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A Return to the SandboxIn a return to the sandbox, Montana State University will share how leveraging an opportunity to inaugurate active learning spaces with enhanced technology in renovations projects has led to additional innovative learning spaces in new construction. The panel will demonstrate through research and analysis, how transforming the space transforms the experience with peer-to-peer interaction and collaboration so that learning outcomes reach beyond mere recollection and achieve understanding of course content toward higher strata of application and analysis. The university’s innovative instructional spaces, such as technology-enhanced active learning (TEAL) classrooms, Makerspace, classrooms in the round, and the Sandbox, all focus on engaged learning that gives students a front-row experience with facility improvements, furnishings, and technology in response to the pedagogical shift. Assessment data of learning outcomes and student success revealed results beyond initial expectations. The presentation includes before and after scenario photos detailing the various types of active learning environments including horizontal and vertical working spaces, various levels of comfort, capacity, and flexibility.

PRESENTERS: David Singel, Associate Provost, Montana State University; Sam des Jardins, Project Manager, Campus Planning, Design, & Construction, Montana State University; Walter Banziger, Director, Campus Planning, Design, & Construction, Montana State University; Randy Stephens, University Architect, Montana State University

LEARNING OUTCOMES1. Describe the evolving cultural and pedagogical changes that are affecting faculty and students across institutions today and how they impact design and maintenance of instructional spaces.2. Take back to their institutions how and at what levels physical design and emerging technology can be integrated into pedagogical models and instructional space.3. Understand how student success is related to innovative learning spaces, and how leadership can advocate for these types of spaces based upon social and fiscal value for their institutions.4. Describe how active learning environments and instructional spaces that are student-centered can help an institution achieve their goals of increased student success and retention.

Big Data’s Big Impact on Facilities Operations and OrganizationsThe Big Data revolution is changing everything in our business and personal lives: credit cards, social media, online commerce, travel, automobiles, and more. Higher education facilities management is just beginning to see the significant impacts and opportunities shaping our work, our facilities, and our organizations. Even though the amount of information collected, analyzed, and acted upon today is staggering, we are only in the early stages of a geometric explosion of change over the next decade. The experiences of the auto industry foretell similar changes that our utilities systems and building operations will experience. We need to be ready for the embedded technology, predictive analytics, and optimization that will require the development of new skills for our existing workforce and the hiring new professionals to transform volumes of data into actionable information.

APPA/PCAPPA/BayAPPA Programming Slate as of 2/14/2017

PRESENTER: Donald Guckert, P.E., APPA Fellow, Associate Vice President & Director of Facilities Management, The University of Iowa

LEARNING OUTCOMES1. Gain an understanding of the driving forces behind Big Data and the Internet of Things revolution.2. Explore the lessons the building industry can learn from the Big Data analytics that fundamentally changed the auto industry.3. Determine how the emergence of fault detection and diagnostics is quickly moving our organizations into a more predictive maintenance mode and enabling continuous commissioning.4. Gain an understanding the human resource talents and skills necessary to address the opportunities and challenges with the Big Data revolution.

Branching Out—Growing Employee TalentIn August 2016, the University of Wisconsin-Madison Facilities Planning and Management Department (FP&M) hosted a career resource fair for front-line staff with the goal of increasing employee engagement and retention. The event was a multilingual, multishift program designed to provide information about career advancement tools. The information presented included training resources, tuition reimbursement, English advancement, and job opportunities. This resource fair consisted of a series of breakaway sessions and an informational expo. Through the event, employees had the opportunity to learn, network, and collaborate with peers.

PRESENTERS: Meredith Smith, Recruitment Specialist for Facilities Planning and Management, University of Wisconsin-Madison; Rob Shively, Senior Facilities Planning Specialist for Space Management, University of Wisconsin-Madison

LEARNING OUTCOMES1. Recognize the importance and the unique challenges of developing a multilingual and multishift event for a diverse employee population.2. Understand the positive impact of providing front-line staff with career advancement tools.3. Acknowledge the benefits of presenting information through a variety of methods to accommodate multiple learning styles.4. Recognize strategies for creating an inclusive environment for front-line staff to have the opportunity to experience and practice networking. Building a Plan for CleaningPresenters are custodial managers from large Michigan universities where they have been restructuring the cleaning process to exceed the definitions of “green cleaning and high performance.” Training programs that emphasize process, followed up with enforcement of a standard, produce repeatable quality results. Employees thrive in a system that outlines clear expectations. Effective workloading that sets realistic time standards on common cleaning tasks aids in effective resource management. When the process all comes together, a high performing operation is the measurable result.


PRESENTERS: Steve Gilsdorf, Director of Building Custodial and Support Services, Western Michigan University; Brandon Baswell, Custodial Services Manager, Michigan State University

LEARNING OUTCOMES1. Participate in a conversation about what high performance cleaning looks like and the importance of measuring a cleaning operation.2. Gain an understanding of the sustainable cleaning process.3. Learn about the elements of an effective cleaning training program.4. Explore tips on workloading your cleaning tasks.

Building Commissioning for LifeSuccessful building turnover does not happen by accident. The smooth transition to long-term, high-performance operations has to be planned from the project inception and viewed as an ongoing process. Building turnover issues can often be attributed to poor assumptions, inattentiveness, or lack of a defined understanding of goals, expectations, and requirements of the building. In some instances, it may simply be a failure of communicating the specific characteristics of the project or not identifying and involving all project stakeholders early enough in the delivery process to affect change. If we can define the issue or concern, we generally can manage to a successful outcome. From the perspective of an independent commissioning authority, we can help facilitate success with lessons learned and can drive issues to resolution as required.

PRESENTER: Jeff Nichols, Vice President and Director of Engineering Services, Engineering Economics, Inc.

LEARNING OUTCOMES1. Explore how a proactive and collaborative owner’s project requirements (OPR) works to improve project turnover outcomes.2. Understand why facility standards are not equivalent to an OPR and why facility operations needs an early and often place at the table.3. Learn how to measure building key performance indicators with monitoring based commissioning.4. Discuss how will the future look going forward—getting to zero defect projects.

Components of an Intelligent CampusFacilities management continues to face the challenge of doing more with less. Specific challenges include increasing energy conservation, managing additional square footage with the same or often depleted staff, enhancing the student experience, as well as planning for impending staff retirement. Technology, in the form of intelligent building strategies, is currently being pitched as a solution for these challenges. Since technology alone is not sufficient, a holistic approach is required. A holistic approach is a continuous optimization process that focuses on people, procedures, and technology. Components of this approach include setting standards, establishing key performance indicators, and optimizing building automation and computerized maintenance management systems. The evaluation of job functions such as network security and data analytics, enhanced preventative maintenance procedures, and system performance-based operator training represents an additional and equally important cornerstone.


PRESENTER: Gerry Hamilton, P.E., Director, Facilities Energy Management, Department of Sustainability and Energy Management, Stanford University

LEARNING OUTCOMES1. Gain an understanding on how to leverage an institution’s existing investment in software and what are the job functions of the future.2. Learn about the importance of information technology in facilities management.3. Learn what about a data master plan, why facilities need it, and why standards are important.4. Explore the essential components of an effective facility management training program.

