1. FMXcellence 2011
Project Highlights

2. Charlotte Mecklenburg Schools
Hays Consolidated Independent School District
Department of Central Services, State of Oklahoma
PNC Financial Services Group, Inc.
Western Michigan University

4. District covers 181 K‐12 schools in 649
buildings occupying over 21 million square
feet of building space on nearly 5,000 acres in
North Carolina.
In July 2008, CharloNe‐Mecklenburg Board of
EducaRon Policy ECF was adopted and led to a
Sustainability‐Environmental Stewardship
Charter under Strategic Plan 2014, with one
of the goals being reducing all uRlity
consumpRon by 20 percent, solid waste by 5
percent, and pollutants by 20 percent.
The Environmental Stewardship Charter
undertaken as a cost‐neutral project.

5. Energy Management — Each school has an energy coordinator who receives
monthly school‐specific reports from energy management staff on energy
consumpRon.
Emission Reduc3on and Alternate Fuel Grants — The TransportaRon Department
has received over $1 million from state and local grants since 2007 to improve air
quality.
Resource Recovery and Recycling — The district collected more than 10,000 ton
of solid waste in 2009.
Equipment Moderniza3on — The CMS Print Shop decommissioned two chemical
intensive prinRng presses, replacing them with environmentally friendly Xerox dry
prinRng equipment. More than 80 percent (by weight) of the waste generated —
including consumables such as dry ink (toner), packaging and parts — can be
returned, reused or recycled.
Stormwater Pollu3on Preven3on Planning — CMS maintains 39 rain gardens.

6. CMS achieved $2.5 million in energy savings in 2009.
The US EPA awarded CMS the Na3onal Model of Sustained Excellence Award for
indoor air quality programming.
Over sixty CMS schools are Energy Star‐rated.
CMS recycles approximately 1,327 tons annually, about 11 percent of the solid
waste removed from CMS schools during the year. Single stream recycling has
been insRtuted.
A TransportaRons Department bus stop consolidaRon is expected to save $2.4
million in 2009‐2010, represenRng a reducRon of more than 31.6 metrics tons of
carbon emissions daily.

8. District covers 22 K‐12 campuses cover over 221 square miles in Kyle and Buda,
TX.
A 2003 Texas School Performance Review audit revealed the district needed a
funding mechanism to replace the maintenance fleet and needed to develop an
energy management program. A program was approved by the school board to
divide any electricity savings dollars as follows: 10 percent returned to the
campus, 15 percent placed in a fund balance to offset any future electricity rate
increase, 25 percent to fund maintenance vehicle replacement 25 percent to hire
new energy management personnel, and 25 percent to fund energy management
projects.
All campuses built prior to 2002 would be budgeted for electricity at 2002/2003
fiscal year dollar amount at the parRcular campus. All campuses built afer 2002
are funded at $1 per square foot for electricity. Savings are calculated from those
two figures.

9. The Energy Management Team
began in 2003 with one coil
cleaner in an evening
maintenance program. Evening
maintenance has expanded to 13
personnel and covers all
maintenance trades. The Energy
Management team includes three
coil cleaners, one DDC controls
technician and an energy
management supervisor.

10. Maintenance vehicle fleet replaced by 2008,
totaling $625,000.
$250,000 returned to the campuses.
Energy management projects totaling
$625,000, including installing moRon
sensors, commissioning HVAC equipment,
installing DDC on 96 percent of HVAC
equipment.
Over $450,000 in fund balance to guard
against electricity rate increases.
Energy Star raRngs for 13 campuses.
District electricity usage in 2008/2008 just
below 2002/2003 levels, even though total
building square footage increased by 75
percent.

11. The "billboard for energy management" bus was unveiled in 2007 and
serves as a rolling workshop for energy management, remaining visible
on a campus having energy management retrofits.

13. The Oklahoma Department of Central Services (DCS) Office of FaciliRes
Management (OFM) is responsible for 2,264,307 square feet of state‐
owned building in Oklahoma City and Tulsa, as well as the Capitol
Complex parks and grounds.
In 2008, rising energy costs and forecasted state government budget cuts
called for a need to improve efficiencies in building operaRons. The OFM
Energy unit was established to benchmark energy consumpRon and
develop a conservaRon strategy.

