Utah Facilities March 2011

IN THIS ISSUE: Healthcare Facilities Go Wireless

2 I UTAH FACILITIES MARCH 2011

4 I UTAH BUILDINGS FALL 2010

UTAH FACILITIES MARCH 2011 I 5

18

Data CentersLarge data centers legitimize Utahfor colocation

Vendor RelationsVendors help manage facilities

Mall MakeoverManaging Valley Fair during remodel

BOMA Utah Newsletter

ConstructionAGC Utah Convention

Property ManagerRenee Schmid, asset/property managerfor Roderick Enterprises

On the cover:The Kearns Building received a 2011 TOBY Award.Photo courtesy of Dana Sohm.

MARCH 2011

8

2633

44

14

16242528

47

37

46434240

38

Real Estate LawHow to avoid paying subcontractors twice

Pest ControlBarn swallows bring ticks, bed bugs, parasites

HVACDeferring HVAC maintenance has hidden costs

Disaster Preparedness

SecurityTechnology impacts contract security service

Healthcare FacilitiesWireless vs. Hardwired

Janitorial

Energy SavingsTune up your boiler

ContractsImproper equipment installation can reduceenergy efficiency, cause failures

BrieflyNew Environshield technology disinfects facilities

The Outstanding Buildingof the Year Awards

Modern History

DEPARTMENTS

FEATURES

18

3030

In the current economy, partnering with the right vendors is critical to

building operations. Building owners and managers don’t have the budget or

time to tolerate over-promising, under-delivering vendors. Whether it’s a

service agreement or a new project, choosing the right vendor is critical.

Vendors are an extension of your organization and can have a negative or

positive impact on your building’s appearance, functionality and bottom line.

As a building owner or manager you must understand what your needs are in

order to make the right vendor selection. Knowing if the vendor has a local,

regional or national footprint can be an important piece of information in

the selection process. Sometimes choosing a local vendor allows for a closer

relationship with the crew actually performing the service. If you manage

multiple facilities, a regional or national vendor may have more

comprehensive services and capabilities, saving you time and money on

contracts and billing.

Other considerations when selecting a vendor include: Do they have

reporting capabilities that can be shared in order to improve efficiencies?

Can they offer a single point-of-contact that can be reached at any time?

What are their procedures for emergencies, and do they have the ability to

respond quickly? Oftentimes, you won’t find a vendor that matches your

needs exactly. In that case, the vendor you select should be adaptable and

present creative solutions.

The articles and advertising appearing in Utah Facilities are aimed at helping

building owners and managers make informed decisions regarding

construction, modernization and management of their buildings. If you have

comments or suggestions, please feel free to contact us. We want to share

your stories about best practices and successful vendor relationships.

CONTACTPublisherTravis [email protected]

Managing EditorKelly [email protected]

AdvertisingThomas [email protected]

Editorial AssistantBrooklyn Ashy

Art DirectorDoug Conboy

ContributingPhotographerDana Sohm

Contributing Writers

PublisherUtah Facilities

The publisher is not responsible for the accuracy of the articles in Utah Facilities. The information containedwithin has been obtained from sources believed to be reliable. Neither the publisher nor any other party assumesliability for loss or damage as a result of reliance on this material. Appropriate professional advice should besought before making decisions.

Copyright 2011 Utah Facilities Magazine. Utah Facilities is a Trademark owned by Jengo Media.

Utah FacilitiesPO Box 970281Orem, Utah 84097Office: 801.224.5500Fax: 801.407.1602JengoMedia.com

PUBLISHER’S LETTER


Dean KashiwagiDon AslettMark T. WoolleyJill RasmussenJim WoodardJason H. Robinson

Utah Facilities is a proudBOMA National Associate member.

Wayne WrightJacquie BrennanJacob FullmerEdward TallericoRich Thorn




“Data centers of companies like eBay,Oracle, the NSA and Twitter have chosenUtah because of our stellar workforce,cooperative business environment and agreat relationship between the public andprivate sector,” said Jeff Edwards,president and CEO of EconomicDevelopment Corporation of Utah. “Iexpect we will see future growth in thisimportant segment of the informationtechnology sector in our state.”

C7 Data Centers, with venture capitalbacking from The Canopy Group, istaking advantage of the benefits of Utah’slow costs and disaster safe demographicto bring even more big brands to Utah.Capitalizing on its technologicalinnovation and operational experience,C7 manages and owns state-of-the-art,multi-tenant colocation data centers,providing a reliable place for companiesfrom the East and West Coasts to storetheir computer equipment and data.

“The Oracle, eBay and the NSA datacenters make CIO’s all over wonder whatis going on here. Utah really isn’t a placethat comes to mind when you think of alocation where you store your business’scritical data. Usually a company will justtry to find a multi-tenant facility close totheir corporate headquarters,” said MikeMaughan, director of marketing for C7Data Centers. “But when eBay builds adata center in Utah and announces thattheir operating costs for that facility are 50percent less than any of their other

facilities, companies take notice and realize

they should consider a facility in Utah.”

C7’s four Utah facilities provide some

300 companies a safe location for their IT

infrastructure with redundant connections

to power, internet and cooling. C7’s tier-3

downtown Salt Lake City data center,

which opened in 2006, is approximately

16,000 square feet. The company’s tier-3

Bluffdale location opened in fall 2010 with

65,000 square feet as Utah’s newest, state-

of-the-art data center facility. In Lindon,

C7 operates a tier-3 facility built in 2008

with more than 10,500 square feet. The

Orem data center facility is a 4,000 square

feet, tier-2 data center.

Emphasizing preventative mainte-

nance, C7 manages its facilities with

systematic inspections and detection of

potential failures. The company’s

dedicated facilities team performs daily

checks on all infrastructure systems,

weekly tests of failover mechanisms and

quarterly integrity inspections that

include specialized sensory equipment to

view the condition of concealed wiring.

“Ours is the Lamborghini of facilities,

compared to what a typical company will

do in house,” Maughan said. “Typically a

company can cut corners in the design of

their own facility in order to reduce costs

– but a multi-tenant data center provider

has to over-engineer their facilities to

ensure uptime guarantees for the most

demanding companies.”

Low energy costs, a stable local economy and a low geographic

risk of natural disasters make Utah an ideal location for datacenter facilities. The state’s reputation is helping to bring in

large data center facilities from giant brands such as Oracle, eBayand the National Security Agency. The fertile technologyenvironment and wealth of tech start-up companies, as well asUtah’s reputation for skiing and outdoor recreation, has earned thestate the moniker of Silicon Slopes.

continued on page 10


Disaster SafeC7’s data centers are located in

disaster-safe zones along the WasatchFront, one of the safest places in theUnited States. During the last 58 years,Utah has had only seven of 1,952Presidential Disaster Declarations inthe United States, according tofema.gov, the least of all the states.

With Utah being in the heart of theRocky Mountains, there is an impliedthreat of earthquakes. However, thegeology of the fault lines in the WasatchFront are the type where the tectonicplates pull apart, as opposed to pushingagainst each other or striking againsteach other. Therefore, the damage anearthquake would cause in the WasatchFront would be minimal. Additionally,C7’s facilities are built on solid bedrockand on high ground to further preventdamages caused by earthquakes, floodsor other natural events.

The power supplied to C7’s facilitiesis prioritized with the power companyso that in the event of a disaster, C7’sfacilities would receive power overresidential demands. In addition, thefacilities also draw power from twodistinct sub-stations and scrubs thepower for clean delivery.

SecurityEach facility is equipped with

strategically-placed security cameras, amember of the staff on hand 24/7 andelectronic key cards and five-fingerscanners for entry into the buildingsand data centers.

“Physical security is important.

When a customer moves their ITinfrastructure into your data centerfacility, they entrust you with a valuablepart of their business,” Maughan said.

Rigorous controls are used onfacility access, and the company’ssupport staff accompanies all vendorsand maintenance contractors that needaccess onto the data center floor. Mostcompanies place their equipmentwithin the confines of a lockable ‘rack’or ‘cabinet’. But for convenience,storage space and added security, somecompanies will lease floor space andput a cage around their equipment.

As an example of the critical natureof the data and IT infrastructure placedwithin a data center facility, somecompanies will go so far as to put ametal cage around a lockable cabinetwith their own surveillance systeminstalled to record any movement inand around their designated space.

Taking data center security to theextreme, some intelligence relatedorganizations even require a privatevault of 3-foot thick, blast resistant,reinforced concrete to place theirequipment. Other data center facilityproviders have converted old Cold Warmissile silos and bunkers into facilitiesthat were built to survive an indirect hitby an atomic bomb.

Keeping Costs DownBy maintaining strict operational

procedures and precautions, C7 is ableto keep its operating costs at aminimum. This oversight andefficiency also helps the company tobuild a reputation and grow its organiccustomer base. “You win the trust and

By theNumbers at

C7 Data Centers:

4Locations

throughout Utah

96,000Combined square footage

of facilities

300Customers

120KW of power delivered

to a single cabinet

10Gigabits of data

transferred per second

22n redundant power

and cooling

continued from page 9

Photos courtesy of C7 Data Centers


repeat business with your customers bynot going down,” said Dave Jenkins,senior vice president of marketingoperations at C7 Data Centers.

“C7 implements high efficiencytechnologies and controls in itsfacilities to keep costs down,” Jenkinssaid. At the company’s Lindon facility,C7 has created and implemented cost-saving technologies to make the mostuse of the computer room airconditioning (CRAC) units. Thesetechnologies allow the company toaccommodate more and more densecomputing platforms, allowing theircustomers to pack as much as theypossibly can into a single cabinet.

“There was enough foresight in thefacility design to handle the trend ofincreasingly dense computingenvironments,” Maughan said.

The CRAC units in the data centersare connected to variable frequencydrives (VFD) which allow for loadcontrol management and efficientenergy usage. The VFDs adjustautomatically based on the under floorpressure sensor data. The coolingsystems are redundant, and any failedcomponent can be exchanged quicklyand easily due to the modular-basedsystem, reducing service maintenanceinterruptions.

To reduce power costs, a proprietarycold aisle containment system, a domedsystem that directs cold air into theservers, is used. The cold aisles alsoincrease the life of the computerequipment it cools by evenlydistributing the cold air to all areas ofthe cabinet. When the hot air exits theservers, it is trapped and then directedto the CRAC intake. Raised floors areused to direct the cold air blowing outfrom the CRAC units into the coldaisle containment systems.

“The major goal of C7’s coolingsystem is to cool the equipment, andnot the whole room,”Maughan said. “Itis just done right. And because we areso efficient, we are able to compete onprice and win almost all of the time.”

Utah’s low power costs, almost halfof the cost of power in California, arealso beneficial to the data center.

NSA Moves Forward on$1.2 Billion Utah Data Center

The National Security Agency, acting as the executive agent for the Office of

the Director of National Intelligence, and the U.S. Army Corps of Engineersbroke ground in January on a $1.2 billion data center at Camp Williams.The

one million square-foot facility, 100,000 square feet is data center, is currently thesecond largest construction project in the nation and will bring between 5,000 and10,000 new jobs to Utah during the construction and development phase, accordingto Sen. Orrin Hatch, R-Utah.

The data center is one of several data centers, including Oracle, eBay,Twitter andMozy, locating in Utah. Other companies that are not solely data centers but havedata center components, including RBS and Adobe, are also moving to Utah. TheEconomic Development Corporation of Utah is working on at least six other datacenter projects in the state, said Brigham Mellor, research manager for EDCUtah.

Cheap power is the No. 1 reason these data centers come to Utah, Mellor said.Designed to support the Intelligence Community’s efforts to strengthen and protect

the nation’s cyber security, the data center will be state-of-the-art with a nerve center of100,000 square feet of climate-controlled computer space.The facility,built on 240 acresof Camp Williams property, will require a large investment in infrastructure toaccommodate the 65 megawatts of electricity needed for the computers.

“In an era when our nation and its allies are increasingly dependent on theintegrity of information and systems supported, transmitted or stored in cyberspace,it is essential that that space is as resilient and secure as possible,” said NSA DeputyDirector John C. Inglis.

Although data centers are an indicator of a state’s economy, these facilities do notbring a large number of jobs to the state, Mellor said. Data centers are beneficial tothe economy in other ways.These facilities have a lot of expensive equipment that istaxable by local municipalities. Some new jobs are created and a lot of money is spentduring the construction of these facilities, he said. This is apparent with theconstruction of the data center.

