Operations Annual Report - University of Virginia · in irrigation or lost through evaporation in...

Operations Annual Report FY15

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Table of Contents Table of Contents ......................................................................................................................................... 1 Vision and Values ......................................................................................................................................... 2 Overview ....................................................................................................................................................... 3 Organization .................................................................................................................................................. 5 Goals ............................................................................................................................................................. 5 Office for Sustainability .............................................................................................................................. 11 Environmental Resources ........................................................................................................................... 22 Maintenance ............................................................................................................................................... 26 Building Services ......................................................................................................................................... 30 Landscape ................................................................................................................................................... 33 Energy and Utilities ..................................................................................................................................... 35 Automation Services ................................................................................................................................... 40 Geospatial Engineering Services ................................................................................................................. 42 Systems Control Center .............................................................................................................................. 47 Information Systems & Metering ............................................................................................................... 48 Appendices A Organization ................................................................................................................................... 52 B Plant Heating Energy Consumption Data....................................................................................... 53 C Electricity Consumption Data ........................................................................................................ 54 D Chilled Water Consumption Data .................................................................................................. 55 E Main Heating Plant Performance Data .......................................................................................... 56 F Recycling Performance Data .......................................................................................................... 57 G Water Performance Data ............................................................................................................... 58


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October 2015

Vision Leadership, excellence, and innovation in sustainable buildings and operations.

Values The vision is achieved through the commitment and dedication of individuals and teams who take great pride in supporting the University community by: committing to operational and environmental excellence

achieving organizational goals

o reducing carbon emissions o reducing energy and water use o increasing recycling and eliminating landfill waste o enhancing indoor environmental quality through green cleaning o protecting waterways

stewarding this special place and contributing to a distinctive residential culture through the

care of facilities and the Grounds

measuring success through surveys, benchmarking, and key performance indicators

promoting personal and professional growth and development

engaging with faculty, staff, and students

respecting the cultural and historical legacy of the University

volunteering in our community


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Overview This annual report highlights many accomplishments focused on sustainable buildings and operations, stewardship, and service:

• Achieved GS-42 Green Seal certification through the U.S. Green Building Council,

becoming the first university in Virginia and the third in the United States to meet all the requirements to attain this level.

• Reduced the index for building condition deficiencies in academic (E&G) buildings, known as the facility condition index (FCI), to an industry-leading rate of 5%.

• Achieved a recycling rate of 31.5% of the municipal solid waste (MSW) stream and a diversion rate of 54.2% when non-MSW materials such as tires, lamps, ash, electronics, batteries, and oil, which get recycled or reused, are included in the total recycling numbers.

• Avoided a calculated $6.6 million in expenses this year through halting the rate of electricity over the past decade when compared to that of the prior two decades. This also yielded environmental benefits by avoiding the consumption of over 101 million kWh of electricity, which would have produced over 57,600 tons of carbon emissions.

• Avoided at least $1 million in expenses by implementing new controls technologies and optimizing

operations in the central chiller plants.

• Avoided almost $2.2 million in costs through aggregating our power supply through substations rather than having direct drops from Dominion Virginia Power.

• Received $879,590 in sewer credit refunds from the City of Charlottesville for metering water used

in irrigation or lost through evaporation in cooling towers.

• Avoided a cost of $4.35 million in FY15 through Delta Force retro-commissioning work that began in FY08.

• Received a payment of $210,000 for participating in the interruptible load response program.

• Developed and implemented a quality control program in Buildings Services that significantly improved quality and customer satisfaction.

• Accomplished a little over $1 million in new landscaping construction projects while continuously improving care and providing first response to weather events.

• Forged extensive partnerships across Grounds through communication and outreach on

sustainability goals.

• Earned $102,249 from the sale of recyclables.

http://www.greenseal.org/


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• Achieved substantial progress in replacing, upgrading, expanding, or enhancing utilities systems and programs that reduce energy and water use, reduce greenhouse gas emissions, and enhance reliability of energy and utility infrastructure.

• Accomplished a significant amount of professional and technical training and development.

• Implemented the first phase of an enterprise level energy and utility plant dashboard.

• Established the Building Optimization Team under Automation Services and the Maintenance Optimization Team to focus on initiatives in these key areas.


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Organization Operations encompasses the Office for Sustainability, Maintenance, Landscape, Building Services, Heat Plants, Chiller Plants, Power & Light, Utilities, Automation Services, Environmental Resources, Systems Engineering, which includes Geospatial Engineering Services, Systems Control, Metering, and Analytics, and Housing Facilities, a new focus area being launched in FY16. See appendix A for the organizational chart.

Goals The following section discusses the progress made in achieving goals related to sustainability and reducing the environmental impact of operations at the University. Data are in the appendices. Goal 1 Reduce greenhouse gas emissions to 25% below the 2009 level by 2025.

Clean Air-Cool Planet is used to calculate greenhouse gas (GHG) emissions1 in terms of metric tons of carbon dioxide equivalents (MTCDE). Electricity (55%) used for heating, cooling, lighting, equipment, and similar applications, as well as fossil fuels used for heating (31%), account for 86% of the GHG emissions. Commuting to and from Grounds is the third largest source, followed by transportation on Grounds. To date, U.Va. has achieved a 1% reduction in greenhouse gas emissions and a 4% reduction in building energy use intensity despite an increase in square footage.

1 Scope 1 emissions are from on Grounds stationary sources, Scope 2 are purchased electricity, and Scope 3 are from commuting.


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Goal 2 Reduce fossil fuel use.

Total fossil fuel use at the heat plants increased by 7% compared to the previous year. When normalized for growth (GSF), heating energy increased by almost 4% compared to the previous year. The increase appears to be a result of a slightly colder winter, as the number of heating degree days (HDD)2 was up by 3.1% compared to the previous year. The trends of the past three decades indicate that average on Grounds fossil fuel use when normalized for growth (GSF) and weather (HDD) grew slightly during the 1980s and 1990s, yet remained relatively flat over the last decade. This occurred despite the significant amount of construction of energy-intensive hospital, clinical, and research facilities. The data also underscore the difficulty of offsetting the increased demand associated with the construction of these more energy-intensive facilities. See the appendices for data. 2 Heating degree days is a formula used by the American Society of Heating, Air Conditioning, and Refrigeration Engineers to take weather into account.

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Heating Plants Energy Normalized for Growth (Btu/GSF)


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Goal 3 Reduce electricity use.

The University spent more than $24 million on the purchase of electricity in FY15. If normalized electricity (kWh/GSF) consumption in the last decade had not declined, but had experienced the same 3.9% annual rate of growth as the 1980s, U.Va.’s electrical bill last year would have been at least $6.6 million more than it was. This avoided expense represents over 101 million kWh in electricity that did not have to be generated this year, thereby resulting in significant environmental benefits as well. For greenhouse gas alone, this represents more than 57,600 metric tons of equivalent carbon dioxide (MTCDE) emissions that were avoided. U.Va. does not generate its own electricity; however, it does own and maintain an extensive underground distribution system, which saves almost a penny per kWh over other U.Va. facilities that receive direct service from Dominion Virginia Power (DVP). This savings translates to an avoided expense of almost $2.2 million last year for U.Va. In addition, the U.Va. underground system is highly

101 million KWh $6.6 million 57,600 MTCDE


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reliable. All of the approximately three dozen power events in FY15 were due to problems in service from DVP’s overhead power lines.

Strategies that target the major uses of electricity can have a significant impact on reducing electricity usage. In addition, strategies that target behaviors can also be successful in reducing usage by 10% or more. Please see the sustainability, buildings, and chiller plant sections of this report for details on progress in these areas. See appendix for data. Goal 4 Reduce cooling energy use.

This goal has a direct impact on electricity and water usage at U.Va. When evaluated on a gross square foot basis (Btu/GSF), chilled water consumption increased 1.4% this year compared to the previous year, mostly due to the cooling degree days (CDD)3 being higher than the prior year. 3 Cooling degree days is a formula used by the American Society of Heating, Air Conditioning, and Refrigeration Engineers to account for weather.

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CHW Use Normalized for Growth (Btu/GSF)


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In fiscal year 2014-15, the chiller plants used almost 63 million kWh of electricity to generate chilled water, which represents nearly one-fifth the total electricity usage at the University. In addition, the chiller plants account for 29% of the water used at U.Va. As such, any reduction in the demand for cooling can contribute significantly to the University’s ability to achieve carbon, electricity, and water reduction goals. Please refer to the chiller plants section for details on the success of initiatives to reduce electricity consumption in the chiller plants. See appendix for data. Goal 5 Increase recycling and achieve zero landfill.

The state guideline for the rate of recycling municipal solid waste (MSW) in 2014 continued to be 25%. The University exceeded the state goal by recycling 32% of its MSW, which represents 3,241 tons of aluminum, paper, cardboard, glass, plastics, and other materials. In addition to recycling MSW, the University recycled 5,074 tons of non-MSW materials such as ash, tires, batteries, oil, and chemicals, bringing the total recovered materials to 8,315 tons out of 15,712 tons generated, a total diversion rate of 53%. Since August 2011, the MSW stream from U.Va. has been sent to a material recovery facility, where an estimated 10% of additional material is culled from the waste stream and the remaining 90% is disposed of in a landfill. Also as of August 2011, all waste from medical, clinical, and research areas were co-mingled with sterilized medical waste and not reflected in the MSW stream. See appendix for more detailed data. Goal 6 Reduce water use to 40% below the 1999 levels by 2025. Total water usage in fiscal year 2015 is down more than 32% from the peak in 1999 despite an almost 30% increase in gross square feet and an over 22% increase in the number of faculty, staff, and students since that year. While the University continues to benefit from the many water conservation initiatives that have been implemented, the construction of energy- and water-intensive research and hospital facilities in recent years caused water usage to increase from its low in 2005. It appears that efforts to offset this growth may be succeeding, as the total water usage this year decreased by more than 4% over the previous year.

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Recycled (Tons) Landfilled or MRF (Tons) % Recycled


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Water conservation initiatives include the use of condensate from air handling units as make-up water for the chiller plants, extending process chilled water usage, identifying and eliminating leaks, and encouraging faculty, staff, and students to reduce water usage through outreach efforts. See appendix for data.

