1-10 of 19 results
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 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.
The Facilities Forum's Michael Fischer sat down with Dr. Abel-Moez Bayoumi, the Director of the Center for Predictive Medicine at the University of South Carolina, for an exclusive Q&A about condition-based maintenance and what it means for the future of maintenance in higher ed.
This webconference, 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.
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.