Matthew Adam Properties

NYC's Property Management Leader

Energy Efficiency Letter Grades for Co-ops and Condos Are Almost Here

Energy Efficiency Letter Grades for Co-ops and Condos Are Almost Here 1196 1022 Matthew Adam Properties
By Alex Zafran

For many co-op and condo boards, the scariest thing about Halloween this year isn’t going to be the ghosts or the ghouls. It’s the fact that by Oct. 31 they must, for the first time, post the letter grade that ranks their building’s energy efficiency.

After nearly two years of preparation, New York City’s Local Law 95 is becoming a reality. Under this law, every building above 25,000 square feet, including housing cooperatives and condominiums, will be required to display its energy-efficiency grade. The grade will be based on a building’s Energy Star score, which is derived from energy data submitted in the annual benchmarking report. A score of 90 will merit a letter grade of A and indicate that the building’s energy efficiency is in the top 10% of similar buildings nationwide. The letter and percentage grading system is as follows: A (85-100); B (70-84); C (55-69); D (1-54); F is for failure to report; and N is for buildings not required to comply.

 

Here is a list of the most frequently asked questions from co-op and condo boards, management firms and real-estate professionals.

 

How do I know if my building needs to comply with Local Law 95?

Buildings that are required to comply can be found on the NYC Benchmarking Law Covered Buildings List for Calendar Year 2019.

Where do I find my letter grade, and when do I have to post it?

Letter grades are accessible through the DOB NOW Public Portal. Grades must be downloaded, printed, and placed in a conspicuous location near each public entrance no later than Oct. 31, 2020, and no later than Oct. 31 every year thereafter. Buildings with 20 or fewer units will not receive a letter grade.

What happens if I don’t post the grade?

Failure to post before the deadline will result in a Department of Buildings violation and an annual penalty of $1,250.

How long does the grade remain in effect?

Grades will remain fixed for 12 months. They will be updated each year based on the annual filing of the building’s Local Law 84 benchmarking report.

What can I do to improve my building’s grade?

Three things. First, ensure that your Local Law 84 compliance has accurate figures for square footage, number of units and bedrooms. These small details should not be underestimated, as they are the key drivers of your grade. Before you commit to capital improvements, ensure that all submitted data is accurate.
Second, consider heating needs. If more than 80% of your building’s total energy consumption is related to heating, you may want to explore the causes as well as potential measures to manage and reduce heating.
And third, conduct an energy audit. Under Local Law 87, buildings are required to undertake an energy audit every 10 years. If you have recently completed this audit, consult the engineering firm that prepared the results for you. If you have not performed an audit for a while, it is wise to do so now.

If my residential building has commercial space(s), will they be factored into my grade?

Yes. Energy grades are representative of the entire building, including tenant usage (over which the board and management have no control) and commercial spaces.

How are amenity spaces handled?

Buildings with large amenity spaces that have high energy usage may receive lower grades.

What grades will most buildings receive?

Approximately three quarters of all buildings are expected to receive Cs and Ds in their first year of compliance. That’s no accident. Local Law 95 was intentionally designed to spur corrective action from boards and managers who fear the repercussions of a poor grade.

Alex Zafran is a senior consultant and business development lead at Aurora Energy Advisors. He can be reached at azafran@aeadvisorsllc.com.

The Real Impact of Local Law 97

The Real Impact of Local Law 97 934 1401 Matthew Adam Properties

By Ira Meister President and CEO – Matthew Adam Properties, Inc.

It’s the end of small steps and big talk in New York City’s efforts to fight climate change.

The passage of the Climate Mobilization Act and its stringent carbon emission requirements makes for a transformational change. The law, known as Local Law 97 for its most comprehensive regulations, comprises 11 pieces of legislation and establishes strict limits for city buildings larger than 25,000 square feet. That includes most condos and co-ops. The mandated goal is to reduce overall carbon emissions citywide by 40 percent in 2030 and 80 percent in 2050, with initial compliance due by 2024.

