FM Annual Report 2021-2022 - Final

ANNUAL REPORT // 01

FY 2021-22

RAENPNOURATL

Facilities Management

// 02 UC DAVIS FACILITIES

Our story

We are:
• Leaders in our industries
• Excellent communicators
• Customer service professionals
• Innovative problem solvers

We put the customer first by providing expert maintenance service to UC Davis to meet
the dynamic needs of our customers. We continually adapt to provide excellence in
customer service with a particular emphasis on communication throughout the process.
We use feedback to refine our administrative efficiency to deliver a quality experience
every time. Our UC Davis campus consists of over 1,200 buildings exceeding 14 million
square feet. The diversity of buildings requires our skilled trades people to use innovative
approaches to repairs or maintenance needs.

Our Mission:

Support university excellence t
efficient management of our c

ANNUAL REPORT // 03

Core values

• Help our colleagues succeed
• Challenge the status quo

• Debate for the betterment of the organization
• Trust each other

• Listen to opinions and ideas
• Compromise when necessary

• Remember why we are here

through innovative and
campus assets and resources

// 04 UC DAVIS FACILITIES

A message from
Associate Vice Chancellor
Allen Tollefson

When Chancellor May announced in April 2021 that we would return to
in-person instruction in the fall, our Facilities Management teams initiated a
pre-occupancy audit program consisting of building walkthroughs to identify
maintenance needs that could be completed prior to students, staff and
faculty returning to campus. This proactive approach allowed customers to
focus on their department’s priorities, not minor building issues.

The low campus occupancy during the first phase of the pandemic allowed
us to prioritize our work strategically to tackle projects during business hours
that might have required after-hours work to avoid disrupting teaching and
research.

During the winter of 2022, we began a strategic repositioning project
focusing on succession planning as two of our unit directors would be
retiring. We invited staff from all levels of the organization to review our
current structure and make recommendations to improve efficiency and
collaboration across all units. During phase 2 of this project, we added two
new executive directors, one to lead our building operations, consisting
of building maintenance and custodial services, the other to lead utility
operations for engineering and utility services. The completion of this phase
is expected in fall 2022.

ANNUAL REPORT // 05

Campus profile

Student Population Total Staff/Faculty Total Acres

38,347 24,977 5,300

Buildings on Campus Building Space Avg. Age of Building

1200+ 14M+ square feet 40+ years old

Utility Pipe Lines Solar Farm Water Supply

27 miles 62 acres 1.6M gal / day

// 06 UC DAVIS FACILITIES

Facilities Management
Leadership

John Zertuche
Director, Building Maintenance Services

The Building Maintenance Services (BMS) team operates, repairs and maintains the
research, academic and classroom facilities on the UC Davis campus. BMS employees
are multi-skilled trades personnel who are experienced in all building systems -
mechanical, electrical, plumbing and structural systems.

Joshua Morejohn
Energy and Engineering Manager

The Energy and Engineering office works collaboratively to find ways to save energy
at the building level so that we can meet our carbon neutrality goals and practice
sustainable stewardship on our beautiful campus.

Christina Blackman
Operations Manager

Operations Support offers internal and external support to Facilities Management
related to safety, training, employee engagement, development, internal and external
communications, quality assurance and campus customer satisfaction.

ANNUAL REPORT // 07

Michael Fan
Director, Utilities

The Utilities unit operates all the UC Davis campus large-scale utility infrastructure. There
are several individual sub-units within Utilities. These include the Central Heating and
Cooling Plant, Data and Engineering, Power and Lights, Instrumentation and Controls,
Solid Waste, Waste Water and Water and Gas.

Finis Jones
Director, Custodial Services

Custodial Services strives to provide a clean, safe and healthy environment for the
UC Davis campus. This dedicated team works around the clock to prepare laboratories,
classrooms and indoor spaces for the rigors of research and teaching on a daily basis.

Fred Gallardo
Interim Director, Fleet Services

Fleet Services supports the campus community by providing safe, reliable, economical
and sustainable transportation options that are responsive to the needs of our
customers. We are responsible for the maintenance, repair, inspection and reporting
related to all vehicles within the university’s fleet.

