The Vice President for Administration retained HHK to review the current methods of inspection, data analysis, and forecast for future capital requirements for a substantial backlog of deferred maintenance. The engagement required a summary report of analysis and recommendations and a presentation to the Chair of the Board of Trustees and President. As a result of HHK services, the Institute initiated a pilot program of facilities condition assessment for selected facilities to verify existing backlogs.

Challenged by extreme concern for adequacy of existing space to adequately support programs, St. John's University retained HHK for an assessment of overall strategic facilities planning with an emphasis on space planning and management.

Based on a two-phase program HHK evaluated academic, administrative, student life, and athletic facilities. The approach enabled HHK and the University to examine a broad range of factors that affect space planning and management. Relevant factors included were strategic plans, academic plans, current space inventory and utilization data, space capacity to meet current and projected enrollments, and master plan proposals for renovations and new facilities. The first phase, now in process, will provide an analysis of data and documents, extensive interviews, and field observations. Evaluation of the first phase will direct HHK involvement in a second phase of analysis and recommendations for capital planning and space planning and management, including capital projects and improvements in space utilization

St. Paul's School, a residential secondary school (9-12), retained HHK to provide guidance in facilities management related matters.

HHK's scope of services evolved from consulting services to an ongoing administrative appointment as Interim Director of Operations. HHK provided a review of departmental organization, long range master planning, capital planning, facilities condition assessment, plant maintenance, and planning and construction management. HHK interacts with senior School administrators, Board of Trustees committees, local and state officials and government agencies, and staff. Deliverable reports included a review of the Physical Plant department organizational structure and budget; construction project reporting; reviews of a long range master plan, and capital planning for various funding sources (Repair & Renovation, capital renewal, and new construction projects), providing support for a capital campaign. In addition, HHK provided Physical Plant department staff mentoring, report preparation, and the development of policies and procedures.

HHK participated in programming, master planning, and schematic building design for a new residential college in Hyderabad, India in association with Sydness Architects, P.C. The college's purpose is to provide graduate and executive programs in Information Technology enabled delivery of E-Business services. An aggressive schedule for occupancy of half the projected 1,400-student enrollment in 600,000 square feet of the total 1.2 million square feet of space by June 2001 required an accelerated programming and design process.

In a six-week period, HHK prepared the Program Brief of required spaces and engaged in completion of the master planning phase and initiation of building schematic design. The space requirements include all categories of facilities types to support 1-year, 2-year and executive education programs on a self-contained campus.

The Sodexho Corporation (formerly Sodexho-Marriott) provides outsourced facility management services to educational institutions. Sodexho retained HHK to evaluate the overall capital renewal program provided as a component of Sodexho's contract services. HHK's review of the current data collection process for existing condition and reports resulted in a recommendation to improve and expand the services from a facilities condition analysis to a complete capital planning process. HHK provided a manual for use by Sodexho staff, including a capital program planning template for use throughout all Sodexho's higher education programs.

The State Preservation Board retained HHK to conduct a study and provide recommendations for the design of an organization to maintain the State of Texas' recent $180 million expenditure to restore the State Capitol in Austin. The agency of the Board operates under state legislation manage a complete organization for the design, construction and maintenance of Capitol facilities.

SUNY Binghamton required a master plan for a substantial enrollment expansion and a health science center. The existing campus grew from origins as a teachers college into a University Center with graduate and research programs added to undergraduate programs. HHK's assignment was to assess existing conditions, project future program requirements, and develop a master plan for land use, future facilities, circulation, and design guidelines. An extensive program of new facilities and major additions evolved from the plan's recommendations.

HHK directed the preparation of a master plan for SUC at Cortland as an Associate Partner of a comprehensive services A/E firm. The college occupies a challenging site with a core of buildings on a hilltop representing the origins as a state teachers college. Although the college would retain a mission as an undergraduate institution, emphasis on physical education and an expansion of programs in the arts, required evaluation of site opportunities for expanded residential student facilities including dormitories, dining halls, infirmary, and recreation athletic facilities teaching, intercollegiate, and recreational use. A substantial program of new buildings, additions, and renovations evolved from the plan's recommendations. HHK either participated or directed the design of eight major facilities, several of which received design awards.

