ADMINISTRATIVE AND RESOURCE MANAGEMENT EXCELLENCE AT WORK
Š 2012 Regents of the University of California. All Rights Reserved.
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.
OUR OPERATING PRINCIPLES Supporting students, faculty and staff
• Put clients first • Adopt progressive business models • Streamline operations
FUND SOURCES 2011-12
• Take workplace safety personally
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).
• Enable informed risk-taking • Develop academic partnerships • Support targeted growth in high priority areas • Sustain natural and capital resources
Watching out for safety
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.
ACADEMIC ENGAGEMENT INDICATORS Core Funds
Academic Engagement Indicators throughout this report signal daily operations or projects where ARM units are directly involved in academic pursuits.
38%
Purchased Utilities 17%
ADMINISTRATIVE AND RESOURCE MANAGEMENT
Self-Supporting Activity 44%
Stewarding the lands and the buildings
Fund sources, 2011-12
Extramural Funds 1%
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, selfsupporting 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, selfsupporting 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 selfsupporting funds.
Facilities and Land Management
Safety
42%
13%
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.
Inspiring lifelong loyalty
Vice Chancellors Office 1%
ARM Centralized Services
Resource Planning and Finance
Keeping campus fleets rolling
ACADEMIC ENGAGEMENT INDICATOR: STUDENT EMPLOYMENT
EXPENDITURES BY FUNCTION
Purchased Utilities
2%
17%
New Initiatives
Safeguarding precious research
EXPENDITURES BY SOURCE 2008-2012
5%
20%
Self-Supporting Activity Core Funds Purchased Utilities
$120 $100
Millions
$80 $60 $40
Making the campus accessible
$20
2008-09
2009-10
2010-11
2011-12
STAFFING TRENDS
ARM has made significant progress in rebalancing the ratio of supervisors to staff across our organization.
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The ratio of supervisors to staff supervised has increased by 28 percent.
sta y
New positions to campus
1,555
Over the past three years, the number of managers and supervisors in ARM has been decreased by 21 percent.
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instead of pull k for help as
In 2009, there were 266 managers or supervisors across ARM operating units. The ratio of staff to supervisors was 4.8:1.
1,600
1,550
BEFORE
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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.
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1,517
1,500
1,450
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1,440
1,400
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Transfers to support realignment
1,350
1,300
ssaging your head in
(If you forget, try ma
2009
2010
2011
all of the
2012
Your brain—the or
Guiding budget processes
iginal safety tool!
Promoting a culture of safety
MANAGER/STAFF RATIO
Orienting employees and visitors
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%
Major technology initiatives led by A&FS are improving business processes and paving the way for participation in systemwide Working Smarter strategies.
BEFORE The campus financial system, DaFIS, introduced in 1997, is functional but extremely out of date. It cannot integrate with other, newer systems. Disbursing campus funds
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.
TECHNOLOGY ADVANCEMENT IN SERVICE OF ADMINISTRATIVE EFFICIENCIES
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).
$80,000,000
$40,000,000
$59,203,180 $45,637,782
$20,000,000 $0 2009-10
2010-11
2011-12
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.
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.
STRATEGIC SOURCING TOTAL SPEND
ACCOUNTING AND FINANCIAL SERVICES
Kuali systems can be integrated with many other systems and offer the possibility of multi-campus integration of processes and services.
KFS is on track for full implementation in 2013.
campus and systemwide.
$36,173,153
DaFIS is being replaced with the Kuali Financial System (KFS).
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.
Accounting and Financial Services continues to pursue
$60,000,000
AFTER
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.
Accounting for grants and awards
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.
Accounting for lab supplies
Spiffing up the regalia
The way that benefits costs are calculated was updated in FY 2011-12 to streamline budget development.
BEFORE 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.
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%
$71,838,619
$60,519,817
$51,518,603
-28%
Gift/endowment amounts
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.
Rooting for the Ags!
Inspecting teaching microscopes
AFTER 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: 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. Reaching out for ideas and feedback
BEFORE
Over the past year, Budget and Institutional
INTENSIVE ANALYSIS AND PLANNING FOR THE TRANSITION TO INCENTIVEBASED BUDGETING and the launch of Analysis has provided
the 2020 Initiative.
Disparate college- and departmentbased data sets made apples-toapples comparison of key metrics difficult. The campus needed more robust analytics to support the UC Davis Vision of Excellence and the 2020 Initiative.
