Strategy Two

Create State-Of-The-Art and Mission Critical Infrastructure Systems, Including Utilities, Technology and Deferred Maintenance

Utilities and deferred maintenance are being addressed with the use of an Energy Savings Company (ESCO). Through retrofitting, replacement, and renovations, savings will be generated in the replacement cost as well as utility costs. These savings will be utilized to service the debt.

Information technologies and infrastructure need to be maintained and renewed, while balancing technology needs with budgetary demands and other priorities of the university. Each facility should be planned with the basic infrastructure that supports rapidly changing technologies. Information and instructional technologies should be integrated and coordinated in appropriate spaces within each facility. Wireless is in demand more than ever, and demand will only increase. According to eCampus News in March 2013, a survey by the Wi-Fi Alliance and Wakefield Research found that “ninety percent of college students consider Wi-Fi access to be essential to their educational success.”

Action and Elements

  1. Reduce utility costs and increase energy efficiency across campus through continued work with an ESCO to reduce energy consumption by 20% by 2014 and 30% by 2017.
    • Continue retrofitting and replacement of T12 light bulbs with T8 fixtures and bulbs and include motion active lighting.
    • Continue replacement or addition of monitors and meters for more accurate measurement and reporting of usage or problems.
    • Investigate a cooling loop to control HVAC in existing campus buildings to identify which outdated HVAC equipment to remove.
  2. Reduce deferred maintenance needs by 25% and critical needs 30% by 2020.
    • Raze Newberry Hall which currently has over $1 million in critical needs and almost $9.5 million in maintenance needs.
    • Investigate a cooling loop to control HVAC in existing campus buildings to identify which outdated HVAC equipment to remove. As reported in the Facilities Audit Program, 5 of the top 7 priority buildings (not including Newberry Hall or Wells HPER) have HVAC system maintenance needs of almost $12.9 million with over $3.5 million of those being critical needs.
    • Either raze Smith Hall or repair and move all offices from outlying older homes into the building. Rather than use Smith as a dorm, turn it into office space for Student Support Services, Talent Search, Veterans Upward Bound, McNair, EOC, Disability Services, TRIO, ERZ, SAMSC, ESL, spaces for music, and student organization meeting, and storage rooms. The older homes being used as offices require high utility costs and constant maintenance.
  3. Update and implement the Information Technology Plan.
    • Update the fiber backbone.
    • Schedule updates/replacement of wireless equipment (similar to computer rotation).
    • Integrate information technologies in appropriate spaces in all new buildings and renovations.
    • Hire personnel to maintain the growing need for technology.
    • Evaluate current SIS (POISE).
  4. Create and implement an Instructional Technology Plan
    • Continue to support classroom technology and online courses both financially and with personnel.
    • Classroom technology should continue to evolve with the developments of new instruments for learning.
    • The ANGEL Learning Management System (LMS) will eventually be phased out. A move to a new LMS will be required.
    • Applications that support online learning such as synchronous virtual classrooms and lecture capture should continue to be purchased and supported.
    • Personnel for support and training should correspond to the need generated by growth.