oregon facilities march/april 2012

IN THIS ISSUE: Explore Sustainable Service Solutions for Elevators

Recognitions Disaster Restoration Mold Remediation Protocols Should not be Ignored

Green Closing the Gaps in Green Performance

Refining the Pearl District

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March/April 2012TMOregon

BetterBricks Awards Recognize Green Industry Leaders

www.OregonFacilities.com

Department - Author

ABout the CoveR

Retail FacilitiesCommercial Buildings transformed from Crusty oysters to Shiny Pearls

RecognitionsBetterBricks Awards Recognize Green Industry Leaders

Greentapping human Capital to Drive Green Bui lding Performance

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Contents

Built within the Meier & Frank Warehouse, the Avenue Lofts is a classic example of industrial warehouse design and is listed on the National Register of historic Places. A legendary Portland warehouse visited by generations of families, the Avenue Lofts offer a historic tax benefit allowing for greater freedom and flexibility of living, according to Astor Pacific LLC. Photos courtesy of Astor Pacific LLC. Read more about these historic warehouses and the Pearl District on Page 6.

ABout the CoveR

Fire Safety 10Fire Sprinkler Obstruction Inspections

Disaster 11Restoration Mold Remediation Protocols Should not be Ignored

elevators 12Exploring Sustainable Service Solutions

Flooring 20Keeping the Largest Air Filter in a Building Clean

Furniture 21Furnishing Office Buildings Ergonomically

Windows 22Reclaim the View

Departments

March/April 2012TM

Oregon

Photo Courtesy of Astor Pacific LLC

OREGON FACILITIES | March/April 2012 233

(BOC®) is a nationally recognized, competency-based training and certifi cation program that offers facilities personnel the improved job skills and knowledge to transform workplaces to be more comfortable, energy-

effi cient and environmentally friendly.

For more information and course schedules visit: www.NWEEI.org

Energy Ef ciency Through Operator Training

CONTACTSPUBLISHER

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EXECUTIVE EDITORKelly Lux

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ASSOCIATE EDITORKristen Hutchings

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DESIGN DIRECTORBrett Mickelson

DESIGNERDoug Conboy

PHOTOGRAPHERSDana Sohm

Roger Ottoway

CONTRIBUTORSSasha Bailey, Josh Elder,

Jessica Green, Sarah Lazzaro, Ron Moore, Sean Murphy, Micah Shelton, Mac Urie

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SALES DIRECTORBrian Andersen

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eDItoR’S LetteR

For more than two years, Oregon Facilities Magazine has been providing building owners and property managers with solutions regarding construction, modernization and management of their buildings on a quarterly basis in our printed publication. We are now offering the same resources online at www.OregonFacilities.com. Now you can stay up to date on everything occurring in the commercial real estate industry – or check out articles from past issues – with just a click of your mouse. In addition, the magazine will be mailed an extra two times per year.

In this issue, read about Portland’s Historic Pearl District – a revived railyard that is blossoming into a mixed-use, high-density city of art and creativity. Building owners are incorporating the historic feel of the neighborhood into the re-design of their facilities. Their efforts are attracting people from across the country to live and do business in the Pearl District. Find out more on Page 6.

Also, read about the people who were recognized this year in the 2012 Oregon/SW Washington BetterBricks Awards and how they have impacted the commercial building industry on Page 14. Each year, the Northwest Energy Efficiency Alliance honors commercial building professionals who have devoted their careers to influencing design and maintenance of high performance buildings. This year’s winners include Justin Hurley of Asante Health System, Steve Reidy of PAE Consulting Engineers, John McMichael of Interface Engineering, Mitch Dec of Glumac, Rob Beardon and Mac McMillan of Portland Art Museum, Tom Konicke of McKinstry, Ralph DiNola of Green Building Services, and Martin Tull of Green Sports Alliance. Oregon Facilities Magazine would like to applaud these men on their efforts to improve energy efficiency in commercial facilities.

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executive editororegon Facilities

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For the past 20 years, residents have seen a splash of developmental activity in the Pearl District, a community

located just north of downtown Portland. Rumor has it that the Pearl District’s name was coined by a local resident as he described the buildings in the warehouse district as crusty oysters and the galleries and artists’ lofts within as pearls. Whether this story is fact or Portland fiction, the Pearl is definitely one of Portland’s greatest commercial gems.

March/April 2012 | OREGON FACILITIES6

in thePearl

Rough

The

Commercial Buildings Transformed from Crusty Oysters to Shiny Pearls

By Kristen hutchingsAssociate Editor

Photo Courtesy of Astor Pacific LLC

A Little Taste of History The Pearl District, before its rebirth in 1994, was a forgotten railroad yard filled with rustic warehouses – with loading docks in place of sidewalks. Now, years later, the Pearl District is a blossoming mixed-use, high-density city of art and creativity. However, the past still plays an important role in the Pearl’s daily life and its future. The warehouses, in particular, are a great commodity. “When the Pearl was redeveloped into a residential area, these warehouses were converted into loft spaces, and so most of the population here lives in these lofts,” said Jan Valentine, livability chairfor the Pearl District Neighborhood Association. “Businesses and residents alike find housing in these areas.”