Condition Assessments—How to Keep Deferred Maintenance from Nipping at Your Heels This presentation begins with a review of existing facility conditions on a campus as a result of compounded deferred maintenance and focuses on a timeline that correlates campus growth by decade and current facility conditions. Discussion progresses to the typical paradigm of underfunding building renewal and the dilapidated building conditions and detrimental health and human-related issues that can result. The presentation then shifts focus to strategic resolution of these commonly occurring issues: determining the priority and cost of necessary building renewal, weighing the decision of renewal against complete rebuild, and acquiring the necessary funding to implement the final plan. The formal segment of the presentation then concludes with discussion of mitigating future deferred maintenance by implementation of annual building renewal planning and touches on maximizing renewal dollars by implementing ongoing efforts to optimize space usage efficiency across a campus. Upon conclusion of the formal presentation, a roundtable discussion will be encouraged so that all audience members can share their own experiences and lessons learned and then brainstorm ideas for strategic planning heading into the future.

PRESENTERS: Christopher M. Kopach, Assistant Vice President, Facilities Management, The University of Arizona, President-Elect, APPA; Henry Johnstone, President, GLHN Architects & Engineers, Inc.; Davin Wang, Mechanical Engineer, GLHN Architects & Engineers, Inc.

LEARNING OUTCOMES1. Discuss the behind-the-walls (normally unseen) results of prolonged deferred maintenance.2. Discuss human health and social repercussions of deferred maintenance.3. Learn the importance of exemplifying the facility renewal planning process.4. Review strategy for acquiring funding, lessons learned, and planning for the future.

Contagious PrinciplesContagious principles is the result of Dave Feenstra’s desire to connect with and make the work/life experience better for the maintenance staff at GVSU. This presentation looks at the maintenance staff as a collective group having many different skills and capabilities. The contagious principles presentation is based on a


three-year program that looks at the family (first year), the individual (second year), and the team (third year). The goals of this program are: first, make sure that staff members have their families taken care of; second, make sure that all staff members take care of themselves; and third, take care of the maintenance staff together as a team.

PRESENTERS: Jeff Marcinkowski, Maintenance Supervisor, Grand Valley State University; Rence Meredith, Maintenance Supervisor, Grand Valley State University

LEARNING OUTCOMES1. Discuss better methods of project and workload coordination.2. Explore ways to increase communications and garner feedback whether it be positive or negative.3. Discuss the importance of knowing when staff members should work independently; understand the importance of empowerment in allowing staff members to make decisions.4. Learn the value of knowing your staff and what motivates them; then you will be able to make the necessary changes or adjustments to current polies and procedures making them more productive.

Crafting Solutions by Taking Our Customer’s P.U.L.S.E. Every two years or so we launch an “anonymous” customer satisfaction survey that yields some fairly good but fairly general information on which we can act. To supplement these customer responses in between survey periods, we developed a “real-time,” more personalized tool that is used by managers to drive one-on-one discussions about how our services are being perceived. Titled “P.U.L.S.E,” it is also an acronym for the data topics for which we are mining data: P = performance of management, U = understand/respond to their needs, L = level of cleanliness, S = staff performance and E = everything else. This tool allows customers to tell us anything they think we should know. Join us for an informative session on the value and importance of this type of data collection.

PRESENTERS: Vibha J. Buckingham, Associate Director, University of Virginia; Sandra A. Smith, QA/Staff Development Manager, University of Virginia

LEARNING OUTCOMES1. Discuss how the survey creates a tool of “conversation,” providing opportunities to continue building on our relationships with customers.2. Learn how the survey gives customers a sense of personalized attention that an electronic questionnaire doesn’t provide.3. Hear of success stories where responses to customers can be done fairly quickly noting what was done to address their concerns.4. Learn how using numbers, as the responses gives us tangible metrics on which we can act and measure improvement.

Creating a “World Class” CampusThe University of Alabama’s Facilities and Grounds Departments progressed from being non-rated, to assisting our campus in being named “one of the most beautiful campuses in the nation” by myriad of entities such as Newsweek, Business Insider, Porter Briggs, Sightlines, and Campus Insider over a ten-year span. According to Dr.


Phillip Waite, landscape architect professor, at Washington State, 62 percent of high school seniors make an institutional choice based on the appearance of the campus buildings and landscape. According to Dr. Earnest Boyer, chancellor of New York State University, admission directors report that prospective students form an opinion of the campus within the first 10 minutes of their arrival, and they decide whether or not to apply within the first 30 minutes. The University of Alabama leadership believes that the appearance of our campus has a direct effect on recruitment and retention of students and the branding of our school. Training, attention to detail, inspecting what you expect, and outstanding leadership at all levels have contributed to the change in culture and transformation into a “world class university.” Every campus makes a statement. The University of Alabama’s statement is “the obvious choice for the best and brightest.” What statement does your campus make?

PRESENTERS: Duane Lamb, Assistant Vice President of Facilities and Grounds, University of Alabama; Donna McCray, Senior Director of Facilities Operations and Grounds Use Permits, University of Alabama

LEARNING OUTCOMES1. Discuss the importance of writing and implementing a landscape and grounds strategic plan for your campus.2. Learn how implementing a landscape and grounds advisory group, landscape standards, campus master-controlled Irrigation system, seasonal plantings, tree and turf care policies, and special landscape projects can assist you in developing an aesthetically pleasing campus environment.3. Learn how up-lighting standards can add to the overall appeal and safety of your campus.4. Understand how implementing a means for coordinating and de-conflicting activities on campus can help you avoid embarrassing situations, while protecting your university environment and leadership.

Creating a Dynamic Capital Construction PlanFacilities management teamed with financial services and the Office of the Provost at the University of North Carolina at Charlotte to create a five-year capital construction plan that addresses building modernization, deferred maintenance, infrastructure, new construction, and student life. The plan synthesized elements of the campus master plan with known capital renewal/deferred maintenance to support the fastest growing campus in the University of North Carolina system. Success required amalgamation of all institutional fund sources over the life of the plan. Funding for the plan included a unique student infrastructure fee that had to be approved by the system Board of Governors and State Legislature. Buy-in from key stakeholders, including the chancellor, cabinet, Board of Trustees, students, and faculty, was key to acceptance of the plan. Plan execution required detailed scheduling of multiple of projects to meet available funding and minimize disruption to the campus. A campus-wide coordinating committee was formed to advise on execution.