AFTER 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.
TRENDS IN CAPITAL INVESTMENT 2012 AND BEYOND New Construction Stewardship of Existing Facilities
80% 70% 60% 50% 40%
75%
75% 65%
30% 20% 10%
BUDGET AND INSTITUTIONAL ANALYSIS
0
35% 25%
Approved Projects
25%
Planned Projects
Conceptual Projects
2012 . . . . . . . . . . . . . . . . FUTURE
The campus will be placing increased emphasis on stewardship of existing buildings as state funding for new construction dwindles.
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.
BIA produced more than 20 white papers in 2011-12 on such topics as incentive-based budgeting, undergraduate tuition allocation, selfsupporting programs and other strategic topics.
As advocates and educators for campus budget initiatives, BIA representatives presented at approximately 20 student, faculty and staff meetings in 201112 to enhance understanding and address concerns about the university budget and the link between state funding reductions and student tuition and fees.
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.
Listening to student needs and concerns
Stewardship is the watchword for making the most of capital resources and sustaining existing facilities. Supporting student success
BEFORE 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.
AFTER 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.
Tracking graduation rates
Recycling and repurposing existing facilities promotes the campus vision of academic excellence and principles of sustainability.
Letting students be students
Capital Resource Management was incorporated into Budget and Institutional Analysis to “capitalize� on its relationship with budget planning and to reduce supervisor positions.
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.
BEFORE
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.
CAMPUS PLANNING AND COMMUNITY RESOURCES
Different landscape oversight units had diverse perspectives and sometimes duplicated services.
AFTER While preserving diverse expertise, staff are focused on common objectives. Low-maintenance landscapes model sustainable horticulture.
Maintaining our urban forest
The campus landscape is being enhanced despite budget reductions.
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.
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.
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
Supporting Aggie teams
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.
ACADEMIC ENGAGEMENT INDICATOR: EXTRAMURAL FUNDING
Sustainable practices continued to be at the heart of CP&CR’s operations:
Campus Planning and Community Resources led efforts to raise close to $1 million in support of campus/ community collaborations, including:
• Solar panels were installed in the South Entry Parking Structure, the latest development in TAPS’ longstanding partnership with UC Davis research units on energysaving lighting projects.
• $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.
Promoting our campus
Grounds crews drew praise from respondents to a 2012 facilities survey conducted by Sightlines, Inc.:
“The Grounds guys at Extension Center are fantastic.”
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.
“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.”
Maintaining campus assets
• 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.
Conference and Event Services is innovating to cover costs and improve service.
BEFORE 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.
AFTER 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.
CONFERENCE AND EVENT SERVICES SPACE RESERVATIONS, UTILIZATION AND ATTENDANCE
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%
Room reservations continue on the upswing. Facility usage and attendance, managed by clients, show declines, a trend attributable to the overall economic climate.
Helping people navigate the campus
Designing in-house when possible
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.
BEFORE 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.
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.
AFTER 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.
Planning for energy savings
DCM PROJECTS’ ENERGY CODE PERFORMANCE
% better than CA Title 24
UC Davis % better than Title 24 UC policy % better than Title 24
DESIGN AND CONSTRUCTION MANAGEMENT
Building for comfort and style
40 30
DCM completed construction on more than $64 million worth of projects in 2011-12, including:
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2
7
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2
6 00
8
-0
2
7 00
9
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2
8 00
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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.
• 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.
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.
The successful design/build competition for the Jess S. Jackson Sustainable Winery resulted in a netzero energy building design that will set new campus and industry standards for facilities of its kind.
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.
Tracking and measuring building efficiency
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 Building space for student life
• high ratio of open space to building
Earning recognition for sustainable development
• 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
Supporting campus partners in student service
Innovating in residence community design
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.
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.
This year, the
NATIONAL SPOTLIGHT SHINED BRIGHTER THAN EVER ON UC DAVIS’ SUSTAINABILITY EFFORTS.
BEFORE 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.
AFTER 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 staff played a key role in drawing that attention to campus.
Building sustainable communities
Stewarding campus wildlife
ENVIRONMENTAL STEWARDSHIP AND SUSTAINABILITY
Growing for the future
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.
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.
15 Bee Sanctuary
Pistacia St.
15
The ARC (Activities & Recreation Center)
15
Jade St.