The State University Construction Fund retained HHK and David P. Helpern, Architects to develop a 5-year capital plan for SUNY College at Oswego. The project required an analysis of the College's strategic and campus master plans, enrollment data, existing facilities conditions, and program requirements. A component of the study was involvement with a web-based campus planning process developed by the College. A commitment to a consensus oriented approach required extensive dialogue with the College community to achieve agreement on goals and capital project priorities.

The 5-year Capital Plan programmed facility and infrastructure requirements for the first year that defined several Program Studies and outlined projects with phasing schedules and cost estimates for all proposed capital projects. The College Council adopted the Plan. In addition, the planning process updated the Campus Concept Master Plan.

SUNY College at Oswego conducted a feasibility study of alternative locations for a School of Business. In association with Joseph C. Maryak, Architects, HHK provided services for the programming and investigation of the School's relationships to the College's strategic and master plans. The Study required a comparative analysis of SUNY space planning standards with current and future space requirements for the School of Business. In addition, the Study included a benchmarking analysis of comparative business schools.

An extensive consensus-building process involved interviews, analysis of findings, and program requirements. The final Program Study report provided a complete list of all space requirements for the recommended location, schematic design concept, and cost estimates for the reuse of an existing facility.

The SUNY College at Oswego School of Education provides a broad range of undergraduate and graduate programs and has a historic tradition of excellence in teacher preparation and school administrators. Now housed in eight locations, the College desired to conduct a Program Study to consider alternatives to consolidate the School housed. The Program Study required an analysis of the feasibility of several potential locations for an integration of the School's seven departments consistent with the College's strategic and Campus Concept Master plans.

In association with Joseph C. Maryak, Architects, HHK provided services for the programming and evaluation of the School's relationships to the College's strategic and master plans. Development of program requirements included a comparative analysis with SUNY space planning standards, an understanding of pedagogical shifts in School of Education teaching philosophy, and implications of an NCATE evaluation. An extensive consensus-building process involved interviews, analysis of findings, and a schematic design concept for the reuse of two existing buildings. The Program Study includes a complete list of all space requirements for the recommended locations.

The State University Construction Fund, responsible for the master planning and programming and capital planning for the 64 campuses of the State University of New York, retained Mallin-Mendel (Albany, NY) and HHK to develop 5-year capital plans for the College at Plattsburgh. The campus served as one of two pilot studies for a model planning template of capital plans for all SUNY institutions. The template provided a comparative analysis with SUNY space planning standards to determine current facility capacity and future space requirements, analysis of the College's strategic and campus master plans, enrollment data, existing facilities conditions, and departmental program requirements. The planning process included a model for campus community participation in the planning process.

The 5-year Capital Plan programmed facility and infrastructure requirements for the first year that defined several Program Studies and outlined projects with phasing schedules and cost estimates for all proposed capital projects. In addition, the planning process updated the Campus Master Plan.

The Facilities Director of the State University of New York College at Plattsburgh retained HHK to conduct an organizational study of custodial and plant maintenance operations. A two-phase approach provided an analysis of staffing, budget levels, assignments, materials control and purchasing and recommendations for operational improvements for cost-effectiveness and efficiencies.

The State University Construction Fund, responsible for the master planning and programming and capital planning for the 64 campuses of the State University of New York, retained Mallin-Mendel (Albany, NY) and HHK to develop 5-year capital plans for the College of Environmental Science & Forestry (Syracuse, NY). The campus served as one of two pilot studies for a model planning template of capital plans for all SUNY institutions. The template provided a comparative analysis with SUNY space planning standards to determine current facility capacity and future space requirements, analysis of the College's strategic and campus master plans, enrollment data, existing facilities conditions, and departmental program requirements. The planning process included a model for campus community participation in the planning process.

The 5-year Capital Plan programmed facility and infrastructure requirements for the first year that defined several Program Studies and outlined projects with phasing schedules and cost estimates for all proposed capital projects. In addition, the planning process updated the Campus Master Plan.

