ADMINISTRATIVE AND RESOURCE MANAGEMENT

EXCELLENCE AT WORK

© 2012 Regents of the University of California. All Rights Reserved.

ADMINISTRATIVE AND RESOURCE MANAGEMENT

FUND SOURCES 2011-12

Administrative and Resource Management provides leadership and stewardship of the complex resources needed to realize the UC Davis Vision of Excellence. ARM employees represent a wide range of skilled trades and professions, and we deliver service to the university with pride, loyalty and deep knowledge of the campus’s physical and administrative infrastructure, and its history.

This report celebrates the outstanding work performed by ARM units. Each has achieved significant improvements in the way we do business. These transformations are highlighted in “before and after” scenarios throughout this report. Our key metrics and successes are also highlighted as are some areas where focused investment will be necessary to continue our progress.

ARM managed expenditures of $196 million from a variety of sources in 2011-12. Core funds are the single largest source for ARM at $75.5 million (38 percent). If purchased utilities are included in the core fund total, it is the largest source at $114.6 million (55 percent).

Self-supporting activities contribute another $86 million (44 percent) in ARM expenditures. This is the sum of many diverse activities and includes approximately $16 million in facility renovations funded by the Statewide Energy Partnership Program or debt.

Fund sources, 2011-12

OUR OPERATING PRINCIPLES

• Put clients first

• Adopt progressive business models

• Streamline operations

• Take workplace safety personally

• Enable informed risk-taking

• Develop academic partnerships

• Support targeted growth in high priority areas

• Sustain natural and capital resources

ACADEMIC ENGAGEMENT INDICATORS

Academic Engagement Indicators throughout this report signal daily operations or projects where ARM units are directly involved in academic pursuits.

Core Funds

38% Purchased Utilities

17%

Extramural Funds

1%

Self-Supporting Activity

44%

Stewarding the lands and the buildings

Watching out for safety

Supporting students, faculty and staff

ACADEMIC ENGAGEMENT INDICATOR: STUDENT EMPLOYMENT

In 2011-12, ARM employed 408 students over the course of the year. ARM offers student workers professional experience and mentoring in the practical application of theory covered in their academic programs.

EXPENDITURES BY SOURCE 2008-2012

EXPENDITURES BY FUNCTION

Over the past four years, General Fund expenditures (excluding purchased utilities) have decreased by $18.2 million (18.5 percent). During the same time span, self-supporting activities increased by almost $8 million (8 percent).

It should be noted that debt- and rebate-funded programs are not sustainable at the levels implemented to date. The 2011-12 numbers include $16 million in one-time investments for building renovations funded by the Statewide Energy Partnership Program and debt, as mentioned above. Excluding these types of programs, self-supporting activity has decreased by $15 million (18 percent) since 2008-09.

During 2011-12, ARM programs grew to include several campus initiatives, including Organizational Excellence, the Shared Services Center, the Public Garden Initiative, technology development for systemwide risk management programs, as well as additional support for campus research and finance infrastructure. Collectively these programs provided a total of $7 million in core funds and another $3.3 million in self-supporting funds.

$120

$100

$80

$60

$40

$202010-112008-09 2009-10 2011-12

Mill

ions

Self-Supporting ActivityCore FundsPurchased Utilities

Facilities and Land Management

42%

Resource Planning and Finance

20%

Purchased Utilities

17% New Initiatives

5%

Vice Chancellors Office

1%Safety

13%

ARM Centralized Services

2%

Making the campus accessible

Inspiring lifelong loyalty

Safeguarding precious research

Keeping campus fleets rolling

STAFFING TRENDS

While addressing the need to reduce overall staff numbers, ARM has protected staffing in certain operating units to support campus objectives, including research and safety. ARM added 41 positions new to campus in support of specific projects or initiatives. An additional 69 positions transferred to ARM from across campus to support realignments.

2009 2010 2011 2012 Change Percent Change

Managers/Supervisors 266 241 236 211 -55 -21%

PSS Staff 1,285 1,196 1,211 1,303 +18 1%

Total Staff 1,551 1,437 1,447 1,514 -37 -2.4%

Ratio 4.8 5.0 5.1 6.2 1.4 28%

MANAGER/STAFF RATIO

ARM has made significant progress in rebalancing the ratio of supervisors to staff across our organization.

B E F O R E

In 2009, there were 266 managers or supervisors across

ARM operating units.

The ratio of staff to supervisors was 4.8:1.

A F T E R

Over the past three years, the number of managers and supervisors in ARM has been decreased by 21 percent.

The ratio of supervisors to staff supervised has increased by 28 percent.

1,600

1,550

1,500

1,450

1,400

1,350

1,300

New positions to campus

2009

1,555

2010

1,440

2011 2012

1,517

Transfers to support realignment

Orienting employees and visitors

Guiding budget processes Promoting a culture of safety

EXPERTS THROUGHOUT THE AGES AGREE

Working safely is entirely in your control because you are already equipped with

the one safety tool you need—your brain! On the job safety starts and ends

with you. Regardless of your area of expertise, safety is job one for everyone!

(If you forget, try massaging your head in all of these areas, it may not help your memory, but it feels good!)

don’t reach stay alert

slowdown

don’t twist

wat

ch m

yst

ep bend my knees

offer help

lift withmy legs

ask for help

use the right tool for the job push instead of pull

Your brain—the original safety tool!

ACCOUNTING AND FINANCIAL SERVICES

Accounting and Financial Services continues to pursue

TECHNOLOGY ADVANCEMENT IN SERVICE OF ADMINISTRATIVE EFFICIENCIES campus and systemwide.

Major technology initiatives led by A&FS are improving business processes and paving the way for participation in systemwide Working Smarter strategies.

B E F O R E

The campus financial system, DaFIS, introduced in 1997, is functional but extremely

out of date.

It cannot integrate with other, newer systems.

The online timesheet system was limited to staff with less complex

time-reporting requirements. It was only partially automated and required duplicative manual data

entry into the Online Payroll Time Reporting System (OPTRS).

A F T E R

DaFIS is being replaced with the Kuali Financial System (KFS).

Kuali systems can be integrated with many other systems and offer the possibility of multi-campus integration of processes and services.

In 2011-12, KFS Labor Distribution and Financial Transactions modules went live. This included cash and credit card receipt documents for campus and the Medical Center.

KFS is on track for full implementation in 2013.

Updated time-reporting system accommodates multiple employee classifications, including employees with variable schedules and differential pay.

Manual data entry into OPTRS is eliminated.

Departments retain the flexibility to review, edit and approve timesheets.

With the shared goal of eliminating issues that impede service to UC Davis researchers, A&FS joined with the Office of Research on a collaborative effort to improve workflows between their operating units. This joint effort takes advantage of the many synergies between the Sponsored Programs Office and Extramural Funds Accounting.

Campus utilization of Strategic Sourcing continued its significant growth trend in 2011-12. This systemwide collaborative program leverages UC’s 10-campus buying power to negotiate discounts up to 40 percent on many commonly used items.

