This session provides both a system and campus level perspective as well as a finance and facilities outlook on the problems of deferred maintenance and the strategies to make the case for funding. We will also provide the latest national and regional data on the growing problem of deferred maintenance and the operational implications of not addressing the problem.
Diverse Perspectives on Managing Facilities DemandsSightlines
Aging campus buildings; growing deferred maintenance; less capital funding; more debt – this is what campus leaders are predicting. While all campuses face challenges, the diversity in facilities needs and investment capacity vary from institution to institution. There is no single solution, but campuses that use performance metrics to diagnose their needs are developing strategies to meet their capital needs and improve operating effectiveness. A panel of senior Business Officers from three highly diverse campuses will demonstrate how they use data, analysis, and modeling to meet facility and financial challenges now and in the future.
ERAPPA Webinar on Facilities Trends and Challenges - Co-hosted by SightlinesSightlines
National and Regional Trends for Facilities: What They Mean for Your Campus - learn about key national and northeast college and university data trends with regard to age profile, backlog of deferred maintenance, operating costs, and energy costs. And, with the partnership of Sightlines, how these campuses are responding to the trends and challenges from both a public and private campus perspective.
Foundationbudget - out of district reccomendations June 2015Rob Chamberlain
The document discusses issues with Massachusetts' foundation budget formula for funding special education costs. It notes that actual special education costs, especially costs for out-of-district placements, are increasing much faster than the formula accounts for and faster than Chapter 70 funding growth. This leaves districts with large funding gaps and forcing cuts to programming for general education students. It provides an example for Amesbury Public Schools, which faces a $2 million funding gap for its out-of-district special education costs compared to what the state reimburses. The document recommends options to provide supplemental funding for districts where special education costs are increasing much faster than Chapter 70 aid and the foundation budget accounts for.
The Chicago Public Schools budget faces major deficits over the next three years due to declining revenues and increasing expenses like pensions. The FY13 budget is projected to have a $600-700 million deficit, with FY14 and FY15 deficits expected to exceed $1 billion each. To address this, the budget process aims to maximize funding to schools while reducing central office costs. However, bold actions are needed to solve the district's long-term financial problems, especially growing pension expenses, and this will require cooperation from teachers, principals, and state legislators.
The president shared positive news about improving student retention and achievement rates despite economic challenges. However, state budget shortfalls mean the university faces recurring cuts of 7.3% to its state appropriations. To address a $2.6 million shortfall, the university eliminated positions, graduate tuition waivers, and delayed equipment purchases. A mid-year cut of $0.9 million required additional one-time reductions. The final academic audit report recommends eliminating or reconfiguring some programs to improve strategic alignment under tight budgets.
How Sightlines Can Change the Conversation on Your CampusSightlines
What if you had the tools to create a common vocabulary at your institution that enables stakeholders to get the most from campus space, invest capital dollars strategically to support mission, and reduce the overhead of daily facilities operations?
Explore this presentation to learn how finance and facilities leaders are using Sightlines' facilities intelligence solutions to:
* Unite the often disjointed policies surrounding space management, capital allocation, and operations,
* Forecast and mitigate facilities risks to reduce both failures and backlog,
* Identify key metrics and target changes to save money and become a best practice institution, and
* Tell their story and build constituency for change across campus.
See how our strategic solutions, specifically ROPA+ and Building Portfolios, can make the case for change on your campus.
Why the Roof Hasn't Caved In [Sightlines_CAUBO Webinar]Sightlines
This document summarizes a webinar presentation on facilities trends in higher education and why major failures have been avoided despite growing challenges. The presentation reviewed data showing aging campus buildings, growing deferred maintenance backlogs, and insufficient capital funding increases to address needs. However, campuses have managed risks through better data to prioritize critical repairs, lower cost repairs extending asset life, risk diversification across building portfolios, and investments driven by space upgrades. Examples showed targeting oldest buildings, increasing preventative maintenance, and aligning long-term renewal plans with funding. This proactive management has helped higher education facilities avoid predicted failures while continuing to address growing reinvestment demands.
Sightlines/APLU Capital Infrastructure and Deferred Maintenance Study - Kicko...Sightlines
This interactive session is designed to review the data requirements for the Sightlines/APLU Capital Infrastructure and Deferred Maintenance Study and discuss the overall process.
Diverse Perspectives on Managing Facilities DemandsSightlines
Aging campus buildings; growing deferred maintenance; less capital funding; more debt – this is what campus leaders are predicting. While all campuses face challenges, the diversity in facilities needs and investment capacity vary from institution to institution. There is no single solution, but campuses that use performance metrics to diagnose their needs are developing strategies to meet their capital needs and improve operating effectiveness. A panel of senior Business Officers from three highly diverse campuses will demonstrate how they use data, analysis, and modeling to meet facility and financial challenges now and in the future.
ERAPPA Webinar on Facilities Trends and Challenges - Co-hosted by SightlinesSightlines
National and Regional Trends for Facilities: What They Mean for Your Campus - learn about key national and northeast college and university data trends with regard to age profile, backlog of deferred maintenance, operating costs, and energy costs. And, with the partnership of Sightlines, how these campuses are responding to the trends and challenges from both a public and private campus perspective.
Foundationbudget - out of district reccomendations June 2015Rob Chamberlain
The document discusses issues with Massachusetts' foundation budget formula for funding special education costs. It notes that actual special education costs, especially costs for out-of-district placements, are increasing much faster than the formula accounts for and faster than Chapter 70 funding growth. This leaves districts with large funding gaps and forcing cuts to programming for general education students. It provides an example for Amesbury Public Schools, which faces a $2 million funding gap for its out-of-district special education costs compared to what the state reimburses. The document recommends options to provide supplemental funding for districts where special education costs are increasing much faster than Chapter 70 aid and the foundation budget accounts for.
The Chicago Public Schools budget faces major deficits over the next three years due to declining revenues and increasing expenses like pensions. The FY13 budget is projected to have a $600-700 million deficit, with FY14 and FY15 deficits expected to exceed $1 billion each. To address this, the budget process aims to maximize funding to schools while reducing central office costs. However, bold actions are needed to solve the district's long-term financial problems, especially growing pension expenses, and this will require cooperation from teachers, principals, and state legislators.
The president shared positive news about improving student retention and achievement rates despite economic challenges. However, state budget shortfalls mean the university faces recurring cuts of 7.3% to its state appropriations. To address a $2.6 million shortfall, the university eliminated positions, graduate tuition waivers, and delayed equipment purchases. A mid-year cut of $0.9 million required additional one-time reductions. The final academic audit report recommends eliminating or reconfiguring some programs to improve strategic alignment under tight budgets.
How Sightlines Can Change the Conversation on Your CampusSightlines
What if you had the tools to create a common vocabulary at your institution that enables stakeholders to get the most from campus space, invest capital dollars strategically to support mission, and reduce the overhead of daily facilities operations?
Explore this presentation to learn how finance and facilities leaders are using Sightlines' facilities intelligence solutions to:
* Unite the often disjointed policies surrounding space management, capital allocation, and operations,
* Forecast and mitigate facilities risks to reduce both failures and backlog,
* Identify key metrics and target changes to save money and become a best practice institution, and
* Tell their story and build constituency for change across campus.
See how our strategic solutions, specifically ROPA+ and Building Portfolios, can make the case for change on your campus.
Why the Roof Hasn't Caved In [Sightlines_CAUBO Webinar]Sightlines
This document summarizes a webinar presentation on facilities trends in higher education and why major failures have been avoided despite growing challenges. The presentation reviewed data showing aging campus buildings, growing deferred maintenance backlogs, and insufficient capital funding increases to address needs. However, campuses have managed risks through better data to prioritize critical repairs, lower cost repairs extending asset life, risk diversification across building portfolios, and investments driven by space upgrades. Examples showed targeting oldest buildings, increasing preventative maintenance, and aligning long-term renewal plans with funding. This proactive management has helped higher education facilities avoid predicted failures while continuing to address growing reinvestment demands.