14. Changing OFM staff model from building‐specific teams to a centralized team focused on
developing in‐house experRse to address energy efficiency and facility management
Upgrading mechanical systems
OpRmizing building controls strategies, including lighRng controls
Installing low‐flow urinals, toilets and faucet aerators
Changing 17,307 bulbs from T‐12 to T‐8, and removing 1,300 bulbs from overlit areas
Pursuing LEED cerRficaRon and benchmarking with Energy Star’s Pormolio Manager
Installing wind turbines and photovoltaic panels
Expanding recycling services

15. Fiscal Years 2008 through 2010 Energy Savings:
Electricity — 8,313,376 kWh (18 percent reducRon)
Natural Gas — 7120 Dth (16 percent reducRon)
Water —17,524,000 Gallons (32 percent reducRon)
Total Energy — 35,608,404 kBtu (17 percent reducRon)
An average Energy Star pormolio raRng of 80, including the first Energy
Star labeled capitol building in the country

17. In 2008, PNC Financial Services Group (PNC), acquired NaRonal City CorporaRon.
Bringing NaRonal City into the PNC family represented a doubling of the PNC
footprint, and an unprecedented level of conversion acRvity, including the
manufacture and installaRon of over 26,000 new signs covering approximately
1,640 branches, ATMs, and office/administraRve faciliRes, over nine states.
A mulR‐team task force was made of PNC Realty Services staff (all in house
personnel), and NaRonal City's FaciliRes Management team members which were
a combinaRon of in‐house management and a naRonal outside faciliRes
management firm.
The conversion unfolded in four separate, but concurrently staggered, waves, with
each wave handling approximately 400 sites. It took approximately 76 weeks from
kickoff to compleRon of the last wave in June 2010.

18. Engage Monigle Associates, a naRonally recognized sign consulRng company, to provide
specific experRse as well as to assist in managing the day to day tacRcal project rollout.
Select 10 naRonal suppliers for all of the sign manufacture and installaRon, as well as two
ATM surround manufacturers and six ATM rigging companies.
Increase sign energy efficiency and address branding needs.
Gather exisRng signage, ATM measurement, photos, and municipal code and other
informaRon for 1600+ sites.
Maintain communicaRon through the internal chain of command via through mulRple weekly
meeRngs, bulleRns and other regular noRficaRon.
On conversion weekend, establish a command center and field representaRves in each market
to confirm every site was installed and unveiled properly. InspecRon teams followed each of
the manufacturer’s crews and performed a day and nighsme punch list.

19. Prices 16.5 percent lower than the last
significant signage purchase.
Switching to LED illuminaRon for the
signs, reduced power consumpRon of
an average sign by 62 percent.
Unveiling 3me‐frames improved
during each phase. For instance, Phase
I was completely unveiled on Sunday
evening on conversion weekend; by
the Rme PNC reached Phase IV,
unveiling was able to be accomplished
by Saturday evening.

21. The FaciliRes Management Department at Western Michigan University
(WMU) in Kalamazoo, MI, is responsible for approximately 8 million
square feet of university space and maintains roughly 1,200 acres.
Over the course of several years FM has conRnuously researched new
and more efficient processes, products and resources in order maintain a
posiRon in the movement toward a “greener” environment.
StarRng with the design and construcRon of the WMU Parkview Campus
in the late 90s, Western Michigan University has been commiNed to
sustainability.

22. In 2008, WMU’s College of Health and Human
Services building earned LEED‐EB Gold cerRficaRon.
Replaced over 12,000 incandescent light bulbs with
fluorescents
SystemaRcally shut down the campus electric
chillers to reduce loading on the electric uRlity grid
during peak demand hours
Use of VAV technology controlled by the building
automaRon system
PreventaRve maintenance of steam traps
Purchase high efficiency motors wherever possible
Use of GeoMelt (sugar beet juice) and
natural brine as a pre‐wet on rock salt and
as an anR‐icing agent on sidewalks.

23. Over 14 years, total campus energy consumpRon
reduced by 18 percent even though building square
footage increased by 17 percent
Electrical avoidance of 70 million kWh
Steam avoidance of 1,690 million pounds
Offset over 105,000 metric tons of greenhouse gas
emissions (equal to energy emissions for over 9,000
homes per year)
Power Plant 91 percent emission reducRon
Campus water usage reducRon by 11 percent or
84,190 cubic meters

24. For more detail on the individual 2011 FMXcellence projects, go
to hNp://my.faciliResnet.com/fmxcellence/f/6303.aspx
Check out the rest of the 2011FMXcellence coverage in the
August 2011 issue.
www.faciliResnet.com/12572bom