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Facilities in Jeopardy [Part 4] – Before the Roof Caves In

Managing facilities can be like a game of Jeopardy: every answer comes in the form of a question.  Knowing how to ask the right questions is essential. Part 4 – Before the Roof Caves In asks Roger Bruszewski, Vice President of Finance and Administration at Millersville University, the challenging questions regarding critical backlog levels, building reliability, and backlog reduction strategies.

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Facilities in Jeopardy [Part 1] – Act Your Age

Managing facilities can be like a game of Jeopardy: every answer comes in the form of a question.  Knowing how to ask the right questions is essential.  Part 1 – Act Your Age asks Roger Bruszewski, Vice President of Finance and Administration at Millersville University, the key questions regarding balanced age profiles, predicting life cycles, and identifying critical facilities needs.

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Facilities in Jeopardy [Part 2] – Move Over I’m Crowded

Managing facilities can be like a game of Jeopardy: every answer comes in the form of a question. Knowing how to ask the right questions is essential.  Part 2 – Move Over I’m Crowded asks Pamela Elliot Cain, Vice President of Business and Finance at Iowa State University, the tough questions related to space and enrollment trends and classroom utilization strategies in the face of financial uncertainty.

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Facilities in Jeopardy [Part 3] – Money, That’s All I Want

Managing facilities can be like a game of Jeopardy: every answer comes in the form of a question.  Knowing how to ask the right questions is essential.  Part 3 – Money, That’s All I Want asks Sheri Tonn, Vice President of Finance and Operations at Pacific Lutheran University, the tough questions related to the recession’s impact on capital investment strategies, funding sources, and the importance of investment portfolios in a post-recession environment.

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Facilities in Jeopardy [Part 5] – Going Green

Managing facilities can be like a game of Jeopardy: every answer comes in the form of a question.  Knowing how to ask the right questions is essential.  Part 5 – Going Green asks Sheri Tonn, Vice President of Finance and Operations at Pacific Lutheran University, the challenging questions regarding carbon emission reductions, campus fuel mix, and the proven strategies for simultaneously reducing backlog and energy consumption.

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Facilities in Jeopardy [Part 6] – Smooth Operator

Managing facilities can be like a game of Jeopardy: every answer comes in the form of a question.  Knowing how to ask the right questions is essential.  Part 6 – Smooth Operator asks Pamela Elliot Cain, Vice President of Business and Finance at Iowa State University, the crucial questions regarding operating budget trends, planned maintenance best practices, and expenditure quality.

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University of Denver Case Study – Deferred Maintenance Can Be Managed

Craig Woody, Vice Chancellor of Business and Financial Affairs at the University of Denver, discusses the techniques that their facilities and finance leaders adopted to manage their backlog of deferred maintenance needs within the context of a building portfolio analysis.  This analysis helped identify the specific needs of the campus, segment those needs into portfolios of buildings, and provided the framework for a multi-year funding strategy approved by the board and trustees of the University of Denver.

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GK Baum Financial Trends – Budgets, Buildings, and Balance Sheets

Lee White, Executive VP at GK Baum, responds to the current picture of higher education facilities and discusses the issues with how rating agencies assess them.  In addition to offering effective strategies for addressing funding gaps and discussing the relationship between an institutions balance-sheet strength and its asset stewardship, Lee also introduces his key concept of “Ratings do not drive policy decisions, policy directs rating decisions.”

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VCU Case Study – Restoring Capital Investments and Lowering Costs

David Hanson, former VP of Finance & Administration at Virginia Commonwealth University and current CFO at Phillips Exeter Academy, 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.

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