Does your campus maintain too many small or outdated buildings?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.
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.
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.
7 Essential Questions Highly Effective Facilities Leaders Must Answer_SRAPPA ...Sightlines
This session focuses on how Louisiana State University was able to answer the most essential questions surrounding Facilities Services on their campus. Attendees learned how a campus space profile can drive both capital needs and daily operations, in addition to exploring the tool LSU is using to predict their building needs for the next 10 years, the future indicators they’ll be choosing from to track operational performance, and how to engage financial leadership in the discussion.
The State of Facilities at cIcu InstitutionsSightlines
cIcu institutions are not immune to the issues facing finance and facilities leaders across higher education, including: constrained capital and operating budgets; aging campus buildings; and growing backlogs. However, there are strategies that can allow institutions to survive and thrive despite these challenges.
In this exclusive hour-long webinar for cIcu institutions, Sightlines:
- Explores current national trends,
- Shows how our cIcu clients have been affected, and
- Discuss the proven strategies for success
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.
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.
7 Essential Questions Highly Effective Facilities Leaders Must Answer_SRAPPA ...Sightlines
This session focuses on how Louisiana State University was able to answer the most essential questions surrounding Facilities Services on their campus. Attendees learned how a campus space profile can drive both capital needs and daily operations, in addition to exploring the tool LSU is using to predict their building needs for the next 10 years, the future indicators they’ll be choosing from to track operational performance, and how to engage financial leadership in the discussion.
The State of Facilities at cIcu InstitutionsSightlines
cIcu institutions are not immune to the issues facing finance and facilities leaders across higher education, including: constrained capital and operating budgets; aging campus buildings; and growing backlogs. However, there are strategies that can allow institutions to survive and thrive despite these challenges.
In this exclusive hour-long webinar for cIcu institutions, Sightlines:
- Explores current national trends,
- Shows how our cIcu clients have been affected, and
- Discuss the proven strategies for success
Enjoy which helmet is a good helmet for it is possible to a demanding decision particularly when you realize just how many different variations one can find of any motorcycle headwear. In order to check which is a good motorcycle helmet on your behalf, you really have to decide which sort will perfect fit an individual's personality, health and safety needs, with your budget.
For more information on helmets visit: http://www.theswords.co/Helmets
Vortrag (Prezi) von Heinz Wittenbrink beim Social Media Club München "Content-Marketing - was bringt's?" November 2013 (Details siehe http://smcmuc.wordpress.com)
Taming Deferred Maintenance Before the Roof Caves In (2016 Sightlines NACUBO ...Sightlines
The growing need for capital renewal on both U.S. and Canadian campuses threatens to overwhelm many institutions. Business officers and facility managers have figured out strategies to break down deferred maintenance (DM) into smaller portfolios of work to manage over time, thereby mitigating the risk of building failures and buying time to acquire resources to address campus deficiencies. Hear how several campuses have set priorities, applied limited funding, evaluated whether to demolish or renovate buildings with high levels of DM, and won the confidence of stakeholders and funders to successfully address deferred maintenance.
Speakers:
Mike Gower, CFO, Rutgers University
Harold Hewitt, CFO, Chapman University
Mark Schiff, President, Sightlines
Hugh Warren, AVP, Operations & Maintenance, University of Alberta
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.
Leveraging New Analytics to Change the Conversation around Facilities on Campus Sightlines
Presenters:
Bruce Meyer, Assistant VP Campus Operations, Bowling Green State University
Brendon Martin, Account Manager, Sightlines
Learn how Bowling Green State University has used comparative data and predictive analytics to make courageous decisions about the future of their campus. They are able to empirically analyze the effect of demolition and renovation of certain buildings and project the impact of future capital requirements and deferred maintenance. In addition, you will see how peer benchmarking and best practice analysis helped to make the case for centralizing multiple facilities organizations on campus and creating large savings over a five year period.
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
Enjoy which helmet is a good helmet for it is possible to a demanding decision particularly when you realize just how many different variations one can find of any motorcycle headwear. In order to check which is a good motorcycle helmet on your behalf, you really have to decide which sort will perfect fit an individual's personality, health and safety needs, with your budget.