Harvey H. Kaiser served as the Senior Vice President for Facilities Administration and University Architect at Syracuse University with responsibilities for the capital planning, campus master planning, facilities planning design and construction, maintenance, and world wide real estate activities. Accomplishments include successful management of an annual budget of $40 million and a staff of approximately 700, an annual construction expenditure ranging from $25 to $75 million, implementation of a master plan, maintenance operations, and acquisition and sale of properties. A 15-year program for reduction of the University's substantial deferred management backlog required an expenditure of approximately $250 million.

Designation of 13 buildings on the Register of Historic Buildings ensured future preservation and led to major renovations of the majority of the listed buildings. Oversight for facilities included construction of the School of Communications Complex, Carrier Dome, Science and Technology Center, Student Center(s), School of Management Building, Arts Building, many building additions and renovations, and a comprehensive residence hall renovation program.

HHK to serve as the Owner's Representative for a major Upper School addition and substantial renovations. HHK's involvement in the project during during pre-design and design, bidding, construction, and project close out phases includes participating in architect and construction manager selection, development of space program and contract documents. Additional services will be provided during construction. The approximately 120,000 gross square feet of new construction and 4-5,000 gross square feet of renovations is projected for a summer 2010 groundbreaking, initial occupancy in August 2011, and completion of all phases by August 2012.

HHK assisted R. G Vanderweil (Boston, MA) in a Deferred Maintenance and Capital Renewal Study for Tufts University's undergraduate and graduate campuses in Medford and Somerville, MA, the Medical School in Boston, and School of Veterinary Medicine in Grafton, MA. The project identified all existing deferred maintenance backlogs and capital requirements for facilities on the three campuses.

HHK's activities in the project included a review of survey findings, development of capital budgeting policies and strategies for funding, and client presentations. HHK was directly involved in issues of using the deferred maintenance and capital renewal study findings to develop a University capital planning and budgeting funding policy for adoption by the Tufts University Board of Trustees.

The U.S Department of Education, Office of Civil Rights requested HHK to participate in a review of Texas' implementation of a desegregation plan under the provisions of the Fordice decision. Serving in the capacity of facilities expert, HHK developed an analysis of implementation of a 1983 statewide higher education plan.

A comparative analysis for eight higher education institutions -- including two historically black institutions -- required site visits, an extensive number of interviews, and examination of data and documents. The analysis evaluated the linkages between strategic and campus master plans and the HBI past capital budget requests, campus master plans, and examined the physical character of the eight campuses. A specific focus was the adequacy and suitability of facilities to support programs. In conjunction with the analyses, review of historic funding patterns provided an overview of historic and current differences between the compared institution's facilities. Review of capital funding equity was a component of the study. A report of findings and recommendations served as the basis of a negotiated settlement between Texas and the U.S. Department of Education Office of Civil Rights. HHK participated in the settlement negotiations.

The U.S Department of Education, Office of Civil Rights requested HHK to participate in a review of Virginia's implementation of a desegregation plan under the provisions of the Fordice decision. Serving in the capacity of facilities expert, HHK developed an analysis of implementation of a 1983 statewide higher education plan.

A comparative analysis for eight higher education institutions -- including two historically black institutions -- required site visits, an extensive number of interviews, and examination of data and documents. The analysis evaluated the linkages between strategic and campus master plans and the HBI past capital budget requests, campus master plans, and examined the physical character of the eight campuses. A specific focus was the adequacy and suitability of facilities to support programs. In conjunction with the analyses, review of historic funding patterns provided an overview of historic and current differences between the compared institution's facilities. Review of capital funding equity was a component of the study.

A report of findings and recommendations served as the basis of a negotiated settlement between Texas and the U.S. Department of education Office of Civil Rights. HHK participated in the settlement negotiations.

