Track open bid opportunities, contracts, public meetings, and key contacts for University of Michigan Ann Arbor.
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See my top accountsActive opportunities open for bidding
Jul 24, 2026
Closes
Sep 4, 2026
The University of Michigan seeks proposals from qualified suppliers for implementation services to establish Slate as a centralized graduate admissions platform for the Rackham Graduate School.
Jul 30, 2026
Closes
Aug 31, 2026
Hydronic piping replacement and asbestos insulation abatement.
Jul 29, 2026
Closes
Aug 27, 2026
Bidpack 01 for construction.
Key metrics and characteristics
City
The city where this buyer is located.
Ann Arbor
Enrollment
Total student enrollment.
52,855
IPEDS ID
Integrated Postsecondary Education Data System identifier.
170976
Employee FTE
Full-time equivalent employees.
25,852
Grad Rate
Graduation rate percentage.
93%
Procurement Hell Score
How easy their procurement process is to navigate. Lower is better.
48 / 100
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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Procurement Hell Score
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This agreement establishes a partnership between The Regents of the University of Michigan and Off Campus Partners, LLC for the provision of off-campus housing services. Off Campus Partners will develop and host a proprietary technology solution, a searchable database of off-campus properties, for University students. The contract's initial term is from September 1, 2018, to August 31, 2021, and includes detailed terms for service delivery, warranties, termination, compliance, data protection, and university commitments. The financial arrangement is based on a revenue-sharing model where the Supplier collects listing and advertising fees and shares a percentage with the University, rather than a fixed payment from the University to the Supplier.
This document is Amendment Number One to an existing Agreement for General Services between The Regents of the University of Michigan and Off Campus Partners, LLC. The primary purpose of this amendment is to extend the term of the agreement, beginning September 1, 2021, and ending August 31, 2023. All other terms and conditions of the original agreement remain unchanged.
This StarRez Subscription Agreement establishes the terms and conditions for the University of Michigan to utilize StarRez's software and services for managing housing and accommodation operations. The agreement, effective from February 1, 2022, outlines customer rights and responsibilities, payment structure (fees specified in SOWs), data handling, intellectual property, confidentiality, and termination clauses. The initial service term is three years from a Commencement Date to be detailed in a separate Statement of Work.
This document is an Amendment and Extension Agreement to the StarRez Subscription Agreement between StarRez, Inc. and The Regents of the University of Michigan, effective February 1, 2025. It extends the agreement term until June 30, 2030, with specified annual fees for the extension period. Additionally, it incorporates an Addendum (Exhibit B) to include 2,300 additional beds, bringing the total bed count to 15,100 as of July 1, 2025, with a 'TOTAL NET INVESTMENT' of $43,700.00 for these added beds. The amendment also updates the Limitation of Liability and Consequential Damages Waiver clauses, with the terms of this Amendment taking precedence.
This document serves as Amendment Number Two and an Addendum to the existing Subscription Agreement between The Regents of the University of Michigan and StarRez, Inc. The amendment, effective June 17, 2026, adds Quadient Integration Modules and services, costing a total net investment of $8,945.91, and outlines specific terms and conditions for these new additions.
Board meetings and strategic plans from University of Michigan Ann Arbor
The meeting featured final presentations from the MDisability and Center for Disability Health and Wellness (CDHW) summer internship cohort. Key topics included research on HIV risk and prevention among individuals with disabilities using the National Survey on Drug Use and Health, an overview of additional projects such as the Health and Retirement Study, and the development of the Advancing Deaf Obstetrical Equity (ADOBE) toolkit, which focuses on addressing maternal health disparities for deaf and hard-of-hearing patients.
The Michigan Medicine DEI 2.0 Strategic Plan, launched in Fall 2023, serves as a roadmap for achieving structural change for equity from 2023 to 2028. It is designed to foster a more diverse, equitable, and inclusive campus community by aligning Diversity, Equity, and Inclusion (DEI) efforts with comprehensive Health Equity goals. The plan builds upon previous DEI achievements and is structured around three core objectives: People (recruiting, retaining, and developing diverse community), Process (creating inclusive and equitable policies, practices, and procedures), and Products (supporting innovative and inclusive teaching, scholarship, research, and service). It integrates the American Hospital Association's Health Equity Road Map, focusing on six levers of transformation including culturally appropriate patient care, equitable organizational policies, data-driven action, community collaboration, diverse representation and leadership, and civic and shared accountability. Key priorities derived from community feedback include managing burnout and fatigue, fostering inclusive communications, equipping managers and leaders, and transforming systems to promote broad institutional access and a cultural shift towards equity.
Public-sector contacts connected to University of Michigan Ann Arbor.
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The meeting focused on strategies to incorporate a disability health clinic into family medicine and primary care. Key discussion topics included the expansion of the disability health elective from two to four weeks, the selection process for summer interns, and initiatives for coordinating multidisciplinary care. The group discussed common barriers to primary care, such as transportation, communication challenges, insurance coverage, and physical infrastructure. Proposed solutions included utilizing social work for support, implementing telehealth, using transparent masks and captioning for better communication, and establishing dedicated, longitudinal training for medical staff. The participants also reviewed current disability care programs and the importance of proactive screening for patient accommodations.
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