Addresses topics including: the cost of cleaning, sustainability, determining APPA Levels of Cleanliness in buildings, and scientific measurement of cleanliness. Special sections address the cleaning of residence halls and healthcare facilities. In addition to the cleaning operations of four-year institutions, solutions for public and private K-12 facilities as well as vocational, trade, and community colleges are covered. 356p

A comprehensive guide to maintaining and managing a grounds and landscaping operation. Topics covered include: sustainable grounds operations; green fuels, vehicles, and equipment; and landscape inventory and measurement, environmental stewardship, staffing guidelines, contracting options, position descriptions benchmarking, and environmental issues and laws. The appendices feature a Quality Appearance Program Case Study and an extensive glossary. An independent chapter on snow removal is also included. 225p

A guide for maintenance in facilities. Subjects include zero-based staffing build-up, levels of maintenance and benchmarking; compliance, safety, and sustainability; job descriptions and career ladders; and much more. 297p

Reports on a survey of chief procurement officers at U.S. public four-year universities and university systems, advising on how both institutions and states can make significant improvements through a variety of reforms, while maintaining transparency and accountability in the multibillion-dollar higher education procurement enterprise. The report offers recommendations for key stakeholders: state lawmakers, state procurement officials, college/university and system leaders, and those integrally involved in campus-level procurement operations that can facilitate cost reduction, improve efficiency and enhance quality in public higher education. 38p.

Explores whether planning, design, and construction of buildings should be part of facilities management, with its traditional operations and maintenance functions, or separated from it.

Outlines strategic goals for successful hiring, training, and team commitment for campus facilities management.

Managing contemporary campuses and taking decisions that will impact on those of tomorrow is a complex task for universities worldwide. It involves strategic, financial, functional and physical aspects as well as multiple stakeholders. This article summarises the conclusions of a comprehensive PhD research project which was enriched with lessons learned in the aftermath of a fire which destroyed the author’s workplace. The replacement building allowed her to put her theories and concepts into practice.

Describes efforts underway to save time and money for campus facilities managers who want to certify multiple buildings for LEED for Existing Buildings: Operations and Maintenance (LEED-EBOM).

Discusses seven trends in higher education. These are: bringing multimedia into the classroom, expansion of campus store offerings, new tax reporting requirements for universities operating overseas campuses, energy-efficient IT departments, enhanced security, and "bridging" as a construction project delivery method.

Advocates the consideration of higher education facilities as a portfolio of assets, considering the risks and rewards involved with the individual portfolio components when making decisions about maintenance, repair, remodeling, and new construction. Various risk “scoring” schemes are proposed, depending on the mission of the institution, as well as potential hazards related to location and condition.

Discusses comprehensive qualitative assessment of higher education facilities. The assessment process includes space capacity, facilities quality, special facilities, infrastructure and sustainability. Differing methodologies for qualitative assessment are detailed, with emphasis on the inclusion of pedagogues and others knowledgeable in space configurations and equipment, as well as implementation of the Facility Quality INdex (FCI).

Details five strategies that some higher education institutions are pursuing during the depressed economy. These are: 1) Deferring capital expenditures and reducing facilities costs through consolidation; 2) Increasing use of existing facilities through scheduling, curriculum revisions, and sharing of space with outside groups; 3) Improving sustainability practices; 4) Using technology to change educational delivery; 5) Leveraging the depressed real estate market to leverage capital holdings. 43 references and extensive notes are included.

Profiles these two winners of the 2010 APPA's Award for Excellence in Facilities Management. The award is based on leadership, strategic and operational planning, customer focus, information and analysis, development and management of human resources, process management, and performance results.

Profiles five higher education institutions that received the APPA's 2010 Effective and Innovative Practices Award for facilities management. Awardees were recognized for institutional benefit, innovation, creativity, portability, sustainability, management commitment, employee involvement, documentation, analysis, customer input, and benchmarking.

Advises on calculation and utilization of classroom space use and utilization, space inventory, maximizing available space through density, updating and reuse of older space, and student activity space needs.

Discusses the delivery of quick and friendly service by facilities staff. Customer service endeavors at several campuses are described, as a specific service enhancement strategies.

Acknowledges diverse needs for mail delivery services on different campuses and describes options to consider. Article describes a green mailroom for both ingoing and outgoing mail, and lists opportunities for reducing postage costs for the institution's mail.

Discusses the impact of the current recession on higher education facility construction, the growth of distance learning that requires fewer facilities, and advises facility managers on putting wasted space. Computer-aided facility management is recommended, and seven references are included.

Profiles the University of Las Vegas' program to keep drains clear, describing the equipment they use, training, the advantages of the latest equipment.

Addresses linkage with institutional priorities, institution-wide responsibility, comprehensive assessments, credible capital investment decisions, accountability, and contintinuity in higher educational facilities management. Discusses a major commitment to capital asset preservation and quality.

Discusses the difficulties for facilities managers that deferred capital renewal presents. Methods of quantifying its effect, the risks it presents, its role as a "spoiler" in facilities management plans, and its sustainability are addresssed.

Discusses the advent of risk managers on higher education campuses, who monitor a variety of issues including facility design and construction, hazardous materials, special events, and compliance.

Discusses the particular facility issues at university-affiliated hospitals, where occupancy is 24 hours per day and outages that would be an inconvenience in any other building can become life-threatening. Rapid turnover of patients require extra custodial care, and their continuous presence demands extra courtesy from facilities staff. University hospitals also have additional regulatory requirements to meet, and, in the case of research facilities, must provide accommodations for animals.

Discusses an educational institution's potential liability for property contamination. New and renovated facilities are addressed, with typical sources of contamination and specific instances cited. Risk management, liability coverage, and recovery of damages from contractors are also discussed.

Describes how the University System of Georgia implemented the APPA's Facilities Performance Indicators (FPI) Survey, emphasizing how a considerable portion of the training was done through creative distance learning.

Profiles five higher education facilities programs that won the Association of Higher Education Facilities Officers' award for 2008. The awards recognize new and revamped programs and processes that enhance service delivery, lower costs, increase productivity, improve customer service, generate revenue, or otherwise benefit the educational institution.

Discusses higher education purchasing strategies for a tight economy, including energy management, consortium buying, delaying of capital projects, reductions in residential and food services, online purchasing systems, and moving away from unfavorable state contracts.

Advocates integrated networked building management systems, carbon dioxide monitoring, automatic lighting controls, natural landscaping, photovoltaics, and commissioning of buildings to improve higher education energy conservation.

Describes how two higher education institutions automated their space management and discovered unused capacity that was put to use for expanded course offerings and as rentals to outside groups.

Advises on managing facilities staff to have enough people in the right jobs, particularly in situations where the number of staff in a particular area is too high or too low. Short-term solutions such as hiring contractors to supplement understaffed areas, developing a five-year template for anticipated work needs and employee turnover, and navigating the sensitive areas of work rules and staff morale are addressed.

Discusses the advantages of buying consortia for higher education institutions, using the successful Midwestern Higher Education Compact (MHEC) as an example. This consortium has realized savings in a variety of areas, and has now undertaken a program to seek savings in energy purchasing and healthcare benefits for employees. The projects objectives and activities are discussed.

Addresses the consequences of "decision paralysis" in campus facilities management organizations. Small repairs turn into large ones, systems fail more frequently, the budget is strained, and morale declines both within the department and campus-wide.