For more information on helmets visit: http://www.theswords.co/Helmets
Vortrag (Prezi) von Heinz Wittenbrink beim Social Media Club München "Content-Marketing - was bringt's?" November 2013 (Details siehe http://smcmuc.wordpress.com)
Taming Deferred Maintenance Before the Roof Caves In (2016 Sightlines NACUBO ...Sightlines
The growing need for capital renewal on both U.S. and Canadian campuses threatens to overwhelm many institutions. Business officers and facility managers have figured out strategies to break down deferred maintenance (DM) into smaller portfolios of work to manage over time, thereby mitigating the risk of building failures and buying time to acquire resources to address campus deficiencies. Hear how several campuses have set priorities, applied limited funding, evaluated whether to demolish or renovate buildings with high levels of DM, and won the confidence of stakeholders and funders to successfully address deferred maintenance.
Speakers:
Mike Gower, CFO, Rutgers University
Harold Hewitt, CFO, Chapman University
Mark Schiff, President, Sightlines
Hugh Warren, AVP, Operations & Maintenance, University of Alberta
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.
Leveraging New Analytics to Change the Conversation around Facilities on Campus Sightlines
Presenters:
Bruce Meyer, Assistant VP Campus Operations, Bowling Green State University
Brendon Martin, Account Manager, Sightlines
Learn how Bowling Green State University has used comparative data and predictive analytics to make courageous decisions about the future of their campus. They are able to empirically analyze the effect of demolition and renovation of certain buildings and project the impact of future capital requirements and deferred maintenance. In addition, you will see how peer benchmarking and best practice analysis helped to make the case for centralizing multiple facilities organizations on campus and creating large savings over a five year period.
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
New strategies for attacking deferred maintenance december 2012Sightlines
Learn how national data trends show campus buildings are aging and campus backlogs are growing. And, that these trends will accelerate over the next ten years as building constructed in the 1960's turn 50 years old and capital funding from all sources continue to be limited.
Furthermore, learn how the partnership between Sightlines, LLC and University of Massachusetts - Amherst that began in 2005 resulted in more refined documented building conditions, creation of portfolios of projects, and engaged campus leadership in a priority setting process to reach consensus on a multi-year capital plan through the Integrated Facilities Planning process.
In 1980, Rick Biedenweg and Robert Hutson's article Before the Roof Caves In shouted a warning that more effective planning approaches were needed to address higher education's looming facilities challenges. Many industry leaders used their research to make predictions of imminent system failures in order to compel action.
However, the reality is that over these last 35 years, funding has remained well below estimated needs but the widespread failures that have been publicized have not occurred. This leads us to the question "why?" Why hasn't the roof caved in?
There are several contributing factors; some are systemic, and others are the result of resourceful facilities operators. This presentations outlines the root causes of compounding capital needs, the reasons we do not see crumbling facilities, and some simple strategies that are used to avoid program interruption on higher education campuses.
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
VCU Case Study - Makes the Case to Restore Capital InvestmentsSightlines
David Hanson, VP of Finance & Administration at Virginia Commonwealth University, discusses how senior leadership at VCU was able to use data-heavy arguments to make the case to the board to restore their capital investment capacity and invest in projects that will lower operating costs and release savings for re-allocation across a rapidly growing and diverse campus.
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.
Is Your Facilities Data Fact, Fiction, or Crap? - Creating Facilities Intelli...Sightlines
In this session, Abilene Christian University, University of Nebraska at Kearney, and New Mexico State University will share with you the steps they have taken to harness vast amounts of facilities and financial data to create facilities intelligence. Additionally, they will share how they have used this knowledge to provide strategic decision making support not only within their respective facilities organizations but also with senior administration and across the broader campus community. In a time of limited resources and competing demands, the value of validated data has never been greater.
Through a process of independent third party validation, benchmarking, and analysis they have been able to position their organizations for success. The creation of a common vocabulary allows information to be communicated effectively from the boiler room to the board room, thus helping their institutions understand both the impact of historic decisions and what the impact of future decisions may be on campus facilities. Much like institutions analyze the ROI of their endowments, this data-driven, fact-based analysis allows campuses to understand the interrelation of annual stewardship, asset reinvestment, operating effectiveness, and customer service; and how decisions in one of these areas can either positively or negatively impact other areas.
