Utilities Management

What is the program’s mission statement or statement of purpose? Why does the program exist?

Our Mission Statement is “Facilities Planning & Management provides excellence in comprehensive facilities services that support the missions of the Business Affairs Division and EIU.”  Our Motto is “Service with Excellence.”

How does the program mission align with the university mission?

Facilities Planning & Management utilities support services provide the power, heating, and cooling generation and distribution for the university mission to excel and for its students and faculty to thrive.

Whom does the program serve?

Facilities Planning & Management serves each and every campus unit and campus stakeholder, whether faculty, student, staff, alumni, visiting parent, or guest, in some manner on a daily basis.  Some services are directly provided and noticed while others indirectly provide value and go largely unnoticed until something goes wrong.  An example of the latter is the assumption that each time a light switch is flicked the light will go on – those that generate and provide the electricity are largely unnoticed until the light doesn’t work.

What are the services provided? How do these services align with the university mission and program mission?

Facilities Planning & Management provides overall operations, maintenance, construction, renewal and continuous stewardship of the campus’ physical facilities.  Specific areas of responsibility include; utilities generation and their distribution infrastructure; campus design and construction support activities; and renovations and alterations to campus utilities assets serving administrative, classroom and athletics buildings.

Describe the program’s origins (e.g. year established, purpose, expectations).

Various elements of facilities utilities generation and distribution operations date from the original construction of the first permanent facility.

How has the unit changed or adapted over time?

As the footprint of the physical plant, grounds, and utilities have increased in size and complexity the unit has grown in numbers and technical expertise to address the needs of the campus community and programs.   A prime example is the use of web-based computerized temperature controls that could not have been considered during the construction of Old Main but now require specialized tools, equipment, software, and personnel.  An even more obvious example is the biomass system in the Renewable Energy Center which replaces old coal technology.

If needed, provide supplemental comments to help the reader understand the program’s history and relevance to university mission.

Provide data, if available, on the numbers of students, faculty, staff, or others served by the program during the past four years. If no data are available, please estimate the numbers served annually.

Facilities Planning & Management provides services to each member of the campus community on a daily basis.  Those services include making sure the heating, air conditioning, lights, and power are provided to the classrooms, offices, and dormitory rooms.   

Does the program offer any co-curricular opportunities for students (e.g., internships, RSO support, service-learning activities)? Please describe.

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Does the program contribute to the delivery of academic programs (e.g., providing professional expertise, serving as adjunct faculty)? Please describe.

Utilities management staff contribute directly to the Masters of Science in Sustainable Energy Practicum with materials and hours of instruction.

If needed, provide supplemental comments to help the reader understand the internal demand for the program. Note any clarifications or special circumstances (e.g., curriculum changes made by another program) that should be considered when reviewing the above data.

Is the program accredited or approved by a recognized external agency or otherwise certified to meet established professional standards? Provide an executive summary of and link to the program’s most recent accreditation or certification report, if available.

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Is the program required to meet any regulatory or legal requirements? Is the program subject to any special auditing requirements?

We observe the requirements listed in the Elevator Code, Life Safety Code, Illinois Historical Preservation Agency statutes, State Fire Marshal requirements, and a myriad of other mandated and recommended codes.

Utilities generation is heavily regulated for emissions discharge and spill containment.  The Clean Air permit process is onerous and subject to review for compliance. The Boiler and Pressure Vessel Code inspections are overseen and coordinated by the State Fire Marshal.

What are the most important outreach or public service activities supported by the program?

Energy conservation, recycling, and sustainable energy education.  The program provides a considerable number of tours through the Renewable Energy Center to see the biomass process turn wood chips into heat and electricity.  The recycling operation partners with a community organization to provide meaningful employment for developmentally disabled persons.

Eastern Illinois University is one of the most environmentally responsible colleges in the United States and Canada, according to The Princeton Review.

The Design and Construction department is currently overseeing design and construction for the Center for Clean Energy Research which includes a component of the facility dedicated to outreach.  Funds provided by a grant from Charleston Area Charitable Foundation allow local community researchers to occupy a portion of the facility to investigate additional clean energy possibilities.

