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Deferred Maintenance: Strategic Approaches to Success

Learn how to begin tackling this problem from two institutions who have been there.

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One of the most daunting challenges a chief business officer faces is the huge and often growing deferred maintenance (DM) backlog. And while colleges and universities have faced maintenance challenges for decades, recent trends have elevated the need to address DM as a strategic imperative for senior leaders on campus. Beyond tighter budgets and widening funding gaps, institutions must adopt a deliberate, focused approach DM and chip away at their backlog over time.
Whether your institution is private or public, large or small, just knowing your backlog is not enough.
  • What is a responsible backlog?
  • How does one begin to prioritize funding and projects?
  • How can a campus fund projects not “seen” as prominent as other projects but are critical to its mission? A roof replacement might be critical to health, welfare and safety, but decrepit classroom space might seem more mission-critical.
There are no simple answers, no one path, and no quick fixes. In this webcast, two campuses present some options they have pursued in optimizing the building efficiencies that can then lead to reduced operating costs, increased student satisfaction and improved recruitment and retention of faculty/staff/students.
University of Maryland, Baltimore has undergone a systematic means of prioritization to quantify needs, values and replacement times for over one-half billion dollars in projects. Using enterprise risk principles, standard industry data definitions and a model used by the Architect of the U.S. Capitol, they have developed a plan that has gained campus-wide understanding and support.
University of Arizona has benefitted from a unique funding model that is sharing proposed costs between the state and the campus over the next 25 years. They are advancing a thoughtful process of intersection of academics, needs and ability to execute projects and increasing building effectiveness and efficiencies to lower overall operating costs. 

Additional Background

  • Business Officer magazine article: Balancing Act - Institutions are implementing creative approaches to deferred maintenance, effectively aligning funding and maintenance priorities with academic mission.

Meet the Presenters

  • Dawn M. Rhodes, chief business &finance officer and vice president for administration and finance, University of Maryland, Baltimore
  • Denise Meyer, facilities management program coordinator, University of Maryland, Baltimore
  • Nicole Miskimon, associate director, facilities management, University of Maryland, Baltimore
  • Gregg Goldman, senior vice president for business affairs and chief business officer, University of Arizona
  • Chris Kopach, assistant vice president for facilities management, University of Arizona, and 2017 APPA president  

Webcast Facilities, Environmental Compliance

What You Will Learn

NACUBO’s professional development programs are designed to deliver the skills, concepts, and best practices for success to individuals in the business of higher education. After participating in this program, you will be able to:

  • Actively seek out questions to assist prioritization of projects for deferred maintenance.
  • Change the question from lack of Deferred Maintenance funds to reinvesting in overall optimization of building efficiencies.
  • Discover potential creative funding sources.
  • Evaluate common obstacles to help participants move forward with a DM plan.
  • Evaluate options for prioritizing deferred maintenance (DM) at your campus.
  • Implement a process to involve and engage others to assist in reducing deferred maintenance.

Who Should Attend

  • Academic Workforce Program Managers
  • Budget Directors
  • Business Office Staff
  • Facilities Managers
  • Institutional Researchers
  • Planning Managers
  • Sustainability Directors
  • Vice Presidents of Finance

CPE Information

There are no CPEs offered for this event.

NACUBO is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website

Registration Rates

For registration assistance: 800.462.4916 or

Member Standard Ends January 1, 2222


Non-Member Standard Ends January 1, 2222