nation. Fortunately, the Utah market is not affected by any of these closures. In fact, Utah is weathering the storm of major store closings better than most states, but it is indicative that the retail market is shifting and retailers are continuing to look for ways to cut costs to survive in the down economy. Overall, 2012 looks encouraging
Department - Author
City Creek photos courtesy Taubman
City Creek Center By Kelly Lux - Executive Editor
The Only Regional Shopping Center Opening in the United States in 2012 Innovation at Retail Center Pays Tribute to the Past
wned and operated by Michigan-based Taubman, the 700,000 square-foot City Creek Center is the retail centerpiece of the 23-acre City Creek redevelopment project. In the works for nearly a decade, City Creek is one of the largest sustainably designed mixed-use developments in the nation. Opening March 22, 2012, City Creek Center is making headlines for its bold architecture, state-of-the-art technology and new-to-the-market retailers. The center will transform the downtown retail landscape with a mix of modern architecture and historic restoration in a setting that showcases Utah’s natural beauty, said City Creek Center General Manager Linda Wardell. “People recognize this is a unique project that is revitalizing the heart of the downtown area,” Wardell said. “We are excited for City Creek Center to come to life. We have created a great team of phenomenal people who will help deliver a world-class experience — a flawless experience.” Revitalization and Impact The only regional shopping center to open in the United States in 2012, City Creek Center is also the first large center to open in three years, according to the International Council of Shopping Centers. During the current economic downturn, the project has been central
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to Utah’s economic stability and success, adding 1,700 construction jobs during the peak of construction. And, once open, the Center will bring nearly 2,000 new jobs to the downtown area. “City Creek Center will have a very large impact in a time when the economy has been so unstable,” Wardell said. “We are certainly excited to be adding jobs in this economy.” New Retail Stores Hitting the Market Anchored by department stores Macy’s and Nordstrom, City Creek Center will house approximately 80 retail stores and restaurants, nearly a third of those being new to the market. Tiffany & Co. is making its Utah debut, along with Coach, Brooks Brothers and Michael Kors, among others. City Creek will offer a mixture of younger, older, trendy and timeless brands. Wardell believes there will be something for everyone at any income level. “The center will become a powerhouse in the Intermountain West, with farreaching impacts not only because of the collection of retail stores but also because of the beautiful environment in which it sits,” Wardell said. Unique and Bold Architecture The most anticipated feature is the 30,000 square-foot retractable glass roof,
Utah Continues to Draw National Retail and Restaurant Chains In its 2011 Year End Report, Mountain West Retail/Investment outlined continued growth in Utah’s retail market.Through February 2012, this predicted trend continues as Utah’s business climate, economic strength and favorable real estate market continue to draw major national chains to the state. Mountain West Retail/Investment experts have predicted a shift to high-quality space as both landlords and tenants seek to capitalize on current market conditions and opportunities to fill vacant space at favorable rates. In 2011, the amount of leased retail property increased by 26.77 percent, and the amount of investment sales jumped 55.28 percent.These are growth trends that experts have expected to continue through 2012. These indicators and expectations have continued as Mountain West Retail/ Investment recently facilitated leases for a number of major chains seeking to increase their Utah presence. Dollar Tree, a value driven variety store, has leased 10,000 square feet in the Oakwood Village Shopping Center at 5400 S. 900 East in Murray. Mountain West Retail Specialists Garrett Blomquist and Brett Palmer represented Oakwood Village in the transaction, while
the nation’s first in a shopping center. Wardell anticipates that the center will be an outdoor experience about 70 percent of the time but, when the elements dictate, will become an indoor center in just 4 ½ minutes with a simple push of a button. For those areas not covered by the roof, heated snow-melt systems in the sidewalks and a large four-sided outdoor fireplace with seating will keep conditions comfortable. “The retractable roof will create a hybrid environment,” Wardell said. “Even when the roof is closed you can still see the beautiful sky and have the spectacular views of the mountains and downtown high-rise buildings, but you’ll be inside and protected from the elements.”
