Cushman & Wakefield’s Education Practice Group is a full-service, integrated advisory team focused on real estate solutions for the education sector. Join the Group’s Global Leader, Craig Cassell, as he shares thoughts and ideas on recent trends in the industry regarding enhancing the student experience, driving operational savings, and funding new buildings and renovating existing ones.
Better Together: Title I & II Serving Low-Skilled AdultsNell Eckersley
This slide show was presented at the New York Coalition for Adult Literacy (NYCAL) meeting on February 4th, 2010, by Amy Ellen Duke-Benfield and Neil Ridley,
senior policy analysts from CLASP. It reviews how WIA Title I and Title II could work together ti improve service to adults.
Examining how government can support career readiness
for underrepresented high school students. How would
collaborations between High Schools, Competitive
Industries, and accessibility to Higher Education reinforce
this initiative?
Massachusetts vs New Jersey
Part 1
Better Together: Title I & II Serving Low-Skilled AdultsNell Eckersley
This slide show was presented at the New York Coalition for Adult Literacy (NYCAL) meeting on February 4th, 2010, by Amy Ellen Duke-Benfield and Neil Ridley,
senior policy analysts from CLASP. It reviews how WIA Title I and Title II could work together ti improve service to adults.
Examining how government can support career readiness
for underrepresented high school students. How would
collaborations between High Schools, Competitive
Industries, and accessibility to Higher Education reinforce
this initiative?
Massachusetts vs New Jersey
Part 1
Learn about an approach to understanding and designing future student experiences through external and internal research, service design, and organizational design.
Carson Hicks, Ph.D., Deputy Director of Evaluation at the NYC Center for Economic Opportunity (CEO) will provide an overview of programs that address the needs of disconnected youth and young men of color in New York City. CEO, located within the NYC Mayor’s Office, partners with various City agencies to develop, implement, and evaluate the City’s anti-poverty programs. CEO’s programs touch on areas of education, employment, health, and prevention. The success of these programs has had national implications—CEO was recently awarded a federal Social Innovation Fund grant to replicate five programs to multiple cities, including Project Rise which works directly with young adults. CEO is also responsible
for the implementation and evaluation of most of the programs being expanded and created through the Young Men’s Initiative, a $127 million investment of public and private funds to assist NYC’s young men of color. This presentation will share CEO’s approach to developing and evaluating programs that assist disconnected young people with examples of specific programs and investments in New York City.
The German vocational education and training (VET) system is admired around the world for its ability to prepare young people for skilled employment. In Germany, VET smooths transitions into work and is closely aligned with labour market demand. This report focuses on an unprecedented test of the German VET system: how to respond to the significant increase in migrants who arrived in the country in 2015-16. The study explores both the opportunities and the challenges presented by migration.
There is a trend in industry sector cluster initiatives involving public-private partnerships with an emphasis on technologies, innovation, and economic development. These partnerships can include new levels of cooperation and collaboration between universities, industry, entrepreneurial networks, economic development agencies and others. Federal agencies and programs are seeking regional partnerships to leverage their funding resources and to stimulate public-private regional partnerships. One example has been the recent federally designated Manufacturing Community in Los Angeles, Orange, San Diego, and Ventura Counties, the Advanced Manufacturing Partnership Southern California (AMP SoCal). AMP SoCal unites a broad-based consortium of 86 dedicated organizations that have come together to transform the Aerospace and Defense (“A&D”) industry with a focus on advanced manufacturing technologies from additive manufacturing to model-based engineering and design. Simultaneous to the successful launch of the AMP SoCal has been a collaboration between five California State Universities in Los Angeles County to work together as members of this regional partnership and for other initiatives. How these partnerships were formed, their goals, and how they are being nurtured in their fledgling state will be discussed.
K 12 education market survey report for publishersMichael Cairns
Overview of the education market dynamics with publishers and content owners as the intended audience. Also of interest to private equity and other investors.
Learn about an approach to understanding and designing future student experiences through external and internal research, service design, and organizational design.