PRESENTERS: Philip M. Jones, P.E., Associate Vice Chancellor for Facilities, UNC Charlotte; Sherrie R. High, CPA, Director, University Budgets & Financial Analysis,


UNC Charlotte; John E. Adams, Auxiliary, Fee & Capital Budget Analyst, UNC Charlotte; Chris Gilbert, Director of Facilities Planning, UNC Charlotte

LEARNING OUTCOMES1. Learn how typically "siloed" organizations were brought together to develop a comprehensive plan that supports growth of the institution.2. Learn how the university gained buy-in from stakeholders for a student infrastructure fee and other aspects of the plan.3. Learn means and methods of communicating to stakeholders and the campus community.4. Discuss take away lessons learned from the planning process to include scheduling and management techniques. Don’t Leave Your Heart in San FranciscoCulled from myriad of heart-centered leadership literature, this presentation will translate those leadership styles and strategies into applicable tactics for the facilities workplace. This session will be participatory in nature. After the presentation of the material, the remainder of the session will be spent discussing the content and applying it to real-world workplace/team issues. Participants should be prepared to share within a small group (or with the entire session audience, depending on attendance) knowing that confidentiality is respected and expected during the session.

PRESENTER: Elizabeth (Beth) Clark, M.Ed., CEFP; Budget Analyst III, Penn State University

LEARNING OUTCOMES1. Learn about the leadership styles, strategies, and approaches of legendary Duke basketball head coach Mike Krzyzewski, author of the 2001 book, Leading with the Heart.2. Learn about business leadership practices that encourage diversity, inclusion, and why and how leaders should be givers, not takers.3. Understand how all of these tactics can be translated into success in the facilities workplace.4. Discuss in small groups how one or several tactics can be utilized to solve real-world issues at work.

Driving Operational Intelligence with DataRecent technological innovations in data connectivity have enabled the capabilities of higher education institutions to develop strategies aimed at achieving operational and maintenance excellence. The real time information delivers visible and insightful trends that allow decisions to be linked to potential business outcomes. Colleges and universities are deploying innovative technologies to remove the silos between academia and facilities and integrating these processes, tools, and information into cumulative databases of facilities planning, operations, and maintenance. At San Mateo County Community College District, the result has been a significant improvement in the effectiveness and efficiency of the department’s operations and maintenance practices. APPA operational guidelines are effectively being integrated into work orders, space management, new building automation,


and building analytics systems. A look into applying the upcoming APPA total cost of ownership standards will be discussed.

PRESENTERS: Joseph Fullerton, Energy and Sustainability Manager, San Mateo County Community College District; Jim Buchanan, Director of Facilities, Solano Community College District; Rob Barthelman, Principal, Steinberg Co-Founder, Dabblefox; Charlie Rudkin, Vice President, Underground GIS

LEARNING OUTCOMES1. Learn how technologies and data are being used to facilitate the operational decision-making process.2. Learn how to use APPA operational guidelines and upcoming total cost of ownership standards to support strategic institutional decisions and to achieve desired operational objectives and outcomes.3. Participate in a demonstration of live database examples that highlights how these systems and data can be utilized by any institution.4. Discuss how to make your facilities department goals align with the goals of the institution and to earn a seat at the table.

Drones, Leaks, and Infiltrations, Oh My!As the market drives toward a net zero energy economy and increased emphasis on occupant health and well-being, the importance of the building envelope is paramount in both new and existing buildings. Traditional thermal imaging is a common, nondestructive way to uncover thermal bridging, insulation failures, air leakage, moisture intrusion, and degradation of infrastructure but can be limiting, labor intensive, and pose safety issues. By utilizing the cutting edge application of drones, we can now investigate building envelope performance issues in a fast, safe, and nondestructive manner. This session will provide an overview of the issue, tools for investigation, evaluation methods, solutions, and results for a building on the campus of the University of Texas at Dallas.

PRESENTERS: Grant Hagen, Virtual Building Group Manager, The Beck Group; Norma Lehman, LEED AP BD+C, WELL AP, Director of Sustainability, The Beck Group; Thea Junt, LEED AP, Associate Director for Energy Conservation and Sustainability, The University of Texas at Dallas; Gerald Delaune, Senior Project Manager/Senior Consultant, Conley Group

LEARNING OUTCOMES1. Gain an understanding of the history and progression of both thermography and drone technology.2. Discuss the typical “boots on the ground” investigation with cool, new technology solutions using drones.3. Learn how to identify the process allowing owners to pinpoint problems with buildings, prioritize projects, and free up operational costs (save money).4. Learn how to recognize the benefits including energy conservation, improved thermal comfort, air quality, and noise control that greatly affect occupant health, comfort, and well-being.

Employee Engagement Through Performance Management


Employee “involvement” and “engagement” are buzzwords in the HR world. How can we as an organization create such an environment? At the University of Wisconsin-Madison’s Facilities Planning and Management (FP&M), we tackled this challenge by forming a cross-functional team to overhaul the existing annual review process and create a performance management program. Key deliverables include developing a single review form and a uniform process to create consistency across the division. More specifically, we focused on the importance of ongoing conversations between supervisors and employees about performance, goals, and career growth. We further integrated SMART goals and a coaching model to promote continued employee development.

PRESENTERS: Shoko Miyagi, Senior Training Officer, University of Wisconsin-Madison; Rob Shively, Senior Facility Planner, University of Wisconsin-Madison

LEARNING OUTCOMES1. Gain an understanding on value in using the cross-functional team to reinvent the existing HR performance management process (i.e., benchmarking of existing practices to recommending a new process).2. Learn key elements of the performance management process that works across the division’s large, diverse, multilingual, and multishift workforce.3. Understand the importance of training supervisors how to have ongoing conversations.4. Gain an understanding of why a performance management program can be an employee engagement tool.

Empowering Employees Through a Technology TransitionThe Tucson Unified School District (TUSD) is the largest school district in southern Arizona serving over 50,000 students. Demographic changes in the district have seen declining enrollments because of migrations to suburban neighborhoods and increasing competition from charter schools. In the midst of all these developments, TUSD’s superintendent decided it was imperative manage the overall operating costs of TUSD. One of the strategies employed was a decision to upgrade their on-premise maintenance work-order management system to a cloud-based platform. A cloud-based platform would enable better management with limited resources while bringing down total cost of ownership associated with the system. However, the decision was accompanied with a larger cultural challenge—managing the cultural change when transitioning between an old technology to a new one. How do you bring new skill development to an older, long-serving workforce? What are ways to enable them to embrace the new system consistently? From evaluation to implementation, the TUSD team successfully drove this massive project while staying focused on their ultimate goal—providing a rich classroom experience that supports learning and development for K-12 students.

PRESENTERS: Debbie Shoemake, Programmer, Tucson Unified School District; Tim McLean, Director of Strategy, Accruent LLC

LEARNING OUTCOMES1. Learn how to navigate a large institutionalized decision to update your technology system with multiple stakeholders.


2. Learn how to track return on investment of your technology investment with system processes and reporting.3. Learn how to gain user adoption when switching to a newer mobile technology-based platform.4. Discuss some proven training strategies to make your facilities management team comfortable with new technology.

