Managing Campus Elevators: A Proactive Guide for Facilities Teams
By Mike Nolan | Senior Associate, Consultancy & Business Development, Southeast Region
Managing campus elevators is not always simple. A college or university may have residence halls, classrooms, laboratories, athletic facilities, medical buildings, and parking structures, and every building has different traffic patterns and operating needs.
When one elevator goes down, it creates a lot of disruption. Students may have trouble getting to class, delayed deliveries can disrupt operations, accessibility may suffer, and the facilities team may have to shift its attention away from planned work. I’ve been in the elevator industry for more than 40 years, and in my experience, the best time to address an elevator problem is before it becomes an emergency.
Here are a few practical ways facilities managers can take a more proactive approach.
Learn from our experts
Watch the on-demand webinar presented by Mike Nolan: “Managing Campus Elevators: A Smarter Way to Take Control”
Treat Elevators as Critical Campus Infrastructure
Elevators need the same level of attention as other essential building systems. Reliable equipment supports accessibility, campus security, events, construction, cleaning, deliveries, and everyday movement throughout the property.
This becomes even more important in a building with only one elevator. If that unit shuts down, people may lose access to entire floors. The campus may also feel pressure to approve overtime repairs or expedited parts just to get the elevator running again. Those unexpected costs can add up quickly, so it is better to plan ahead when possible.
Understand What Your Maintenance Contract Covers
A good maintenance program starts with a clear contract. I don’t recommend relying only on an elevator contractor’s own agreement because, in many cases, that agreement protects the contractor more than the client. It may include automatic renewal language, vague maintenance requirements, limited parts coverage, or unclear response times.
Facilities managers should review:
- Contract renewal and cancellation deadlines
- Required maintenance frequency
- Response times for entrapments and regular service calls
- Coverage for aging or obsolete components
- Storage of commonly needed parts
- Pre-existing condition language when changing contractors
One phrase I see often is that the contractor will perform maintenance “periodically.” In my experience, that can mean whenever the contractor gets to it. A consultant-written agreement should define service expectations, response times, and performance requirements so the campus can clearly measure whether the contractor completes the work.
Track Elevator Performance Across the Campus
You also need good information. Track callbacks, downtime, recurring problems, repair proposals, inspection deficiencies, and parts delays for every unit.
The goal is to identify patterns early. For example, more than four callbacks per year may indicate that an elevator is beginning to wear. Rising repair costs, repeat component failures, and longer parts lead times are also warning signs.
Looking at the entire portfolio — not just one service call at a time — can help the facilities team determine which elevators need immediate attention and which elevators belong in future capital plans. A maintenance management program can make this easier by keeping performance data organized in one place.
Evaluate Equipment Before It Reaches End of Life
Historically, many facilities teams expected elevators to operate for 20 to 25 years before modernization. That is changing. We are now seeing certain components, including door operators, become obsolete in as little as 12 years.
I typically recommend a comprehensive equipment evaluation when elevators reach 10 to 15 years of service. That evaluation can document the condition of the equipment, deferred maintenance, obsolescence concerns, repair priorities, and the likely timing of modernization.
The main benefit is that the campus has time to plan. You don’t want to wait until a major component fails and then have to make a large capital decision under pressure.
Build Modernization into the Capital Plan
Modernization involves more than the elevator itself. There may also be electrical work, HVAC upgrades, fire alarm coordination, and other construction requirements. I generally recommend structuring modernization as a turnkey project, so the campus understands the full scope and expected cost before selecting a contractor.
Material lead times are another factor. After the campus awards the contract and approves submittals, traction elevator materials may take approximately 15 to 20 weeks to arrive. Hydraulic elevator materials may take about 10 weeks.
Starting early gives you more flexibility to coordinate work around academic calendars, move-in periods, major events, and funding cycles.
Consider the Right Level of On-Site Support
Large campuses may benefit from a resident mechanic or dedicated maintenance team. One university I work with has approximately 130 elevators and a resident mechanic on site. For a portfolio of roughly 145 elevators, escalators, and lifts, one mechanic and an apprentice helper may be appropriate.
There is no single number that works for every campus. It depends on the size and condition of the portfolio, operating hours, and callback volume. Dedicated coverage allows the team to handle calls more quickly, while the mechanic stays focused on preventive maintenance across the campus.
Use Independent Elevator Consulting for Large Campuses
VDA works with more than 100 campuses nationally and has extensive experience in elevator consulting for university campuses. Our role is to support the facilities team and advocate for the campus throughout the process.
At the University of Miami medical campus, for example, VDA provides oversight for 128 elevators. That work includes annual quality-control evaluations, inspections, contractor performance tracking, compliance management, and recurring coordination meetings.
For institutions seeking elevator consulting for large campuses, VDA can help with maintenance contract development and management, equipment evaluations, capital planning, modernization specifications and oversight, inspections, deficiency tracking, and certificate management. The goal is to give the campus better information, stronger contractor accountability, and more control over long-term costs.
A proactive program starts with understanding the condition of your elevators today. If you are dealing with repeat callbacks, aging equipment, or uncertainty about future capital needs, an independent portfolio assessment is a good place to start.
Take Control of Your Elevator Portfolio
Not sure where to begin? VDA can help you assess your elevator portfolio, identify priorities, and build a practical plan that supports reliable service and long-term budgeting. Contact our team to discuss your campus needs.
Learn from our experts
Watch the on-demand webinar presented by Mike Nolan: “Managing Campus Elevators: A Smarter Way to Take Control”
Frequently Asked Questions
What is the first step in managing campus elevators proactively?
Start with a portfolio-wide assessment that documents equipment condition, maintenance performance, callbacks, downtime, deficiencies, and modernization needs.
When should a university begin planning for elevator modernization?
We recommend beginning the planning process when equipment reaches 10 to 15 years of service, especially when callbacks, repair costs, downtime, or parts delays increase.
What should an elevator maintenance contract include?
It should clearly define maintenance frequency, response times, covered parts, billing rates, performance requirements, renewal terms, and responsibility for pre-existing conditions.
When does a large campus need a resident elevator mechanic?
It depends on portfolio size, equipment condition, usage, and callback volume. Campuses with more than 100 units may benefit from dedicated on-site coverage.
How can elevator consulting for university campuses help facilities teams?
An independent consultant can evaluate equipment, manage maintenance contracts, track contractor performance, support compliance, plan capital needs, and oversee modernization projects.
About the Author
Mike Nolan joined VDA in 2014 and is based in the Miami area. His responsibilities include consultation ranging across a vast array of service disciplines that include but are not limited to maintenance contract fulfillment, open repair and maintenance deficiency mitigation, technical expertise in modernization and other equipment upgrades, reviewing and reporting on the condition of existing equipment, holding required certification allowing for inspection services to be provided and delivering project management skill set. Follow him on LinkedIn.