Carson Hicks, Ph.D., Deputy Director of Evaluation at the NYC Center for Economic Opportunity (CEO) will provide an overview of programs that address the needs of disconnected youth and young men of color in New York City. CEO, located within the NYC Mayor’s Office, partners with various City agencies to develop, implement, and evaluate the City’s anti-poverty programs. CEO’s programs touch on areas of education, employment, health, and prevention. The success of these programs has had national implications—CEO was recently awarded a federal Social Innovation Fund grant to replicate five programs to multiple cities, including Project Rise which works directly with young adults. CEO is also responsible
for the implementation and evaluation of most of the programs being expanded and created through the Young Men’s Initiative, a $127 million investment of public and private funds to assist NYC’s young men of color. This presentation will share CEO’s approach to developing and evaluating programs that assist disconnected young people with examples of specific programs and investments in New York City.
The German vocational education and training (VET) system is admired around the world for its ability to prepare young people for skilled employment. In Germany, VET smooths transitions into work and is closely aligned with labour market demand. This report focuses on an unprecedented test of the German VET system: how to respond to the significant increase in migrants who arrived in the country in 2015-16. The study explores both the opportunities and the challenges presented by migration.
There is a trend in industry sector cluster initiatives involving public-private partnerships with an emphasis on technologies, innovation, and economic development. These partnerships can include new levels of cooperation and collaboration between universities, industry, entrepreneurial networks, economic development agencies and others. Federal agencies and programs are seeking regional partnerships to leverage their funding resources and to stimulate public-private regional partnerships. One example has been the recent federally designated Manufacturing Community in Los Angeles, Orange, San Diego, and Ventura Counties, the Advanced Manufacturing Partnership Southern California (AMP SoCal). AMP SoCal unites a broad-based consortium of 86 dedicated organizations that have come together to transform the Aerospace and Defense (“A&D”) industry with a focus on advanced manufacturing technologies from additive manufacturing to model-based engineering and design. Simultaneous to the successful launch of the AMP SoCal has been a collaboration between five California State Universities in Los Angeles County to work together as members of this regional partnership and for other initiatives. How these partnerships were formed, their goals, and how they are being nurtured in their fledgling state will be discussed.
K 12 education market survey report for publishersMichael Cairns
Overview of the education market dynamics with publishers and content owners as the intended audience. Also of interest to private equity and other investors.
Changing the Conversation: Making the Case for Funding Deferred Maintenance [...Sightlines
We are at a unique point in the history of managing higher education campuses. Two historic waves of building construction, 1955-1975, and 1995-2010 are increasing demands for capital investments at a time when resources available are limited. Traditional strategies for funding deferred maintenance (DM) will not work in the future. There is just too much backlog to be addressed at the time life cycles of newer buildings are coming due.
Facilities leaders know that there is a cost of waiting to fund DM projects: higher capital costs, program disruption and higher operational costs. But making the case to senior management for funding facilities sooner rather than later is a challenge as they try to balance funding facilities vs. funding faculty salaries and increase student financial aid.
In this session, participants learn from facilities leaders from California public and private campuses who have worked with Sightlines to package the DM needs into investment portfolios and successfully make the case for funding.
MARKETING SEGMENTATION AND PRODUCT DEFINITION 1.docxinfantsuk
MARKETING SEGMENTATION AND PRODUCT DEFINITION 1
MARKETING SEGMENTATION AND PRODUCT DEFINITION 4
Marketing Segmentation and Product Definition
Shana Williams
Professor Joan Draper
Mercy College
Marketing 225 DLA
11/25/2012
Marketing Segmentation and Product Definition
The Industry
The new service that caters to education reform is The Col School of Secondary Education. This school offers a secondary education everywhere in the U.S. with strategic rock climbing. These courses last every nine weeks without interfering with other required credits. This would enhance the need for competition through meeting the preferences of the schools, parents, and students within the market of education. Along with strategic rock climbing courses, this school will also feature arithmetic, science, and humanities courses . The concept and implementation of The Col School of Secondary Education would intrigue the interest of students and instructors alike since it bases on effective and efficient assimilation of public schools. Education boards has never seen a service like this ever because it allows students who would like to gain cultural knowledge by traveling, decision making, problem solving, and fitness, hence, the opportunity to take classrooms by storm. It is crucial for the product to follow the quality standards of classrooms in order to appeal effectively and appropriately to parents and relevant institutions. The Col School of Secondary Education falls in the education industry in that it is a form of outdoor classrooms at enhancing the minds of instructors and students. This allows instructors to be more responsible for students and challenges them in the classroom by trusting the student as well as themselves. It is ideal for the organization to venture into this industry because of great demand for the change in education reform and effective communication and education system in order to minimize the lack of attentiveness and structure in the classroom. The industry is broken and has lackluster in that the modern society depends on technology for most of its activities. This indicates of the modern society and technology is crucial, but what has happened to making leaders as well as fit individuals in an morbidly obese society?
