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When facilities leaders are facing a backlog of deferred maintenance, how can they decide which buildings to update now—and which ones to wait on? Building condition is typically the most accessible information. However, renewal needs do not always align with institutional strategic priorities WIU uses a ranking system specifically focused on simplifying building renovation decisions across campus, includes ten metrics such as utilization, staff and student needs, and maintenance needs.
This webconference explores methods facilities leaders have used to incorporate both facility condition and academic perspective into the prioritization process.
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.
Identify the six financial, data, and communication strategies facilities leaders must employ to escape the vicious cycle of deferred maintenance.
Discover 100 creative strategies to bridge the capital renewal funding gap, from leveraging student fees to partnering with advancement offices for donor dollars.
This on-demand webinar, the first in a three-part series, explores three tactics institutions are implementing to establish mechanisms to enforce TCO decisions through the capital project process.
Five tools to support project managers in better educating academic stakeholders about the true costs, scope, and processes of capital projects.
Renewal needs are often hidden behind walls, on roofs, or underground, making it difficult for campus leaders outside Facilities to understand the urgency to address deferred maintenance. The University of Maryland, College Park (UMD) developed an effective two-pronged communication strategy to illustrate capital renewal needs to the campus community. Ultimately, UMD was able to secure $10 million in annual deferred maintenance funding for 12 years and $100 million to replace an old science building.
This webconference explores methods facilities leaders have used to incorporate both facility condition and academic perspective into the prioritization process. In this crash course, attendees will learn different strategies for working with academic leaders to align priorities and ultimately build a capital project list that advances both institutional mission and addresses critical maintenance and renewal needs.
The facilities team gained the provost's support to demolish five buildings by using a cost-benefit analysis.