Sightlines/APLU Capital Infrastructure and Deferred Maintenance Study - Kicko...Sightlines
This interactive session is designed to review the data requirements for the Sightlines/APLU Capital Infrastructure and Deferred Maintenance Study and discuss the overall process.
Life Cycle Modeling - Theory Behind TARA - Rick BiedenwegSchoolDude Editors
The document discusses life-cycle modeling for facilities planning. It outlines objectives to estimate maintenance backlogs, predict replacement needs, and provide a sustainable planning tool. A methodology developed in the 1980s is described that uses renewal curves to forecast capital needs based on building systems' lifecycles. The deliverables would include profiles for each building, estimates of current backlogs, and 30-year renewal projections in an easy-to-use software. Sample outputs like histograms and forecasts are shown.
Success Strategies in School Capital PlanningSchoolDude
The document discusses best practices for facility capital planning including identifying needs, prioritizing needs, developing cost estimates, presenting a capital plan for approval, finalizing projects and funding, scheduling work, and implementing and updating the plan. It provides examples of how to categorize projects, develop a long term plan, and highlights the importance of preventative maintenance in extending the life of building systems and reducing long term costs. Facility condition assessments, maintenance requirements, and developing life cycle cost projections are presented as important elements of an effective capital planning process.
Este documento trata sobre los diferentes tipos de pronombres. Explica que los pronombres equivalen a un nombre o sintagma nominal y ejercen las mismas funciones. Luego describe brevemente los pronombres personales, demostrativos, cuantificadores, relativos, interrogativos y exclamativos, señalando sus características principales y funciones.
Grafico diario del dax perfomance index para el 07 11-2013Experiencia Trading
El documento presenta un análisis técnico del índice Dax Performance usando medias simples para identificar niveles de soporte y resistencia. Señala que si el índice mantiene los 8.850 puntos puede alcanzar los 9.100-9.500 puntos, pero si no los supera podría corregir a 8.700-8.150 puntos. Si pierde los 8.700 puntos sería bajista a corto plazo con objetivo de 8.400 puntos. Mientras mantenga los 8.100 puntos es alcista a largo plaz
The document outlines a 5 step process: 1) identify goals and objectives, 2) conduct research, 3) develop strategies, 4) implement plans, and 5) evaluate results. Each step is further broken down with subpoints on necessary actions such as determining key performance indicators for step 1, primary and secondary research methods for step 2, and assessment criteria for step 5. The overall 5 step process presented is for planning, execution, and assessment of a project.
El documento presenta un informe semanal de las actividades de supervisión y retiro de comercio informal en vía pública realizadas entre el 30 de diciembre de 2016 y el 2 de enero de 2017 en diversas colonias de la Ciudad de México. Las acciones incluyeron supervisar zonas para evitar la instalación de puestos, retirar puestos que obstruían el paso o se encontraban fuera de horario, y verificar medidas de seguridad e higiene.
Toronto Best Places to Work Roadshow | Ceridian Glassdoor
Ceridian is a leading provider of cloud-based human capital management technology. The document discusses Ceridian's journey to improving employee engagement. It states that in 2013, Ceridian's culture was quite different, with low employee engagement. Ceridian made employee engagement its top priority and encouraged open communication, conducted regular surveys, aligned values with its brand promise, and measured adoption of company values. This resulted in increased employee engagement and business success over time. The document provides lessons learned from Ceridian's engagement journey.
In our November planning and development club we covered:
- Highways Act tips for developers
- HCA Government house building initiatives and land supply
- planning considerations in a retail context.
O documento discute três exemplos: 1) Afirma que Latour acredita que os homens matam outros homens porque as armas dependem do uso que recebem. 2) Diz que o conhecimento lógico e ontológico deixa de ter status independente do conhecimento trivial ou empírico. 3) Pergunta sobre a paradoxa do comportamento cooperativo descrita por Duncan Watts.
Standardization and Generation of Parents for Open PHACTS Chemical Registry S...Ken Karapetyan
The document describes standards and processes for generating parent structures from chemical registry data. It outlines validation checks performed on chemical structures and issues assigned severity levels. Standardization procedures are described, including disconnecting certain atoms from metals, ionizing acids, dearomatizing structures, and removing chiral flags and stereocenters in some cases. Parent structures are generated by applying different modifications like making structures insensitive to isotopes, stereo, or tautomers. Primary compound keys may be standard InChI or absolute SMILES strings, but a non-standard InChI approach is proposed to better distinguish stereo and tautomers. Feedback is requested to improve the chemical structure standardization and parenting procedures.
As the Chinese authorities inject a fresh $1trn in new credit in the first quarter of 2016, Economist Marcus Wright examines this latest development and what it means for China and the world economy.
The Indian markets ended lower on Friday, extending losses to a second week. The Sensex fell 0.3% while the Nifty closed just above its 100-day moving average. Metals, autos and realty stocks declined while IT, power and telecom rose. Globally, US markets fell on debt ceiling concerns while most Asian markets were mixed. On the commodity front, Brent crude oil rose while gold ended flat. Corporate news included Tata Motors reporting a 7% rise in vehicle sales and IBM announcing a 10-year IT services deal with Manappuram Finance.
The document discusses strategies for improving the Museums at Night festival and organization. It summarizes efforts to [1] streamline email newsletters and fundraising by consolidating mailing lists and donation links, [2] generate income through online crowdfunding campaigns, and [3] simplify responses to inquiries from the public through implementing a live chat function on their website. The results of these efforts included increased subscriber engagement, over £300 raised from individual donors, and the ability to answer visitor questions in a timely manner.
This document summarizes iOS patch analysis techniques. It discusses how iOS rootfs was encrypted prior to iOS 10, but is now unencrypted, making analysis easier. It also describes extracting specific frameworks from iOS update files and using the tool Diaphora to find code differences between updates and identify vulnerabilities. The document advocates collaborating through tools like Slack and GitHub to analyze iOS updates.
OXO Solutions is a leading IT company based in India that provides various web solutions including website design, web application development, internet marketing, and e-commerce solutions to clients worldwide. It has a team of skilled web designers, programmers, and marketing experts. OXO was founded in 1952 and created one of the earliest computer games and one of the first to display visuals on a monitor. The company aims to empower small and large businesses through innovative technology solutions and aims for customer satisfaction and long-term relationships.
A presentation/conversation to be provided by Dr Bex Lewis and Dr David Rush at the Hertfordshire Blended Learning Conference, 17th June 2010. You'll have to come along to see what we actually say alongside it!
Change the Conversation to Address Deferred Maintenance - NACUBO 2015Sightlines
Sightlines latest conference presentation, Change the Conversation to Address Deferred Maintenance, offers four perspectives (the national view, a university system, a campus CFO, and campus facility operations) on how to employ data, analysis, and focused communications to strategically plan for success.
This presentation demonstrates how to:
- Use data to document and package deferred maintenance projects and set priorities to fund projects that support the institutional mission and strategic focus.
- Review actual facility metrics, data, and presentations used with leadership, boards, and external constituents to prioritize projects that remove deferred maintenance.
- Communicate the payoffs of deferred maintenance projects (reduced energy consumption, lowered operating costs, improved programs, etc.) versus the additional costs of waiting to fund projects.