Robert Ball of Astor Pacific LLC, a leading Pearl District developer, enjoys recycling these historic warehouses into lofts and mixed-use developments. Ball has developed for more than 20 years in Oregon and has had a huge hand in the developmental rebirth of the Pearl. He has participated in transforming and expanding the neighborhood into what many believe to be one of the most successful urban renewal areas west of the Mississippi. Most recently, Ball developed The Wyatt, initially a luxury condominium project that was adapted to luxury apartments as the market spiked in favor of rental opportunities instead of long term ownership of property. Ball is currently developing The Parker, a

Pearl District luxury apartment building that caters towards ‘reverse commuters’ – individuals who reside in the Pearl yet commute to the suburbia-based campuses of recognized companies such as Nike, Mercedes Benz, Intel, Freightliner, Columbia Sportswear, Tillamook Cheese and Gerber Blades, to name a few. These companies and their favorable locations have helped drive demand for new housing and rebuilt spaces, such as the Marshall-Wells loft in the Pearl District. Ten years ago, Ball helped re-construct the Marshall-Wells Lofts. In transforming the warehouse, he had to work around the building’s wood beams. Ball said he and his team inspected each beam for decay and constructed a unique loft using

the existing infrastructure. He also cut a 4,500 square-foot atrium in the center of the building to deal with excess, awkward spacial issues often found in warehouses. Now, Marshall-Wells provides 164 classic lofts with “wide open spaces, high ceilings and large windows (with) natural light pouring in and history resounding from every nail and joist.” “One of the challenges in recycling historic buildings is how to best use the space, which is difficult because you’re essentially building a new structure within an existing building ... but the end result is a beautiful product,” Ball said. “You have a historical warehouse that you transform into a modern living

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OREGON FACILITIES | March/April 2012 237OREGON FACILITIES | March/April 2012 237


space and the two worlds collide into a very exceptional product that gives the residents a very unique feeling.” Though it becomes a rather rigorous process to dive into the historic paperwork, processes and strict construction guidelines, there are more benefits to re-constructing warehouses than a unique atmosphere – one being the tax benefits. “When historic buildings are on the register, the property taxes are frozen. One of my projects was assessed at $3.5 million, and when completed, was worth $45 or $50 million,” said Ball. “But it’s still only being assessed at 3.5 million. Instead of paying several thousand dollars on property taxes, some of the property owners were only paying a hundred or two hundred a year. “

Style and Business in the Pearl The rustic, unique warehouse style has inspired an interesting technique in new developmental planning and architecture throughout the District. “We have what’s called ‘industrial aesthetics,’ and the Pearl District is known for it,” said Patricia Gardner, vice president of planning and transportation in the Pearl District. “It’s not your traditional class A office with dropped ceilings and dropped lights; it tends to be more industrial in character, so we tend to get a lot of software and design

companies who are looking for this unusual kind of aesthetics. It’s a very different beast from your traditional downtown office, but that said, we’re very successful with the office users here to the point that new buildings are even built to that aesthetics.” The most current global business working off this industrial aesthetic is the wind-turbine company Vestas, which is currently revamping the Meier & Frank Depot warehouse located on 1417 NW Everett St (a historical structure that has been vacant since 2001) into their upgraded, eco-friendly, $66 million headquarters. As a renewable energy organization, Vestas is greening the building to receive a Platinum LEED rating and plans to occupy most of the building, with retail space available on the first floor. “We are making a long-term commitment to Portland,” said Martha Wyrsch, president of Vestas-American Wind Technology, Inc. “As a company devoted to wind power, it makes sense for us to be part of a community that so strongly supports clean energy.” Another green advocate entering the Pearl community on 810 NW 12th Avenue is the burgeoning business Greenleaf Juicing Company. Greenleaf recently opened their doors in March 2012 and is pleased to offer juices, smoothies and their special drinkable soups that are all natural and organic –

pure fruit and vegetable products with no additives. Greenleaf owners Garret Flynn and Matt Trenkle, two businessmen tired of the mundane, high stress of Chicago, decided to embark on a new business venture with their sights set on Oregon. Originally starting out as a food cart in Northwest Portland in June 2011, Greenleaf is ready to expand. “The Pearl … felt like the exact right location, the right price and the right space, so we jumped on it a little bit earlier than originally planned,” said Flynn. “There is a really strong retail environment in the Pearl, and we wanted to prove we could be in a legitimate retail landscape as a professional operation. It gives us some credibility as we go forward.” Greenleaf has leased their space from Riverstone Associates LLC. Since their location was previously a beauty salon, Greenleaf implemented renovations with Brix Contracting and received design pointers from CIDA Inc., a Portland architecture firm. Total renovation costs, which include knocking down walls, adding cafe essentials like counters, sinks and refrigeration capabilities and readying the area for food preparation, are all expected to cost under $50,000, turning this salon into a bustling cafe. Businesses like Greenleaf and Vestas who are developing and renovating in the area also adhere to rigid guidelines set in the Pearl District.

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“We have guidelines that all projects have to take into consideration in order to keep the design qualities high in the neighborhood,” said Gardner. “We definitely take in account the orientation of a building. What we found particularly with apartment buildings is the south and west sides don’t have trees to block the windows because they’re 15 stories in the air, so they can get very hot. This is a very urban environment, and so we tend to have urban concerns.” Gardner also explained that businesses must pay attention to the layout of the building and its existing columns. Since the Pearl sits within a seismic zone, buildings must be seismically sound.

An Atlantis of Art Art is serious business in the Pearl District. Home to two major art academies, Pacific Northwest College of Art (PNCA) and Art Institute of Portland, it’s no wonder many art exhibitions and art-focused businesses are drawn to the community. Valentine explained that once a month

the Urban Art Network, an organization of independent artists in the community, hosts the Gallery Hop, or First Thursday. On First Thursday, which occurs the first Thursday of every month April through November, Urban Art Network displays art from the talented, local self-starting artists. During the event, three blocks are closed off between Hoyt and Kearney streets, and people are welcome from 5-10 p.m. to view the displays. A quick ride on the Portland transit system will also take visitors to the many art exhibits, music venues, live theaters and the ballet – attractions that both the Pearl and other areas of Portland have to offer.