STRATEGIC SOURCING TOTAL SPEND

$80,000,000

$60,000,000

$40,000,000

$20,000,000

$0

$36,173,153$45,637,782

2010-112009-10 2011-12

$59,203,180

Disbursing campus funds

Furnishing campus classrooms

In collaboration with the Office of Research, Safety Services and the ARM vice chancellor’s office, A&FS developed The Guide to Research Compliance. This new publication gives principal investigators and departmental administrators a single reference for all the accounting, safety and ethical guidelines that must be taken into consideration on sponsored projects.

The way that benefits costs are calculated was updated in FY 2011-12 to streamline budget development.

In 2011-12, A&FS supported a three percent growth in active sponsored projects. Although the total dollar amount of gift/endowment funds was lower, the number of transactions increased.

B E F O R E

Budget development involved calculating specific benefits per

employee based on individual employee benefit choices.

It was time-consuming to calculate benefit costs and

impossible to automate calculations.

A F T E R

UC Davis is the first UC campus to adopt composite benefit rates.

Benefit costs are calculated by rate group instead of being dependent on individual employee choices.

Benefit rates are predictable.

ACADEMIC ENGAGEMENT INDICATOR: EXTRAMURAL FUNDING SUPPORT AND F&A RATE NEGOTIATION

Critical support to campus researchers includes ongoing Extramural Funds Accounting as well as development of the Facilities and Administration (F&A) Rate proposal that will be negotiated in 2012-13.

2009-10 2010-11 2011-12 3-year change

Active sponsored projects 6,956 7,115 7,190 3%

Gift/endowment transactions 15,764 17,126 22,322 42%

Gift/endowment amounts $71,838,619 $60,519,817 $51,518,603 -28%

The percentage of employees opting for digital W2s reached 42 percent in 2012, more than double the previous year. Online delivery is now the default option for W2s.

Inspecting teaching microscopesRooting for the Ags!

Spiffing up the regaliaAccounting for lab supplies

Accounting for grants and awards

BUDGET AND INSTITUTIONAL ANALYSIS

Over the past year, Budget and Institutional

Analysis has provided INTENSIVE ANALYSIS AND PLANNING FOR THE TRANSITION TO INCENTIVE-BASED BUDGETING and the launch of the 2020 Initiative.

ACADEMIC ENGAGEMENT INDICATOR: THE PROVOST’S DASHBOARD

The Provost’s Dashboard, developed by BIA in 2012, is a new go-to source for metrics to guide the campus vision.

B E F O R E

Disparate college- and department-based data sets made apples-to-

apples comparison of key metrics difficult.

The campus needed more robust analytics to support the UC Davis

Vision of Excellence and the 2020 Initiative.

A F T E R

Comparative trend information about UC Davis students, faculty, and academic programs is standardized and accessible.

Metrics are available for snapshot or drilldown.

This provides a more robust picture of campus direction and accomplishments.

Space Resource Management is developing an integrated approach to space planning on campus so that, as departments are moved into new spaces, there is a succession plan for vacated spaces.

TRENDS IN CAPITAL INVESTMENT 2012 AND BEYOND

80%

70%

60%

50%

40%

30%

20%

10%

0

New Construction Stewardship of Existing Facilities

Planned Projects

Approved Projects

Conceptual Projects

25%35%

75%75%

65%

25%

2012 . . . . . . . . . . . . . . . . FUTURE

The campus will be placing increased emphasis on stewardship of existing buildings as state funding for new construction dwindles.

Reaching out for ideas and feedback

Capital Resource Management was incorporated into Budget and Institutional Analysis to “capitalize” on its relationship with budget planning and to reduce supervisor positions.

BIA produced more than 20 white papers in 2011-12 on such topics as incentive-based budgeting, undergraduate tuition allocation, self-supporting programs and other strategic topics.

BIA developed and continues to refine a series of financial models that constitute critical support for the 2020 Initiative, in particular, and campus planning, in general. These models are especially important at this time, when change is being driven by declining state support for UC and the revised fiscal relationship between the campus and the Office of the President.As advocates and

educators for campus budget initiatives, BIA representatives presented at approximately 20 student, faculty and staff meetings in 2011-12 to enhance understanding and address concerns about the university budget and the link between state funding reductions and student tuition and fees.

B E F O R E

Over past 13 years, the state funded 22 percent of $1.8 billion

in campus expenditures on capital improvements.

An average 68 percent of capital expenditure was on new

construction, with 32 percent on existing infrastructure.

About 75 percent of projects with budget approval were new

construction while 25 percent were existing infrastructure.

A F T E R

Operation and maintenance funds for state-eligible buildings are no longer provided by the state.

State funds for capital projects are dwindling.

A growing share of projects are focused on stewarding and improving existing infrastructure rather than new construction.

Recycling and repurposing existing facilities promotes the campus vision of academic excellence and principles of sustainability.

Stewardship is the watchword for making the most of capital resources and sustaining existing facilities.

Listening to student needs and concerns

Supporting student success

Tracking graduation rates

Letting students be students

CAMPUS PLANNING AND COMMUNITY RESOURCES

A simple phrase,

QUALITY OF PLACE,defines the aspirations of Campus Planning and Community Resources for UC Davis. Still a relatively new operating unit, CP&CR continues to coalesce around the vision of the campus as a visitor-friendly destination and outdoor venue for research, teaching and community enrichment.

The Public Garden Initiative launched in 2011-12, is expanding concepts piloted in the UC Davis Arboretum across the campus landscape, including:

• sustainable landscapes using native, low-water plants

• the extension of academic themes into GATEway Gardens, such as the Geology and Animal Sciences landscapes and Nature’s Gallery Court, a new campus landmark created by students and funded by the community

• community engagement through interpretive signage, art installations, special events and volunteer involvement

In 2011, Transportation and Parking Services (TAPS) made 1,338 complementary motorist assistance service calls, including 771 jump starts, 417 lock-outs, 118 flat tires and 32 trips for gas.

Grounds and Landscape Services, the Arboretum and Putah Creek Riparian Reserve operations have been reorganized so that educational programming, community engagement, landscape design and maintenance resources are aligned.

B E F O R E

Different landscape oversight units had diverse perspectives and

sometimes duplicated services.

A F T E R

While preserving diverse expertise, staff are focused on common objectives.

Low-maintenance landscapes model sustainable horticulture.

The campus landscape is being enhanced despite budget reductions.

Civil and Industrial Services gained responsibility for the campus outdoor sign system. They inventoried and mapped all wayfinding signs, removed signs to reduce visual clutter and are pioneering new building signs.

Repro Graphics installed 125 multifunction devices for campus departments in 2011-12. These shared devices print, scan, fax and copy, dramatically reducing printing costs. With refillable toner cartridges and extended drum life, they are also a more sustainable option. ARM units lead the campus in adoption of multifunction devices, with 20 installed over the past year. Repro Graphics can enable wireless printing on many multifunction devices, a capability popular with students working in public computer labs and libraries.