For the data center, the U.S. Army Corps of Engineers is the construction agentresponsible for handling the acquisition and contracting, design management andreview and project management. The main construction contract will be a jointventure between Balfour Beatty,DPR and Big-D Construction.The initial earthworkwas done by Kiewit Federal Group, Inc. Kiewit was also awarded the contract on theelectrical substations.The Utah Military Installation Development Authority will dothe planning, design and construction of utility infrastructure and has subcontractswith Bluffdale City, Stantec, Rocky Mountain Power and Wasatch Electric. UF



By partnering with Rocky MountainPower, which generates power locallythrough coal burning power plants,nuclear energy, natural gas and windenergy, C7 is able to keep its operatingcosts and its customer’s costs down.

RedundancyC7’s power deliver system has

multiple substations providing powerto their facilities, generators and batterybackup, true A and B components andfiltered power for smooth and cleandelivery. Data centers typically haveseveral layers of redundancy, ensuringuninterrupted power delivery. UPSbatteries and ATS systems are commonmethods of ensuring uninterruptedpower supply. These redundanciesensure that the data centers’ powersupply is continuous anduninterrupted.

The power grid whichsupplies C7 Data Centers isfed from two substations,located near Provo Canyonand Geneva Steel andpowered by RockyMountain Power. The fullyredundant power deliverynetwork has separate andindependent A and Bcomponents throughoutthe system, and in the eventof a loss of power, theredundant leg of powerensures uninterruptedpower delivery.

The company’s power deliverysystems are designed and implementedwith wrap-around, bypass functionalityto support preventative maintenance.The batteries, which are latestgeneration and eliminate problems ofvoltage drift and out of toleranceconditions, are inspected regularly andreplaced according to manufacturerrecommendations.Thermal scanning isperformed quarterly on all breakerpanels and transformers. Thegenerators, which provide additionalpower back up during possible powerfailures, are equipped with redundantcomponents and undergo weekly runtests, monthly Automatic TransferSwitch and data center load tests andsemi-annual load bank tests.

“Computing platforms arebecoming more power intensive ascompanies depend evermore on theirIT infrastructure as part of their

business processes,” according to the

C7 website. “Developing a redundant,

high density power delivery system

becomes increasingly critical for data

center growth and sustainability.”

Additionally, and for Internet

connectivity redundancy, C7 is carrier

neutral, purchasing bandwidth from

multiple tier 1 carriers, including

Verizon, Cogent Communications,

Level 3 Communications, XO Com-

munications, Integra Telecom and

Qwest. This redundancy minimizes

the possibility of Internet failure,

protecting C7 customers against loss

of data and revenue.

GrowthEfficient and modernized data

centers with increased density and

cooling capacity are in high demand

throughout the United States,

Maughan said. Many owners of data

centers are building new facilities

rather than updating old facilities. C7

is helping to satisfy the industry

demand for high-density data center

space with its most recent data center

in Bluffdale. This facility is equipped

with 40,000 square feet of 36-inch

raised floor, a high level of security and

reliability, unique cold row cooling and

a fully monitored, fault-tolerant

HVAC system.

“We are growing so fast right now,”

Maughan said. “It is a great time to be

in the data center business.” UF



T he Performance Based Studies

Research Group (PBSRG) hasbeen studying the delivery of

services to owners/clients/buyers since1994. The technology is called the bestvalue Performance InformationProcurement System (PIPS) and thePerformance Information RiskManagement System (PIRMS) and isbased on the Information MeasurementTheory (IMT).

The majority of testing occurred inthe construction industry. Since 2007,Arizona State University, under thedirection of Ray Jensen and procurementdirector John Riley, allowed the testingof best value PIPS on non-constructionservices. From 2007, ASU, proceeded touse PIPS on the delivery of their foodservices, the sports marketing, theirdocument control, the outsourcing of

their IT networking services, longdistance education and help deskservices. From the first three contracts,the vendors identified the value of thenew best value processes at $100 millionover the next 10 years (difference in therevenues that ASU will receive over thenext 10 years that is written into the bestvalue contracts).

Another dominant test has been withthe General Services Administration(GSA) in the heartland region (KansasCity). They have a four-year plan($800,000 grant) to implement the bestvalue PIPS system into the GSAsystem. Their interest is peaked by the:

• Measurement of performance anddeviations on every project.

• The ability to accurately measuretheir entire organization’sperformance using vendor riskinformation.

• The ability to minimize projectcost and time deviation.

• The potential to increase theirdelivery of projects with 10 timesthe efficiency.

The University of Minnesota hasbeen using best value PIPS for the pastfive years. As a result of their

performance, Minnesota changed theirlaw to deliver construction using thebest value PIPS methodology. Fiveother government entities inMinnesota are now testing the process.

A federal organization has beentesting best value PIPS for the longestperiod of time. Without addressing theprocurement of the service, it has used

the deductive logic to motivatecontractors to do the following:

• Pre-plan to manage and minimizerisk.

• Assist the governmentparticipants in the project to beaccountable, doing the rightthings at the right time.

• Have a plan (in terms ofperformance and time), help thegovernment to do things in theright order and time anddocument the source of any costand time deviations on theproject.

• Project cost deviation has beenminimized by 50 percent byknowing the 10 riskiest projectsweekly, of 300 projects at 26different sites, with a budget ofmore than $300 million.

The Western States ContractingAssociation (WSCA), of whichArizona is a member, has sponsoredtests with the states of Idaho, Alaskaand Oregon. They include a $200million ERP system procurement, a$30 million DMV system for theIdaho Department of Transportation(IDT) and a test to purchase a softwarepackage for the Oregon facilities group.

PBSRG has also had aninternational reach as the Dutchnational government is running thelargest best value PIPS test (deliveringone billion Euro value critical highwayrenovations). Best value PIPS tests inall industries has resulted in hugeefficiencies and value for thebuyer/clients. PBSRG is also ready toassist the largest and most influentialcontractor/developer entity inMalaysia, who wants to integrate theirentire supply chain, from thedevelopment to the maintaining of theproperties. PBSRG has also run tests inGaborone, Botswana, in the southernsection of Africa. The next countrywhich will test PIPS/PIRMS is


Model Puts Vendors in Chargeof Facilities ManagementBy Dean Kashiwagi

Performance InformationProcurement System:

What makes the technology lucrative to owners/buyers of services?

• 98 percent of more than 700tests (1994-2010) have highcustomer satisfaction,no vendor created cost or timedeviation, and are delivered ata low cost.

• Minimizes up to 90 percent ofthe client project and riskmanagement transactions.

• Client does not need to know theexact product/system/solutionthey are looking for, they justneed to know what they thinkthey want.

• Vendors make up to 100 percentmore profit, but deliver it at alower cost.

• Value and performance increase,and cost and risk decrease.


Canada, as the University of Albertawill be implementing and testing PIPS.

The PIPS/PIRMS technology(processes, use of performanceinformation and deductive logic) islicensed through AZ Tech, thetechnology licensing arm of ArizonaState University. PIPS and PIRMS isdifferent from all traditional projectdelivery systems due to the following:

• It minimizes the management,direction and control of the buyer’sorganization on the vendors.

• It minimizes the communication,documentation and paperwork.

• It proposes that the vendor is theexpert and should know what theend product is, why it is requiredand how it will be delivered.

• It proposes that expert vendorscan see the delivery of the servicefrom beginning to the end,regardless of the perceivedtechnical complexity, and canbreak it down into simple tasksthat the client can understand.

• Creates transparency so the clientcan quickly identify which vendorscan perform and which cannot.

PIPS/PIRMS works because it alignsexpert resources against requirements. Itmotivates the vendor to think in the bestinterest of the client, and at the same timemaximizes the vendor’s profits. Lessonslearned from 16 years of testing best valuePIPS include: buying on price is a “blindman’s game,”a high performer can alwaysdeliver a better value and the client is hisown worst enemy because they cannot tellthe difference between good and badvendors, and they try to bring the highperforming vendors risk by arbitrarilytrying to get them to reduce their price.

Dean T. Kashiwagi,professor and director ofPerformance BasedStudies Research Groupat Arizona StateUniversity, is an expertin optimizing the

delivery of construction and other servicesusing performance information. UF

vendor relations


Oftentimes, contractors or

subcontractors get paid andthereafter become insolvent

without paying downstreamsubcontractors. This often leads tomechanics’ liens against the projectfrom unpaid subcontractors who canforce the owner to pay twice for labor,services, materials or equipment. Thefollowing are proven strategies that canhelp Utah building owners avoidpaying twice for services.

Obtain a Payment BondUtah law requires an owner to

obtain a payment bond from thecontractor before entering into aprivate commercial contract with aprice exceeding $50,000 for theconstruction, alteration, or repair of anybuilding, structure or improvement.The bond must be in the amount of theoriginal contract price.

The purpose of a bond is to protectsubcontractors from nonpayment. Ifthe contractor or a subcontractor failsto pay a downstream subcontractor, theunpaid subcontractor may make aclaim against the bond. If thesubcontractor is successful, the suretywho issued the bond will be required topay the subcontractor for its workinstead of the owner paying twice.

Also, a bond provides at least twoless obvious benefits. First, a contractorwho provides a bond may be moremotivated to ensure that subcontractorsare paid so as to avoid claims against itsbond. Second, while a bond does notprevent mechanics’ liens from beingfiled, it is typically easier for an unpaidsubcontractor to collect money on abond claim than a mechanics’ lienclaim. So, a bond may reducemechanics’ lien claims.

Nevertheless, some owners choosenot to obtain a bond, concluding thatthe cost of obtaining one outweighs the

risk. After all, the cost of a bond isnormally passed along to the owner.The risk for an owner who fails toobtain a bond is direct liability tounpaid subcontractors.

Use the State ConstructionRegistry

Utah’s State Construction Registry(SCR) is an online “bulletin board”designed to help keep owners informedof all subcontractors on their projects.Through the SCR, owners have accessto a “list” of all subcontractors who areexpecting payment and can take actionto make sure they are paid. Thefollowing is a general overview of theSCR. (For further details, visitwww.scr.utah.gov.)

Within 15 days of the issuance ofthe building permit or commencementof the work on the project, a Notice ofCommencement must be filed on theSCR. The Notice of Commencementstarts the “list” for the project. TheNotice of Commencement is typicallyfiled by the building department whenissuing a permit for the project. It mayalso be filed by the contractor or owner.If a Notice of Commencement is notfiled in a timely manner, in properform, it is invalid. This would result inthe “list” never getting started for theproject.

If a valid Notice of Commencementis filed, subcontractors who desire topreserve a mechanics’ lien and paymentbond claim rights must file aPreliminary Notice within 20 days oftheir first work. The PreliminaryNotice gets subcontractors on the “list.”A late Preliminary Notice may be valid,but may not cover all work. Asubcontractor who is required to butfails to file a valid Preliminary Notice isprecluded from making a mechanics’lien or bond claim.

At the conclusion of a project, the

owner, contractor, lender, surety or titlecompany may file a Notice ofCompletion upon the issuance of apermanent certificate of occupancy. Ifno permanent certificate of occupancyis issued, then upon final inspection. Ifno final inspection is required, thenupon substantial completion. A Noticeof Completion benefits the owner byshortening the time for filingPreliminary Notices and mechanics’liens. These shortened time periodsmay reduce claims.

The SCR is a valuable tool. Use it.Before making payments, the ownershould check the “list” to see whichsubcontractors have filed PreliminaryNotices. The owner should makecertain that those subcontractors arepaid for their work to avoid mechanics’liens that may result in the ownerpaying twice.

Issue Joint ChecksJoint checks are commonly used in

the construction industry. A jointcheck, sometimes referred to as a “twoparty” check, is payable to two parties.The checks are made payable jointly tothe contractor and the subcontractor.For the check to be cashed, both partiesmust endorse the check. By issuingjoint checks, the owner makes sure thatall subcontractors are paid for theirwork to avoid mechanics’ liens whichmay result in the owner paying twice.

Require Lien WaiversAlong with joint checks, an owner

should require conditional lien waiversas a precondition to making progresspayments and unconditional lienwaivers as a precondition to makingfinal payments. Some owners use lienwaiver forms. Others use restrictive lienwaiver endorsements on their checks.Owners who use restrictiveendorsements should use the following

Payment Bonds, Joint Checks can Help BuildingOwners Avoid Paying TwiceBy Jason H. Robinson

real estate law


language required by Utah Codesection 38-1-39: “This check is aprogress/final payment for propertydescribed on this check sufficient foridentification. Endorsement of thischeck is an acknowledgment by theendorser that the waiver and release towhich the payment applies is effectiveto the extent provided in Utah CodeAnn. Subsection 38-1-39(4)(b) or (c)respectively.”