For the Love of Transit The Pearl was recently rated as one of the top five places to retire. As a community that seems to be a thriving college town with its art draw and youth appeal, how is it that this town could cater to such a wide range of demographics? “People are drawn to the artsy, cultural flavor of Portland, the Pearl in particular,

but they’re also drawn to the ease of living – Trimet buses and the Max line all come through the area, so residents can leave the car parked in the garage most of the time and either go on foot or catch public transportation, which is very efficient,” Valentine said. After the death of her husband, Valentine decided she wanted to downsize from her house in California and relocate to the Pearl. “I flew up here and decided overnight that I was going to relocate into the Pearl District; out of all the areas of Portland, it was the one place I wanted to live,” she said. Many developers around the nation interested in urban renewal projects have come to the Pearl to learn how the area became such a huge success. And what exactly is that secret? “It’s a combination of public-private partnership, flexible zoning, a quality group of developers and a committed neighborhood association,” said Ball. “It created a vibrant, urban, walkable, green area, which really became a desirable place.”

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FIRe SAFety

Fire Sprinkler Corrosion Inspections

O ver time, the steel pipe that most fire sprinkler systems are installed with are prone

to normal corrosion, leading to build-up on the inside of the piping. This makes the diameters of the pipes smaller and changes the ultimate

hydraulic dynamic of the system. The corrosion build-up can migrate into the fire sprinkler drops and heads and can plug the system, impeding water flow in the event of a fire. Other mechanical failures can be attributed to obstructions caused by corrosion

such as premature valve failure, leaks and water flow failure.

Microbiologically Influenced Corrosion Abnormal corrosion caused by MIC (Microbiologically Influenced Corrosion) is also a concern. MIC can be a huge problem for a building owner, manager and occupant. The corrosion is advanced by micro-organisms that colonize in the piping, eat the piping from the inside and leave behind deposits that will obstruct water flow. Most of the time, MIC can be identified by frequent and sudden leaks in a fire sprinkler system. The leaks may be fairly new with smelly and discolored water. The inside of the pipe will show evidence of MIC deposits. MIC not only causes significant liability by inhibiting proper water flow in the fire sprinkler system, but it can also destroy a fire sprinkler system from the inside out. The good news is that it can be treated and controlled, or even stopped, with special chemicals designed to inhibit the organism. A professional needs to conduct the obstruction investigation by checking for obstructions and other evidence of MIC. If evidence of MIC is found, other simple chemical tests can be conducted at a reasonable cost to validate the evidence. Then a repair plan can be formulated. The cost of testing is far less than the potential repair costs.

Josh Elder is R/S/I manager for Firetrol Protection Systems, Inc.’s Salt Lake City office. For more information visit:www.firetrol.net.

By Josh Elder


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WHEN WAS THE LAST TIME YOU HAD YOUR FIRE SPRINKLER SYSTEM INSPECTED?

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DISASteR ReStoRAtIoN

M old may appear insignificant at first glance, but it can be extremely costly if not

properly addressed in a legally defensible manner. Mold litigation has become a cottage industry among attorneys since the late 1990’s, and it is something facilities managers should not discount under any circumstances. Specific protocols must be followed when addressing mold spores to protect the property owner, occupant and the company itself. These protocols were established by the leading restoration industry organization, Institute of Inspection, Cleaning and Restoration Certification (IIRCR) and have since been adopted by most major insurance carriers. Additionally, these specific standards of remediation are used by many attorneys when evaluating whether mold situations have been properly addressed. One facility attempted numerous short cuts in dealing with a mold problem. The initial remediation was done incorrectly (by the internal staff of the building) and ended up costing the property tens of thousands of dollars to correct. As expensive as that was, it was nothing in comparison to the millions of dollars the property could have lost had an attorney become involved on behalf of the occupants and/or the employees. As is common in many structures, this facility had experienced numerous water losses during the years. Failing to appreciate the potential long-term liability, management never addressed the water or the mold. Water stains were visible on many ceiling tiles – a sign that there is a greater problem hidden deeper within the structure. Attempting to minimize costs, management had their internal maintenance crew tear out the dry wall which, because they were not trained in detecting and remediating mold, immediately exacerbated the

problem (and the liability). What had begun as a simple structural issue immediately had the potential to become a health claim from employees, visitors and occupants of the building. The mold spores were visible to the naked eye, but instead of stopping work immediately and calling in a remediation specialist (a necessity in this situation) the crew began bagging the affected drywall, assuming this would eliminate the mold issue. Mold, unfortunately, does not disappear simply because the affected surface is removed. Mold spores become airborne the instant they are disturbed and can quickly travel throughout a structure and enter the lungs of anyone in the affected area. A small initial situation, in other words, can quickly become a large problem. Because mold spores can become airborne, and since mold remediation protocols were not followed in this case, the spores quickly entered the air handling system and cross contaminated the entire facility. Shortly after the demolition, numerous employees began complaining about breathing problems and skin and eye irritations. One employee had a compromised immune system which intensified the liability of the situation. Ownership was extremely fortunate because employees were understanding and opted for a few paid days off (as well as coverage of medical expenses) rather than involving the legal system. In retrospect, the facility should have immediately called a certified remediation specialist the instant mold was discovered. Following protocol, a restoration firm would have brought in an industrial hygienist to conduct testing and to establish remediation protocols that would have protected all parties concerned from both health and legal contamination. While a facilities manager is not

required to determine whether mold spores are or are not dangerous, they can be held legally liable for damages should established mold remediation protocols be ignored. As in other situations, ignorance of the law is not a valid defense. Mold issues are a thriving cottage industry among the legal profession. When in doubt, check it out. Saving a few dollars today could lead to a litigant winning a tremendous amount later. For more tips on mold remediation, visit www.epa.gov/mold/.

Mac Urie works for Delta Disaster Services. For more information, visit www.trydelta.com.

