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— Property Management Quarterly — July 2016
well as Purviance-Anderson herself.
Purviance-Anderson grew up in
Springfield, Illinois, and worked in
the Illinois state Senate before mov-
ing to Colorado in the fall of 1981.
Her move came with uncertainty
about what her next step would be
– Colorado did not have full-time
Legislature. Eventually an employ-
ment agency connected her with
1670 Broadway, which was looking
for a building secretary to round out
a two-man management team.
“Really, I fell into this and it just
became my career,” she said. “And
I’ve developed it over 33 years.”
Purviance-Anderson has been at
the same building for almost her
entire career, aside for a few years
spent managing a property in the
Denver Tech Center in the late '90s,
when she soon realized her heart
remained in the central business
district. She's been the general
manager of 1670 Broadway for 10
years.
“The interesting thing is that as
the property changes, the demands
have changed,” she said. “So, for
instance, you start out as a two-per-
son management team, now we’re
this and next week it might need to
look like something else.”
Purviance-Anderson and Finé
were both hired by the building’s
developer and trained under Ber-
nard Sichel.
“What was really nice was we
learned from the best,” she said.
“He taught us common sense ser-
vice, which applies even more today
than it did then.”
Over time, these services have
evolved into an almost never-end-
ing list of responsibilities. During
the 4½-hour visit, there was a meet-
ing with tenants about upcoming
fire drills and a buildingwide evacu-
ation drill. There was a meeting
with Brian Meehan, a project man-
agement director with Cushman &
Wakefield, regarding a large lobby,
atrium and tenant improvement
project, which is slated to take 12
to 15 months, and will change the
building envelop and add a fourth
floor back into the building. Then
came a meeting with a tenant rep
and construction team about a four-
floor project under construction
that involves moving occupants off
floors and back on once construc-
tion is done on each floor. And
finally, discussions throughout the
morning regarding the quarterly
reports that were due at the end of
the week.
All of these tasks are in addi-
tion to collecting the rent checks,
offering top-notch service, chas-
ing vendors, handling accounting,
monitoring building operations and
providing security to the 3,000 or so
occupants in the building every day.
Adaptation
Over the past 33 years, Purviance-
Anderson witnessed the property
management field grow and adapt.
Chief among the changes: security,
energy efficiency and reporting.
Security is a 24/7 responsibility,
and there is a ripple effect that is
much more global, she said. “You
still must maintain an open envi-
ronment but with the appropriate
level of security, and that’s the tap
dance,” she said.
She’s seen how tenants are
affected by national security fears.
After 9/11, she had a tenant ask for
a parachute to keep in his office.
Around the same time, there was
a scare in the mailroom when a
package with white powder was
discovered. Without a detailed
arsenic attack emergency response
plan in place, Purviance-Anderson’s
building was quickly taken over by
the multiple responding agencies.
“When this happens, all of a sud-
den, the building is not yours any-
more,” she said. So her team began
changing the emergency response
plans in order to maintain control
and keep people calm. This includes
a “building dump” that they coor-
dinate once a year to evacuate the
entire building.
The second biggest change in the
management field is the importance
of energy efficiency. And of all the
building projects she’s worked on,
the one she’s most proud of was
implemented in 2013. It’s an energy
management and automation sys-
tem that operates as the brain of the
Profile
• Managed by Cushman &Wake-
field.
• High-rise commercial office
building with 36 floors.
• 697,555 rentable square feet, 1
million sf of property including
land and garage
• 10 tenants and a handful of
telecom tenant licensees. The
Teachers Insurance and Annuity
Association is the largest tenant,
occupying half of the building.
• Occupancy is 92 percent.
• In 1981, the building opened with
one tenant, Columbia Savings.
Amoco later became the anchor.
Before it was built, the site was a
hotel and then a parking lot.
• LEED Gold, BOMA 360 Perfor-
mance Building, Energy Star cer-
tification
• BOMA 2015 The Outstanding
Building of the Year: 500,000 to 1
million square feet
• Recognized by the Denver City
Energy Project
• Xcel Energy Management Sys-
tems Achievement Award and
Xcel Energy Case Study: Energy
Management Systems
1670 Broadway snapshot
