Consultants to the Arizona Board of Regents requested HHK to review the capital development process for the three constituent institutions: Arizona State University, The University of Arizona, and Northern State University. The specific concerns of the Board were: what decisions the Board of Regents should make, and in which areas of the capital development process is consistency across the three state universities needed/desirable?

Extensive documentation on the process of developing projects was obtained and reviewed for an analysis and recommendations responding to the Board of Regents concerns for conformance with the 3-year State Capital Improvement Plan. Equitable distribution of funds between the constituent universities rested on developing project priority selection criteria, consultant selection criteria, and confidence in the quality and capabilities of design consultants and project cost estimates.

The study evolved into a detailed review and recommendations covering eighteen topics, including: project programming processes; project budgeting; architect and construction manager selection processes; design fee structures; project control requirements; and project scheduling.

Based on a legislative mandate for review of capital planning for the Board's 3 constituent universities and branch campuses (Arizona State University, The University of Arizona, and Northern Arizona University), HHK conducted a study of the capital renewal data collection and analysis process. The study required site visits, extensive interviewing, and review of data and documents. Special attention to an evaluation of a projected $160,000,000 backlog for the 3 universities was part of the study.

The study assessed the capital planning methodology and produced findings and recommendations for improvements, including the assessment process for buildings and infrastructure, and an evaluation of the accuracy. The HHK services included a final report to the Board and public presentations.

Sallie Mae, National Association of College and University Business Officers and Association of Physical Plant Administrators commissioned HHK to author a book on the condition of higher education facilities. The book titled A Foundation to Uphold, published in December 1996, summarizes a national survey of higher education conducted by Sallie Mae. A significant contribution of the book is a list of Policy Implications to encourage governments, foundations, corporations, and donors to support the elimination of deferred maintenance, estimated by the Sallie Mae survey at $26 billion for all higher education institutions.

The Facilities Audit a book commissioned by APPA and published in 1992, is appropriately subtitled: A Process for Improving Conditions. An Update to Facilities Audit Workbook (H. Kaiser, APPA, 1982), the publications introduces a comprehensive facilities assessment process to integrate condition deficiencies and functionality issues. The Workbook provides a conceptual framework for an assessment describing process of data collection and evaluation and suggestions for presentation of findings. The Workbook format includes forms ready to use by in-house inspectors or as as guidance to consultants.

The President of Bard College, concerned about the overall conditions of the physical plant and the effectiveness and efficiency of maintenance operations, invited HHK to analyze levels of plant deterioration and methods of improving building operations and maintenance. Staff interviews were conducted, data and documents collected and analyzed, and facilities inspected. Final report recommendations to the President covered facilities management organizational structure, maintenance and operations programs, and budgeting. Critical observations were made on the adequacy of current maintenance budgets to prevent deferral of maintenance, prioritization of work, and allocation of staff workload between maintenance and renovations and improvements.

On the threshold of a significant capital improvement program Boston College decided to review the facilities management organization with an emphasis of construction project management. Specifically, the Office of the Executive Vice President retained HHK to conduct an in-depth review of the Construction & Planning Department to determine its capabilities to manage the program. The engagement required an evaluation of past and current practices through extensive interview and review of data and documents to determine the most effective manner to ensure project delivery on schedule and budget.

Findings and recommendations of the study defined a reorganization and consolidation of university facilities management departments. Adoption of recommendations evolved in a timely manner to provide adequate construction management.

The Executive Vice President of Boston College, a Research II university in Chestnut Hill, MA, retained HHK to evaluate a campus master plan precinct study for a new 400,000 gross square feet student center and humanities building and analysis of proposed additions and renovations to a Biology and Physics building. The precinct plan evaluation required a review of the proposed facility's programs. The building and renovations proposal for a 220,000 gross square feet facility included an analysis of the space program, review of proposed alternatives, and several presentations of findings a final recommendation to the College's Board of Trustees.

HHK assisted Myers Engineering, Inc. as a sub contractor in a facilities evaluation study and the identification of necessary facilities renewal projects, along with the creation of a facilities data base and upgrade and management planning model for the Bowie State University. HHK reviewed the condition assessment procedures, the design of project prioritization, and provide guidance in the implementation of study recommendations.

HHK provided consulting services for the facilities audit process for the Bucknell University Physical Plant Department. University concerns about the accumulation of deferred maintenance resulted in the desire to initiate a program of backlog reduction. Using The Facilities Audit, authored by Harvey H. Kaiser, a review of concepts and methodology for data collection on facilities condition was conducted in a series of seminars for University staff.

Bucknell University retained HHK to review the Physical Plant Department. The comprehensive review included an evaluation of organizational structure, staff size and responsibilities, work control process, and financial management and reporting. Bucknell is distinguished for its academic programs and superb campus environment. A desire to continue the tradition of the highest level of maintenance, cleaning and capital reinvestment was coupled with concern for department efficiency and effectiveness prompted a review of current operations. HHK's review provided Bucknell with recommendations for staffing size and operational improvements.