Supporting Aggie teams

Maintaining our urban forest

2008-09 2009-10 2010-11 2011-12 Percent Change

Reservations 8,292 7,469 8,628 10,880 24%

Facility Uses 39,861 45,803 50,632 48,502 18%

Estimated Total Attendance 4,226,632 6,770,461 3,317,793 3,010,069 -29%

Sustainable practices continued to be at the heart of CP&CR’s operations:

• Solar panels were installed in the South Entry Parking Structure, the latest development in TAPS’ longstanding partnership with UC Davis research units on energy-saving lighting projects.

• The Arboretum Oak Grove meadow has been converted from lawn to a mixture of native grasses comprised primarily of California needle grass.

• TAPS installed 17 new Coulomb J-type electric vehicle charging stations in campus parking lots, bringing the total number to 37.

Grounds crews drew praise from respondents to a 2012 facilities survey conducted by Sightlines, Inc.:

“The Grounds guys at Extension Center are fantastic.”

“The landscapes look good and make a positive impression on our students and their families.”

“The staff assigned to our area does an excellent job.”

Conference and Event Services is innovating to cover costs and improve service.

ACADEMIC ENGAGEMENT INDICATOR: EXTRAMURAL FUNDING

Campus Planning and Community Resources led efforts to raise close to $1 million in support of campus/community collaborations, including:

• $890,000 Urban Greening Grant from the Strategic Growth Council of the California Natural Resources Agency, obtained by the Arboretum in collaboration with the City of Davis, to fund the California Native Plant GATEway garden at the east end of the Arboretum.

• $7,000 grant from the Urban Forestry Program of the California Department of Forestry and Fire Protection, in collaboration with Tree Davis, for 100 new trees.

• $40,000 from the City of Davis City Arts Commission for a sculpture celebrating the campus/city connection.

To improve the on-campus experience, Repro Graphics, Grounds and Landscape Services, and Civil and Industrial Services have piloted new map kiosks and updated building signs. Local businesses are being invited to help sponsor the campus wayfinding system.

CONFERENCE AND EVENT SERVICES SPACE RESERVATIONS, UTILIZATION AND ATTENDANCE

B E F O R E

Half of the CES budget ($500,000) was general funded in support of

student activities.

Severe budget pressures led CES to lose its general funds support,

requiring new funding strategies.

A F T E R

Rates have been restructured to recover the cost of services with minimal to no impact on student activities.

Ad sales cover all expenses for design and printing of the campus map.

Ticketing for athletic and entertainment events has been transferred to Student Affairs.

Room reservations continue on the upswing. Facility usage and attendance, managed by clients, show declines, a trend attributable to the overall economic climate.

Promoting our campus

Maintaining campus assets

Helping people navigate the campus

DESIGN AND CONSTRUCTION MANAGEMENT

This past year, Design and Construction Management made strides in

STREAMLINING THE RENOVATION PROCESS AND LOWERING PROJECT COSTS. They completed, advanced or launched many high profile new construction projects and achieved significant successes in energy conservation and recognition for sustainable architecture.

DCM has implemented Job Order Contracting, which employs one competitively bid contractor who works within preset specifications and unit pricing on common construction tasks and materials.

B E F O R E

Every minor cap renovation used to be bid out individually.

The pre-construction phase was expensive and time-consuming.

Change orders during construction were common and costly.

A F T E R

The pre-construction planning phase takes less time, is more flexible and includes the contractor.

Renovations are higher quality and there are fewer change orders.

Six months into the job order contract:

➤ Project expenditures reached $2 million, out of a $5 million annual limit.

➤ 14 projects were completed.➤ The average project size was

$150,000.

New buildings and major renovations completed in 2011-12 averaged 33 percent more efficient than required by the California Energy Code (Title 24). This is up from 30 percent last year and continues a constant trend of improvement since the 2005-06 benchmark of 13 percent. The degree of improvement significantly understates the actual improvement because Title 24 is made more stringent each time it is revised.

DCM PROJECTS’ ENERGY CODE PERFORMANCE

40

30

20

10

0

UC Davis % better than Title 24UC policy % better than Title 24

2005-06

% b

ette

r th

an

CA T

itle

24

2006-07

2007-08

2008-09

2009-10

2010-11

2011-12

DCM completed construction on more than $64 million worth of projects in 2011-12, including:

• The Student Community Center, a long-awaited project has been an instant success since opening its doors in fall 2011.

• Segundo Services Center, the last phase in the Segundo student housing complex, provides central student services and re-designed outdoor gathering spaces.

• The Foundation Plant Services facility, designed by DCM’s in-house architects, where plant materials, including grapes, strawberries, fruit trees, nut trees, sweet potatoes and roses, are virus- and disease-tested for use by California nurseries.

Planning for energy savings

Designing in-house when possible

Building for comfort and style

ACADEMIC ENGAGEMENT INDICATOR: SMART LIGHTING INITIATIVE

Phase 1 of the Smart Lighting Initiative wrapped up when one of the most advanced exterior lighting systems in the country was formally unveiled in June 2012. DCM has a lead role in this collaboration with the California Lighting Technology Center, Facilities Management, Utilities and other campus administrative units. Smart Lighting Phase 2, recently launched, will modify interior lighting in approximately 40 buildings representing 2.5 million square feet. The project will include education and outreach to involve the campus community in achieving the goal of reducing electricity use for lighting by 60 percent by the end of 2015.

Thanks to the persistence of DCM staff, Gladys Valley Hall, the instructional heart of the School of Veterinary Medicine, was awarded LEED Platinum certification. The designation comes six years after the building’s dedication. Here are just a few of the building’s platinum-worthy features:

• use of previously developed land

• construction waste diverted from landfills

• high ratio of open space to building

• native and adapted plant landscaping that retains and filters storm water on site

• high-performance insulated windows and roof

• real-time, weather-based irrigation controls

• paints, sealants and adhesives with little or no volatile organic compounds

• a green custodial program

• nearby public transportation and 250 bike parking spaces

Valley Hall makes four LEED Platinum buildings for UC Davis, with an additional three expected to be certified in the near future. Three facilities, Tercero South Student Housing Phase 2, the Student Health & Wellness Center and Robbins Hall Phase 1 Renovations were LEED Gold certified in 2011-12.

The successful design/build competition for the Jess S. Jackson Sustainable Winery resulted in a net-zero energy building design that will set new campus and industry standards for facilities of its kind.

The Road and Pathway Lighting Improvements Phase 1 were completed in February 2012. Half of the campus’s bike and pedestrian lights (about 800 lights in all) were retrofitted with “smart” LED lighting that can be remotely adjusted from a laptop or a control center based in Utilities. The system features “predictive pathway travel” in which the motion sensors can detect the speed and direction of bikes and pedestrians.

Tracking and measuring building efficiency

Earning recognition for sustainable development

Supporting campus partners in student service

Building space for student life

Innovating in residence community design

ENVIRONMENTAL STEWARDSHIP AND SUSTAINABILITY

This year, the

NATIONAL SPOTLIGHT SHINED BRIGHTER THAN EVER ON UC DAVIS’ SUSTAINABILITY EFFORTS. Environmental Stewardship and Sustainability staff played a key role in drawing that attention to campus.