An ounce of prevention really isworth a pound of cure. By using thesestrategies, Utah building owners canreduce the risk of paying twice.

Jason H. Robinson is ashareholder at the lawfirm of Babcock, Scott& Babcock, P.C. in SaltLake City, where hepractices constructionlaw. He may be at

801.531.7000 [email protected]. UF


F ive commercial buildings were recognized as being the best

in Utah’s commercial building industry with The 2011Outstanding Building of the Year Awards, an annual

program sponsored by the Building Owners and ManagersAssociation of Utah. The TOBYs recognize quality in buildingsand excellence in building management, according to BOMAInternational. The TOBY is considered the most prestigious andcomprehensive program of its kind in commercial real estate, saidBOMA Utah President Jim Derrick.

“The TOBYs really help managers focus on gettingeverything organized and helps get their building the recognitionthat it deserves,” said Renee Schmid, 2011 BOMA Utah TOBYchair and property manager at Roderick Enterprises. “Those whoenter their buildings into the TOBYs deserve to have theirbuildings showcased. It separates their buildings from the rest ofthe buildings in Utah.”

Winners of the TOBYs are determined through a judgingprocess established by BOMA International. “During thecompetitions, all facets of a building’s operations are thoroughlyevaluated. Buildings are judged on everything from communityinvolvement and site management to environmental and ‘green’policies and procedures,” according to TOBYAwards.org. Judgesalso consider tenant relations programs, emergency preparedness,security standards and continuing education for buildingpersonnel.

BOMA Utah TOBY winners were announced during anaward ceremony held on Thursday, Feb. 10, at the Grand AmericaHotel. Although there are 13 different categories in the TOBY

competition, only five categories were recognized during the 2011BOMA Utah TOBYs. Each of the five building entrants weredeemed winners, scoring 70 percent or greater under the judgingcriteria set by BOMA International. The outstanding buildingsof 2011 are the Renaissance Medical Center, Ninigret X andNinigret XI, South Towne Corporate Center, EdgewaterCorporate Park and the Kearns Building.

Four of the five buildings which received awards are managedby CB Richard Ellis. The other building, the Kearns Building, ismanaged by Hines.

All of the buildings are managed by well-organized andefficient property managers, said Schmid. “The managers whoenter their buildings are top-notch property managers whomanage a top-notch property because of their skills and abilities.”

Although pleased with the participants in the 2011competition, the BOMA Utah TOBY committee hopes to seemore participants in the competition for the 2012 TOBYs,Schmid said.

“I really want to encourage property managers in Utah to getinvolved in BOMA and get their buildings ready to be enteredinto the upcoming 2012 competition,” Schmid said. “I think theTOBYs are great publicity for the building and propertymanagers and the owners. And in today’s environment, I thinkevery building owner needs to be doing everything they possiblycan to get their building fully marketed and fully leased.”

The winners of the 2011 BOMA Utah TOBYs will advanceto the regional competition. Buildings that are recognized on aregional level will be eligible to compete at the international level.

For the third consecutive year, the Kearns Building has earned the Historical Building Award in the BOMA Utah TOBYs. Twicethe building has been recognized on a regional level. The management team’s efforts have also earned the building theBOMA 360 Designation in 2010 as well as the Energy Star Award every year since 2001. Sights are set this year on anInternational TOBY Award. “We are giving it our all,” said Lorrie Ostlind, the building manager at the Kearns Building. Built in 1911, the Kearns Building has a concrete, steel, stone, granite and brick veneerfoundation. True to its classic Sullivanesque style, its facade is heavy enamel glaze with lightcream terra cotta, boldly projecting cornices and arched windows. The lobby is decoratedwith floor-to-ceiling white marble wainscoting that reaches the second floor via a grandiosestairwell. Restored in 1989, the Kearns Building offers a modernized office space with ahistorical flare. “Kearns has the charm and beauty of a treasured old jewel box with the comfort of modernamenities, along with the highest accountability to energy efficiency,” said Ostlind.Amenities on the property include a tenant break room, restaurant, private club andabundant parking. The building’s location offers easy accessibility to the light rail system,local and national banks, retail stores, art galleries and museums. The engineers and cleaning staff work continually to ensure the building is operatingefficiently and that its cleanliness is maintained, said Ostlind.“The owners give us the ability to take good care of the tenants and the building,” saidOstlind. “The dedication of the staff is really what makes a difference here. They take a lotof pride in how the building runs and the appearance of the building.”

The Kearns Building136 S. Main, Salt Lake CityThe Kearns Building136 S. Main, Salt Lake City

Category: Historical Building

Year Complete: 1911

Owner: Hines

Management Company: Hines

Building Manager: Lorrie Ostlind, Property Manager

Team Members: Ginny Kholm, Assistant Manager;Dean Trujillo, Engineering Manager; Brandon Scroggins, Engineer; Dusty Harris, Asset Manager

Square Feet: 168,000

<<


Ninigret X and XI were built with 12-inch raised floors that house the electrical and communication systems andwiring, allowing for immediate, low-cost and easy access to tenant systems. The twin office buildings, eachapproximately 93,000 square feet, have four above-ground floors each with every floor equipped with twomechanical rooms and two restrooms. These unique features and others in the building were factors in enteringthe building into the TOBY Awards.

“They are beautiful, Class A buildings,” said Helen Smith, building manager for the Ninigret buildings. “We feltour buildings were worthy of a TOBY and decided to enter them into the competition.”

The Ninigret buildings each have two passenger elevators, one freight elevatorand mechanical and electrical rooms. The buildings have identical exteriorfacades of insulation finish system, with steel exterior accent columns, pitchedstanding seam metal roofs and aluminum framed tinted dual-paned insulativevision glass and single pane spandrel glass. The areas around the buildings andthe parking lot islands are fully landscaped. Pole lights, wall packs and sidewalklighting are used outside the buildings for maximum safety and aesthetic appeal.

Ninigret X is leased entirely by one tenant. Ninigret XI is a multi-tenant buildingthat is 99 percent occupied.

Ninigret X, Ninigret XI1991 S. 4650 West and 4750 W. 2100 South, West Valley City

Ninigret X, Ninigret XI1991 S. 4650 West and 4750 W. 2100 South, West Valley City


<<

The recent physical improvements, remodeled lobbies, repaired parkingstructure and upgraded tenant spaces, and newly implementedmanagement practices at SouthTowne Corporate Center gave themaintenance and management staff as well as the owner of the building,KBS Realty Advisors, reason to showcase the buildings in the TOBYawards.

“Anyone can tour the buildings and see that they are both beautiful andwell-maintained, but the TOBY judging delves far deeper into what isrequired to truly operate a building as best-in-class,” said Gary Coker,the building manager at SouthTowne Corporate Center. “We wereconfident that we had met the high standards for property managementexpected for a TOBY Award and were excited to have the property and ourpractices evaluated relative to our competition.”

The two, six-story buildings have granite facades, granite floors, high-grade carpet, marble slab walls and natural wood trim. Each building isserviced with a bank of three elevators, with cabs that are finished with

high-grade carpet, granite tile trim and natural wood paneling. The restrooms have ceramic tile floors and walls, withgranite 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 usethe same hot water boiler system that heats the building.

Building 150 is unique in that it was originally leased to a national securities brokerage, housing one of their large datacenters, requiring it to have significant, above-standard systems to address the critical nature of the site at the time, Cokersaid. The facility has two separate electricity feeds from separate substations to two independent transformers, a 16,000KVA diesel generator (sized to supply power to the entire building and fed by an 8,000 gallon diesel storage tank) plustwo independent 600 KVA UPS systems, which were originally tied to the data center. These systems have beenmaintained and are available to all tenants, Coker said.

South Towne Corporate Center offers several tenant programs, including an annual summer tenant appreciation event, giftcard raffles, holiday gift baskets and a Valentine’s Day cookie party. The management staff offers a fire and life safetyprogram and distributes memos and newsletters regarding building repairs, window cleaning, etc. Tenant amenitiesinclude on-site management, 24-hour access to tenant suites, ample parking, drop boxes for mail and packages, privateshower and locker room and an on-site security officer and day porter.


Category: Suburban Office Park(Mid-Rise)

Year Complete: 1999, 2006

Owner: KBS Realty Advisors

Management Company: CB Richard Ellis

Manager: Gary Coker,Managing Director

Team Members:Kathy Hubbard, Assistant Real EstateManager; Scott Winterowd, ChiefBuilding Engineer

Square Feet: 124,000 Each

Category: Suburban Office Park(Low-Rise)

Year Complete: 1999, 2000

Owner: A&B Properties, Inc.

Management Company:CB Richard Ellis

Building Manager: Helen Smith,Real Estate Manager

Team Members: Jason Hartley,Engineer; Renee Nordlund,Tenant Services Coordinator

Square Feet: 93,000 Each

SouthTowne Corporate Center150 and 200 West Civic Center Drive, Sandy

SouthTowne Corporate Center150 and 200 West Civic Center Drive, Sandy

<<

The two, five-story buildings at Edgewater Corporate Park, constructed in 1982, have undergone significant renovationssince 2005 to update the property and increase the occupancy level, which is currently at 97 percent. Lobbies, restroomsand elevator cabs were completely remodeled and modernized. The exterior of the building was upgraded with newsignage, drought tolerant landscaping, concrete parking structure reinforcements and repairs,glass replacement, exterior elastromeric paint and a new roof on the south tower.

Justin Farnsworth, the building manager at Edgewater, entered the buildings into the TOBYawards to showcase the management team and the building and its recent improvements.

The Edgewater buildings are 100,000 square feet each with a single story 7,100 square feetbuilding of retail and restaurant space in each building. Designed for high occupancy businesses,the office towers were constructed using post-tension concrete decks, poured-in-place columnsand glass curtain walls. Amenities in the building include a backup generator for the north tower,fiber optic connectivity, 1,600 amp electrical services for each building and covered parking.

Additionally, “We have made extensive use of low- and no-cost energy saving solutions to improvethe Energy Star rating from an average of 56 to 70, just by optimizing the systems,” Farnsworthsaid. “You don’t have to spend hundreds of thousands of dollars to optimize your building.”

The improvements and consistent maintenance to the buildings helped to increase theoccupancy level at Edgewater. Tenants now include Sutter Health, Strayer University andC3/CustomerContactChannels.


<<Edgewater Corporate Park

5215 and 5225 Willey Post Way, Salt Lake CityEdgewater Corporate Park

5215 and 5225 Willey Post Way, Salt Lake City

<<

Renaissance Medical Centre1551 Renaissance Town Drive, Bountiful

Renaissance Medical Centre1551 Renaissance Town Drive, Bountiful


The five-story Renaissance Medical Centre, the only facility of its kind in Bountiful that is not directly adjacent to ahospital, was built in 2004 to provide an alternative place for hospital surgery at reduced costs. The planning anddevelopment of the building was largely guided by doctors and physicians. Currently, the Centre is just less than 90percent leased, with 23,000 square feet occupied by MountainWest Surgical Center.

With a granite concrete facade, an energy-efficient roof, granite floors, stainless steel elevators banks and drinkingfountains and other high-end finishes, Emily Koon, real estate manager at the Renaissance Medical Centre, called theproperty one of the premier medical facilities in the Bountiful area. Exam rooms feature plumbing and lighting finishesunique to each medical practice. Restrooms have granite counter-tops and tile flooring and Zurn manufactured sensor-

operated, battery-powered lavatory faucets and flushometers. Tenants and theirpatients have access to an adjacent parking garage, with nearly 500 parking spaces.

“It is a beautiful medical building with a very modern feel to it,” Koon said. “It is agreat place for doctors to go to work every day.”

Electricity in the building is metered separately for each suite and is tracked usingMetasys, an HVAC energy management system. The HVAC distribution system usesthree Bryan boilers, two cooling towers and two air handlers. A Quickstart EST firealarm panel, smoke guard elevator screen protectors on the three elevators, magneticand sensor sprinklers and a 24-hour alarm monitor are all part of the fire and lifesafety systems in the building. An emergency generator, owned by the Surgical Center,is also located on the site.