Dollar Tree was represented by Matt Harlin with the Situs Retail Group.This transaction, and others similar to it, highlights the midbox retailer activity being experienced across the state. Another major chain that is expanding in Utah is Jimmy John’s Gourmet Sandwiches. Mountain West Retail Specialists Ben Brown and Andy Moffit recently represented the Marketplace at 18th, the landlord, in the lease for Jimmy John’s restaurant at 1846 S. 300 West in Salt Lake City. Jimmy John’s is just one of a number of major restaurants and retailers who are renewing leases and continuing their commitment to Utah. “We have recently leased space to Jimmy John’s, Dickey’s BBQ and Starbucks’ renewed their lease, all within the last 120 days,” said Moffit.These leases are another indicator of the momentum Utah’s business market has and the potential major chains see in Utah’s growing population and economy. “These transactions highlight the improvements in the Utah retail market that began in 2011 and the continued optimism and growth that will be felt throughout 2012. An increasing number of retailers are entering the Utah market or are expanding their Utah presence,” said Palmer.
Another interesting feature – a creek. Meandering through the central walkways and plazas of the shopping center is a 1,200 foot-long realistic recreation of the south fork of City Creek, which once coursed through downtown. Thanks to a new skybridge and the center’s open concept and walkways, foot traffic in the downtown area will be enhanced, offering greater ease and convenience. The skybridge over Main Street, which spans 140 feet with no columns or supports, connects the shopping center with seamless flow between the two city blocks. The exterior of Nordstrom is unlike any store exterior the company has ever continued on page 36 UTAH FACILITIES | March/April 2012 35 23
Department - Author
continued from page 35
done before. The store’s West Temple face features a two-story translucent glass wall of LED lights that glow and subtly change colors. In a tribute to Salt Lake City’s architectural heritage, the historic ZCMI façade has been meticulously removed, cataloged, cleaned, repaired and reassembled to now serve as the entrance to Macy’s along Main Street. Built on the site of two former shopping malls, City Creek Center
integrates sustainable design with both historic structures and new buildings. More than 80 percent of the material from the former malls has been recycled or reused as part of an aggressive sustainability program. Solid Management Wardell is charged with managing the completion of the retail project and later the day-to-day operations of the center. A seasoned retail executive, Wardell has more than 20 years of experience
in shopping center management, marketing and operations, most recently with Taubman over the last five years. Prior to that, she spent nine years with Glimcher Realty Trust, where she opened a new shopping center and served as vice president of marketing. Wardell and her team are using cutting-edge technology in the everyday management of the center. Using state-of-the-art equipment, including tablet computers, the facilities and maintenance staff will efficiently resolve retail tenants’ concerns in a short timeframe. The center’s maintenance staff will be able to view and process work orders from inside the tenant space, even accessing building floor plans and past work histories from the devices, making them more responsive, Wardell said. “This technology will be revolutionary in the way we deliver service to both our tenants and our guests and will make customer engagement more meaningful,” Wardell pointed out. Moving Forward City Creek Center is one piece of a massive redevelopment of Salt Lake City. The entire City Creek redevelopment project (operated by City Creek Reserve, Inc.) includes 1.7 million square feet of office space, more than 500 new residential options, 5,000 underground parking stalls and a Harmons grocery store. “This project will be totally unique, unlike anything that (we) have ever created,” Taubman Chief Operating Officer William Taubman said at a Salt Lake City Chamber of Commerce event last year. Taubman and CCRI have not let the down economy stop them from completing the project, which is reawakening downtown Salt Lake City. “You continue to move forward when times are tough, so you are prepared to succeed when the economy improves,” Taubman said.