Peter Lentino
Asset Manager

Asset Management’s focus is proactive life-cycle management of our campus
infrastructure and facilities. We provide overall facility condition assessment to over
80,000 maintainable assets, develop preventative maintenance programs and manage
our deferred maintenance needs.

// 08 UC DAVIS FACILITIES

Paint shop preserves
racetrack history

Facilities Management teams are often
tasked with something unique which
requires an innovative approach.

On the southwest corner of Maddy Equine Lab, wooden striped
racing poles are scattered around the western exterior of the
building. These wooden poles were originally used as markers
at the Tanforan Racetrack in San Bruno, which operated from
1899 to 1964, and according to Dr. Ashely Hill, Co-Director,
Serology Section Head, Epidemiologist, the poles were donated
years ago by the lab staff. The poles served as 1/16-mile
markers, and the curved exterior of the Maddy Lab is meant to
evoke the curve of a racetrack.

Due to the age and historical importance of the poles, it’s a
priority to ensure they’re well preserved.

When Chase Fowler, from the Building Maintenance Services
Paint Shop, was assigned the task of preserving the poles,
he knew the importance of keeping these wood poles intact
and was excited for the task! The age of the poles and any
deteriorating areas was essential to keep in mind when
assessing the condition of the poles. According to Danny Garza,
Paint Shop Lead, most were intact except the pole on the west
side of the lawn. It was completely rotted through, up to the
round red ball on top. Steps had to be taken to not only glue it
all back together, but to also preserve what was left.

ANNUAL REPORT // 09

// 010 UC DAVIS FACILITIES

Financials

Facilities Management annual 603 FTE
budget of $136 million is
supported primarily through Facilities Management has a large and diverse workforce
general and recharge funds consisting of both administrative and skilled professionals.
with nearly 35% through
purchased utilities. Our Fleet 28% AR
Services department is 100%
self-supporting, and income While we have filled some positions, like many
is generated through vehicles departments across campus, we’ve experienced some
leases, rentals and maintenance. challenges with filling vacancies, specifically the skilled
trades positions due to low jobless rates nationwide,
Our building maintenance and custodial services increasing our overal attrition rate.
units had considerable expenses due to added
work related to the changing protocols during the 12% VR
pandemic. These teams worked diligently to to use
their resources efficiently and effectively. WIth the Vacancy rate on average over the fiscal year.
passage of policy 5402 by the UC Regents in 2019,
Custodial Services transitioned from contracting
with companies like Pride Industries and increased
their workforce over the last few years by adding a
recharge division to focus on larger projects and to
help improve overall customer satisfaction.

ANNUAL REPORT // 011

Budget allocations

Sources By Unit ($K)

$0 $10,000 $20,000 $30,000 $40,000 $50,000

AVC Office
Asset Mgmt
Operations Support
Energy Conservation Office

Custodial
Building Maintenance

Purchasing
Fleet

Utilities (no PUT)
Deferred Maintenance
Purchased Utilities (PUT)

Core Self Supporting Reserves Other

Reserves Other Depreciation &
3% 0% Reserves for
Improvements,
2%

Salaries, 37%

Self Supporting Operating
46% Expense and
Equipment, 43%
State Funds &
Tuition
51%

Total Sources (not including purchased utilities) Benefits, 18%
Total Uses (not including purchased utilities)

// 012 UC DAVIS FACILITIES

Water conservation
using emitters

How do you get the right amount
of water in a poultry room without
wasting a drop?

In Spring 2021, the Facilities Management Plumbing
Shop completed an innovative water conservation
project to install new water emitter systems in three
buildings. This new system provides water when the
animals need it as opposed to water flowing constantly.

The team, consisting of James Medeiros, Gary
Fitzpatrick and Chris Persons, worked to install the new
lines. It took some planning and creative thinking to
route these line systems and to assure the right amount
of water flowed. The new on-demand watering system
replaced the constant flow, single-pass watering system
that used about 3 gallons per minute. While this may
not seem like much of an issue, it quickly adds up to
4,000 gallons of water daily! Water will now only flow
when needed, resulting in significant savings while still
providing fresh water to the animals.

Innovative projects like this show the skill of our
tradespeople as well as the focus on our sustainability
goals related to water conservation, especially in the
ongoing drought conditions in California. This project will
save tens of thousands of gallons of water each week.