The Need that the Product or Service Addresses
Col school of rock climbing would aim at enhancing our students to be future leaders and members of society and across the globe. Students will gain characteristics such as planning, concentration, goal setting, sense of achievement, and spatial awareness. These prove to be ideal for today’s job market as well as post secondary education. The service offers something new to education due to the fact that there is so much fuss with education reform and teachers. This is as a result of the lack of creativity in the classroom, students becoming too overly dependent on teachers, and teachers not bein ...
Deliverology process approach used by educators to increase education performance outcomes in Unified School Districts, Community Colleges and Universities.
The L.A. Compact is an unprecedented commitment by 18 major L.A. institutions that want to see positive change in Los Angeles public schools, and better prepare local students for college and the 21st century workplace.
The L.A. Compact identifies important areas where its partners can work together to address pressing educational issues, better leverage resources and have a measurable impact.
On May 1st, the Center for Innovative School Facilities hosted a group workshop led by Adam Rubin of New Visions for Public Schools. Adam led a discussion focusing on education reform and how it is driving the design, construction, and community and administrative infrastructure of school facilities.
The upcoming release of $200 million dollar in block grants for college and career readiness by the California Department of Education signals a growing focus on preparing California students for life after high school and long-term success. Join a panel of educators and experts for a timely Webinar to better understand the opportunities and the implications of the grants
Universities and colleges must develop new business models to deal with scarce resources, increased demand for productivity and lower tuition, and changing demographics. This presentation to leaders in a major corporation outlines the pressures and the actions that a national higher education association is recommending to the institutions.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2. ABOUT THE NEW & NEXT SERIES
The New & Next series focuses on innovation in higher
education featuring guest speakers from thought leaders in our
industry and beyond.
Sessions are designed to spark new and next discussions around the topics outlined
each semester. The Fall 2016 series zeroes in on space and people. Topics of
discussion include creative use of space on college campuses, architecture and
design for new buildings and executive leadership and recruitment.
Fall 2016 New & Next Series Schedule:
Thursday, October 20: Jay Sharman, CEO, of TeamWorks Media
“The Modern Campus: Utilizing Space to Tell Your Story”
Thursday, November 17: Craig Cassell, Global Leader, Education Practice Group
Cushman & Wakefield
“Top Challenges in Facilities and Operations”
Wednesday, December 15: Korn Ferry, Managing Principal, Julie Staggs
“Four Dimensions of Leadership and Talent”
2
3. Top Challenges in Facilities and
Operations Facing Campus
Leadership Today
Presented by Craig Cassell
4. 4
Cushman & Wakefield’s Education Practice Group seeks to assist
in the development and implementation of strategies throughout
the lifecycle of Pre-K, K-12, and post-secondary school clients.
With over 15 years of commercial real estate advisory experience,
Mr. Cassell has spent most of his career building the education
platform, expanding its capabilities and resources, and creating
and growing client relationships. As leader, Mr. Cassell is directly
responsible for team assembly around the globe, creating and
implementing overall strategic planning initiatives for education
entities, as well as benchmarking key performance indicators
(KPIs) for institutions. Key services performed by the Education
Practice Group are demographic analysis, site selection and
negotiations, construction management, operational efficiencies,
property appraisal, and structured finance.
Acting as an operating partner to educational institutions, private
equity investors, venture capitalists, financiers, and consultants,
Mr. Cassell has gained an unparalleled understanding of trends
within the education sector.