2
Transportation & Parking Services
4 La Rue Rd.
14 The Ramble Apartments
West Entry
Wellman Hall Dr. Kleiber
on Dr.
Aggie Stadium
6
Tercero Residence Halls
6 Barn
Mondavi Center
Arboretum Headquarters
RMI Good Life Garden
$ re rbo
14
Da
tum
10
Recylcing Multi-Bin
Nelson Hall Gallagher Hall
Zero Waste Capable Building
12
$
11
Geothermal
Conference Center
Solar Photovoltaic Climate Action
South Entry
Collections and Habitats
Grounding progress in tradition
Arboretum
11
Gardens
Rd. vis
Teaching Vineyard
Smart Purchasing Energy Infrastructure
13
Brewery, Winery, and Food Science Laboratory
Low-Impact Landscapes Storm Water Water Infrastructure Farms and Community Gardens
9
10
$
Hyatt Place
N
Old
LEED™ Registered
Lane
Arboretum Teaching Nursery
LEED™ Certified Platinum
Wyatt Pavilion
9 9
S. La Rue Rd.
A
Transit
LEED™ Certified Gold
$
Ruth Risdon Storer Garden Shields Oak Grove
8
7
EV Charging Station
Composting
Hilgard
Unitrans
$
Bike Barn
Mrak Hall
5
12
7
8
Bargain
Bike Services
5 Student Community Center
Hall Dr. Mrak
113
Valley Hall
Aggie Village
s Ave. J. Shield
Shields Library Olson
Silo
13
2012
$ 15
Quad
Hart
Life Sciences
Dairy Road Field
SUSTAINABILITY
University House
i Way
Hu tchis
Freeborn
Hutchison Dr.
14
EXPLORE 3rd St
Memorial Union
Hunt
Peter
Dairy Rd.
Student Farm (Field House)
Hutchison Field
A Street Field
2
3
4
Food Science & Technology
North Entry
1
Plant & Environmental Sciences
16
ARC Pavilion
Experimental College Community Garden
Garro d Dr.
Sage St.
Viridian 16 Apartments
3
Crocker Lane
West Village
Domes
Biolett
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.
Segundo Dining Commons
Davis Bike Loop
ay rd W Howa
ACADEMIC ENGAGEMENT INDICATOR: CREATIVE, CHALLENGING STUDENT INTERNSHIP
e. rnia Av Califo
La Rue Field
Campus Dining 80
Meadow
Groceries WALKING TOUR
600 feet
BIKING TOUR
Student Communities Policy
This map printed on 100% post-consumer waste paper.
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.
INVENTORIED GREENHOUSE GAS EMISSIONS VERSUS OUTSIDE GROSS SQUARE FOOTAGE
Greenhouse Gas Emissions Outside Gross Square Footage
260,000
17.00
250,000
16.50 16.00
240,000 Sustainable travel is a gas!
Lighting the way to energy savings
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.
15.50
230,000
15.00
220,000
14.50 14.00
2014 TARGET
210,000
13.50
200,000
13.00
190,000
07
20
Greenhouse Gas Emissions (Metric Tonnes CO2 equivalent)
Outside Gross Square Footage
08
20
09
20
10
20
11
12.50
20
2007
2008
2009
2010
2011
251,750
239,060
234,741
228,218
212,978
14.44
15.20
15.49
16.15
16.51
(million SF)
Sharing ideas and best practices
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 operationsrelated 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.)
Building Maintenance Services and Design and Construction Management eliminated the up-front cost for estimates on small project work.
BEFORE
AFTER
Clients often avoided consulting on needed renovations to save estimate costs.
Clients can brainstorm possibilities and alternatives without incurring estimating costs.
Clients resented charges for estimates, especially if no work was actually performed.
Departmental staff benefit from expertise of campus facility specialists in developing accurate project plans and budgets. Upgrading facilities to support learning and save energy
Skilled trades workers and custodial staff possess
SUSTAIN HUNDRED-YEAR-OLD BUILDINGS, MODERN “SMART” STRUCTURES, AND EVERYTHING IN BETWEEN.
the skills and experience to
ACTUAL SPENDING VS. STEWARDSHIP TARGET Millions
$180 $160
Asset Reinvestment Annual Stewardship
Target Spending Zone $80-$160 million
$100 $80 $60 $40 $20 $0
FACILITIES MANAGEMENT
2007
2008
2009
2010
BEFORE 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.
$140 $120
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.