ANNUAL REPORT // 013

Safety tackles
new inspections

Emergency eyewash stations play
an important role in proper first-aid
protocols.

To ensure that this equipment receives timely inspections
and to support the efforts of our plumbing shop, the
Facilities Management (FM) Safety Office began monthly
inspections of emergency eyewash and shower stations
for all FM-occupied facilities/spaces. The Safety Office
team completes a thorough, nine-step, evaluation for this
equipment by verifying sufficient water flow, temperature,
pressure and signage. They also verify if all parts of the
equipment are present and in top shape. The Safety
Office takes great pride in taking proactive measures to
ensure our emergency equipment will operate properly
when an emergency may arise. “We are proud to work in
collaboration with our fellow departments to ensure a safe
workplace for our staff. Taking the proactive approach of
inspecting this emergency equipment on a monthly basis
can help mitigate further injury to employees who require
the assistance of this equipment during an emergency.

// 014 UC DAVIS FACILITIES

Office refresh

Building Maintenance Services We offer six preset design palettes to choose from and
started the office refresh program the materials are selected for durability and ease of
in 2015, providing an affordable and maintenance. The defined project scope allows most
efficient way for campus staff and projects to be completed within five days. The refresh
faculty to update their office space. includes a fresh coat of paint to spruce up your walls, new
flooring and base, new blinds, LED lighting and ceiling
tiles.

In the 2021-22 fiscal year, the team completed 51 office
refresh projects that were completed on time and on
budget.

Visit facilities.ucdavis.edu/office-refresh to see our time-
lapse video of a refresh project in action.

ANNUAL REPORT // 015

Strategic data analysis
and planning

Facilities Management implemented a number of strategic dashboards to help
us with planning projects, staffing and identify trends in buildings that might
not otherwise be noticed.

With the ability to review and forecast work and trend Our storm event dashboard provides an ongoing view
analysis for peak times, we can plan and manage our of follow-up tasks that resulted from a significant storm
staffing levels much more effectively. For example, our event. While most people don’t think of Northern
main dashboard provides a snapshot view to our shop California as having major storms, the age of our buildings
supervisors of the type and number of tasks assigned to and the sometimes heavy wind or rains can create many
each skilled tradesperson. They can then estimate the building issues such as roof leaks or door issues that
hours needed to complete the assigned work and adjust require special attention.
by shifting tasks to another staff member or adding staff
as needed.

// 016 UC DAVIS FACILITIES

Culture and engagement

Our Employee Engagement Committee (EEC) continues
to play an important role in our workplace culture.

The purpose of the EEC is to create an environment that values and supports employee
engagement and promotes a healthy organization by developing internal programs and
events for Facilities Management employees.

Focused on diversity, equity and inclusion, the group is comprised of representatives
from various units within the organization. During this past year, the committee has been
busy planning and facilitating a variety of virtual and in-person events. From a virtual
cookbook to a multi-day holiday party to Take Our Children to Work Day, committee
members are eager to find interesting and engaging activities for staff.

The EEC also manages our internal annual survey including analyzing results, preparing
and presenting recommendations to senior management, and implementing new
programs. One key recommendation that was recently implemented was an award wall
highlighting our quarterly STAR and Spot awardees.

ANNUAL REPORT // 017

Future leaders

Future Leader Robert Deman and his mentor The Facilities Management Future Leaders
Randall Williams review safety reports. program is designed to identify, cultivate
and transition future leaders into critical
leadership roles as they become available.

The program is designed to train future leaders using a combination
of on-the-job training, educational/training courses and ongoing
mentorship.

In 2019, Facilities Management senior management conducted
studies on our workforce demographics. The studies revealed that
in the following five to seven years, 40% of mid-level managers
and 60% of senior managers would be retiring. This provided the
opportunity to develop staff to fill these roles!

Upon research of various corporate and university mentorship
programs, an idea was formed. Combining mentorship, training and
job shadowing was at the heart of the initial program vision. The
program was centered around six key elements: finances/budget,
strategic planning, organizational development, risk management,
relationship development, and communication skills.

