Is Leed Certification adding a marketing advantage in obtaining prospective commercial tenants?

September 7, 2011

Sensible sustainability for industrial buildings

When ground was broken in late 2007 for a speculative warehouse and distribution center in suburban Chicago, plans called for the roughly 650,000-square foot facility to be packed with green building features. Those included hundreds of skylights to reduce the need for electric lighting, motion detectors and photo sensors to automatically shut off unused lights, water-saving plumbing fixtures, and other energy-conserving features. In fact, the developers were so successful in including sustainable features that the building earned Leadership in Energy and Environmental Design (LEED) Gold certification from the U.S. Green Building Council.

Yet, despite all its sustainable features, a tenant for this green building has not been found.

Admittedly, this facility had the unfortunate timing to come online during one of the most challenging commercial real estate periods we have seen in recent times. However, this building remains vacant even as other similar-sized industrial buildings in Chicago have been leased. That begs the question: Is LEED certification a good investment, especially for an industrial facility?

The case for LEED

During the past several years, most developers and many end-users have been aggressive proponents of green buildings. More and more, however, developers and users – even some prominent architects like Frank Gehry – are questioning the value of LEED certification.

This has sparked a healthy debate regarding the need for LEED, but that has also created uncertainty for many developers, owners and tenants. So let’s take an objective look at the costs and benefits associated with LEED certification for industrial buildings.

First, here are some of the good reasons to consider LEED for new or existing industrial properties:

◦Social benefits. Incorporating LEED features results in higher-efficiency buildings that are more likely to conserve resources and reduce pollution, and better protect occupant health.

◦Financial benefits. For the owners of LEED-certified buildings, increased energy efficiency reduces operating costs, and those savings fall straight to the bottom line in the form of increased net operating income (NOI). LEED certification can also boost real estate asset values for owner-investors. For users, LEED features can enhance worker productivity, lowering overhead costs and increasing employers’ NOIs.

◦Tighter management. LEED certification requires careful measurement and documentation of building performance. Closely tracking electric and water consumption, indoor air quality, and other factors creates focus and might help to motivate property managers to continue to maximize efficiency. The data generated also contributes to more informed decision making regarding building systems.

◦Credibility. LEED certification represents third-party verification of a building’s sustainability. While the owners of other buildings might claim they are green, independent LEED certification provides proof.

◦Improved marketability. In theory, the prestigious LEED designation gives buildings a marketing advantage relative to non-LEED buildings – with at least some prospective tenants – possibly allowing owners to command higher rental rates.

Another perspective

As sustainability and green building have gone mainstream in recent years, seeking LEED certification has become almost routine for some developers and end users.

However, there can often be valid reasons to forego the LEED process:

◦Higher construction costs. There is no escaping the fact that LEED certification usually increases up-front construction costs. Every project is different, and the extra costs will vary depending on which level of LEED certification is being sought. But various studies have estimated that the LEED “premium” can be up to 5 percent for the minimum LEED standard to up to 30 percent for the highest-level Platinum certification.
◦Added cost of the LEED process. In addition to higher construction costs, the added costs of extra research, design, commissioning and modeling required for LEED compliance, the costs of documenting the LEED process, and LEED registration and certification fees must be considered. Those additional costs can run tens of thousands of dollars – even hundreds of thousands of dollars, depending on the project. Some have argued that pumping those dollars into additional sustainable features makes more sense then spending that money on LEED documentation. More and more, we are hearing about buildings that could have qualified for LEED, but their developers made a conscious decision not to invest the additional time and expense required. Some have called that strategy “going green without the plaque.
◦Minor improvements in sustainability. Although the lower levels of LEED certification are undeniably a positive step toward sustainability, the actual improvements in energy efficiency can be relatively modest, often less than 20 percent. Granted, those savings can add up during the life cycle of the building. But they might not be dramatic enough for a developer or owner to be willing – or able – to absorb the additional up-front costs.

Lease rates vs. LEED

When developing new industrial buildings – especially speculative buildings – developers must make a judgment call as to whether the benefits of LEED certification outweigh the costs. And they must make it based on current conditions.

For the developer of the warehouse and distribution center mentioned above, LEED certification was part of its marketing strategy. The developer attempted to differentiate the facility on the basis of its LEED-certified sustainable features. Even though the lease rates were higher than those of less green buildings, it was reasonable during early to mid-2007, when the project was in pre-development, to assume that some tenants would be willing to pay more. It made sense to think that certain environmentally conscious executives would pay above-market rents for a sustainable facility that was a better fit with their corporate mission, strategy and brand image.