2011
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. Onetime funding for asset reinvestment has not been adequate to reduce the backlog or provide appropriate stewardship of campus capital resources.
AFTER 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.
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.”
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
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
Electricity Savings (kWh)
“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.”
Piloting alternative fuel vehicles
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.
Monitoring building systems
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.
Following a comprehensive review of Fleet Services business operations, its budget and rates have been restructured.
BEFORE Customers were confused by vehicle lease and rental rates. Some vehicle programs subsidized others.
AFTER 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.
UC Davis and the City of Davis successfully consolidated their fire dispatch units in 2011.
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).
BEFORE
AFTER
Campus and city each maintained its own fire dispatch unit. Calls for service on campus or in town were frequently transferred between stations.
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.
Two themes resonated for the UC Davis Fire Department in 2012:
TECHNOLOGY-ENHANCED RESPONSE, AND STANDARDIZATION OF OPERATIONS AND TRAINING.
Pulling together in an emergency
FIRE DEPARTMENT INCIDENT COUNTS, 2009-2012
600 498
FIRE DEPARTMENT
Medical Aid
Alarm Unintended
Cancelled
Public Assistance
Rescue
Malicious False Alarm
The Fire Department responded to a total of 916 incidents in 2012. The department averaged 968 incidents per year between 2009 and 2012.
HazMat
12
15
18
16
20
24
20
44
33
42
55
53
52
44
40
58
64 Fire
9
0
47
100
105
96
200
191
300
225
273
384
400
466
500
2009-10 2010-11 2011-12
Hazardous Condition
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.
Reaching out to the community
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.
Maintaining a state of preparedness
FIRE DEPARTMENT 2011-12 INCIDENT TYPES Cancelled
86 Assistance or Rescue
47
Fire HazMat or Hazard
40
30
215 Alarm-related
498 Medical Training a regional emergency response force
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.
Growth in research and fundraising, and the creation of the Shared Services Center,
INCREASED ACTIVITY IN NEARLY EVERY AREA OF HUMAN RESOURCES OVER THE PAST TWO YEARS. In 2011-12, HR
contributed to
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.
BEFORE 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.
AFTER 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.
Collaborating for success
TEMPORARY EMPLOYMENT SERVICES GROWTH, 2010-12 300 2010-11 2011-12
250 200 150 100
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.
50
HUMAN RESOURCES
0
# of Hires
# of TES Employees
TES to Career
While implementing measures to improve services and eliminate an accumulated deficit, Temporary Employment Services has seen growth in all its measures of success.
Serving the academic mission
Compensation and Classification activity increased during 201112 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.
ACADEMIC ENGAGEMENT INDICATOR: EMPLOYEE TRAINING
In 2011-12, Disability Management Services conducted 502 consultations and opened 196 Workers’ Compensation or nonindustrial 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.
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.
COURSE COMPLETIONS BY UC DAVIS EMPLOYEES 25,000 20,000
3000 2527
2500 2000
1710
1500 1077
1000 500 0
1189
530 280 2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
Program expansion and demands for services resulted in an 89 percent increase in ASAP activity from 2006 to the present.
e-Learning Instructor-Led
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.
15,000 10,000
Preparing the future workforce
Celebrating staff
5,000 0
ASAP CONSULTATIONS/DEBRIEFINGS 2006-2012
FY09-10
FY10-11
FY11-12
Course offerings and completions for e-learning compare favorably to instructor-led training.
DISABILITY MANAGEMENT SERVICES CONSULTATIONS 2009-2012 800 700
WC and Non-Industrial Cases Total Consultations
600
196
500 400
236
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.
218
300 200
BEFORE
502 295
340
2009-10
2010-11
100 0
Smiling as much as we can
2011-12
In 2011-12, Disability Management Services supported 698 cases where students, faculty or staff required reasonable accommodations for long- or shortterm disabilities.
Celebrating student success
AFTER 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.
As the Shared Services Center transitions to operating as a separate unit, the Organizational Excellence group continues to
The OE initiative achieved its first major milestone when the Shared Services Center went into full operation in February 2012.
BEFORE
SUPPORT STRATEGIES THAT INTEGRATE ORGANIZATIONAL EXCELLENCE INTO THE CAMPUS CULTURE.
AFTER
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.
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 8,000 6,000 4,000 2,000 0
ORGANIZATIONAL EXCELLENCE
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
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
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.
Supporting the academic mission
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.