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.
Higher education is constantly in a state of flux, and campus buildings are no exception. Advances in technology and the changing demands of campus constituents are placing tremendous pressures on buildings and facilities leaders alike. There are an abundance of post-war buildings across the country that are now at life-cycle tipping points which necessitate significant reinvestment. Complicating this already daunting challenge are all the facilities constructed within the last ten years that are still on their “honeymoon”, but require unique strategies to maintain their freshness in order to meet campus expectations. This is why campus age matters. This webinar will explore these issues and discuss the impact campus age will have on facilities leaders and the financial resources of an institution.
Why the Roof Hasn't Caved In [Sightlines_CAUBO Webinar]Eric Nolan
The May 2014 report Deferred Maintenance at Canadian Universities: An Update, produced by CAUBO in collaboration with Sightlines, states that “it appears that the majority of Canadian universities are still not able to put sufficient resources into capital renewal and that, as a whole, the maintenance backlog in system is increasing.” In fact, the data shows that since 2000 the magnitude of the problem appears to have doubled. If left unchecked, this problem can have far-ranging negative impacts upon the university’s mission and can lead to major system failures.
However, while the report highlights a number of areas for concern, we are not seeing systems degrade to the point of program interruption or crumbling facilities; this is a consistent observation across all of higher education. For the most part, catastrophic failures have not come to pass despite decades of dire predictions, and while there will never be enough funding to eliminate the entire backlog of need on campuses, strategies to manage the problem have emerged across the higher education landscape.
This session explores those strategies, in addition to discussing more about:
• The broad trends affecting facilities across the higher education landscape in North America and the root causes of the compounding facilities issues,
• The four key factors determining why the roof hasn’t caved in despite dire predictions,
• How savvy facilities leaders are preventing major breakdowns, and
• Strategies for driving action on campus by making facilities challenges more manageable
Why the Roof Hasn't Caved In [Sightlines_CAUBO Webinar]Sightlines
The May 2014 report Deferred Maintenance at Canadian Universities: An Update, produced by CAUBO in collaboration with Sightlines, states that “it appears that the majority of Canadian universities are still not able to put sufficient resources into capital renewal and that, as a whole, the maintenance backlog in system is increasing.” In fact, the data shows that since 2000 the magnitude of the problem appears to have doubled. If left unchecked, this problem can have far-ranging negative impacts upon the university’s mission and can lead to major system failures.
However, while the report highlights a number of areas for concern, we are not seeing systems degrade to the point of program interruption or crumbling facilities; this is a consistent observation across all of higher education. For the most part, catastrophic failures have not come to pass despite decades of dire predictions, and while there will never be enough funding to eliminate the entire backlog of need on campuses, strategies to manage the problem have emerged across the higher education landscape.
This session explores those strategies, in addition to discussing more about:
• The broad trends affecting facilities across the higher education landscape in North America and the root causes of the compounding facilities issues,
• The four key factors determining why the roof hasn’t caved in despite dire predictions,
• How savvy facilities leaders are preventing major breakdowns, and
• Strategies for driving action on campus by making facilities challenges more manageable
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Embracing GenAI - A Strategic ImperativePeter 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.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
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
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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.
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.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
2024.06.01 Introducing a competency framework for languag learning materials ...
Out with the Old - Creating a New Paradigm Around the Fate of Your Buildings
1. Wheaton College (MA)
Whitworth University
Widener University
Wilkes University
Williams College
Worcester Polytechnic Institute
Worcester State College
Wright State University
Xavier University
Yeshiva University
Youngstown State University
Out with the Old
Creating a New Paradigm around the Fate
of Your Buildings
Sightlines Webinar: Interview with Tony Calcado of
Rutgers University
March 23, 2016
2. Today’s Interviewer and Interviewee
Interviewer Interviewee
Jim Kadamus
Senior Advisor
Sightlines
Tony Calcado
Senior Vice President of Institutional
Planning and Operations
Rutgers University
2
3. Introduction to Sightlines and our database
Review of national facilities trends – Space, capital, and
operations
Rutgers’ story – what data made the case that a paradigm
shift was needed?