Craig Cassell
Global Leader,
Education Practice Group
Craig Cassell serves as the
Global Leader for the Cushman
& Wakefield Education Practice
Group, a full service, integrated
platform focused on real estate
solutions for the education
sector.
YOUR PRESENTER TODAY
5. 5
AGENDA
1. Top Challenges in Higher Education
2. The Student Experience
3. Facility Solutions - Financing
4. Operational Efficiencies
5. Enhancing the Student Experience
6. How Cushman & Wakefield Can Help
7. Q&A Session
6. 6
Enrollment Ÿ Tuition Ÿ Student Debt Ÿ Funding Ÿ Competition
SIGNS OF STRESS IN HIGHER EDUCATION
More than half in of bachelor’s degree holders under
the age of 25 are unemployed or underemployed, the
highest share in more than a decade
In 2014-15, appropriations per FTE student were 8%
lower in inflation-adjusted dollars than they were a decade
earlier and 11% lower than they were 30 years earlier.
The price tag for a
traditional four-year
residential degree
program averages just
over $35,370 per year
Between 2003-04 and 2013-14, educational expenditures
per FTE student at public four-year institutions increased
by 16% in inflation-adjusted dollars.
…at an average rate of 3.5%
per year beyond inflation.Between 2006-07 and
2016-17, published in-
state tuition and fees at
public four-year
institutions increased…
CONSUMER
PRICEINDEX
TUITION
Published 2016-17 in-state tuition and fees at public
four-year institutions range from $5,060 in Wyoming to
$15,650 in New Hampshire
$1.3 Trillion
Americans owe nearly
in student
7. • Per the NCES, 20.2 million students enrolled in degree-granting postsecondary institutions during the 2014-2015
school year (latest data available). Enrollment fell roughly 0.8% from the prior school year—the fourth consecutive
year of decline and the first time that has ever happened based on NCES records.
7
Declining Enrollment
TOP CHALLENGES IN HIGHER EDUCATION
8. • Annual tuition increases handily outpace inflation, though annual increases have slowed in recent years.
8
Higher Tuition
TOP CHALLENGES IN HIGHER EDUCATION
9. 9
Student Debt
Federal funding doubled from 2006 ($20.6 billion) to 2016
($41.7 billion), however, federal funding decreased by
$10 billion since 2010 ($51.9 billion).
24% of federal student
loan borrowers who did
NOT graduate defaulted
on their loans.
In 2015, 38% of all borrowers with outstanding student loan debt
owed less than $10,000 and 16% owed $40,000 or more.
Default rates are highest for borrowers who
leave school owing less than $5,000.
In the third quarter of 2016, the outstanding
federal student loan debt was $24,100.
TOP CHALLENGES IN HIGHER EDUCATION
In 2015-16, students and parents borrowed $106.8 billion.
The average Class of 2016 graduate has $37,172
in student loan debt, up 6% from last year.
10. 10
Funding
Total Grant Aid in 2015 Dollars by Source of Grant, 1995-96 to 2015-16
TOP CHALLENGES IN HIGHER EDUCATION
12. Based on surveys, blogs, forums, discussions and conversations, students have
conveyed their most important wants and needs.
12
THE STUDENT PERSPECTIVE
12
Tier I
Tier III
Tier II
Experienced Professors/
Diverse Programs & Degrees
Strong Civic/
Culture Aspect
Extracurricular
Activities
Social/Living/
Lifestyle
Good Associations
and Staff Contacts
Networking/
Connections
Updated Housing
Cost of Tuition Reputable Curriculum Athletic Facilities Modern Library
Efficient Campus Safety & Security
Technology High Quality
Facilities
13. 13
RE-focus, RE-invent, RE-finance
• At some colleges and universities, real estate represents the single largest
asset on their balance sheet.
• Universities simply cannot afford to increase costs in nonstrategic areas and
take on more debt, if they want to survive long-term.
So what do we do?