HHK served the United States Department of Justice as a facilities expert in the Civil Rights case of U.S. & Shannon Faulkner v. The Citadel, The State of South Carolina, et al. The case was a lawsuit by the plaintiff (Shannon R. Faulkner) and the United States of America as an intervenor to assert the rights of all qualified women to attend the Citadel, a public institution. The assignment required an evaluation of facilities aspects of the plan presented to the Court by the Citadel and the State of South Carolina to provide a substantively comparable experience for women by a alternative solution to membership in The Citadel Corps of Cadets. HHK prepared a report of findings, was deposed, and was available for trial testimony.

Based on a Court Order to complete the State of Mississippi's compliance with higher education desegregation, the U.S. Department of Justice requested HHK to review facilities aspects of the case.

A comparative analysis for eight higher education institutions -- including two historically black institutions -- required site visits, an extensive number of interviews, and examination of data and documents. The analysis evaluated the linkages between strategic and campus master plans and the HBI past capital budget requests, campus master plans, and examined the physical character of the eight campuses. A specific focus was the adequacy and suitability of facilities to support programs. In conjunction with the analyses, review of historic funding patterns provided an overview of historic and current differences between the compared institution's facilities. Review of capital funding equity was a component of the study. A report of findings and recommendations served as the basis of a negotiated settlement between Mississippi and the U.S. Department of Justice. HHK participated in the settlement negotiations.

The United States Air Force Academy Base Facilities Commander retained HHK to review facilities management strategies and a facilities assessment study prepared by consultants. The Academy serves multiple roles as a higher education institution, a military base, and a national tourist attraction. These missions are served by facilities and infrastructure reaching the end of a 30 to 35-year life cycle. The total physical plant of the Academy on 18,500 acres of land includes more than 8 million square feet of space, 1,000 buildings, housing for 4,400 cadets and 1,200 families, and extensive support infrastructure. As part of the Academy 2000 program, consultants (CH2MHill) were retained to develop a program of facilities assessments and recommendations for upgrades necessary for the Academy to accomplish its mission.

HHK's inspected facilities conditions, reviewed academic programs, evaluated the consultant's program and findings, and delivered seminars to base staff. An additional task provided guidance for presentations to the Board of Visitors, Secretary of the Air Force, and Department of Defense to obtain necessary funding for maintenance and elimination of facilities functional and physical deficiencies. Final public funding request presentations included HHK observations and comments.

The Secretary of the Navy, concerned with dissatisfaction with the condition of shore infrastructure and the outcome of funding decisions, convened an independent panel to explore facility management requirements and cost. The Panel was charged by the Secretary to identify improvements in, or changes to, management principles and processes that have the potential to confidently deliver the necessary Naval readiness in the most efficient manner.

The Panel met for six months, gathering data through extensive interviews and presentations, reviewing reports, and visiting several Navy and Marine bases for on-site evaluations. The Panel concluded its activities with a report and presentation to the Secretary in February 2003.

HHK provided services as prime contractor for a Space and Accommodations Study for the University Grants Committee of Hong Kong. The UGC manages capital program requests to the Hong Kong government for the eight constituent universities. Use of outdated space planning standards required an evaluation of existing campus space needs and guidance contained in a United Kingdom set of standards. The Study included an international survey of space planning standards. In addition, HHK conducted site visits to observe space conditions, conducted an extensive number of interviews, and reviewed data and documents.

Based on an evaluation of the survey and comparative data on the eight institutions, HHK developed a comprehensive set of space planning standards tailored to the needs of the UGC. The standards abandoned the previous guidelines and introduced a new methodology and standards for all categories of space. A demonstration of application of new standards to assess current and future campus space needs illustrated the impact of the revised methodology. HHK provided several presentations to the University Grants Committee governing board and interested parties. Recommendations of the Study adopted by the UGC now serve as guidance for capital project requests and for project funding authorization by the government of the People's Republic of China.

HHK conducted a facilities management evaluation for the Physical Plant and Facilities Planning and Construction departments for the University of Alaska at Anchorage. Services included an evaluation of the campus master plan and recommendations for a plan update. The University conducted a Program Assessment in 1994 for guidance in budget recommendations and organizational restructuring. HHK services reviewed facilities management functions and provided recommendations for organizational restructuring, staffing levels, efficiency improvements, potential cost savings, and the capital renewal program. A team of two subcontractors participated in more than 50 interviewees and the preparation of the study. HHK also provided guidance to the Chancellor and the Vice Chancellor for Administrative Services on a project for a 600 student residence hall 1,000 seat dining complex.