Today, however, many industrial users are having second thoughts about the costs associated with LEED certification. During this still-fragile economic recovery, minimizing overhead expenses has become the top priority for many businesses. When it comes to leasing space, many industrial tenants are simply seeking the lowest possible lease rate while still satisfying their requirements. For them, at least in the short term, the prestige and long-term savings associated with doing business in a LEED-certified building has taken a back seat to controlling costs.

Even before the economic slump, it is probably fair to say that most industrial users were less interested in LEED certification than office users. Since clients often visit office buildings, office users understandably feel compelled to present a responsible, professional image, and doing business in a LEED-certified building can help to reinforce and burnish that image.

Industrial users are also concerned with brand image, and undoubtedly would welcome the reduced operating costs of more energy-efficient LEED buildings. Some have made a significant corporate commitment to sustainability. But most industrial tenants’ customers rarely visit warehouses and distribution centers, and those customers often pay little attention to those buildings – if they are aware of them at all. Thus the branding value of LEED certification is a secondary consideration for many “behind-the-scenes” industrial users.

Opportunities for LEED

Speculative industrial development in the Chicago area will remain limited until rental rates and availabilities return to pre-recession levels. Speculative green projects are even less likely. Though the capital markets have improved, obtaining construction financing for most projects remains challenging – let alone for anything that adds to the project’s cost and makes underwriting even more difficult. Even if a developer can get financing for the additional costs of sustainable features that might require charging rents that are too high to be competitive.

“No one pays for LEED on a spec building,” a local broker told me recently. But when sustainability is a fundamental component of a user’s corporate mission, there could still be opportunities to incorporate green features in built-to-suit facilities. A recent example is the regional distribution center that was built for BMW of North America LLC in suburban Chicago. With BMW’s blessing, that 306,240-square foot facility at 100 S. Internationale Parkway in Minooka received LEED Silver certification in early 2010.

Another local example was an existing non-LEED spec building in the northern suburbs that was upgraded to LEED for Commercial Interiors requirements at the request of the tenant, The certification received for the 234,715-square foot facility in Niles is considered the green benchmark for tenant improvements, and is often pursued in existing structures.

Seeking LEED certification is a worthy goal that can often deliver considerable direct and indirect value. A sustainable facility demonstrates a commitment to social responsibility, and can yield long-term cost savings for both building owners and occupants.

But the realities of the market place during the past two to three years have undercut the power of LEED. The supply of industrial space in the Chicago area still outweighs demand and, for many prospective tenants, minimizing costs has taken precedence over LEED certification.

That situation is likely to moderate as the economy strengthens and the commercial real estate market moves closer to equilibrium. At the same time, sustainable design and implementation will probably become more streamlined and less costly. For now, however, developers, owners and users should take an objective look at whether LEED certification is a viable strategy.

By Susan Bergdoll
Duke Realty

http://www.rejournals.com/2011/09/06/sensible-sustainability-for-industrial-buildings/

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This is why you need an Owner’s Representative for Construction Projects

August 29, 2011

Demolishing a Vegas Hotel Before its Grand Opening

by By Andrea V. Brambila, Inman News
August 25, 2011

The days of the Harmon Hotel tower in Las Vegas may be numbered — even before the hotel welcomes a single guest. Begun during the Las Vegas high-rise condo boom, the hotel tower — first proposed as a 49-story mixed-use condo and hotel project — is an empty, if flashy, shell that its owner, MGM Resorts International, seeks to demolish.

The building’s downfall has been blamed on massive construction defects and the market downturn. MGM and the building’s general contractor, Perini Building Co., are embroiled in litigation over the building’s problems — and the outcome may ultimately decide its fate.

Originally conceived as a 400-room nongaming tower with just over 200 residential condo units, the Harmon was part of the larger CityCenter development on the Las Vegas Strip.


Las Vegas CityCenter’s Harmon Hotel tower (center), may be razed before it ever opens.
Photo: flickr | Vrysxy

When MGM put the planned condo units on the market in early 2008, buyers — mostly owner-occupants — put down 20 percent deposits on nearly half of the units within a two-month period, said Robert Hamrick, who served from January 2006 to March 2011 as senior vice president and broker at CityCenter Realty Corp. He is currently chairman and CEO of Coldwell Banker Premier Realty in Las Vegas.

“It was a very emotional building. The physicality of it, (the) appearance, the architecture. It was going to be a very high-end luxury building, kind of appealing to the nouveau riche, perhaps. Upscale, classy and a somewhat young environment,” Hamrick said.