Show Me the Money: Changing the Conversation About Deferred Maintenance and F...Sightlines
This document summarizes a panel discussion on challenges facing higher education facilities. The panel discussed trends of declining enrollment and flat operating budgets putting pressure on aging infrastructure. Specifically, they addressed how institutions are prioritizing programs and investments amid enrollment challenges, balancing new and existing building needs, managing operations across campuses with limited funding, and strategies for gaining support for facilities investments. The panel was composed of facilities leaders from Rutgers University, Penn State University, and University of Hartford who shared their experiences addressing these issues.
Life Cycle Modeling - Theory Behind TARA - Rick BiedenwegSchoolDude Editors
The document discusses life-cycle modeling for facilities planning. It outlines objectives to estimate maintenance backlogs, predict replacement needs, and provide a sustainable planning tool. A methodology developed in the 1980s is described that uses renewal curves to forecast capital needs based on building systems' lifecycles. The deliverables would include profiles for each building, estimates of current backlogs, and 30-year renewal projections in an easy-to-use software. Sample outputs like histograms and forecasts are shown.
Success Strategies in School Capital PlanningSchoolDude
The document discusses best practices for facility capital planning including identifying needs, prioritizing needs, developing cost estimates, presenting a capital plan for approval, finalizing projects and funding, scheduling work, and implementing and updating the plan. It provides examples of how to categorize projects, develop a long term plan, and highlights the importance of preventative maintenance in extending the life of building systems and reducing long term costs. Facility condition assessments, maintenance requirements, and developing life cycle cost projections are presented as important elements of an effective capital planning process.
Este documento trata sobre los diferentes tipos de pronombres. Explica que los pronombres equivalen a un nombre o sintagma nominal y ejercen las mismas funciones. Luego describe brevemente los pronombres personales, demostrativos, cuantificadores, relativos, interrogativos y exclamativos, señalando sus características principales y funciones.
Grafico diario del dax perfomance index para el 07 11-2013Experiencia Trading
El documento presenta un análisis técnico del índice Dax Performance usando medias simples para identificar niveles de soporte y resistencia. Señala que si el índice mantiene los 8.850 puntos puede alcanzar los 9.100-9.500 puntos, pero si no los supera podría corregir a 8.700-8.150 puntos. Si pierde los 8.700 puntos sería bajista a corto plazo con objetivo de 8.400 puntos. Mientras mantenga los 8.100 puntos es alcista a largo plaz
The document outlines a 5 step process: 1) identify goals and objectives, 2) conduct research, 3) develop strategies, 4) implement plans, and 5) evaluate results. Each step is further broken down with subpoints on necessary actions such as determining key performance indicators for step 1, primary and secondary research methods for step 2, and assessment criteria for step 5. The overall 5 step process presented is for planning, execution, and assessment of a project.
El documento presenta un informe semanal de las actividades de supervisión y retiro de comercio informal en vía pública realizadas entre el 30 de diciembre de 2016 y el 2 de enero de 2017 en diversas colonias de la Ciudad de México. Las acciones incluyeron supervisar zonas para evitar la instalación de puestos, retirar puestos que obstruían el paso o se encontraban fuera de horario, y verificar medidas de seguridad e higiene.
Toronto Best Places to Work Roadshow | Ceridian Glassdoor
Ceridian is a leading provider of cloud-based human capital management technology. The document discusses Ceridian's journey to improving employee engagement. It states that in 2013, Ceridian's culture was quite different, with low employee engagement. Ceridian made employee engagement its top priority and encouraged open communication, conducted regular surveys, aligned values with its brand promise, and measured adoption of company values. This resulted in increased employee engagement and business success over time. The document provides lessons learned from Ceridian's engagement journey.
In our November planning and development club we covered:
- Highways Act tips for developers
- HCA Government house building initiatives and land supply
- planning considerations in a retail context.
O documento discute três exemplos: 1) Afirma que Latour acredita que os homens matam outros homens porque as armas dependem do uso que recebem. 2) Diz que o conhecimento lógico e ontológico deixa de ter status independente do conhecimento trivial ou empírico. 3) Pergunta sobre a paradoxa do comportamento cooperativo descrita por Duncan Watts.
Standardization and Generation of Parents for Open PHACTS Chemical Registry S...Ken Karapetyan
The document describes standards and processes for generating parent structures from chemical registry data. It outlines validation checks performed on chemical structures and issues assigned severity levels. Standardization procedures are described, including disconnecting certain atoms from metals, ionizing acids, dearomatizing structures, and removing chiral flags and stereocenters in some cases. Parent structures are generated by applying different modifications like making structures insensitive to isotopes, stereo, or tautomers. Primary compound keys may be standard InChI or absolute SMILES strings, but a non-standard InChI approach is proposed to better distinguish stereo and tautomers. Feedback is requested to improve the chemical structure standardization and parenting procedures.
As the Chinese authorities inject a fresh $1trn in new credit in the first quarter of 2016, Economist Marcus Wright examines this latest development and what it means for China and the world economy.
The Indian markets ended lower on Friday, extending losses to a second week. The Sensex fell 0.3% while the Nifty closed just above its 100-day moving average. Metals, autos and realty stocks declined while IT, power and telecom rose. Globally, US markets fell on debt ceiling concerns while most Asian markets were mixed. On the commodity front, Brent crude oil rose while gold ended flat. Corporate news included Tata Motors reporting a 7% rise in vehicle sales and IBM announcing a 10-year IT services deal with Manappuram Finance.
The document discusses strategies for improving the Museums at Night festival and organization. It summarizes efforts to [1] streamline email newsletters and fundraising by consolidating mailing lists and donation links, [2] generate income through online crowdfunding campaigns, and [3] simplify responses to inquiries from the public through implementing a live chat function on their website. The results of these efforts included increased subscriber engagement, over £300 raised from individual donors, and the ability to answer visitor questions in a timely manner.
This document summarizes iOS patch analysis techniques. It discusses how iOS rootfs was encrypted prior to iOS 10, but is now unencrypted, making analysis easier. It also describes extracting specific frameworks from iOS update files and using the tool Diaphora to find code differences between updates and identify vulnerabilities. The document advocates collaborating through tools like Slack and GitHub to analyze iOS updates.
OXO Solutions is a leading IT company based in India that provides various web solutions including website design, web application development, internet marketing, and e-commerce solutions to clients worldwide. It has a team of skilled web designers, programmers, and marketing experts. OXO was founded in 1952 and created one of the earliest computer games and one of the first to display visuals on a monitor. The company aims to empower small and large businesses through innovative technology solutions and aims for customer satisfaction and long-term relationships.
A presentation/conversation to be provided by Dr Bex Lewis and Dr David Rush at the Hertfordshire Blended Learning Conference, 17th June 2010. You'll have to come along to see what we actually say alongside it!
Change the Conversation to Address Deferred Maintenance - NACUBO 2015Sightlines
Sightlines latest conference presentation, Change the Conversation to Address Deferred Maintenance, offers four perspectives (the national view, a university system, a campus CFO, and campus facility operations) on how to employ data, analysis, and focused communications to strategically plan for success.
This presentation demonstrates how to:
- Use data to document and package deferred maintenance projects and set priorities to fund projects that support the institutional mission and strategic focus.
- Review actual facility metrics, data, and presentations used with leadership, boards, and external constituents to prioritize projects that remove deferred maintenance.
- Communicate the payoffs of deferred maintenance projects (reduced energy consumption, lowered operating costs, improved programs, etc.) versus the additional costs of waiting to fund projects.