• Assess financial condition
• Evaluate strategic real estate alternatives
FACILITY SOLUTIONS - FINANCING
14. 14
Understand Highest and Best Use of Assets
Overview
• Prominent public research university located in College Park, MD
• Average annual enrollment of 37,000, including both undergraduate and
graduate students
• Annual operating budget of $1.75 billion
Challenges
• Large real estate portfolio with many stakeholders
• Managing projects within debt capacity constraints
• Identifying alternative sources of financing
Approach
• Identify ways UMD can leverage their assets and resources to address current and future needs
• Provide guidance to UMD to structure/negotiate complex P3 transactions
• Projects focused on re-developing publicly owned assets to enhance local community
• Drive economic development and support State of Maryland’s goals for transit-oriented development
Results
• Structured ground lease transactions with developers to construct flex office spaces to house UMD affiliated technology companies
• Built public charter school on campus property to attract more faculty and staff to live in/around campus
• Negotiated agreements with private companies to invest capital into UMD owned buildings and then leasing for commercial use
CASE STUDY
15. 15
Overview
• Prominent public research university in the San Francisco Bay Area
• Average annual enrollment of 37,500, including both undergraduate and graduate students
• Annual operating budget of $2.5 billion
Challenges
• California’s budget problems dictated a drive within the UC Berkeley system to reduce
costs and drive efficiencies
• With upcoming expirations of over 50 leases for leased space in off-campus buildings,
UC Berkeley desired to relocate into on campus owned assets totaling 800,000 square feet
Approach
• Established a detailed five-year capital plan for the newly purchased assets, outlining all capital improvements, cost reduction targets and lease revenues to
tackle various challenges including:
- Owned properties were almost fully leased to various commercial tenants
- Each of the purchased properties employed different management and leasing vendors, each with their own proprietary data management systems
- Multiple deferred capital items needed immediate attention
- Green initiatives throughout UC Berkeley mandated further upgrades to the owned properties but funding was unavailable
Results
• An overall $55 million in savings over a five year period of time
• A comprehensive scope of services integrated into the capital plan called for the centralization of management and leasing of the owned assets; all other
contracts were bid to ensure cost efficiency
• Created a prioritized timeline to address all deferred maintenance issues, ADA compliance, and green initiatives, all fully integrated into the cost containment
plan
Understand Best Real Estate Strategy (i.e. sale leaseback, portfolio optimization, etc.)
CASE STUDY
16. 16
So what do we do?
1. Assess Financial Condition
• Work with finance staff (CFO, Treasurer, Tax, Finance, etc.) to understand current
and projected operating surplus/deficit and capitalization.
o Specifically, tax-exempt bonds, review to determine maturities, call provisions and
covenants.
o Understand relationships with the credit rating agencies
o Compare the economic impact of monetizing real estate assets with other forms of
capital which may be available at the organizational level.
2. Evaluate Strategic Real Estate Alternatives
• Segregate real estate footprint into three broad categories:
o Mission-critical assets which must remain under absolute control
o Commodity-type properties intended to remain in use, but which do not require long-term
control and can be replaced, and
o Surplus assets suitable for disposition immediately or within the next 24-36 months.
FACILITY SOLUTIONS - FINANCING
17. Between 2003-04 and 2013-14, educational expenditures per FTE student at
public four-year institutions increased by 16% in inflation-adjusted dollars.
1. Economies of scale:
• Strategic sourcing and vendor management
• Bundling/consolidating services for cost savings
2. Ensure cost-effective quality facility services:
• Maintenance
• Critical Environments
• Custodial
• Grounds and landscaping
• Moving
17
Are you being diligent with all dollars?
OPERATIONAL EFFICIENCIES
18. 3. What is it worth? How long does it take?