While all campus departments and personnel are engaged in sustainability efforts, Environmental Stewardship and Sustainability initiates or promotes many campus-wide strategies, tracks progress, and coordinates official documentation for the agencies and organizations that certify, rank and recognize institutional sustainability efforts.

B E F O R E

Active sustainability practices were in place in many academic

and administrative departments, campus operations and student

activities, but no single unit was accountable for overall performance

related to sustainability policy and objectives.

A F T E R

Environmental Stewardship and Sustainability unit raises the visibility of all sustainable practices on campus.

Sustainable 2nd Century website assembles news and information from across campus.

Since this unit was created, the campus has steadily grown in stature and recognition as a sustainability leader.

Environmental Stewardship and Sustainability ensures that all required data and information are submitted for the annual Sierra Magazine Cool School award. UC Davis consistently ranks high on the list. The June 2012 submittal resulted in UC Davis being named the #1 Cool School in the U.S.

The South Campus Development Plan includes a proposal to extend Old Davis Road. Environmental Stewardship and Sustainability, with Design and Construction Management and the Campus Planning office, led community meetings in 2011-12 to gather feedback on the plan, which will extend Old Davis Road from its existing terminus east of the Hyatt Place Hotel to the southern end of A Street. The existing road will then become a bike and pedestrian path along the Arboretum.

Building sustainable communities

Growing for the future

Stewarding campus wildlife

ACADEMIC ENGAGEMENT INDICATOR: CREATIVE, CHALLENGING STUDENT INTERNSHIP

ESS provided student designers with the unique challenge of designing a Sustainability Tour map to demonstrate the campus’s expertise in sustainable practices. Working with the campus sustainability planner, the students developed a graphic system to depict the many dimensions of sustainability. They completed a complex and sophisticated printed map layout, including a 2.75-mile walking tour of the core campus and a 5-mile bike tour extending from the North Entry Parking Structure to the Robert Mondavi Institute to West Village and all points in between.

UC Davis hosted the 11th annual California Higher Education Sustainability Conference, June 18-21, 2012. The conference brought nearly 1,000 individuals from 88 colleges and universities to campus. They came from California, Oregon, Washington, New York, Norway, Sweden, Saudi Arabia and Hong Kong to learn and share ideas about sustainability in research, academic programs, campus operations and community partnerships.

The Green Offices and Labs pilot program continued to evolve in 2011-12. The program provides a checklist of strategies across the spectrum of sustainable practices, from alternative transportation to waste reduction. Incentives keep participants motivated, and metrics help them chart their progress. The program is poised for a wider launch in 2012-13.

UC Davis’s greenhouse gas reduction goals are more ambitious than the UC systemwide policy. Our goal is to exceed the established 2014 target for operations-related emissions by at least 15 percent. We are on track to achieve this goal even with increasing campus square footage. (Notes: Gross square footage and GHG includes all UC Davis campuses. Data are pending verification.)

INVENTORIED GREENHOUSE GAS EMISSIONS VERSUS OUTSIDE GROSS SQUARE FOOTAGE

260,000

250,000

240,000

230,000

220,000

210,000

200,000

190,000

17.00

16.50

16.00

15.50

15.00

14.50

14.00

13.50

13.00

12.50

20072008

20092010

2011

2007 2008 2009 2010 2011

Greenhouse Gas Emissions (Metric Tonnes CO2

equivalent)

251,750 239,060 234,741 228,218 212,978

Outside Gross Square Footage

(million SF)14.44 15.20 15.49 16.15 16.51

Jade St.

Sage

St.

Pistacia St.

La R

ue R

d.

Dai

ry R

d.

Hilgard Lane

Cro

cker

Lan

e

Mrak H

all Dr.

Kleiber Hall Dr.

Bioletti Way

How

ard Way

California Ave.

S. La Rue Rd.

Hutchison Dr.

Gar

rod

Dr.

Old Davis Rd.

Peter J. Shields Ave.

600 feet

4

North Entry

Hunt

Plant &Environmental

Sciences

MemorialUnion

Shields Library

StudentCommunity

CenterBikeBarn

Silo

Mrak Hall

South Entry

ConferenceCenter

GallagherHall

University House

SegundoDining

Commons

Transportation& Parking Services

TerceroResidence

Halls

BargainBarn

Unitrans

ArboretumTeachingNursery

Valley Hall

AggieStadium

Domes

Student Farm(Field House)

Bee Sanctuary

RMI Good Life Garden

La RueField

Brewery, Winery,and Food Science

Laboratory

Experimental CollegeCommunity Garden

Ruth RisdonStorer Garden

Shields Oak Grove

Meadow

113

80

1

2

2

3

56

7

8

9

9

1011

12

13

14

15

16

3

4

5

6

7

8

910

11

12

13

14

14

15

15 15

16

Davis Bike Loop

BIKING TOUR

WALKING TOUR

Teaching Vineyard

ArboretumHeadquarters

Food Science& Technology

MondaviCenter

West Entry

NelsonHall

WyattPavilion

LifeSciences

Olson

Wellman

ARCPavilion

Hart

Freeborn

The ARC(Activities &Recreation

Center)

Quad

DairyRoadField

HutchisonField

A StreetField

Arboretum

AggieVillage

The RambleApartments

ViridianApartments

HyattPlace

West Village

3rd St

$

Bike Services

EV Charging Station

Transit

LEED™ Certified Platinum

LEED™ Certified Gold

LEED™ Registered

Composting

Recylcing Multi-Bin

Zero Waste Capable Building

Smart Purchasing

Energy Infrastructure

Geothermal

Solar Photovoltaic

Climate Action

Collections and Habitats

Arboretum

Gardens

Low-Impact Landscapes

Storm Water

Water Infrastructure

Farms and Community Gardens

Campus Dining

Groceries

Student Communities

Policy

$

$

$

$

$

EXPLORESUSTAINABILITY

2012

N

Hutchison Dr.

This map printed on 100% post-consumer waste paper.

Sustainable travel is a gas!

Sharing ideas and best practices

Lighting the way to energy savings

Grounding progress in tradition

Greenhouse Gas Emissions Outside Gross Square Footage

2014 TARGET

FACILITIES MANAGEMENT

Skilled trades workers and custodial staff possess the skills and experience to SUSTAINHUNDRED-YEAR-OLD BUILDINGS, MODERN “SMART” STRUCTURES, AND EVERYTHING IN BETWEEN.

Building Maintenance Services and Design and Construction Management eliminated the up-front cost for estimates on small project work.

The energy retrofit of the Art Building, a four-floor classroom, gallery and studio building opened in 1966, exemplifies the Statewide Energy Partnership Program, which provides incentive funds for energy retrofits. Facilities Management, Design and Construction Management and Utilities are all involved in implementing SEPP projects.

B E F O R E

Clients often avoided consulting on needed renovations to save

estimate costs.

Clients resented charges for estimates, especially if no work was

actually performed.

B E F O R E

Heating and cooling systems were at the end of their useful life.

Inefficient single-speed air-flow handlers with old school pneumatic

controls ran constantly.

