In this presentation, Rutgers University discussed their process for establishing best practice policies during the largest merger in Higher Education’s history. On July 1, 2013, the largest merger in the history of U.S. higher education occurred when Rutgers University and the University of Medicine and Dentistry of New Jersey (UMDNJ) created a super-sized Rutgers with 67,000 students, 27 million gross square feet of space and 1,100 additional employees. The merger was only the beginning. In addition to the UMDNJ integration, the facilities departments for housing and satellite campuses were restructured under one facilities umbrella as a unified organization. As Yogi Berra, a long time New Jersey resident, once said: “When you come to a fork in the road – take it.” Faced with having to manage and deploy over 1,700 people, an annual facilities operating budget of $227 million, and a capital budget of $150 million, consolidation brought Rutgers leadership to that fork in the road. Since the merger, Rutgers facilities leaders have been navigating in a climate of change and closely examining every aspect of their facilities across multiple campuses, using data-driven, comparative metrics and analysis provided by Sightlines. An expert panel will discuss the process used to engage stakeholders (including administration, faculty, students and staff) and change the philosophy about managing space, operations and capital planning. Attendees will learn: How to engage campus leadership and facilities staff about using data and analysis during a time of major change; How to standardize policies and procedure to maximize quality of services within budgetary constraints; How to change and manage expectations of the campus community about levels of service for maintenance, custodial and grounds; How data and analysis can lead to changes in campus philosophy regarding use and interaction of space, capital planning and operations to improve capital investments and facilities operations in significant ways.

1. When You Come to a Fork
in the Road, Take It
Presenters:
Dianne Gravatt, Assistant VP of Facilities Operations
Carol Trexler, Director of Employee Services
Lindsay Demczko, Regional Service Manager, Sightlines

2. Session Goals:
1. Learn about the
Rutgers Story
2. Identify elements
that can help you
manage change on
your campus
- Communicating Consistently
- Using data
- Streamlining Policies
- Managing Customer Expectations

3. College Campuses are Changing

4. 0%
2%
4%
6%
8%
10%
12%
14%
16%
%ofGSF
Sightlines Database- Construction Age
Sightlines Database- Renovation Age
Needs of Buildings are Converging
Pre-War Post-War Modern Complex
Percent of Total
Space 40%
Percent of Total
Space 27%
Sightlines Database of Buildings

5. Increasing Maintenance & Custodial Coverage
Sightlines Database –
Custodial Coverage (GSF/FTE)
Sightlines Database –
Maintenance Coverage (GSF/FTE)
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
GSF/FTE
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
GSF/FTE

6. Change on Rutgers Campus
UMDNJ, Housing
and Legacy
campuses merge
under 1 division
New Big Ten peer
group sets high
standards for
facilities
investment
Centralized
management of
27 million GSF

7. Rutgers Has Diverse Space with Different Needs
58%
93%
79%
30%
5%
100%
37%
7%
21%
51%
19%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rutgers -
State
Rutgers -
Housing
Rutgers
Camden
Rutgers
Newark
Rutgers
Biomedical &
Health Sciences
(RBHS)
%ofGSF
Distribution of Space Function Across Rutgers Campuses
Acad/Admin Residential Sci Research Clinical/Medical
*excludes student life, garage, and support space

8. 0
20,000
40,000
60,000
80,000
100,000
120,000
Housing Newark Camden New
Brunswick
RBHS
GSF/FTE
Pre-Merger Maintenance Coverage on
Rutgers Campuses
Maintenance Staffing
0.0
1.0
2.0
3.0
4.0
5.0
Technical Complexity

9. 0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
Rutgers New
Brunswick
Rutgers Housing
GSF/FTE
Pre-Merger Custodial Coverage:
Housing vs. New Brunswick E&G
Custodial Staffing
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
2013 2014 2015
GSF/FTE
Housing Custodial Coverage
Rutgers Housing Housing Peers

10. Once Upon
a Time…

11. Timeline of Events
June 30, 2013
• Rutgers Facilities & Capital Planning –
New Brunswick (& outlying areas)
• Rutgers Facilities – Camden
• Rutgers Physical Plant – Newark
• UMDNJ Facilities – North
• UMDNJ Facilities – Central
• University Housing – Piscataway &
New Brunswick
July 1, 2013
Rutgers University
Facilities & Capital
Planning
(Statewide)

12. Timeline of Events
Rutgers University
Facilities & Capital
Planning
(Statewide)
January 1, 2016
Rutgers Public SafetyADD

13. New Division: Institutional Planning & Operations
To create an evolving, safe, functional, and inviting
environment to advance the institutional aspiration.