But structural defects were discovered in the building, and in January 2009 MGM announced that the Harmon’s finished size would be cut down to 28 stories, from the 49 stories originally slated. This eliminated the planned condo units entirely. Perini finished the Harmon’s core and shell in December 2009.

The building currently sits unfinished as MGM and Perini debate the extent of construction defects in the courts. Neither MGM or Perini responded to requests for comment by publication time.

According to a July engineering report, repair of the building may not be possible, and if it is, it could take up to three years to fix from start to finish.

The Perini company fired back in a statement that “MGM is seeking to implode the building to hide the fact that the Harmon is not a threat to public safety and to avoid having the repairs made that Perini and its third-party structural engineers have offered to do.”

Perini also accused MGM of “buyer’s remorse” due to the downturn of the real estate market. “MGM is now attempting to blow up the Harmon to avoid adding the Harmon as additional glut to its other vacant properties in CityCenter under the guise of ‘public safety,’” the company charged.

The proposed plan is subject to approval from the county’s building department. If approved, MGM would also seek to lift a court order that prevent alteration or destruction of the building while the litigation with Perini is unresolved. There have been at least a dozen buildings imploded in Las Vegas since 1993, five of them since 2006, according to an implosions page on travel website Vegas.com. The most recent was the New Frontier hotel, the second-oldest hotel on the strip at the time, on November 13, 2007. On May 9, 2006, the precursor to CityCenter, the Boardwalk hotel, was imploded to make way for the new development.

http://realestate.yahoo.com/promo/demolishing-a-vegas-hotel-before-its-grand-opening.html

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Prof Svcs for Developers, Real Estate Corporations, Institutions

August 13, 2011

We offer professional services for Developers, Owners, Municipalities, Lenders, Financial Institutions, Sureties, HOAs & Attorneys worldwide for Real Estate & Construction projects and challenges. WHY HIRE AN EMPLOYEE WITH CONSISTENT SALARY AND BENEFITS when you can hire only when necessary.

Our team of experts, from a multitude of construction and related field divisions, have overseen projects that include condominium, apartment communities, resort, retail, restaurant, hospitality, off-shore islands, critical mission facilities, federal, state and municipal government projects.

Services Include:

~ Owner’s Representation
~ Project & Construction Management
~ Compliance Reviews & Private Inspection Services
~ Scheduling Services
~ Estimating Services
~ Surety Consulting
~ Insurance Consulting
~ Delay Claims Analysis & Disputes
~ Litigation Support & Expert Services
~ Building Assessment, Evaluation, & Commissioning
~ Asset Management
~ Real Estate Leasing and Property Management Consulting
~ Design Evaluation & Staging
~ Financial Asset Analysis and Strategies

Real Estate & Construction Expertise.

The team of specialists from the different construction divisions include:

• Construction Manager
• Project Manager
• Superintendent
• Building Inspectors
• Risk & Claims Expert
• CPM scheduling and analysis,
• Estimator
• Mechanical Design Engineer
• Claims Analysis Defense Specialist
• Mechanical, Electrical & Control Commissioning Agents

The team of specialists from the real estate & related specialty divisions
include:

• Real Estate Leasing & Investment Trainers and Consultants
• Design & Staging Consultants
• Construction & Real Estate Attorneys

For a free consultation and price estimate please contact Andrea@KTConsultingonline.com or Locally in South Florida 954-771-2889 or Toll Free 877-544-4059. We are available for immediate implementation on projects locally in Florida, throughout the US and Internationally.

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Why an Investor purchasing a Multi-Family Apartment Community needs Owner’s Representation

August 11, 2011

Many investor groups seeking to purchase a multi-family apartment community never consider the importance of hiring an Owner’s Representative. The standard process in their purchase usually only entails a independent building inspector.

A building inspector will only complete a general inspection which will include:

~ Roof
~ Structural (Doors, Windows, Walls, Ceilings, Floors)
~ Appliances / Fixtures
~ Mechanical Inspections (Electrical, Plumbing, HVAC)
~ Pool (if applicable)

This is a standard inspection, usually completed by one general home inspector. When investing in a costly venture as an apartment community, it is imperative to incorporate qualified representation to protect the owner’s interest. This assistance should include a group of seasoned specialists, with vast experience in their individual trade/divisions, and as a group, insure large projects have been inspected to uncover any potential costly repairs prior to purchase.