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Water Use Normalized for Growth (Gallons/GSF)


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Office for Sustainability In FY15, the Office for Sustainability (OFS) led or supported:

• pan-university sustainability-focused subcommittees and working groups • managed sustainable building and outreach programs • organized events and campaigns • shared U.Va.’s sustainability progress at national conferences, regional meetings and via various

communication tools • analyzed data to evaluate progress – including U.Va.’s greenhouse gas tracking and nitrogen

footprint • created process and informational tools • oversaw U.Va.’s waste management program

Because of collaboration among many people, the University was awarded a Department of Education Green Ribbon Schools award and also achieved AASHE STARS Gold certification4.

The OFS team. Front Row: Edie Taylor (Sustainability Analyst), Nina Morris (Outreach and Engagement Program Manager), Sakib Ahmed (Communications Coordinator), Andrea Trimble (Director), Libba Williams (Energy Engineer). Back Row: John Jones (Energy Engineer), Dana Schroeder (Outreach and Engagement Coordinator), Sonny Beale (Recycling Superintendent), Ed Brooks (Engineering Tech), Jesse Warren (Sustainable Buildings Program Manager).

Pan-University Leadership and Support OFS continued to be involved in university-wide sustainability committees – leading some of the subcommittees and several of the working groups, and supporting the Committee on Sustainability, its three subcommittees, the 14 working groups, and eight task forces, particularly the Environmental Stewardship (co-chairs Don Sundgren and Andrea Trimble) and Civic Engagement Subcommittees (co-chairs Nina Morris and Kristin Morgan).

4 AASHE is a non-profit organization that encourages higher education to lead the global sustainability transformation. STARS (Sustainability Tracking, Assessment & Rating System) is a transparent, self-reporting framework for colleges and universities to measure their sustainability performance.


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New working groups, chaired by OFS, were formed to focus on Procurement, Green IT, and Green Labs. Additionally, a Green Building Standards committee was formed to develop sustainability language for the Facility Design Guidelines. The team is facilitating the development of U.Va.’s Sustainability Plan and is leading several task force groups to develop content – the Water Reduction Goal Task Force (including supporting student work to develop an indirect water footprint), Energy and Emissions Task Force, and the Waste Reduction Goal Task Force. The OFS also supported the Global Sustainability course by mentoring students on water, waste, and carbon projects. OFS partnered with the Office of the Architect and a team of 20 people across the University in completing the University’s second AASHE STARS assessment. Facilities Management Leadership and Support In February 2015, the Facilities Management Sustainability Council was formed, co-chaired by Derek Wilson and Andrea Trimble. The Council is framed around the Green Workplace (GWP) program. Nine GWP leaders across FM were identified and are leading their respective office areas in building sustainability awareness and increased action.

The summer ice cream social was not only a lot of fun, it was a zero waste event! For the first time, the fall barbecue and summer ice cream social were set up to be zero waste events, with compostable products and compost bins. Some statistics:

1,000+ attendees 2,000+ lbs. of food served 1,000+ soda cans, forks, and plates used 308 lbs. of compostable materials collected 20 lbs. of recyclables collected 0 lbs. of waste to landfill!


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Local and National Partnerships OFS has connected with the City of Charlottesville to discuss collaboration opportunities in energy, water, and waste reduction. OFS is actively supporting the City’s pursuit of the Georgetown Energy Prize via joint initiatives to engage students in off-Grounds housing, and President Sullivan has signed a letter of support. OFS also partnered with the Blue Ridge Apartment Council (BRAC) to provide sustainability outreach to off-Grounds students. In August 2014, OFS initiated and organized the first annual meeting of the Virginia Association of Sustainability in Higher Education (VASHE), in which over 30 attendees from 12 colleges and universities gathered for a day to discuss sustainability successes, best practices, next steps, and lessons learned. OFS and the sustainability staff at Virginia Tech held reciprocal visits at each other’s schools, building relationships and learning more about their sustainability programs, and discussing areas to collaborate. Earlier this year, OFS submitted a joint grant proposal with James Madison University to the Department of Education. They also partnered with DMME, LEAP, Virginia Commonwealth University, and others in a grant application. Though those grants were not awarded, OFS built relationships with those entities. National and Local Presentations and Conferences Members of the OFS team presented on U.Va.’s sustainability programs at several national and regional conferences and webinars: Greenbuild, AASHE, the Better Buildings Challenge Summit, Smart and Sustainable Campuses, Environment Virginia, Leading Change, Women in Design, Leading Change through Innovation and Collaboration, NACUBO, the 4-VA Sustainable Food Symposium, the College and University Recycling Coalition, Department of Energy webinars, the World Energy Engineering Congress, the North Carolina Department of Natural Resources, and participated in the annual meeting of the Southeast Sustainability Network. Sustainable Buildings and Operations The Sustainable Buildings and Operations programs, led by Jesse Warren as Program Manager, include the U.Va. Recycling team (led by Sonny Beale) and the Delta Force teams (Libba Williams, Ed Brooks, and John Jones). Delta Force: A ‘Building Sustainability’ pilot was developed for Clark Hall, which tests an approach to connect the outreach and engagement portion of OFS via occupant communication strategies, the Green Workplace program, and piloting a new Green Labs program. Delta Force is also testing the feasibility of including LEED-EBOM certification into the program – incorporating additional sustainability aspects such as purchasing, landscape, and cleaning, as well as quantitative target goals for energy and water.


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The Delta Force program continues to show considerable financial savings and emissions reductions. In FY15, Delta Force projects avoided 207,067 MMBtu of energy use and 12,205 MTCDE of greenhouse gas emissions and resulted in $4,353,796 in avoided costs. The team continues to collaborate with the Building Optimization Team – including Campbell, Clark, and Newcomb Halls. Bryan Hall saw a $38,000 (34%) reduction in energy costs last year – chilled water use was reduced by 75% and electricity consumption by 14%. Additionally, energy evaluations of U-Hall, Peabody Hall, and the Fralin Museum of Art were completed, and recommendations implemented.

Other programs led by OFS include:


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Demand Response: U.Va. will receive a payment of $210,000 for its participation in Demand Response for the summer 2014 season, up 10% from the previous year. New Construction/LEED: OFS continued to support LEED projects, acting as an owner’s rep for LEED for Pavilion X, O’Neil Hall, the Rotunda, and as primary LEED consultant for the Leake renovation. Greenhouse Gas Inventory: OFS, along with student summer workers Tatiana Sokolova and Richard Hardis, completed U.Va.’s greenhouse gas (GHG) analysis for calendar year 2014, and began the foundations of GHG projections for upcoming years. This information will be used to write an Energy and Emissions Action Plan, to meet U.Va.’s GHG goal. From the Grounds Up Grant: Fifteen applications were received and 11 grants were awarded, totaling $50,000. Projects included reusable coffee mugs for all incoming Class of 2019 students, sustainability orientation for incoming McCormick Road residence hall residents, additional bottle filling stations, and light replacement in the Observatory Sensitive Zone. Outreach, Engagement, and Communications The OFS Outreach and Engagement program, led by Nina Morris as Program Manager, and including Sakib Ahmed and Dana Schroeder, manages programs (Green Workplace, Sustainability Advocates, Student Employees), runs campaigns, holds events, and communicates sustainability-related news and tips. Many of the events and campaigns were accomplished in collaboration with students, faculty, and staff across U.Va. via the Outreach Working Group and Outreach Events Task Force. Programs Green Workplace Program: Dana Schroeder was hired to assist offices around U.Va. pursue Green Workplace certification. There are currently 13 workplaces across six departments participating, which represent 1,350 staff members. These include Human Resources, the Batten Institute at Darden, Weldon Cooper Center for Public Service, several workplaces in Facilities Management, and the Office of the Architect for the University. Lizzie Main, a summer student employee, also supported the program. Sustainability Advocates: Working with the City of Charlottesville’s Energize!Charlottesville campaign and BRAC, the Sustainability Advocates are being expanded to off-Grounds student housing. Student Employees: Fifteen students worked 4-20 hours per week among four teams – Recycling, Energy & Water, Promotions, and Student Outreach. These students were instrumental in planning and implementing the many sustainability events and campaigns undertaken throughout the year, including SustainaMondays. A group of these students won first place in the International District Energy Student Video competition.


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Sustainability Partners: Staff met monthly to learn about various sustainability-related topics from local speakers. Composting in the Scott Stadium Suites: The Office for Sustainability partnered with U.Va. Dining, Environmental Resources, Athletics, and many student volunteers to start composting in the Scott Stadium suites, where the majority of the food waste is generated. A $3,000 grant from the Charlottesville Area Community Foundation’s Eco-Living Fund supported the project. Campaigns Campaigns included Energize!UVA, the Dorm Energy Race, Chuck it for Charity, RecycleMania, and Litterati. Energize!UVA and the Dorm Energy Race: First year residence halls competed against each other to see which could most greatly reduce electricity consumption per capita throughout the competition. Chuck it for Charity: This is an annual collection drive to enable students to donate their unwanted furniture, appliances, electronic equipment, non-perishable food, and clothing to local charities. Chuck It for Charity collected 23,556 pounds of materials. Events OFS supported several events throughout the year: SustainaMondays, Game Day Challenge, World Water Day, U.Va. Saves Hour, Earth Week, the PVCC Career Fair, U.Va. Sustainability Days, and the annual Sustainability Retreat.


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PVCC Career Fair: For a Piedmont Virginia Community College (PVCC) high school career fair at John Paul Jones Arena, OFS designed an interactive exhibit to provide students with information about careers in sustainability, as well as the education and skills they need to work in the field. The approach uses a comic-book inspired "Agents of Change" theme to highlight Planning & Administration, Operations, Wellness & Justice, Engagement, and Research & Teaching (POWER) careers in sustainability. To make the careers more accessible, trading cards featuring U.Va. faculty and staff whose work falls under the sustainability umbrella were shared. Each card includes the agent’s photo, name, title, "mission" (job description), example project, and education of the change agent.