Focusing on sustainability, the use of common area lighting is reduced after-hours, therestroom lighting is on sensors, and common area lighting is recycled through AirCycle.Air filters on the HVAC system are changed at least quarterly to improve indoor airquality. The janitorial company uses green cleaning products wherever possible. In2011, management will push to focus on more sustainable recycling practices.

The Renaissance Medical Centre is part of a larger, mixed-use development planned tohave retail, entertainment, office, residential and healthcare properties in one location.

Category: Medical Office Building

Year Complete: 2004

Owner: Healthcare Trust of America (HTA)

Management Company: CB Richard Ellis

Building Manager: Emily Koon, Real Estate Manager

Team Members: Chris Broadhead, Building Engineer; Kathleen Kelly, Administrative Assistant


Category: 100,000 – 250,000 Square Feet

Year Complete: 1982

Owner: Cawley Partners

Management Company:CB Richard Ellis

Building Manager: Justin Farnsworth, Real Estate Manager

Team Members:Richard Blanchard, Chief BuildingEngineer; Renee Nordlund, TenantServices Coordinator


Photo courtesy CB Richard Ellis

The migrating barn or cliff

swallows are one of natures most

beautiful and graceful fliers.

They are colorful fliers with a rust belly,

red breast and throat, blue-black upper

parts and pointed wings. Fast flying, the

barn or cliff swallow can be found

hunting for insects as it swoops and

darts over Utah’s lakes, ponds, fields and

golf courses. These birds arrive in the

spring, usually around mid- to late-

April, and leave in the fall, sometime in

early September.

When nature’s insect hunter, the

swallow, comes into contact with man

problems arise. The barn swallows build

their nests out of mud and sometimes

build their nests on buildings. It

probably wouldn’t be so bad, except the

barn swallow doesn’t travel alone.These

birds arrive in colonies and use the

buddy system to build thousands of mud

nests under eves and ledges. They bring

with them ticks, bed bugs and parasites.

And the sheer numbers of these birds

can be destructive and a nuisance to

tenants, guests and building owners.

Building owners do have options in

preventing swallows from nesting in

and on their buildings.

The first line of defense against

swallows is to install a net.The material

best used is 3/4 inch stealth netting in a

color that matches the decor of the

building. Use a cable system to attach

the netting at a 45 percent angle from

the outside eve to the building. The

protection of the overhang must be

excluded to deter the barn swallows

from building their nests on the

building.

Owners can also use a product called

Bird Slide that serves to exclude the

protection of the ledge or eve from nest

building. Bird Slide is a plastic material

with a smooth surface built to keep

larger birds off ledges. It can be used

upside down under an eve or sign to

exclude the barn swallow.

The best time to place netting or

exclusion material is prior to their

arrival, in March or early April, or after

their departure of the colony, in late

September.

Most other products are not

effective. Scare devices, sticky

substances, traps and electronics have

little to no effect on these common

pests.

Also, keep in mind, the barn swallow

is federally protected. You can not use

lethal means to control them, and once

their nests are fully built (approximately

48 hours), the nest can not legally be

knocked down.

Edward Tallerico is the corporate

accounts manager for 5Star Family of

Services, Inc. He can be reached at

801.706.7378. AF

Barn Swallows’Nesting can bePreventedBy Edward Tallerico


Discrete Stealth Netting attached to the eves and underneaththe boat house restaurant to prevent swallows from nesting.


The downturn in the economy

has forced many companies and

organizations to make some

tough choices in spending cutbacks. A

common place to cut back is outside

vendors who perform maintenance.

This strategy needs to be looked at

more closely.

The comfort of tenants, air quality,

proper ventilation, cooling for

processes and efficient HVAC

equipment operation is critical to the

success of facilities operations. When

things are humming along, it seems

prudent to cut back on maintenance.

However, equipment is usually running

efficiently due to the investment in

maintenance of the equipment.

A new strategy is to run equipment

to failure and fix it if it breaks, with the

thought that delaying any cash outlays

for as long as possible is a good policy.

As with any mechanical system, this is

costly and usually untimely. This kind

of stress on equipment shortens the life

and affects the operation and efficiency.

Although utility costs in Utah are

among the nations lowest, it is still a

significant expense to hinder the

efficiency of equipment. And spending

more because of poorly maintained

equipment is just one of the hidden

costs of curtailed maintenance.

Many organizations have looked at

having current, in-house staff

personnel take over the maintenance of

HVAC equipment. Although nice in

theory, it puts a lot of stress and added

responsibility to already thin resources.

Without proper training and

experience, asking untrained staff to do

additional HVAC tasks is like asking a

car mechanic to repair diesel trucks

since they are both vehicles.

Another trend has been the entrance

of residential contractors into the

commercial marketplace. The housing

market has been soft for a number of

years, and in an effort to survive, many

companies have claimed to provide

service for commercial equipment but

only have residential equipment history.

The low price usually is an indication

that they are not familiar with what

resources it will take to handle

sophisticated equipment. No one wants

to be taken advantage of, but having

inexperienced or unqualified personnel

work on one of your largest investments

is like turning the keys of a car over to a

small child who has ridden in a car.

A large food and supplement

manufacturer cut back on preventative

maintenance for several years due to a

downturn in sales. When they started

to regularly maintain their equipment

again, they realized a 10 percent repair

savings the first year and a 46 percent

savings the second year. They also were

able to extend the life of their existing

equipment several years, thus delaying

capital expenditures.

If cutting back on HVAC

preventative maintenance is on your

budget agenda, please consider the

short- and long-term costs. The

sweetness of a low price is soon

forgotten with poor performance and

increased operating cost.

Jim Woodard is sales manager for CCI

Mechanical, Inc., a 50-year-old, locally

owned and operated, full-service design

build mechanical contractor. Jim can be

reached at 801.973.1260. UF

Deferring HVAC Maintenancehas Hidden CostsBy Jim Woodard

hvac


One Utah mall is celebrating

its 40th birthday with afacelift aimed at boosting the

area’s economy. The new owner ofValley Fair Mall, Satterfield HelmManagement, Inc., is hoping to utilizethe mall’s prime location at the cornerof I-215 and 3500 South to make theshopping center a gateway to WestValley City. The city’s governmentseems to agree.

“West Valley City has been wantingthis for a long time,” said SatterfieldHelm’s Vice President and newGeneral Manager Jonny Arbuckle.The mall’s expansion has led toconversations about possible housingor retail additions that would benefitfrom the nearby TRAX stationscheduled to open August 2011. “Thisis something of the catalyst for the restof the city’s vision to create arecognizable downtown that welcomespeople into the city.”

Making the UpgradeWhen Satterfield Helm took over

Valley Fair, they knew the mall wouldneed some upgrades to get people backto the shopping center.

Shopping malls need to offer a newexperience to their customers every 10to 15 years, often times throughrenovations or additional space, Spencersaid. New customers are attracted by

change and new stores. Remodels andadditional stores also increase theproperty value, in turn justifyingmanagement asking more in rent.

Five new buildings, includingCostco and four new restaurants,including Olive Garden, wereconstructed during the first phase ofthe mall renovation, which began inApril 2008. The restaurants haveserved to retrain customer’s habits, asArbuckle puts it.

“There was a need for food with thedaytime population in the area,”Arbuckle said. Once people startedcoming for lunch, they beganexploring the mall’s other offerings.

The second phase incorporated afacelift for the entrance and theaddition of a town center, now popularin mall additions, which includesattractive seating areas and with threeinteractive fountains. Phase onebrought customers into the area; phasetwo has kept them coming back formore, Arbuckle said.

“Anytime you’re getting people tothe site, it’s great. But phase two wasdefinitely a better impact to the mallitself,” Arbuckle said.

Working with TenantsRevitalizing an existing facility

offers different challenges thanbuilding a new mall from scratch.

Keeping existing tenants and their

customers happy during the process

can be one of the more difficult

challenges. The general contractor

selected for the task, R&O

Construction, wanted to impact

tenants as little as possible during the

renovation. But it was necessary to

block off large sections of the building

and the parking lot during

construction. The contractor also had

to deal with the construction of TRAX

across the street. And utilities had to

be temporarily shut off at times.

“Any time you’re adding 100,000

feet that’s centered around the front of

the mall, people are going to notice,”

Arbuckle said.

To minimize the negative impact of

construction delays, R&O put one

person on site to improve relations with

existing tenants. This correspondent

was responsible for letting tenants

know when their services or access

points might be affected.

“Knowing their expectations up

Valley Fair Mall Increases Revenue,Leasing Space with RenovationBy Jacob Fullmer

Valley Fair MallBy the Numbers

$30,000 – $60,000:Average annual snow removal cost

126: Tenants

100,000 square feet:New or remodeled square footage

1.1 million:Expected total square footage

General Contractor:R&O Construction

Subcontractors:Hawk Electrical

Ron J. Peterson ConstructionSkyline Insulation

front is the main thing,” said R&Omarketing director, Barbara Taylor. “Itmade the tenants feel like they wereincluded in all of the construction.”

Optimizing SpaceRe-purposing the layout of the

storerooms was a major challenge forthe contractor. Designed in the 1960s,each store space was deeper thanmodern design and current space layoutneeds required. Most stores only usedthe first 80 feet for display, with largestorage rooms in the back. SatterfieldHelm moved those walls, which dividedthe display space from the storagerooms, further in, using the extra spaceto build out and add additional storefronts on the exterior of the mall.

“Overnight we built a barricade anddid the demolition right behindthem,” Arbuckle said. The demolitionresulted in a little noise. But the walls,along with the electrical panels, weremoved accordingly. “They felt it, but Ithink we handled it very well.”

Working Through the EconomyThough the construction was seen,

heard and felt at times, mall owners feelthe update was necessary for business.

“It’s part of the birthing process. It’spainful while you do it, but people haveshort memories,” said Arbuckle. With

two phases complete, Arbuckle hopes

people will remember the double-digit

sales seen during the recent holiday

season as the company moves forward

on the other phases of the project.

The new Valley Fair Mall totals

850,000 leasable square feet.The mall is

currently 84 percent leased with 126

tenants. The now empty Mervyns

makes up a large portion of the vacant

space. Filling that space with a tenant

would bring the building up to 94

percent occupancy. Once the entire

project has been completed, Valley Fair

Mall will boast around 1.1 million

leasable square feet.

Cost SavingsWith a lot of money going into the

renovation of the mall, Arbuckle and

his team are looking for ways to save

money on the operations of the

facility. They plan to join a savings

program with Rocky Mountain Power

that rewards businesses for using

energy efficient practices. They’re

waiting until the construction is

complete to make the move since the

expected out-of-pocket expense will

be $100,000. After the investment, the

expense will pay for itself in three

years. And for a company that keeps

the lights on from 6 a.m. to 10 p.m.

every day except New Year’s and

Christmas, it’s an investment worth

making, Arbuckle said. UF


Photos courtesy of Kevin Conde and Kevin Nash


Property managers know in crisis

contingency planning, the three

most important considerations

read like this: Preparation, preparation,

preparation!

The golden rule of sound crisis

management has been proven time and

time again. Preparing for the

possibility of a natural or man-made

property disaster is critical. A crisis

only becomes a catastrophe when

people are not prepared. Planning

thoroughly and effectively for a crisis

is, more often than not, surprisingly

low on the priority list. A property

manager is responsible to have a plan

in place before a crisis develops.

Most people don’t realize how often

disasters happen. Disaster cleaning

companies encounter approximately

1,000 disaster jobs every year. Few

companies have diligently prepared for

these unexpected crisis. Not being

prepared for a disaster is a lesson that

only needs to be learned once. In the

worst-case scenario, not being

prepared could result in a company

going out of business in a matter of

weeks. In short, an unpredictable crisis

can turn into an avoidable catastrophe.

This state of affairs is particularly

distressing in light of the fact that

thorough planning for a crisis is not

difficult or complicated – nor does

preparing a plan take a great deal of

time.

Following are 10 steps property

managers can follow to prepare for a

disaster:

1. Ensure that all vendor phone

numbers and home numbers of key

personnel are kept up to date.

2. Delegate crisis responsibility.

Assign specific duties in areas like

public relations, assistance of

disabled persons, building

evacuation, power and other utility

shutoff and cardiopulmonary

resuscitation. Review these

responsibilities with appropriate

individuals in each department of

the organization on a regular basis.

