Rutgers-Newark
Rutgers- Newark
INSTITUTIONAL PLANNING and OPERATIONS
1
July 1, 2020
Rutgers-Newark
Rutgers University - Newark Overview Rutgers University-Newark is a diverse, urban research university that is an anchor institution that is not just in - but of New Jersey's largest city. With over 40 buildings situated on 38 acres of land, the campus serves over 13,600 undergraduate and graduate students and employs approximately 1,355 faculty and staff. Although RU-N has origins which date back to 1908, the institution relocated from buildings on Rector Street in the downtown to what is the core of the present-day campus in the mid-1960's. As part of a major urban redevelopment initiative, structures on several city blocks were cleared and consolidated, paving way for a construction of campus buildings that included Ackerson Hall, Boyden Hall, Conklin Hall, the original Dana Library, Robeson Student Center and Smith Hall. Other buildings added soon after included Hill Hall, Olsen Hall and Englehard Hall. These buildings are over five decades old and have reached a critical physical age. The various building systems (HVAC/ Electrical/ Plumbing/ Elevators) need to be upgraded, replaced, overhauled to maintain their usefulness going forward. Building envelopes (roofs/windows/facades) must be maintained to prevent water penetration and to maintain structural integrity. While there are recent new buildings built on campus, including the Life Sciences Center complex and Honors Living Learning Center, there are also older buildings in the RU-N inventory. These include Blumenthal Hall and Bradley Hall, nearby commercial buildings that were acquired and put into service by the university, but are in need of significant retrofit, repair and renovation. The RU-N campus also has a number of row house type buildings on Bleeker Street and James Street that contribute to the character of the James Street Historic District and have unique maintenance needs. RU-N was initially established as a commuter school, and student residence halls were developed later. The first RU-N dormitories, Talbott and Woodward Hall date to 1987 and 1990 respectively and have been in service for over 30 years. 15 Washington Street, now known as Ruth Bader Ginsburg Hall, underwent a recent major, successful retrofit as a student residential facility Like most other university campuses, deferred maintenance is an area of focus. Lean years and budget reductions have led to significant deferred maintenance needs. 67% of the Rutgers University-Newark facilities exceed 25 years of service. Current replacement value exceeds $3.1 billion with an estimated deferred maintenance liability of over $570 million. Properly maintained campus facilities reflects the pride of the institution. As a world class
INSTITUTIONAL PLANNING and OPERATIONS
2
July 1, 2020
Rutgers-Newark
institution, the university must address basic facility needs in a fiscally responsible manner to continue to attract and retain talented students, faculty, and staff. Capital Renewal Vs Deferred Maintenance Capital Renewal is the upgrading or replacement of major building systems, and supportive infrastructures. Capital Renewal recognizes the debilitating effect of the aging process on facilities, major building systems, and supportive infrastructures. Projects in this category address the physical deterioration aspect of long-term use, the need for overall facility renewal due to functionally inadequate building systems that have exceeded their life expectancy, and the upgrading of supportive infrastructures which are no longer capable of adequately performing their functions. Capital Renewal addresses buildings and infrastructure that, overtime, have exceeded their intended design life, and consequently, their deterioration reduces functionality. Over the years, budget reductions and rise in construction labor and materials has limited the number of capital and deferred maintenance projects. Energy conservation projects are also undertaken to reduce costs and provide a more sustainable campus, and Life-safety and Code Compliance projects are carried out to create a safer environment for our students, faculty, staff and guests. There is currently no dedicated Cost Pool to address capital renewal nor is there allocated funds within the IP&O-Facilities cost pool. Instead annual discussions take place with the Chancellor’s office to determine project priorities and funding needs. The Chancellor provides self-funds, Responsibility Center unit funds or internal bank loans to fund the approved projects. Deferred Maintenance is when, due to lack of funding or time, capital renewal is not performed when it was scheduled or should have been performed. Therefore, capital renewal is put off or delayed into the future. The Deferred Maintenance components include, but are not limited to, electrical, plumbing, HVAC systems, building envelopes, and interior finishes. There is currently no dedicated Cost Pool to address deferred maintenance nor is there allocated funds within the IP&O-Facilities cost pool. Instead annual discussions take place with the Chancellor’s office to determine project priorities and funding needs. The Chancellor provides self-funds, Responsibility Center unit funds or internal bank loans to fund the approved projects. Challenges and Risks New construction, capital renovations and deferred maintenance projects need to be approached strategically. Even if we were to obtain all of the funding needed to resolve the deferred maintenance backlog, the sheer number of projects would massively disrupt the entirety of campus. The university lacks sufficient swing spaces to absorb impact units when executing so many projects at once. These are some of the challenges we face on top of an aging building portfolio and infrastructure. INSTITUTIONAL PLANNING and OPERATIONS
3
July 1, 2020
Rutgers-Newark
A growing deferred maintenance backlog results in an increased risk of system failure. As systems begin to fail, Facilities must divert resources to reactive maintenance activities. This leaves fewer resources for preventive maintenance, ultimately increasing the amount of deferred maintenance. As a result, we must address maintenance on multiple fronts at once, or risk diluting the impact of our interventions. The graphic below shows the interrelationship between deferred, reactive, and preventive maintenance.