Energy Efficiency on Campus (Real-World Data)Higher education is undergoing significant changes in the way energy is produced and used on campuses. Increased concerns over reliability and energy consumption have sparked a desire for energy independence within the postsecondary field. Our presentation will bring to participants lessons learned and real-world data that will focus on owners' and facility managers' motivations for implementing sustainable design, various strategies for renovation versus new construction, funding alternatives, and case studies presented by Montclair State University's facilities team. The campus presenters will delve into the construction process and real-world results of operating a 5.4-megawatt cogeneration plant, a 200-kilowatt solar field representing energy self-sufficiency, and the new construction of a 145,000-square-foot LEED certified academic building. The combination of renewable energy, waste heat recovery, and building construction highlights the university's emphasis on optimal energy utilization.

PRESENTERS: Marc Parette, AIA, PE, LEED AP, Principal, Parette Somjen Architects LLC; Shawn Connolly, Vice President for University Facilities, Montclair State University; Frank Cunha III, Senior Project Manager, Capital Planning and Project Management, Montclair State University

LEARNING OUTCOMES1. Discuss the benefits of implementing sustainable energy projects on your campus in renovation and new construction.2. Discuss and compare potential funding models and predict cost savings.3. Learn how to assess performance and what happens when the "construction dust" settles and systems are brought online.4. Evaluate how a systems approach strengthens campus resilience and reliability.

Facilities + Sustainability = Living LaboratoriesIn this presentation, Hilary Ego, utility and sustainability specialist, will discuss and demonstrate how to utilize the campus as a living laboratory. The San Mateo County Community College District’s sustainability initiative comprises seven initiatives including: energy, water, waste, transportation, purchasing, climate change, and green buildings, all serving the dual purpose of communicating sustainability efforts with students, faculty, and staff and providing hands-on learning experience for the students. The campus setting provides an opportunity to utilize the campus as a living laboratory by identifying facilities operational opportunities and pairing these with course curriculum. From campus water audits to plant identification studies, to communications writing, the campus as a living laboratory has proven to be a valuable tool for facilities and students. Hilary will discuss the process of collaborating with facilities and sustainability and curriculum in order to create insightful data for facilities and invaluable sustainability awareness for the students to learn and engage their local communities.


PRESENTERS: Hilary Ego, Utility and Sustainability Specialist, San Mateo County Community College District; Joe Fullerton, Energy and Sustainability Manager, San Mateo County Community College District

LEARNING OUTCOMES1. Discuss how to engage and empower campus communities.2. Learn how to collaborate with facilities, sustainability, and faculty curriculum.3. Learn how to create operational value utilizing the campus as a living laboratory.4. Discuss how to successfully communicate the benefits to students when utilizing the campus as a living laboratory.

Facilities GIS: Use Location to Plan, Operate, and ProtectEducational institutions are physical entities. They and their component parts have spatial footprints, exterior and interior facets, multiple dimensions, and life cycles. Always present but often overlooked, “location” is critical to planning, operating, and protecting these places. Within and across all of these activities, geographic information system (GIS) technology and approaches play vital roles. As a spatial technology, GIS can be used to explore and guide decisions at educational institutions across all scales of geography—a system, a campus, a building, and their assets. As an integrative technology, GIS works collaboratively with other systems helping leverage location and common facilities databases in ways that enhance their effectiveness. This session examines the application of GIS to common facilities activities via educational institution examples and an overview.

PRESENTERS: George Dailey, GIS in Education Administration/Operations Manager, Esri Education Program, Esri; Richard Koochagian, COO and Education Practice Lead, PenBay Solutions

LEARNING OUTCOMES1. Gain an understanding on why location can and should be used as an organizing principle for complex facilities management-related information/data.2. Examine the unique ways a location-based technology approach solves challenges in planning, operations, and safety/security.3. Discuss and compare facilities GIS implementation approaches that bring together data, systems, and departments.4. Explore facilities GIS technology return on investment through real-world case studies.

Facilities Leadership: Team of RivalsHow can we create a cohesive team in our organization that is both responsive and proactive in meeting changing campus needs? How might we avoid an authoritarian, smartest-person-in-the-room syndrome by creating a safe place for dangerous conversations? How can we challenge everyone to bring his or her very best ideas to the job we do every day? How might we modify our recruitment and hiring to engage, not only the very best people, but the very best team? We will discover the wisdom of Abraham Lincoln, who led our country through one of the most tumultuous periods in our nation’s history, and consider how his approach, immortalized by the phrase “Team of Rivals” in Doris Kearns Goodwin’s best-selling


book of the same name, offers direction and insight for our work as agents of cultural change on our campuses in 2017.

PRESENTERS: Jennifer Hayward, cSBA, CEM, LEED AP, Interim Director of Facilities Management and Planning, Lane Community College; Russ Pierson, DMin, cSBA, CEFP, Interim Dean, Florence Center, Lane Community College

LEARNING OUTCOMES1. Learn to identify traits and practices of high-impact leaders who want to remake their facilities organization.2. Learn how to outline three key priorities for the leader who seeks to shape organizational culture.3. Discuss keys to engage employees, create commitment, and nurture a sense of empowerment.4. Develop an outline showing the how and the why of securing our seat at the table in the corridors of power and into the essential campus conversations.

Facility Standards: An Operational ByproductSalt Lake Community College has struggled with enforcement of their construction building standards during new and remodel projects. The root cause factors are a lack of documentation and a lack of procedural checks and balances. Drawing on operational planning, the facilities team implemented a comprehensive approach to document our operational process and develop building construction standards. The benefits of this team-based approach include better project coordination, a more unified student and faculty experience, more flexible building platforms, and management of our total cost of ownership.

PRESENTERS: Vinson M. Johnson, AIA, LEED GA®, College Architect, Salt Lake Community College; Jessica Davenport, AICP, Assistant Facilities Planner, Salt Lake Community College; M.J. Thompson, MBA, Project Manager, Facilities, Salt Lake Community College

LEARNING OUTCOMES1. Learn how to use your operation improvement process to develop construction building standards or vice versa.2. Discuss the development of a living document using Microsoft Word automation.3. Learn techniques that help tap the institutional knowledge in your seasoned staff.4. Develop easy steps to get started or update your facility construction standards; you are closer than you realize. Hiring to Transform Your OrganizationEvery supervisor knows that they want to hire the best person for their team, but not every supervisor knows how to work through their hiring process to ensure that they are getting that perfect fit. Two seasoned facilities management HR professionals will present on the hiring process and what you should be doing to ensure that you are crafting the best team and organizational culture with each hire. This session will allow participants to assess the culture that they want to create and then provide tools to identify people who will succeed and promote that organizational culture.


PRESENTERS: Terri Willis, Director, Facilities Management HR, The University of Colorado Boulder; Jenna Elmer, HR Assistant Director for Facilities Management, the University of Arizona

LEARNING OUTCOMES1. Learn how to conduct a needs assessment, craft a job posting, and create the selection process to ensure the best fit.2. Discuss how to identify three key values that shape your organizational culture.3. Discuss how to hire for character—find people who match the culture you have (or want to create).4. Learn how to hire to fill the gaps; work to identify your weaknesses and strengths as a team and fill in where needed with each hire.