The building had extensive deferred maintenance and capital

renewal needs.

A F T E R

Clients can brainstorm possibilities and alternatives without incurring estimating costs.

Departmental staff benefit from expertise of campus facility specialists in developing accurate project plans and budgets.

A F T E R

A full retrofit of the HVAC system includes a new, electronically controlled, variable speed air-flow system with independently actuated dampers.

New roof exhaust fans have premium efficiency motors.

Electronic controls enable remote monitoring and adjustment of building systems, and the building can now be shut off when not occupied.

The project paid for itself in less than one year.

➤ Investor-owned utilities provided $167,000 in SEPP incentive funds.

➤ The total cost to campus was $121,000.

➤ Annual energy savings are $135,000.

Art Building upgrades triggered additional energy savings in the Central Heating and Cooling Plant.

UC Davis is well below the target spending zone to reduce the deferred maintenance backlog, which grew to $1.3 billion in 2011-12, including $351.1 million for maintenance and repair and $985.2 million for modernization. One-time funding for asset reinvestment has not been adequate to reduce the backlog or provide appropriate stewardship of campus capital resources.

ACTUAL SPENDING VS. STEWARDSHIP TARGET

Millions

$180

$160

$140

$120

$100

$80

$60

$40

$20

$0

Asset Reinvestment Annual Stewardship

20082007 20102009 2011

Target Spending Zone $80-$160 million

Upgrading facilities to support learning and save energy

ACADEMIC ENGAGEMENT INDICATOR: EXTRAMURAL FUNDING

Since 2008-09, UC Davis has earned more than $7 million through the Statewide Energy Partnership Program. These PG&E rebates are used to offset the cost of replacing and updating building energy systems. The campus has saved more than $4 million on purchased utilities over the last four years and also reduced greenhouse gas emissions.

2008-09 2009-10 2010-11 2011-12 Total

Electricity Savings (kWh) 3,684,140 4,235,343 5,917,714 13,163,377 27,000,574

Gas Savings (Therms) 146,691 643,647 349,069 620,178 1,759,585

SEPP Incentives Earned (PG&E rebates) $523,949 $1,673,833 $1,811,368 $3,636,243 $7,645,393

Purchased Utilities Cost Savings (est) $459,843 $1,003,651 $852,075 $1,739,065 $4,054,634

A do-it-yourself online paint estimator now enables campus customers to obtain quick estimates for routine jobs, saving hassle and streamlining the work order process.

Customers praised Facilities Management staff in a survey conducted by Sightlines, Inc. in 2012.

“I can’t say enough about the customer service staff. They are always extremely helpful … very professional and courteous.”

“I always get excellent service from HVAC, the electricians and plumbers.”

“The technicians on site are professional, knowledgeable and hard-working.”

“Structural always does a great job, and I’m very happy with their work.”

“Through the years, custodial service has always been very good.”

“Our current custodian has [provided services] above and beyond--a real sense of community.”

Following a comprehensive review of Fleet Services business operations, its budget and rates have been restructured.

B E F O R E

Customers were confused by vehicle lease and rental rates.

Some vehicle programs subsidized others.

A F T E R

Rates now reflect the actual cost of each vehicle type, and no program subsidizes any other, which is better and fairer for customers.

The fleet has been “rightsized” from 781 vehicles in 2008 to 719 in 2012.

A rider reservation system enables the Davis/Berkeley Shuttle to be rightsized based on ridership—which was up 28 percent in 2011-12.

The UC Drive car share program is being expanded to additional locations to meet campus demand.

In 2012, Fleet Services was named the top-ranked University Green Fleet operation and was ranked No. 22 on the 100 Best Government Fleet roster. This recognition is based on a combination of strategies, including:

• Expansion of electric and hybrid vehicles, including a new MiEV electric vehicle that gets 112 MPGe (miles per gallon equivalent). The MiEV car is the 19th “green” vehicle in the UC Davis fleet.

• Adding a Compressed Natural Gas (CNG) vehicle to the fleet, which is expected to save more than $10,000 a year on fuel while reducing emissions.

Facilities Management takes pride in its ability to maintain growing square footage with shrinking resources, however the campus is reaching the tipping point. A study conducted in 2011-12 by Sightlines, Inc. confirms that UC Davis lags behind peer institutions in maintenance funding.

• 40 percent of campus space is 25 to 50 years old—the highest cost range for building maintenance.

• UC Davis averages 92 buildings per acre. Peer institutions average 22.

• The target spending zone to reduce deferred maintenance backlog is $80 to $160 million per year. UC Davis spends only $6 to $8 million.

Piloting alternative fuel vehicles

Monitoring building systems

FIRE DEPARTMENT

Two themes resonated for the UC Davis Fire Department in 2012:

TECHNOLOGY-ENHANCED RESPONSE, AND STANDARDIZATION OF OPERATIONS AND TRAINING.

UC Davis and the City of Davis successfully consolidated their fire dispatch units in 2011.

B E F O R E

Campus and city each maintained its own fire dispatch unit.

Calls for service on campus or in town were frequently transferred

between stations.

A F T E R

The merger of dispatch units is a success story for campus/city collaboration.

Calls for service are now managed more efficiently at lower cost.

Service to both campus and city is improved.

In addition to incorporating iPads into its daily operations, the department deployed a lifesaving smart phone application, PulsePoint, that notifies citizens if someone nearby is having a cardiac emergency that may require bystander CPR. It also highlights the location of the nearest automated external defibrillator (AED).

FIRE DEPARTMENT INCIDENT COUNTS, 2009-2012

The Fire Department responded to a total of 916 incidents in 2012. The department averaged 968 incidents per year between 2009 and 2012.

600

500

400

300

200

100

0Alarm

UnintendedPublic

AssistanceHazMatMedical Aid Fire Malicious

False AlarmCancelled Rescue Hazardous

Condition

2009-102010-112011-12

9204

4

55

4458

96

273

384

15

16204

25264

105

225

466

1218243353

404

7

191

498

Pulling together in an emergency

ACADEMIC ENGAGEMENT INDICATOR: STUDENT EMPLOYMENT AND PROFESSIONAL DEVELOPMENT

The Student Resident Firefighter Program received 350 interest cards and 50 applications in 2012. Fourteen students were selected for training, and 10 students have joined the program. This program is more than a job. It prepares students for careers in firefighting and emergency medical service. In 2012, the program graduated nine seniors, many of whom have gone on to work as fire fighters. Within the UC Davis Fire Department, three firefighters are alumni of the program.

In 2012, UCDFD led the formation of the West Valley Regional Fire Training Consortium, which also includes the cities of Davis, West Sacramento and Woodland. The consortium was formed to coordinate fire department training, professional development and safety programs on a regional basis. The consortium’s advisory board includes all participating fire chiefs, and its programs are directed by the campus’s new division chief of training and safety.

The department has begun converting its command vehicle fleet from traditional gasoline engines to greener fuel sources. In 2012, the chief ’s command vehicle was replaced with a biodiesel vehicle, improving from 13 miles per gallon to more than 40. The department has also put a compressed natural gas (CNG) vehicle into service, which reduces fuel cost for the vehicle to less than a dollar per gallon, while dramatically reducing greenhouse gas emissions.