Show Me the Money: Changing the Conversation About Deferred Maintenance and F...Sightlines
This document summarizes a panel discussion on challenges facing higher education facilities. The panel discussed trends of declining enrollment and flat operating budgets putting pressure on aging infrastructure. Specifically, they addressed how institutions are prioritizing programs and investments amid enrollment challenges, balancing new and existing building needs, managing operations across campuses with limited funding, and strategies for gaining support for facilities investments. The panel was composed of facilities leaders from Rutgers University, Penn State University, and University of Hartford who shared their experiences addressing these issues.
Exploring the State of Facilities - Your Chance to "Ask Sightlines"Sightlines
How does a campus turn back the clock on their facilities? How do we address growing backlog needs with limited or shrinking funds? What energy projects can reduce consumption and boost our bottom-line?
These are a few of the questions answered by Sightlines experts in this informative and engaging webinar as we offer an in-depth discussion of the benchmarks, trends, and best practices introduced in our 2014 report The State of Facilities in Higher Education.
Additionally, this interactive presentation:
- Explores the analysis that serves as the basis for our industry-leading database and the report it informs
- Shows data that goes beyond the broad trends
- Offers strategies for success and case studies showing innovative solutions to common facilities challenges
Challenges to the Physical Campus: How to Change the Conversation about Facil...Sightlines
This document summarizes a panel discussion on challenges facing physical campuses. The panel discusses trends of slower campus space growth compared to enrollment growth. They address how aging buildings and growing maintenance backlogs are being managed with limited funding. Strategies proposed to address these issues include building strategically to support plans, reducing underutilized space, prioritizing investments over 5 years, maintaining buildings annually, and incentivizing savings to increase capital budgets. The panelists from University of Vermont and Bentley University discuss how they are implementing these strategies and securing support.
Taming Deferred Maintenance Before the Roof Caves In (2016 Sightlines NACUBO ...Sightlines
This document provides an overview of facilities trends in higher education based on data from 377 institutions in the Sightlines State of Facilities Database. Some key findings include:
- Space is growing faster than enrollment, with the exception of some research institutions. 67% of campus space was built between 1955-1975 or 1995-2015.
- Despite increases in capital investment, deferred maintenance backlogs continue to rise as investment has not been enough to address aging campuses.
- After years of flat funding, facilities operating budgets saw modest increases in 2014-2015.
- Case studies of Rutgers University and Chapman University show strategies they are employing to address challenges like older building stock and inadequate capital investment through policies around space utilization and
Making the Case for Future Facilities Funding_CAPPA 2015Sightlines
This session explores how The University of Arkansas was able to create a 15-year Facility Renewal & Stewardship Plan to address their keep-up and catch-up costs while planning for the future despite previously struggling to develop a cohesive strategy to address their alarming growth of deferred maintenance, which totaled approximately $245 million. With a sound project selection process in place and an innovative, yet modest, student facilities fee, The University of Arkansas has prevented the accumulation of additional deferral, while also reducing the backlog by over $75 million.
This session features Mike Johnson, Associate Vice Chancellor for Facilities at The University of Arkansas, and Matt Bausher, Senior Director of Member Services at Sightlines.
Exploring the State of Facilities 2014 [Part 3]: Capital InvestmentSightlines
During this webinar, Sightlines Vice President Jim Kadamus and Associate Vice President Jay Pearlman offer an in-depth discussion of the benchmarks, trends, and best practices introduced in our 2014 report The State of Facilities in Higher Education.
Part 3 discusses the recent increased reliance on annual institutional capital by facilities leaders committed to slowing the rate of facility deferral and how overall spending has shifted since the recession. The growing deferred maintenance backlog is also discussed and we explore long-term capital execution strategies designed to define and draw down on that backlog.
WACUBO 2012 Presentation: How the Oregon University System is Attacking Defer...Sightlines
Viewers will learn how Oregon University System (OUS) made the case for a 500% capital budget increase from 2001-03 to 2009-11 to attack deferred maintenance. Representatives from OUS, Portland State University (PSU) and Sightlines will discuss they used performance measurement and analysis, developed a political strategy for securing resources, and are implementing a plan for rapidly enacting capital projects at the campus level.
Additionally, Portland State University (PSU) will provide an excellent case study on the impact of the new funding. With a very densely populated urban campus, one of the oldest space profiles in the system, and the largest backlog of deferred projects, the additional funding significantly impacted PSU. PSU will discuss their strategic selection of renovation projects, which both greatly benefited academic programs and improved the overall condition and appearance of campus.
Unleash the Power of Prediction with ROPA+Sightlines
With today's capital and operating budget pressures, effectively communicating past success is important, but to continue to thrive, you must be able to look into the future.
What if you had the tools to...
Forecast life cycles, capital needs, and facilities risks?
Create operational and investment goals and continually track performance?
Re-balance your facility strategy and make mid-course corrections to become a "Best in Class" performer?
To give you these tools, Sightlines proudly introduces the next evolution of our facilities benchmarking and analysis service: ROPA+
University of Tennessee Knoxville Facilities Exposed - The Story Behind the F...Sightlines
Come take a look behind the orange curtain as UTK tells their facilities story. With a new university plan to become a Top 25 Research Institution the facilities organization is faced with the incredible challenge: show that facilities service can lead the University’s drive to top 25. This shifts the discussion about facilities from being a cost center that should be minimized to being a key contributor in creating an outstanding student and faculty experience.
With so much change forthcoming where would you start? For the facilities organization it begins with a little introspection. In order to build a house you must begin with a good foundation. Over the last 2 years, the facilities services group at the University of Tennessee has undergone a reorganization designed to achieve 3 core goals:
Target resources to shift from a reactive to proactive maintenance department;
Align resources to improve customer service;
Preserve the strengths of their current facilities service team.
A critical step to creating buy in from senior leadership for these changes was to show that facilities service knew where their strengths and opportunities were and that they had a plan. Together with Sightlines, UTK has utilized data and benchmarking to establish a baseline from which they can evaluate their successes and target future areas.
University of Tennessee, Knoxville will demonstrate how these baselines were created, what they are, and how they are being used to engage campus leaders to make the case for appropriate resource allocation.
Using Metrics for Facilities Resource Advocacy at the University of North Tex...Sightlines
All higher education facilities management professionals have a story to tell campus leadership. This story focuses on facility needs in both physical asset management and facilities operational management, and it can be crucial to an institution’s future. How can facilities managers tell their story to have the most influence on key decision makers and gain their support?
This presentation, entitled "Using Metrics for Facilities Resource Advocacy," featured the University of North Texas (UNT) and highlighted how they have effectively used metrics to tell their facilities story. Armed with third-party verified data and associated metrics, facilities leaders were able to help senior decision makers better understand the campus’ facilities. Specifically, UNT was able to accurately inform their leadership of their space profile and financial challenges making the case for additional funds to reduce their backlog. They were also able to gain support from the UNT Board of Regents for a system-wide application of the data gathering and management model. Going forward, UNT is considering ways metrics can be used to help improve their current space utilization on campus.
The State of Facilities in Higher Education: An In-Depth Look at the 2015 Tre...Sightlines
In Sightlines’ State of Facilities in Higher Education report, in both 2013 and 2014, we cited warning signs of new challenges for colleges and universities. These trends have accelerated in 2015 and suggest that for many institutions the recovery, if it ever really occurred, was a temporary situation. Our 2015 report shows that enrollment and financial pressures require finance and facilities leaders to yet again find new ways to address the latest challenges.
In this webinar, we delve deeper into the trends that informed our analysis and provide insight into aligning space, capital, and operations. We also offered an opportunity for attendees to "Ask Sightlines" about the key facilities challenges they face and learn about innovative solutions at campuses across the country designed to address them.
Out with the Old - Creating a New Paradigm Around the Fate of Your BuildingsEric Nolan
Does your campus maintain too many small or outdated buildings? Have a growing backlog due to limited resources? Deal with a strained operations budget? You might also be struggling to make key decisions about when to renovate, replace, or knock down buildings on your campus. Thankfully, you're not alone, and there are solutions.
