Tag Archives: November – December 2010

Kristy Kevitt - AZRE Magazine November/December 2010

After Hours: Kristy Kevitt

After Hours: Kristy Kevitt

Knowing more about the people we work with is the fun side of the business. It helps start conversations and strengthens business relationships. To nominate a colleague, request an After Hours form from Peter Madrid, peter.madrid@azbigmedia.com.

Kristy Kevitt

  • Principal, Business Development, SmithGroup.
  • Born in Witchita, Kan.
  • Attended Kansas State University in Manhattan, Kan.
  • With SmithGroup for 10 years.

Personal Insight

Growing up I wanted to be a sports doctor.

Favorites

Sports Teams: Kansas State Wildcats, Arizona Cardinals.

Activities: Running, swimming, biking, surfing, hiking, lifting weights and skiing.

Destinations: I’ve been to Africa, Bora Bora, Australia, New Zealand, France, Spain, Costa Rica and Germany. I’d still like to see parts of the world – Greece, Italy, Paris, Thailand.. the list is unlimited.

Accomplishments

Guiding my blind friend (veteran Tom Hicks) up Mt. Kilimajaro, breaking four world records in the process; Alcatraz Challenge (swim/run); Completing nine marathons; 1st Degree Black Belt in Taekwono; 1st and 2nd places at Junior Olympics for Taekwondo.

Community Service

I’m training for an ironman in 90 days to raise money for The Action Foundation, a local nonprofit group fighting childhood obesity. My goal is to raise $35,000 by Dec. 10 (You can watch Kristy training and learn more about her campaign at www.theactionfoundation.com).

Advice

Received: Nothing is bigger than you.

To Share: Take time to discover your passion in life. Focus on your strengths more than your weaknesses.

AZRE Magazine November/December 2010

BOMA - AZRE Magazine November/December 2010

BOMA: Bad Times Call For Good Managment

Building Owners and Managers Association ( BOMA ) suggests energy conservation and retention can help commercial property managers ride out a tough economy.

Dwindling capital budgets. Old mechanical systems that don’t stop aging because the economy is in a recession. Tenants lured away by cheaper lease offers. Buildings in receivership.

While good management practices may have helped position some properties to better withstand the economic turmoil, today they are more important than ever in helping managers find solutions to these problems. That means retaining tenants and keeping a property well maintained, despite fewer dollars.

“Retention is absolutely key in a down market,” says Marii Covington-Jones, a real estate manager for CB Richard Ellis’ asset services division, and BOMA member.

Covington-Jones manages the Mesa Financial Plaza at 1201 S. Alma School Rd., which is wending its way through receivership. When she began managing the high-rise, it was 75 percent occupied. Today, occupancy is at 50 percent.

Real estate professionals across the Valley are facing similarly declining rates. According to figures from CBRE, the vacancy rate for Metro Phoenix went from 12.62% in 2005 to 26% in 2010.

Declining tenancy rates mean declining dollars.

“The first thing that happens in an economic downturn is your capital budget goes away,” says Susan Engstrom, senior real estate manager of The Great American Tower, a 24-story building at 3200 N. Central Ave. Engstrom manages the 25-year-old tower for Tiarna Real Estate Services.

Covington-Jones and Engstrom say good property management practices are helping to shave operating costs and do what it takes to keep tenants.

BOMA – Saving Energy Is Good Business

Covington-Jones estimates that efforts to reduce energy consumption have saved $2 a square foot in the 323,000 SF building. When she began managing the tower, it scored in the 30s on the U.S. government’s Energy Star scale. It now scores in the 90s.

Management professionals, particularly those overseeing older buildings, can look into:

  • Installing a variable frequency drive on major motors to regulate start-up and start-down based on usage.
  • Installing energy-management controls on boxes in each suite, so they can be remotely turned off during non-business hours.
  • Establishing programs for after-hours energy use. Covington-Jones says she implemented an “On-demand Saturday” scheduling system, which regulates after-hours usage. “… only using what someone actually needs,” she says.
  • Getting serious about recycling. Engstrom says taking cardboard out of the trash pickup reduced the tower’s trash bill by 35%, from about $1,700 a month to just less than $1,000 a month.

Do What It Takes To Lease

Property managers must continue leasing in a down market, Engstrom says. When ownership recognized that prospective tenants were tightening their budgets, it cut $3 or $4 a square foot from the pro forma lease agreement, helping them continue leasing throughout the previous year. Today, the tower is 83% occupied.

Getting approval for such changes is more difficult when a property is in receivership, Covington-Jones says, but fortunately there are steps a manager can take that don’t require outlays of capital or everyone’s signature.

