Higher Education Brief

Deferred maintenance has evolved from operational challenge to enterprise-level risk. Collectively, U.S. colleges and universities face a staggering $112 billion in urgent deferred renewal needs, with Moody’s projecting $750–950 billion in spending required over the next decade just for rated institutions to modernize and stabilize backlogs. In a recent survey, 36% of chief financial officers (CFO) cite maintenance as a top risk. The average age of campus buildings is approximately 50 years, with many facilities already having surpassed their intended life spans. This aging infrastructure is reflected in Facility Condition Index (FCI) scores, where many systems report values greater than 0.10 — the commonly accepted threshold for “poor condition.”

Months into the new administration, campus sustainability efforts continue to face heightened scrutiny and shifting political headwinds. For university leaders, the question isn’t whether this work still matters—it’s how to continue advancing it amid the risks and pressures. Some institutions have chosen to keep a lower profile. Others are rebranding or reframing their efforts to stay aligned with changing expectations. In this environment, strategy – not silence – is the key to staying on course.

Months into the new administration, campus sustainability efforts continue to face heightened scrutiny and shifting political headwinds. For university leaders, the question isn’t whether this work still matters—it’s how to continue advancing it amid the risks and pressures. Some institutions have chosen to keep a lower profile. Others are rebranding or reframing their efforts to stay aligned with changing expectations. In this environment, strategy – not silence – is the key to staying on course.

Months into the new administration, campus sustainability efforts continue to face heightened scrutiny and shifting political headwinds. For university leaders, the question isn’t whether this work still matters—it’s how to continue advancing it amid the risks and pressures. Some institutions have chosen to keep a lower profile. Others are rebranding or reframing their efforts to stay aligned with changing expectations. In this environment, strategy – not silence – is the key to staying on course.