The Chinese University of Hong Kong is a comprehensive research university with a program of management efficiency reviews. CUHK retained HHK to conduct a review of the facilities management organization that includes the Estates Management Office and Campus Development Office. The review engaged a broad cross-section of the University community and the Offices under review. Extensive interviews collected information for findings and recommendations to improve operations. A goal of the review, in addition to identifying operating efficiencies, was to recommend changes to accumulate 10% in operating cost reductions.

Adoption of the recommendations occurred through a transfer of responsibilities between the two divisions of the organization and revisions in operating practices.

Colby College's (Waterville, Maine) Board of Trustees engaged HHK to participate as an outside consultant in an Overseers Visiting Committee Physical Plant Department Review. A component of the College's a five-year cycle of Program Reviews, the Physical Plant Department Review examined the performance of the Department in a transition of campus leadership. In addition to Department responsibilities, the Review addressed the overall conditions of campus facilities and the adequacy of plant renewal funding. HHK served as the principal author of the Review.

The Office of the President Dalhousie University retained HHK to evaluate a campus master plan and to provide guidance in remedies for operating budget deficits and relieving an uncomfortably high level of debt. Integration of academic and financial planning with a strategic facilities plan and improvements to both the qualities of undergraduate education and financial health were critical issue to guide future development of the University. Concern also existed to achieve a balance between space for graduate and undergraduate studies and adequate student services facilities. HHK provided a report with recommendations on land use, space utilization, traffic, circulation, and parking, student support facilities, and criteria for building requirements.

HHK, in association with Bohlin Cywinski Jackson, Architects is engaged in the design of a 15,000 square foot ranch house and additional ranch buildings on the Dearborn Ranch in Western Montana. The project required site selection on a 70,000-acre property, programming, design, and preparation of contract documents. Project completion is expected in the Year 2002.

A multi-disciplinary team led by Smith Group/JJR was engaged by East Carolina University to develop a particularly broad physical planning effort. A framework for approximately fifteen years of growth integrated needs of Academic Campus, Health Sciences Campus, West Research Campus, Varsity Athletics, and Student Housing, as well as an interface with Greenville. HHK, in association with Eva Klein & Assoc. Ltd played a critical role in the process with the development of a Strategic Review to provide assumptions and context for the entire planning team. The Review provided a Strategic Framework for the Campus Master Plan, with guidelines of physical planning principles later applied to capital project prioritization.

An Emory University comprehensive master plan included a review of existing conditions and projected future needs for the private Research I University. The Plan addressed space needs distinguished undergraduate and graduate programs, a health sciences program, hospital, and health delivery system.

HHK participated as a member of a multi-firm team led by Ayers/Saint/Gross of Baltimore, MD. In addition to ensuring coordination of the master plan with the University's strategic plan, HHK directed data collection and analysis of academic programs and space needs, and participated in the preparation of the Master Plan, a Capital Plan, and an Implementation Plan.

Implementation of the Master Plan recommendations are in progress with revisions to vehicular and pedestrian circulation, building locations, removal and replacements of existing facilities, and design and construction of new facilities.

Landis & Staefa retained HHK to review the opportunity to supplement current facilities management services for the Evanston Northwestern Hospital. The Hospital is engaged in a $300 million capital improvement program that can be managed by L&S. HHK Provided a 3-phase analysis: 1) a program management model; 2) L&S current capabilities for program management; and 3) a recommended action plan for L&S.

General Motors' World Wide Facilities Group (WWFG), responsible for more than $20 billion in capital assets, requested HHK to provide a one-day seminar on several subjects related to the WWFG's overall mission. WWFG is in the process of reengineering organizational relationships between worldwide headquarters in Detroit and plants at domestic and international locations. As part of the strategic planning process, WWFG called upon HHK's experience and knowledge in facilities management to present material to senior management on: 1) cost of maintaining facilities; 2) forecasting capital renewal; 3) forecasting O & M budgets; and 4) organizational relationships.

The Georgia Institute of Technology retained a four-firm joint venture to prepare comprehensive facilities study of existing facilities conditions, space needs, and the effectiveness and efficiency of the Plant Operations Department. As the host site for the 1996 Olympics, Georgia Tech expanded campus housing, added Olympic venues to the campus holdings and made substantial other plant improvements. The need to meet strategic goals to complement the legacy of the Olympics inspired the need for a facilities study as the basis of a campus master plan update and capital budget plan.

The study included a survey of facilities conditions, space needs projections, benchmarking with comparable institutions, and an audit of the Plant Operations Department. HHK served as co-project manager with specific responsibilities for the integration of results of the space needs assessment and the facilities condition assessment. The study used sophisticated techniques to place existing facilities in categories of "programmatic quality" as guidance for future capital investments. The integrated report identifies future campus needs in five additive levels: space to be replaced, space needed to be competitive with comparable institutions, and three growth scenarios of different increments of reduced faculty student ratios.