Rutgers University has been there too. Yet, with proper planning and data support, they were able to make major policy changes that have improved their situation.
In this webinar, Jim Kadamus of Sightlines and Tony Calcado of Rutgers University discuss:
- Why facilities must secure a seat at the table to engage campus leadership in a new, more focused conversation about space allocation
- What data made the case that a paradigm shift was needed and how it affected institutional policies
- How strategic divestment decisions can have a broad impact on campus and what it means for the future.
Out with the Old - Creating a New Paradigm Around the Fate of Your BuildingsSightlines
Does your campus maintain too many small or outdated buildings? Have a growing backlog due to limited resources? Deal with a strained operations budget? You might also be struggling to make key decisions about when to renovate, replace, or knock down buildings on your campus. Thankfully, you're not alone, and there are solutions.
Rutgers University has been there too. Yet, with proper planning and data support, they were able to make major policy changes that have improved their situation.
In this webinar, Jim Kadamus of Sightlines and Tony Calcado of Rutgers University discuss:
- Why facilities must secure a seat at the table to engage campus leadership in a new, more focused conversation about space allocation
- What data made the case that a paradigm shift was needed and how it affected institutional policies
- How strategic divestment decisions can have a broad impact on campus and what it means for the future.
The State of Facilities at Eastern Region Institutions JUNE16Sightlines
The document discusses facilities challenges facing universities in the Eastern region of the United States. It notes that 58% of campus space is over 25 years old, and the percentage over 50 years old continues to rise, compounding renovation needs. Campus density in the region is also higher than other regions, increasing strain on building maintenance. Capital funding recovered slowly after cuts in 2010, but annual capital spending has risen as universities rely more on their own funding. The mix of capital projects has shifted toward high priority needs like building envelopes and systems. Facilities operating budgets and staffing levels are also rising slowly. As a result of slow funding growth, facilities backlogs have increased 23% since 2008. The document recommends strategies like understanding building port
The tentative budget document provides an overview of the Clark County School District's budget for the 2013-2014 fiscal year. It highlights several major areas seeing expenditure increases, including employee compensation, bus purchases, staffing levels, and academic initiatives. It also notes declines in areas like state funding, property tax revenues and the ending fund balance. The tentative budget totals over $2.1 billion in expenditures and relies on $34 million in medium-term financing to cover replacement buses and computers.
The State of Facilities: Preventing Your Biggest Asset from Becoming Your Big...Sightlines
This document lists several university and college names. It then discusses a company called Sightlines that provides facilities intelligence and tools for strategic planning, analysis, benchmarking, capital planning, space management, and sustainability to higher education institutions. The company works with over 70% of top 20 colleges and universities. It collects data on over 52,000 buildings in the U.S. and Canada.
Exploring the State of Facilities 2014 [Part 4]: Operations Effectiveness & E...Sightlines
During this webinar, Sightlines Vice President Jim Kadamus and Associate Vice President Jay Pearlman offer an in-depth discussion of the benchmarks, trends, and best practices introduced in our 2014 report The State of Facilities in Higher Education.
Part 4 explores the challenges of the day-to-day operations on campus that are caused by flat operating budgets that are unable to keep up with inflation, increasing staffing coverages, and an inability to protect energy savings. In response, strategies for increasing planned maintenance investments to offset scarce resources and examples of policy shifts that have allowed facilities leaders to protect and re-allocate energy savings are also discussed.
Changing the Conversation in Facilities Management - A Step Towards Total Cam...Sightlines
As a result of increasing demands for capital renewal investments at a time when resources are limited, we need a new conversation around facilities at our campuses. This conversation needs to engage stakeholders and force a dialogue regarding institutional priorities and facilities initiatives that support them. An institution-wide understanding of space priorities and capital needs must drive operating changes that stick.
Facilities leaders need to use a language that creates alignment throughout the institution and drives effective policies. They need to create constituency for a multi-year capital plan. They need to communicate results to drive credibility and maintain support. During this presentation, participants will learn different strategies for engaging with various constituencies on campus in order to create facilities plans that are technically sound and tie to mission and finance. Working together, we can create a dialogue that resonates from the board room to the boiler room.
4- Communicating with Debt Stakeholders- Matt Pearson & Jason PottsMassDevelopment
An overview of the current strategies for higher education institutions to communicate with investors and approach financing, by Matt Pearson of Morgan Stanley and Jason Potts of Suffolk University. part of Current Topics in Tax-Exempt Finance 10/29/2010
Similar to Making the Case for Funding Deferred Maintenance Before it's Too Late - Sightlines/CACUBO 2014 (20)
State of Sustainability in Higher Education 2017Sightlines
Join Sightlines and the UNH Sustainability Institute as we analyze campus efforts to mitigate and adapt to climate change, provide an update on higher education's progress with energy efficiency, and introduce new data and discussion surrounding space management and mechanical upgrades.
2017 State of Facilities in Higher EducationSightlines
Join Sightlines as we shine a spotlight on the trends and best practices that dominated 2017 and will continue to influence campus facilities nationwide in 2018.
Put Your Facilities Data to Work: 5 Steps for Strengthening Your Case on CampusSightlines
When it comes to obtaining funding, nothing generates greater impact than clearly visible benefits. The data is at your fingertips…but how do you create the compelling context needed to secure that much-needed funding?
Join Sightlines for a revealing look at the power of benchmarking data and how to harness five key components to accurately convey the value that Facilities brings to your institution and make a stronger case for affecting change on campus.
Developing the Capital Plan is Only Half the Battle [ERAPPA 2017]Sightlines
Discover the latest facilities trends in higher education and how Penn State was able to develop a capital plan utilizing advanced "facilities intelligence."
More with Less: Five Strategies for Facilities Success [MAPPA-CAPPA 2017]Sightlines
This document provides an overview of a presentation about five strategies for facilities success at the University of North Texas. It introduces the presenters and their backgrounds and experience. It then discusses national trends in higher education facilities including aging infrastructure, growing space needs exceeding enrollment growth, and constrained budgets. The presentation focuses on how UNT has addressed these challenges through five strategies: looking ahead at future enrollment, building strategically to meet needs, pursuing efficiency through right-sizing space, prioritizing maintenance to "keep up", and rewarding cost savings. It provides examples of how UNT utilizes tools like annual assessments, classroom utilization analysis, and job order contracting to implement these strategies.
Doing More with Less: Solutions for Managing Facilities on a Limited BudgetSightlines
The document provides an overview of a webinar presented by Sightlines on managing facilities on a limited budget. It discusses common challenges faced by institutions like declining enrollment, aging infrastructure, and unpredictable capital funding. It then presents three proven practices for facilities management: optimizing the use of existing space, offsetting capital costs with reduction projects, and reorganizing facilities operations to eliminate deferred maintenance. Attendees are encouraged to ask questions during the webinar.
Making the Case for Campus SustainabilitySightlines
Sightlines looks at the interplay between enrollment trends, financial success metrics, and operational success metrics to help build the business case that sustainability is an integral component to a successful facilities operation.
Planning for the Future: Adapting Facilities to Tomorrow's NeedsSightlines
Facilities plays a key role in managing campus growth in ways that support the institution’s overall mission without over-extending available resources. Being able to prepare for the best while planning for the worst, while no easy feat, is essential in today’s rapidly changing marketplace. In this webinar, Sightlines outlines how using data-driven planning to create and communicate a clear vision of your campus facilities can ensure approval for the maintenance and capital projects required to set your campus ahead.