Hosting the 2016 Vice Presidential Debate Longwood University was the proud host of the 2016 Vice Presidential debate on October 4. The impact to facility and technology operations and infrastructure of hosting this debate was significant. This experience was a learning opportunity for Longwood that we hope to share with other university and college peers around the country.

PRESENTERS: Louise Waller, Executive Director, Campus Planning, Construction, and Real Estate Foundation, Longwood University; Mark Kendrick, Associate Vice President, Information Technology Services, Longwood University

LEARNING OUTCOMES1. Discuss the preparation process including how and why Longwood was selected, as well as the identification and execution of requirements.2. Learn how to identify challenges in pulling off this massive event that required all of campus to work together.3. Discuss the impact to the local community.4. Discuss what Longwood learned from hosting the debate and what would be done differently if given the opportunity.

Information Flow to Front-Line EmployeesFront-line employees are the interface between an organization and its customers; ensuring those employees are well informed on all aspects of a business is therefore of paramount importance. Too often though, leaders subconsciously create “in-groups” and “out-groups” that limit the potential of their organization. This presentation is a master’s thesis case study of a large bureaucracy—the physical plant operations of a tier-one university in the United States. The organization of study had received low scores for “internal communication” in their all-employee surveys in 2012 and 2014; they were also cited for “lack of information flow to front-line employees” in a peer audit conducted in 2011. Root causes for the study groups’ problems were investigated through (1) activity theory analysis (an academic view on the statement “That’s not how we do things around here.”), (2) leader-member exchange theory (how in-groups and out-groups are formed), and (3) linear regression analysis of all-employee survey data (determining how improving satisfaction for one single facet of a survey can impact the overall satisfaction of that survey).


PRESENTER: Neil Crump, Manager, Plant Construction, The University of Texas at Austin

LEARNING OUTCOMES1. Gain an understanding about group dynamics of an organization and how those dynamics can help—or hurt—that organization.2. Gain an understanding of concepts that can inspire staff to go “above and beyond” normal duties.3. Gain an understanding about human-computer interface and organizational communication.4. Learn how to analyze survey data most efficiently.

Integrated Resilient Infrastructure InitiativeCU Boulder is engaging in a collaborative effort with the city of Boulder, the Department of Energy (DOE), and the National Renewable Energy Lab to design and fund an integrated resilient (electrical) microgrid. This microgrid will employ a number of innovative strategies to deliver and protect power supplies to critical structures that serve the needs of the university and community as a whole, including in support of first responders, natural disasters, or other large-scale emergencies that may require shelter for large numbers of people. Power will be supplied through a combination of sources including existing cogeneration capabilities, expanded renewable sources (primarily photovoltaics), and new storage capabilities. The integration of smart controls and energy management systems to optimize CU’s microgrid will simultaneously increase the intelligence and resilience of that infrastructure by allowing certain facilities to act as islands capable of operating independently and without interruption. Future phases of CU’s integrated resilient infrastructure may also include the addition of a fully electrified transportation corridor between critical facilities that allows for the use of vehicle-to-grid systems, thereby enabling the microgrid to draw power directly from electric vehicles. This innovative collaboration between city, state, and federal agencies not only supports the research and educational mission of the university by creating real research opportunities for students and faculty, it also improves the financial sustainability of the initiative and moves CU Boulder and the city of Boulder toward a more sustainable and inclusive community.

PRESENTERS: David Kang, P.E., CEM, Vice Chancellor for Infrastructure and Safety, University of Colorado Boulder; Jonathan Koehn, Regional Sustainability Coordinator, City of Boulder; Dave Newport, LEED AP, Director of Environmental Center, University of Colorado Boulder; Edward von Bleichert, CEFP, Sustainability & Resiliency Program Manager, Facilities Management, University of Colorado Boulder

LEARNING OUTCOMES1. Gain an enhanced understanding of campus and community resilience needs.2. Gain an enhanced understanding of emerging controls technologies and related research.3. Gain an enhanced understanding of microgrid planning and design innovations related to resilience exigencies, campus and community health/safety, and integrated emergency response.


4. Gain an enhanced understanding of student and community outreach and education opportunities as well as available funding opportunities such as the DOE’s resilient electricity delivery infrastructure (REDI) grant program.

Mobile Asset Management for EveryoneMost organizations in this day and age have progressed beyond or at least recognize that they need to be moving beyond the tradition of paper and embracing mobile technology to increase efficiency and accuracy in their organizations. These institutions have a variety of assets, and they are managed by a variety of departments, where an asset can be anything from the traditional facilities equipment like chillers and boilers to information technology equipment such as desktop computers, to life safety items like fume hoods and extinguishers. These various stakeholders use a variety of systems to manage and ensure that the assets are where they think they are and ensure that they are in compliance with all internal and external compliance guidelines. This session will explore and discuss how the University of San Francisco is leveraging their facilities software investments across organizational boundaries so that the institution can maximize its investments and consolidate information for compliance and transparency.

PRESENTERS: Alex Mauer, Project Manager, University of San Francisco; Randy Walsh, Director of Solution Engineering, AssetWorks, Inc.

LEARNING OUTCOMES1. Gain an exposure to new technology.2. Learn how to encourage modernization of applications through the use of mobile solutions.3. Learn how to encourage open communication between facilities and other departments that manage a variety of assets.4. Discuss the importance of knowledge transfer about mobile applications, integrated software solutions, and multidepartmental shared investments in technology.

Motivational Interviewing with Custodial StaffHave you found yourself hitting roadblocks when you are trying to have a difficult conversation with a custodial staff member? Have you had a recent conversation with a staff member who was unwilling to budge on his or her point of view? Do you struggle with keeping up in a conversation and offering helpful advice? Motivational interviewing techniques could be your ticket to having transforming conversations. This session will cover the basics of motivational interviewing techniques, uses for professionals in facilities management, and how these collaborative conversations can strengthen a staff member’s motivation and commitment to change.

PRESENTER: Dr. Chris Tankersley, Associate Director of Residential Facilities, Kent State University

LEARNING OUTCOMES1. Gain an understanding of what motivational interviewing is.2. Learn how to use motivational interviewing in your daily work with staff members.


3. Learn techniques to gain a clearer understanding of the work you each do with your staff members to motivate and encourage high performance.4. Share practices with colleagues for motivating and retaining high performing staff members.

Owning It AllAre you maintaining and operating facilities in an environment where total cost of ownership is a new concept that needs more clarity for you? Would you like to find out more about what this means when developing executive buy-in and how to create effective long-term facilities management? At the University of British Columbia (UBC), staff members in building operations have employed new strategies for managing building assets with a total cost of ownership approach that are getting results and receiving executive attention. We’ll share our multifaceted approach to total cost of ownership during this presentation. The first is to ensure that operational expertise is engaged in reviewing designs of new building systems and guidelines are developed to document lessons learned and create ease of future direction. We will share our journey and gather your insights into this valuable stage of the life cycle equation. The next factor in our approach is an operational transition team for new assets. At UBC building operations, a transition team is deployed to streamline the handover process from contractors to operations by improving construction quality control, improved building commissioning, developing asset inventories, providing new equipment demonstrations, and training so that facilities are optimally maintained and operated after handover. This team has been operating for two years, and we’ll share the lessons learned which have improved the performance of our facilities. Next, we‘ll discuss the strategy we’re using to develop a proactive approach to maintenance, in order to increase the life span of building systems. We will share the road map we’ve employed to garner staff buy-in to this change of culture and also share where we are in implementing this proactive approach. Then we’ll discuss strategies employed to prioritize capital renewal projects in order to extend the life of our buildings. Comprehensive design reviews, transition teams, proactive maintenance, and effective capital planning all impact the life cycle of facilities and total cost of ownership.