The team of specialists from the different construction divisions may include:

• Construction/Project Manager/Superintendant
• Building Inspectors
• Risk & Claims Experts
• Estimator
• Mechanical Design Engineer
• Mechanical, Electrical & Control Commissioning Agents

Once a project is purchased a team of specialists from the real estate & related specialty divisions include:

• Property Management & Leasing Consultants/Trainers
• Design & Staging Consultants

This phase, after purchase, is also a critical time in which an investor must consider outside experts to insure their on-site team of managers, leasing staff, maintenance staff and complete project setup is done properly and cost-effectively.

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Data Center Facility Commissioning

August 1, 2011

Why is it so imperative that Data Center Facility design and installations are strategically planned?

A variety of components and systems power, cool and protect critical mission facilities. It is the proper coordination of these processes that makes an integrated infrastructure. A deficiency in one component may compromise the operation and performance of the entire facility. In many cases, with data centers and other mission critical facilities, the initial designs by engineers are based on potential system failures. However, it is crucial to apply more definitive steps and procedures in order to evaluate and assess vital links.

What steps can be taken to avoid duplication in data center facility commissioning?

This is alleviated with a written procedural policy to step-by-step coordination of electrical, mechanical, control systems, commissioning agent, manufacturer and contractors of a data center. These procedures may be duplicated from project to project, however, it is not always the case that each facility design is the same. This may lead to expensive and avoidable setbacks on a project. Not only is it imperative to avoid repetition in design and installation, but to be precise in testing and evaluation.

What steps are required in order to successfully commission a Data Center Facility?

• Strategic partnerships in coordination between electrical, mechanical and control tradesmen.

• Insuring the specialty tradesmen are qualified to assess and review the system to insure no unnecessary replications.

• Testing and Assessing of system through entire test run and documented in writing in Commissioning Test Record.

• Each step to be tested individually and together in succinct with full program.

• Clear and concise written test results to include steps to rectify any challenges, redesign or fine tune processes that are not successful and steps to correct items that need repair that are uncovered during testing.

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Architect slams cuts to performing arts center

April 26, 2011

The acclaimed architect who designed the stalled Dr. Phillips Center for the Performing Arts on Monday urged cost-cutters not to trim more features from the building, lest it become something that would embarrass him and the city.

Los Angeles-based architect Barton Myers addressed members of the Orlando Community Construction Corp., which was formed to take over management of the building’s construction and find a way to break ground. To do that, the panel has to find a way to plug a funding shortfall now estimated at $16 million.

Myers, whose company was paid $11.9 million to help design the $383 million arts center, implored the panel’s members not to whittle away at the building to save money.

“We cannot keep chopping away at this building … I cannot do a bad building,” he said, noting that he is near retirement. “I don’t want to go out on something I’m embarrassed by.”

In particular, Myers objected to plans to save $4.4 million by eliminating a large glass-fronted banquet center that would front the building. Doing so would change the center’s appearance and character, as well as take away a money-maker that would help support the building’s operations, he said.

“You cannot take off the banquet room,” he said. “You will radically change the building. It’s not going to be the same building.”

Arts-center chairman Jim Pugh said he’s confident Orlando will have an arts center that the city and Myers will like. The banquet center is only being temporarily deferred, and Pugh hopes a private donor will contribute the money to bring it back.

Orlando Magic president Alex Martins, who leads the oversight group, said members don’t want to make needless cuts, but they must deal with the funding shortfall created by the drop in tourist-tax collections needed to build.

“I have every desire to keep the building exactly as you have it. Time and resources will let us know whether we can do that,” he said. “We have at least a $16 million funding gap to deal with, and we need to use every means possible to eliminate the gap.”

Orlando chief financial officer Rebecca Sutton, who helped develop the venue’s financial plan, said the difference between the money available and the cost of the building can’t be ignored.

“Unless there is manna from heaven tomorrow, we will have to deal with this unfortunate difference,” Sutton said. “Ultimately, there will be very, very difficult decisions that will have to be made.”

The Orlando Community Construction Corp. is negotiating a contract with a company that would serve as the new “owner’s representative” for the project, examining construction agreements and design documents to find potential cost savings.

They expected to approve a contract on Monday with that company, PCL Construction Services, but negotiations weren’t completed. Arts-center officials are in a rush to trim the budget before bids expire early next month, so PCL executives have already begun reviewing project documents, even though they don’t have a contract.

By Mark Schlueb, Orlando Sentinel
8:01 p.m. EDT, April 18, 2011

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Information on Operation & Maintenance Plans (“O&Ms”)

March 31, 2011

OPERATION AND MAINTENANCE PLAN (“O&M”) INFORMATION

1. What is an Operation and Maintenance (“O&M”) plan? An O&M plan specifies key system operating parameters and limits, maintenance procedures and schedules, and documentation methods necessary to demonstrate proper operation and maintenance of any HVAC system.