It is estimated that the limits set for 2024-29 will require approximately 20 percent of buildings to reduce emissions while approximately 75 percent will need further reductions to comply for 2030-34.

While discussion has focused on the overall goals of the program, let’s look at the impact on individual co-ops and condos. It is difficult to make generalized statements as there is “no one-size-fits-all or universal upgrade solution” according to Darren Johnson, senior account manager, of Bright Power, a provider of energy and water management services.  He says variables include construction materials, the number of commercial tenants and previous investment in energy-saving equipment by the property and residents.

Johnson calls the new laws “transformational” requiring efforts by the entire building and the individual shareholders or unit-owners to comply. The majority of energy consumption in residential properties comes from individual units.

Let’s look at the overall requirements of the laws. The amount of carbon emissions permitted per square foot depends on which of 10 classifications a building falls. Failure to comply can be costly. Properties exceeding the limit are subject to civil penalties based on the difference between the limit and the reported building emissions with a $268 fine for every ton over the limit.  Additional penalties can be assessed for false or inaccurate reporting. An annual report must be prepared by a registered design professional to show the calculated limit as well as the carbon emissions for the previous year.  There are some different rules for buildings with rent-regulated tenants.

The city now requires annual benchmarking of energy use. This information can be used in determining energy usage and where reductions can be made.

“The most important and immediate thing building owners and developers can do is incorporate carbon emissions in their planning,” said Jeffrey Perlman, president and founder of Bright Power. “Those undertaking major renovations should at least meet the 2030 emissions targets.”

How should a building approach this? The first step is hiring an energy company to analyze current usage and help the building develop short and long-term plans. As I have previously warned, beware of working with a start-up company that formed solely to assist with compliance for the new laws.  

Energy consumption in areas controlled by the building such as public spaces, HVAC and mechanical systems should be analyzed for possible reductions. Many properties have converted to gas from oil, which has reduced carbon emissions. With the city phasing out the use of oil, this would be an area to explore for buildings that haven’t converted.

The type of building plays a large role with age less a determinant than materials. Newer buildings, with more glass require more energy, particularly for cooling. Older brick buildings tend to have more insulation. Yet, poorly insulated windows can increase consumption. New, insulated windows are one consideration, though sealing the gaps around windows often can provide almost as much benefit. Window air conditioners are a big source if energy waste in winter and should be well sealed and covered. Appliances also factor in. Replacing old equipment with newer energy-savings models (ENERGY STAR® rated) should be considered.

While the new regulations are an excellent step toward fighting climate change, they do come with burdens for buildings. There is the cost factor, though failure to comply can be equally as costly. Over time, with proper planning and execution, a building and the residents can save money on their energy use and possibly long-term defray the cost of the upgrades.

The changes required take planning and time and the current timeframe and less stringent initial limits give many buildings space to work with professionals to develop plans. The first limits go into effect in only five years and its10 years until about three-quarters of buildings must make some changes. Buildings can’t procrastinate. As the deadlines approach, prices and costs will increase and buildings may face more expensive and less effective solutions.

The Matthew Adam Properties Way – 2

The Matthew Adam Properties Way – 2 2000 1333 Matthew Adam Properties

Since the coronavirus pandemic engulfed us earlier this year, we at Matthew Adam Properties have taken a conservative approach to keeping our residents, visitors and staffs safe. We have been active as we seek creative measures, such as keeping a tracing log of visitors, but the focus of our efforts has been diligently following guidelines. This is not a time to seek shortcuts

We require masks for all employees and strictly follow social distancing.

Our doormen and concierges wear gloves and have face shields as added protection for them and others. The desks have protective shields.  Hand sanitizing stations are set up throughout public areas and our staffs continually clean public areas using high-quality materials.  When possible, we adhere to our policy of using non-toxic materials.

Elevators are cleaned on a schedule and we recommend limiting occupancy to no more than three persons.  Almost everyone adheres to these requirements as New Yorkers have distinguished themselves in understanding that when we protect others, we protect ourselves.