PRESENTER: Karyn Magnusson, Managing Director, Building Operations, University of British Columbia

LEARNING OUTCOMES1. Learn successful tools to communicate total cost of ownership to executives in order to gain their buy-in.2. Discuss approaches that have worked at UBC building operations that affect the total cost of ownership.3. Learn how to develop the road map to employ proactive maintenance strategies.

Pipeline to Staff EngagementAccording to Gallup, only 30 percent of the workforce is actively engaged to contribute significantly to the success of organizations. Gallup also highlighted the fact that actively disengaged staff cost the United States $450 billion to $550 billion in lost productivity every year. For most facilities organizations, staff salaries and benefits constitute, on average, over 75 percent of the annual operating budget. So


correlating this to the Gallup report means that only 22.5 percent of the operating budget is effectively contributing to the success of the facilities organization. Staff engagement continues to be a dominant challenge in facilities management. The organization is overburdened with an ever-changing mixed salad of factors such as: rapidly aging demographics; continuously changing organizational structures to meet organizational, political, and or individual leadership demands; recruit and retention of the right, enthusiastic talent with leadership; management and technical expertise; and capabilities to respond to the rapidly changing technological movement. In an effort to response to such challenges, the Stanford School of Medicine, the Office of Facilities Planning and Management, and the Facilities Operations Department at Stanford University developed an in-house career enrichment pilot program with a key objective of bridging the gap between their organizational needs and individual development. Aligned with the department’s value to promote diversity and respect, this program provides resources and opportunities to support self-managed professional development through on-the-job knowledge sharing, skill building, and interactive learning. The 12-month pilot program identifies the skills and expertise needed for the organization to assesses individual skills and expertise levels and then to develop an individualized development program that provides cross functional, transferrable skills, and expertise to mutually benefit the individual and organization.

PRESENTERS: Stan Bouyea, Facilities Area Zone Manager, Stanford School of Medicine, Office of Facilities Planning and Management, Stanford University; Tim Peoples, Facilities Coordinator, Stanford School of Medicine, Office of Facilities Planning and Management, Stanford University; Liam Robinson, Director of Facilities Operations, Stanford School of Medicine, Office of Facilities Planning and Management, Stanford University

LEARNING OUTCOMES1. Learn practical strategies to set up a similar program in your organization.2. Develop simple tools to assess the organizational and staff skills needs.3. Discuss the importance of the feedback mechanism to support the individual’s growth and to make adjustments as needed.4. Learn ways to identify and to address inherent challenges that may arise.

Preventive Maintenance for PeopleWith the decline of the facilities and related infrastructure in the education facilities sector, the talk of preventative maintenance has garnered much attention. While we acknowledge the validity of the concern, we suggest that facilities leaders must go beyond the bricks and mortar conversation and focus on deferred maintenance of people. We believe that the greatest assets in any educational institution are the ones that walk on two feet. In this session, we explore the skills needed to quickly adapt to the changing environments that our institutions are facing. We will facilitate a conversation about identifying talent, succession planning through career paths, and ways to keep your best employees.

PRESENTERS: Dr. Joseph K. Han, Associate Vice President of Administration & Operations, Executive Director, Public Safety (Commissioned Peace Officer), Cleveland State University; Viron Lynch, Assistant Vice President, Facilities Management, Tennessee State University


LEARNING OUTCOMES1. Learn to identify methods to retain top employees.2. Discuss the realities of succession planning in a competitive market.3. Learn how to develop a culture to change the way you think about your greatest asset, your people.4. Discuss how the work environment is changing; is the industry changing fast enough to keep up?

Promoting Professional Customer ServiceAs competition to the standard in-house facilities operation continues to increase, the more the conversation regarding professional customer service escalates within APPA and among facility professionals. As the landscape in which in-house facilities operations continues to dramatically shift, so does the perspective that a facilities operation is in fact a business. As every successful business will testify, customer service is vital. This training will clarify what it means to provide professional customer service. In addition, it will engage the audience with reflection on present customer service within your organization and identify tools to continue to improve services.

PRESENTERS: Lindsey Honeyager, Director of Building & Conference Services, Wisconsin School of Business - University of Wisconsin; Becky Guelig, Assistant Director of Building Services Wisconsin School of Business - University of Wisconsin

LEARNING OUTCOMES1. Understand why professional customer service is important from a data and experiential perspective.2. Define what exactly professional customer service is including specific examples you can take back to your institution. 3. Identify ways that you can instill a commitment to strong customer service throughout your organization. 4. Understand how to measure success. Removing Academic Learning SilosOklahoma State University’s College of Engineering, Architecture, and Technology’s new undergraduate laboratory will require redefining the ownership of classrooms. Designed to be the next generation laboratory learning environment for undergraduate students, this project removes the traditional silos of academic disciplines. The project pushes facilities, designers, and professors to rethink both the pedagogy and definition of learning spaces. Partnering amongst academic colleagues takes on a new twist as students are preparing for tomorrow’s workforce through an academic focus of multidiscipline, collaborative learning. The new facility also needed to meet the challenges of working within the campus environment of infrastructure and aesthetics.

PRESENTERS: Fred Schmidt, FAIA, Principal, FSB Architects-Engineers Planners; Randy Seitsinger, AIA, Associate Dean of Academic Affairs, Oklahoma State University/College of Engineering, Architecture, and Technology; Dan Fischer, Ph.D., Head of Mechanical and Aerospace Engineering, Oklahoma State University/College


of Engineering, Architecture, and Technology; Jana Phillips, FAIA, Assistant University Architect, Oklahoma State University/Long Range Facilities Planning

LEARNING OUTCOMES1. Learn the benefits of cross discipline collaboration.2. Learn how to approach designing flexible learning environments.3. Learn how to engage stakeholders.4. Gain an understanding of today’s student achievement goals.

Road to a Sustainable Energy SupplyMore and more educational facilities across North America are committing to drastic reductions in energy consumption and greenhouse gas emissions, with targets ranging from 30 percent in the short term (5-10 years) to a completely sustainable energy portfolio in the long term (2050). Despite the emergence of some renewables solutions, like solar cells (photovoltaic) for instance, all campuses still rely heavily on fossil fuels to provide heating. What are the possible solutions to free them from this fossil fuel dependence? This panel of experts from universities at the leading edge of innovation will share their insights on how major changes on their campuses can achieve drastic energy and greenhouse gas emission reduction, focusing on extensive heating and cooling network reengineering. They will discuss the demonstrated and potential impact of steam-to-hot-water conversion, super-efficient heating technologies, district energy networks, energy storage, and other transformational changes and technologies. Such an approach often seems too big to tackle but, along with proper planning, sourcing, and collaboration throughout the implementation, can lead to impressive results. Each panelist comes from an institution dealing with different climate conditions, energy rate structures, and financial incentives programs, which will make this panel discussion relevant to a large audience from all corners of North America.