It is particularly important to work closely with leasing agents, even joining them on walkthroughs with prospective clients. Covington-Jones says it is wise to walk through “every inch” of a building at least once a month to assess what can be done to a suite to make it more attractive or to ensure it is clean enough to show.

Retention, Retention, Retention

Being responsive to tenants’ needs is paramount and doesn’t always cost money. That means property managers must be vigilant to avoid the trap of deferred maintenance, Engstrom says. Hiring a good chief engineer is worth the cost, she says, particularly one who knows the building’s operating systems inside and out, and has the expertise to keep them maintained.

While it may be more difficult to keep a building clean and secure during lean times, it can be done. Engstrom recommends keeping long-time vendors, such as a janitorial firm, to prevent disruptions to service and having to work through learning curves with new vendors. That may mean a manager has to renegotiate a contract, but good vendors often are willing to do that in order to hold onto business.

If a manager must hire a cheaper contractor for landscaping or cleaning, he or she should insist on monthly inspections.

“Sometimes you may have to be a little more on top of people,” Covington-Jones says.

She has had to get creative to lower maintenance costs, even picking up a paintbrush to help spruce up some worn planters. Replacing perennials that needed lots of water with lantana also saved about $4,500 a year.

Being attentive to tenants’ needs always has been important, and it doesn’t always cost money, Engstrom says. But in today’s market, it is one more tool in her arsenal that helps keep the property viable.

AZRE Magazine November/December 2010

 

Al O'Connor - AZRE Magazine November/December 2010

BOMA Instructor Al O'Connor A Go-To Man

BOMA Instructor Al O’Connor, Chief Engineer for The Great American Tower, a Go-To Man

Being a good chief engineer for an office building is a lot like being a good magician. Everybody loves what you do, but not everyone realizes how much hard work, practice and expertise goes into making your job look easy.

Take for example Al O’Connor, building engineer at The Great American Tower, 3200 N. Central Ave. Inside and out, visitors can see O’Connor’s handiwork: a clean, well-maintained, 24-story tower that houses a variety of professionals from attorneys and account payroll firms to various shops.

But what they don’t often see is the expertise required to keep a 25-year-old high-rise functioning well enough to make tenants feel comfortable, secure, and as if they want to stay put.

“If a tenant doesn’t feel content in a building, he won’t stay when the lease expires,” says Susan Engstrom, senior real estate manager for Tiarna Real Estate Services. O’Connor estimates he cut operating expenses by $1 PSF in the 335,000 SF building by automating the HVAC and lighting controls, and by raising the building’s Energy Star rating from 81 to 90. Updating inefficient mechanical and electrical systems helped save $45,000 in recurring annual maintenance, as well.

“The way the market is right now, if our building was operating the way it was five years ago, we wouldn’t be realizing the savings,” he says.

An engineer’s ability to maintain a building is an invaluable form of tenant relations. Poor air conditioning, broken elevators, dead landscaping, plumbing leaks — all sap energy from what should be a vibrant workplace.

O’Connor has overseen the building’s mechanical and operating systems for five years as part of Tiarna. In that time, tenants have faced no serious system failure of any kind, Engstrom says.

Typically, a chief engineer monitors and keeps all of the building systems working, including those for air conditioning, electricity and water. While they call in vendors as needed to do upkeep or repairs, engineers often perform day-to-day preventive maintenance and minor repairs.

Most important, they keep the property manager updated on the state of the building and what long-term work needs to be planned and budgeted.

“It helps if I can make an informed decision rather than allow someone to take advantage of me,” O’Connor says.

O’Connor has shared his expertise as an instructor with the Building Owners & Managers Association of Greater Phoenix, which promotes the interests of the commercial real estate industry in the Valley. One of its aims is to educate building management professionals about best practices.

O’Connor has taught BOMA’s Building Design courses, where participants can work toward the association’s Real Property Administrator (RPA) or Facilities Management Administrator (FMA) designations. The designations signify that a recipient is well-versed in all aspects of property management and building maintenance, respectively.

In fact, the U.S. Navy last year asked O’Connor to teach these subjects and Building Designs and Operations to its naval building administrators in Reston, Va.

For more information about BOMA and Al O’Connor, visit bomaphoenix.org.

AZRE Magazine November/December 2010

 

Maravilla Scottsdale - AZRE November/December 2010

Senior Living: Maravilla Scottsdale


MARAVILLA SCOTTSDALE

Developer: Senior Resource Group
General contractor: The Weitz Company
Architect: Allen & Philp Architects
Location: 7325 E. Princess Blvd., Scottsdale
Size: 25 acres

The project (1st and 2nd phases) is a 217-unit Continuum of Care Retirement Community. When completed in 2012, Maravilla will feature 39 casitas and 118 full service courtyard residences.

AZRE Magazine November/December 2010