14. Before
New Brunswick
12 Million GSF
8 Departments
600 Employees
4 Unions
6 HR Staff
After
Statewide
27 Million GSF
23 Departments
2,700 employees
10 Unions
18 HR Staff
Before & After, by the Numbers

15. Consistency is Key

16. Navigating Change,
from an HR Perspective

17. Challenges
• Size
• Complexity
• Union Environment
• Positions (220 Job Titles)
• Processes & Procedures
• Cultures
• Physical Separation
• Fear of Change

18. “The single biggest problem with communication
is the illusion that it has taken place.”
George Bernard Shaw
Communicating a Consistent Message
Sr. VP
VP/AVP
Director
Supervisor
Staff
 Town Meetings
 Focus Groups
 New Employee Orientation
 HR Info Sessions
 Monthly Bulletin – “Engage”
 Division Newsletter – “Inside IPO”

19.  Needs Assessment
 Addressing Specific Departmental Needs
 ESL Program
 Webinars
 Computer Skills
 Intro to Supervision Certificate Program
Training & Professional Development

20. What Was, What Is, and
What Will Be?

21. Navigating Change,
from an Operations
Perspective

22. Before
12 Million GSF
New Brunswick
400 Employees
3 Unions
4 Direct Reports
After
27 Million GSF
Statewide
1,400 employees
8 Unions
7 Direct Reports
Operations - Before & After

23.  Discovery: Learn job responsibilities
 Re-Organization: No lay offs
 On-Going: Update org chart
Organizational Development

24. Using Data to Drive Decisions
Cleanable Square
Footage/ Day
# Days
Total Square Footage
/week
FTE
Total Square Footage/
Custodian
Housing EVS 1.2 M 5.5 6.6 M 143 46,445
Facilities EVS 1.8 M 5.5 9.7 M 207 46,763
APPA
Level
FTE Needed:
38,500 for Housing,
41,000 for Facilities
New Hires
Needed
Approved
Square
Footage/
Custodian
Housing EVS 1-3 173 30 31 38,170
Facilities EVS 1-3 236 29 12 44,201
Current
Planning Tool

25. Establish & Manage Customer Expectations
Develop Service Level Agreements
Service Types:
Standard:
base level services
Specialized:
specific to certain areas
Enhanced:
billable

26. Establish & Manage Customer Expectations
Task Public Areas
Private
Offices
Classrooms
and Labs
Conference
Rooms
Clinical Rooms;
Housing; Public
Restrooms
Dust horizontal surfaces Weekly Weekly Daily 3x/week Daily
Mop or vacuum Daily Weekly Daily 3x/week Daily
Restore floor finishes As needed As needed As needed As needed As needed
Empty trash containers Daily Weekly Daily Weekly Daily
Clean and sanitize water fountain Daily - - - -
Refill soap and paper supplies - - - - Daily
Clean boards - - Daily - -

27. Streamline & Implement Best Practices
Before
9 call centers
11 work order systems
After
3 call centers
1 work order system
3 purchasing methods 1 purchasing method
and University level standardization
5 timekeeping systems 1 timekeeping system

28. What Was, What Is, and
What Will Be?

29. Lessons Learned

30. 1. Understand the New Landscape
2. Set Goals
3. Use Data to Drive Decisions and Track Performance
4. Be Opportunistic for Efficiency Gains
5. Communicate a Consistent Message
6. Communicate Expectations with Customers
7. Build Relationships and Ask for Feedback
8. Stay Flexible
What Helps When Navigating Change?

31. Questions & Discussion
Dianne Gravatt, Assistant VP of Facilities Operations
Carol Trexler, Director of Employee Services
Lindsay Demczko, Regional Service Manager, Sightlines