36 March/April 2012 | UTAH FACILITIES
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Station Park Department - Author
By Kelly Lux Executive Editor
Will Satiate Retail Hunger
850,000 Square-Foot Retail Center Offers Groceries, Movies and Shopping
t the crossroads of Interstate 15, Highway 89, Legacy Highway and the Frontrunner Commuter Rail, a retail mecca is rising out of the ground – entering the market as the United States comes out of an economic recession. The $250 million Station Park open-air shopping center in Farmington will satiate a starvation for retail in Davis and Weber counties with more than 850,000 square feet of quality retail, restaurant and entertainment venues. “Station Park should be what everyone is talking about,” said Debby LaMotte, who was recently hired by CenterCal Properties as the general manager of Station Park. LaMotte will be responsible for the general management of the retail center – including the 400,000 square-foot Power Center, the Cinemark Theater, the park and the 400,000 square-foot Village Center, which is currently under construction. “This project is changing the whole retail landscape in Davis and Weber counties.” Development of Station Park began in 2008 with nearly $15 million in underground site utility work, said Craig Trottier, CenterCal’s vice president of development at Station Park. However, as CenterCal, a joint company with the
California State Teachers Retirement System, watched the economy collapse during that year, owners decided to stall development and wait for more stable ground to build the retail center. While they waited, CenterCal tweaked their plans for Station Park. They completely redesigned the park portion of the development, situating it directly in front of the Cinemark Theater, and incorporating a $2.5 million animated fountain designed by Lifescapes International, the same firm behind the Bellagio Fountain and gardens in Las Vegas. By 2010, CenterCal was ready to revive the project with Harmons Grocery Stores and Cinemark Theater agreeing to lead the construction as anchors in the project. In May 2011, Harmons held its largest grand opening in the chain’s history. Cinemark Theaters opened shortly thereafter, as did Sports Authority, Ross, Home Goods, Marshalls, Tilly’s and ULTA Cosmetics, which make up the Power Center of the project. Residents of Farmington, Centerville and South Layton, who hadn’t seen a retail center of this size open since the Layton Hills Mall in the 70s, welcomed the Power Center at Station Park with open arms, said Trottier. “We think our timing was
Photo by Dana Sohm
38 March/April 2012 | UTAH FACILITIES
perfect,” Trottier said. “There are so few of these types of projects going on across the country. We have the attention of retailers who are looking to open a select few stores. Retailers love the trade area. They love the project. They see the quality of what we are putting in. Retailers understand this is a place where they can be successful.” Station Park will offer luxuries that are appealing to the local demographic which is largely made up of affluent and upscale households. These luxuries include gourmet food, up-scale restaurants and high-end apparel stores. CenterCal is working on the next phase of the project with construction of the $10 million park and the 400,000 square-foot Village. The park itself will be a world-class facility and will be finished in May, said Trottier. The animated fountain will be surrounded by mature trees, an ice rink (that was installed and used earlier this year), a children’s play area and outdoor seating. The 15-screen Cinemark Theater and the park will act as the anchor of the Village, driving business to the restaurants that bookend the entrance of the theater and the future retail that will be built north of the site. The restaurants, which have been enclosed in retractable NanaWalls, will
be open air venues during the summer months, inviting patrons to eat and enjoy the outdoor atmosphere. Some of the restaurants are on track to open in May 2012. The completion of these buildings will be followed by the construction of the first buildings in the Village. The rest of the project, including an office building and hotel, will be constructed throughout the year with plans of completion in 2013. “In the last nine months, we have opened 400,000 square feet of retail. During that time, the leases were executed and the buildings were built,” Trottier said. “This is one of the largest retail projects in the country currently under construction. This should be big news in the state and the Intermountain states. There aren’t a half a dozen projects around the country of this size that have been developed in the last year.” The Village will be built using the same quality construction, amenities and architecture – a CenterCal trademark – used in the finest projects in the country. Sustainable features will be implemented throughout the project, with plans to certify the future office space as Leadership in Energy and Environmental Design. Careful attention has been given to details such as the light poles and garbage cans which are made of Italian NERI. Real brick is being used on the exterior of the buildings, and clay tile has been laid on the roofs. “We are long-term owners,” said Trottier, explaining that CenterCal will retain ownership of the development for the next 30 or 40 years. “We want to make sure we are proud of the development, not just the day it opens, but 10, 20, 30 years from now. We spend more money on architecture and
Station Park Home to Harmons’ 14th Store Harmons Grocery Stores’ first store in Davis County brought many firsts to the community when it opened on May 2, 2011. Harmons’ new Station Park store, 200 N. Station Parkway in Farmington, was the first retailer to open in the development, the first grocery store in Davis County to have its own full-time registered dietitian on site and the first locally-owned chain to offer an on-site cooking school. Harmons Farmington store offers a veritable paradise of fresh foods for local residents and Front Runner commuters to pick up and take home or eat on site, including made-to-order signature sandwiches featuring meats roasted on site; Harmons’ freshly baked-fromscratch artisan breads made with organic flour; fresh pizza made daily at the store; popular Asian food dishes at the wok bar; chef-prepared entrees from the large delicatessen case; a full salad bar with freshly-cut vegetables and proteins; and an olive bar and a variety of homemade soups. The 69,381 square-foot store has an in-store barista serving freshly-brewed
coffee from Café Ibis of Logan, Utah, Italian gelato and specialty pastries. Both the main and mezzanine levels feature seating areas. Harmons’ large gourmet cheese island features cheese mongers and a selection of 150 to 200 imported and domestic varieties. The Station Park store has a fresh seafood counter and a large custom meat counter where meat cutters prepare Harmons’ own varieties of fresh sausages and brats, dry aged and fresh ground beef each day. Harmons expressed appreciation to Station Park developers and business partners, CenterCal Properties LLC, and store construction partners including R&O Construction, Prescott Muir Architects, Uintah Refrigeration and Electrical and Décor Works Inc. The local grocery chain opened its 15th store, Harmons’ Emigration Market, in southeast Salt Lake City in June 2011, and its 16th store in February 2012, an urban grocery store in Salt Lake City’s City Creek development. For more information visit: www.harmonsgrocery.com.