By Mac Urie

Mold Remediation Protocols Should not be Ignored

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eLevAtoRS

exploring Sustainable Service Solutions for elevators

W ith an ever increasing emphasis on green building practices globally, many

building owners, facilities managers, engineers and architects are seeking ways to reduce the environmental impact of existing elevators by exploring innovative sustainable service solutions. Among the environmental challenges are energy efficiency, indoor air quality and oil requirements. In response, experienced technicians and engineers can recommend cost-effective sustainable products and practices that help to achieve reductions in material use, energy and waste. The following sustainable solutions can be implemented to increase energy efficiency, reduce toxins, eliminate unnecessary waste and extend the life cycle of an elevator.

Sustainable Solutions For Traction ElevatorsUpgrading the Motor Upgrading from a motor-generator (MG) drive to a variable-voltage variable frequency (VVVF) drive could save approximately 40 percent on energy consumption, depending on the elevator type and size. Because of required power conversion, MG sets require one motor to run solely as a generator to power

another hoisting motor. More current technology, like VVVF drives, have eliminated the need for this unnecessary redundancy, thus greatly reducing the amount of energy needed to power elevators. Moving away from the old MG sets also eliminates potential indoor air quality issues associated with carbon dust created by the use of carbon brushes in the motors themselves and waste heat.

Regenerative Drives Building owners can implement technical advances, like installing regenerative drives, which revert some of the elevator’s unused energy back into the building. The power that is transferred back into the building would traditionally be dissipated via heat into the machine room. With the regenerative drive, the excess energy is captured and reused, and the system reduces costly traditional cooling of the elevator machine room. Building owners, facilities managers, elevator consultants and architects can utilize energy calculators to help customers identify estimates of energy savings from regenerative options.

Destination Control Software Installing destination control software can create more efficient passenger

transportation, ultimately improving building efficiency – not to mention the “cool” factor – which can increase the building’s overall property value. Destination control software improves routing by grouping elevators by the floor the passengers intend to travel to in a building. Buttons are not required inside each elevator car because passengers designate which floor they are traveling to using a centralized screen input system in the building’s lobby. The touch screen directs passengers to their designated elevator as determined by a formula that considers requested destinations and estimated time to destination. Riders are evenly dispersed to their appropriate elevators. The destination control software groups all passengers traveling to the same floor in the same cab, reducing the number of stops and improving the elevator’s efficiency. This practice can increase handling capacity up to 30 percent. Systems equipped with destination control software also allow building owners to accommodate tenants with high-traffic needs during peak travel times of the day.

Sustainable Solutions for Hydraulic ElevatorsReadily Biodegradable Oil Recently developed canola-based hydraulic oil represents the most environmentally preferable hydraulic option available today. It differs from traditional soy-based hydraulic oils, which are typically 50 percent vegetable-based with synthetics added to compensate for deficiencies. It has a more stable viscosity throughout its heat range, requiring less valve adjustments in extreme temperatures, and may eliminate the need for a viscosity control device which requires energy in order to keep the oil fluid and avoid thickening. Traditionally, a viscosity control device

By Sasha Bailey


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Mis required to keep an elevator’s oil at its optimum operating temperature around the clock, even when the elevator is not in use. Eliminating the need for this device reduces the amount of electricity a building’s elevator is consuming. By replacing existing petroleum-based oil with this product, a system’s lubricity, which will allow an elevator to be maintained at peak-operating performance and make the system more environmentally preferable, can be rejuvenated.

Power Units & Valves Another improvement in hydraulic elevator technology can be achieved by updating power units. Normal wear and tear on older pump units means seals can begin to leak or valves might not seal tightly, permitting system pressure to decrease over time. Decreased pressure requires the unit to unnecessarily power-up in order to re-level, even in off-peak hours. Constant leveling throughout a unit’s downtime can mean unnecessary use of electricity for the building owner and more wear and tear on the seals and pump parts.

Conclusion The largest impact the industry can have on energy reduction is through the modernization of outdated and energy-inefficient technology, one building at a time. According to the USGBC, buildings are using approximately 71 percent of all electricity in the United States. Finding means to reduce this usage is paramount to sustained operations. Because older elevators consume up to 2 to 3 percent of all electricity globally, it has become increasingly important for companies to provide best-in-class sustainable solutions that reduce customers’ environmental impacts and operating costs. In ThyssenKrupp Elevator Americas’ 2009/2010 Corporate Sustainability Report, the opportunity for energy and emissions reductions was outlined for drives, lighting and fans with potential energy savings ranging from 50 to 94 percent for each element.

It is estimated that regenerative drives, in particular, reduce 3,800 pounds of greenhouse gas emissions per year per elevator. The reduction can be substantial for customers who are measuring, documenting and reporting the CO2 footprint of their building portfolio. By choosing sustainable service solutions,

building owners benefit both building occupants and the environment.

Sasha Bailey, LEED AP BD+C, is a corporate sustainability manager in ThyssenKrupp Elevators Americas’ Business Unit. She can be reached at [email protected].

Sustainable Solutions for All elevators



E ach year the Northwest energy efficiency Alliance (NeeA) honors oregon and SW Washington’s commercial building professionals who devote their

careers to influencing the design and maintenance of high performance buildings with the BetterBricks Awards. In its ninth year, the oregon/SW Washington BetterBricks Awards continue to present exceptional examples of the region’s green industry leaders. Winners are the owners, developers, architects, engineers, facility managers and sustainability advocates in the region’s commercial real estate sector who work together to tackle one of the largest consumers of energy – commercial buildings. oregon’s prominent position in the clean energy economy can be attributed to the vision and commitment of these professionals who steer the course in regional, national and international energy efficiency and sustainability efforts. oregon ranks second in the nation in the 2011 State Clean energy Leadership Index – largely a result of the collective work of BetterBricks Award winners past and present. Past champions have included Mark edlen,

Gerding edlen Development Company, a 2008 BetterBricks owner/Developer Award winner; Clark Brockman, SeRA Architects, a 2007 BetterBricks Designer Winner and 2011 Advocate winner; and a team from unico Properties, a 2011 BetterBricks Property Management Award winner. NeeA’s 2012 BetterBricks Award winners continue to exceed past efficiency standards with integrated designs that result in net zero buildings and high performance upgrades of existing buildings. the BetterBricks Awards also recognize green building leaders in Idaho, Montana and the Puget Sound and encourages nominations for upcoming awards. view images and winner testimonials at www.betterbricks.com/awards.