HHK reviewed formula funding for renovation and renewal and deferred maintenance for the University of Alaska System Board of Regents. The University estimated $150 million in deferred maintenance for the System and requested an evaluation of reported needs, current levels of funding for maintenance and capital renewal, and a funding strategy for the reported deferred maintenance needs. An analysis of documentation outlining the methodology for developing needs, overall constituent campus conditions, and status of funding requests was conducted. Recommendations included the need to verify deferred maintenance estimates, adequate funding of maintenance and capital renewal, and strategies for requesting funds from the State legislature. A report and presentation was made to the Board and campus representatives by televideo conference.

The University of Hawaii's System retained HHK as an advisor for the development of a comprehensive facility management system encompassing the areas of asset, space, and work order system management. The system is intended to develop methodologies and tools for the System's constituent three universities and seven community colleges. The scope of services included a review of the University's goals and purposes to establish clear understanding for the System and institutions for the management systems' applications. Content and procedures for distribution to potential vendors of appropriate systems of a Request for Information (RFI) were evaluated by HHK. prior to on-site presentations by vendors. Subsequent to responses to the RFI, HHK led the process of interviews and recommendation for selection of vendors. Implementation of selected vendor's software applications and staff training is planned for 2008.

In association with Leigh & Orange, Architects (Hong Kong), HHK developed a Campus Master Plan for the University of Hong Kong. The Plan is a strategy for future development of a campus site constrained by limited area with steep slopes and existing development. HHK engaged in the refinement of strategic and academic plans to develop an overall program of 10-year space needs for the University including renovations, potential building removals and replacements, and additional new construction to meet academic, enrollment growth, improvements to the campus appearance and other strategic goals. Special consideration was required to support an overall strategic plan for a transition into the Information Age and to support Hong Kong economic development.

The plan is a visionary proposal for use of the site and reclamation of a large reservoir in the middle of the campus as a multi-building site. The plan introduced a variety of indoor and outdoor public spaces, a revised vehicular and pedestrian circulation system, and addition of over 500,000 gross square feet of new space.

HHK assisted R. G Vanderweil (Boston, MA) in a capital renewal program study for the University of Massachusetts at Amherst. Considered as critical to the University's mission during a recent system-wide strategic planning effort, the overall scope of work included a phased audit schedule of 9.6 million square feet of space and installation of a facilities condition software system. HHK's activities provided assistance in project management, development of capital budgeting and policy strategies, and client presentations.

The University of Missouri-St. Louis retained HHK, in an association with HNTB (Kansas City, MO), to prepare a Program Study for a 143,000 GSF Social Science and Business Building. The Study provided basic information for a capital budget request to the University of Missouri System. Components of the Study included an evaluation of space program requirements, consolidation of an analysis of condition deficiency and renovations for quality improvement, concept designs, cost estimates, and a project-phasing program.

An extensive consensus-building process involved interviews, analysis of findings, and program requirements. The final Program Study report provided a complete list of all space requirements for the recommended location, schematic design concept, and cost estimates for the reuse of an existing facility.

The University of Missouri requested an evaluation of capital budget needs for the four constituent campuses located in Columbia, Kansas City, Rolla, and St. Louis. The request originated with the State legislature and the University's governing board to provide comprehensive and reliable capital plans for the four universities.

In association with HNTB of Kansas City, MO, HHK participated in assessments of all the University's major Education & General buildings for condition deficiencies and program quality requirements. Site visits for inspection of all E&G facilities, extensive interviews, and review of data and documents provided background for findings and recommendations. Consolidation of findings provided a capital plan of prioritized projects for each institution. The study resulted in multi-year capital plans that contained a list of renovation projects and cost estimates for presentation to the University's Board of Curators.