What you'll learn:
- How to better prioritize projects by using a portfolio framework
- A new approach for performing facility assessments that institution stakeholders can act on with confidence
- How to plan to meet future workforce challenges
- Strategies for creating long-term facility plans that account for market volatility
Exploring the State of Sustainability in Higher Education 2016Sightlines
This presentation explores the latest trends and achievements in higher education sustainability and features a review of the 2016 findings by highlighting each stage of the building life cycle.
2016 State of Facilities in Higher EducationSightlines
The document summarizes the key findings from the 2016 State of Facilities in Higher Education report. It finds that deferred maintenance backlogs continue to rise significantly across institution types due to aging building stock constructed during a period of rapid, poor quality construction that has received insufficient capital funding for renovations. Space is growing faster than enrollment, especially at public institutions, contributing to lower campus density. Capital investment in existing space is increasing steadily but annual amounts remain below the growing deferred maintenance need. Operations budgets have increased modestly while energy usage and costs are declining modestly through fuel switching.
How UMass is reducing its deferred maintenance backlogSightlines
With enrollment swelling over 70,000 students, facilities and finance leaders at the University of Massachusetts system and its individual campuses knew they must implement a plan to address this growth while properly maintaining their facilities. Using a comprehensive strategy, the University of Massachusetts system is on track to reduce its deferred maintenance backlog by nearly 30% over the next three years. One representative from the UMass system discussed the benefits of a system-wide approach for handling deferred maintenance, and how Sightlines’ data helped provide the necessary tools.
When You Come to a Fork in the Road, Take It: Rutgers & Sightlines ERAPPA 201...Sightlines
In this presentation, Rutgers University discussed their process for establishing best practice policies during the largest merger in Higher Education’s history.
On July 1, 2013, the largest merger in the history of U.S. higher education occurred when Rutgers University and the University of Medicine and Dentistry of New Jersey (UMDNJ) created a super-sized Rutgers with 67,000 students, 27 million gross square feet of space and 1,100 additional employees. The merger was only the beginning. In addition to the UMDNJ integration, the facilities departments for housing and satellite campuses were restructured under one facilities umbrella as a unified organization.
As Yogi Berra, a long time New Jersey resident, once said: “When you come to a fork in the road – take it.” Faced with having to manage and deploy over 1,700 people, an annual facilities operating budget of $227 million, and a capital budget of $150 million, consolidation brought Rutgers leadership to that fork in the road.
Since the merger, Rutgers facilities leaders have been navigating in a climate of change and closely examining every aspect of their facilities across multiple campuses, using data-driven, comparative metrics and analysis provided by Sightlines. An expert panel will discuss the process used to engage stakeholders (including administration, faculty, students and staff) and change the philosophy about managing space, operations and capital planning.
Attendees will learn:
How to engage campus leadership and facilities staff about using data and analysis during a time of major change;
How to standardize policies and procedure to maximize quality of services within budgetary constraints;
How to change and manage expectations of the campus community about levels of service for maintenance, custodial and grounds;
How data and analysis can lead to changes in campus philosophy regarding use and interaction of space, capital planning and operations to improve capital investments and facilities operations in significant ways.
From Boiler Room to Board Room: Creating Alignment with Non-Facilities Profes...Sightlines
Learn how Lebanon Valley College and the University of Georgia are creating alignment from the boiler room to the board room using Sightlines' third-party data and analysis.
Prepping for the President: Planning Rutgers' 250th CommencementSightlines
Imagine the President of the United States chooses to make a commencement address at your institution. It’s a big deal, right? What if this ceremony also marked your institution’s 250th anniversary, and you expect more than 50,000 attendees, rain or shine? Then it’s a huge deal. And what if your commencement task force had less than a month to finalize plans? Talk about a perfect storm.
This was situation that Rutgers University faced this spring, when they learned on April 14 that President Obama had decided to make a speech during commencement on May 15.
This presentation explores the historic visit and the massive preparation effort involved in its execution from Tony Calcado, Senior Vice President, Institutional Planning and Operations, who served as chair of the commencement task force. Hear about logistics challenges including transportation, public safety and off-site locations.
The State of Facilities at Midwestern InstitutionsSightlines
The document lists various universities and their facilities data. It then provides a summary of key trends in facilities for Midwestern universities:
- Over 60% of space is over 25 years old, posing reliability risks as components age past their lifecycles.
- Enrollment has remained flat while space has increased, resulting in a 22% decline in student density and raising questions about space management.
- Capital funding recovered in 2013 after cuts in 2010 but remains below inflation-adjusted levels, forcing campuses to do more with less in operations and maintenance.
- Shifting investments to building envelopes and systems over space upgrades extends the lifespan of renovations. However, backlogs continue rising due to limited funding
Sightlines Membership Update - The Value of Integration with GordianSightlines
This presentation explores recent Sightlines membership updates and the value of our integration with Gordian. As part of a new, larger organization, Sightlines is now able to offer enhancements and added value to those with whom we work. Examples include:
- Improvements to our current Facilities Intelligence Solutions leveraging RSMeans cost estimation data and technical expertise
- Enhanced strategic reviews of capital project management processes
- Integration with Gordian's offerings across the full lifecycle of construction including Job Order Contracting procurement solutions.
Data & Sustainability: How the Right Data Creates SuccessSightlines
Many sustainability officers are stretched thin by their duties, which includes a heavy workload of measuring and reporting data, both internally and externally. Despite this potential drawback, data is not the enemy of sustainability leaders. In fact, data and sustainability can go hand-in-hand as you build your case and outline opportunities for future improvements.
In this presentation, you'll learn:
- How data can help you overcome industry trends and make a difference on campus
- Ways data can build constituency around sustainability goals
- The value of verified data & peer context
- How reporting burdens can be eased
Creating Alignment with Non-Facilities Professionals - APPA 2016Sightlines
How does the facilities manager create alignment with non-facilities professionals and up the reporting ladder? How do you assure yourself a seat at the table where you can communicate past successes and future investment requirements to drive the institution forward and deliver best-in-class service? You can use data, like many facilities leaders nationwide, who are arming themselves with validated longitudinal data, peer comparisons, and predictive analytics. By creating a common vocabulary that can be understood and communicated from the boiler room to the boardroom, you become a better partner to all constituents at your institution.