Sarah Lazzaro is the marketing manager for NEEA’s Commercial Sector. She develops and manages strategic marketing and communications strategies with NEEA’s market partners, including public relations, brand management, website content and outbound communications.

BetterBricks Awards Recognize Exceptional Examples of Green Industry Leaders

AwardingHigh Performance in Building Professionals

By Sarah Lazzaro

Tasked with leading the mechanical design for several publicly recognized green buildings, John McMichael, principal at Interface Engineering and co-recipient of the 2012 BetterBricks Design Engineer Award, has designed more than 60 LEED and five net-zero projects including the Oregon Sustainability Center, Portland State University’s Academic and Student Research Center and Portland Com-munity College’s new Newberg Edu-cation Center. The post-occupancy energy use findings of the Portland

State University Academic and Student Recreation Center show that the new building, which uses an innovative well water cooling and heating system, consumes 64 percent less energy than a baseline build-ing. Portland Community College’s Newberg Education Facility just opened in fall of 2011 and is expected to achieve net-zero energy – one of the first higher education buildings in Oregon to reach that level of efficiency.


2012 Design Engineer Co-Winner Steve Reidy PAE Consulting Engineers

With 23 years experience leading multi-disciplinary engineer-ing teams for high performance buildings, Steve Reidy, principal PAE Consulting Engineers, was recognized as a co-recipient of the 2012 BetterBricks Design Engineer Award. Most recently, Reidy was the lead design engineer on the Port of Portland’s new LEED Platinum headquarters. Recognized by Forbes.com as one of the world’s most high-tech green buildings, the Port of Portland office features renewable energy captured from the ground by 200 geo-exchange wells, each 340 feet deep; radiant heating and cooling panels that provide heating or cooling with a minimum of waste; and a Living Machine® that uses plants and microorganisms to clean the water by natural processes.

Justin Hurley, director of real estate and sustainable planning at Asante Health System, was recognized with the 2012 BetterBricks Owner/Developer Award. Hurley worked diligently over several years to integrate sustainability into all facets of Asante’s large portfolio of hospitals, medical office and other buildings. At Asante’s two large medical campuses in Southern Oregon, he championed sustainability during the development of each campus master plan and the beginning phases of work. As a result, the Asante Board mandated that all new Asante buildings must achieve LEED Certification. Hurley also focused on improving the energy efficiency and carbon profile of those buildings at each campus that will last for the long term. For these efforts, Hurley secured sizeable capital and operational budget allocations to support energy efficiency endeavors across Asante’s portfolio of existing buildings.

2012 Owner/Developer Winner Justin hurley Asante Health System Rouge Valley Medical Center

Neonatal Intensive Care Unit, Medford, Oregon

Port of Portland HeadquartersPortland, Oregon – LEED Platinum

2012 Design Engineer Co-Winner John McMichael Interface Engineering

OHSU/OUS Collaborative Life Sciences Building(Rendering provided by SERA Architects & CO Architects)

An outspoken advocate for sustainability in the built environ-ment for more than 20 years, Ralph DiNola was honored with the 2012 BetterBricks Advocate Award. As a founder and principal with Green Building Services, DiNola has developed an innova-tive and highly-successful approach to consulting that has resulted in significant energy savings in commercial buildings nationally and internationally. DiNola has managed the certification of more than 10 percent of all LEED Certified projects in Portland, including five LEED Platinum and seven LEED Gold projects. The Bud Clark Commons, Mirabella Portland and Mercy Corps Global Headquarters are prime examples of DiNola’s extensive portfolio of green buildings that excel in sustainable efficiencies and raise the bar for future projects. While he is rooted in the local community, DiNola has consulted on projects across the U.S. and abroad. International consulting projects include developing a model energy efficiency center for the city of Shanghai, China and serving as the site-wide LEED consultant for a 77-acre, 110 build-ing urban redevelopment, Msheireb Downtown in Doha, Qatar. Certified as a LEED Faculty since 2002, DiNola is at the forefront of this professional training effort and has provided training work-shops in the region and across the U.S. to thousands of building industry professionals seeking professional accreditation.

2012 Advocate Winner

Ralph DiNola Green Building Services

Msheireb Downtown DevelopmentDoha, Qatar


The BetterBricks Awards also recognize green building leaders in Idaho, Montana and the Puget Sound and encourages nominations for upcoming awards. View images and winner testimonials at www.betterbricks.com/awards.

For his visionary work spearheading the launch and expansion of The Green Sports Alliance, NEEA recognized Martin Tull with the 2012 BetterBricks Emerging Leader Award. The Green Sports Alliance, as directed by Tull, is an unprecedented collaboration of professional and collegiate sports teams and venues, representing 13 different leagues, in partnership with prominent environmental organizations such as the Natural Resources Defense Council, the Environmental Protection Agency and the Bonneville Environmental Foundation. Its members share their best practices in saving energy and generally greening their respective facilities, and the Alliance provides information, guidance, support and publicity for teams and venues for their energy conservation and general sustainability goals.

The Green Sports Alliance represents the first collaborative approach to this important work. The Alliance was originally conceived as a consortium of Pacific Northwest teams and venues. In 2011, Tull spearheaded the rapid growth of the Green Sports Alliance across the country, adding nearly three dozen teams and venues from every region of the country, including such venerable organizations as the Boston Red Sox/Fenway Park, Los Angeles Dodgers/Dodger Stadium and Kansas City Chiefs/Arrowhead Stadium. As a founding partner in the national Better Buildings Challenge, The Green Sports Alliance is in a prominent and influential position to effectively advocate for sports facilities to operate more efficiently and receive broad public recognition for doing so.