HHK led an APPA team of consultants in the conduct of a facilities management organization review of the University of New Brunswick Physical Plant Department. The team followed the structure and process of the APPA Facilities Management Organization Program. The University of New Brunswick, located in Fredericton, Province of New Brunswick, has a long and rich history and was initially chartered as one of Canada's two oldest institutions of higher learning in 1785. The evaluation covered the APPA FMEP outline of topics:

• Purpose and Goals
• Organization and Resources
• Policies, Procedures, and Processes
• Personnel Training and Development
• Fiscal Planning and Management
• Campus Condition and Appearance
• Communications and Quality of Relationships
• Campus Planning
• Other Considerations

The final report contained 36 recommendations for improvements in the topical areas.

HHK participated in the preparation of a Facilities Strategic Plan for the University of New Mexico. Eva Klein & Associates, Ltd., served as the primecontractor, retained HHK as a subcontractor for the project. Based on an integration with a recently completed UNM Strategic plan, the scope of work established (1) a Strategic Vision for the UNM campus and facilities, (2) a Comprehensive Policy Framework for how facilities are assigned, scheduled and utilized for maximum productivity, (3) Plant management practices, (4) Specify Analytical Tools for capital need identification, and (5) a Comprehensive Financing plan to achieve the needs.

HHK services included participation interviews relevant to project scope and the preparation of space planning standards as a component of a quantitative analysis of institutional capacity for current and projected 10-year enrollments.

The University requested HHK to lead a Symposium on Capital Renewal to inform legislator and Commissioners of Higher Education on the fundamental concepts of capital renewal. The purpose of the Symposium was to draw the attention of underfunded maintenance in New Mexico higher education to the attention of key State policy and decision-makers.

Symposium results were published by APPA in "Charting a New Course for Campus Renewal" (1999).

In association with Eva Klein & Associates, HHK participated in several phases of a comprehensive study of capital facilities adequacy and equity for 16 UNCGA constituent institutions. An intended outcome of the study was 10-year capital plans for all 16 institutions. The study examined historic aspects of capital funding to the institutions, strategic and campus master plans, comparative aspects of adequacy and suitability of facilities to support programs, and methods of alternative capital financing.

Innovative aspects of the study included a model for the 16 institutions' expansion/enrollment growth to accept a one-third projected student increase by 2010. The consultant team trained campus-based staff in data collection as a component of a web-based approach for assembly of information on facilities adequacy (condition and quality). Based on the collected data and analysis, a Facilities Profile for each institution is adopted by several institutions as a programming tool for campus master planning.

The consultant team utilized extensive presentations to the Governing Board, campus staff, and other interested parties to secure adoption of the study recommendations. Conclusions of the study provide the basis for individual 10-Year capital plans for each UNC institution and the entire system. An outcome of the Study is a $3.1 billion bond issue for referendum vote in 2000.

The UNCGA retained Eva Klein & Associates, and HHK as a subcontractor, to develop space planning standards as guidance for the University of North Carolina in the capital planning process for 16 constituent institutions. The consulting engagement included a national survey of all 50 states to serve as the basis for recommended revisions to existing space planning standards and utilization guidelines. The adopted standards and guidelines serve as a component in the evaluation of capital budget requests for review and submission to the University's Board of Governors.

HHK assisted Eva Klein & Associates (EKA) in the development of a funding allocation model for use by the President and Board of Governors to make intra-system allocations to the 16 "constituent" institutions of UNC from pools of funds made available by the General Assembly for facilities repairs and renovations. The North Carolina General Assembly set aside funds, by formula, for distribution to state agencies specifically for capital renewal. UNC receives a "lump-sum" allocation and, in turn, must allocate funds among the 16 institutions.

A national survey of literature of possible models, extensive interviews with state agencies and campus representatives, and a selected mail survey was conducted on capital renewal. An entirely original multivariate formula that uses campus characteristics and facility condition variables was developed to allocate funds rationally to the institutions. The model was successfully applied for distribution of funds in 1995.