UVA Sustainability Days: Two days in November focused on celebrating and brainstorming sustainable solutions on Grounds. Events included a Global Sustainability course poster competition, a zero waste innovation workshop, a nitrogen workshop, a film screening and panel discussion of a video of their trip to the Climate March in New York. The keynote event, Hoos Talking Green, brought together six faculty around Grounds in a 7-14-28 format: a seven minute time limit, no more than 14 slides, and a minimum of a 28 point font size on the slides.


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Earth Week: During the week of April 19-24, U.Va. celebrated Earth Week with multiple sustainability events per day. The keynote Earth Week expo featured another Hoos Talking Green panel called “Advancing a Sustainability Society: Local & Global Models for Success” with students, staff, and faculty across Grounds. Game Day Challenge: By collecting compost from suites and concessions and organizing volunteers to collect recyclables in tailgating lots, U.Va. Sustainability, Athletics, and Dining, and over 100 volunteers diverted 29,029 pounds of waste from landfills at the Homecomings football game. In this national competition sponsored by the Environmental Protection Agency (EPA), U.Va. placed first in the Atlantic Coast Conference for recycling, waste reduction, and greenhouse gas reduction and seventh overall in


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the nation. In the basketball Game Day Challenge, 100 volunteers pitched in to assist with composting and recycling at a sold-out home basketball game versus Virginia Tech. Approximately 3,373 pounds of waste was diverted from landfill. Communication The SustainaNewsletter was redesigned and distributed via email weekly. Monthly Green Tips were created to support themes or other events/campaigns during that particular month. Social media followers continued to grow. Additional avenues of communication included an all-staff email for U.Va. Saves Hour. A Green Living Guide was also created, which will be distributed to all incoming first year students.

Recycling


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The Recycling program encourages students, faculty and staff to participate in making U.Va. a more sustainable community. Through committees, groups, volunteer events, jobs and internships, there are many ways to contribute to sustainability at U.Va. Chuck it for Charity A program that diverts useable items from landfills at the end of each academic year when students move out of the residence halls. In FY15, shared collections with Goodwill Industries and several local nonprofits led to more than 23,000 pounds of food, clothes and household items being collected.

Reusable Office Supply Exchange (ROSE) Program The ROSE closet has proven to be a key focal point to the monthly sustainability efforts around the hospital. At times, all supplies were gone within 30 minutes of opening the door. Upwards of 2,000 pounds of materials monthly from materials redirected through departmental cleanouts / moves and reuse efforts to local schools and nonprofit organizations. All told, much as 250 pounds of useable materials are being kept out of landfills every month.

TerraCycle Additional collection tubes were constructed this year and distributed around Grounds to double the number of collection stations.


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Fontana Sorting Facility In other news, construction continues on the sorting facility at Fontana. The walls are up, the roof is on, and interior work progresses.


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Environmental Resources The big news of the past year happened in June with an all-hands-on-deck audit and inspection of U.Va.’s stormwater program by the DEQ and EPA contractors. This audit was done to determine U.Va.’s level of compliance with the Municipal Separate Storm Sewer System (MS4) permit. Covering two days, the regulators went through Environmental Resource’s records and mapping, inspected their stormwater best management practices (BMP) and facility operations, and questioned/observed FM staff from Environmental Resources, GES, Landscape, and Utilities on their stormwater-related tasks. While Environmental Resources (ER) has not seen the final report yet, during the closing meeting, the inspection team said, “We should recognize how far ahead of the curve we are with respect to the other MS4s out there.” While ER has a few minor issues to improve on, they were praised with having an excellent program. U.Va.’s staff did a great job across the board and ER looks to future successes in the coming year. ER Staffing Changes In the spring, Dawson Garrod joined the team, which also includes Kristin Carter, Jess Wenger, and Jeff Sitler. Dawson, a civil engineer, will greatly expand the engineering services ER can provide to stormwater and utility projects. The ER team looks forward to reducing costs by performing more engineering functions in-house rather than relying on outside consultants. Dawson’s first task was to develop ER’s DEQ-mandated Action Plan, which will describe how U.Va. will achieve required pollution reductions related to the Chesapeake Bay total maximum daily load (TMDL). Based on his initial calculations, the University is well on the way to meeting pollution reduction requirements required by 2023.

The Environmental Resources team, left to right:

Jeff Sitler, Kristin Carter, Jess Wenger, and Dawson Garrod. Master Planning

Inspection at the Emmet-Ivy Garage.


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ER staff provided significant support to the creation of the most recent Energy & Utilities Master Plan, focusing on the stormwater section. The new master plan incorporates the EPA’s and DEQ’s mandated pollution load reductions for local streams and the Chesapeake Bay, while leading the University down the path to more sustainable development and management of infrastructure. During the last year, ER also supported precinct-level stormwater management analyses of the Distillery Branch watershed, Ivy Corridor Redevelopment, and Lambeth Field Apartments. Other Stormwater Efforts Stormwater management required the greatest effort over the past year, with the implementation of new stormwater regulations and MS4 permit requirements, including those for project review and permitting, and long term planning for meeting total maximum daily load (TMDL) limits. Through the completion and updating of 19 standard operating procedures (SOP), ER has also laid the groundwork to establish stormwater pollution prevention plans for several facilities across Grounds, including both FM yards. ER also remained very active in the Rivanna Regional Stormwater Education Partnership with the City, County, and other local groups and was a part of the technical advisory committee for development of TMDLs to address water quality impairments of local streams.

Petroleum Programs ER completed a total revision to U.Va.’s spill prevention, control, and countermeasure (SPCC) plan. Under this program, the University has 126 tanks holding a combined capacity of 375,878 gallons that are inspected at least monthly, which translates to over 1,400 inspections that are conducted by several


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FM personnel annually. In addition to the petroleum tanks, oil-filled transformers are inspected twice a year. The recording of the 176 transformer inspections is now done electronically in the field and has been completed twice. ER staff are now looking to move towards electronic data collection for all SPCC required inspections. This revision also included the addition of 169 hydraulic elevators to the plan. The SPCC plan for the University of Virginia’s College at Wise was also updated to include the new generators and hydraulic elevators.

Inspecting a generator at UVA-Wise.

Air Emissions ER staff spent countless hours characterizing emissions, preparing reports and permits applications, and communicating with DEQ, EPA, and U.Va. staff about air emissions from multiple sources as required by Title V and other permits. The Main Heat Plant permit was revised to remove the natural gas heat content limit, which is consistent with other regulated sources in the state. ER is working with the Heat Plants and Operations staff to implement new boiler tuning procedures, as required by the Boiler maximum achievable control technology (MACT) regulations, and they are working with the Sustainability office to conduct facility energy efficiency audits mandated by the new regulation. DEQ conducted a comprehensive inspection of the air permit program in May and June. Only minor issues were raised, which were easily reconciled. Project Support ER staff provided many levels of support to numerous projects around Grounds and at UVA-Wise. These efforts included the preparation of seven Environmental Impact Reviews and two Environmental Site Assessments, reviews of numerous project plans for environmental compliance, and 267 site inspections for erosion and sediment control and stormwater compliance. Student-Staff Involvement ER worked closely with the Stormwater Task Force and the Materials Working Group of the U.Va. Environmental Impact Subcommittee on many projects. ER staff coordinated a student-initiated project to install a rain garden at Hereford Residential College. The project involved FM Landscape, Utilities, the Office of the Architect, and a group of dedicated students lead by Emily Paul, who rounded up $2,000 in


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green initiative funding for tomorrow (GIFT) money to apply to the project. The students also identified several building downspout sites where future rain gardens could be installed.

Student Emily Paul planting in the Hereford rain garden.

This spring, the students installed a paint and trash management facility at Beta Bridge, for which they applied for and received a $1,549 grant. This project required that they paint Beta Bridge with a pollution prevention message. Another project, a Meadow Creek stream clean-up, removed hundreds of pounds of trash for proper disposal. And yet another effort undertaken by students and ER staff has been sampling to establish baseline water quality in local streams and runoff, and understanding the effectiveness of BMPs.

The paint and trash management facility at Beta Bridge.

The Materials group developed a well-received Zero Waste Event guide to help departments and student groups reduce waste from on-Grounds events. This group also worked with staff in Alderman Library to co-locate trash and recycling bins and remove excess trash cans in this heavily-used building. While the project has not been completed, this effort has led to plans to change the way trash and recycling are handled throughout the University.


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The Materials group received a GIFT grant to pilot a compost bin at one of the daily lunchtime food trucks at the Amphitheater in order to divert the compostable to-go containers from landfills. The group also supported student efforts to bring compost bins to a variety of events and pilot locations on Grounds, as well as continued discussions about improving the types of bins and signage used to encourage recycling and composting. Training and Education ER staff continued their efforts to provide training and educational opportunities for staff and students. ER has been fortunate to have four interns – Becca Stoner, Cassie Cosans, Jen Ren, and Ben Spencer – assisting the team with a range of projects. ER staff provided environmental training to staff across Grounds, with much of this effort focused on pollution prevention, spill response, stormwater practices, and petroleum storage requirements. ER staff also lectured in many classes in Engineering, Environmental Sciences, and Architecture, mainly focusing on current stormwater practices. In October, ER coordinated in-field BMP inspector training for Operations staff provided by the Center for Watershed Protection. In April, ER hosted the same training for DEQ inspectors.

Maintenance Delivering Service and Value Academic Facilities Maintenance work teams are organized in two ways: Maintenance Zones, which are multidisciplinary crews that are physically located around Grounds to serve specific groups of customers and facilities, and Specialty Trades Shops, which provide services across all zones. This past year, the maintenance workforce provided $17.6 million worth of professional services in the areas of electrical, plumbing, HVAC, roofing, fire protection, elevator service, general maintenance, and operational support. Despite continued growth in the number and size of U.Va.’s facilities, these costs are nearly $1 million below FY12, and the net increase over last year’s spending is less than the combined increased costs of wages, benefits, and materials. In 2015, the 190 employees in these shops and zones carried out 30,688 preventive maintenance work orders and responded to an additional 19,892 service requests. Typically, two-thirds of all service requests are responded to within one day. Maintenance teams are a critical part of FM’s success in lowering the percentage of building condition deficiencies, helping achieve its industry-leading goal of a Facility Condition Index of only 5%.


