Track open bid opportunities, contracts, public meetings, and key contacts for Boston University.
Key metrics and characteristics
City
The city where this buyer is located.
Boston
Enrollment
Total student enrollment.
37,737
IPEDS ID
Integrated Postsecondary Education Data System identifier.
164988
Mascot
University or college mascot.
Terriers
Employee FTE
Full-time equivalent employees.
10,512
Grad Rate
Graduation rate percentage.
89%
Propensity to Spend
How likely this buyer is to spend on new technology based on operating budget trends.
AI Adoption Score
How likely this buyer is to adopt new AI technologies.
Startup Friendliness
How often this buyer champions startups and early adoption.
Latest Budget Year
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Operating Budget
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Includes fiscal year calendars, procurement complexity scores, and strategic insights.
Board meetings and strategic plans from Boston University
This Strategic Framework outlines Boston University's roadmap for charting its future, aiming to shape the next era of learning, discovery, and impact through agility and adaptability. Founded on shared goals and guiding principles, the framework emphasizes convergence across disciplines and focuses on four strategic pillars: Intellectual & Academic Destination, World-Class Community of Talent, Globally & Externally Engaged, and Operational Excellence. The vision is to establish Boston University as a global destination for discovery, education, and human connection, fostering transformative experiences and solutions for pressing global challenges.
The meeting included updates from various committees, such as the Publications Committee, which reported smooth operations and open access to ASOR volumes, and the Honors and Awards Committee, which discussed nominations for book and service awards. The Junior Scholars Committee discussed a survey for junior scholars regarding the ASOR fee structure. The Annual Meeting Program Committee reported on the final stages of the Program Book, paper withdrawals, and issues with presentations violating the Professional Conduct Policy. Updates on the Cultural Heritage Initiative (CHI) were provided, including potential collaborations with other organizations and upcoming public events. The strategic plan was reviewed, focusing on making ASOR more international, fostering the next generation of archaeologists, advocacy work, outreach, and cultural heritage.
The meeting included reports from various committees, such as the Program Committee, which discussed the withdrawal of papers, appearance policy concerns, and feedback on the plenary speaker. The Membership and Outreach Committee reported progress on the Friends of ASOR marketing plan for 2017, changes to ANE Today, and discussions on new membership categories and ways to increase non-North American participation. The Committee on Archaeological Research and Policy (CAP) discussed membership, fellowships, affiliation processes, and a motion to formalize CAP oversight of fieldwork fellowships and grants. The Jr. Scholars Committee highlighted a successful lunch discussing alternative careers and concerns about conference hotel prices. The Publications Committee reported on editor terms and proposed the Levantine Ceramics Project be overseen by the committee. The Honors and Awards Committee discussed award write-ups, the need for more nominations, diversity of book award recipients, a conflict of interest statement, and whether awards should be a surprise.
Extracted from official board minutes, strategic plans, and video transcripts.
Track Boston University meetings, strategic plans, and budget discussions before the public bid appears.
Early signals from meeting minutes and plans
Vendor mentions and competitor tracking
Decision timeline from discussion to RFP
Public-sector contacts connected to Boston University.
Quotable insights from buyer leadership