At the direction of the North Carolina General Assembly, the University of North Carolina General Administration (UNCGA) initiated a study to develop a rational approach for prioritization of capital project requests among the sixteen constituent institutions of the University. The higher education consulting firm of Eva Klein & Associates (EKA) was retained as the prime consultant with HHK as a subcontractor for the project. The project scope included a review of the current UNCGA capital project prioritization process, extensive interviews within the state, a literature review, and a survey of other states public higher education system's practices. The study recommended a prioritization methodology and criteria successfully adopted by the UNCGA.

At the request of the Assistant Vice President for Facilities Management, HHK provided consulting services for the facilities audit process to the at The University of Toledo. University concerns about the accumulation of deferred maintenance resulted in the desire to initiate a program of backlog reduction. An initial step was to develop a program for an evaluation of plant conditions. 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.

The University of Virginia and the Commonwealth of Virginia required an analysis of maintenance and inspection policies and procedures in the context of expert witness capabilities. The analysis evaluated historical and current practices, with special attention to the historic Jeffersonian buildings. A report was the basis of depositions and trial testimony.

The University of Virginia is conducting a $1.2 billion capital program funded by the Commonwealth of Virginia and university funds. The University retained HHK to study the planning and construction process in order to identify ways to reduce costs of construction and delivery time for major capital projects .

The evaluation, requested by the Board of Visitors, reviewed the entire construction program, the Six-Year Capital Planning Process, requirements of the state and the University, activities of the University's Facilities Planning and Construction department, and Board of Visitors review. Comparative costs analyses for peer institutions and similar projects. The review concluded with a report of findings and recommendations for improvements presented to the Board of Visitors.

During a seven-year period HHK was an Associate Partner in charge of Design and Planning for a comprehensive A/E firm. Under his direction, master plans were prepared for counties, towns, and villages and downtown redevelopment in New York, Vermont, West Virginia, and Puerto Rico. HHK's responsibilities included the client development, project management, and participation in preparation and presentation of studies. Projects include extensive community involvement and development of plans for land use development and regulatory controls. Teams of economic consultants, legal counsel and various engineering disciplines were often engaged as required by the projects.

Wayne State University, a Carnegie Research University I located in central Detroit, retained HHK as a Facilities Consultant to guide the preparation of a research facilities Building Renovation Program. The Program required an evaluation of current and future research activities to determine the scope of renovations to address physical conditions and modernization, and new facilities to support research initiatives.

HHK provided oversight of an A/E firm that served as technical consultants for the evaluation of 2.0 million square feet of existing research space. The evaluation included development of program requirements for 16 research, medical, and science and technology buildings. A specific concern was the extent of deferred maintenance and the need for renovations and/or replacement facilities. HHK participated in a review of findings and recommendations and presentations to the client.

Wellesley College retained the consultant firms of HHK, Eva Klein & Assoc. Ltd., and Symmes Maini McKee & Associates (SMMA) to prepare a Comprehensive Facilities Plan -- a statement of all capital needs presently identifiable in buildings and infrastructure -- that would enable Wellesley to plan and execute an orderly capital improvement plan over the period of a decade or more. A second, and perhaps more important, goal was to establish a better base of information that could be maintained permanently and that would inform and facilitate the College leadership's discussions of priorities.

An eleven-month planning process established a set of strategic facilities planning principles to guide project prioritization, based on extensive assessments of physical condition needs and programmatic needs, and future capital additions. The process included interviews with many campus participants. The final Comprehensive Capital Facilities Plan was incorporated into Wellesley's strategic and policy-making process through approval of the final deliverable in April 2007.

The University, engaged in the development of a strategic plan, determined that a component of the Management Plan for the Department of Facilities Management that required implementation was a comprehensive audit of campus facilities. Sodexho Marriott provides facilities management to the University and retained HHK for guidance in the audit to include:

1. Identification of facilities conditions
2. Project prioritization
3. Functional performance assessment
4. Short- and long-term facilities requirements
5. Identification of revisions to maintenance protocols
6. Assist in development of a communications strategy

HHK provided a report of findings and recommendations and participated in presentations to the campus community.