In a 乐播传媒 mechanical room, a worker installs a modular and removable insulating product called Cut’nWrap on a hot-pipe component, one of a series of strategic energy-saving projects over the last three years. (Photo courtesy of Auburn Manufacturing Co.)

As they turn on ovens and exhaust hoods in Commons at 4 o鈥檆lock each morning, the college鈥檚 bakers and chefs are among the first people to throw switches each day at 乐播传媒.

Within a few hours, Dining Services is humming with upwards of 14 different exhaust hoods removing heat, smoke, and fumes (ooh, bacon!).

All those fans cost money to run; money鈥檚 also spent to pull millions of cubic feet of 鈥渕akeup air鈥� back into the building to complete the ventilation cycle.

The 乐播传媒 hoods used to run all day long and well into the night 鈥� but no more. New optical and temperature sensors on 11 of the 14 exhaust hoods know to turn the hoods on when things are cooking and off when the stations are idle.

The Intelli-Hood sensors are part of an opportunistic and strategic $1.5 million investment in energy-efficiency projects over the last three years. Coupled with comprehensive and careful management of the college’s energy-use systems over the last several years, 乐播传媒 has lowered its utility costs from a high of $4.5 million in fiscal 2009 to a projected $3.5 million in fiscal 2017, an impressive 22 percent decrease.

When a campus comprises 170 or so buildings stretched across some 130 acres, the work to keep down energy costs and reduce emissions is constant. But there are spikes in the year-to-year activity.

The current round of projects moved to the front burner in 2014 after 乐播传媒 energy manager John Rasmussen presented a five-year plan of various cost-saving projects to the Board of Trustees. The report showed that “some of the individual measures had two- or three-year payback periods,鈥� Rasmussen says.

Energy manager John Rasmussen is overseeing a strategic investment of $1.5 million in energy-saving projects. (Phyllis Graber Jensen/乐播传媒 College)

The board was more than intrigued, recalls Geoff Swift, who arrived in 2014 as the college’s vice president for finance and administration and treasurer. 鈥淚t was clear that they had a strong appetite鈥� for going after the quick-turnaround projects.

鈥淭hey didn鈥檛 want to pass on the low-hanging fruit,鈥� Swift says.

Soon, it was go time for Rasmussen, who says the college鈥檚 leadership 鈥渄eserves a lot of credit鈥� for green-lighting the quick-return investments. 鈥淭here鈥檚 a great attitude about what can be done and what is possible.鈥�

Geoffrey Swift, 乐播传媒 vice president for finance and administration and treasurer. (Sarah Crosby/乐播传媒 College)

Besides cost savings, the cherry-picked projects have reduced the college鈥檚 carbon emissions by 12 percent, to 12,061 metric tons of carbon dioxide equivalent in 2015.

While Rasmussen deals with the same challenges as his predecessors 鈥� 鈥渨e have a very old campus that we overheat, over ventilate, over cool, and over light鈥� 鈥� he has state-of-the-art tools that help bring that low-hanging fruit even closer to the ground.

The exhaust sensors in Commons certainly fall into that category. According to various case studies, the Intelli-Hood units cut the cost of running exhaust fans by up to 75 percent and reduce the need for makeup air by up to 40 percent. At 乐播传媒, this single improvement is expected to save $60,000 annually.

“You need fresh air, but only the amount you need.鈥�

Homeowners know about heating and cooling, but less about ventilation. For a college, efficiently ventilating large buildings is a big and expensive part of the three-pronged HVAC equation of heat, ventilation, and air-conditioning.

鈥淥ur buildings used to be ventilated whenever they were scheduld to be open, and if that meant from 6 a.m. to 10 p.m., so be it,鈥� Rasmussen says. 鈥淭he goal now is to only ventilate spaces as much as we need to. You need fresh air, but only the amount you need.鈥�

New technology makes possible what is called 鈥渄emand-controlled ventilation,鈥� or DCV, which brings outside air into a building only needed, exemplified by the exhaust hoods in Commons.

Executive chef Owen Keene grills chicken under an Intelli-Hood in the kitchen at Commons. One sensor is attached to the hood and looks like a pencil sharpener. (Phyllis Graber Jensen/乐播传媒 College)

Another way that DCV works is through CO2 sensors that estimate how many people are in a building. More people means more CO2 being produced, which means more ventilation is needed. CO2-based sensors are buildings like Merrill, Carnegie, Ladd, Underhill, Dana, Gray Athletic, and Olin.