2. Why is an O&M plan required?
An O&M plan is an indication that a facility is in continued compliance with applicable regulations and permit conditions, and the essential equipment is properly monitored and maintained to stay in compliance.

3. Who needs an O&M plan?
O&M plans are essential and required for a wide variety of industries, facilities and equipment. The most common equipment requiring O&M plans include major HVAC and Plumbing equipment, Major Electrical components and devices, Pool equipment, Elevator and Roofing systems. Other items or equipment may also require the submittal of an O&M plan and applicable local regulations will provide specific requirements for a facility.

4. What are the benefits of having an O&M plan? Besides complying with applicable Local and State regulations and permit conditions, the facility is ensured that the equipment is being properly operated and maintained. Early detection of problems may decrease repair and replacements costs, prevent malfunctions and minimize downtime. With proper performance and documentation, an O&M plan may also be used as an affirmative defense in the case of a malfunction.


5. What is the difference between operating parameters and maintenance procedures?

Operating parameters are quantifiable parameters that, once properly defined, are considered indicators that a system component is functioning as designed. Examples of operating parameters are temperatures, air flow rates and overall comfort. Operating limits for each parameter may initially be suggested by the equipment manufacturer or in the buildings design parameters, but may later be modified by the facility based on experience or operation during a performance testing and general use.

6. Why Preventive Maintenance procedures work
Maintenance procedures are performed on a routine basis to ensure the equipment remains in peak operating condition. Examples of maintenance procedures are inspections, cleanings, lubrications, adjustments, replacements and calibrations. Maintenance procedures may initially be suggested by the equipment manufacturer but may later be modified by the facility based on experience and applicable conditions. A weak maintenance plan may not be acceptable as an affirmative defense in the case of a malfunction.

What is the main reason for a plan
(1) Compliance with state and local code regulations
(2) Limit future costs to maintain systems
(3) Limited downtime of major systems
(4) Preventable repair and/or replacement costs for improperly maintained equipment
(5) Maximize Life expectancy of the equipment
(6) Energy savings and efficiency
(7) Cost savings paid to service vendors
(8) Knowing your annual expenditures for service in advance

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Smooth transition when your HOA or Condo Association takes over from Developer

March 8, 2011

Condo Associations and Owners have taken possession of new buildings without clearly examining the work for contract compliance and are left with hefty maintenance problems and unnecessary costs forever.

It has been well documented that South Florida’s highrise residential and commercial buildings were rushed to completion during the past building boom. Many of these finished projects have countless mechanical errors and installation omissions, which are now costly for many associations to correct and maintain.

Owner-developers, Condo Associations & Homeowner Associations
need the help of a third party inspector to forensically inspect their new building for plan and specification compliance.

WHY:
Because once a building is turned over to the Association and the Contractors are closed out or out of business, and the warranty time or fund expires, Owners, Homeowners or Condo Associations are left to fend for themselves. When sizeable deficiencies are initially unnoticed or hidden during construction close-out turnover stage creates huge financial challenges for the associations, boards and owner’s fees and assessments.

“It’s what you do not see or fully understand that comes back to strike the ownership of these buildings.”

KT Consulting International is an organization that obtains decades of experience in Mechanical Contracting, HVAC/Plumbing installations for high-rise construction expertise. The company is sought after by owners, developers, construction managers, condo associations, homeowner associations and engineers to assist in reviewing mechanical installation compliance, saving hundreds of thousands of dollars in unnecessary costs, time, and frustration.

HOW CAN WE BENEFIT YOU:

· Forensically examine the construction plans and specifications for Mechanical systems – HVAC/PLUMBING.
· Examine submittals for the products used and approved for installation for specification adherence.
· Review Air and Water Balance reports for specification compliance.
· Examine close-out documents, operation and maintenance documentation for specification compliance.
· Site walk through to examine installations visible for code compliance.
· Site walk through to examine installations visible for General Mechanical practices and procedures.
· Site examination to review operation and maintenance access for major equipment
· Assist owners and associations in designing and developing comprehensive Operation and Maintenance Procedures.
· Prepare an examination report of installation and report any errors or omissions revealed.
· Meet with the Owners Association to brief and review the report.
· Advise the Owners and/or Association on a course of action.

Do not make the mistake of accepting a building with routine operation “nightmares” because the installing contractor or developer did not effectively use proper quality control procedures during construction.