Presenters:
Ralph Johnson, AVP, Facilities Management Division, University of Georgia
Don Santostefano, Senior Director, Facilities Management, Lebanon Valley College
Kevan Will, Account Manager, Sightlines
Don't Leave Your Facilities Needs to Chance: From Game Plan to Master PlanSightlines
This presentation explores what facilities leaders can do when rolling the dice doesn't work regarding the management of deferred maintenance. You'll also learn how to:
- Maximize the value of a deferred maintenance assessment
- Integrate deferred maintenance data with a master plan
- Optimize institutional resources to mitigate risk
- Be a partner in program success rather than a follower
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
Making the Case for Funding Deferred Maintenance Before it's Too Late - Sightlines/CACUBO 2014
1. Making the Case for Funding
Deferred Maintenance Before it’s
Too Late
Jim Kadamus – Vice President
Sightlines
Cuba Plain – Assistant Vice President for Budget Planning and Development
University of Missouri System
Walt Branson – Vice Chancellor for Finance and Administration
Missouri University of Science and Technology
Bob Simmons – Associate Vice Chancellor for Administration
University of Missouri Kansas City
2. Changing the Conversation
Space
Understand how age
profile drives capital
and operational
demands
Capital
Multiyear plans that
align to mission &
risk
Operations
Improve
effectiveness &
lower facilities
overhead impact
3. Sightlines’ National and
Regional Trends
Speaker:
Jim Kadamus, Vice President
Company:
Sightlines, LLC
Date:
October 6, 2014
4. CACUBO Region
Included CACUBO States:
Illinois, Indiana, Iowa, Kansas, Michigan,
Minnesota, Missouri, Nebraska, Ohio,
Oklahoma, South Dakota
49 Total Campuses
29 Public campuses
20 Private campuses
342,947,907 Total GSF
725,057 Students educated
Purple states: Sightlines & CACUBO members
Grey States: CACUBO but not Sightlines members
5. Campus Space and Enrollment
9%
8%
7%
6%
5%
4%
3%
2%
1%
0%
2007 2008 2009 2010 2011 2012 2013
Percent Change of Enrollment & Space
Growing Campus Enrollment
CACUBO Average within Sightlines Database
Regional Space Growth Regional Enrollment Growth
6. Campus Space and Enrollment
12%
10%
8%
6%
4%
2%
0%
‐2%
Comprehensive Institution Research Institution Small Institution
2007 2008 2009 2010 2011 2012 2013 2007 2008 2009 2010 2011 2012 2013 2007 2008 2009 2010 2011 2012 2013
Percent Change of Enrollment and Space
Growing Campus Enrollment
CACUBO Region By Constituent Group
Space Growth Enrollment Growth
7. Database Construction Trends
Pre-War Post-War Modern Complex
12%
10%
8%
6%
4%
2%
0%
60
50
40
30
20
10
0
Total Database GSF Constructed (Millions)
Constructed Space Since 1880
Sightlines Database CACUBO (%)
8. The Aging Campus
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Public Average Private Average
2007 2008 2009 2010 2011 2012 2013 2007 2008 2009 2010 2011 2012 2013
% of Space
Square Footage by Age Category
CACUBO Region Renovation Age
Under 10 10 to 25 25 to 50 Over 50
9. Capital Spending Public vs Private
$6.00
$5.00
$4.00
$3.00
$2.00
$1.00
$0.00
Public Average Private Average
2007 2008 2009 2010 2011 2012 2013 2007 2008 2009 2010 2011 2012 2013
$/GSF
Capital Investment into Existing Space
CACUBO Region
Annual Capital One‐Time Capital Average
12. Operating Budgets 14%+ Short of Inflation
CACUBO Operating Budgets – Public vs. Private
Public Average Private Average
$4.39 $4.35
$3.44 $3.53 $3.63 $3.54 $3.50 $3.57 $3.57 $3.41
$3.70 $3.56 $3.51 $3.47 $3.53 $3.47
$0.23 $0.24
$0.26 $0.28 $0.29 $0.33 $0.34
$0.24
$0.24
$0.27 $0.26 $0.25 $0.24 $0.26
$4.50
$4.00
$3.50
$3.00
$2.50
$2.00
$1.50
$1.00
$0.50
$0.00
2007 2008 2009 2010 2011 2012 2013 2007 2008 2009 2010 2011 2012 2013
$/GSF
Daily Service Planned Maintenance
13. Conclusions
In the CACUBO region, campus enrollment is growing faster than campus
space, increasing campus density
Aging facilities are competing with faculty needs and financial aid for funding
Capital funding has only just returned to historic levels following the recession,
private universities in the region have surprisingly seen less growth
Backlogs are growing and at public campuses reaching unsustainable levels
Funding for facilities operations have not kept pace with inflation, meaning cuts
in staffing and contracts
14. University of Missouri System
Speaker:
Cuba Plain, Assistant Vice President for Budget
Planning and Development
Institution:
University of Missouri System
Date:
October 6, 2014
15. 29.5M
GSF
1,500+
Buildings
24,000 Employees
75,272 Student Headcount
58,163 Student FTE
Total
Operating
Budget:
$3B
$8.5B
Facilities
Replacement
Value
Land grant institution with four campuses,
hospital & clinics, system administration,
experiment station and farms
System Profile
16. Changes and Challenges
34% growth in headcount and 42% growth in FTE
students since FY2001
Legislative limits on tuition increases equal to CPI
State operating appropriations down almost $30 million
since FY2001 in nominal terms
Flat nominal state operating appropriations since 2010
which resulted in a cumulative real loss of $300 million
No new state capital appropriations since FY2008,
minimal investment between FY2001 and FY2008
17. State Appropriations Over Time
$550
$500
$450
$400
$350
$300
$250
$200
$150
$100
$50
$0
FY10 FY11 FY12 FY13 FY14
$ in Millions
Actual Appropriation Received CPI Adjusted Appropriation Cumulative Difference
18. $80.00
$70.00
$60.00
$50.00
$40.00
$30.00
$20.00
$10.00
$0.00
2009 2010 2011 2012 2013
$ in Millions
UM Annual M&R Spending
by Sightlines
Institutional Recurring Capital One‐time capital Sources
Sightlines Recommended Annual M&R Target
Backlog
Stabilized
Backlog
Increases
Funding Levels Fall Short
19. Backlog of Need Increased by 57%
$1,400.00
$1,200.00
$1,000.00
$800.00
$600.00
$400.00
$200.00
$0.00
$838 M
$1,317 M
FY09 FY13
$ in Millions
Facilities Needs Backlog by Priority
Critical ‐ Now Urgent < 1Yr Necessary 2‐5 Yr Recommended 6‐10 Yr
20. Facilities Condition by Campus
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
UM System FCNI Rating of E&G Buildings
Poor Condition Below Average Condition Fair Condition Good Excellent Condition
43% 38% 39%
MU UMKC S&T UMSL
80%
22. Predicting Future Condition
Best Practice ≤ 0.30 FCNI
28%
FCNI
41% 41%
36%
26% 27%
39%
56%
60%
50%
40%
30%
20%
10%
0%
MU UMKC S&T UMSL
FY 2014 FCNI INDEX FY 2023 PROJECTED FCNI INDEX
23. Potential Funding Sources
State Bond Issue
$200 million plan
15 Year financing
$17.7 million annual debt service
50/50 Match – Private gifts and State Funding
Dedicated Recurring State Appropriation
Student Facilities Fee
• $300 to $350 annual fee per student FTE
24. Projected Impact of $200M
Assuming consistent investment from FY13 and $200M spent over 5 years
Discuss potential spending timeframe for $200M investment
$120.00
$100.00
$80.00
$60.00
$40.00
$20.00
$0.00
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
$ in Millions
UM Annual M&R Spending
by Sightlines
Annual M&R Renovation and Other Capital $200M Funding Impact Sightlines Recommended Annual M&R Target
25. Missouri University of Science &
Technology
Speaker:
Walter Branson, Vice Chancellor for Finance and
Administration
Institution:
Missouri University of Science and Technology
Date:
October 6, 2014
26. Sightlines member
since 2007
Leader in green:
Founded
1870
First US university to receive ISO 14001
certification for environmental management
Environmental village
2.7M GSF
165
Maintained
Acres
8,100
Students
Campus Profile
27. Smaller Buildings Than Peers
Operating Costs by Building Size
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
A B C D M S&T F G H I
GSF
Average Building Size
$1.00/GSF
$3.00/GSF
*Ozanne analytics
STEM focus drive campus profile
28. Space Profile
Renovations and new construction are managing campus age
41% 42% 43% 29%
21%
10% 13% 17%
19%
28% 24%
25%
20% 20% 19%
29%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Missouri S&T FY03 Missouri S&T FY08 Missouri S&T FY13 Peer Average
% of Total Campus GSF
Campus Age by Renovation Age Category
Under 10 10 to 25 25 to 50 Over 50
29. Capital Profile
Capital investments falling short of target
$25.00
$20.00
$15.00
$10.00
$5.00
$0.00
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Total Dollars in Millions
Institutional Recurring Capital One‐Time Capital Sources Target Need
30. Capital Profile
Significant infrastructure spending for geothermal energy
$25.00
$20.00
$15.00
$10.00
$5.00
$0.00
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Total Dollars in Millions
Institutional Recurring Capital One‐Time Capital Sources Infrastructure
31. Historic Spending Mix
5‐Year Historical
Investment Mix
17%
48%
32%
3%
Envelope Systems
Space Safety/Code
35
30
25
20
15
10
5
0
Envelope Systems Space Safety/Code
Years
Average Life Cycle
Spending focused on “bang‐for‐buck” projects
32. Total Backlog
Recent investment curbs growth in infrastructure, Repair/Maint continues to grow
$250
$200
$150
$100
$50
$0
$ in Millions
Backlog Growth Since FY03
Backlog Maint/ Repair Backlog Modernization Backlog Infrastructure
34. University of Missouri – Kansas City
Speaker:
Bob Simmons
Associate Vice Chancellor, Administration
Institution:
University of Missouri – Kansas City
Date:
October 6, 2014
35. University of Missouri – Kansas City
5.1M GSF
149
Maintained
Acres
Sightlines member
since 2007
Founded
1933
11,397
Students
Engaged and Green:
The President’s Higher Education Community Service
Honor Roll with Distinction.