Contact Tracing

Contact Tracing 1280 807 Matthew Adam Properties

We are learning new things as the coronavirus pandemic continues its suffocating impact on our lives.

 

One area that has gained increased focus and importance is contact tracing.

 

While there have been issues with this both locally and nationwide – finding enough contactors and having infected persons identify those they have been in contact with – we at  Matthew Adam Properties are proactive in this.

Here are some of the steps we follow:

  • We keep a ledger containing visitor’s names, who they are visiting and their cell numbers
  • This same procedure follows for workmen and vendors coming into the building
  • We keep track of the apartments where our staff has been

If residents become sick, we immediately can identify those they have been in their apartment.

We are exploring software that can do the job, while adhering to privacy requirements, thereby eliminating handwritten ledgers.

The Dual Financial Role of an Asset Manager

The Dual Financial Role of an Asset Manager 2560 1706 Matthew Adam Properties

By Ira Meister President and CEO – Matthew Adam Properties, Inc.

Of the many issues an asset manager deals with, one of the most important is finances. 

While much focus is on the daily, monthly and annual monitoring and reports, often overlooked is the importance of a long-term plan for capital projects.  Though recommended by the American Institute of Certified Public Accountants, many managers and boards give short shrift to this document. Failure to account for upcoming projects and how to finance them can blow a huge hole in a property’s finances and lead to large increases in monthly charges or special assessments.

A diligent manager supported by a strong and experienced accounting staff manages both short and long-term components, keeping a co-op or condominium on sound fiscal footing.

Let’s look at these two areas.  Several areas impact on operational finances.  A leading cause of financial difficulties is poor bookkeeping as we see from properties transferring from other companies. A partner in an accounting firm that works with numerous co-ops and condominiums and who has a good perspective on this told me, “Probably the most important responsibility is making certain the financial records are complete and there is sufficient information for the accountant and the board.” The accountant also said he values asset managers who get the information to him in a timely manner.

Today, most properties use a financial software program.  The accountant warns that with numerous products some management companies, particularly smaller ones, try to save money by buying inferior programs. The building is the loser in these instances. And remember, the software is only as good as the information inputted.

Another vital role is preparation of the annual budget. In some buildings, the board does the initial budget, in others it is the managing agent or the accounting firm, or most often a combination.  But, the accountant says, when the accounting firm reviews the budget it is critical that the managing agent provides accurate historical information on usage of fuel, water, and electricity as well as other expenses, both year-to-date figures as well as past numbers. This is central to projecting expenditures.

Many co-ops and condos take a narrow approach to long-term planning to keep a lid on maintenance or common charges. Failure to maintain an adequate reserve fun, delay preventive maintenance and necessary repairs or doing just the minimum are undermining a property’s fiscal integrity. 

This can be avoided if the board is forward thinking and develops a long-term capital improvement plan. In most cases, this is a five-year program that identifies projects that will be required, prioritizes them and identifies funding sources.

Preparing such a plan requires the coordinated efforts of the property manager, an accountant, the superintendent/resident manager and an engineer. The first step is gathering information about the physical plant and systems. Effective superintendents/resident managers know their building and can pinpoint areas that would require work particularly smaller items that could lead to larger projects unless attended to. The engineer performs a complete inspection of the building including the exterior, the roof, public areas, and mechanical systems. Included is research into available tax incentives and rebate programs.  Some of these have deadlines and others are available on a first-come basis.  Knowledge of these can help in setting project priorities.

Once this information is gathered, costs are estimated and schedules set based on need and spreading out the cost to lessen the impact in any given year. Then, the board can determine a financing plan.

By having all the information, the manager can get a big picture view of what is required and bundle similar projects based on the systems or work involved.  One example would be having work requiring scaffolding done in sequence avoiding the need to have the scaffolding put up for each project at a much greater expense.

By focusing on both the short and long-term financial issues, an asset manager working with the board can keep a co-op or condominium in solid financial shape.