The Future Leaders program has evolved into a three-part process:
• Bootcamp: program review and expectations, assessments,

team building, program assignments
• Shadowing: exploring positions, making connections
• Mentorship & Training: recommended coursework, resource

packet, 360-degree assessment

// 018 UC DAVIS FACILITIES

Customer experience

Our Customer Experience Center is the front line
support team that field all maintenance requests
exceopt student housing during business hours.

Requests include regular issues such as lighting, plumbing and heating/
ventilation, and emergencies related to research, safety, animal welfare or
damage to a building.

On average, they take 1,214 calls per month and log 1,580 work-related
tasks. They also process various utility shutdown communications to building
managers to assure that these will have the least impact to our customers.
Daily they monitor alarms so they can alert customers and Facilities
Management teams of potential issues related to freezers where research is
stored or animal rooms which require a certain steady temperature.

With the pandemic mostly behind us, our customer tours will begin again
this summer. These behind-the-scenes sneak peeks are a great way for
customers to see how our campus infrastructure is managed.

ANNUAL REPORT // 019

Ammonia extractor

After UC Davis took over the Renewable Energy
Anaerobic Digester (READ) facility in 2017,
Facilities Management staff ramped up efforts to
boost usage of this facility.

The READ facility was brought online in 2014 through a partnership between
UC Davis and CleanWorld. The sustainable biodigester can convert up to
50 tons of organic waste daily into clean energy, which is used to heat the
California National Primate Research Center. One issue we found is that the
ammonia that results from the process must be disposed of, which is both
costly and less efficient. The project started by investigating the removal
of ammonia from the digestate (the material remaining after the anaerobic
digestion of a biodegradable) and what the result would be. Rather than
paying to dispose of the digestate, the facility could use the ammonia to
make beneficial fertilizer products that can be sold. This change will enable
the READ facility to increase revenue and decrease waste. The conceptual
process design and economic evaluations found the project could expect a
return on investment within 3-5 years.

// 020 UC DAVIS FACILITIES

Advanced equipment
technology aids in cleaning

With increased cleaning protocols
during the pandemic, Custodial
Services sought inventive ways to
meet the needs of campus.

To improve efficiency, Custodial Services launched
new equipment such as robotic floor scrubbers, new
paper towel dispensers and touchless restroom
cleaners.
Four robot floor scrubbing machines now sweep and
mop floors in Shields Library, Tupper Hall, Sciences
Lab, and the Univeristy Credit Union Center.

Each of these machines saves time and allows
custodial staff to focus on more detailed cleaning and
achieve greater customer satisfaction.

The robots went through a Vendor Risk Assessment
since they connect to the campus WIFI. The campus
cyber security team evaluated whether the equipment
threatened cybersecurity via the apps and web
connectivity of the machines. Once the robots were
delivered, custodial staff then set up the machines
to map their routes and input them into the system.
These extra steps were well worth the effort as
deployment of the machines led to time savings and
improved custodial service!

ANNUAL REPORT // 021

Saving cool cash
on hot days

In most campus buildings, the chilled water responsible for cooling the air
that beats back the Davis heat originates at the campus’s Central Heating and
Cooling Plant.

There, chillers use electricity to cool water to 40 degrees. When the temperature is right, the water can be either: sent
directly to buildings; saved in our own 5-million-gallon thermal energy storage tank; or delivered from the storage to our
buildings.

Facilities Management’s own data scientist worked with academics from the Chemical Engineering department to construct
an optimization algorithm. In addition to day-of, day-ahead and extrapolated electricity rates, the algorithm factors in more
puzzle pieces, including current and forecasted weather and demand for cooling. This collaboration resulted in a research
article published in the Applied Energy journal.

// 022 UC DAVIS FACILITIES

Heat pump and
the

In 2013, the UC Regents announced spaces and connected into the existing building
the Carbon Neutrality Initiative, systems. Facilities staff were also involved in the
committing the UC system to reach net implementation of the project, reviewing plans, adjusting
zero greenhouse gas emissions from control systems and providing shutdown support and
buildings and vehicle fleet by 2025. coordination for building systems as buildings were
converted from the old campus steam system to the
One of the main projects that will help UC Davis to reach new hot water system. GIS and Utilities staff were
this goal, reducing our reliance on fossil fuels, is converting involved much of the underground work as the project
our aging steam infrastructure to a more efficient hot water installed new pipelines across much of the campus over
system. This project will allow our Central Heating and the last two years.
Cooling Plant to heat buildings more efficiently and using
electricity instead of burning fossil fuels.