Fire is no longer the primary reason for calling the Fire Department. Medical calls and alarm responses (including unintended and malicious false alarms) dominate UCDFD activity.

FIRE DEPARTMENT 2011-12 INCIDENT TYPES

HazMat or Hazard

Reaching out to the community

Maintaining a state of preparedness

Training a regional emergency response force

498Medical

86Assistance or Rescue

215Alarm-related

CancelledFire

4740

30

HUMAN RESOURCES

Growth in research and fundraising, and the creation of the Shared Services Center,

contributed to INCREASED ACTIVITY IN NEARLY EVERY AREA OF HUMAN RESOURCES OVER THE PAST TWO YEARS. In 2011-12, HR completed 1,961 recruitments, including seven executive recruitments, and saw a 15 percent increase in recruitment-related actions as well as increases in the number of contract and limited term appointments.

Operational improvements in Temporary Employment Services have improved services and eliminated an accumulated deficit a year earlier than anticipated.

B E F O R E

Temporary Employment Services had an accumulated deficit of

$390,000 in July 2009.

The unit’s rate structure and staffing model were not cost efficient.

A F T E R

Cost-reduction strategies included:➤ new rate methodology and lower

cost to departments➤ restructuring administrative staff➤ developing new policies for

benefit eligibility➤ closely monitoring benefit costs

The overall number and variety of temporary staff positions were expanded to meet campus needs.

The number of temporary staff converting to career or contract positions on campus and at the Health System increased.

Compensation and Classification activity increased during 2011-12 in response to multiple campus reorganizations, supervisory staff reductions, and the realignment of 70 MSP to PSS titles. A new job classification series was created for 80 development officer positions on campus and at the Health System. This infrastructure will support the aggressive fundraising goals for the University as well as serve as a model for other departments.

While implementing measures to improve services and eliminate an accumulated deficit, Temporary Employment Services has seen growth in all its measures of success.

TEMPORARY EMPLOYMENT SERVICES GROWTH, 2010-12

300

250

200

150

100

50

0

2010-112011-12

# of TES Employees# of Hires TES to Career

The Benefits unit centralized responsibility for consolidated billing functions and integrated direct pay/prepay and vendor discrepancy review into the consolidated billing process. These strategies, along with continuing review and reconciliation of monthly consolidated billing reports on a case-by-case basis, enabled Benefits staff to resolve discrepancies within a 60-day threshold and correct more than $320,000 in misdirected benefit charges.

Collaborating for success

Serving the academic mission

The focus of the Academic and Staff Assistance Program (ASAP) has shifted over the past few years to serve the campus more strategically and better respond to client needs.

Course offerings and completions for e-learning compare favorably to instructor-led training.

B E F O R E

Prior to 2007, ASAP’s main focus was individual counseling

as a means to reduce employer liability.

Consultations were designed to provide management personnel with expertise in mental health

and organizational issues.

Debriefings were complex group consultations following

adverse events.

A F T E R

ASAP now promotes prevention, including management consultations as a risk management tool to reduce employer liability.

ASAP continues to offer intervention, consultation and referral services to faculty, staff and immediate families.

Prevention services have significantly increased over the past five years as a result of having shifted ASAP’s core service model. Additionally, there have been considerable increases in utilization.

ACADEMIC ENGAGEMENT INDICATOR: EMPLOYEE TRAINING

Staff Development and Professional Services (SD&PS) developed the Career Navigation Series to support employees affected by the transition to shared services, and 87 employees participated. SD&PS also offered a robust training program, including 28 instructor-led and 44 e-courses, to prepare new Shared Services Center employees. For new supervisors and leads, SD&PS created three new certificate series. A total of 345 employees completed all or part of a supervisory certificate series during 2011-12. Overall course offerings have been expanded through e-learning, which is an increasingly popular learning mode for employees.

In 2011-12, Disability Management Services conducted 502 consultations and opened 196 Workers’ Compensation or non-industrial cases. Their role is to help determine reasonable accommodations for faculty, staff and students experiencing long- or short-term disabilities such as cancer, orthopedic issues, mental health issues, etc.

COURSE COMPLETIONS BY UC DAVIS EMPLOYEES

25,000

20,000

15,000

10,000

5,000

0

e-LearningInstructor-Led

FY10-11FY09-10 FY11-12

In 2011-12, Disability Management Services supported 698 cases where students, faculty or staff required reasonable accommodations for long- or short-term disabilities.

DISABILITY MANAGEMENT SERVICES CONSULTATIONS 2009-2012

ASAP CONSULTATIONS/DEBRIEFINGS 2006-2012

800

700

600

500

400

300

200

100

02010-112009-10 2011-12

WC and Non-Industrial CasesTotal Consultations

236

295

218

340

196

502

Program expansion and demands for services resulted in an 89 percent increase in ASAP activity from 2006 to the present.

3000

2500

2000

1500

1000

500

02006-07 2007-08 2008-09 2009-10 2010-11 2011-12

280530

1077 1189

1710

2527

Smiling as much as we can Celebrating student success

Celebrating staffPreparing the future workforce

ORGANIZATIONAL EXCELLENCE

As the Shared Services Center transitions to operating as a separate unit, the Organizational Excellence group continues to

SUPPORT STRATEGIES THAT INTEGRATE ORGANIZATIONAL EXCELLENCE INTO THE CAMPUS CULTURE.

The OE initiative achieved its first major milestone when the Shared Services Center went into full operation in February 2012.

B E F O R E

HR, accounts payable, purchasing and other services were based in

operating units.

Processes and procedures varied from unit to unit.

Many individuals handled transactions on an infrequent basis,

leading to high error and rework rates.

Many transactions were duplicated by departments and central units.

A F T E R

The Shared Services Center supports 6,900 employees in 154 campus departments with HR, payroll and financial transactions.

Specialists handle transactions more efficiently with significantly lower error rates.

Staff has been reduced by 51 employees with only three layoffs resulting directly from the Shared Services Center implementation.

Ninety percent of Shared Services Center staff were hired from within UC Davis.

ACTIVITY LEVELS, JANUARY THROUGH JUNE 2012

Shared Services Center staff have handled a total of 30,297 requests since the soft launch in January 2012. This does not include transactions processed using Facilities Management’s Maximo system or PPS-only transactions.

Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12

Finance 1,330 2,179 3,486 3,493 4,260 3,416

Payroll 233 471 715 841 870 1,421

Service Desk 348 739 741 758 886 987

Human Resources 217 396 578 608 568 670

Other 0 14 14 10 20 28

8,000

6,000

4,000

2,000

0Feb-12 May-12Jan-12 Apr-12Mar-12 Jun-12

Supporting the academic mission

Go-Live (Feb 2012) to June 2012 $1.5 million

2013-14 forward: ≥ $4 million/year

ACADEMIC ENGAGEMENT INDICATOR: ACADEMIC DEPARTMENT SUPPORT

The Organizational Excellence team is now working with deans and assistant deans to identify opportunities to increase administrative efficiencies in the academic units.