landscaping and amenities so it holds its value and maintains its competitive position in the market.” LaMotte will be managing the entire development for CenterCal, although her responsibilities will vary depending on the type of tenant. LaMotte will be marketing the property as a whole, but managing each tenant individually, based upon their needs. The big box stores, such as Harmons, will operate a little more independently from CenterCal, she said. The Village will require more attention, she added. LaMotte will also be responsible for events at the
development. Included in the program are a summer concert series, a Girls’ Night Out, Family Fun Days, holiday tree lighting ceremony, charity shopping, summer camp for kids and year-round live music. “We are not building a shopping center; we are building an experience,” said Trottier. “We want people to come here and feel like they are having a special experience. We want them to come and spend the day, have lunch, browse the shops, sit around the fountain and have a gelato or a coffee – just enjoy the environment.
UTAH FACILITIES | March/April 2012 39 23
Department - Author
Human Capital to Drive Green
Performance By Jessica Green
OHSU Center for Health and Healing in Portland, Oregon Photos courtesy Brightworks Sustainability Advisors
wners and tenants of the more than 22,000 LEED Certified buildings worldwide invested in greener buildings for expected benefits, such as lower utility bills and a better occupant experience. Now that many buildings have a few years of real performance data available, the media and the market have found some green buildings aren’t meeting their owner and tenant expectations. The reasons these gaps occur can’t be blamed on greenwashing or technical errors. People, times and technology constantly change, so protecting your green building investment means managing for human behavior as well as technological changes. Technical retuning of a building’s systems is frequently where owners turn first, and strategies like recommissioning and performing ASHRAE audits can make a huge impact. However, influencing human behavior is actually the least expensive way to help support good building performance, and it can also produce the biggest payback. The Business Case for Influencing Human Behavior Tenant expectations and behavior
can be a surprisingly large influence on building performance gaps. Take employee uniforms: Do your tenants wear suits, shorts and T-shirts, coveralls or bathing suits? The answer affects what temperature they desire in their space, and that directly impacts energy performance. A 2008 study of 32 office buildings in Shanghai implemented a dress-down week to save energy in the middle of summer. Each office raised its room temperature by 2 degrees. That saved enough power to supply 30,000 local families for an entire month, according to China.org.cn. Another major human factor in building performance is whether tenants are educated about how to use their building. Can tenants open their own windows, and how can they know when that will work with or against HVAC systems? Many new buildings have a red light/green light system in place to tell occupants when opening the windows is a good idea. If someone prefers to keep the windows shut, how does that impact the performance of the system? Not having a complete understanding of the systems can lead to occupant frustration and wasted opportunity. For example, many buildings now offer recycling and composting to
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reduce waste and operational expenses. However, if tenants are not aware of these facilities or are unclear on what is acceptable to put into them, recycling programs can be a missed opportunity. Another example is dual-flush toilets. Although increasingly common, they are not familiar fixtures to many and may cause guests or new tenants to inadvertently flush more water than necessary. Property management education is another driver of building performance gaps. Many buildings do not come with an owner’s manual, so how can property management be certain the maintenance program is optimum for that building? In those new buildings that do come with an operations manual, the operations and maintenance personnel may be unfamiliar with how to operate the new building systems. This information gap can lead to unchanged, dirty air filters, incorrect control settings and missed maintenance inspections, all of which contribute to inefficient building performance. A building only supports the functions of human activity, which means it is a fluid environment. The continued on page 42
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structure and base building systems that provide heating, cooling and ventilation are not as fluid but can be adjusted and operated to suit the changes made. Changing human behavior, however, is the key to unlocking the real potential of green buildings. This starts with finding building performance gaps. The greatest benefits come from helping tenants make changes that create a better building experience for them and support the business and environmental goals of their employers and landlords. Jessica Green is the Seattle regional director at Brightworks Sustainability Advisors, a provider of end-to-end sustainability services in the built environment and for organizational strategy. She can be reached at firstname.lastname@example.org.