PRESENTERS: Joseph Stagner, Executive Director of Sustainability & Energy Management, Stanford University; Olivier Mcfadden, Engineer, Equipment Services “service de l’équipment,” Université du Québec à Trois-Rivières; Christopher Powell, Assistant Vice President, Sustainable Energy and Environment, Facilities Management, Brown University; Jean-Philippe Drouin-Bouffard, Project Engineer, AEE 2016 Young Energy Engineer of the Year, Ecosystem Energy Services

LEARNING OUTCOMES1. Gain a better understanding of the main drawbacks to conventional steam and other heating systems.2. Gain an understanding of the main transformational solutions available to set a path toward a sustainable thermal energy supply and their impact on energy and greenhouse gas emission reduction.3. Gain an understanding on how to implement these transformational solutions by adopting a holistic approach to your campus.4. Gain an understanding on the various external factors (energy rate structure, climate, financial incentives programs) that influence the feasibility of such a project.

Stop Sending E-mail


Does your department have a Director of Communications? If not, it might be time to get one. The University of Chicago is utilizing communication strategy as the centerpiece of their facilities optimization change initiative. The Director of Communications and key change leaders within the department have developed a communication plan that spans the two-year implementation of their optimization efforts. The plan includes strategy and delivery methods for each communication point. This presentation will focus on creative delivery methods that not only provide information to the department employees and campus community but also strategically educate and increase buy-in to change initiatives.

PRESENTERS: Jim McConnell, Associate Vice President, Facility Services, University of Chicago; Lindsay Wagner, Consultant, FM2

LEARNING OUTCOMES1. Discuss the benefits of an in-house communication expert.2. Learn about creative communication delivery methods.3. Learn how to develop a communication strategy.4. Discuss how to drive change with communication.

Sustainability and the HBCU ExperienceThe word and concept “sustainability” has become relatively ubiquitous in contemporary American synonymous. Facilities managers around the country are employing creative options to conserve natural resources, ignite economic development, and enhance town and gown relationships. Each measure contributes to a more sustainable environment with direct or indirect impacts of reducing the cost of operations. While expectations are high, there is still very little consensus of what sustainability is, why it is important, and how it should be followed to achieve desirable outcomes at urban institutions of higher education (IHEs) and/or historically black colleges and universities (HBCUs). Stereotypes have existed concerning the relationship between minorities and sustainability but mainly without proper investigation, thought, or discussion. At many HBCUs and urban IHEs, there have been attempts at creating holistic sustainability offices to explore anecdotal opinions, undertones, and consequences of campus sustainability. This presentation will explore these topics with specific respect to the students of these institutions and the surrounding community.

PRESENTERS: Marion B. Bracy, Vice President of Facility Planning & Management, Xavier University of Louisiana; Richard Peters, Ph.D., Assistant Professor of Management, Xavier University of Louisiana; Latonia Viverette Batiste, Ph.D., Director of Sustainability and Energy Efficiency, Xavier University of Louisiana

LEARNING OUTCOMES1. Discuss the HBCU perspective of campus sustainability and explore if there is such a thing as “black sustainability” or even a universal concept of sustainability.2. Learn how to identify prioritized obstacles and opportunities that influence the development of sustainability practices at HBCUs and urban IHEs.3. Learn how to develop models for collaboration and coordination of sustainability planning across regional campuses specific to minority serving institutions.


4. Learn how to identify the paradigms that extend campus sustainability beyond the boundaries of infrastructure or the built environment to include elements of social and economic development for the campus and the surrounding community.

Synergistic Investment: Employee Professional DevelopmentIncluding salaries and benefits, employees are among the highest costs but can be the most beneficial assets in running a successful institution. It is advantageous to invest in professional development to create and maintain a quality workforce. There are multiple ways in which to incorporate professional development that can assist in achieving the goals of creating and sustaining a quality employee base. Professional development trainings can be delivered in a variety of methods that can be tailored to the needs of various institutions. It is worth the investment to incorporate professional development early on to avoid higher costs at a later date.

PRESENTERS: Mary Jane Thompson, Project Manager, Salt Lake Community College; Malin Francis, Director, Planning & Design, Salt Lake Community College

LEARNING OUTCOMES1. Discuss the realistic high costs of employee turnover and how to minimize these costs.2. Learn about multiple, positive results of investing in human capital through professional development, including total cost of ownership, maintaining efficient and effective individuals and teams, and other valuable outcomes.3. Discuss different types of offerings for professional development and how to successfully incorporate these into the workplace.4. Hear about various delivery methods for professional development, including building space utilization, online offerings, newly implemented conferencing options, workshops, and methods to get current employees to participate in and present trainings.

Team First, Then ProjectCreating a team takes effort and a personal understanding of each other, plus a willingness by all parties to assume a fair portion of risk in order to engender trust. Perhaps most important is having an owner who realizes that investment in the team is just as important as focusing on the project itself. The payoff for such owners is an enjoyable project that truly achieves the team’s vision. Hear from an owner, a CM, and an executive coach on how to gain that personal understanding, how to maximize team members’ strengths, and much more.

PRESENTERS: Brad Pollitt, Vice President of Facilities, University of Florida Health (UF Health); Ben Bowman, Vice President of Strategic Solutions, Velocity Advisory Group; Matt Webster, Executive Vice President, CPPI

LEARNING OUTCOMES1. Gain an understanding of why functional teams perform better.2. Learn why teams fail.3. Learn how to manage the risky construction projects.4. Discuss a framework for building the team using interpersonal skills training, social/challenging activities, and project focus.


Technology: What Is Next and Are You Ready for It? Penn State teamed with CH2M and Holder Construction to design and build two $55 million data centers on campuses 100 miles apart. Both projects were completed safely, more than a month early, $2 million under budget, and with extremely satisfied user groups. What went right, and what steps can we take on future projects to make this level of success the norm for major capital projects? This presentation is an in-depth case study and will explore some of the approaches that made these two projects different from other projects. We will discuss the methods used in: team selection, prioritizing the culture in addition to safety, cost, schedule and quality, the steps used to build trust, communicating complex data center components, and provide examples demonstrating how both projects benefitted from this approach and lessons learned.

PRESENTERS: Monica Reed, P.E., Project Manager, The Pennsylvania State University; Keith Sunderman Sr., Project Manager, Penn State, Milton S. Hershey Medical Center; Todd Fehd, Project Director, Holder Construction Company

LEARNING OUTCOMES1. Learn to develop an understanding of project approaches as they relate to university campuses.2. Discuss New Mind Set/Approach and the role of chemistry as well as culture on a university campus capital project.3. Learn the importance of team selection and the owner’s role in success.4. Discuss overcoming challenges from a case study of two challenges and how the team dealt with them.