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Chris Herndon and Kenny Thompson work on Pavilion IV.

Maintenance personnel often play important roles in their communities. For example, this year, Tim Payne, a master mechanic who responds to maintenance emergencies on weekends at U.Va., was honored as one of the “Distinguished Dozen” local volunteers for his service as the local Search and Rescue Commander.

This year, Facilities Maintenance took the lead in organizing and, with the

Help of other FM work groups, set up U.Va.’s first-ever two day graduation. Splitting up the schools allowed more family members to attend each day.

Fire damper testing at U.Va.


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Facilities Management is concluding the first year of a four-year effort to ensure the University is in compliance with the National Fire Protection Association (NFPA) code for testing and maintenance of fire dampers. U.Va. has thousands of these hidden components in its buildings’ ductwork. In the past year, more than 1,000 dampers have been surveyed, field tested, and in 10% of cases, repaired. These components were recorded in our asset management system, precisely mapped in our geographic information systems, and labeled with a QR barcode for future testing.

Fire Damper: A device installed in an air distribution system, designed to close automatically upon detection of heat, to interrupt migratory airflow and to restrict the passage of flame. Fire dampers are classified for use in either static systems or dynamic systems, where the dampers are rated for closure under airflow. (NFPA 80-19.1.4.5) Until recently, fire dampers were not closely monitored by regulatory agencies nor prioritized in industry. Through FM’s own Fire and Life Safety Department, U.Va. is leading the way among its peer institutions with an initiative to build and maintain a strong fire damper testing program across its residential, academic, and multi-use buildings5. With support from the State Fire Marshall, the program was shared with other Virginia universities and colleges at a recent Environmental Health and Safety symposium on fire safety. Efforts to date have brought nearly all of the U.Va.-owned residences into compliance, but that represents less than one-fourth of

5 FM has been performing Fire Damper Testing for many years in UVA’s Health System facilities.


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the University’s total inventory of fire dampers! 2015 Summer Conference Support By combining several strategic concepts and new information and visualization technologies, a small and multi-disciplined group of FM employees led a new charge this summer to enhance the services that Facilities Management provides to U.Va.’s summer conference guests. Every summer, the University Grounds becomes one of the largest conference sites in the Commonwealth of Virginia, hosting more than 10,000 guests from across the United States and around the globe. As you can imagine, the logistics of supporting more than 250 different camps, conferences, enrichment programs, and orientation sessions is a complex undertaking. Guests are accommodated in the University’s residence halls, and spaces that normally are occupied longer-term for nine months or longer are transformed into the largest hotel operation in Charlottesville. Each year, the numbers grow and the expectations of the clientele are ever more discerning. In order to support such a massive effort, FM deploys teams of personnel to deliver on their promise to Housing and Residence life that the spaces will be as clean and functional as they possibly can be, as well as ready in advance of each new arriving group. At peak times, such as Final Exercises, this equates to hundreds of FM employees working against the clock to convert recently-vacated residence halls into presentable, modern accommodations for the out-of-town families of many graduates. As camps and conferences continue through the summer, the cycle of cleaning and maintaining the residential spaces continues, until the ultimate arrival of the next academic year.

In 2014, FM began an effort to enhance consistency and quality control in our service. This included developing standard expectations, identifying common deficiencies, and extensively training staff. In addition to this, FM also instituted a manual inspection process which began to lay the groundwork for the enhancements that were rolled out this summer. With the support of FM IT, the FM inspectors now use an electronic inspection form to complete their inspections on an iPad in the field. The results of the inspections, including photos, are relayed in real time, via a central web service to maintenance and custodial supervisors who are responsible for getting deficiencies corrected prior to the guests’ arrival. This process of conveying objective information in real time has streamlined communications and revolutionized the way that FM provides timely service to the buildings. FM is able to deliver a higher quality of spaces by minimizing deficiencies and disruptions when the guests arrive. With a strong focus on Quality Control improvements, the results of the latter half of the 2014 season and the first half of the 2015 season speak for themselves – the new electronic inspection process is making a big difference. Fewer deficiencies, happier clients, and pride and ownership in the quality of the University’s residence halls. However, FM was not happy stopping there. They also wanted to improve the way they deploy maintenance mechanics, custodians, and inspectors to optimize the work flow and be as efficient and organized as they can possibly be under the seemingly overwhelming constraints and chaos of preparing hundreds of spaces simultaneously. This led to a total reorganization that took into account the peaks and valleys of the season, the tightest time frames, and the need to consistently deliver.


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The answer to the question “How to better organize?” came through the utilization of new mobile technology and data visualization techniques. By tapping into the resources of an extensive database of buildings and rooms managed by the Geospatial Engineering Services team, FM developed a color-coded mapping tool for tracking the status of U.Va.’s entire inventory of rooms in play for the Summer Conference season. Supervisors and some frontline staff were issued iPads and then on-the-job training, troubleshooting, and debugging began. Just a few weeks into the summer of 2015, spaces were being expertly managed by FM, with an ebb and flow of incoming service teams, followed by incoming guests. All orchestrated through the use of real-time status updating of spaces in the field, tracking of deficiencies, and efficient deployment of resources. Throughout the summer, efforts by FM continued in the realm of enhancing the upfront data quality. This meant working with HRL’s Conference Services group to reduce overbookings, double bookings, and the accuracy of arrival and vacating dates. Recent improvements include a plug-in of electronically tracked “check-in and check-out data.” Stay tuned as progress continues…

Building Services During FY15, Building Services saw a continued growth of their industry leadership position, employee engagement levels that are double the national average, progress in sustainability and customer service initiatives, and a stellar Housing Summer Conference season that was ranked nine out of 10 by their key customers. Leadership Position takes National Stage 2015 was a banner year for Building Services, as they were asked to present their success stories at three national venues. In March, Building Services representatives were invited by Green Seal to share the story of their GS-42 designation with participants at the Smart and Sustainable Campus Symposium in Baltimore, Maryland. Green Seal is a not-for-profit organization that sets the standard for green and sustainable cleaning products and programs. In 2013, Building Services attained their GS-42 standard for meeting the stringent standards established for commercial cleaning programs. APPA (formerly known as the Association of Physical Plant Administrators) asked Building Services to present on two of their achievements at their national conference in Chicago in August. The first was a program about how Building Services leveraged the process to achieve national certification to enrich staff professionalism and development, as well as to create first time standards for core business attributes. The second program was a demonstration of their sustainability-based customer-centric website, including a discussion of its objectives, design, and features. Closer to home, the Southeastern Regional Association of Physical Plant Administrators (SRAPPA), asked Building Services to present on three topics at their regional meeting in October: the GS-42 journey and resulting benefits, design of the customer-centric website, and design and use of UVA FM’s customized APPA-based inspection tool. Gallup Q-12: The Connection Between Engagement and Productivity


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Developed by the Gallup organization in the 1990s, the Q-12 is a 12 question survey that measures employee engagement through three work-related themes: relationships and recognition, availability of resources and opportunities for learning and development, and communication. The significance of the findings of this tool is that for the first time, employee engagement is a key indicator of productivity levels and organizational success. In 2015, the Gallup Q-12 survey was administered to the entire Building Services team of over 250 frontline, supervisory, and management employees. The chart below shows that on the level that measures engagement, our team scored twice as high as the average U.S. employee polled by Gallup in 2014:

% of United States Employees 2014

% of FM Building Services Employees 2015

Engaged 31.5% 64% Not engaged 51% 17% Actively disengaged 17.5% 19%

For the 36% of team members who are registering in the “Not engaged” or “Actively disengaged” levels, Zone managers, working with the team Staff Development Manager, are creating targeted action plans to improve engagement levels based on zone-specific survey results as connected to one or more of the three engagement themes.

Sustainability, Hard Work and Conversation Help Us Meet & Exceed Customer Expectations A priority in 2015 was to increase Building Services’ presence in promoting sustainability across Grounds and specifically FM-wide. The QA and Staff Development manager was appointed to the CFO’s Sustainability Council as well as became a Green Workplace Program Leader. Building Services had a significant presence at U.Va.’s Earth Day exhibition and was presented with a Green Seal at a Smart and Sustainable Campus symposium this past March. In all cases, Building Services uses the sustainability platform to encourage community conversation about the importance of recycle/repurpose/reuse.


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When Building Services received GS-42 Certification in late 2013, it gave them something to talk about, particularly with their customers. Sustainability formed the foundation for their new customer-centric website where they share their products, procedures, and philosophies that all revolve around cleaning for health. One of the highlights of 2015 was when one of the Facility Coordinators, having taken to heart Building Services’ stance on limiting the use of aerosols and other fragrances to mask odors, approached management to work on creating a climate where occupants would more readily accept removal of all artificial odor cover-ups. Building Services accomplished this by providing information and educating residents, including introducing to them an enzyme-related product that destroys odor-causing proteins, essentially eliminating the need for fragrance-based cover-ups. 2015 Summer Conference Season Advancing technology, process improvement, and enhanced attention to customer service helped drive a most successful U.Va. Summer Conference season. A new GES-based mapping tool permitted Building Service team members to use colors to change and view the status of rooms, floors and buildings relative to occupant arrival dates.

Color-coded mapping tool signals spaces ready for inspection.

By summer’s end, the electronic inspection tool logged in close to 15,000 separate room inspections designed to catch any lingering custodial or maintenance deficiency as part of ensuring occupant-ready rooms every time. New for this year was the design of a Prepare for Occupancy (PFO) inspection tool that is customized to the types of properties that are used as apartment residences by faculty and graduate students. Previously these spaces were inspected unofficially by supervisors who did a visual check. Now, an automated checklist helps ensure that no area is missed and at the same time, data is collected to help understand how services and processes can be improved moving forward.


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Drew MacQueen, Sandra Smith, and Mike Payne work on the PFO inspection tool.

While Building Services is confident that they did everything they could in 2015 to provide excellent customer service, they continue to search for new and better ways to improve both service quality and efficiency of production. While receiving a customer rating of 9 is good, Building Services seeks to earn 10s.

Landscape Providing the Best First Impressions for Students, Faculty, Staff, and Guests Benchmarking The Landscape team has the responsibility of caring for and improving on the historic, Academic, Medical Center, and Housing & Residence Life Grounds of the University. Everyday tasks such as litter collection, mowing, mulching, weed removal, and tree care are performed by a dedicated staff of 78 employees.

