Learning Resources

Abstract: Colleges and universities generate a significant amount of hazardous waste daily. Chemistry laboratories, health centers, and motor pools contribute significantly to the problem, upwards of millions of dollars a year for large universities. Recent federal and state regulations cover many hazardous materials and are applicable to insitutions of higher learning. University planners must be aware of this growing problem. Hazardous materials are harmful to humans and the enviroment, often resulting in hazardous waste. These materials are physical hazards--high-pressure gases and radioactive substances; chemical hazards--flammable and toxic; or biological hazards--organisms that can cause human disease. Hazardous waste includes only waste chemicals, not physical and biological wastes. Hazardous substances is a broader category than hazardous waste and includes virgin materials and some radioactive and infectious materials. The Resource Conservation and Recovery Act of 1976 is the major piece of federal legislation dealing with hazardous waste. The Environmental Proection Agencey has promulgated rules for compliance with the act. They include daily and long-term procedures for handling and disposing of waste. The Superfund imposes "retroactive, strict, joint, and several" liability on a potentially responsible party, who is held liable for costs related to prior action not illegal at the time. Many universities are forced to contribute to cleanup costs for a commercial landfill to which they sent waste. Essentially, better planning and management generation and disposal is neceassary. The institution must educate faculty, staff, and students on the importance of waste reduction (minimization of waste production leads to less waste disposal). This agenda can be accomplished once a person or office is designated to manage hazardous materials. A strong commitment from high-level administrators is necessary.

Abstract: Book Review: Successful Program Review, by Robert Barak and Barbara Breier. Jossey-Bass, 1990. 128 pages.

Abstract: Subtitles: Is a Core Possible?; How It All Began; Issues of Consensus and Debate; The Sticky One: Integration; Lessons for Those Planning a New Curriculum. Pull quotes: "Today's core curriculum must be rooted in each college's own academic focus." "The survey findings provided a powerful stimulus to curriculum renewal." "Those decrying lack of student choice were reminded that their own departmental programs were comprised of tightly prescribed requirements." "Integration among departments does not come easily to today's professors." "Potitical and intellectual risk taking is indispensable,"

Abstract: Colleges and universities must search for new sources of revenue as the cost of running and maintaining these institutions continues to skyrocket. Many institutions are now discovering that they are land rich and have many untapped opportunities. The development of income-producing campus property can improve the aesthetic character of the area surrounding an institution as well as provide an important source of income. For successful real estate development, vacant land is necessary. Many colleges and universities have open space surrounding the central campus, close to downtown, or in the country. Second, adminstrators must plan for total resource mangement for peak performance. A third requisite of successful development is "good market research and financial planning." The institution must determine demand for the use of its property. Finally, colleges and universities must have one real estate planner to guide real estate development. The institution should assess development possiblities. Either a team of adminstrators, trustees, and business school experts can adopt a master plan for long-term use of university property, or land use and development consultants can be employed to devise a plan for real estate dvelopment. Three important issues are (1) taxes--while universities are exempt, business property is not, (2) communication with students and alumni regarding the institution's continued goal of maintaining campus beauty, and (3) cooperation between the real estate development planner and administrators and faculty. Thus, planning for toal resource management, with real estate development as a primary element, will provide a wise source of institutional finance.

Abstract: Book Review: On Becoming a Leader, by Warren Bennis. Addison-Wesley, 1989. 226 pages Making Sense of Adminstrative Leadership: The "L" Word in Higher Education, by Estela M. Bensimon, Anna NEumann, and Robert Birnbaum, ASHE-ERIC Higher Education Report No. 1 School of Education and Human Development, George Washinton University, 1989. 109 pages. On Leadership, by John W. Gardner. Free Press, 1990. 199 pages.