2012 Emerging Leader Winner Martin tull Green Sports Alliance

Founding Partners and Board of Director of the Green Sports Alliance

Portland Art Museum Facility Director Rob Beardon and Building Engineer Mac McMillan were selected for the 2012 BetterBricks Facility Management Award. Seeking ways to lower the utility use of their facilities in a time of tightened budgets and reduced donations, the team approached the Energy Trust of Oregon for energy audits of both the Portland Art Museum’s Mark and Belluschi Buildings. Implementing recommendations for the Mark Building reduced the energy use of the building by 35 percent and lowered overall energy costs by approximately $86,000. With the success of the Mark Building, the team then targeted additional projects for the Belluschi Building. The Belluschi Building is currently being benchmarked and is expected to lower natural gas use by 54 percent, electric-ity use by 21 percent and lower the overall energy costs by $132,000.

2012 Facility Manager Winners Mac McMillan(Not Pictured)

Rob BeardonPortland Art Museum

Managing the installation of more than $2 billion of building systems mostly in Oregon and Washington with a focus on energy efficiency, McKinstry’s Tom Konicke received the 2012 BetterBricks Service Contractor Award. Konicke and the McKinstry team have worked with more than 40 schools in Oregon and a vast number of commercial projects to provide innovative energy solutions that reduce energy consumption and operating costs and increase the comfort of the occupants. Together with their customers, McKinstry has eliminated 375,979 metric tons of carbon dioxide emissions since 2001, which equates to removing 68,861 cars from America’s highways, and has delivered in excess of $20 million in utility grants and state tax incentives to customers. High profile local projects in-clude implementing a $1.7 million energy savings plan for Oregon Health and Sciences University that yielded $97,000 of guaranteed annual energy savings and completing a systematic HVAC, controls and lighting upgrade to Montgomery Park, one of the largest build-ings in Portland, saving more than $190,000 a year in energy costs.

2012 Service Contractor Winner tom KonickeMcKinstry

2012 Judges Special Award Mitch Dec Glumac

Mitch Dec, energy department manager at Glumac, received a 2012 Special Judges’ BetterBricks Award for his expertise in energy modeling. Dec has successfully translated his training as a design engineer to specifi-cally focus on the operating conditions of high perfor-mance buildings in order to emphasize energy savings on the MEP systems that will have the greatest impact. His strategic evaluation of energy efficiency concepts is based on overall lifecycle costs including energy costs, maintenance costs and future costs of replacement. In addition, Dec identifies synergies with other design goals such as improved indoor air quality and water conservation in efforts to achieve dual benefits from the strategies implemented. Dec’s direct involvement with Portland high profile, green building projects Twelve West, Mercy Corps and The Mirabella resulted in each building achieving LEED Platinum status.

Twin 30-ton multi-stack chiller unit in the Belluschi Building, Portland, Oregon


Photo courtesy Dallas School District, Dallas, Oregon

Vestas North American Headquarters, Portland, Oregon Rendering courtesy GBD Architects

Mac McMillan

Mac McMillan


O wners and tenants of the more than 22,000 LEED Certified buildings worldwide invested in greener buildings for expected benefits, such as lower

utility bills and a better occupant experience. Now that many buildings have a few years of real performance data available, the media and the market have found some green buildings aren’t meeting their owner and tenant expectations.

Performance

Tapping Human Capital

to Drive Green

OHSU Center for Health and Healing in Portland, Oregon Photos courtesy Brightworks Sustainability Advisors

The reasons these gaps occur can’t be blamed on greenwashing or technical errors. People, times and technology constantly change, so protecting your green building investment means managing for human behavior as well as technological changes. Technical retuning of a building’s systems is frequently where owners turn first, and strategies like re-commissioning and performing ASHRAE audits can make a huge impact. However, influencing human behavior is actually the least expensive way to help support good building performance, and it can also produce the biggest payback.

The Business Case for Influencing Human Behavior Tenant expectations and behavior can be a surprisingly large influence on building performance gaps. Take employee uniforms: Do your tenants wear suits, shorts and T-shirts, coveralls or bathing suits? The answer affects what temperature they desire in their space, and that directly impacts energy performance. A 2008 study of 32 office buildings in Shanghai implemented a dress-down week to save energy in the middle of summer. Each office raised its room temperature by two degrees. That saved enough power to supply 30,000 local families for an entire month, according to China.org.cn.

By Jessica Green

Another major human factor in building performance is whether tenants are educated about how to use their building. Can tenants open their own windows, and how can they know when that will work with or against HVAC systems? Many new buildings have a red light/green light system in place to tell occupants when opening the windows is a good idea. If someone prefers to keep the windows shut, how does that impact the performance of the system? Not having a complete understanding of the systems can lead to occupant frustration and wasted opportunity. For example, many buildings now offer recycling and composting to reduce waste and operational expenses. However, if tenants are not aware of these facilities or are unclear on what is acceptable to put into them, recycling programs can be a missed opportunity. Another example is dual-flush toilets. Although increasingly common, they are not familiar fixtures to many and may cause guests or new tenants to inadvertently flush more water than necessary. Property management education is another driver of building performance gaps. Many buildings do not come with an owner’s manual, so how can property management be certain the maintenance program is optimum for that building? In those new buildings that do come with an operations manual, the operations and maintenance personnel may be unfamiliar with how to operate the new building systems. This information gap can lead to unchanged, dirty air filters, incorrect control settings and missed maintenance inspections, all of which contribute to inefficient building performance. A building only supports the functions of human activity, which means it is a fluid environment. The structure and base building systems that provide heating, cooling and ventilation are not as fluid but can be adjusted and operated to suit the changes made. Changing human behavior, however, is the key to unlocking the real potential of green buildings. This starts with

finding building performance gaps. The greatest benefits come from helping tenants make changes that create a better building experience for them and support the business and environmental goals of their employers and landlords.