The Hidden Power of LeanShrinking budgets, growing maintenance backlogs, cumbersome processes, and layers of bureaucracy are just some of the many hurdles that facilities departments face when attempting to achieve their objectives. In an attempt to do more with less, some universities have turned to Lean as a tool to transform their organizations. While many people associate Lean with process, the real power of Lean is realized when the 4 P’s come together—the right process, a shared purpose, visible performance, and developing people. This can transform facilities, but it’s not without its own challenges. Join us for an interactive panel discussion to talk with four facilities departments from around the country who used Lean to change their perspective and generate improved results.

PRESENTERS: Betsy Robinson, Director of Facilities, University of Pennsylvania; Michael Payne, Assistant Director of Maintenance, University of Virginia; Glenn Carey, Plant Engineering Chief Engineer, Johns Hopkins University Applied Physics Lab; Jodi Soboll, Director, Infrastructure and Utilities/Deputy Executive Director, Facilities Services, University of California, San Francisco; Melissa McEwen, Senior Lean Practitioner, Haley & Aldrich

LEARNING OUTCOMES1. Gain an understanding of what Lean is and how it is used outside manufacturing.2. Learn what Lean can and can’t do to help your organization.3. Learn how to apply lessons learned from peer organizations within your own department.


4. Learn tips on how to develop people to be open to different ways of working to yield better results.

Triple Bottom-Line Achievements Through Energy SavingsThe impacts of deferred maintenance, the importance of sustainability, and regulatory requirements prompted Wilfrid Laurier University in Waterloo, Ontario, to complete an RFQ/RFP process to engage an energy services company to design and implement a multicampus energy management program with the goal of conserving energy, reducing emissions, saving money, reducing the deferred maintenance backlog, evaluating a total cost of ownership model, and establishing a microgrid. By learning about the procurement and negotiation process undertaken by Wilfrid Laurier University, attendees will be able to take control of their ESCO procurement processes to generate optimal, innovative, and guaranteed ECM ideas on a fixed-price basis to support the energy conservation and sustainability objectives at their institutions.

PRESENTERS: Gary Nower, Assistant Vice President, Wilfrid Laurier University; Edward Ng, Senior Vice President, Ernst & Young Orenda Corporate Finance, Inc.; Carl McKay, Called to the Bar in Ontario, Willms & Shier Environmental Lawyers, LLP

LEARNING OUTCOMES1. Learn how to implement a competitive procurement strategy for a campus-wide ESCO program.2. Learn how to maximize energy conservation measures planned for its institution through private sector innovation.3. Discuss how to effectively engage institutional stakeholders in the ESCO program procurement process for greater buy-in and support.4. Hear how you can achieve guaranteed energy savings backed by private sector performance securities.

UCSF Recycling and Waste Reduction InnovationUniversity of California, San Francisco (UCSF), is taking a multifaceted approach to waste reduction though research, behavior change, technology, and innovation. With a current diversion rate of 74 percent, and a goal of zero waste by 2020, UCSF is committed to finding efficient, cost-effective solutions to waste reduction, reuse, recycling, and composting. Incorporating research as it pertains to behavior change is giving UCSF a glimpse into why people make decisions at the point of disposal.

PRESENTERS: Adam Schnirel, Assistant Director/Recycling Coordinator, University of California, San Francisco; Susan Bluestone, Recycling & Waste Reduction Coordinator, University of California, San Francisco

LEARNING OUTCOMES1. Gain an understanding about how a buildings waste disposal habits can be more valuable than most believe.2. Discuss how behavior around waste disposal takes many forms and how measuring behavior is difficult.3. Gain an understanding that the value in processing waste is multifold: jobs, education, toxics prevention, financial, etc.


4. Discuss how getting to zero waste will take a village. Everyone will need to play a part in some capacity.

University Renovation Exceeds Savings Expectations While undertaking an expansion of the student-fee-funded J. Wayne Reitz Union at the University of Florida, the university also wanted to upgrade poorly performing and unreliable infrastructure systems but lacked funding to complete the infrastructure improvements. Funding the infrastructure improvements with a performance contract enabled the university to pay for the upgrades through future energy savings rather than additional capital expenditures. Before beginning the infrastructure upgrade, the university worked with Trane to evaluate energy use in the existing structure and to identify the best energy conservation measures, including lighting for the upgraded facility. Selected upgrades included a chiller designed to lower environmental impact with low global warming potential refrigerants and high-efficiency operation. The project team also added a building automaton system to control HVAC and lighting systems throughout the building and to use for scheduling occupied/unoccupied control for night setback of cooling and heating set points. The upgraded union capacity continues to exceed energy savings and performance expectations, with actual savings surpassing the estimated annual savings of more than $373,000 (plus a one-time utility rebate of more than $34,000). The project received the 2016 EBie Power to the People Award for superior energy savings in building energy use from the Urban Green Council in New York.

PRESENTERS: Steven Corson, Account Manager, Trane; Eddie Daniels, Executive Director, J. Wayne Reitz Union, University of Florida

LEARNING OUTCOMES1. Learn how the university successfully undertook both a significant expansion of the union building and a major infrastructure upgrade project simultaneously.2. Gain an understanding of the daily coordination, detailed scheduling (since the union continued to function during the upgrades), and intensive communication that made the expansion/renovation project proceed smoothly and how a similar plan could benefit your school.3. Learn how the school assessed 50 different energy conservation measures and selected the best solutions for their building.4. Gain an understanding of key steps to take in considering a similar approach to a building on your campus.

Utilizing Behavior Change in Performance ContractingIn 2015, the University of Northern Colorado (UNC) hired McKinstry to perform a technical energy audit on 15 buildings across its campus to identify energy, water, and operational savings that would result in an energy performance contract (EPC). From the beginning of the audit, UNC was interested in including a campus-wide behavioral program that would drive deeper energy savings through staff, faculty, and student engagement. Thus, McKinstry’s powerED program was included in the project scope. After further development during the audit phase, powerED would guarantee an additional $200,000 per year in utility savings through the education and engagement of the campus, implementation of low- and no-cost measures, and


an interactive dashboard for students to track their own personal energy consumption and savings in dorms. With this unique approach to an EPC project, UNC was able to fund a $3 million chiller plant in addition to several deferred maintenance projects while educating the campus to better sustain the upgrades.

PRESENTERS: Kirk Leichliter, Assistant Vice President of Facilities Services, University of Northern Colorado; Dave Nalley, Utility and Resource Conservation Manager, University of Northern Colorado; Ashley Brasovan, powerED Program Manager, McKinstry

LEARNING OUTCOMES1. Discuss how to address capital improvements and deferred maintenance with little or no funding.2. Hear about the importance of student, staff, and faculty engagement in energy conservation.3. Learn about energy performance contracting.4. Hear how to finance facilities projects through an energy performance contracting approach.


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