How to Treat Sustainable Campus Infrastructure as a Strategic Priority

Further complicating matters, the cost of energy can fluctuate based on global events, and universities are now competing with commercial data centers for limited energy resources. For a school to invest in a new program, reliable electricity is a crucial requirement to power the required facilities, which directly impacts their ability to recruit top faculty and students.

Environmental ResponsibilityAdmirably, most major universities, particularly large public and research institutions, have made a commitment to reduce carbon pollution. However, advanced sustainable technologies such as geothermal systems and next-generation electrification usually require longer procurement and construction timelines. When a new research building needs to be brought online quickly, decision-makers may opt for traditional, less efficient systems to meet urgent timelines. Lingering supply chain pressures and a shortage of experienced facilities staff only make the challenge more difficult.

Economic FactorsUniversities, especially public universities, depend heavily on federal and state appropriations, which can be inconsistent from year to year. Additionally, sustainable infrastructure is often not the driving force of projects. While some institutions have made net zero emissions a campus-wide priority, items such as utility plant improvements are often packaged with other large capital projects. As a result, progress tends to be incremental rather than transformational. Private institutions with robust endowments may be better positioned to make significant investments, but they too face competing priorities.

So how can universities achieve long-term transformational change?

Effective Advanced, Integrated Planning

Build Proactive Advanced Planning into Infrastructure StrategiesPreparing for an uncertain future requires flexibility. This is achieved through building proactive advanced planning into infrastructure strategies so that the uncertainty of today doesn't become a crisis tomorrow. We have worked with universities on long-term strategy planning to help them reach their goals and avoid competing with short-term priorities.

Include All Stakeholder GroupsInstitutions that have most effectively built and executed a shared vision are the ones that operate with holistic planning, as opposed to silos. These conversations should be integrated with all stakeholder groups, including deans, facilities, campus utilities and engineering, the sustainability team, campus planning, and the budget office so that plans are woven together. This requires a wider view of strategic planning and confirming that each area is communicating with one another. Getting everyone to the table allows for all needs to be considered.

Ask the Right QuestionsIn order to consider all stakeholders' needs, you'll need to address tactical questions such as: How does an infrastructure strategy align with carbon neutrality goals? Which systems are most vulnerable to disruption or becoming obsolete, and what is the potential impact? It also requires addressing potential changes in conditions: What if the grid becomes less reliable? What if federal funding priorities shift? What if enrollment grows faster or slower than projected?

Plan for Possible Short- and Long-term ScenariosNo one can say with certainty what the energy landscape will look in the future, but in our experience working with campus leaders across the country, the clients who are more resilient are the ones who have taken the time to plan through possible scenarios for the next 5, 10, 15 years, or more. This not only allows institutions to be in a better position to meet long-term goals but also makes them better prepared for unexpected events along the way. These conversations should integrate physical master planning with campus infrastructure planning and growth projection scenario planning.

Identify and Leverage Co-benefitsMany infrastructure projects provide the opportunity to add additional benefits to the campus and achieve two or more goals at once. For example, on a recent project underground pipes needed to be replaced, which provided the opportunity for improvements to an aged plaza above the pipes, making the campus more beautiful and accessible. On the reverse side, infrastructure upgrades can often be bundled into a building project for less cost than if either were addressed as separate initiatives. Having all university stakeholders at the table for strategic planning allows everyone to more easily identify these opportunities and multiply their positive impact.