3. Continually update awareness of

use of space in terms of hazardous

materials and unusual electrical

and/or plumbing usage.

4. Diligently monitor the operation of

all safety systems, including

sprinklers, utilities and security.

5. Keep an accurate copy of all

building blueprints. Ensure that

blueprints show locations of all

mechanical equipment, elevators,

stairwells and roof access, land

pipes, water and utility shutoffs and

emergency generators.

6. Maintain a full set of building keys

for police and fire personnel use

upon their arrival at the scene.

Make sure each key is clearly

tagged or marked.

7. Keep insurance information up to

date, including names of insurers

and brokers, policy numbers,

coverage limits and deductibles. All

necessary documentation should be

maintained off-site. It simply won’t

help if it has gone up in flames.

8. Create and maintain an up-to-date

relation plan in the event the

company needs to use temporary

quarters during the restoration

period.

9. Develop a well thought out and

workable evacuation plan. Clearly

post evacuation routes in the

building’s common areas and

individual spaces. Hold regularly

scheduled fire drills.

10. Keep an updated list of crisis

phone numbers for plumbers,

electricians, elevator contractors,

security guard services and a

reputable disaster restoration

contractor. Take particular care in

selecting a disaster restoration

contractor, ensuring the selected

vendor is capable of handling

whatever might occur in a crisis.

Be satisfied that one phone call

will put you in touch with a full-

service company offering prompt

24-hour emergency response by

expert technicians trained in

building restoration and the

management of hazardous

materials, as well as engineers,

environmental scientists and

geologists.

Taking these steps is akin to

preparing for anti-theft or installing

alarm systems. Preventative

preparation is highly promoted by the

insurance industry and often results in

significant reductions in premiums.

Being prepared can significantly

reduce the financial impact of any loss

as a result of a crisis. Property

managers can offer valuable guidance

and assistance to tenants in developing

their crisis contingency plan. If you

take the time to prepare, prepare,

prepare, you will be thanked, thanked,

thanked.

Jill Rasmussen and her husband, Roger

Rasmussen, are co-owners of All Pro

Cleaning, a janitorial building service

offering water damage and restoration

services, carpet and upholstery cleaning,

tile and grout cleaning and air duct

cleaning. Contact them at

801.330.8585. UF

Prepare for Disaster Now to Avoida Crisis in the FutureBy Jill Rasmussen

disaster preparedness



Formerly the Salt Lake City

Library and then home of theHansen Planetarium, the new

O.C. Tanner flagship store features aninterior circular staircase and exteriorwall etchings in glass with a customfinished stainless steel surrounddepicting the history of the building, aportrait of Obert C. Tanner and aconstellation.

ConstructionBig-D Construction contracted

with LCG Facades to assist in thedesign, engineering and installation ofthese unique project features, whichwere developed by the architect, MJSA.

The details for the construction of asteel moment frame ladder truss werecarefully planned out by MJSA. Then,various suppliers were guided throughthe process of designing the stainlesssteel surround that met the demandingarchitectural criteria set by MJSA.

During the early design phase, manychanges and alterations were necessaryto meet the specific visions of thearchitect. For instance, no caulkingjoints were to be exposed on the exteriorstainless steel, yet the surround was tomanage water, not simply let it run offof the edge.The steel ladder truss could

not be anchored at the base but neededto span over an expansion joint.

Additionally, the exterior wallceramic frit was to be applied to the firstsurface of the glass by a process not wellknown here in America. The ceramicfrit glass is supported by a customstainless steel point support system.Thissystem uses a series of point supportsattached to the inside light only of theinsulated etched glass. This system wasintegrated into a full set of shopdrawings showing LCG’s entire area ofresponsibility.The company coordinatedand installed the entire structural laddertruss, stainless surround and pointsupported etched glass wall.

The circular stairs required specialengineering, particularly as the stairconnected to the top floor where therewas an anticipated floor deflection of1 1/2 inches. LCG searched the NorthAmerican market looking for aqualified company that could take onthe entire circular stairs, including thecurved steel steps, curved glass andcurved custom finished handrail andbalustrade. Enter Soheil Mosun ofToronto, Canada. Soheil Mosun joinedthe team ready to move quickly under atight time schedule to design, engineerand install the circular stairs. The skill

and expertise of Soheil Mosun addedto the success of the project.

Finally, LCG furnished and installedthe interior vestibule portals and glasswall, the interior, all glass doors andsidelights and the custom mirror andstainless steel of the elevators.

BudgetingThe cost of the unique features of the

building was a concern to the buildingowner. To resolve these cost concerns,LCG Facades established a budget butoffered to work with Big-DConstruction on an open book basis.Realcosts were provided with supportinginvoices from vendors, then labor costswere applied and a profit margin wasagreed upon. A simple schedule of valueswas submitted monthly to Big-D. As theproject came to a close, it came in underthe initial budget.

The installation of the interior circularstaircase and exterior wall etchings at theO.C. Tanner building gave LCG Facadesthe opportunity to showcase their abilitiesand expertise in curtain wall and exteriorfacades. LCG is a unique company withextensive experience in curtain wall andexterior facades. Contact LCG at801.975.0281. UF

Subcontractor Installs Unique Glass Featuresof O.C. Tanner BuildingSubcontractor Installs Unique Glass Featuresof O.C. Tanner Building

OC TannerProject Scope:Moment ladder truss, exteriorinsulated ceramic frit glass, pointsupported wall system, stainlesssteel surround, curved stairs andbalustrade, interior vestibule,interior all glass doors andsidelights, custom mirror aroundthe elevator and interior stainlesssteel accents

OC Tanner Project Team:Owner: OC Tanner

Architect: MJSA

Contractor: Big-D Construction

LCG Facades:Earl Linford, CEOTed Derby, Business DevelopmentGary Dabb, VP OperationsTom Thorum, Project ManagerShane Whiting, Project Superintendent


Installation of thecurved steel stairs

Installation of the stainless steel point supportedsystem. The system passed within 1 inch of the floor’s

edge. The red steel is the substructure for thestainless steel entrance portals.

Setting the Glass was a precise exercise.The boom came within 1 inch of the stainless steel

surround and each step had to be slow anddetermined. In the end, all of the glass was set

without a problem.

The completed exterior point support glass walland stainless steel surround. The custom

stainless steel bollards were installed to matchthe balance of the stainless steel.

The stainless steel portal wasformed, welded, finished and

installed as one piece.

The curved stairsafter completion.



MissionBOMA Utah is the standard of excellence,providing best in class industry leading practices,strong education, local advocacy and friendlynetworking unity.

Contact InfoTo learn more about BOMA Utah or to join,please visit our website atwww.BOMAUtah.orgor contact us [email protected],801-710-2590PO Box 13697Ogden, Utah 84412

InsideEmergency Preparedness

New Members

Why BOMA Utah is theStandard of Excellence

BOMA’s ExperienceExchange Report®

Calendar of Events

Networking One of Many Benefitsof BOMA Utah Membership

To our 2011 BOMA Members:

As we begin the new year, we would like to take a moment tothank you for your membership in BOMA Utah, commercial realestate’s No. 1 business solutions provider and support network.We know you have choices when it comes to membership and

participation in professional organizations, and we sincerelyappreciate you choosing BOMA.

Property and facility managers, if you are not a member of BOMAUtah, you are missing out on spectacular networking and information

sharing events. Please attend a luncheon on us as a first step inexploring the many opportunities found within BOMA.

Please contact BOMA Utah at 801.710.2590 [email protected] with any questions about membership. You

may also visit our Website for further details.

Sincerely,BOMA Utah Board of Directors

Thursday, March 17, 2011Monthly LuncheonLt. Governor Greg Bell and Cory Lyman, Salt LakeCity Emergency Management program director

Thursday, April 14, 2011Monthly LuncheonTour of Rio Tinto Stadium

Thursday-Saturday, May 5-7, 2011RPA/FMA/SMA Designation ClassEnvironmental Health and Safety Issues

Thursday, May 12, 2011Monthly LuncheonVendor Expo & Luncheon

Sunday-Tuesday, June 26-28, 2011BOMA International Conference and the EveryBuilding Show, Washington, D.C.

Thursday, August 25, 2011Monthly LuncheonPreparedness Tradeshow and Luncheon

Calendar


John BarlowNAI Utah

Paul GallegosWasatch Property Services, Inc

Gary Johnson Richards Brandt Miller Nelson

Paul LimburgCertaPro Painters

Steve BryantValleyCrest LandscapeMaintenance

Craig CastleInnovative Waste Solutions

Steve MonsonProClean Windows

David J ThurmanAdobe Systems

Brian HorrocksHamilton Partners

Ken ShieldsHamilton Partners

Keith T. GeiselCB Richard Ellis, Inc.

Darren ChildMountain States PropertyManagement

Sheralyn RomrellRBM Services Inc.

Scott GourleyRBM Services, Inc.

Bryan CallSimply Right, Inc.

Chad TimmsSiemens Industry

Rudy Larsen The Lawn Butler, Inc.

Dario Benitez The Lawn Butler Inc.

Duff EllsworthRobert I. Merrill

Ricardo FuchsEcoBrite Services

Cathie WoodsCommerce Real EstateSolutions

Greg Kyte Utah Valley Physicians Plaza

Rob Lingard Deseret Mutual Benefits Admin

Scott Snow AMPCO System Parking

Helen R. Smith CB Richard Ellis

Justin EarlStudent

New Members:

BOMA Utah leading the charge in Emergency PreparednessVarious agencies from across Salt Lake County know the importance of BOMA Utah and the critical role members can play duringan emergency. The Salt Lake County Emergency Office Center (EOC), Salt Lake City Emergency Management and the UtahDepartment of Public Safety, Homeland Security Division, along with BOMA Utah, have begun implementing a public-privateemergency preparedness notification plan and strategy for protecting occupants.

While it’s rational to assume that Salt Lake City and surrounding areas are not a key terrorist target, Utah is vulnerable to otherthreats, including severe snowstorms, tornadoes, dangerous floods, energy black-outs, fires and earthquakes. To better prepare forsuch disasters, the Utah ShakeOut Earthquake Exercise is scheduled for April 2012. The ShakeOut is designed to enhance thecapabilities of Salt Lake County, local jurisdictions and Salt Lake Valley residents to effectively respond to and recover from acatastrophic earthquake occurring along the Wasatch Front.

BOMA Utah, along with city, state and federal agencies are creating a plan to boost communications and strategic thinking in themidst of an emergency. In doing so, the state is at the forefront of creating an integrated disaster plan. The private-publiccooperation has been undertaken to develop strategies for shelter, evacuation and early warning.

Our goal is to strengthen communication between our members who own properties and local emergency response officials.Knowing and communicating well with our neighbors, especially in coordinating emergency plans and procedures, is alsoimportant.

One communication capability that exists within the Salt Lake Valley is the Public Information Emergency Response (PIER) System.The PIER System is an all-in-one, web-based solution for crisis communications management, mass notification, public and mediarelations and business continuity. Our members are strongly encouraged to register on PIER, under the BOMA Utah group, atwww.utahemergencyinfo.com/go/mailinglist/2515/.

Currently, BOMA Utah has representatives that sit on the Private Sector Homeland Security Coordinating Council as well as the Lt.Governor’s Private Sector Homeland Security Steering Committee. We have been asked to join the newly created Salt Lake ValleySteering Committee and recently participated in the Salt Lake Valley Venue Evacuation workshop and FEMA Region VIII ShakeOuttabletop exercise.

As part of our continued effort, we will begin to update our online member database and will ask every member to provide detailedinformation regarding buildings owned/managed by members, key tenants, 365-24/7 contact information for every facility, vendorservices provided, key personnel, etc. This is critical and necessary information from our members if we are to succeed.

Property/facility managers, if you are not currently a member of BOMA, you will be missing out on some of the most importantplanning and disaster preparedness programs in the industry, as no other real estate organization in the state of Utah has beenasked to participate on any level.

Think it through for a moment. Your building is being evacuated. Your neighbor’s building is evacuating. Are your occupants/tenantsall congregating to the same area? How are you accounting for your employees and tenants? Do you have a memorandum ofunderstanding with various buildings? How will you be notified of an after-hours emergency? Do you have a 72-hour kit at youroffice, and what does it consist of? Do you shelter in place or evacuate? And who makes that call?

It’s not if a disaster will occur and impact businesses, it’s a matter of when. Fire drills and other preparedness drills seeminconsequential when deadlines are pending. However, building a dynamic communications plan, knowing where to go and whatto do, is a serious matter in the event of an emergency, and BOMA Utah will be your source for that information.