INSTITUTIONAL PLANNING and OPERATIONS
4
July 1, 2020
Rutgers-Newark
Process to Manage Deferred Maintenance IP&O has developed a process to address the challenges and risks that come with deferred maintenance. Facilities inspects, tracks, and estimates the cost of deferred maintenance on an annual basis through IP&O’s Facilities Condition Analysis program. The purpose of the Facilities Condition Analysis program is to identify, quantify (provide budget estimates), and prioritize deferred maintenance projects and capital renewal projects according to the urgency of need and significance of potential failure. PRIORITIZATION CRITERIA Priority 1: Currently Critical. These are needs and/or projects which significantly impact the use of the building and require immediate action to return a facility to normal operation, stop accelerated deterioration, or correct a cited safety hazard, especially those conditions which potentially impact an entire Campus or pose a significant risk to health and safety. Priority 2: Potentially Critical. These needs and/or projects will become critical within a year if not corrected expeditiously. Situations in this category include intermittent interruptions, rapid deterioration, and potential safety hazards. Priority 3: Necessary, Not Yet Critical. These needs and/or projects include conditions requiring reasonably prompt attention to preclude predictable deterioration or potential downtime and the associated damage or higher costs if deferred further.
Once priorities are assessed by University Facilities, a proposed project list is developed, and a three-year rolling forward list is maintained. The list is shared with the Chancellor’s office and other Chancellor stakeholders such as members from Student Affairs to inform them of the projects and to reach consensus.
INSTITUTIONAL PLANNING and OPERATIONS
5
July 1, 2020
Rutgers-Newark
FACILITIES COMPONENTS ASSESSMENT: ROOFING • Membrane, single ply, built-up, or shingle and slate roofing • Sheet metal flashing • Rigid insulation at roof • Roof hatches • Skylights • Applied membranes at roofs and decks • Roof drains • Beams, girders, trusses, joists and decking • All roof and ceiling framing BUILDING EXTERIORS (HARD) • Prestressed concrete, brick or cinderblock exteriors • Exterior doors and door hardware • Exterior windows, frames, glass and glazing • Caulking and sealant • Brick pointing ELEVATORS AND CONVEYING SYSTEMS •Elevators •Cables •Control Systems HVAC - EQUIPMENT / CONTROLS •Exchangers and circulating pumps •Fan coil units •Condensing units •Exhaust and ventilation units •Direct Digital Controls, Energy Management Systems •Temperature controls •Ventilating and air conditioning •Heat exchangers and vacuum pumps Note: HVAC-Equipment and Controls are for the basic functionality of the building. It does not include specific or specialized HVAC equipment and controls for high tech labs, vivarium, medical labs, server rooms, and areas with special needs.
INSTITUTIONAL PLANNING and OPERATIONS
6
July 1, 2020
Rutgers-Newark
HVAC - DISTRIBUTION SYSTEMS • Ductwork • Grilles, diffusers • Piping • Insulation • Condensate drain piping • Floor drains Note: HVAC – Distribution Systems are for the basic functionality of the building. It does not include specific or specialized HVAC Distribution Systems for high tech labs, vivarium, medical labs, server rooms, and areas with special needs. ELECTRICAL EQUIPMENT • Building transformers, service panels and fuses • Emergency power within the building • Light fixtures and controls power receptacles • Emergency lighting and generators • Motors Note: Electrical Equipment are for the basic functionality of the building. It does not include specific or specialized Electrical Equipment for high tech labs, vivarium, medical labs, server rooms, and areas with special needs. FIRE PROTECTION SYSTEMS • Fire sprinkler systems • Gas or Halon systems • Fire alarm detection devices, horns, strobes, heat detectors, pull stations • Fire actuated doors Note: Fire Protection Systems are for the basic functionality of the building. It does not include specific or specialized Fire Protection Systems for high tech labs, vivarium, medical labs, server rooms, and areas with special needs. PLUMBING ROUGH-IN • Sanitary sewer waste and vent piping • Domestic and industrial water supply • All building service piping to the building • Backflow preventers Note: Plumbing Rough-in are for the basic functionality of the building. It does not include specific or specialized Plumbing Rough-in for high tech labs, vivarium, medical labs, server rooms, and areas with special needs.
INSTITUTIONAL PLANNING and OPERATIONS
7
July 1, 2020
Rutgers-Newark
UTILITIES INFRASTRUCTURE - EQUIPMENT • Site main switchboards and switchgear • Site transformers • Electric substations • Storm sewer piping and fittings • Storm or sewer lift stations • Site pumps and generators • Local chillers and boilers • Rooftop AC and heating units • Furnaces • Water heaters • High-voltage distribution systems • Underground conduit • Substation switchgear • Natural gas distribution system • Central heating and cooling plant equipment (including boilers, chillers, cooling towers, compressors, and surface condensers) SITE UTILITIES - DISTRIBUTION • Electrical conduit, wire, manholes, pull boxes • Storm, sewer, gas and water lines • Chilled water and steam supply and return piping • Communication systems conduit
INSTITUTIONAL PLANNING and OPERATIONS
8
July 1, 2020
SUPPORTI NG TODAY, ENVISIONING TOMORROW