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How to Find (and Close) the Performance Gaps Collect & Analyze Building Performance Data: Energy Star measures your buildingâ€™s technical data against similar buildings to give you a baseline for how your building is performing. The new USGBC Building Performance Partnership will standardize and measure additional ongoing performance data for LEED Certified buildings that opt in. Both of these programs allow a building owner to organize performance data to identify gaps as they occur. Train Building Operations Staff Educate operations staff on new technologies that may create energy efficiency or streamline their operations. It will benefit the bottom line and engage the operations staff more fully in the buildingâ€™s success. Educate Tenants Simple presentations, building orientations or tours will teach and engage tenants on appropriate use for building systems. If you have or are creating a Green Tenant
Improvement manual, consider a tenant user section that explains in more detail some of the more unusual features of the building, such as a red light/green light system or daylighting controls. Submeter Individual Spaces Submetering creates behavioral change by forming a feedback loop that connects individual actions to utility bills. This guides and incentivizes performance improvements. Provide Feedback Mechanisms Feedback can be a big driver for behavioral change because it engages the occupant in a conversation with the building operators or property management. For instance, use a survey to determine whether thermal and lighting comfort is being met or whether bike parking spaces are adequate. Open the lines of communication between property management and tenants by providing an email hotline for maintenance requests or suggestions. Use newsletters to highlight and reward tenant behavior that benefits building performance.
Department - Author
Knows By Kelly Lux Executive Editor
Sprague Pest Solutions Provides Bed Bug Canine Inspection Services for Commercial Facilities
une sniffed along the floor boards, behind the furniture and between the couch cushions. She worked the room carefully and quickly – smelling for the faint scent of bed bugs which had been carefully hidden in a controlled environment. The exercise is one the black Labrador has done many times before – both as a test and for actual detection. June is a working canine, rescued by Sprague Pest Solutions in December 2010 to detect bed bugs in commercial and residential buildings. June, one of three Sprague canines, has been carefully trained and NESDCA (National Entomology Scent Detection Canine Association) certified to determine if and where bed bugs are present in a building. She can locate live bed bug odors in a room in less than five minutes – checking behind bed headboards, in mattresses, box springs and bed frames, night stands, lamps, clocks and phones, along carpet edges and baseboards and in sofas and chairs. All Sprague bed bug canines are trained using the same methodology as bomb-sniffing, drug and termite dogs. Handlers are certified by canine master trainers as well. Lindsey Marker of Sprague is certified to handle June and to point out bed bugs to a building owner after June has indicated
a presence of the pest. The pair has inspected hundreds of hotel rooms, commercial buildings and residential homes in Utah, Idaho and Colorado, and the number of inspections requests are increasing rapidly. “We find bed bugs all of the time,” said Marker. “Many people still tend to put blinders on and act like they are not here, but they are here.” Bed bugs re-infested the United States in the early 1990s. In the early years, the pest hitchhiked to coastal cities on unsuspecting overseas travelers.
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Eventually, the pest started making its way inland, where it is being found more and more often, said David Wright, an account manager with Sprague Pest Solutions. “There is nothing you can do to prevent bed bugs from entering buildings and homes,” Wright said. “But the sooner you detect them, the easier they are to get rid of and the less liability you have as a building owner.” Hotels, multifamily housing and retail centers have been requesting inspections – a process that has been
greatly enhanced by the use of working canines like June – on a more frequent basis. This is where June and Marker come in. With her keen sense of smell, June can accurately detect the bed bugs and their eggs in the smallest cracks and crevices without disrupting the room, which would occur during a human inspection. To indicate a presence of the pest, June sits or paws near a location that is harboring bed bugs. Marker takes note of these locations and returns after the initial inspection to visually pinpoint the pests to the building owner and recommend a treatment for the area. “June has found bed bugs in places where you would never know there were bed bugs,” Marker said. “She is trained on a low tolerance, and can find a viable egg or one bug. Sometimes June will walk into a room where there is a substantial infestation of bed bugs, and she will shut down. She doesn’t know how to handle it. She can’t even alert because the room is so full of live bed bug odors it’s just one big alert for her.” As a working animal, June is handled differently than the normal household pet. She is fed only when she detects bed bugs. She is rewarded whenever she locates the pests, and on days when she isn’t working, Marker will hide vials of bed bugs for June to detect, part of her 365 days of training per year.