Q&A with Tony Calcado – What strategies were adopted?
What are the expected outcomes? How is campus engaged in
the conversation?
Summary of strategies and concluding thoughts
Agenda
3
4. Feel Free to Start a Dialogue with Our Presenters
Enter questions in the box at any time
Enter questions
here at any
point during the
webinar
Presentation slides
and webinar
recording will be
sent to each
attendee following
today’s session
4
6. Who We Serve
Robust membership and growing database provides experience and perspective
Partners to the Nation’s Leading Institutions:
• 14 of the Top 20 Colleges*
• 15 of the Top 20 Universities*
• 34 Flagship State Universities
• 13 of the 14 Big 10 Institutions
• 8 of the 12 Ivy Plus Institutions
• 8 of 13 Selective Liberal Arts Colleges
Serving state systems in:
• Alaska
• California
• Connecticut
• Hawaii
• Maine
• Massachusetts
• Minnesota
• Missouri
• New Hampshire
• New Jersey
• Oregon
• Pennsylvania
• Texas
• West Virginia
6
6
7. Sightlines Drives a New Conversation
Facilities intelligence toolkit that connects the dots between space, capital, and operating policies
A new conversation around
facilities management…
• Treats physical plant like a core
business
• Uses concepts of endowment
management to contextualize
investment decisions;
• Aligns facilities operations and
capital investment with institutional
mission and finance;
• Uses predictive analysis to focus
on outcomes and not inputs.
• Lets you tell your “facilities story”
as effective as possible.
7
9. Space and Enrollment Growth
Space growing faster than enrollment in 2013 and 2014
0%
2%
4%
6%
8%
10%
12%
2007 2008 2009 2010 2011 2012 2013 2014
Space and Enrollment Growth
National Average
Space Growth Enrollment Growth
9
10. Space per Student
Slight increase as enrollment levels off
0
100
200
300
400
500
600
2007 2008 2009 2010 2011 2012 2013 2014
GSF/Student
Space per Student
(Public/Private)
Public Private National Average
10
11. Square Footage by Age Category
Progress in resetting the clock on buildings over 50 years old
14% 20%
17%
25%
32%
31%
37%
24%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Construction Age Renovation Age
%ofSpace
Construction Age vs. Renovation Age
Under 10 10 to 25 25 to 50 Over 50
Buildings Under 10
Little work. “Honeymoon” period.
Low Risk
Buildings 10 to 25
Short life-cycle needs; primarily space
renewal.
Medium Risk
Buildings 25 to 50
Major envelope and mechanical life cycles come
due.
Higher Risk
Buildings over 50
Life cycles of major building components are past due.
Failures are possible.
Highest risk
11
18. Institutional Profile – Rutgers University
> Sightlines Member since
2003
> Public University
> 67,000+ total students
> Main Campus in New
Brunswick, NJ
> Biomedical & Health
Science Campus in
Newark, NJ
> Regional campuses
across the state
> 27 Million GSF
> 1,009 Buildings
> 1,550 Maintained Acres
18
19. Rutgers is Getting Busier
0%
5%
10%
15%
20%
25%
2008 2009 2010 2011 2012 2013 2014 2015
%ChangefromFY08
Change since FY2008 – Students vs. Academic Space
Rutgers Student FTE Rutgers Academic GSF
Increasing
Density
D Space
D Students
19
20. Space Challenge: Older Buildings
50.4 49.448.8
41.1
0
10
20
30
40
50
60
Rutgers Big 10 Peers
Years
Construction vs. Renovation Age
Construction Age
Renovation Age
Under 10
Years
Under 10
Years
10 to 25
Years
10 to 25
Years
25 to 50
Years
25 to 50
Years
Over 50
Years
Over 50
Years
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rutgers Big 10 Peers
%ofTotalCampusGSF
Campus Buildings by Renovation Age
High
Cost
High
Cost
20
21. Space Challenge: Smaller Buildings
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
Rutgers Big 10 Peers
AverageGSF/Building
Average Building Size
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Under
10,000
GSF
10,000 to
30,000
GSF
30,000
GSF to
60,000
GSF
Over
60,000
GSF
Building Count vs.