Stewardship The in-house Landscape installation team completed many installations this year from small garden renovations to major installations around new and renovated buildings. One noteworthy project was the installation of the Ruffner Hall rain garden. This project not only improved the pedestrian


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experience walking from the McCormick Road residence halls to Ruffner Hall, but it also alleviated an erosion issue caused by storm water leaving the old parking lot and heading over the hill towards the Dell. Storm water now has an opportunity to infiltrate back into the ground.

Construction The Landscape team has an in-house installation crew dedicated to the installation of completely new landscapes and rejuvenation of existing plantings. Service and Response This year saw the significant reworking of the Snow Removal Plan for the winter of 2014-2015.

• Created dedicated snow removal zones managed by a snow zone supervisor. • Identified priority and secondary sidewalks, allowing for removal crews to focus on what is most

important to pedestrian safety and access first. • Implemented 24 hour service, with crews focused overnight on clearing primary sidewalks. • Broadened the number of staff members dedicated to snow removal. • Created a three tier response system, allowing FM to ramp up its response as conditions

worsen. • Purchased new snow removal equipment, allowing for more walks to be cleared faster by one

person, while providing safety and comfort to the operator of the equipment by having them in a heated cab.


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Energy and Utilities The Energy and Utilities team oversees and manages plant and infrastructure operations, including energy procurement, generation, and distribution to University buildings, with a strategic focus on safety, sustainability, engineering, and operations excellence. This team has primary responsibility to ensure the future energy and water works (potable, sanitary, and storm) needs of the University community are realized through the most reliable, resilient, sustainable, and cost effective infrastructure and operating organization. Key strategic initiatives include minimizing fossil fuel consumption and integrating new and alternative energy generation and distribution technology with the infrastructure. In early 2015, a Senior Associate Director position was established within Operations in order to bring focus to energy procurement, generation, and distribution. The intent of this position is to transition from four organizations (Heat Plants, Chiller Plants, Power and Light, and Utilities Distribution) into one integrated enterprise that collaborates deeply throughout FM and the University.

The new Energy and Utilities Enterprise professional staff. Front row: Justin Callihan – Chiller Plants, Sathish

Anabathula, PE – Power and Light, Paul Zmick, PE – Energy and Utilities, Pete Kowalzik, PE – Heat Plants Engineering. Back row: Cameron Ratliff – Distribution, Kent Knicely – Heat Plants, Mark Roach – Distribution.

Energy and Utilities Highlights Every ten years, Facilities Management updates its 25 year perspective of the energy and utilities infrastructure needs of the University. This year, an innovative approach of data management was applied in an attempt to make this a living document. The 2015 E&U Master Plan update integrated geospatial technologies into the process of collecting, aggregating, and displaying information from the various consultants and collaborators. This allowed the U.Va. Geospatial Engineering Services team to build an interactive application specifically for the Master Plan, which was a useful interface for reviewing and sharing the compiled data and integrated content. Chiller Plants The University of Virginia Chiller Plants team provides year-round chilled water services used for air conditioning to more than 125 buildings totaling more than 10 million square feet of served facilities. While the team takes great pride in providing reliable and efficient cooling to their customers, their primary goal is ensuring the safety of patients, students, visitors, faculty, and staff in and around the plants.


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The Chiller Plants team goal is to be a nationally recognized district cooling utility provider based on the safe, efficient, and reliable generation of chilled water. They strive to be the very best stewards of the resources required to generate cooling. With their current equipment portfolio, those resources are primarily electricity and water. The current systems consist of central plants that generate chilled water, underground piping to distribute the chilled water, and cooling systems throughout the University that utilize the chilled water. The district, or centralized, approach to chilled water delivery significantly improves energy efficiency and cooling reliability.

The Chiller Plant team. Front row, left to right: Brandon Lucas, Barry Napier, Jeremy Wood, Mark Christian, Justin

Callihan. Back row, left to right: Lawrence Harlow, Jonathan Ragland, Skip Simpson, David Gowen, Mike Shumaker, Kenny Dudley, Mike Gormus, Fred Reese, Dusty Buck, Bill Kirby. Not pictured: Adam Proffitt.

The COLD hard facts:

• $250,000,000: Value of assets operated and maintained. • 20%: Efficiency improvement since 2009. This translates to approximately $1,000,000 of avoided

electricity purchases per year. • 29%: The percentage of U.Va. water used at the chiller plants. • 20%: The percentage of U.Va. electricity used at the chiller plants. • 42: Number of chillers currently operating and maintained. Without central/district cooling

systems, it would require hundreds of chillers to serve the University. • 16: Number of team members operating and maintaining the central cooling plants.

Power and Light The Power and Light group is primarily responsible for medium voltage power distribution, exterior lighting, and emergency telephones at the University of Virginia. The group maintains three 34.5kV to 12.5kV medium voltage substations which serve Grounds. The substations are equipped with redundant service from Dominion Virginia Power (DVP), which significantly increases service reliability. The group is also responsible for the maintenance of medium voltage distribution system components, such as pad-mount building transformers, switches, breakers, and manholes. In addition, the team monitors and upgrades power distribution equipment to improve reliability and efficiency and performs


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lamp and fixture replacement for exterior lighting to reduce maintenance costs, improve efficiency, and light distribution.

The Power and Light team. Kneeling, left to right: Gary Shifflett, Bucky Crickenberger.

Standing, left to right: Shawn Wills, Timothy Gibson, Tony Roche, Brent Hanson, Sathish Anabathula, Lee Meadows, Hugh McGhee, Kyle McCauley, Keith Greene

Major highlights DVP currently supplies power to the University via three electrical substations – Cavalier, Alderman, and North Grounds. Over the years, the University has experienced numerous momentary and sustained outages, which trigger resetting of vital equipment at the University, which includes the Fontaine Research Park and the University of Virginia Health System.

Bucky Crickenberger, Mark Roach, and Sathish Anabathula with Governor Terry

McAuliffe and First Lady Dorothy McAuliffe. Bucky was awarded the Commonwealth of Virginia Service award from Governor McAuliffe.

A major initiative is to improve the power quality on Grounds and reduce the impact of power outages on the hospital, academic research, and operations. The number of events (FY 2015) that affected the seven circuits serving the University is below:

Momentary power interruptions including voltage sags (< 2mins) 38


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Sustained interruption (> 2mins) 1

The majority of these events is due to problems occurring on the overhead power lines. In an effort to eliminate exposure to overhead lines, concrete-encased duct banks will be installed to run shielded cabling. The new underground system, scheduled to be complete by the winter of 2017-2018, will be a much more reliable, resilient power source. In partnership with DVP, solar panels will be installed on roofs of Ruffner Hall and Bookstore. A lease agreement was signed between DVP and U.Va. in March 2015. Lighting improvements In collaboration with the Office of the Architect for the University and FM Programs & Informatics, VPMB, and the Security and General Safety Committee, Energy and Utilities made significant lighting improvements across Grounds. Phase I high priority improvements totaling around $956,400 were completed during FY 2014-15. Phase II work projects worth $1.25 million and Phase III work worth $1.33 million are ongoing. These improvements achieve benefits, including enhanced safety, reduced light spillage, and reduced night sky light pollution. Performing the work with in-house forces also yielded efficiencies and financial benefits, as highlighted in the following table:

Estimated Total Savings % Savings

FY 2014 $127,521 22.11% FY 2015 to date $184,616 22.93% FY 2016 est. (funded projects) $438,180 26.07%

Significant projects

• Retired the old 4,160 volt distribution system by converting the three remaining buildings on that system to the newer 12,470 volt system.

• Upgraded older emergency phones to the new U.Va. standard with a single push button. • Replaced 30 year-old cable in various locations. • Provided power to temporary chillers in preparation for the McCormick Road tunnel project.

Heat Plants Major projects accomplished this year include:

• Obsolete boilers at the North Grounds Mechanical Plant were replaced with three low temperature hot water generators and four heat recovery chillers.

• Burners on the four medium temperature hot water generators at Massie Road Plant were replaced with 9.9 MMBtu burners and two new 6 MMBtu hot water generators were added.


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The Heat Plants teams. This past year tours and an operational overview of the main heat plant were provided to more than 150 visitors. Groups that participated in tours include:

• Virginia Tech Campus Energy Manager • Charlottesville Business Innovation Council Technology Day • U.Va. Magazine • U.Va. Architecture graduate students • U.Va. Student Council Sustainability Committee • U.Va. Electrical and Computer Engineering class • U.Va. alumni • U.Va. Environmental Engineering class • Winning student film entry for IDEA Sustainability competition • Student representative of Keeper of the Mountains • U.Va. Civil and Environmental Engineering class • Chinese delegation of government officials

Utilities The Distribution Team is proud of the things they have accomplished this past year, working with the Delta Force team and performing work turnkey in house.

The Utilities team.

Heat loss savings


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• Replaced damaged insulation • Installed insulation with higher R value • Installed insulation blankets on valves and fittings • Installed reflective metal jackets on steam lines • Fixed building ventilation systems to reduce heat loads in mechanical rooms • Cleaned building intake louvers

Focused improvement and training

• Hiring practices have improved overall productivity • Training focus on quality and safety • Customer feedback has been positive • Supervisor training producing results • Turnkey projects • Planning for future buildings and utility projects • Renewing systems that are past life expectancy

Automation Services Fiscal year 2015 was a successful year for Automation Services in all core areas of the organization, including construction, building optimization, and service. Some of the highlights from the year included Automation Services’ increased presence on construction jobs, where they performed the full installation of the building automation system equipment (BAS), pneumatic to digital control conversions in several buildings, and continued maintenance services on BAS equipment throughout Grounds. The success of this department is attributed to the talented and dedicated individuals working on this team. Each of them has made their mark on the University this year and they are proud of the high value work that came out of Automation Services. The following paragraphs highlight some of the work completed this past year: Construction Projects At the North Grounds Mechanical Plant (NGMP), Westley Chesser engineered and programmed a highly sophisticated control system that optimizes plant operation and is the first U.Va. plant that utilizes heat recovery chillers. With the combined cooling-heating plant, there were many systems that required BAS control and monitoring, including chillers, cooling towers, sediment separators, heat generators, pumps, leak detection sensors, air handling equipment, exhaust fans, and meters. In total, the controls installation team of Tony Bruno and Chris Land paid close attention to detail and wired over 500 physical control points. This plant is now fully operational and the team continues optimization work as they observe the functioning of the plant.