Co-op or Condo, What’s Best for You?

Co-op or Condo, What’s Best for You? 2250 1500 Matthew Adam Properties

By Ira Meister President and CEO – Matthew Adam Properties, Inc.

In the beginning there were co-ops. Then as laws and preferences changed there were some condominiums.  But, co-ops prevailed.  Now, just about all shareholder/owner-occupied buildings in New York are condos. The profusion of condos reflects cultural changes and shines a strong light on the make-up of apartment buyers in New York.

Co-ownership began in Manhattan in the 1880s — there is some discrepancy about which building was first.  It gained momentum in the 1920s as wealthy New Yorkers wanted a sense of exclusivity in where they lived and their neighbors.  After the market fell apart during the depression, co-ops began to reappear in the 1950s.  The peak years were the 1970s and 80s when owners converted scores of rental buildings to co-ownership.  These conversions have just about ceased.

What is the difference between co-ops and condos, and what changed the dynamics?

The primary difference is the form of ownership.  Purchasing a condo is like purchasing a house where the owner takes ownership of the unit and has shared ownership of the common areas with other owners.  In contrast, the co-op buyer does not actually get ownership of the unit, but rather shares in the corporation that owns the building. The number of shares is determined by several factors, primarily the size and floor of the apartment.

In addition, the co-op association has an underlying mortgage on the property, which becomes part of the monthly maintenance fee for the co-op.  There is no underlying mortgage in a condo.  Furthermore, the condo owner pays real estate taxes directly, while the co-op association pays the tax which it collects as part of the maintenance.  The lack of an underlying mortgage and less restrictions on selling usually translates to higher condo prices.

One main factor driving condos is the greater control the owner has of the property. Rules are less stringent. Usually, there is no limit on subletting and less financial information is required to purchase.  This has made condos attractive to foreign buyers who want to hide their assets and can purchase the unit as an investment and sublet it. Most co-ops have rules limiting length of sublets and the amount of times a unit can be sublet.  Often, the sublessee must be approved by the board. 

The fewer financial requirements and the ease of selling is one factor in parents buying an apartment for their son or daughter and possibly keeping it as an investment or pied-a-terre if the child moves.

In a co-op, a prospective buyer must be approved by the board of directors, which according to law can’t discriminate based on race, religion or gender. However, the reason for rejection is not revealed.  In a condo, the association has the right of first refusal if it decides against the buyer, but this path is rarely used and acceptance in a condo is usually automatic.  The less restrictive ability to sell an apartment is another factor in the prevalence of condos today.

A co-op board more carefully analyzes finances, often demanding a greater amount of information, and can require more in down payment.  Many co-ops restrict ownership to use as the primary residence and limit purchases by corporations or LLCs.

This highlights one of the major reasons buyers, particularly families, prefer a co-op.  They argue it provides a layer of security as their neighbors have been more carefully vetted.   In fact, co-ops are usually more family oriented and can have a greater sense of community.

Co-ops are guided by three documents: the proprietary lease that defines the relationship between the shareholder and the corporation and the shareholder’s rights; the bylaws which detail how the building is governed, such as the make-up and election of the board; and the house rules. The condo has, as I mentioned, usually less restrict house rules.

It is estimated that co-ops currently account for 70 percent of the shareholder/owner-occupied apartments in the city, though the split is tightening. Since co-op ownership predominated in the prewar years, people looking for the classic six in such areas as Park Avenue or the Upper West Side are restricted to co-ops. 

Condos today are often in more dynamic neighborhoods and come loaded with amenities such as health clubs, basketball courts, roof-top venues, movie theaters and wine cellars that older co-op buildings lack and cannot accommodate. This has made condos particularly attractive to millennials who want the amenities.

Prospective buyers need to consider their finances, long-term plans, cultural and family issues, type of building and unit desired before deciding on a co-op or condo.

Dealing with Covid-19.

