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Facilities leaders must improve the effectiveness and efficiency of their project management functions to meet their campuses’ needs. Through the 2018 Project Management Survey, EAB's report provides overall project management staffing and productivity benchmarks, including detailed tabular results, quartile rankings, and data cuts between public and private institutions.
Preventive maintenance (PM) offers a clear and compelling return on investment: One organization found that for every $1 invested in PM, institutions save $2.73 in future reactive needs. To help Facilities leaders shift toward PM, this report provides 11 executive-level best practices.
As the COVID-19 crisis deepens, senior Facilities officers (SFOs) continue to make critical decisions around open-ended issues, such as how to prioritize Facilities work and which construction projects can proceed. In April, EAB surveyed about 75 SFOs from higher education institutions across the United States, Canada, and the United Kingdom to understand the impact of COVID-19 on Facilities construction, operations, and staff.
Explore 3 questions guiding fall semester 2020 scenario planning, and emerging trends in how colleges and universities are responding to the uncertainty.
The Higher Education Strategy Forum hosted five virtual working sessions for presidential chiefs of staff and other strategic deputies representing 45 institutions across the United States and Canada. These working sessions gave us unique insight into what’s on the minds of presidents, cabinets, and boards as the COVID-19 crisis has unfolded.
To provide researchers with quicker access to better short-term lab space—and maximize the value of their lab investments—institutions should consider designating fixed research swing space on campus. Read on to learn about the University of Vermont (UVM) College of Medicine’s dedicated swing lab.
Use this four-tiered framework to help identify cost optimization opportunities.
Research offices today must address unpredictable funding shifts, complex regulations, and increased competition from other schools for grant funding. These challenges expand and diversify the scope of a research office’s work. To tackle these diverse challenges and improve university research functionality, leaders often look to optimize the organizational structure of their office. A smart organizational structure will help offices streamline processes, improve communication, and designate activity ownership.