Building Size
% of Buildings
% of GSF
21
22. Spending into Existing Space Below Target
$0
$20
$40
$60
$80
$100
$120
$140
Millions
Capital Spending vs. Targets
Existing Space Only
Annual Stewardship Asset Reinvestment
Target Need Equilibrium Need
$98
$79
$126
$96
$0
$20
$40
$60
$80
$100
$120
$140
Rutgers Big 10$/GSF
Asset Reinvestment Need
FY10 vs. FY15
FY10 FY15
22
23. Funding Challenge: New Space Uses 69% of Available Funds
$0
$20
$40
$60
$80
$100
$120
Millions
Existing vs. New Space Spending
Existing Space New Space
35%
65%
Rutgers
FY2010-FY2015
60%
40%
Big Ten
FY2010-FY2015
23
25. Interrelated Facilities Issues Affecting Rutgers
Small, Older
Buildings
Underfunding
leads to
Increased
Backlog
Strain on Operations &
Service Levels
25
26. Q&A with Tony Calcado:
A New Paradigm at Rutgers
University
27. • Facilities and CAO/Provost work side by
side for space allocation, especially
dealing with decisions about the future of
small buildings
• Facilities supports the mission of the
University
• Project coordination occurs between
facilities needs and program needs
EXPECTED
OUTCOME
Envelope
32%
Building
Systems
36%
Safety/ Code
6%
Infrastructure
6%
Space
Renewal
20%
Project Selection for
Existing Buildings –
College Avenue Campus,
FY2011-FY2015
Currently, building needs drive investment. With
a coordinated approach, Rutgers will achieve a
more balanced investment mix.
Keystone Strategy: Facilities Needs a Seat at the Table
• Positive relationship between Facilities and campus leadership teamACTION
27
28. • Small buildings are taken down
• Buildings with high backlog are taken down
EXPECTED
OUTCOME
Strategy #1: No Net New Policy
• For any new building, at least one building comes down
• Enforced through Facilities Leadership & President’s Office
ACTION
$0.00
$1.00
$2.00
$3.00
$4.00
Under 10,000
GSF
10,000 to
25,000 GSF
25,000 to
50,000 GSF
Over
50,000 GSF
MaintenanceCost-
$/GSF
Typical Maintenance Costs* by Building Size
*Costs are from the Sightlines database, featured in the Chronicle of Higher Ed article,
“Less is More: Campus Officials Trim Square Feet to Cut Costs”
28
29. • Owners release space
• University has flexibility to consolidate and take down excess space
• Campus utilization increases – more revenue with lower carrying cost of facilities
EXPECTED
OUTCOME
Strategy #2: Change the Budget to Charge for Space
• Schools/Departments/Centers pay for space – RCM ModelACTION
29
30. Strategy #3: Change the Paradigm of Classroom Utilization
• Document and measure utilization
• Get serious about scheduling – target the low hanging fruit
• Set policies that incentivize central control:
• If departments put space into the pool for general use, facilities will
support upgrades
• If departments keep space for their own use, the department is on
their own to fund improvements
ACTION
• Campus utilization increases – more revenue with lower carrying cost
of facilities
• Starts to make an impact on reducing the cost of Higher Education
EXPECTED
OUTCOME
30
31. Interrelated Strategies to Drive Change on Campus
• Divest from old
space
• Divest from small
buildings
• Divesting reduces
backlog
• Frees capital for high
priority/use spaces
• Lower backlog allows operators to do PM instead
of fight fires
• Larger buildings create economies of scale
31
33. Summary of Strategies
Facilities needs a seat at the table
No net new
policy
Change the
budget to
charge for
space
Change the
paradigm of
classroom
utilization
33
35. Stay Current with Latest Trends and Best Practices
Let us keep you current, visit our Insights page
35
If you haven’t downloaded
our report, The State of
Facilities in Higher
Education: 2015
Benchmarks, Best
Practices & Trends, please
go to sightlines.com to
download your copy today.
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