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Will Muncaster successfully led the BAS controls design and installation for the O’Neil Hall project. The modernization of this historic building included the installation of 330 BAS control points by instrumentation and controls technicians Mike Rosson, Rona Rose, Brad Ingram, and Steve Ackerman. Attention to quality, detail, and safety on this project, despite the difficult working conditions, was a great example of the high-value work that this team provides. Some of the key BAS features in this building include energy valves providing real-time energy consumption data, CO2 sensors for demand controlled ventilation, and energy optimization strategies, such as supply temperature reset, trim, and respond fan control, economizer cycle, and night setback. Automation Services was a sub-contractor to Project Services on this project and the in-house team successfully carried out all aspects of the work.

Working with the design engineer and heat plant staff, John Antesberger engineered and programmed the BAS controls upgrade of the Massie Road Plant. As contractors installed two new boilers and new burners on the existing boilers, John, along with Dave Wright and John Cloutier, systematically overhauled the existing controls with new Automated Logic controls. Upgrading the Massie Road Plant controls provides for a more user friendly-interface, standardizes plant controls, and provides for much easier long term maintenance, troubleshooting, and plant optimization. John Antesberger’s previous experience working in industrial power plants was a huge benefit to the team and he helped ensure a safe, quality, and successful installation of the controls.


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Building Optimization Working with Delta Force at Campbell Hall, the building optimization team (BOT) completed its first building pneumatic controls upgrade/optimization on the central mechanical equipment, including eight air handling units, two heating and ventilating units, and distribution pumps. The team, led by Tommy Farrer, included engineering technician Rob Chaffinch providing programming and field oversight, Dave Dillon and David Clark wiring new control panels, Jason Simmons and Dustin Griffin replacing pneumatic devices with electronic devices, and Fred Gibson with Daniel Coffman running new control wire and installing new variable frequency drives. Since completion of the BOT project, the building has seen a marked decrease in HVAC trouble calls and the equipment is running with more efficient sequences and more consistent operation. Campbell Hall was just the start of a long list of projects ahead for the BOT. Service On the service side of Automation Service’s business, Lou Persinger continued to lead the team in providing the best service possible to their customers. They completed more than 1,000 service calls, including both preventative maintenance and trouble calls. Lou was able to involve all of the controls technicians in construction work and service work, thus distributing experience within the group and continuing to build in-house expertise. David Reed coordinated the installation of over 25 new freezer/refrigerator monitoring sensors and he continues to ensure they have the most accurate stakeholder information for emergency procedures. David, along with Rona Rose, also managed the vendor contracts and improved inventory management immensely.

Systems Engineering Within Systems Engineering, there are three groups: Geospatial Engineering Services, Systems Control, and Metering.


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Geospatial Engineering Services

The GES team. Front row, left to right: Artie McDonough, Diana Henderson, Bradley Pace.

Second row: Ruta Vasiukevicius, Patricia Price, Jennifer Heckman, Drew MacQueen. Back row: Garth Anderson, Matthew Bartley, Nicholas Bartley.

The GES team strives to provide excellent service assisting U.Va. staff, faculty, students, and consultants with their business processes. Through the creation of quality geospatial data, information, and innovative solutions, the GES team supports efficient operations and informed decision making. The team’s services include archiving and document management, facility information research, utility locating and damage prevention, space inventory and floor plan management, data collection, mapping, analysis through various geospatial tools, and GIS application development. The highlights of team accomplishments this year include:

• Diana Henderson joined the team in a Space Analyst role. This year the team focused on the quality of the residential facilities portfolio. Eighty-seven new floorplans were created in the Lambeth area alone, with the assistance of student interns collecting field measurements of the facilities.


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• Patricia Price joined the team in a Document Management Specialist/Archivist role. This year the team began transitioning to supporting document lifecycle management throughout Facilities Management.

• In support of awareness of the history of slavery on Grounds, a mobile application was

developed to highlight the President’s Commission on Slavery and the events associated with the Universities Confronting the Legacy of Slavery symposium. In addition, the application highlights locations on Grounds and provides a brief description of the site as it relates to slave history.

• The team supported the academic mission through leading student internship projects and providing documents for class projects. Classes include the School of Architecture’s Community History course, Spring Vortex Studio, and the graduate course in Structures.

• Provided mapping support for Real Estate and Leasing Services to support acquisitions,

easements, and disposition of property.

• Created maps to support the accreditation process of the City of Charlottesville Fire Department. This included square footage analysis, building categorization, building height analysis, ESN categorization, and population assessments.

• The team was instrumental in providing support for the McCormick Road Utility Tunnel Project. From continuous utility marking updates, alternate routing of infrastructure, GPS data collection, and marker ball installation to project status maps, the whole team helped keep the work site safe and the community informed throughout the summer.

A map created for the McCormick Road Utility Tunnel Project.

• The team assisted in preparation for several large renovation and expansion projects. Archival

information and GIS documentation was prepared for the renovation of teaching and research space in Gilmer Hall and the Chemistry Building. Similarly, information was provided for the University Hospital expansion and renovation.


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• In support of the Board of Visitors goal to develop and implement a comprehensive space planning and real estate management approach, GES lead the selection process of procuring space management tools to support collaborative robust space management across Grounds.

• The team collaborated with FM Sustainability to produce printed posters, pamphlets, and other

outreach materials to support sustainability awareness across Grounds.

• The team has several members and a team leader serving on the Green Workplace initiative.

• Created a new dataset to track the placement of radio-frequency identification (RFID) marker balls. Installed marker balls on utilities at the Rotunda renovation site, Newcomb chilled water interconnection site, and the McCormick Road tunnel in addition to areas where repairs were made and test hole locations were taken for future projects.

RFID marker balls installed on utilities around Grounds.

• The team collaborated on utility project routing for several projects including the Newcomb

chilled water loop interconnections, scenario planning for the utility connections to the IRC, and the Sherwood, Alderman, and Cavalier substation power upgrades.

• Approximately 800 projects were reviewed using the SharePoint workflow that streamlines the

review process for the University Building Official and provides notification during the various stages of construction.

• Provided Energy and Utilities with analysis and maps for potential solar panel installation locations.


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Potential solar panel locations at Morven Farm.

• Services and data to support emergency preparedness and response actives continue to be a

focus of the team. The team provided maps and analysis for a missing person case. Provided data and analysis for the University Police Department on crime statistics and the built environment. Supported the Office of Emergency Preparedness in the selection process for a tool to support communication and collaboration for daily operations and emergency events with a map centric approach. Created maps for the new Safety Ambassador program to create safety awareness in the Corner area.

• Created life safety datasets for fire dampers, fire extinguishers, and fire rated doors to support inspection compliance activities.

• The 2015 team of summer interns helped improve data quality on several data sets to include

land cover, floorplans, and transportation infrastructure.

Summr 2015 interns with GES team member Diana Henderson.


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• Applications were developed or enhanced in several service areas, including the support of workflow for Conference Services summer programs. This included infield reporting via iPads on the status of maintenance and custodial activities in residence halls. This application facilitated improved communication internally among FM teams and cross departmental communications with the Conference Services team. In addition to the mobile application a desktop resource planning tool was provided for a holistic perspective on the workflow of the conference season. The private interactive map site has had several enhancements throughout the year. Tools for drawing, measuring and identification have been improved. The site has better performance, organization, user based session settings and layer controls.

• Created a simplified electronic document stamping process for OUBO. This process applies an electronic stamp to documents and saves an “Approved” record of the review process.

• Created a nutrient management dataset to track and report on areas that have fertilizer applied.

This supports the Landscape and Environmental Resources’ teams reporting responsibilities to the EPA.

• The team responded to over 6,000 requests for services providing various maps, analysis, and archived records to support many additional projects and events across Grounds. In addition, the team provided damage prevention services for 1,722 MissUtility tickets. GES’s customer base continues to increase annually as exposure to the services increases and customers receive exceptional services.

Systems Control Center The Systems Control Center (SCC) serves a multifunctional purpose within Facilities Management, operating around the clock throughout the year, providing real-time monitoring of utility and building systems, while serving as the after-hours emergency call center for utility interruptions and facility emergencies. Staffed with highly-trained operators, the Control Center monitors 272,663 virtual and physical building systems points, of which more than 1,600 are monitoring critical research equipment. SCC staff received and dispatched 15,505 facility-related calls last year, ranging from routine maintenance requests to facility emergencies such as fire, floods, or elevator entrapments. On any given day, the Systems Control Center is challenged by system vulnerabilities and natural (weather) threats of various sizes and scope. Last year alone, SCC coordinated recovery of 61 significant utility outages and other facility events affecting the University and Medical Center.


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Within Systems Control, there are three teams: Energy Conservation Team, Cold Weather HVAC Operational Improvement Team, and Building Automation Systems (BAS) Improvement Team, each of which is focused on conserving resources, reducing utility and maintenance costs, and decreasing the University’s environmental impact through diagnostics and analysis of BAS information. Building systems information – such as equipment schedules, simultaneous heating and cooling, and system overrides gleaned from the BAS – is shared with Sustainability (Green Workplace, Green Labs, and Green IT programs), maintenance zones, and Automation Services in an effort to reduce energy usage and increase building efficiency.

The Systems Control team. Left: Nina Green, SCC manager. Right: Chris Greene and Andy Campbell. Below left: Steve Evans, Stacy Barringer, Robert Heckman. Below: Roger Yeatts. Below right: Robert Beasley, Vince Muscarella, Scott Layne, Tony Pennix, Tom McRay.

