Deferred Maintenance | New Brunswick

Rutgers-New Brunswick

Rutgers- New Brunswick

INSTITUTIONAL PLANNING and OPERATIONS

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Rutgers-New Brunswick

Rutgers University - New Brunswick Overview The 2,600 acre flagship campus of Rutgers University, situated along the banks of the Raritan River, has its footprint spread across parts of six different municipalities. Although commonly referred to as Rutgers University-New Brunswick (RU-NB), parts of the campus are actually located in North Brunswick, East Brunswick as well as New Brunswick on the south side of the river. On the opposite bank of the Raritan, the campus has a major identity in Piscataway, with a presence in Highland Park and Edison. Depending on location, the campus has widely different characteristics that range from downtown urban, to bucolic and agricultural, to suburban with surface parking lots.

Among the over 600 buildings, there is every building type that include wood-frame agricultural sheds to high tech research labs. Maintenance upkeep across the massive inventory of buildings poses a major challenge. In comparison with its other public research universities of similar scale, including those in the BIG10, facilities at RU-NB are on average, older, and smaller. The many buildings that were developed in a spate of construction during the late1960’sand early1970’s have reached critical physical age in addition to being inefficient and undersized for the current institutional needs of a larger, more integrated RU-NB community that includes over 43,000 students.

Other characteristics that distinguish Rutgers University-New Brunswick are that it has a major residential housing component that accommodates over 15,500 students in oncampus dormitories and apartments. There is a small but significant core of older buildings that are on the State and National Registers of Historic Properties. There are also major intercollegiate athletic facilities that include SHI Stadium and the Rutgers Athletic Center.

73% of the facilities across RU-NB are over 25 years of age. The current replacement value of the RU-NB physical plant exceeds $19.7 billion, with an estimated deferred maintenance liability of over $3.6 billion.

Historically, the lack of stable funding streams for new capital construction has in the past forced the university to utilize old and obsolete buildings long beyond their useful life.

There are instances where temporary facilities, such as Records Hall, have been kept in service for years or decades. As new buildings are developed, the university has been taking obsolete, non-code compliant, energy-inefficient building stock off line, as part of a strategy to reduce the significant backlog deferred maintenance costs.

Of note are Off-campus facilities, which include a number of agricultural and marine research stations that are aligned under SEBS in RU-NB which are in particular need of attention. Some waterfront facilities, including the Marine Field Station at Tuckerton and

INSTITUTIONAL PLANNING and OPERATIONS

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Rutgers-New Brunswick

Aquaculture Innovation Center are at risk from increasing climate change and storm related events.

Properly maintained campus facilities reflects the pride of the institution. As a world class 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.

INSTITUTIONAL PLANNING and OPERATIONS

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Rutgers-New Brunswick

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.

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 on the next page shows the interrelationship between deferred, reactive, and preventive maintenance.

INSTITUTIONAL PLANNING and OPERATIONS

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Rutgers-New Brunswick

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.

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Rutgers-New Brunswick

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

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Rutgers-New Brunswick

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.

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Rutgers-New Brunswick

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.

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Rutgers-New Brunswick

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

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SUPPORTI NG TODAY, ENVISIONING TOMORROW