[email protected],

801-710-2590PO Box 13697

Ogden, Utah 84412

36 I UTAH FACILITIES MARCH 201136 I UTAH BUILDINGS SUMMER 2010

Connect with BOMA Utah – Join us on Facebook, Linkedin and Twitter

More reasons why BOMA Utah is the Standard of ExcellenceThe Building Owners and Managers Association of Utah is one of 92 local associations throughout the UnitedStates and 12 affiliates around the world. BOMA Utah, since its 1977 incorporation, has continued to promotethe highest standards in property management.BOMA unites those dedicated individuals in our industry who want to see their businesses prosper and who want tosee commercial real estate, as a whole, reach new heights. BOMA brings people together to share ideas, discussimportant topics, study the latest tools, build new programs, and simply to get to know each other a little better. Byworking together, there is no limit to what we can accomplish for our industry and the communities in which we serve.Membership in BOMA Utah is all about opportunity — to learn, to grow and to effect positive change in thebuilding ownership and commercial management industry. Through professional and personal contacts, weshare resources, learn new information and procedures and tap into the collective knowledge and experience ofleaders in Utah’s commercial real estate industry. Members of BOMA Utah own or manage approximately 25 million square feet of downtown and suburbancommercial properties. BOMA is the information source with an established track record of providing tools tomake its members successful in the industry. As a member, you are automatically affiliated with BOMAInternational. And more high-level commercial real estate professionals turn to BOMA for the latest products andindustry information than any other source.We encourage those of you who own or manage commercial properties, such as office buildings, industrial parks,corporate facilities, educational, governmental, retail, high-rise residential, medical buildings and other real estateproperties, to look to BOMA as your next step into the future and the many opportunities available for you to experience.Remember, there is no stronger force in commercial real estate than those of us who make up the industry. Wedrive its success. We guide its future. We make things happen. That is why BOMA Utah is such a powerful toolhere in the Beehive State.For further information on BOMA Utah, please contact our office at 801.710.2590, visit our Website atwww.BOMAUtah.org or email us at [email protected].


security

Technology Impacts Contract Security ServicesBy Wayne Wright

A dvances in technology have

had a dramatic impact on

today’s business world.

Business would be conducted much

differently if it weren’t for newly

developed technologies, especially in

the contract security officer services

industry. Cell phones and email

technologies have improved overall

communication in security.

Another key component to security

is accountability. When using contract

security officer services, many decision

makers may ask, “How do you monitor

your officers?” as well as, “How do I

know I am getting what I pay for?” By

using technology, those questions can

be easily answered.

By implementing emerging

technologies, many companies have

increased their efficiency, effectiveness

and accountability with a security

workforce management system. This

technology, along with a few other

cutting-edge products, can allow for

real-time employee scheduling,

attendance and payroll for complete

control of the workforce.

An employee scheduling software

system will prevent time conflict while

tracking actual hours worked. With

these features, a company can reduce

unnecessary overtime and non-billable

hours. Most importantly, the right

employee with the right training,

licensing and certifications for the

right job site will be on time every

time.

Actual time worked may be

monitored by an easy-to-use interactive

voice response system. By calling from

a designated phone with a specific

identifying code, an officer’s time and

attendance can be accurately collected.

This technology eliminates time theft

and unauthorized overtime and

immediately identifies unstaffed

positions. Additionally, time scheduling

and attendance automated payroll

processes can be easily managed from

one central employee database.

While the real-time workplace

management technology monitors the

scheduling and attendance of

employees, other technologies allow

performance tracking with multiple

safety features. These technologies are

typically web-based, allowing

complete visibility of the workforce

with satellite imagery mapping

applications for real-time security

officer accountability. Other

applications incorporated may include

a tracking or tour system with incident

identifying codes, No motion sensors,

GPS tracking and Geo-Fencing. All of

which are used to communicate and

create alerts for particular situations

generating critical operational reports.

These capabilities enhance visibility

and provide more accurate information

that will be useful in decision making.

Evolving technology will continue

to have a great impact on the security

officer industry, helping to improve

accountability, efficiency and creating a

safer work environment. While some

technologies enhance management,

other resources are available to

improve a security officer’s natural

ability to observe, report and notify,

but do not replace the human element

or natural intuition of a well-trained,

professional security officer who is

intimately familiar with the property,

tenants and security threats common

to the local area.

A professional security officer

should know when and how to use

technology to multiply their presence,

expedite emergency and appropriate

notification processes. An officer

should support this activity with

quantifiable data and incident reports

that represent outstanding value to

those who support the overall safety

and security of the tenants, visitors and

corporate assets.

Wayne Wright is the

Salt Lake City area

manager for

Diamond Security.

He brings to

Diamond leadership

and experience in

operations, personnel

management, training/teaching,

community outreach and emergency

management. He is a graduate of the

FBI National Academy and the

Southwest Command College. UF


construction

Population Growth, Large ConstructionProjects Set Utah ApartAGC’s Chief Economist gives Economic Forecast at Annual ConventionBy Rich Thorn

While Utah continues to fare

better than the rest of thenation in the commercial

construction industry, the state is stillsuffering from a loss of constructionjobs and a stagnant building market,said Ken Simonson, chief economistfor the Associated General Contractorsof America.

“You would think that constructionwould be doing better by now, but thereare still a lot of headwinds. We havenear record-high vacancy rates for officeand retail and warehouse space,”Simonson said at the 89th Annual 2011Convention of The Associated GeneralContractors of Utah. And “developersstill can’t make the case to their bankersthat it is time to lend more money fornew development projects.”

National, nonresidential constructionwill increase by no more than 5 percentduring 2011,Simonson predicted.Sincemuch of the stimulus money has alreadybeen awarded in the public sector, mostof the work will come from privatedevelopment, especially in the hospital,higher education, warehouse and hotelsectors. The cost of materials willcontinue to rise, most likely by 5 to 8percent. Labor costs will also increase,but by no more than 2 percent. Theprice of new office, warehouse,industrial and school construction willstay flat, despite the increasing costs oflabor and materials.

Utah’s forecast differs slightly fromthe rest of the nation, with a few keyfactors setting it apart, said Simonson.Utah is one of the few states that hasmaintained its population growth,particularly school-age population, andhas not lost as much revenue as nearbystates. The in-state population growthin Utah has helped to keep constructionprojects going in the K-12 sector, whileother states are seeing a decline in

spending in the same area, he said.“I am optimistic about Utah because

your budgets are in better shape,”Simonson told his audience. “And yourin-state population growth, which hasnever depended on in-migration, atleast not in the last 120 years, keeps thedemand for school constructiongrowing here to an extent that is notbeing seen elsewhere.”

The state of Utah will also benefitfrom the construction of the $1.2 billionNational Security Association’s DataCenter to be built at Camp Williams.“That will keep some firms busy forquite some time,” Simonson said. “Butin general, the federal money willplateau this year and contract next year.”

Other large projects, like the CityCreek development, are helping tokeep local construction firms busy, saidSimonson. And, like the rest of thenation, the state will see growth in newpower, healthcare, higher educationand warehouse facilities, although mostof that construction will be in remodelsand expansions, he said. Utah will alsosee some growth in manufacturingfacilities, with some major projectsdone on a smaller scale, includingmodernizations, expansions and somegroundbreakings during 2011.

“I think the picture is somewhatbetter here,” he said. “But clearly thereare challenges to construction here.”

Sectors that will see littleconstruction during 2011 include retailand private office, Simonson said.Many companies have been hangingon to empty spaces and will need to fillthat before signing a new lease orbuilding a new office, he said.

Construction employment in Utahis still sluggish, Simonson added. St.George has suffered the most with a 16percent loss in constructionemployment. Ogden follows closely

behind with an 11 percent loss duringthe last 12 months, ranking it 312 outof 337 metro areas in the United Statesfor unemployment.

Rich Thorn is presidentand CEO of AssociatedGeneral Contractors ofUtah. He can be reachedat 801.363.2753. TheAGC of Utah is the

state’s oldest and largest non-residentialconstruction trade association with morethan 500 members who perform themajority of all non-residentialconstruction in Utah. UF

The EconomicImpact ofConstructionin UtahSource: Ken Simonson

• Private nonresidentialspending in Utah totaled$3.4 billion in 2009.

• Nonresidential starts inUtah totaled $1.6 billionin 2009.

• Construction employmentin Utah in Decembertotaled 67,200, adecrease of 2 percentfrom December 2009 anda decrease of 36 percentfrom the state’s peak inApril 2007.

• Construction workers’ payin Utah averaged$40,874, 8 percent morethan all private sectoremployees in the state.

• Utah had 10,800construction firms in2008, of which 92 percentwere small.



W ireless technology is not

new. Starting with theearliest commercial radios

in the 1920s to the introduction of cellphones in the early 1980s, wirelesstechnologies have been used for yearsin our homes, cars and work places.Now, advancements in wirelesstechnologies have made installingemergency call and life safety systemsan easier undertaking.

At its basic level, an emergency callsystem uses a button to alert theappropriate people that a user needshelp. For years, alerts were simply a lightswitch with a hole drilled for a stringthat, when pulled, turned on a light anda siren to notify that assistance wasneeded.Today, computer-based systemscan track a person’s movement and sendan email to an iPhone.

Before wireless became the “musthave” technology, the introduction ofcomputers was the biggest thing to hitthe emergency call market. Now, thecomputer is the most common linkbetween monitoring devices and thepagers or telephones used fornotification. Computers allow datarecording and reporting, provide moreflexibility in changing settings, enabletracking of login and personnel and offersome types of redundancy. However,they also have limitations, requiringsecurity updates, patches, being subjectto failure and having a limited lifespan.Computers greatly enhancedfunctionality but also made choosing theright system more complex.

Similarly, the advent of wireless hasadded another layer of complexity.Wireless has become the hot product,offering many benefits. Some thingsshould be explored before purchasing awireless system for your building. Thismay be as simple as checking withstate regulations. While regulations arecatching up with the availabletechnology, hardwired systems are stillrequired in some states due tolimitations of some of the earlier

wireless technology.There are three main advantages to

wireless:1. It is hard to beat both in terms

of actual cost and time to install;2. It provides flexibility by allowing

you to move devices more easily;and

3. It offers greater expandability,enabling you to add on to yourcurrent system with greater ease.

These features have resulted in thewidespread popularity of wireless butshould be weighed against some of theconstraints of the technology. Whileinstallation is almost always cheaper,operating costs can be higher. Incomparison to their hardwiredcounterparts, the wireless devicesthemselves are more expensive and tendto have a shorter lifespan, reflecting themore rapidly changing technology.

Once installed, a wireless system willrequire more maintenance and incurgreater recurring expense. Without ahardwired power source,devices will usebatteries, and batteries need to bechanged. Wireless systems tend to offera lower level of supervision than thehardwired alternatives, since batteryconstraints limit the ability toconstantly monitor the devices.

When it comes to reliability, thenature of wireless makes it susceptibleto interference. Cell phones drop calls.Radios make a squawking sound whencell phones are next to them. Wirelessmight not be an appropriate choice if

your facility’s physical structure orlocation is such that interference isalways going to be an issue. Concreteand steel buildings will find wirelesssignals are more limited and mayrequire additional infrastructure toensure reliability. Commercialkitchens, microwaves, elevators,mirrors and large fishtanks are alsoknown to interfere with wirelesssignals.

If you do choose a wireless system,a number of frequencies are availableand the best for your facility willdepend on your requirements andpreferences. Lower frequency bandshave been around the longest and aremore established. This equates tolower costs and a greater availability ofparts. The bandwidth dictates how fastdata can be transmitted, but typically,the higher the bandwidth the morepower is needed, requiring morebattery maintenance.

Many paging systems fall into the456-460MHz land mobile category.902-928MHz is reserved forradiolocation, which is what many callsystems fall into. Cordless phones arenow available in the 2.4 GHz and5.0GHz range. Does it make thembetter because they are on a higherfrequency? Not necessarily, part of it isjust that the band may be less crowdedbecause it was recently released andfewer manufacturers produce in thatrange. Higher frequency are generallyfaster but have a shorter range, whilethe lower frequency, as a rule, have thebest range.

For many facilities a hybrid option,including hardwired call stations and awireless backbone that enables you toadd devices and pendants, might bethe best choice. This does increaseinstallation costs but provides thereliability and lower operating costswith the flexibility and expandabilityof a wireless system.