Jessica Green is the Seattle regional director at Brightworks Sustainability Advisors, a provider of end-to-end

sustainability services in the built environment and for organizational strategy. She can be reached at [email protected].

OREGON FACILITIES | March/April 2012 -- .19

Collect and Analyze Building Performance Data Energy Star measures your building’s technical data against similar buildings to give you a baseline for how your building is performing. The new USGBC Building Performance Partnership will standardize and measure additional ongoing performance data for LEED Certified buildings that opt in. Both of these programs allow a building owner to organize performance data to identify gaps as they occur.

train Building operations Staff Educate operations staff on new technologies that may create energy efficiency or streamline their operations. It will benefit the bottom line and engage the operations staff more fully in the building’s success.

educate tenants Simple presentations, building orientations or tours will teach and engage tenants on appropriate use for building systems. If you have or are creating a Green Tenant Improvement manual, consider a

tenant user section that explains in more detail some of the more unusual features of the building, such as a red light/green light system or daylighting controls.

Submeter Individual Spaces Submetering creates behavioral change by forming a feedback loop that connects individual actions to utility bills. This guides and incentivizes performance improvements.

Provide Feedback Mechanisms Feedback can be a big driver for behavioral change because it engages the occupant in a conversation with the building operators or property management. For instance, use a survey to determine whether thermal and lighting comfort is being met or whether bike parking spaces are adequate. Open the lines of communication between property management and tenants by providing an email hotline for maintenance requests or suggestions. Use newsletters to highlight and reward tenant behavior that benefits building performance.

how to Find (and Close) the Performance Gaps


FLooRING

C arpet is a significant investment, both in monetary terms and overall facility

image. A consistent carpet maintenance program is crucial to maintaining appearance and in extending the life of the carpet. More than that, it is critical in providing and maintaining a healthy indoor environment. Indoor air can be more polluted than outdoor air, according to the EPA. Carpets capture and retain allergens that can trigger asthma and other respiratory problems. Unhealthy building conditions cause billions of dollars per year in employee absenteeism, medical costs, reduced productivity and lower earnings. You wouldn’t operate your HVAC systems with dirty filters. Those filters pale in comparison to the size and filtering effect of the carpet in a building. Carpet acts as a filter that collects pollutants and contaminants. So, how do you keep this filter clean?

Prevention The first step in any carpet maintenance program is prevention, and it begins with proper matting. With a coarse scraper mat outside, a high quality commercial indoor scraper in the vestibule and an absorbent walk-off mat inside the building, much of the dirt that comes in on people’s feet will never make it as far as the carpet.

Spotting The second step in carpet maintenance is carpet spotting. This includes daily inspection for new spills and tracked in dirt. Spots should be taken care of immediately so they don’t turn into stains. There’s a right way and wrong way to do everything, and carpet spotting is no exception. Know what you are doing, or you could ruin your carpet.

Vacuuming Regular vacuuming, the third step, removes soils and other contaminants before they are ground into the carpet and cause permanent damage in the form of further spotting or staining. Vacuum the high traffic areas daily. Other areas can be vacuumed less often, but don’t forget edges, corners and under desks and tables. Use a vacuum that meets Carpet and Rug Institute’s Green Label guidelines (i.e. HEPA or similar filter systems). Otherwise, you’ll be putting the dirt and dust that has been taken out of the carpet back into the air. Perform regular maintenance on vacuums to keep them operating properly. Be sure the bag is changed before it is three quarters full. Backpack vacuums are popular because of their efficient filtration systems. Beater bar vacuums, or those with rotating brushes, are especially good for the first 50 feet into the building because the agitation of the brush loosens the soils and keeps the dirt from imbedding into the pad.

Clean As the fourth step, clean the carpet using one of a few methods: The bonnet method uses a rotary pad, much like a floor buffer, to clean the top of the fibers only, leaving the deeper soils undisturbed. The carpet will look better for a while, but eventually the deep soils will wick up, or come to the surface, and look dirty again. The advantage is the bonnet method is the minimal dry time. The pile of the carpet is not lifted by this method of cleaning. In fact, over time, the bonnet method will damage the carpet fiber. Micro fiber rollers are better at capturing deep soils but still leave a lot

behind. Dry time is an advantage, even though slightly longer than bonneting. Again, there is no positive effect on the carpet pile. Encapsulation gets most of the deep dirt, causes the pile to stand up, uses little water and has a short dry time. The EPA recognizes the effect of regular carpet cleaning on indoor air and suggests regularly scheduled hot water extraction cleaning for total contaminant and soil removal. This method is by far the most effective at removing deeply imbedded soils and lifting the pile. However, dry times are longer than the other cleaning methods. Proper scheduling is recommended when the building is not to be occupied such as weekends and holidays. Because commercial carpets usually consist of a tighter, shorter pile, airflow through the carpet can prolong the dry time. If your contractor uses an adequate number of air fans in the drying process, this problem is solved. As with any maintenance program, consult with the carpet manufacturer for appropriate maintenance protocol to comply with the warranty. Carpet is made from different fibers such as nylon, olefin or even wool. Some fiber types require special care when cleaning.Developing a good plan and executing that plan with commitment will protect the investment of carpet. Keeping the filters clean in your building, including the filter called carpet, will go a long way to creating and maintaining a healthy indoor working environment.

Ron Moore is president of RBM Building Services. Please direct comments or questions to [email protected].