18
OPERATIONAL EFFICIENCIES
CONSOLIDATED FM
OVERSIGHT & OPS
CONTRACT
REVIEW
FLEXIBLE
STAFFING
INVOICE REVIEW AND
BILL PRESENTMENT
LEVERAGED
PROCUREMENT
VALUE
REENGINEERING
ENERGY REDUCTION
& SUSTAINABILITY
Cost Saving Opportunities
10%-15%
TYPICAL SAVINGS
1-2 months
TIME REQUIRED
10%-15%
TYPICAL SAVINGS
6 months
TIME REQUIRED
8%-12%
TYPICAL SAVINGS
3 months
TIME REQUIRED
3%-15%
TYPICAL SAVINGS
3 months
TIME REQUIRED
5%-20%
TYPICAL SAVINGS
ongoing
TIME REQUIRED
7%-18%
TYPICAL SAVINGS
1-12 months
TIME REQUIRED
2%-5%
TYPICAL SAVINGS
3 months
TIME REQUIRED
19. 19
Building Blocks of Education Facilities
ENHANCING THE STUDENT EXPERIENCE
19
Work & Study
• Incubate start-up businesses affiliated
with school/students
• Private sector mentoring/hands-on
experience to help create jobs and
training for students
• Virtual study programs inside/outside
classroom
Students & Staff
• Lower overhead costs associated with
administrative/office space
• Foster mutually beneficial
relationships, environment for faculty,
students and administration
• Strive for the “unified environment”
Safety & Security
• Vertical buildings with fewer gateways
• Emergency hotlines, cameras and
phones installed to ensure maximum
safety on campus
• Emergency text alert systems
Room & Board
• Modern amenities meeting today’s
standards
• Restaurant quality food and beverage
• Aids in recruitment of prospective
students
Community & Culture
• Reflect of values and character of institution
• Increased awareness of civic and social
responsibility
• Integrate outdoor spaces/unions as heart of
each school
Third-Party Partnership
• Unlock capital for various projects
• Private sector partners can disrupt
traditional thinking
• Preserve credit rating and debt capacity
• Live, Learn, Work, Play
Teaching & Learning
• Enhanced learning areas
• Transition some lecture halls to
collaborative/group study work spaces
• Customized tutoring areas
• Interactive technology
20. 20
LIVE! LEARN! WORK! PLAY!
ENHANCING THE STUDENT EXPERIENCE
Central Location Updated Accommodations Social Environment
Fitness Center Coffee Shop Restaurants
21. TAKE AWAYS
21
1. Have a succinct real estate plan and be prepared to implement
2. Efficiently run your operations
3. Need accountability and strive to be fiscally strong
4. Innovation leads to positive results and value creation for schools
22. 22
How Cushman & Wakefield Can Help
CUSHMAN & WAKEFIELD EDUCATION PLATFORM
Structured Finance
Financing Solutions
Q. How can college and universities leverage private capital markets to build new or
improve existing facilities without impacting their balance sheet?
A. Diverse and abundant 3rd party capital exists to help fund educational facilities,
student housing, and athletic facilities on college campuses. University leadership is
unaware or unsure of the options which exist.
Project & Development Services
Development and Construction
Q. Significant construction projects are planned on 75% of college campuses from
2016-2019. Who is responsible to ensure all budgets, timing, and phasing milestones
are completed?
A. Local developers/general contractors are usually overseeing the process. With the
amount of construction happening on college campuses, a 3rd party resource should
be advising colleges and universities separately.
Valuation & Advisory
Real Estate Opportunities
Q. How can an institution learn the true value of their real estate and then leverage for
optimal gain?
A. By appraising their real estate every few years, schools may unlock capital from
previously unknown areas, allowing access to a diverse method of growth and liquidity.
Integrated Facility Management
Proactive Management
Q. How can an institution prioritize sustainability and energy within their campus real
estate?
A. Immediate cost savings related to each of these initiatives can be substantial.
Identify long-term, preventative solutions and management strategies to address all
short/long-term concerns.
Facility Services
Operational Efficiencies
Q. How can an institution lower overhead costs without compromising necessary
resources?
A. C&W Services can streamline services such as janitorial, maintenance, and
landscaping under one contract, to improve efficiencies and ensure facilities reflect
your client’s institutional brand.
Strategic Consulting
Strategic Planning
Q. How important is a master plan? When, where, and how does an institution invest
in their campus and facilities?
A. Creating a 3, 5, or 10-year master plan is essential for the fluid growth of an
institution. Identifying the highest and best use of owned/leased land and buildings is
one of the first steps to consider. Communication of the plan allows transparency to
current and future students and alumni.
23. Omni Rancho Las Palmas | Palm Springs, California
February 21-24, 2017
Graduate | Adult Learners | Undergraduate
REGISTER NOW
convergeconsulting.org/converge2017