Prior to selecting a system, ananalysis of the needs and infrastructure

Wireless vs. HardwiredNew Technologies in Emergency Call and Life Safety Make Installation EasierBy Jacquie Brennan

of your building in comparison to thepros and cons of the technology needsto be completed. The location,structure and purpose of your facility,your capital budget and operatingbudget constraints, your tolerances onreliability versus flexibility orexpandability and how long you expectyour system to last will all influenceyour decision when choosing betweenhybrid, wireless or hardwired options.When choosing an emergency callsystem remember not all technologiesare created equal, and just asimportant, no two facilities’requirements are the same.

Jacquie Brennan has been active in thedesign, implementation and operation ofhardwired and wireless nurse call andemergency call systems during the last 13years. Brennan is currently vice presidentof operations for Vigil Health Solutions,Inc., which specializes in providing calland monitoring solutions for long-termcare facilities. UF


healthcare facilities

Make the floors look shiny.

Make the restrooms smell

good. Take out the trash.

Clean the fingerprints off the glass.

Get that spot out of the carpet.

These are the objectives of most

cleaning companies. However, when

the question is, “Is your building

clean?” the answer is, “These objectives

are important, but not the most

important thing.” For most, cleaning is

driven by three factors: appearance,

complaints and budgets.

Appearance cleaning is like the old

adage, “If it looks clean, it is clean.”

This may or may not be true. A

building’s appearance is important.

People are happier in a clean-looking

environment, and they perform better.

The problem is determining what

appearance level we want and whose

responsibility it is to make that

determination. Is it up to each cleaning

worker? The supervisor? The building

administration? In most cases, all of

the above.

The appearance cleaning objective

is usually driven by the second factor,

complaints. Complaint cleaning boils

down to determining how many

complaints you are willing to accept

about your cleaning programs and

attempting to clean to this level. As

long as you aren’t getting too many

complaints, you must be doing OK.

As you’re reading this, you might be

thinking, “That’s not a very smart way

to manage an important process like

cleaning!” Well, you are right. The

problem is that is exactly how your

organization is doing it. A more

acceptable way of defining your

cleaning program is, “We use the

budget we have available to clean to a

manageable level of complaints.”

Budget-based cleaning is a fact of

life. There will always be financial

constraints on cleaning programs. Your

job is to show the financial department

the impact of budget decisions. Over

the past several years, cleaning budgets

have been reduced, often dramatically,

raising a number of questions. What

are the consequences of this decision?

Is it the right decision? How do we

know?

In order to answer these questions,

redefine cleaning priorities and replace

current driving factors of appearance,

complaints and budget with health,

asset preservation and appearance. You

will also need data to measure and

support these new objectives.

Health seems like an obvious

criterion. Cleaning for the well-being

of the people who use the facilities

should be first priority.

People touch things, they breathe

the air and they walk on the floors in

buildings. You need to be sure you are

meeting your responsibility to provide

a safe environment for each of these

actions. High on your list — and in the

advent of swine flu — are human

touch points. Recent testing data

shows more than 60 percent of the

common touch points in facilities fail

to meet safe levels, even right after

cleaning. This level of failure should

not be acceptable.

Air quality is also a problem. Most

vacuums emit dangerous levels of dust.

Those are your cleaning tools — tools

that are not cleaning, but actually

polluting. Plus, you’re paying

somebody to do this.

What about floors? Slips and falls

are a major problem in the United

States. Again, testing data shows the

majority of floors are not safe.They are

shiny, but not safe.

Asset preservation means making

sure cleaning processes are not

shortening the useful life of capital

assets — buildings and their

furnishings. The use of harsh

chemicals and abrasives can do

tremendous damage to these assets.

Premature replacement and the

voiding of manufacturers’ warranties

are just two of the direct ways this

shows up in budgets.

Appearance is important. As

mentioned earlier, a clean environment

produces a greater sense of well-being

and proven increased production. The

important thing to remember is that

appearance should be the third factor

in evaluations after health and asset

preservation.

For each of these new standards,

health, asset preservation and

appearance, you need a way to measure

our results. From internal inspections

to third-party cleaning audits, there are

ways to generate clear and objective

data needed to track each of these

cleaning objectives. If you don’t

measure, you can’t manage.

Don Aslett, founder of

Varsity Contractors,

Inc., is an author,

speaker, consultant,

trainer and radio and

TV presence in the

building care

industry. He has written more than 30

books relating to building maintenance.

For additional information about

cleaning process management, call the

Clean Green World at 888.748.3535.UF


janitorial

Cleaning Objectives Should be Guided byHealth, Asset Preservation, AppearanceBy Don Aslett


energy savings

Boilers generally account for more

than 40 percent of the heating

energy in commercial buildings,

according to ENERGY STAR®. For

these facilities, regular HVAC

maintenance is essential to capturing

energy and cash savings. Often

overlooked, performing a boiler tune

up for your commercial facility is

perhaps one of the most important

HVAC improvements that can be

made in a commercial building.

Overall, it is a good idea to ensure that

commercial building owners and facility

personnel have a regular maintenance

program for the building’s heating

equipment as part of a comprehensive

building energy plan. As a rule of thumb,

oil-fired systems should be tuned up and

cleaned every year, whereas gas-fired

systems should be cleaned every two

years and heat pumps every two or three

years. Boiler tune-ups are relatively

inexpensive and can pay dividends in

energy savings, increased equipment life

and lower maintenance costs.

Because no two facilities are the

same, it is imperative that building

owners use a trusted contractor to

perform HVAC maintenance. A

contractor who has experience in high-

efficiency systems will help the

building owner determine what

services will be the most appropriate,

efficient and cost-effective.

Through the use of a trusted

contractor or in-house staff, a boiler

tune-up usually entails the following

services:

• Cleaning of the burner,

combustion chamber, and heat

exchange surfaces

• Checking the color of the flame:

the proper color is blue; a yellow

or orange flame indicates that the

gas is not burning properly

• Checking fan belts and blowers

• Checking safety controls

• Checking barometric damperoperation

• Checking thermostat operationand location

• Checking thermocouple

• Adjustments of the pilot andburner (if applicable)

• Inspection and replacement offilters

• Lubrication of all motors

• Performing a combustionefficiency test

Any reduction of boiler efficiencydue to poor draft/gas control, dirtyburner tips or fouled heat exchangersurfaces is wasting natural gas. A boilertune up may improve the combustionefficiency by as much as 2-3 percentand return the boiler to the optimumefficiency specified by the manufacturer.

To garner additional savings, a tuneup usually also involves theinvestigation and suggestion ofadditional control options that can helpreduce the amount of heat lost throughpipes during off-cycle periods orwarmer days. There are manytechnologies available that helpmodulate the boiler water temperatureto reduce off-peak losses.

For boilers 20 years and older,

chances are it is a good investment to

replace it with a high-efficiency model.

According to ACEEE, The American

Council for an Energy Efficient

Economy, older heating equipment can

have annual fuel utilization efficiency

(AFUE) of as little as 50 percent,

whereas new energy efficient

condensing and pulse furnaces can

achieve AFUEs as high as 97 percent.

However, for owners considering

replacing HVAC systems, equipment

and fuel costs must be considered to

determine if equipment replacement is

a cost-effective measure.

Implementing boiler tune ups as part

of your energy management plan, in a

commercial property is a sure way to

garner energy savings and increase your

bottom line. Fortunately, unlike a car,

when it comes to boiler tune ups, when

fuel prices increase, so will your savings.

For more information about energy

efficiency, technical assistance and how to

take advantage of rebates for natural gas

equipment, contact Questar Gas

Company about their ThermWise

Business Program at ThermWise.com or

800.323.5517. Additional resources and

incentives may be available for electric

equipment by visiting

rockymountainpower.net/utsave. UF

Tune Up Your Boiler and ReceiveSubstantial Energy Savings


Renee Schmid came into the

property management businessquite by chance. After graduating

from the University of Utah with abachelor’s degree in finance, Schmid hadlittle idea as to what she was going to dowith her future. A friend helped Schmidline up an interview with WallaceAssociates, a local real estate developmentand management and company, in 1983,where she landed a job doing accounting,organizing, rent rolls and other propertymanagement tasks. She learned a lot aboutthe property management industry,climbing the ladder until in 1987 shebecame a full-fledged property manager.

“I really didn’t ever know what I wasgoing to do,” Schmid said. “I thought Iwould work for a bank or an investmentfirm. But this job opened up and I fell intosomething that I thought would be great,and now I am still involved in it.”

Schmid now works for RoderickEnterprises as an asset/property manager.She has been with Roderick since October2004, managing their portfolio of office,industrial and retail properties, which totalapproximately 1.2 million square feetbetween the 23 buildings located on 15different properties, mostly in Salt LakeCounty. Schmid is in charge of approvingbills, producing monthly financial reports,setting up contracts for services for all ofthe properties and scheduling regularmaintenance and repairs. She works closelywith the full-time maintenance engineerwho oversees the day-to-day needs of theproperties. She also works with vendorswho provide such services as snow removal,fire protection services and landscaping.

Working with tenants, however, is oneof the most rewarding and challengingparts of Schmid’s job.

Tenants areGreatest Reward

and Challengeof Property

Management,says Schmid

By Kelly Lux


property manager“I enjoy the changing scope of work.

From day to day, there is alwayssomething new that I have to handle ortake care of,” Schmid said. “The tenantshave new problems and new challengesthat need to be solved.”

With 150 different tenants in theretail, industrial and office spaces,Schmid said it can be a challenge to keepeveryone happy. Most tenants have highexpectations of the responsibilities of theproperty owner, and Schmid walks a fineline between following the terms of thelease agreement and meeting the needsand wants of the tenants.

“It is a real challenge to balance that,to keep the tenant happy and within theconfines of the lease,” Schmid said. Sheapproaches this challenge by main-taining the properties to the best of herabilities, ensuring the buildings are neat,clean and well-maintained. “That, in thelong-run, goes a long way with thetenants.They see the pride we take in theproperty they lease, and it makes themhappy and makes them want to maintain

their space to the highest degree thatthey can.”

Schmid also works to ensure theCAM costs are within check. She saidshe is sensitive to the needs of thetenants and is quick to follow-up withtheir questions and concerns.

However, when a crisis occurs, eitherwith tenants or with maintenance,Schmid believes the best approach is totake step away from the problem, give itsome time to settle and then come upwith a valid solution.

“Sometimes things work themselvesout over time,” Schmid said. “If yourush right in and try to start makingdecisions and solving all the world’sproblems right at once, you don’t haveenough information about the wholesituation to resolve it. During times likethese, it is better to kick back and get abetter grip of everything that is goingon. Things work out better if you takethem one step at a time.”

Roderick Enterprises, as a whole, hasbeen taking a similar approach to the

current state of the economy. Schmidhas been working with tenants whohave been impacted by the economicdownturn to ensure they can stay intheir buildings. Roderick has grantedsome tenants a break on the front end oftheir leases, extending their agreementsto make up for the concessions, Schmidsaid. This approach has aided thecompany in maintaining 95 percentoccupancy in its building portfolio.

Additionally, the company has beenholding off on further development,waiting out the crisis. Roderick,however, is ready to break ground on its11th building in the Pheasant HollowBusiness Park with the building 98percent leased and just one vacantspace. The company is also looking forother investment properties to expandits portfolio.

“The economy has slowed downdevelopment. Getting funding andworking with our lenders has been quitea challenge,” said Schmid. “But thingsare looking better now.” UF


contracts

The Anatomy of Construction DefectsImproper Equipment Installation can Reduce Energy Efficiencyand Cause FailuresBy Mark T. Woolley

In Part I of this article, which you

would have read in the January

2011 issue of Utah Facilities

Magazine, the cost benefits and risk

reduction of applying the four

principles of construction defect

avoidance were discussed. The first two

elements covered were that of contracts

and design. In review, the four elements

of construction defects are contracts,

design, product defects and installation

or labor defects.

Since the space in this article will

not allow for review of those elements,

please refer you to the previous article

for the information shared there and

move directly to the last two principles

or elements, that of product and

installation defects.

Interestingly enough, product

defects make up a small portion of the

number of defects. All products have an

intended life cycle. Regularly scheduled

maintenance and repairs will prolong

the life of these products and are always

a part of the manufacturers

specifications and recommendations.