Information Systems Information Systems includes a multitude of technologies, such as Microsoft (MS) .Net, MS SharePoint, MS SQL Server, MS Reporting Services, Building Automation and Supervisory Control and Data Acquisition Systems (BAS and SCADA), and other enterprise systems, such as for GIS, and also physical resources, such as server hosts and virtual machine (VM) servers. General information systems initiatives focus on data development and reporting. Some of the team efforts this year included:

• Presenting at the International District Energy Association campus forum on "Big Data." • Working with master’s degree program students of the Data Science Institute on forecasting and

modeling of building electric data. • Initiating and promoting the use of Tableau within FM. • Participating in snow removal efforts for FM. • Integrating the former Energy & Utilities and other Operations team public websites into the

overall FM public website. • Participating in Utilities Master Planning efforts.


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• Providing data to FM, University, and consulting staff. • Supporting Delta Force and Office for Sustainability efforts. • Assisting other institutions, such as Virginia Tech, University of Iowa, and University of Nebraska

– Lincoln, with enterprise systems development. • Supporting the University Supervisory Control and Data Acquisition (SCADA) audit effort. • Participating in discussions related to FM data visualization. • Assisting in efforts to upgrade Main Heat Plant server technologies. • Creating web pages and reports to assist awareness and understanding related to Main Heat

Plant natural gas purchases. Metering & Billing The Metering team is entrusted with growing and maintaining the breadth of University meters for billing and, to some extent, plant or building operations. The team was involved in a number of capital construction and renovation projects as well as those related to building automations system upgrades.

Metering & Billing and IS focus is in three primary areas: Data Integrity, Data Reconciliation, and Data Visualization. In addition, work continued in support of a new University Financial Model (UFM), and the first UFM-related billing occurred in July 2015. The new UFM has changed how utilities and services from Facilities Management (FM) are billed to University customers. In addition to the UFM, the Systems Engineering team migrated utility billing from our former computerized maintenance management system (Maximo) into the AIM platform. A new Direct-Drop Support Charge was also implemented as part of the normal utility billing process for the first

time this year.

Focus on Data Visualization What do we visualize? • Status (Real-time data) • Trends/ History Data • Systems Architecture • Analytics

What do we find? • Mechanical/ electrical system problems • Controls problems • Design issues • Use of space/ scheduling opportunities • Metering problems • Alarm conditions

Focus on Data Integrity How do we improve?


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• Implementing a preventive maintenance (PM) program for meters. This year, formal PM was established in AIM for chilled water meters, heating hot water meters, and steam meters. PM for electric meters and water meters will be established next.

• Increasing the number of meters connected via BACnet and MODBUS (communications protocols), and Schneider Electric SPM SCADA. These methods provide more information than traditional hard-wired methods, and allow use of actual meter data, instead of sampled or separately totalized data.

• Adding definitions in ICONICS (AssetWorx) to allow direct comparison of monthly consumption via different sources. The definitions, in general, have allowed us to utilize the ICONICS platform to build and leverage information in ways that we had not previously, providing the foundation for many of our visualization and analytic tools.

• Increasing team training and awareness of potential meter issues; utilizing new visualization tools. Metering staff also now perform a large part of the overall data analysis prior to billing.

Focus on Data Reconciliation Reconciliation efforts continue to increase in quantity and impact. Metering has added many new compound meters to increase reconciliation between plants and consumer loads, or loads, and sub-loads. This provides ever-increasing opportunities to identify meter anomalies. They have also added real-time status pages for distribution systems in ICONICS to help see where reconciliation is not meeting their goals for improvement. Metering is also continuing to use a variety of tools, such as the Monthly Meter Report Card, to help drive quality. Overall reconciliation between plants and consumers for fiscal 2014-15 was greater than 99% (by total unit volume). The team continues to look for ways to improve, including starting to track reconciliation on a dollar basis, in addition to a unit (consumption) basis. ICONICS Work also continued to further development and utilization of the ICONICS platform for data trending and visualization. Some of these efforts include:

• Supported the new Building Energy Tracker website (energytracker.fm.virginia.edu). o Design and programming by Systems Group - data from ICONICS and ancillary processes.

• Created approximately 60,000 new Assets and historian data trends. • Created a process to provide hourly summary data for building demands, meters, and all other

historical trends.


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• Centralized configuration databases and BACnet runtime – this resulted in more consistency and stability.

• Initiated pilot efforts to establish Fault Diagnostics for equipment systems. • Created forms and data to check different types of points (meters and equipment) for viability. • Created improved ad hoc trend viewer for utility plant trends and reconciliation. • Continued to improve real-time reconciliation data and definitions. • Created a process outline and data and procedures to support external (direct-drop) meter data. • Implemented simple forecasting for certain building-level values.


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Appendix A Organization

Operations

Automation Services

Building Services

Energy and Utilities

Heat Plants

Chiller PLants

Power & Light

Utilities

Environmental Services

Housing Facilities Landscape Maintenance Office of

Sustainability Systems

Engineering

Geospatial Engineering

Systems Control

Metering


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Appendix B Plant Heating Energy Consumption Data Calendar

Year MMBTU Area Served

(GSF) BTU/ GSF %

Change MMBTU/

HDD HDD BTU/ GSF-

HDD %

Change

1980 623,133 5,776,481 107,874.2

145.5 4,284 25.2 1981 640,209 5,776,874 110,822.7 2.7 147.3 4,346 25.5 1.3

1982 658,676 5,872,007 112,172.2 1.2 142.0 4,640 24.2 -5.2

1983 652,050 5,872,007 111,043.8 -1.0 153.0 4,261 26.1 7.8

1984 684,678 5,924,862 115,560.2 4.1 147.0 4,658 24.8 -4.8

1985 660,539 6,265,820 105,419.4 -8.8 170.2 3,882 27.2 9.5

1986 719,331 6,298,832 114,200.7 8.3 182.1 3,951 28.9 6.4

1987 704,089 6,298,832 111,780.9 -2.1 163.2 4,314 25.9 -10.4

1988 784,240 6,298,832 124,505.6 11.4 183.0 4,286 29.0 12.1

1989 896,253 7,229,249 123,975.9 -0.4 212.8 4,211 29.4 1.3

1990 853,948 7,229,249 118,124.0 -4.7 210.3 4,060 29.1 -1.2

1991 764,513 7,264,883 105,234.0 -10.9 218.1 3,505 30.0 3.2

1992 879,875 7,264,883 121,113.4 15.1 212.5 4,140 29.3 -2.6

1993 854,331 7,402,815 115,406.2 -4.7 182.9 4,672 24.7 -15.6

1994 933,158 7,402,815 126,054.5 9.2 223.5 4,176 30.2 22.2

1995 873,629 7,693,483 113,554.4 -9.9 207.1 4,218 26.9 -10.8

1996 961,480 7,729,607 124,389.2 9.5 214.0 4,492 27.7 2.9

1997 957,787 7,847,819 122,045.0 -1.9 227.9 4,203 29.0 4.9

1998 885,531 7,895,576 112,155.3 -8.1 267.1 3,315 33.8 16.5

1999 892,492 7,883,654 113,207.9 0.9 264.4 3,376 33.5 -0.9

2000 971,529 8,260,868 117,606.2 3.9 246.3 3,945 29.8 -11.1

2001 922,596 8,373,496 110,180.5 -6.3 253.7 3,637 30.3 1.6

2002 954,944 8,508,944 112,228.3 1.9 240.5 3,971 28.3 -6.7

2003 992,852 8,571,609 115,830.3 3.2 225.4 4,405 26.3 -7.0 2004 1,030,095 8,621,153 119,484.6 3.2 246.4 4,181 28.6 8.7

2005 1,050,168 8,832,343 118,900.3 -0.5 240.7 4,364 27.2 -4.7

2006 1,024,759 9,016,280 113,656.5 -4.4 259.4 3,951 28.8 5.6 2007 1,140,434 9,263,667 123,108.3 8.3 285.3 3,998 30.8 7.0 2008 1,179,839 9,389,980 125,648.7 2.1 277.8 4,247 29.6 -3.9 2009 1,262,053 9,634,467 130,993.5 4.3 290.2 4,349 30.1 1.8 2010 1,180,356 9,756,496 120,981.5 -7.6 277.8 4,256 28.4 -5.6 2011 1,178,777 9,916,480 118,870.5 -1.7 302.4 3,899 30.5 7.3 2012 1,152,687 10,310,841 111,793.6 -6.0 323.2 3,567 31.3 2.8 2013 1,310,870 10,659,632 122,975.1 10.0 295.1 4,443 27.7 -11.7 2014 1,402,747 10,975,306 127,809.4 3.9 306.2 4,582 27.9 0.8


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Appendix C Electric Consumption Data

Fiscal Year Total Electricity (KWH) Area Served (GSF) KWH Per GSF % Change

1980 103,278,944 6,985,063 14.8

1981 108,960,096 7,239,593 15.1 1.8

1982 111,587,000 7,370,760 15.1 0.6

1983 118,919,696 7,389,448 16.1 6.3

1984 120,711,696 7,502,044 16.1 0.0

1985 128,976,704 7,571,854 17.0 5.9

1986 135,468,496 7,734,336 17.5 2.8

1987 148,714,496 7,868,635 18.9 7.9

1988 154,890,000 8,125,700 19.1 0.9

1989 179,774,400 8,701,751 20.7 8.4

1990 190,239,696 8,826,707 21.6 4.3

1991 202,280,304 8,914,562 22.7 5.3

1992 206,400,608 9,005,124 22.9 1.0

1993 212,918,400 9,247,108 23.0 0.5

1994 207,628,496 10,036,380 20.7 -10.2

1995 217,512,096 10,036,524 21.7 4.8

1996 233,945,904 10,036,524 23.3 7.6

1997 250,751,008 10,448,340 24.0 3.0

1998 249,643,600 10,448,340 23.9 -0.4

1999 258,025,792 10,448,340 24.7 3.4

2000 256,796,992 10,447,848 24.6 -0.5

2001 265,433,200 10,611,046 25.0 1.8

2002 266,048,576 11,423,793 23.3 -6.9

2003 276,606,048 11,582,739 23.9 2.5

2004 288,373,504 11,710,940 24.6 3.1

2005 294,273,403 12,589,087 23.4 -5.1

2006 300,211,800 12,807,490 23.4 0.3

2007 314,335,896 13,301,971 23.6 0.8 2008 324,737,343 13,464,332 24.1 2.1

2009 326,740,062 14,190,500 23.0 -4.5 2010 332,026,563 14,804,972 22.4 -2.6

2011 332,748,307 14,978,720 22.2 -0.9 2012 338,781,046 15,343,283 22.1 -0.6 2013 336,145,075 15,962,630 21.1 -4.6 2014 347,180,620 16,302,051 21.3 1.1 2015 338,001,100 16,353,817 20.7 -3.0