Bed Bug Treatments With bed bugs being the excellent hitchhikers that they are and also being prevalent throughout the world, there is a reasonably high probability that some will be brought into facilities with the personal belongings of employees, tenants or visitors. Currently, there is no way to prevent this from occurring, but you can prevent the ones that are brought in from becoming established as a reproducing population with a preventive bed bug program. If bed bugs are established, the sooner the treatment the better. Heat Treatments Thermal remediation is the most effective and greenest way to eliminate bed bugs. The simple but proven method of treatment raises the temperature of an infested area to 120 degrees to kill all life stages of bed bugs. Within a single treatment, rooms can return to normal use, free of live bed bugs.
Conventional Treatments Conventional treatments involve the application of insecticides to areas that harbor bed bugs. This usually includes box spring(s), upholstered furniture, behind electrical and switch plates, behind baseboards, under carpet, behind wall coverings, inside walls and other areas. Rooms adjacent to the infested room (above, below and next to it) are also inspected, since beg bugs travel easily through cracks, crevices and wall voids.
“At Sprague, the dogs come first,” said Marker. June and the other dogs, April and May, will work until they are no longer interested in detecting bed bugs or until they show signs of aging that prevent them from working. “June is a go-getter. She has a whole lot of energy that needs to be directed somewhere, so
I think she will do this for a long time before retirement.” For more information on bed bug detection and treatment, contact Sprague Pest Solutions at 800.272.4988 or email@example.com.
UTAH FACILITIES | March/April 2012 45 23
Landscaping Department - Author
Turf is a Viable Option for Landscaping By Rod Pappas
acilities managers must now consider if all that green grass is really worth the cost. Yes, it’s a pleasant contrast in the desert to have a little green mixed in with the cacti and native shrubbery. But if you take a good look at the facts and figures and what it really costs for those rolling green spans of turf, maybe it’s time to reconsider. All common areas, such as entryways, parking lots, recreation centers and retention basins, need some sort of turf area to give the impression that, “Yes, we are open for business. Come on in.” However, when turf surrounds individual buildings with strips of grass that are more frequently used for walkways or when large turf parks never get used, that’s not practical. This application adds maintenance costs. The turf also rarely looks good due to recurrent foot traffic. If some turf is removed, savings can be seen in several areas of facilities management. Savings can be as much as 50 cents per square foot over a year’s time. So if a few smaller portions of unwanted turf are removed and replaced with cacti and succulents, which use a lot less water, up to $15,000 could be saved on 30,000 square feet per year.
Benefits of Turf Removal • Reduced water bills • Reduced maintenance on buildings • Reduced maintenance on asphalt repairs • Less chance of water infiltrating the building/mold damage • Lowered risks of slip and fall injuries from water on steps and sidewalks • Lowered landscape maintenance/material costs • Avoidance of constant repairs on sprinkler heads, valves and PVC lines Sound too good to be true? There’s more to come. Many municipalities are providing incentives to get on the green bandwagon. They will pay an incentive for installing new controllers and removing turf and installing drip systems. These programs vary from year to year, so it’s best to check first to evaluate the current soup de jour. Saving water can be a painless and profitable venture. Turf reduction is removing only the unnecessary and damaging turf areas. All of the grass doesn’t need to be removed to maintain a lush, green pleasing effect. Appropriate application of turf areas is acceptable. Water can still be preserved with proper turf management. The right steps to reduce water usage should be taken along with correct water management. Controllers are available that can turn
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themselves off when it rains and adjust the frequency of the water schedule through seasonal programming. These controllers are becoming less and less expensive as the technology improves. Being green doesn’t mean green turf should be avoided. Turf just needs to be managed and monitored regularly. If turf areas are located appropriately and limited to focal areas, irrigation systems are regulated, updated and adjusted on a regular basis, building owners can be green while maintaining their green landscapes. Rod Pappas is president of Xeriscapes Unlimited, Inc. He can be reached at firstname.lastname@example.org.
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Utah Facilities P.O. Box 970281 Orem, UT84097-0281 Change Service Requested
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Post Falls, ID PERMIT NO. 32