Changing the way we do business
SHARED SERVICES CENTER COST SAVINGS
Go-Live (Feb 2012) to June 2012
$1.5 million
2013-14 forward:
≥ $4 million/year
In coordination with the Shared Services Center implementation, campus departments contributed $1.5 million toward the campus permanent budget shortfall.
Building stronger workgroups
CONTINUOUS IMPROVEMENT IN DOCUMENT PROCESSING
OE is developing a business plan to support departments in continuous improvement efforts and provide organizational development services, including:
0.98 0.97 0.96
• strategic planning
0.95
• team development
0.94
• process mapping and re-engineering
0.93
• facilitation
0.92
Finance QA process implemented March 23, 2012. Jan-12
• change management support • workforce engagement assessments • project management support
Mentoring student employees
Updating and simplifying processes
Feb-12
Mar-12
Apr-12
May-12
Jun-12
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.
Under a new reporting structure and leadership, the Police Department recovers from adversity with the
COMMUNITY SPIRIT that has
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.
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.
BEFORE Cyclists cited with violation of bike laws had only one option: pay $214 in fines plus court costs.
BEEP is a diversionary program similar to traffic school for automobile violations.
Fines accrued to Yolo County Court System.
Cited cyclists have 14 days to complete a bicycle education program online.
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.
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.
AFTER
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.
CALLS FOR SERVICE 45,000 40,456
40,000 35,000 30,000
37,839
33,760 27,441
27,786
2007
2008
25,000 20,000 15,000
POLICE DEPARTMENT
10,000 5,000 0
2009
2010
UC Davis Police calls for service in the calendar year 2011.
2011
Welcoming dialog with students and staff
ACADEMIC ENGAGEMENT INDICATOR: STUDENT EMPLOYMENT AND MENTORING
Monitoring calls and dispatching services
Aggie Hosts security services employed 81 students in 201112. 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.
CAMPUS CRIME TYPES 2011 31
Assault
9
Motor Vehicle Theft
4
74
Burglary
Robbery
3
Rape
1
Arson
603
Theft
Patrolling campus on wheels
Serving and protecting the campus community
Theft (taking of property without breaking and entering) is the most frequent campus crime followed by burglary (involving unlawful entry).
Providing preventative medical services
Ensuring that all researchers, laboratory workers and staff receive appropriate preventive medical services has been a challenge… until now.
BEFORE 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.
AFTER 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.
A marked trend for Safety Services in recent years has been the dramatic increase in the number of
PURSUIT OF CROSSFUNCTIONAL AND INTERDEPARTMENTAL STRATEGIES TO IMPROVE SAFETY OVERSIGHT is reducing risk, institutionalizing emergency preparedness and agency inspections, and 2011-12 was no exception. Safety Services’
lowering costs.
Caring for critters
WORKERS’ COMPENSATION AND GAEL PAYROLL ASSESSMENT TRENDS Workers’ Compensation payroll assessment $/$100 payroll GAEL payroll assessment $/$100 payroll
0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0
SAFETY SERVICES
2008-09
2009-10
2010-11
2011-12
2012-13
Workers’ Compensation and GAEL payroll assessment trends, 2008-2012
Testing to ensure health and safety
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.
WORKERS’ COMPENSATION COST, 2008-2012
ACADEMIC ENGAGEMENT INDICATOR: LAB SAFETY OVERSIGHT
$4,000 $3,500
$3,416
$3,000 Educating about injury prevention
Thousands
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.
$3,218 $2,699
$2,500 $2,000
$1,637
$1,500 $1,000 $500
Thinking safe
$0
2008-09
2009-10
2010-11
2011-12
TOTAL LOST WORK DAYS, 2008-2012 7,000 6,000 5,000
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.)
4,000 3,000 2,000 Monitoring potential hazards
1,000 0
August 2011 Safe Work Practices: Personal Protective Equipment Poster of the Month
Downloadable Poster: PPE: For Best Results, Apply from Head to Toe
Video Links
A UC System-Wide Publication of the Environment, Health & Safety Leadership Council
Avoiding foot injuries
What is most important in ensuring the the effectiveness of personal protective equipment (PPE)? You have to use it! A surprising number of injuries occur each year because workers fail to use required, easily accessible PPE.