CONTINUOUS IMPROVEMENT IN DOCUMENT PROCESSING

SHARED SERVICES CENTER COST SAVINGS

In coordination with the Shared Services Center implementation, campus departments contributed $1.5 million toward the campus permanent budget shortfall.

The Shared Services Center has achieved steadily increasing levels of accuracy in financial transactions, particularly after adjustments to quality assurance processes after the first month of operation. Of the 21,172 financial and HR transactions processed between January (soft launch) and June, on average only 865 (4.3 percent) involved rework. In addition, the team processed approximately 50,000 payroll transactions.

OE is developing a business plan to support departments in continuous improvement efforts and provide organizational development services, including:

• strategic planning

• team development

• process mapping and re-engineering

• facilitation

• change management support

• workforce engagement assessments

• project management support

0.98

0.97

0.96

0.95

0.94

0.93

0.92Jan-12 Apr-12Mar-12 Jun-12Feb-12 May-12

Finance QA process implementedMarch 23, 2012.

Building stronger workgroups

Changing the way we do business

Updating and simplifying processes

Mentoring student employees

POLICE DEPARTMENT

Under a new reporting structure and leadership, the Police Department recovers from adversity with the

COMMUNITY SPIRIT that has always characterized its service to UC Davis. The chief of police now reports to the provost, while administrative support continues from Administrative and Resource Management.

The Police Department (which enforces bike laws) in collaboration with Transportation and Parking Services (which manages the bicycle education program) have created the Bicycle Education Enforcement Program (BEEP) to give cyclists cited for bike laws a way to avoid high fines and court visits.

B E F O R E

Cyclists cited with violation of bike laws had only one option: pay $214

in fines plus court costs.

Fines accrued to Yolo County Court System.

Police officers issued many warnings, but few citations,

knowing what a dent the fines put in students’ bank accounts,

not to mention lost study time for court appearances.

A F T E R

BEEP is a diversionary program similar to traffic school for automobile violations.

Cited cyclists have 14 days to complete a bicycle education program online.

Upon completion, their citation and fines are waived.

They pay only a $70 campus fee for administration of the program.

Officers issue more citations, meaning more opportunities to educate violators.

From October 2011 through June 2012, about 130 individuals (out of about 160 cited) opted for the BEEP program.

The campus PD now has 20 bicycle patrol officers certified by the Commission on Peace Officer Standards and Training (POST). The training was conducted in house by the campus’s bicycle patrol officer, who became a POST-certified trainer in 2011. The department purchases and maintains its patrol bikes through the student-run Bike Barn.

CALLS FOR SERVICE

UC Davis Police calls for service in the calendar year 2011.

45,000

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

020082007 20102009 2011

27,78627,441

40,456

33,760

37,839

Welcoming dialog with students and staff

ACADEMIC ENGAGEMENT INDICATOR: STUDENT EMPLOYMENT AND MENTORING

Aggie Hosts security services employed 81 students in 2011-12. They provide free security escorts, event security, job site surveillance and other security services for the campus community and visitors. This program provides excellent preparation for careers in criminal justice, and at least two current PD staffers are former Aggie Hosts.

With the approval of ASUCD, the Police Department now deploys a “bait bike” to help catch bike thieves. The bait bike is equipped with a global positioning system and a device that alerts the Public Safety Dispatch Center when it is stolen. Movement of the bike is tracked on a map so officers can make contact and arrest the thief.

Theft (taking of property without breaking and entering) is the most frequent campus crime followed by burglary (involving unlawful entry).

CAMPUS CRIME TYPES 2011

Monitoring calls and dispatching services

Serving and protecting the campus communityPatrolling campus on wheels

31Assault

9Motor

Vehicle Theft

3Rape

1Arson

4Robbery

603Theft

74Burglary

SAFETY SERVICES

A marked trend for Safety Services in recent years has been the dramatic increase in the number of

agency inspections, and 2011-12 was no exception. Safety Services’ PURSUIT OF CROSS- FUNCTIONAL AND INTERDEPARTMENTAL STRATEGIES TO IMPROVE SAFETY OVERSIGHT is reducing risk, institutionalizing emergency preparedness and lowering costs.

Ensuring that all researchers, laboratory workers and staff receive appropriate preventive medical services has been a challenge… until now.

B E F O R E

Optional health screenings and preventive medical services were

offered on a recharge basis.

Due to budget pressures, many departments opted out of these services, elevating certain risk

factors for researchers, lab techs and staff.

A F T E R

All preventive services are now offered at no cost to departments.

The funding model, developed with UCOP, socializes the cost of preventive care across all payers as part of composite benefit rates.

WORKERS’ COMPENSATION AND GAEL PAYROLL ASSESSMENT TRENDS

Workers’ Compensation and GAEL payroll assessment trends, 2008-2012

Occupational Health Services and the UC Davis employee clinic moved from off-campus to the Cowell Building, making excellent use of the former student health clinic facility.

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0

Workers’ Compensation payroll assessment $/$100 payrollGAEL payroll assessment $/$100 payroll

2008-09 2009-10 2010-11 2012-132011-12

Providing preventative medical services

Testing to ensure health and safety

Caring for critters

ACADEMIC ENGAGEMENT INDICATOR: LAB SAFETY OVERSIGHT

A 2012 retroactive analysis of regulatory inspections quantified Safety Services’ effort to keep pace with campus inspections by regulatory officials. Safety Services participated in 91 inspections in 2010-11, including accreditation review of animal facilities, anti-terrorism inspections of chemical facilities, and oversight of medical waste, hazardous materials, controlled substances, air pollutant emissions management, recombinant DNA, radioactive materials and x-ray machines, and many other complex activities involved in UC Davis research. These inspections took up more than 150 days of staff time.

UC Davis earned a Workers’ Comp rebate once again in 2011-12 thanks to successful efforts to reduce accidents and injuries. The campus received a retroactive rebate of approximately $2 million. The campus’s Workers’ Compensation rate for 2012-13 is $0.62 per $100 of payroll (more than $2 lower than the Workers’ Compensation Insurance Rating Bureaus advisory rate for the State of California at $2.68.)

WORKERS’ COMPENSATION COST, 2008-2012

TOTAL LOST WORK DAYS, 2008-2012

NUMBER OF INJURIES/ILLNESSES, 2008-2012

The Safety Spotlight newsletter, developed and produced by Safety Services since fall 2009, was adopted as a systemwide publication distributed through the UCOP Office of Risk Management.

$4,000

$3,500

$3,000

$2,500

$2,000

$1,500

$1,000

$500

$0

7,000

6,000

5,000

4,000

3,000

2,000

1,000

0

850

800

750

700

650

600

2010-11

2010-11

2010-11

2008-09

2008-09

2008-09

2009-10

2009-10

2009-10

2011-12

2011-12

2011-12

$3,416

$2,699

$1,637

$3,218

Thou

sand

s

QA

What is most impor-tant in ensuring the the effectiveness of personal protective equipment (PPE)?

You have to use it! A surprising num-ber of injuries occur each year because workers fail to use required, easilyaccessible PPE.