Keeping the Largest Air Filter in a Building CleanBy Ron Moore

A n exterior with impact, an intelligent energy usage plan and a well-designed interior

contribute to a worker’s perception of their value within a company. Physical surroundings are an extension of an employee’s compensation, and they acknowledge this, even if only subconsciously. How often, though, is the most intimate connection to worker comfort – their chair – overlooked? Office seating can literally be a pain in the butt, so here are a few tips for selecting office seating, particularly selecting seating for multiple users. Office seating is often thought of as a check mark for an employee’s workstation. Like a computer monitor or stapler, every worker gets one, and everyone is on a budget, so there is no reason to splurge on the red metal Swingline. The problems with cheap chairs start to arise six months post-purchase when workers are complaining about neck and back pain and chairs start to fall apart. The truth with ergonomic seating is a universal one: You get what you pay for, but splurging isn’t always necessary. Poorly designed and cheaply constructed seating is simply not

worth the risk for an established business enterprise. Healthcare costs can make up 10 to 20 percent of payroll expenditures, but these costs can be mitigated with some ergonomic initiatives.

Other Selection Notes Selecting a single office chair model to fit 500 people may seem impossible. Choose a small selection committee – typically three to six people make a good panel. Consider input from human resources, purchasing, facilities management and company officers. Acknowledge that there will always be special seating needs for a few employees. These will need to be handled on a case-by-case basis. The purpose of your selection process is to accommodate the vast majority of your building tenants. Be sure to work with a knowledgeable salesperson. The process should be consultative and low-pressure.

Sean Murphy is a space planner for ROSI Office Furniture. For more information, visit www.rosiop.com.

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MFurnishing Office Buildings ergonomics for the Masses

By Sean Murphy

• Purchasing higher quality furniture is essential. Manufacturers spend a lot of time studying the way people work. Use this knowledge to your advantage. Although a well-designed chair may cost more, there are hundreds of hours of research that go into its design. Everything from seat foam to movement mechanisms are crafted to be universally appealing. This comes in handy when accommodating hundreds of users with a single chair model.

• Just because a chair has five levers doesn’t mean it is a good fit. A chair should have several one-time adjustments to fit people of different sizes, but those adjustments should be positioned out of the way for everyday use. After initial adjustment, a chair shouldn’t require levers and knobs to facilitate natural movement.

• Ask questions about a chair’s construction. Too many chairs look perfect on the showroom floor but degrade quickly. A common seating ailment is seat foam that flattens and loses support after a year or two. Lifetime warranties can be deceiving. Many ergonomic chairs carry lifetime guarantees but break down anyway. A realistic lifetime for office seating is 10 years.

• Pay close attention to the way a chair moves. A good chair should move naturally with the body with minimal effort. Take the time to adjust each chair to the user during the decision-making process.

Rules of thumb


P ublic expression often takes the form of art. For building owners and facilities managers, this art

is often unwanted graffiti – found on windows and mirrors of their facilities in the form of a tag. Building owners who have tagged store front glass, rest room glass or various scratches from wear and tear are limited in restoring their property to its original condition. Removing scratches from porous glass surfaces has been met with mixed results. Many services remove the scratch but leave the treated area of the window looking distorted. This coke bottle effect is due to uncontrolled heat distribution and uneven pressure on the glass surface. Due to this ineffective repair, many building owners resort to replacing the glass. The days of replacing the glass to reclaim tagged property is over thanks to a new system called GlassRenu. Developed in the field, GlassRenu is a patented dry grinding process that renews the original clarity and luster of glass by removing even the most severe damage without distortion. This process is unique among all other scratch removal or wet polishing systems. Learning is easy, and the process produces phenomenal results at a fraction of replacement cost. Repairs are performed

quickly without the mess and set-up of other systems. The process works on non-scratched surfaces as well. Many buildings are plagued with hard water stains. Water spots are most frequently created when hard water is left on a surface. Poorly aimed sprinklers or rain water that is left on the surface too long are common causes of water spots. Best case scenario, the minerals and dirt in the water remain on the surface of the glass and are washed off during the next cleaning. Given time though, conditions worsen. Corrosive minerals in water etch the surface, creating craters. Eventually, the glass will appear hazy, scaly and white as if there is a soap scum on the glass. Generally, the savings for repairing a scratch or water damage vs. replacing the glass are about 30 to 50 percent the cost of replacement, depending on market value of replacing glass. For example, a storefront 3-by-5 foot piece of glass would run $525 to replace and $200, on average, to fix.

Micah Shelton is owner of New Outlook Cleaning Services, based in Portland, Oregon, which specializes in a variety of commercial and residential cleaning services. Please direct comments or questions to [email protected].

WINDoWS

By Micah Shelton

Reclaim the view, Clean the Windows


GlassRenu Manufacturers’ Website: While the creator and seller of this glass restoration system does not go out and physically clean glass, they will point you in the direction of the hundreds of cleaners around the nation who have purchased and have been trained to use their equipment. Visit www.glassrenu.com or call 888.769.0001.

the Glass Restoration Service Network (GRSN) was created to promote quality maintenance and restoration of existing glass of all types as a green alternative to glass replacement. GRSN is an independent, non-profit referral service connecting consumers with qualified glass service technicians in their area. Visit www.glassrestorationservicenetwork.com and fill out the request service form.

the IWCA was formed by a group of window cleaners in the late 1980’s in an effort to promote safety and education and to enhance professionalism throughout the industry. The IWCA is the secretariat of the ANSI/IWCA I-14 Window Cleaning Safety Standard which is referenced by building owners and property managers as well as the occupational safety and health administration (OSHA). In addition, it was designed to be referenced by professional engineers, architects and manufacturers of window cleaning equipment. The I-14.1 Window Cleaning Safety Standard is the only standard of its type that is specifically for those in the window cleaning industry. The IWCA can be reached at www.iwca.org or by phone at 800.875.4922

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Documents

oregon facilities magazine

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green performancerefining

green closing

green industry leaderswww

facilities personnel

sustainable service

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