Dealing with Covid-19. 2500 1667 Matthew Adam Properties

Published in MANN REPORT

By
Ira Meister,
President and CEO,
Matthew Adam Properties, Inc

Life and events are moving so fast it’s hard for us to keep track of all that is happening and what we experienced just a few short weeks and months ago. 

As I write in the beginning of June, peaceful demonstrations are consuming our streets, the Covid-19 virus continues with more people infected and dying daily and New York starting the long journey back to a semblance of normalcy. At times it seems like yesterday when the city came to a sudden halt, and at others it feels like a lifetime.  At this juncture, we have a chance to reflect and think back on how we handled the situation and what we learned from it for the next crisis.

Matthew Adam Properties manages more than 100 properties of varying sizes and types.  Because each building’s character is unique, we let the properties determine their policies in handling the situation. Our job is to provide them with information, guidance, supervision and the materials to function and stay safe during the pandemic.

From the beginning we understood the importance of staying ahead of the curve and figuring out what would be needed. One of the first things we did was to establish rapport with a wide variety of national suppliers so buildings would have the necessary materials to maintain a clean and safe environment.  This included having the proper cleaning supplies in sufficient quantity for the super-charged cleaning of public areas.

We acquired the materials needed to protect the residents of the buildings as well as the employees. Doormen, concierges and handymen were equipped with Personal Protective Equipment (PPE) with masks, gloves and even protective suits. 

In addition, we installed hand sanitizing stations throughout the buildings.

A key factor in working our way through this crisis is communications. Our asset managers are in frequent contact with boards and superintendents to find out their needs and work with them to do the best we can in these trying times. 

Our boards are doing an excellent job of communicating with residents and keeping them informed about changes in  building procedures and operations.  

We instituted in March a weekly newsletter to residents.  These notices have included general protocols for buildings and residents that follow the strictures set forth by Gov. Andrew Como and Mayor Bill de Blasio including guidance on maintaining social distancing and prohibiting non-essential guests. We also discussed  practices if a person needs to be quarantined such as leaving garbage outside the apartment door and notifying staff to pick it up.

We included laundry room protocols and reminders to residents to be considerate of neighbors keeping noise levels down, maintaining social distancing and refraining from having more than two persons in an elevator.

With the mammoth increase in digital purchasing, we have advised residents as a safety precaution to let boxes with non-perishable contents sit for a couple of days in the delivery room before taking them up to their apartment followed by a thorough hand washing. 

We added links to websites identifying places for take-out or delivery, entertainment sites such as Netflix Party where friends can watch and chat about a movie, streaming broadcasts from the Metropolitan Opera, exercise sites as well as those providing  information on cleaning cell phones and other safety measures.

One of the most popular pieces in the newsletters appeared in mid-April about face masks.  We provided tips on using the masks to greatest efficacy such as washing and maintaining them. We provided instructions on making cloth masks. This included directions for sewn masks with or without a sewing machine as well as those that didn’t require sewing. The instructions were accompanied by diagrams showing how to cut and sew the material as well as a list of the materials and tools required.  In essence, a recipe for making masks.

While the virus and its resultant health and safety requirements seem to be relaxing, we are still faced with many unknowns.  

Whatever happens in these uncertain times, we need to be vigilant to maintain the safety procedures that have been instituted until such time as a vaccine is widely distributed or other health measures come along to provide a level of security.   

Streets Opened for Social Distancing

Streets Opened for Social Distancing 2500 1407 Matthew Adam Properties

By Ira Meister President and CEO – Matthew Adam Properties, Inc.

The Matthew Adam Properties team sincerely hopes this newsletter finds you in good health and good spirits.

New York City is opening 40 miles of streets to allow for greater social distancing during the COVID-19 crisis, with a plan to expand to a total of 100 miles. Below you will find the open street locations in Manhattan.  To see open street locations in the other boroughs, please go to https://www1.nyc.gov/html/dot/html/pedestrians/openstreets.shtml

Streets Opened for Social Distancing

Open Streets are available daily, 8 am to 8 pm (unless otherwise noted) for pedestrians and cyclists to use the roadbed of the street while maintaining at least six feet of distance from others. Opening hours may vary by location due to NYPD staffing.

