Learning Resources

Abstract: Most universities don't have enough funds to address all capital renewal needs. Understanding the condition of physical infrastructure and benchmarking against the institutional mission optimizes limited funds allocated for deferred maintenance. We will share how Tufts University manages its capital renewal program using a ranking strategy that considers building condition, utilization, modernization needs, and academic priority. We will cover how to collect and process data to establish a 10-year capital renewal plan, considering initiatives like sustainability and carbon neutrality.

Abstract: Replace, restore, or renovate? In this article, architects, engineers, and campus administrators offer insights on updating mid-century buildings. Averaging a half-century old, these once-innovative structures are showing signs of age. The author gives guidance on transforming them into buildings that make positive contributions to the 21st-century campus. Topics covered include how to assess a building’s potential for renovation, options for energy-efficient HVAC systems, choosing materials that enhance the building’s performance and reduce operating costs, updating 50-year-old floor plans to support today’s pedagogy, and funding models and sources for projects.

Abstract: College and university credit ratings directly affect institutional budgeting and planning. Hence, they should be of special concern to those charged with institutional planning. This article underscores the critical role that the ratings issued by two major rating agencies play in institutional finances and planning. Because rating agencies take into account a broad range of criteria, credit ratings remain a robust indicator of creditworthiness and can serve as signaling devices regarding institutional market positioning. Therefore, decision makers should be aware of the importance of ratings as they seek to compete for students and resources in the short run and plan for the long term.

Abstract: The capital renewal and replacement of the nation’s public higher education facilities has been a growing problem for several decades. While the need for new and improved facilities has increased over the years, many campuses simply have too many aging infrastructures that are too costly to replace. This, at a time when we have less than favorable economic conditions, only adds to the situation. As the age, size, and complexity of buildings continue to grow, so too does the amount of maintenance funding required to keep buildings in good working order. The purpose of this study was to assess and compare the 50 states’ efforts of funding public higher education capital needs. This study investigated areas relating to capital needs financing, planning, decision-making processes used in each state, available funding, and future directions in the various states. Of the 50 states, 41 states responded, representing 82 percent of the 50 states.

Abstract: Book Review: Managing the facilities Portfolio: A Practical Approach to Institutional Facility Renewal and Deferred Maintenance, by Sean Rush. NACUBO, 1991. 100 pages.

Abstract: The process of devising a financial strategy to enhance its academic distinction began at Rutgers, a large, public, research university, in 1980 with a not uncommon statement of the Rutgers Board of Governors that sounded like many other mission statements. It used the expected phrases: continue development as a national and international resource by improving quality of instruction, research, and service; increase emphasis on scholarship; expand graduate and research areas of excellence; enhance programs to serve society's needs for broadly educated, humane, competent professionals to serve New Jersey's needs in education, business and industry, public policy studies, government, and other areas. But the Rutgers board did not see the statement as a platitudinous expression to be said and forgotten, and called upon the University administration to implement the statement with all due speed. What follows is the story of its implementation and the results of that action.