How do the local community and the region benefit from the program?

The Renewable Energy Center is unique in many respects and garners respect and attention from programs and individuals around the country.  The community and region have a resource in their back yard that is readily accessible for educational and marketing purposes.   The community benefits further from reduced emissions from the technology incorporated in the construction materials and methods.

If needed, provide supplemental comments or data sources to help the reader understand the external demand for the program.

What are the two or three more important measureable outcomes tracked to assess program quality? Does the program conduct an outcomes assessment, and if so, what has been the impact?

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What are the two or three most effective best practices that the program has implemented? What benefits have been gained from implementing these best practices?

Energy conservation and recycling benefit the university and community by allowing resources to be diverted to other programs and diverting recyclable materials from landfills.

Energy purchasing consortium with Illinois State University, Western Illinois University, Southern Illinois University at Carbondale, and Southern Illinois University at Edwardsville.

The net result of those energy savings is millions of dollars funneled into academic programs.  

What external recognitions (e.g., awards, accommodations, professional certifications, references in trade publications) have the program and its staff received in the past three years?

Eastern Illinois University is one of the most environmentally responsible colleges in the United States and Canada, according to The Princeton Review.

Energy Star certification of multiple facilities by the United States Environmental Protection Agency

LEED Platinum certification of the Renewable Energy Center by the U. S.  Green Building Council

Is the program active with any regional, national, or international professional organizations?

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Note any presentations, publications, or offices held in the last three years.

District Energy - Biomass at Eastern Illinois University: New gasification system replaces coal

If needed, provide supplemental comments or data sources to help the reader understand the quality of program outcomes.

Note any special benefits (e.g., personnel support, equipment, permanent improvements) that the program has received in the past three years from its grants and other sponsored programs.

The energy sustainability grants received in the recent past have all been reinvested in the physical plant for additional efficiencies.  Including current promised grant monies, the sustainable energy grants total nearly $450,000; all of which have been and will be reinvested in facilities improvements. These efficiencies have allowed reallocation of finances to other campus programs and are not retained by Facilities Planning & Management.

How does the program benefit from donor gifts (e.g., scholarships, endowed chairs)? Does donor support provide a significant percentage of the program’s overall funding?

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List two or three key relationships that the program maintains with external constituencies (e.g., community colleges, other universities, government bodies). How do these relationships advance the university mission or otherwise benefit the university?

Energy purchasing consortium with Illinois State University, Western Illinois University, Southern Illinois University at Carbondale, and Southern Illinois University at Edwardsville

City of Charleston, including public works, police, and fire departments

State agencies; including Illinois Board of Higher Education, Illinois Department of Labor, Procurement Policy Board, Capital Development Board, Governor’s Office of Management and Budget, State Universities Civil Service System, Illinois Department of Human Rights

Trade unions representing EIU employees

If needed, provide supplemental comments to help the reader understand the resources generated by the program. Note any clarifications or special circumstances (e.g., revenue pass-throughs) that should be considered when reviewing the above data.

Provide an executive summary of and link to any metrics or benchmarks that the program tracks to measure productivity.

Facilities Planning & Management provided information to APPA (Association of Higher Education Facilities Officers) for inclusion in the Facilities Performance Indicators (FPI) Survey and we compare our levels of staffing and expenditures with other public institutions of higher education.  As capital improvements are continually de-funded the natural progression has been a lower level of planned maintenance, campus customer satisfaction, and academic program effectiveness.  Putting out fires versus planned maintenance negatively impacts recruitment and retention efforts as demonstrated in the piping systems in Life Sciences.

Each survey of effectiveness in comparison to peer institutions reveals we expend fewer resources per square foot and cover more square foot per FTE.

From a recent report from Honeywell, energy consumption efforts have been quite effective with an overall reduction of 40% in calculated energy use intensity (EUI) from FY01 through FY13.  Individual building energy and water metering efforts in the recent past allow targeted programs to eliminate waste and encourage additional conservation.

What initiatives has the program implemented to enhance staff productivity (e.g., access to training, workflow improvements)? Briefly describe the costs and benefits of these initiatives.