The typical defect, with regard to a

product defect, is for new products,

which simply have not had the

exposure of time and of the elements to

test it. Sometimes the product is simply

not used for its intended purpose and

fails as a result of this misuse.Because products cannot speak for

themselves, they are blamed for most

failures. When, in fact, those responsible

for creating the specifications and those

responsible for the maintenance of the

products are to blame. For instance, you

cannot ask an internal combustion engine

to run for any length of time and to

generate its maximum power if you fail to

change the oil on a regular basis, let alone,

neglect to place oil in it in the first place.

Not surprisingly, the greatest source

of defects comes from the improper

installation and or application of a

product. Improper installation can cause

failures of the installed product and in

turn, can affect other products. The life

cycle of the product, its energy efficiency,

as well as the cost/benefit equation can

be drastically reduced. Anytime a failure

occurs, there is a cost to repair it,with the

worse-case scenario causing a temporary

loss of use and income or even litigation

in order for the needed repairs or

modifications to take place.

On a recent project, a particular

product was installed incorrectly and as

a result, caused water damage to the

structure.The trade partner responsible

for the installation said they used the

method of installation they had

because they had always done it that

way. This trade partner had never

received any formal training from the

manufacturer or distributor in the

proper installation of the subject

product.The product had changed over

time, as well, requiring a slightly

different installation method to be

completed properly. Due to the

method they had used, which

incidentally came from a competing

manufacturer of a similar type of

product, they had failed to meet code

with their installation. (Meeting code is

an entirely different discussion.)

This occurrence is not all that

uncommon within the construction

industry. On this and other occasions,

this particular trade partner and their

company had been more “lucky” than

“good.”

During the design phase, as products

are spec’d and detailed out, consideration

must be given to make certain the correct

products are being used for any given

application and that any manufacturers

specifications are noted. During the

bidding and construction phases, all

personnel involved with the installation

need to understand the relationship

between proper installation techniques,

the proper sequencing of the installation

and the guidelines that will ensure the

proper installation of the product to

achieve its maximum cost/benefit

performance.

Remember, along with any cost of

litigation, the rising costs of energy, the

need to conserve and be

environmentally conscious, along with

the cost/benefit of any real property

improvement, it is paramount to have

an understanding of these construction

defect elements and then to apply them

to your portfolio of projects. This

proactive approach provides

tremendous long-term cost benefits

and should be an integral component

of your operations and risk

management. You will sleep better and

experience less aggravation in your life.

It really is as simple as assembling

the right team at the onset, creating the

appropriate governing contracts,

having adequate design documents

with specifications and ensuring the

trade partners are qualified to make the

installations properly and to code.

Doing so will save resources, add value

and reduce risk.

Mark T. Woolley is the founder and

president of Buildtec Solutions, an

industry consultant,

specializing in construction related issues,

including defect avoidance. Mark

represents owners, contractors

and insurance firms as well as their

legal advocates in resolving defect

issues and claims. He can be

reached at [email protected]

or 801.550.9996. UF


Tracy Aviary’s WilsonPavilion Project,constructed by Sahara Inc.,received Gold LEEDcertification from the U.S. GreenBuilding Council. Some of theproject’s many sustainable elementsinclude natural lighting, using nativeplantings, low flow sinks and hosereels, and incorporating a highpercentage of recycled materials inthe construction.

Features of the Wilson Pavilioninclude cutting-edge indoor/outdoorexhibits, dedicated spaces for eggincubation and hand-rearing of chicks,and lush tropical settings totalingnearly 3,500 square feet of newexterior exhibits and over 4,300square feet of interior space.

GSBS Architects of Salt Lake Citydesigned the project. JonathanBradshaw was the principle in charge.

“Sahara is proud to have been a

part of this project,” Clegg Mabey,senior vice president of Sahara, Inc.said. “We have really enjoyed workingwith the Aviary and GSBS to helpbegin the revitalization of the Aviary.”

Based in Davis County since 1985,Sahara has provided professionaldesign/build and constructionmanagement services utilizing aunique client-oriented, collaborativemanagement approach for the designand construction of commercial,industrial, institutional, retail andresidential projects throughout thewestern United States.

The Building Star EnergyEfficiency Act, legislation thatwould establish an energy efficiencyrebate program, is likely to beintroduced in the 112th Session ofCongress by Rep. Peter Welch (D-VT). The Building Star legislationwould benefit building owners andmanagers by offsetting a portion of thecost of purchasing and installingqualifying equipment or materials orfor undertaking qualifying services toenhance the energy efficiency ofexisting commercial buildings andmultifamily residential buildings. Theact would also establish a federal loanguarantee program to help stimulatelending for energy efficiency retrofits.

BRIEFLY


Tracy Aviary’s Wilson Pavilion photo courtesy of Benjamin Lowry.

BRIEFLY



The Building Star legislation wasoriginally introduced in the Senate onMarch 4, 2010, by Sen. Jeff Merkley(D-OR) and in the House on May 28,2010 by Rep. Welch. But time expiredin the 111th Session of Congressbefore any action could be taken.

The Building Owners andManagers Association Internationalsupported the original Building Starlegislation, said Karen Penafiel, vicepresident of advocacy for BOMAInternational. However, beforeintroducing the House companion Bill,Rep. Welch added prevailing wagerate requirements (Davis-Bacon) forwork conducted using rebates orfinancial assistance.

“Although prevailing wages are thenorm in many parts of the country,BOMA felt that in other markets, thiswould negate any of the benefits abuilding owner received,” saidPenafiel. “Also, the paperworkrequirements that are part of Davis-Bacon are very cumbersome. BOMAand other real estate associationswithdrew support for the legislation.”

Representatives of BOMAInternational recently met with Rep.Welch, who plans to reintroduce thebill early in the 112th Session withsome key differences. He plans toexclude the Davis-Bacon language.Welch also plans to explore options

for other types of incentives, such asa tax credit or deduction, since arebate program will not be well-received with the new makeup ofCongress, Penafiel said.

“BOMA believes that incentiveprograms work and are necessary tohelp building owners retrofit ournation's existing building stock,” saidPenafiel. “We look forward to workingwith Congress on legislation to helpprovide the tools — incentives andother voluntary programs — we needfor widespread markettransformation.”

Jan-Pro International, Inc.,signed an agreement withEnvironSystems, Inc., tooffer the EnviroShieldSpray Disinfecting System,a high performance, safe andefficacious disinfectant with anelectrostatic sprayer. The sprayernozzle adds an electrostatic negative

charge to the disinfecting solution asit is applied, so it surrounds andclings to the surface it touches.

Today, fighting infection hasbecome a huge issue worldwide. Infact, more Americans die annuallyfrom invasive methicillin-resistantStaphylococcus aureus (MRSA)Infections than from HIV/AIDS, H1N1influenza and Parkinson's disease,according to MRSA SurvivorsNetwork. MRSA is a serious, harmfulinfection caused by contact withcommon, everyday, high-use surfaceslike bathroom fixtures and doorknobs.

The disinfecting agent used in theEnviroShield system is a productcalled EnviroTru®, a multipurposedisinfectant and deodorizing cleanerthat meets all EPA requirements forToxicity Category IV (no harmfuldermal, ocular, inhalation or ingestioneffects). Environmentally safe,EnviroTru requires no specialhandling, does not require protectiveclothing, gloves or special ventilationor bio hazard disposal, is non-flammable, poses no health risks orside effects and leaves no residue. Itcan safely be sprayed on keyboardsand electronics as EnviroTru haspassed AMS 1452A, AMS 1453 andBoeing D6-7127 specifications for



non-corrosion and materialscompatibility.

The EnviroShield sprayer achieves100 percent disinfection coverage(four to 10 more than conventionalsprayers) because the electricallycharged spray droplets have a forceof attraction of 75 times that ofgravity. Droplets move upwards,against gravity, to coat hidden areas.

“Jan-Pro has taken pride in beingfirst to bring the latest technology tothe commercial cleaning industry,”said Tom Richter, president and CEOof Jan-Pro of Utah. “Jan-Prodifferentiates ourselves fromcompetitors through measurablecleaning and guaranteed results. Wefeel there is no better solution thanthe EnviroShield system.”

For more information, visitwww.jan-pro.com/utah.

The building at FoothillVillage formerly occupiedby TGI Friday’s will havethree new tenants beginningthe second quarter of 2011. SpringCommunications, Simply Mac andToscano Italian Bistro will conductretail operations from the 7,100-square-foot building.

Spring Communications, whichsells cellular telephones, will occupy1,316-square feet. Simply Mac, anauthorized Apple and Mac computerdealer, will occupy 2,166 square feet.Toscano Italian Bistro, which offersauthentic Italian dining, will occupy3,618 square feet.

Spring and Simply Mac wererepresented in the transaction byJake Fairclough and Tom Cook ofCommerce Real Estate Solutions.Joseph Mills and Chris Hatch ofMountain West Retail & Investmentworked with Toscano Italian Bistro onthe deal. Mills and Hatch alsorepresented the ownership group ofFoothill Village on the transaction.

Jim Gaddis of Gaddis Investmentsand managing partner of FoothillVillage said, “Each of thesecompanies will be great additions toFoothill Village. If Simply Mac is

anything like the other Apple stores, itshould generate a lot of traffic toFoothill Village. Toscano Italian Bistroand Spring Communications will alsobe great additions since we currentlydon't have an Italian restaurant orwireless store in the village.”

Mills said, “In today’s challengingreal estate world, it is good to bereminded that high-caliber tenants arestill willing to pursue the best realestate locations and are not afraid ofthe economics that it takes to makethose deals happen. We continue tosee retail vacancy across the board inSalt Lake County in the 9 percentrange. For first-class projects likeFoothill Village, the vacancy rateseems to hover around a lowernumber of 4 to 5 percent.”

The Green BuildingCertification Institute(GBCI) launched the CMPWizard, an interactive online tool tohelp LEED Professionals understandtheir Credential Maintenance Program(CMP) requirements and explorecontinuing education options.

The maintenance requirements forthe LEED AP and LEED GreenAssociate credentials ensure thatcredential holders stay current withthe quickly evolving body ofknowledge around green building.Credential maintenance also enablesprofessionals to grow their skills andshow clients and employers that theirexpertise is meaningful in a rapidlytransforming marketplace. The CMPWizard helps LEED credential holdersselect from among the wide variety ofoptions they have for earningcredential maintenance credit.

“We created the CMP Wizard toanswer questions from current LEEDAPs with the goal of making the GBCIcredential maintenance process clearand easier to understand,” said PeterTempleton, president, Green BuildingCertification Institute. “The CMPWizard navigates directly to the keyrequirements each credential holderneeds to know.”

GBCI’s credential maintenanceprogram is unique among other

continuing education programs in thatit offers eight flexible options forearning hours that range fromworking on LEED projects to readingcase studies to taking professionaldevelopment courses. LEEDProfessionals can often earn hourswhile performing activities they arealready doing for their jobs.

LEED APs looking to takeadvantage of the limited-timeopportunity to enroll into the specialtycredential will find relevantinformation on prescriptive CMPrequirements and testing options inthe CMP Wizard. The enrollmentwindows for LEED APs withoutspecialty close this year beginning inAugust.

Maintaining LEED ProfessionalCredentials is especially relevant intoday’s economic climate. Thepractice of green building is currentlyin high demand, with more than onemillion square feet of constructionspace certifying to the LEED ratingsystem every day. Earlier this month,President Obama introduced theBetter Buildings Initiative, whichprovides incentives for green building.Green building demand is expected torise greatly as building owners takeadvantage of the momentum affordedby the President’s new policy, whichcatalyzes private-sector investmentthrough a series of incentives toupgrade offices, stores, schools anduniversities, hospitals and othercommercial and municipal buildings.

“Green building is a criticalelement to a jobs creation program,”added Templeton. “Professionals whoare knowledgeable about greenbuilding and the LEED process aretoday, more than ever, being soughtafter by employers, clients and projectteams.”

For more information about theCMP Wizard, visit www.gbci.org/cmp-wizard.

To share information about yourcompany or product in Utah FacilitiesBriefly, please submit items to KellyLux at [email protected].

BRIEFLYcontinued from page 48



Utah FacilitiesP.O. Box 970281Orem, UT 84097-0281

Date post:	02-Feb-2016
Category:	Documents
Upload:	jengo-media
View:	220 times
Download:	0 times

Utah Facilities March 2011

Documents