University Business - April 2007 - (Page 62)
Facilities Directors Speak Out What have you done to help ensure that your president and other senior-level administrators understand the need for continual facilities reinvestment? CHRISTENSEN: You have to teach them the principle of reIn what ways has your institution taken a “total cost of investment and make sure they understand there is a total cost of ownership. Many like the idea of getting a building built and ownership” approach to campus buildings? CHRISTENSEN: Since 1980 we’ve been living under that then maintaining it and thinking that’s it. When we present a new building to BYU leadership, we’ll concept, funding all three of the major cost groups—birth and burial, maintenance operations, and recapitalization (renovating, show them the estimated maintenance and estimated replaceimproving, and retrofitting facilities as their lifecycle requires— ment costs over the next 75 years. That’s built credibility and some people call it capital renewal). If you can spend money up- interest—now they are very interested in what and how they are saving, and in what we’re doing to our newer buildings to make front, you can save it on the other end. I was a primary researcher on the book Buildings: The Gifts them last longer. That Keep on Taking (to be published next month by APPA). PIFER: We have been moving away from the traditional reliance on the Facilities Condition Index to tell the facilities story. We developed a tool we call the “Outsourcing is not a dirty word and not Integrated Facility Assessment that quantifies not something to be feared.” only our deferred maintenance and capital re—Richard Pifer, University of Rochester newal needs, but also those needs associated with the Americans with Disabilities Act, asbestos/lead abatement, other code compliance issues, fire proMany operations can get money to build and even maintain but tection, and security. The IFA is one of the tools we use in telling our story to trustees, the president, development staff, and leadvery little funds to do the recapitalization. PIFER: We spend a lot of time and effort to explain the project ers on each of our campuses. It has been useful in developing process to all involved. Documents spell out the various roles and mid- and long-range plans, in prioritizing near- and mid-term responsibilities. Design reviews are serious meetings that gener- projects, and perhaps most importantly, in quantifying the total ate, at times, intense debate. Sustainability, 50-year buildings needs of our facilities and associated infrastructure so that our versus commercial-grade buildings and associated infrastructure, senior decision makers can make informed choices about how code compliance, energy efficiency, life-cycle costs, and projected we spend scarce resources. operating costs are terms understood by virtually everyone associ- VALENZUELA: SJSU senior-level administrators are very ated with a particular project. When we make a tradeoff between engaged in our facility improvements and have a clear underquality and cost (first-time cost or life-cycle cost), it is a deci- standing of the benefit of long-term investment decisions. We sion accompanied by discussion about the impact on how we consistently review and reprioritize our project improvements to will maintain that structure over time and when it will require maximize resources over the long term. RUBERTONE: The senior-level people I work for truly recognize additional investment or renovation. VALENZUELA: We believe and subscribe to the notion that the value of the plant and see a well-maintained, quality plant as recapital improvements need to be viewed with a total cost of own- ally the first step in the admission process: Get them to a beautiful ership prism, which in many cases results in a sustainable ben- campus [and] make them feel safe and comfortable when they’re efit to us. As an example, we consciously paid more for materials there. Then the strength of the academic programs takes over. and systems in our 2,200 bed, $200 million housing complex in order to lower our ongoing operational costs. RUBERTONE: We use the term “return on investment.” We Most of the issues raised in this article were explored in depth last spring are certainly looking to build with the most maintenance-free at APPA’s first annual Thought Leaders Summit, during which about and the most sustainable elements with the most energy-effi- 20 higher education leaders participated in a discussion about critical cient products. We’re very conscious of keeping, almost elimi- facilities issues. The subsequent report, “Thought Leaders 2006: Uninating, deferred maintenance. We always try to design in things versity Facilities Respond to the Changing Landscape of Higher Eduthat will help the building look good for a long period of time, cation,” is available as a free downloadable PDF at www.appa.org and it will also be easier for maintenance. /applications/publications. snow removal for the large parking areas. We outsource our fertilization/weed control. And we do supplement some contract cleaning in the residence halls during the summer. 62 | April 2007 universitybusiness.com
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Table of Contents for the Digital Edition of University Business - April 2007
Contents
College Index
Company Index
Advisory Board
Editor's Note
Stats Watch
Sense of Place
Viewpoint
Admissions
Independent Outlook
On The Hill
Future Shock
Spellings Lessons
Identity Mangaement
Getting A Bigger Picture
Facility Directors Speak Out
Internet Technology
Working the Web
What's New
Calendar of Events
Direct Connect
End Note
University Business - April 2007
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