No through traffic permitted while Open Streets are in effect. Vehicle traffic is limited to local deliveries, pick-ups/drop-offs, necessary city service vehicles, utility vehicles and emergency vehicles only. These drivers are advised to be extremely cautious and to drive 5 MPH or slower.

Manhattan Open Streets Locations:

 

114th Street

Manhattan Avenue

Frederick Douglass Boulevard

Full Block

Harlem

Broadway

Barclay Street

Morris Street

Protected Bike Lane

Financial District

Broadway

East 21st Street

East 23rd Street

Full Block 10am-6pm

Flatiron 23rd Street Partnership

Broadway

West 25th Street

West 28th Street

Full Block 10am-6pm

Flatiron 23rd Street Partnership

Broadway

West 36th Street

West 41st Street

Full Block Weekdays 8am-4pm & Weekends 9am-5pm

Garment District Alliance

Dyckman Street

Broadway

Seaman Avenue

Full Block

Lt. William Tighe Triangle

East 115th Street

Park Avenue

3rd Avenue

Full Block Weekdays 2pm-5:30pm

Concrete Safaris/Harlem

East End Avenue

East 83rd Street

East 89th Street

Full Block

Carl Schurz Park

Edgecombe Avenue

St. Nicholas Place

145th Street

Full Block

Jackie Robinson Park/Hamilton Heights

Hudson Boulevard East

West 35th Street

West 36th Street

Full Block

Hudson Yards/HK Alliance

Hudson Boulevard West

West 35th Street

West 36th Street

Full Block

Hudson Yards/HK Alliance

Laurel Hill Terrace

Amsterdam Avenue

Amsterdam Avenue

Full Block

Highbridge Park

Little West 12th Street

9th Avenue

Washington Street

Full Block

Meatpacking BID

Ludlow Street

Delancey Street

Houston Street

Full Block 8am-12pm

Lower Eastside Partnership

Margaret Corbin Drive

Fort Washington Avenue

Cabrini Boulevard

Full Block

Fort Tryon Park

Orchard Street

Delancey Street

Houston Street

Full Block 8am-12pm

Lower Eastside Partnership

Rivington Street

Allen Street

Essex Street

Full Block 8am-12pm

Lower Eastside Partnership

Second Avenue

East 42nd Street

East 34th Street

Protected Bike Lane

Murray Hill

Stanton Street

Allen Street

Essex Street

Full Block 8am-12pm

Lower Eastside Partnership

West 13th Street

9th Avenue

Washington Street

Full Block

Meatpacking BID

West 17th Street

10th Avenue

8th Avenue

Full Block

Meatpacking BID

West 75th Street

Broadway

Riverside Drive

Full Block

Upper West Side

West End Avenue

West 87th Street

West 96th Street

Full Block

Upper West Side

Keeping Busy during COVID-19

Keeping Busy during COVID-19 2560 1707 Matthew Adam Properties

By Ira Meister President and CEO – Matthew Adam Properties, Inc.

In many neighborhoods in New York City, apartment dwellers are taking to their windows each evening at 7 o’clock to applaud and show appreciation to health care workers, first responders, grocery store employees, truck drivers and all the others who are keeping us safe, healthy and fed during these unprecedented times.

Those are just a few things that are keeping us busy. Below you will find links to some additional informative and entertaining websites:

Dinner’s in the Bag

Coronavirus precautions have radically redefined the ways New Yorkers live and do business, but there may be no industry that’s suffering more than our restaurants. Fortunately, helping our friends in the food business requires something we’re already really good at– calling for takeout. Eater NYC has compiled a great list of carryout and delivery options across the five boroughs.


The Show Must Go On!