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Appendix D Chilled Water Consumption Data

Fiscal Year

Total Chilled Water

(MMBTU) Area Served BTU/GSF % Change BTU per GSF-CDD % Change

Cooling Degree

Day (CDD)

1998 505,937 4,850,731 104,301

81.5

1,280

1999 586,449 5,427,748 108,047 3.6 72 -11.6 1,500

2000 628,652 5,451,572 115,316 6.7 66.7 -7.4 1,728

2001 548,369 5,663,828 96,820 -16 83.9 25.7 1,154

2002 611,301 6,073,144 100,656 4 80.8 -3.7 1,246

2003 654,393 6,219,694 105,213 4.5 75.7 -6.2 1,389

2004 705,981 6,233,859 113,249 7.6 83.8 10.7 1,351

2005 720,515 6,682,014 107,829 -4.8 113.5 35.4 950

2006 731,655 6,784,296 107,845 0 90.7 -20.1 1,190

2007 762,051 7,347,863 103,711 -3.8 82.6 -8.9 1,256

2008 768,649 7,436,064 103,368 -0.3 64.6 -21.8 1,600

2009 747,508 7,625,879 98,023 -5.2 76.2 17.9 1,287

2010 818,952 8,174,961 100,178 2.2 77.2 1.4 1,298

2011 882,335 8,337,172 105,831 5.6 61.0 -21.0 1,735

2012 1,021,466 8,819,425 115,820 9.4 85.0 39.4 1,362

2013 931,317 9,310,709 100,026 -13.6 69.2 -18.7 1,446

2014 979,321 9,812,927 99,799 -0.2 85.7 23.9 1,164

2015 996,172 9,842,622 101,210.0 1.4 83.6 -2.5 1,211


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Appendix E Main Heating Plant Performance Data

Calendar Year

Fuel Energy from Coal (MMBTU)

Total Energy (MMBTU)

% Energy from Coal

Total Steam Energy Produced (MMBTU)

% Plant Efficiency

1988 576,310 690,606 83.4 535,219 77.5

1989 673,058 764,377 88.1 612,865 80.2

1990 622,977 792,161 78.6 657,082 82.9

1991 665,316 789,481 84.3 636,719 80.7

1992 572,793 738,732 77.5 602,067 81.5

1993 581,602 778,984 74.7 621,146 79.7

1994 608,861 869,908 70.0 619,527 71.2

1995 678,178 834,792 81.2 684,773 82.0

1996 685,818 921,950 74.4 744,009 80.7

1997 649,966 910,293 71.4 736,430 80.9

1998 672,326 841,431 79.9 716,199 85.1

1999 669,838 845,517 79.2 719,716 85.1

2000 772,253 926,112 83.4 751,791 81.2

2001 697,342 882,687 79.0 723,228 81.9

2002 727,352 912,932 79.7 761,471 83.4

2003 662,580 941,907 70.3 770,242 81.8

2004 636,417 980,027 64.9 819,723 83.6

2005 557,011 994,604 56.0 828,135 83.3

2006 510,860 938,539 54.4 794,348 84.6 2007 225,285 1,036,917 21.7 846,693 81.7

2008 420,882 1,117,733 37.7 890,698 79.7 2009 857,192 1,200,066 71.4 952,430 79.4

2010 838,165 1,139,453 73.6 936,356 82.2 2011 773,810 1,124,577 68.8 933,133 83.0 2012 467,907 1,099,976 42.5 903,908 82.2 2013 376,884 1,223,743 30.8 986,929 80.6 2014 534,314 1,260,602 42.4 1,009,814 80.1


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Appendix F Recycling Performance Data

Municipal Solid Waste (MSW) MSW & Other Recyclable Waste

Cal. Year Recycled (Tons)

Landfilled or MRF Total

(Tons)1 %

Recycled %

Mandated

Recycled Other

(Tons)2

Total Recycled

Total MSW + Other

Recycled

% Diverted

(Tons)

1991 602 10,639 11,241 5.4 10 602 11,241 5.4

1992 1,166 7,884 9,050 12.9 12.5 1,166 9,050 12.9

1993 1,844 8,175 10,019 18.4 15 1,844 10,019 18.4

1994 2,413 8,116 10,529 22.9 15 2,413 10,529 22.9

1995 2,621 7,638 10,259 25.5 25 2,621 10,259 25.5

1996 2,707 7,605 10,312 26.3 25 2,707 10,312 26.3

1997 2,821 7,413 10,234 27.6 25 2,821 10,234 27.6

1998 3,149 7,200 10,349 30.4 25 3,149 10,349 30.4

19991 4,207 5,552 9,759 43.1 25 4,207 9,759 43.1

2000 3,520 5,397 8,918 39.5 25 2,180 5,700 11,097 51.4

2001 3,054 4,711 7,765 39.3 25 1,780 4,834 9,545 50.6

2002 2,902 4,923 7,824 37.1 25 1,751 4,653 9,576 48.6

2003 3,115 5,285 8,400 37.1 25 1,639 4,754 10,039 47.4

2004 3,076 5,153 8,228 37.4 25 1,673 4,749 9,902 48

2005 3,752 5,195 8,947 41.9 25 1,684 5,436 10,631 51.1

2006 3,621 5,271 8,892 40.7 25 1,262 4,883 10,154 48.1

2007 3,791 6,052 9,843 38.5 25 187 3,978 10,030 39.7

2008 3,209 6,155 9,364 34.3 25 5,107 8,316 14,471 57.5

2009 3,845 4,968 8,813 43.6 25 9,022 12,868 17,836 72.1

2010 3,478 4,681 8,159 42.6 25 10,623 14,101 18,782 75.1

2011 3,384 5,915 9,299 36.4 25 9,867 13,251 19,166 69.1

2012 3,593 7,842 11,435 31.4 25 5,902 9,495 17,336 54.8

2013 4,077 7,533 11,610 35.1 25 4,604 8,681 16,214 53.5

2014 3,241 7,035 10,277 31.5 25 5,074 8,315 15,712 52.9 Terms Municipal Solid Waste (MSW); Sterilized Medical Waste (SMW); Construction & Demolition Debris (CDD); Regulated Medical Waste (RMW) Notes 1. MSW items include aluminum, plastic, glass, metal cans, paper (including cardboard), wood pallets, construction and demolition debris

(CDD), metals (including film), linen, mattresses, carpets, brick/block, and move-out items. Recycled other (non-MSW) items include tires, ash, batteries, oil, chemicals, lamps, and electronics.

2. The waste amount is determined by vendor invoices (meter TRAUV1150A). 3. Beginning in 2008, both fly ash and bottom ash were recycled. Previously, only fly ash was recycled. 4. Beginning in FY12, materials in the waste are sent to a MRF where additional materials can be culled from the waste stream.


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Appendix G Water Performance Data

Fiscal Year

Total Water (Millions of

Gallons) Area Served

(GSF) Gals Per

GSF %

Change University Population

Gals Per Person

% Change CDD

1997 636.099 9,760,040 65.2 0.0 28,705 22,159.9 0.0 1,010

1998 660.126 9,833,492 67.1 3.0 28,701 23,000.1 3.8 1,246

1999 671.692 10,778,952 62.3 -7.2 29,527 22,748.4 -1.1 1,502

2000 620.478 10,778,460 57.6 -7.6 29,427 21,085.3 -7.3 1,729

2001 618.982 10,941,658 56.6 -1.7 30,148 20,531.4 -2.6 1,159

2002 580.513 11,448,638 50.7 -10.4 31,156 18,632.5 -9.2 1,247

2003 529.512 11,582,405 45.7 -9.8 31,430 16,847.3 -9.6 1,389

2004 505.305 11,710,932 43.1 -5.6 31,849 15,865.6 -5.8 1,351

2005 421.524 12,057,190 35.0 -19.0 32,251 13,070.1 -17.6 950

2006 441.878 12,193,448 36.2 3.7 32,946 13,412.2 2.6 1,190

2007 467.949 12,600,924 37.1 2.5 33,154 14,114.4 5.2 1,256 2008 488.891 12,714,436 38.5 3.5 32,946 14,839.2 5.1 1,600

2009 528.878 12,579,224 42.0 9.3 34,510 15,325.4 3.3 1,287 2010 531.290 12,915,397 41.1 -2.2 34,176 15,545.7 1.4 1,298

2011 544.709 13,003,604 41.9 1.8 34,660 15,715.8 1.1 1,735 2012 552.166 13,432,508 41.1 -1.9 34,590 15,963.2 0.7 1.362 2013 506.014 13,657,991 37.0 -9.9 34,814 14,534.8 -8.9 1,446 2014 474.018 13,922,901 34.0 -8.6 35,102 13,504.0 -7.1 1,164 2015 453.270 13,867,335 32.7 -4.0 36,174 12,530.3 -7.2 1,211

Note: A billing and metering error that occurred in FY 2008 and which was detected and corrected in 2009 may be overstating water usage figures for FY 2008 and FY 2009, because the quantity was estimated by the local water supplier from whom the University purchases water. Metered data and trends for FY 2010 year-to-date suggest that the following numbers for FY 2008 and FY 2009 may be more accurate; however, billed data were used in the above table and in the body of the report. 1. Estimated “adjusted” total for fiscal 2008 may be 469.5 million gallons. 2. Estimated “adjusted” total for fiscal 2009 may be 495.2 million gallons.

I would strongly recommend to their consideration, instead of one immense building, to have a small one for every professorship, arranged at proper distances around a square, or rather three sides of a square, to admit extension, connected by a piazza… and should the idea be approved by the board more may be said hereafter on the opportunity these small buildings will afford, of exhibiting models in Architecture of the purest forms of antiquity… Thomas Jefferson to Wilson Cary Nicholas, April 2, 1816

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