RecycleMania 2012 Grand Champion Winner.
36. Changing Campus Density
20%
15%
10%
5%
0%
‐5%
Change in Density Factor
Density Factor Rate of Change
*Density Factor is measured in Users/100kGSF
UMKC Change Peer Change
2010‐2020 Strategy Statement:
By 2020 we will grow enrollment
to 20,000 and increase
graduation rates 10% by ensuring
student success through a small
college experience as Kansas
City’s community engaged urban
research institution, while
leveraging our strengths in the
visual and performing arts, life
and health sciences and
entrepreneurship.
37. Age Shifts over Last 10 Years
23%
10%
18%
21%
45%
46%
14%
24%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
UMKC '03 UMKC '13
% of Total Campus GSF
Campus Renovation Age
Under 10 10 to 25 25 to 50 Over 50
Buildings over 50
Life cycles of major building components are past due.
Failures are possible.
Highest risk
Buildings 25 to 50
Major envelope and mechanical life cycles come
due.
Higher Risk
Buildings 10 to 25
Short life‐cycle needs; primarily space
renewal.
Medium Risk
Buildings Under 10
Little work. “Honeymoon”
period.
Low Risk
38. Changing Funding Sources
As state funding decreases, shifting toward creative use of bond funding
$70
$60
$50
$40
$30
$20
$10
$‐
$ in Millions
UMKC Capital History ‐ Sources
1990 ‐ 2014
State Federal Private Campus Bonds Other (PPP)
39. $20.00
$18.00
$16.00
$14.00
$12.00
$10.00
$8.00
$6.00
$4.00
$2.00
$‐
Capital Spending and Backlog
Large infusions of capital have significant impact on backlog
$110.00
$100.00
$90.00
$80.00
$70.00
$60.00
$50.00
$40.00
$30.00
$20.00
$10.00
$0.00
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Capital $/GSF
Backlog $/GSF
Capital Spending vs. AR Backlog
Backlog Maint/ Repair Capital Spending/GSF
40. Leaner Budget Than Peers
$6.00
$5.00
$4.00
$3.00
$2.00
$1.00
$0.00
A B C D UMKC F G H I J
$/GSF
Daily Service Daily Service Over Time
41. Planned Maintenance
Increased PM efforts has improved in‐house PM performance
$1.80
$1.60
$1.40
$1.20
$1.00
$0.80
$0.60
$0.40
$0.20
$0.00
A B C D UMKC F G H I J
$ / GSF
Planned Maintenance
Institutions ordered by tech rating
$0.13
UMKC PM
$0.26 $0.27
$0.12
$0.31 $0.29
2011 2012 2013
In‐House
External
43. Strategies to Address Deferred
Maintenance
Strategy 1: Change the conversation throughout higher education. Educate policy
makers about the impacts of the space profile, capital plans that are aligned with the
institutional mission and risk, and improving operating effectiveness while lowering
costs.
Strategy 2: Set capital priorities to address the deferred maintenance needs in aging
buildings that are determined to be critical to the mission and programmatic needs of
universities.
Strategy 3: Consider eliminating or replacing aging space with new modern facilities,
especially buildings with certain construction vintages where poor quality construction
was prevalent. Sometimes less is more when it comes to addressing aging buildings
with lots of deferred maintenance.
44. Strategies to Address Deferred
Maintenance
Strategy 4: New construction must support the mission of the university and support
the future program needs of each university.
Strategy 5: Make annual stewardship (keep‐up) investment that addresses building
components as they come due a priority at every campus. The more a campus keeps‐up
with life cycles as they come due, the less deferred maintenance grows.
Strategy 6: Institute facilities operational practices that are proactive at extending
the life cycles of key expensive building components like HVAC, electrical systems and
roofs. Proactive maintenance is not only a good idea when it comes to managing
university facilities, it will save money in the long‐run.
Editor's Notes
Here is the message - General idea is that our costs have continued to increase with inflation, while the state appropriation has not. Since the peak in appropriations in FY09, subsequent increases – on a cumulative basis are behind $300 million. One could argue that we’ve had to deal with a $300 million problem over the past five years. Part of that has been solved with increased enrollments, which have its own issues, and the rest has been cost cuts. (How much have we gotten from enrollment increases?)
Simply looking at what’s happened to the University’s state appropriations since FY2010 gives an even better perspective of the budget challenges faced by the University. The chart below starts with FY2010 and compares actual state appropriations received to what the amount would have been simply adjusted for inflation each year. The chart then calculates a cumulative gap over the period of FY2010 through FY2014. That cumulative gap totals slightly more than $300 million. Clearly, the financial crisis of 2008-09 had an adverse impact on the State’s budget, which caused the reductions in state appropriations each year. Nonetheless, the University’s ongoing costs continued to increase during that period. Approximately $80 million of this revenue gap was covered by increased enrollment, although at a cost of higher student to faculty ratios in many areas. Since the University has to balance its budget each year, this data suggests that approximately $220 million in cost reductions took place during this five-year period.
One of the consequences of the University’s cost management efforts in recent years has been the reduced investment in maintenance and repair of facilities. Related directly to recent budget challenges, the University has not been able to invest in our facilities at the level necessary to appropriately maintain them. The result has been an increase in the accumulated backlog of maintenance and repair needs. The $1.3 billion backlog has grown beyond the University’s ability to manage it with current resources. As a result, the University increasingly uses its limited resources to address emergencies rather than investing in preventive maintenance and renovations that adapt older facilities to current student needs. The growth in the facilities needs backlog from FY2009 to FY2013 was $479 million and is shown in this chart.
There are two primary ways to look at the $1.3 billion in needed facilitates investment. The chart above shows the required facilities investment needs by priority. The Critical category represents issues that should be addressed immediately. They could potentially fail at any moment and become an emergency repair, the worst value in maintenance and repair spending. This category totaled $33.8 million in FY2009 million and $35.4 million in FY2013. The second priority is Urgent; these are potentially critical items that should be addressed within one year. The need for investment in this priority category is $186.1 million in FY2013 compared to $141.3 million in FY2009. The Necessary category contains items described as vital, but not yet critical and which should be addressed within 2-5 years. This is the largest category and also the one that has shown the largest growth - $490 million in the last four years. It is currently $836.6 million. In looking at these first three categories, the University’s projections – supported by detailed assessments of each building - suggest needed investment of up to $1 billion within the next five years. The final category, Recommended, includes projects that are considered necessary to undertake within the next 6-10 years.