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Although the financial impacts of COVID-19 on the fall 2020 term are uncertain, one thing for certain is institutions are planning for multiple scenarios of what their campus could look like in the future. In every scenario, budget shortfalls are expected. Use this four-tiered framework to help identify cost optimization opportunities.
In this on-demand webinar, learn how institutions are re-imagining recommissioning, retrofits, and continuous commissioning exercises to help enhance efficiency investments and reduce long-term utility costs.
Watch this two-minute video with EAB expert, David Attis, on how COVID-19 is changing university spending trends and how to think about cost-cutting
The resources on this page provide leaders with a framework to approach cost optimization, platform demonstrations and step-by-step guides to apply analyses, and best practice strategies to consider.
This briefing outlines five insights facilities leaders should keep in mind when navigating deferred maintenance decisions, as well as strategies and resources to help you address your backlog, including case studies from institutions that have successfully addressed complex deferred maintenance decisions.
Shared services is a tried-and-true method for increasing the efficiency and quality of administrative service delivery, but shared services initiatives tend to evoke fears of layoffs, increased administrative burdens for faculty, and expensive consulting engagements with questionable returns. Use this resource to better understand shared services, take the readiness diagnostic, and look at example maturity models.
Every institution has opportunities to redesign processes and organizational models to improve efficiencies and service quality. Our resources help leaders and staff identify the greatest opportunities for improvement on their campus, prioritize them, and execute—to the tune of significant cost savings. They also help leaders get buy-in for change with even the most resistant staff.
As institutions grapple with COVID-related expenses—and anticipate future budget shortfalls—some have begun furloughing staff to temporarily reduce salary costs. While furloughs are an attractive alternative to layoffs, most institutions haven’t considered furloughing staff since the Great Recession—and today’s circumstances are quite different than they were a decade ago. As a result, leaders are adapting their historic furlough approach to the COVID-19 context.
Leaders are looking at new cost containment measures to cope with the impact of COVID-19. To help leaders identify and execute strategic cost containment tactics, EAB has created two new resources.