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How to turnaround distressed commercial projects

February 26, 2011

In the current challenging real estate market many Owners and Developers are finding that their prior techniques to overcome these difficulties are no longer successful.

In order to turnaround distressed assets in the current market it is imperative to seek a fresh perspective on your existing developments.

We are all well-aware that the market is extremely depressed and unpredictable. Default or distressed multi-family products require an in-depth, detailed real estate development and construction analysis in order to start the revitalization of the project. It is also necessary for project owners to re-evaluate their original visions and be flexible to adjust to a current and future marketable product. That is a challenging task. Most owner/developers over the majority of their careers have found their plan of attack always successful. But for the first time the process is not effective.

How to begin: In order to accomplish your goals the project will require full service, Owner’s Representation in both Construction and Real Estate. An Owner’s Representative with Construction and Real Estate development expertise can analyze the project and assist in setting up the turnaround in multi-phases of steps.

An example of a single family home community with unsold lots and homes in need of completion and sell-out would require the following steps:

Owner’s Representation Phase 1:
1) Project & Construction Management
2) Estimating
3) Building Assessment & Evaluation
4) Design Evaluation & Staging
5) Develop Phasing Plan

Real Estate Services Phase 1:
1) Commercial and Residential Market Assessment
2) Marketing & Promotion Plan
3) On-site Sales Center
4) Vetting & Training of top-producing agents
5) Property Evaluation & Management service

This process is not accomplished by continuing the same procedures used prior to the housing slow-down. In order for success and an expedited turnaround of the project the developer must seek a team of construction and real estate experts consisting of individuals with decades of experience in specific trade divisions.

Why is it so important to begin this process immediately? Statistics show that Miami condo sales in January increased 134 percent from the year before. There is clear evidence that the market is showing signs of recovery and the window of opportunity for owners/developers of projects to re-brand and present a “re-grand opening” of their communities must begin now in order to get back in the game of success.

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THE FOUR (4) PHASES OF PROPER DEVELOPMENT AFTER THE CONCEPT

February 1, 2011

Phase 1
OWNER’S REPRESENTATION “ORM”
Seek out a professional Owner’s Representative (ie. “Construction Development Manager.” We like to use the term “ORM”- Owners Representation Management.

The ORM Team’s responsibility is to assemble the professionals to implement the vision and expectation of the investor/developer and coordinate and design the MDP “master development plan.” The team advises the Owner of the best and worst case scenarios and compiles a conceptual budget to review. The ORM team then advises the Owner of the constructability and applies that analysis to the master development plan and produces a master building schedule.

Phase 2
DESIGN TEAM SELECTION
The ORM team determines the best fit for the project and guides the decision making process with the owner. Cost is important but not the ultimate factor in the choice. It is the experience and fit for the project that matters. After the design has been chosen the regulatory work involved can be exhausting. The ORM team has to manage this process to fit within the MDP.

Phase 3
DESIGN COMPLETION & PERMITTING
In Phase 3 the design work is nearing completion and the project plans become ready for permitting. The ORM team selects a professional permitting agency to assist in expediting the permit. The ORM team develops a candidate list of Constructors. The ORM team produces a bid package for the Owner/Developer and implements a bid process. The final selection is based on the most complete package and competency of the Candidate.

Phase 4
ORM PROJECT MANAGEMENT PHASE
Without a doubt the most overlooked item in the entire process is the Project Management Stage. The methodical upfront planning and coordination can be squandered with a delay in construction. The beginning of a successful project starts with critical thinking and planning. The perfect process can become a calamity if the PM team is slumbering at the wheel, the ORM team has to be the catalyst in making sure the schedule is kept up to date. The management team must identify potential problems before they take place. The team must work closely with the Constructors and the Design Team to keep the communication clear. Request For Information “RFI” answers must be responded to within a reasonable time frame. Lost time not addressed properly puts the entire process behind and it can have lasting financial consequences on the entire development. In conclusion, the success of the entire process is based on the management team selected.

By Kenny Tsakanikas, Executive Vice President, KT Consulting www.KTConsultingonline.com

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Want a smooth transition when your HOA or Condo Association takes over from the Developer?

February 1, 2011

Condo Associations and Owners have taken possession of new buildings without clearly examining the work for contract compliance and are left with hefty maintenance problems and unnecessary costs forever.

It has been well documented that South Florida’s high rise residential and commercial buildings were rushed to completion during the past building boom. Many of these finished projects have countless mechanical errors and installation omissions, which are now costing many associations big money to fix and maintain.

Owner-developers, Condo Associations & Homeowner Associations need the help of a third party inspector to forensically inspect their new building for plan and specification compliance.