Those buildings also have start-stop controls that deliver both 鈥渁ccuracy and intelligence,鈥� Rasmussen says, because they know when to kick on the heat in order to get the building comfortable in time for the first 8 o鈥檆lock class, for example.

Not all the recent projects are high-tech. 乐播传媒 has replaced several hundred windows in dozens of buildings across the campus. While the financial payback period for new windows is relatively long, up to eight years, the goodwill payback is quick. 鈥淭hey make the occupants happier.鈥� (True that: we鈥檝e gotten new windows in our 乐播传媒 Communications offices on Nichols Street; no more drafts and rattles on windy winter days).

Another recent project tackled the challenge of hard-to-insulate heating components, like valves, fittings, and flanges, in various mechanical rooms on campus.

For this project, Rasmussen called on a local company, Auburn Manufacturing, to install its modular and removable insulating product, Ever Green Cut鈥檔Wrap, on 500 hot-pipe components in 18 mechanical rooms on campus.

The project will reduce the college鈥檚 emissions by 202 MTCE and save $34,589 annually. 鈥淚 call that a win-win situation,鈥� Rasmussen says. Including materials and labor, the project will break even in just 15.2 months.

Some 乐播传媒 buildings still await the Rasmussen treatment. In those cases, he uses the old-school methods. 鈥淚鈥檒l look for open windows when I walk around campus,鈥� and occasionally stop in when he sees one.

鈥淚鈥檒l say that I know the room can get very warm, but please, for gosh sakes, remember to shut the windows when you leave.鈥�

Additional reporting by Stevie Jones / Gemini Connections.

乐播传媒 President Clayton Spencer announced today that Geoffrey Swift, chief financial officer at Harvard Law School, will become vice president for finance and administration and treasurer at 乐播传媒, effective November 1.

Geoffrey Swift will become 乐播传媒’ vice president for finance and administration and treasurer on Nov. 1.

鈥淲e are very fortunate that Geoff will be joining 乐播传媒 in this key position,鈥� Spencer said. 鈥淗e comes with a reputation as a creative financial strategist who is also highly effective as a day-to-day manager. He is known as an open communicator, an eager collaborator with faculty and staff colleagues, and an exceptionally dedicated team builder. I am thrilled that we will have the benefit of Geoff鈥檚 financial and organizational leadership as we work together to map our institutional priorities and develop the resources to support them.鈥�

鈥淚 am eager to get to work for 乐播传媒 at such an important time for the liberal arts,鈥� said Swift, who is a graduate of Amherst College. 鈥淎nd I am humbled to be a part of the rich 乐播传媒 history. The staff that supports the student and faculty experience is remarkable and very welcoming 鈥� it feels like a homecoming to be joining a residential college community again, this time as a professional.鈥�

At 乐播传媒, Swift will be responsible for finance and administration for the entire college, including its $100 million operating budget, and a staff of more than 240 employees. He will oversee the college鈥檚 long-range financial planning and annual budget process, as well as聽 human resources, facility services, capital planning and construction, and dining and events departments.

As a member of President Spencer鈥檚 senior staff, Swift will work closely with the Board of Trustees and colleagues across the college to ensure transparency and collaboration in financial decision making and resource allocation.

“It feels like a homecoming to be joining a residential college community again, this time as a professional,” Swift said.

Swift brings to 乐播传媒 a decade of experience in financial administration in higher education. Since 2009, he has served as chief financial officer and associate dean for finance at Harvard Law School, overseeing an operating budget of more than $200 million. In addition to 聽collaborating with the school鈥檚 senior leadership on financial planning and analysis, Swift implemented a new budget planning process and software system, and he worked with colleagues to make adjustments in the wake of 聽the 2008 financial crisis. Swift also played a key role in the construction and opening of a new academic building.

Swift鈥檚 appointment follows a national search overseen by a committee consisting of faculty and staff. The search committee emphasized the need to unite the college’s strategic academic priorities and its resource-allocation decisions through open and inclusive processes. Swift was the search committee鈥檚 unanimous choice.

Prior to joining Harvard Law School, Swift was the director of financial administration at Harvard Business School, where he was a senior aide to the financial dean and headed its financial-planning efforts. Before joining Harvard, Swift spent 10 years in a series of finance positions with banks, start-ups and consulting firms in Washington, D.C., Austin, Texas, and Boston.

Swift grew up in Berkeley, California, and received a bachelor鈥檚 degree in economics from Amherst and an M.B.A. from Harvard Business School. He will be joined in Maine by his wife, Meg, and their two children, Hannah and David.

Swift succeeds Terry Beckmann, who retired on May 30 after 15 years as vice president for finance and administration and treasurer.