The Metropolitan Opera has launched “Nightly Met Opera Streams” as all upcoming performances were canceled. All Nightly Met Opera Streams will begin at 7:30pm EDT and will remain available via the homepage of metopera.org for 20 hours.


“Remote” Just Got a New Meaning for Movie Night

Netflix Party is a simple Google Chrome extension that allows users to sync video playing and pausing, and it has a group chat feature. The perfect way to enjoy some of your favorite shows and movies with friends from afar.



Who Needs the Gym?

Work out from home! There are plenty of options to stream different types of workout classes from the comfort of your own home. CBS News has compiled a list of fitness studios that are offering free live-streaming classes to help you stay physically fit and active.


The Enemy in Your Hand

You can glop on all the sanitizer you want, but if your phone is filthy, your hands are too. One of the best things you can do to stay healthy is to keep your smartphone clean. The New York Times has compiled a brief but helpful guide to disinfecting your smartphone.


Protecting Your Mental Health

Here are five simple ways to ease anxiety and care for yourself during this stressful time.


Developing Health and Safety Programs

Developing Health and Safety Programs 1202 736 Matthew Adam Properties

By Ira Meister
President and CEO – Matthew Adam Properties, Inc.

Recently, an elderly resident of an Upper East Side co-op became ill and contacted the doorman who called 911.

His efforts didn’t end there.  He then was able to give the responding EMS technicians details of the woman’s pre-existing conditions and medications. The doorman also contacted the woman’s family and physician.

How was he able to do this?  All the information was on file at the building as part of Matthew Adam Properties’ “Voluntary Life Saving Program.”  We instituted this program several years ago as part of our overall Emergency Response Plan.

As the name states, the program is completely voluntary and ensures privacy of information.  The resident is asked to complete a questionnaire asking for the requisite information.  Only the phone number and email address of the resident are put into a computer. The rest of the information is kept off system in a sealed book that only the superintendent has access to. In this way, we have the relevant information without fearing someone will hack in or by error having the information get on the internet.  Having phone numbers and emails available is important in the event we need to quickly notify residents of an emergency or dangerous situation.

The voluntary program is just one of several life-saving, safety and health initiatives we instituted in properties we manage as part of our comprehensive effort to provide for the health and safety of residents of our buildings.  In addition, our procedures help protect the environment, maintain an emergency alert and life-saving system and increase stairway lighting during an emergency.  We customize plans for buildings based on prior experiences and revise them as necessary.

Our overall plan encompasses many programs, such as:
  • Our company includes an EMT who advises and guides us in implementing these programs.As far as we know, we are the only management firm with this expertise and programs.
  • We maintain a logbook onsite detailing what to do on behalf of seniors, children or even pets on occasion in the event of an emergency. For example, some residents have dialysis or chemotherapy treatments at home. A power failure could be life-threatening. If they provide us with this information, we check in during a power outage and if necessary call 911 to have them taken from the building.
  • Several of our properties have purchased defibrillators that are kept in the building’s office.  The staff is trained and retrained in their use to try to stabilize the patient until emergency services respond.  Minutes are vital when someone experiences a heart incident.

We are environmentally conscious and have established our company as a leader in promoting and using green cleaning products in the properties we manage. An important feature of our safety and health initiatives is our “Green Management Program.” The benefits are many. Our use of green, non-toxic products, which have the coveted “Green Seal,” provides for a cleaner world and healthier environment for both residents and staff. To reduce costs, we purchase our supplies in concentrate from a New York City company that specializes in green products and with our bulk buying power actually save money for our buildings. We conduct ongoing training sessions for managers and building staffs to keep them current on the latest products and their use.

Properties managed by Matthew Adam Properties follow the strict requirements for maintenance and operations of green properties established by the LEED certified program, the international standard for green compliance. In addition, we are in full compliance with the mandated safety plans required of all hi-rise residential buildings and in many cases, have gone beyond what is required.

We are dedicated to having the finest health and safety initiatives in the industry and are continuously looking for new programs we can implement.