Because once a building is turned over to the WHY:Association and the Contractors are closed out or out of business, and the warranty time or fund expires, Owners, Homeowners or Condo Associations are usually left to fend for themselves leaving the possibility of sizeable deficiencies not noticed or hidden during Construction close-out and the turnover stage. This in turn creates huge financial challenges for the associations, boards and owners fees and assessments.

“It’s what you do not see or fully understand that comes back to strike the ownership of these buildings.”

KT Consulting’s inspection division has experts each with a minimum of 35 years experience in Mechanical Contracting, HVAC/Plumbing, & Electrical installations for high-rise construction. The company is sought after by owners, developers, construction managers, condo associations, homeowner associations and engineers to assist in reviewing mechanical installation compliance, saving hundreds of thousands of dollars in unnecessary costs, time, and frustration.

HOW CAN WE BENEFIT YOU:

· Forensically examine the construction plans and specifications for Mechanical systems – HVAC/PLUMBING/ELECTRICAL.

· Examine submittals for the products used and approved for installation for specification adherence.

· Review Air and Water Balance reports for specification compliance.

· Examine close-out documents, operation and maintenance documentation for specification compliance.

· Site walk through to examine installations visible for code compliance.

· Site walk through to examine installations visible for General Mechanical practices and procedures.

· Site examination to review operation and maintenance access for major equipment.

· Assist owners and associations in designing and developing comprehensive Operation and Maintenance Procedures.

· Prepare an examination report of installation and report any errors or omissions revealed.

· Meet with the Owners Association to brief and review the report.

· Advise the Owners and/or Association on a course of action.

Do not make the mistake of accepting a building with routine operation “nightmares” because the installing contractor or developer did not effectively use proper quality control procedures during construction.

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Developers: Unsold Project = Consider Fractional Sales

January 19, 2011

With so many developments challenged by a large volume of unsold unit many developers are considering converting a portion of their project to Fractional Sales.

What is a Fractional Sale versus a Timeshare?

Because there are so many different types of timeshare purchases where the setup could include a set week each year, points program, etc.

Wikipedia defines a timeshare “as a form of ownership or right to the use of a property, or the term used to describe such properties. These properties are typically resort condominium units, in which multiple parties hold rights to use the property, and each sharer is allotted a period of time (typically one week, and almost always the same time every year) in which they may use the property. Units may be on a part-ownership or lease/”right to use” basis, in which the sharer holds no claim to ownership of the property.”

Many purchasers of timeshare properties have not always found their purchase beneficial, as they do not obtain true management rights over the property, which could lead to high yearly fees/assessments, or the ability for an increase in property value or appreciation. Timeshare purchasers basically pay for the useage of a condo and cannot foresee future costs or any return on the high investment over the years in these costs or fees.

A fractional residence is an actual purchase of real estate in which the buyer receives title and a deed to the property. The only difference in the fractional purchase versus an individual purchase is the buyer is only responsible for a percentage of the cost to buy the property. Many second home and vacation home buyers have found that they only use their property a number of weeks per year, but they are still responsible for 100% of the repairs, maintenance, taxes, insurance, etc. In a fractional purchase you are buying a vacation home at a fraction of its value. The only expenses are a share of the total costs and at the same time the ability to enjoy the benefits of a luxury home or condo. A fractional residence offers the same tax write-offs of single ownership. It may be deeded or willed to heirs. And the best part is a fractional owner sees their investment grow as many of these properties have been shown to appreciate at a higher rate on the percentage of the property as compared to a single owner’s increase in value.

For example, in a 4,3,2,1 fractional: This means that there may be 1 owner that buys all 4 shares of the property or 2 owners each buying 50% ownership or 4 owners each buying 25% of the property.

On a $2,000,000 luxury waterfront vacation home in Fort Lauderdale:

4 owners: each would pay $500,000;

2 owners: each would pay $1,000,000; or

1 owner: would pay $2,000,000.

1 owner purchases at $2,000,000 and pays 100% of maintenance, insurance, and taxes of $46,800 per year. They may use the home as much as they choose but practically speaking may do so only an average of 28 days per year.

4 owners purchase the home and each pay $500,000. They contribute to only 1/4 of the maintenance, insurance and taxes, each of $11,700 per year. They will enjoy the home a minimum of 13 weeks per year with no maximum useage.

