Search

This paper discusses the emergence of a management process known as Business Process Redesign (BPR) in higher education, which is promoted as a successor to the Total Quality Management (TQM) approach that has influenced higher education management in recent years. The paper chronicles recent management changes in higher education and the emergence of the BPR model. It also reviews the process's major elements, including its underlying philosophy, theory, and its three-pronged conceptual framework of Discover, Redesign, and Realize. This framework forms the basis for selecting the appropriate change tactics and the formation of a change team to assess current conditions and generate specific redesign ideas based on the development of data which detects existing defects. The paper then reviews two case studies involving procurement practices and physical plant operation. It concludes by making suggestions for the possible implementation of BPR principles by facilities managers. (Contains 12 references.) (MDM)

As part of a critical history of the Association of Higher Education Facilities Officers (APPA), a survey of higher education executives was conducted to ascertain the association's reputation. The questionnaire was sent to the presidents, chief academic officers, and chief financial officers of 102 Southern Association member institutions of higher education. Over 40 percent of institutions responded. While primarily concerned with the association's reputation among institutional executives, questions were asked concerning other associations concerned with institutional facilities. The questionnaire asked about respondents' impressions concerning nine types of higher education associations, recognition of acronyms of 10 groups, respondents' perceptions of the contributions that various associations make, and respondents' specific perceptions regarding APPA's performance in areas considered to be important to the academy and to the individual. Results found that, among the 10 facilities-related groups, only the National Association of College and University Business Officers was widely respected by respondents. A conclusion offers reflections on the difficulties and benefits of association evolution and development. An appendix contains a copy of the questionnaire and tables of results. (Contains 18 references.) (JB)

This paper reviews the basic legal relationships and duties that affect higher education facility management with special emphasis on the relationships with students, faculty, and staff in both public and private colleges and universities. An introduction briefly reviews the development of higher education law beginning with a landmark case in 1819. This section also covers sources of higher education law and general differences for public versus private institutions. The paper notes that the basis of the law in public institutions is predominately constitutional, whereas the basis in private institutions is predominantly contractual. Section 2 looks at management and administration and covers liability, both institutional and personal, in tort, contract, and federal civil rights aspects. Section 3 addresses faculty issues including contracts, personnel decisions, and academic freedom. Section 4 concerns student related issues and covers legal status, student discipline, housing, and security. Section 5 examines institutional relations with the regulatory authority of local government entities as well as state and federal governments. Section 6 concludes by discussing some difficulties in interpreting court decisions and administrative rules and regulations and their implications for physical plant administrators. (Contains 14 references.) (JB)

The University of Georgia (UG) conducted a complete campus building condition evaluation survey in 1989 that identified the nature and magnitude of the capital renewal/deferred maintenance requirements for each campus building. The survey design was based on a model developed by Harlan Bareither at the University of Illinois. Data were collected at weekly meetings held for 3 hours each over several months. The dollar value of all necessary capital renewal and deferred maintenance work was estimated on a building by building basis. The total analysis covered 1,118 buildings comprising over 11 million square feet. The estimate for each building was compared to the total replacement value of the building and the resultant percentage deficiency was recorded. Results found that: (1) roof and window replacements totaled almost $19 million; (2) new fixed equipment and elevators totaled over $36 million; (3) plumbing and fire protection waste piping and sprinkler systems totaled over $22 million; (4) replacement of heating, ventilating and air conditioning systems equipment and controls accounted for almost $79 million; and (5) new distribution wiring and fire alarms were estimated at $22 million. The analysis also noted that under a formula funding system like the one UG uses, the total deficiency of almost 30 percent cannot be corrected with the planned yearly funding level of .75 percent of total replacement cost. (Contains 43 references.) (JB)

A complete campus building condition evaluation survey was conducted at the University of Georgia in 1989 and results for the housing department were analyzed. The survey design was based on a model developed by Harlan Bareither at the University of Illinois that separates building deficiencies into seven general headings. Data were collected at weekly meetings held for 3 hours each over several months. The dollar value of all necessary capital renewal and deferred maintenance work was estimated on a building by building basis. The total analysis of housing department buildings covered 47 buildings comprising over 2 million square feet. The estimate for each building was compared to the total replacement value of the building and the resultant percentage deficiency recorded. The final analysis found that: (1) roof and window replacements totaled almost $3 million; (2) new fixed equipment and elevators totaled almost $5 million; (3) plumbing and fire protection waste piping and sprinkler systems totaled almost $4.5 million; (4) replacement of heating, ventilating and air conditioning systems equipment and controls required over $18 million; and (5) new wiring and fire alarms needs were estimated to require $3 million. A conclusion notes that other colleges and universities may expect deficiency percentages similar to these and that the Bareither model was very thorough. (Contains 45 references.) (JB)