This is the only body youhave and your most impor-tant tool. Taking good careof it enables you to live an interesting and meaningful life. Don’t let small safety oversights or rushing throughyour work lead to injuries you may feel for a lifetime. Safe work procedures aredesigned to protect you and they are usually simple, common-sense actions. Usingrequired personal protective equipment and other safety measures can safeguardyour body from head to toe, but only if you use them! Depending on the type ofwork you do, your required PPE could include:

Q

Poster of the Month

DownloadablePoster: PPE: For BestResults, Applyfrom Head to Toe

Thismonth’sposter isa light-heartedreminderthatPersonalProtectiveEquip-

ment can’t help you if youdon’t use it. Display theposter in your workplaceto help keep your areainjury-free.

Download Poster

Video Links

How a “culture of silence”can contribute to workplace incidents

Avoiding foot injuries

Facts about noise-induced hearing loss

Respiratory Safety Basicsfrom OSHA

Hand and power tool safety tips

August 2011Safe Work Practices: Per-sonal ProtectiveEquipment

Safety SpotlightUCA UC System-Wide Publication of the Environment, Health & Safety Leadership Council

Safe Work Practices

HANDS

VISION

HEARING LUNGS

SPINE

FEET

Your First Line of Defense: Personal ProtectiveEquipment

A

Your body is your most important tool.Protect it every working day!

RESPIRATOR

CUT-RESISTANT GLOVES

WORK GLOVES

SPECIALIZEDPROTECTIVECLOTHING

FACE SHIELD

SAFETY GLASSES

KNEE PADS

STEEL-TOEDSHOES

HANDS-FREE PHONE

DUSTMASK

SUN PROTECTIONREFLECTIVE VEST

HARDHAT

Monitoring potential hazards

Thinking safe

Educating about injury prevention

Championing a culture of safety

UTILITIES

To support research, teaching, living, working and recreation on a 5,200-acre campus, UC

Davis owns and maintains A UTILITIES INFRASTRUCTURE ON THE SCALE OF A SMALL CITY including an electrical substation, power lines, power plants, water wells, pipelines, storage tanks and a wastewater treatment plant.

Installing utility meters on campus buildings has been a high priority over the past three years.

B E F O R E

Only 36 percent of buildings were metered in January 2008.

Very few buildings had any metering in place. Utility use for

internal billing had to be estimated. It was not possible to track actual

use or recognize reductions.

Campus utility systems were running on 1960s vintage

controllers without centralized reporting. Many problems could

not be recognized except via site visits.

A F T E R

Today, 80 percent of campus electricity use is fully metered.

Chilled water and steam meters have been installed on about 40 of the most energy intensive buildings.

Energy use is tracked and reported on all metered facilities.

Data are used to support strategic energy planning.

Automated controls allow many utility issues to be managed centrally, without deploying field staff.

All campus domestic water systems and many of the most critical pumping plants are centrally managed. Automated alarms and remote controls help mitigate problems and restore services more quickly.

ENERGY USE VS. COST PER SQUARE FOOT, 2005-2012

Energy use and energy cost per square foot continued to drop in 2011-12 as a result of aggressive energy conservation efforts.

$3.00

$2.50

$2.00

$1.50

$1.00

300,000

250,000

200,000

150,000

100,000

Total Energy Cost ($/Year/Square Foot)Energy Use (BTUs/Year/Square Foot)

Ener

gy U

se (B

TUs/

Year

/Squ

are

Foot

)

2005-06

236,500

2007-08

210,200

2009-10

191,400

2011-12

180,100

2006-07

228,800

2008-09

195,600

2010-11

181,700

$2.75$2.86

$2.45

$2.16

$2.74 $2.73

$2.12

Applying research and sharing expertise Powering diverse activities

Tota

l Ene

rgy

Cos

t ($/

Year

/Squ

are

Foot

)

ACADEMIC ENGAGEMENT INDICATOR: PUBLISHING RESULTS

Utilities staff routinely prepare case studies and present at conferences for the benefit of other operations managers in higher education. At the 2011 International District Energy Association (IDEA) conference in Washington DC, Utilities staff reported on using a reverse osmosis (RO) water system to replace saline-based water softeners in the Central Heating and Cooling Plant. Although the goal of the project was to comply with mandated sodium discharge limits, it offered many additional benefits, such as:

• A 13 percent reduction in salt levels to the campus wastewater plant

• Elimination of 33,000 pounds of salt/month discharged into Putah Creek

• Operational savings of about $500,000 per year

• Substantial savings from reduced water use (RO water is purer than salt-softened water and boilers use much less water.)

• Easier and less inexpensive plant operation

ACADEMIC ENGAGEMENT INDICATOR: APPLIED RESEARCH

In partnership with the Department of Biological and Agricultural Engineering, Utilities staff at the Wastewater Treatment Plant took on operation of the pilot-scale biodigester and implemented a series of real-world tests using campus waste.

TOTAL CAMPUS ENERGY USE VS. BUILDING AREA

Implementation of new strategic software systems was a key theme for 2012.

• UC Davis became an early adopter of the UCOP-initiated EnergyCAP software, which streamlines processing, tracking and analysis of utility use and costs. It will provide improved data and internal utility billing for campus customers.

• Utilities procured a software tool called EQuIS to store and report all environmental sampling data collected for campus water and wastewater systems. This enables routine regulatory reports and public data requests to be automated.

The Yolo County Board of Supervisors approved a 20-year waste disposal agreement with UC Davis in January 2012. In keeping with the campus’s ongoing waste-reduction efforts, the campus can reduce waste volumes under the contract without financial penalties.

A new 1,400-foot-deep domestic well in the south campus replaces an existing well that had not been operational for many years. A well at this location is critical to maintain adequate water pressures during emergency conditions and for domestic water use in buildings. Before, the well produced 800 gallons/minute. Now, it produces 2,000 gallons/minute.

12,000,000

11,500,000

11,000,000

10,500,000

10,000,000

9,500,000

9,000,000

2,400,000

2,300,000

2,200,000

2,100,000

2,000,000

1,900,000

1,800,000

Total Energy Use (MMBTUs)Building Area (Square Feet)

2005-06 2007-08 2009-10 2011-122006-07 2008-09 2010-11

Monitoring water quality campuswide

Heating and cooling

Lighting the night efficiently

Making energy from waste

Squa

re F

eet M

MBTU

s

PUBLISHED BYUC Davis Administrative and Resource Management

WRITING/PHOTO EDITINGBarbara Elizabeth Brady

DESIGNAndrew Larsen

PHOTOGRAPHS Debbie AldridgeBarbara BradyJennifer CarmichaelBruce DamonteAllen Doyle Karin HigginsKatie Jaramillo Dave Klippert

Sandie LewisJamie Nutile Bill PayneDavid PhillipsCheng SaechaoGregory UrquiagaMartin H. Wong

PRINTINGUC Davis Repro Graphics

SPECIAL THANKSAngela Malloy

University of California, DavisOne Shields AvenueDavis, California 95616arm.ucdavis.edu