If they choose to sell the home: The single buyer at $2,000,000 may find it much more challenging to sell during different phases of the real estate market. And if there was a large volume of luxury homes for sale at the time it is listed they may have to reduce the price in order to sell. Thereby, reducing their opportunity to see a return on their investment. The fractional buyers each with 25% ownership choose to sell they will find a much less challenging process to find a buyer looking to purchase their share at $500,000 during a time in the real estate cycle that properties are not selling as easily. And and even much more beneficial time when the market is strong and properties are selling they will see a better increase in their $500,000 investment as they are able to sell their fractional at a much higher price.

Purchasing a fractional luxury residence means access to your dream home for at least 13 weeks per year or more, an appreciation of your investment, the ability to rent (if approved in your individual fractional purchase) and receive income, an ability to sell at all phases in the real estate market, and control of the property management of your property.

Developers considering offering fractional sales of unsold units need to realize that they only have to commit a percentage of units to fractionalization. The sales staff is responsible for educating potential buyers on the benefits of both fractional and “whole” condo sales. And in many instances the buyer continues to choose the “whole” sale unit.

KT Consulting offers setup of fractional projects, sales centers, owner clubs and staffing to developments in the U.S. & Internationally.

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Owner Investor QUESTION and ANSWER session by KT Consulting

December 9, 2010

Constructive Vision Delivers Results


Question: Do the majority of Owner/Investors know what they want out of their investment?

ANSWER: Yes a positive return.

Question: When deciding whether to proceed on a construction development project, what mistakes do the majority of Investors make?

ANSWER: The investors fail to plan properly to develop “real cost” to construct.
ANSWER: Failure to completely understand the owner’s role in the development process.
ANSWER: Failure to develop a realistic time evaluation or master development schedule.

Question: What should be the Owner/Investors first decision?

ANSWER: Seek out a professional Owner’s Representation qualified to prepare constructability, cost estimating analysis and master development scheduling.

Hence, The majority of Owner/Investors “get it,” however many continue to make the same critical mistakes, resulting in lost time and money, which can be avoided by seeking out a Qualified Owner’s Representation. The best results in any investment are produced by understanding what the investor is trying to achieve. This is a result found only through acquiring the proper experts to implement your investment plan and manage it properly.

Kenny Tsakanikas, Executive VP, KT Consulting

Kenny Tsakanikas
Executive Vice President
KT Consulting
www.KTConsultingonline.com
12/09/10

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Owners Representatives, Private Construction Consultants, Construction Managers & General Contractors: How they differ?

February 28, 2010

Owner’s Representatives & Private Construction Consultants:

Owner’s Representatives and Private Construction Consultants are generally used for larger dollar, higher volume projects where the economics point to incorporating high-end management to protect the owner’s interest.
 

General Contractor (GC) vs Construction Manager (CM): 

Differences appear to be more a product of administrative structure and employee relationships than about the actual techniques of the construction project itself. Besides the Construction Manager At Risk and the Guaranteed Maximum Price the difference is minimal.  In fact, within any given locale, it’s likely the same Mason, Electrician, HVAC or Concrete Contractor will be used regardless of whether the lead player is a GC or a CM.

Hence, owner preference may be the only factor in the decision on which direction to go.

However the trend for high dollar, large, complicated construction projects require a group of highly specialized individuals that can be found with a Construction Consulting agency or firm. Construction consultants usually contain a group of seasoned specialists that offer individual trade talents and as a group have the ability to make complicated large projects progress with relative ease.  The main function of the consultant is to guard and protect the owner’s investment and to manage the entire process.  The fee for a Owner’s Construction Consultant can range from 3 to 6% of the cost to build.  However, it’s the expertise of the consulting firm that will pay off in the end.  A high-end Consulting Team increases potential dividends related to scheduling procedures, cost overruns, delay claims, litigation, estimating deficiencies and Change orders, not to mention the construction procedure expertise and quick decision process ability.  The reality in any project is “time is money.” The longer it takes to build and complete a project, the costs exponentially increase, especially in the case of a large construction project.

Statistics show that only 65% of Construction Projects meet the original planned schedule.  Why?

1)  Owner’s inability to make critical decisions in a timely manner

2)  Design Team’s failure to respond to critical questions in a timely fashion

3)  Design team errors and omissions

4)  General Contractor mis-management

5) Project Management practices and performance

Main Reason:  Insufficient Owner Representation

That being said, what decision should the owner make and who should he choose for his project?

Factors in making the decision, Project Size and Value, project complexity and who has the best experience to handle the owner’s needs from start to finish.

Often overlooked in the decision making process is the proper owner’s representation.

The root cause for project failure is LACK OF, UNQUALIFIED OR INSUFFICIENT Owner’s Representation.

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