College Planning & Management

APR 2013

College Planning & Management is the information resource for professionals serving the college and university market. Covering facilities, security, technology and business.

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expertise means additional costs. The energy savings of LEED buildings can offset additional costs, but those savings are seen over the long-term, not immediately. With university budgets shrinking, it is common to defer maintenance, but this is not a viable approach to maintaining LEED buildings. If LEED buildings are not properly maintained, the energy savings that helped the building achieve LEED status may not be fully achieved, resulting in higher operating costs over the long-term. Failure to adequately maintain your LEED-designed building puts the building's LEED status at risk. Your university's investment in green buildings is likely a result of the commitment you have made to the students, parents, and the community. That LEED rating is a matter of reputation, and losing it may harm the green-friendly reputation that you worked to build. Given that an investment in a LEED building is 40 to 50 years or longer, a related investment in management and maintenance will also run for many decades. Unfortunately, maintenance is often not adequately considered in advance, and when budgets tighten, deferring building maintenance can seem like an attractive option to universities who are trying to stretch their dollars. So how does a cash-strapped public institution pay for green construction and maintenance? One Possible Solution One option to consider is a publicprivate partnership; a collaboration between a private development team, a private nonprofit organization, and a public college or university. A partnership that helps the university pay for the development and maintenance of new facilities and avoids deferred maintenance on existing facilities. To be clear, a public-private partnership is not privatization. We are all familiar with stories of local governments, including public educational institutions, selling assets or exclusive rights to operate an asset to a private "partner." The benefits of those arrangements often heavily favor the private "partner" at the expense of the public entity. To achieve a true publicprivate partnership, the university must see a significant benefit. In my experience, the most successful public-private partnerships have been structured as follows: • A private, nonprofit organization creates a single-purpose bankruptcy-remote entity to finance, build, and maintain the project. • The nonprofit procures development services from a development team: a developer, architect, and general contractor. Harlequin Studio Dance Floor slip resistant surface support layer mineral fiber interply closed cell foam layer "Installed 13 years ago at Cornish College and our Harlequin Studio™ Dance Floor is still in great shape!" "Harlequin floors have contributed to the success of our programs. From ballet to modern dance and hip hop, from pointe to contact improvisation, our floors need to serve every form of dance. The Harlequin Studio™ floor gives us a consistent friction that provides a safe surface for all of our dancing needs. Our students love the floor's resilience and pliability; our faculty appreciate the floor's contributions to injury prevention. The floors have also been very durable and reliable. Our first Harlequin Studio floor was installed 13 years ago; it's still in great shape." Kitty Daniels, Dance Department Chair Cornish College of the Arts For free samples, information or assistance call toll free today 800-642-6440 American Harlequin Corporation 1531 Glen Avenue, Moorestown, NJ 08057 Toll Free 800-642-6440- Fax 856-231-4403 dance@harlequinfloors.com The world dances on Harlequin floors© www.harlequinfloors.com ® LUXEMBOURG LONDON LOS ANGELES PHILADELPHIA FORT WORTH SYDNEY Kitty Daniels photo by: Bridget Nowlin - Cornish dancers are Earnest Wallace and Oscar Gutierrez Dancer photo by: Chris Bennion APRIL 2013 / COLLEGE PLANNING & MANAGEMENT 51

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