Tag: Deferred Maintenance
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.
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.
The facilities team gained the provost’s support to demolish five buildings by using a cost-benefit analysis.
Facilities leaders at the University of Maryland, College Park (UMD) deployed a new strategy to help senior leaders better understand the urgency of addressing deferred maintenance—resulting in annual funding for 12 years.
While deferred maintenance is not a problem exclusive to higher education, college and university leaders face four unique challenges.
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.
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.
In 2009, Bowling Green State University faced a changing student population and an aging campus. Senior facilities leaders knew they needed a new campus master plan that not only took buildings offline, but also maximized existing space. Learn about the three key questions BGSU used to guide decisions of where to renovate, demolish, and decommission.