Hand and power tool safety tips
2011-12
HANDS
NUMBER OF INJURIES/ILLNESSES, 2008-2012
SPINE
850
LUNGS
HEARING VISION
FEET
800
This is the only body you have and your most important tool. Taking good care of it enables you to live an interesting and meaningful life. Don’t let small safety oversights or rushing through your work lead to injuries you may feel for a lifetime. Safe work procedures are designed to protect you and they are usually simple, common-sense actions. Using required personal protective equipment and other safety measures can safeguard your body from head to toe, but only if you use them! Depending on the type of work you do, your required PPE could include:
FACE SHIELD
650
SUN PROTECTION
DUST MASK
SAFETY GLASSES
700
KNEE PADS
CUT-RESISTANT GLOVES
REFLECTIVE VEST
HARD HAT
750
RESPIRATOR
WORK GLOVES
Facts about noiseinduced hearing loss Respiratory Safety Basics from OSHA
2010-11
Championing a culture of safety
Your body is your most important tool. Protect it every working day!
HANDS-FREE PHONE How a “culture of silence” can contribute to workplace incidents
2009-10
Safe Work Practices Your First Line of Defense: Personal Protective Equipment
Q Q A A
This month’s poster is a lighthearted reminder that Personal Protective Equipment can’t help you if you don’t use it. Display the poster in your workplace to help keep your area injury-free. Download Poster
UC Safety Spotlight
2008-09
STEEL-TOED SHOES SPECIALIZED PROTECTIVE CLOTHING
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.
600
2008-09
2009-10
2010-11
2011-12
Installing utility meters on campus buildings has been a high priority over the past three years.
To support research, teaching, living, working and recreation on a 5,200-acre campus, UC
BEFORE
A UTILITIES INFRASTRUCTURE ON THE SCALE OF A SMALL CITY including Davis owns and maintains
Only 36 percent of buildings were metered in January 2008.
an electrical substation, power lines, power plants, water wells, pipelines, storage tanks and a wastewater treatment plant.
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.
ENERGY USE VS. COST PER SQUARE FOOT, 2005-2012 Total Energy Cost ($/Year/Square Foot) Energy Use (BTUs/Year/Square Foot)
Energy Use (BTUs/Year/Square Foot)
$2.75
$2.74
$2.86
$2.73 $2.45
250,000
$2.50 $2.12
236,500
$2.16
228,800
200,000
$2.00
210,200 195,600
191,400
181,700
180,100
150,000
$1.50
100,000
$1.00 2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
Energy use and energy cost per square foot continued to drop in 2011-12 as a result of aggressive energy conservation efforts.
UTILITIES
Applying research and sharing expertise
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.
$3.00 Total Energy Cost ($/Year/Square Foot)
300,000
AFTER
Powering diverse activities
ACADEMIC ENGAGEMENT INDICATOR: PUBLISHING RESULTS
Implementation of new strategic software systems was a key theme for 2012.
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:
• 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.
• A 13 percent reduction in salt levels to the campus wastewater plant • Elimination of 33,000 pounds of salt/month discharged into Putah Creek
Monitoring water quality campuswide
• Operational savings of about $500,000 per year • Substantial savings from reduced water use (RO water is purer than saltsoftened water and boilers use much less water.) • Easier and less inexpensive plant operation
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.
Making energy from waste
TOTAL CAMPUS ENERGY USE VS. BUILDING AREA 2,400,000
12,000,000
Total Energy Use (MMBTUs) Building Area (Square Feet)
Square Feet
ACADEMIC ENGAGEMENT INDICATOR: APPLIED RESEARCH
Heating and cooling
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.
2,300,000
11,000,000
2,200,000
10,500,000
2,100,000
10,000,000
2,000,000
9,500,000
1,900,000
1,800,000
9,000,000 2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
MMBTUs
Lighting the night efficiently
11,500,000
PUBLISHED BY UC Davis Administrative and Resource Management
WRITING/PHOTO EDITING Barbara Elizabeth Brady
DESIGN Andrew Larsen
PHOTOGRAPHS Debbie Aldridge Barbara Brady Jennifer Carmichael Bruce Damonte Allen Doyle Karin Higgins Katie Jaramillo Dave Klippert
Sandie Lewis Jamie Nutile Bill Payne David Phillips Cheng Saechao Gregory Urquiaga Martin H. Wong
PRINTING UC Davis Repro Graphics
SPECIAL THANKS Angela Malloy
University of California, Davis One Shields Avenue Davis, California 95616 arm.ucdavis.edu