Through the APPA Institute for Facilities Management staff members are exposed to best practices at other institutions nationwide and establish relationships with peers and industry professionals to further explore opportunities for improvement.

If needed, provide supplemental comments to help the reader understand the productivity of the program. Note any clarifications or special circumstances (e.g., accreditation requirements, curricular changes, program restructuring) that should be considered when reviewing the above data.

If needed, provide supplemental comments to help the reader understand the costs associated with the program. Note any clarifications or special circumstances (e.g., expenditures made centrally or externally, expenditures made on behalf of other units) that should be considered when reviewing the above data.

The FY15 Resource and Management Plan, Table C107, identifies $6,675,500 in unfunded capital improvement projects.  Each of the projects was appropriated via public act and most were re-appropriated in subsequent acts.  The lack of state funds for execution of the work increases the deferred maintenance backlog and the likelihood of system failure.  Resources for additional utilities risk mitigation will be diverted to plugging holes left from the lack of reliable state funding.

How does the program seek to distinguish itself from similar programs at other institutions?

The energy conservation efforts and Renewable Energy Center operation are noted by institutions nationwide.

Note any unique and/or essential contributions that the program makes to the university.

Facilities Planning and Management is committed to providing facility services to assure cultural and educational opportunities are delivered to the region and which complement the tradition of distinguished teaching in undergraduate programs. In doing so, the unit strives to be a model of excellence for comprehensive state institutions of its kind in delivering effective and efficient services to the Eastern Illinois University community.  We keep the air conditioning, heat and lights on for the academic mission to succeed.

Provide any program-specific metrics that help to document program contributions or program quality. Examples of some commonly used program-specific metrics may be found here.

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If needed, provide supplemental comments to help the reader understand the program impact on the university mission.

Provide a link to or listing of the program’s goals and/or strategic plan.

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What role will the program have in the implementation of the university’s strategic plan (provide link to strategic plan)?

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In the next two or three years, what best practices, improvements in operations, or other opportunities to advance the university’s mission are likely to be implemented?

Facilities Planning & Management has many challenges in the very near future, including:

Implementation of a more rigorous preventive maintenance program.

Supporting faculty and student recruitment and retention in years of financial restrictions – doing more with less

Aging infrastructure and the associated costs to maintain facilities with systems reaching the end of useful life.  The average age of mission critical buildings is over 67 years old at last review.  As systems fail, the collateral damage to other building systems intensifies costs to correct the original failure.

Costs of providing enhanced technology in building systems.  Costs will include significant first investments as well as continued training.  The payoff in conversion to Direct Digital Controls is widely known and practiced in public and private sectors as it allows long-distance issue diagnostics.  A recent example is the failure of a temperature controller in Lantz during a basketball game where the technician was able to diagnose the 1000 °F reading from home and make corrections.

Investment in personnel as the average employee age increases and the costs involved in training new employees.  The current trade union agreements in the private sector provide better benefits than the state so recruitment and retention of high quality employees may be difficult.

Further reduction in energy and utilities to redirect resources to academic programs – much of the low hanging fruit has been plucked.

Sustainability and carbon footprint reduction – enhancing recycling efforts and sustainable construction

Water conservation and reduction of rainwater flow off campus including rain gardens/features and permeable paving

Limited financial resources will continue to surface in the form of reduced state budget availability and tuition caps – we must be affordable

Deferred maintenance is a nation-wide issue whose abeyance and reduction will require partnering with academic resources at each opportunity.  The federal government has recognized a need for reinvestment in the physical facilities of 2.5% to maintain a steady state condition.  A reduced rate of investment will continue to show up in further degradation of the facilities.

Generation of an effective utilities production and distribution model that includes dedicated reserves for equipment repairs and upgrades.  The current utilities generation and distribution systems include single points of failure that may disable significant portions of campus activities upon unscheduled outages.

If needed, provide supplemental comments to help the reader understand future opportunities for the program.

Public/Private Partnerships are utilized in many universities with increasing numbers and applications.  In times of shrinking budgets and funding streams we will investigate opportunities and take appropriate action.