One key to the project is switching from natural gas steam
boilers to electric heat pumps which use electricity to move
thermal energy that can heat and cool our buildings. Instead
of generating heat internally, a heat pump moves heat from
one water source to another using a refrigerant and an
electrically driven compressor. . How is this different than a
traditional air conditioner? Instead moving heat from inside
your house to outside, it moves the heat from the chilled
water system directly into the hot water system so it can be
used.

The Big Shift project has made great progress this past year.
This collaborative effort across campus is getting us one
step closer to our goal. Facilities engineering and shop staff
were involved in the planning of the project, gathering data
from the existing building systems and leading site visits
to mechanical rooms so the new system could be properly
designed to meet our building needs, be installed in existing

ANNUAL REPORT // 023

Repositioning for
the future

In 2020, Facilities Management (FM) began succession We then established a project group of staff members
planning to prepare for vacancies expected over the from across the organization for the second phase to
next two years due to upcoming retirements. These acquire their input and participation to help shape and
vacancies included key management-level positions of reposition FM for the future. The project scope included
personnel with vast historical knowledge of our campus the review of our existing organizational structure to
and infrastructure. identify opportunities to realign and leverage positions
within our organization. This project group was broken
Our vision was to realign our organization to adapt to our into three working groups and each has created a
changing workforce. In preparation, our leadership team proposed organizational structure that is expected to
analyzed various organization structures inside and be presented to the leadership team this fall. Once
outside the UC system for guidance. Phase 1 included completed, the groups will reconvene to discuss
creating two new executive director positions, one additonal opportunities for repositioning such as adding
leading our building operations and the second leading a third executive director.
engineering and utility operations.

// 024 UC DAVIS FACILITIES

Facilities teams kept ‘campus
ready’ as pandemic shifted

Since the announcement by the These signs helped to remind building occupants of the
chancellor in April 2021 that the daily health survey, requirements to wear a face-covering
campus was expecting a full return indoors and more. The team worked with Reprographics
in the fall, Building Maintenance to print enough copies to place the required signs, then
Services (BMS) began to maneuver walked through every building with a signage package
through immediate maintenance and updated as needed. They placed over 4,000 signs
needs and to prioritize work. across campus.

At the beginning of the pandemic, the paint and carpentry As campus occupancy began to steadily during the
team followed campus guidelines for sign placement summer, Facilities Management proactively completed
throughout buildings. As the rules for COVID-19 changed, a preoccupancy audit of buildings to help ready them
so did the signs and what would be accessible. With for occupancy. The BMS team worked closely with
each change, this team, with assistance from the Student Custodial Services, Utilities, Energy and Engineering,
Housing Custodial staff, removed the old signs and Asset Management, and the Student Housing Custodial
replaced them with the updated ones. team to complete preoccupancy audits which entailed
walkthroughs of every building to compile a list of repair
tasks. These tasks were then passed on to the Customer

ANNUAL REPORT // 025

Experience Center, where staff would then generate The elevator shop staff tested each elevator to ensure
follow-up repair tasks. To date, they have logged nearly proper function and safety for the return to normal
500 tasks. operations. With many not in use while the campus
was at minimal occupancy, staff thoroughly reviewed
This preoccupancy program helped our teams take each elevator to ensure the equipment met safety
advantage during a time when campus was quiet and requirements.
increased our efficiency in completing a higher number of
tasks in a limited amount of time. The ventilation team continued to change filters to
campus buildings as needed based on the earlier
Many of the tasks from the building audits were lighting- protocol to upgrade from MERV 8 to MERV 13. MERV 13
related and the FM lighting crew went above and filters particles from .30 to .10 and prevent virus particles
beyond to ensure that lighting in and around our campus from traveling throughout the building. Once the quarter
buildings was in top form when faculty, staff, and students began, BMS and our Energy and Engineering teams
returned. Inundated with these hundreds of requests, deployed air purifiers in general education classrooms for
they jumped in without hesitation. additional ventilation.

// 026 UC DAVIS FACILITIES

Deferred
maintenance

Much like a small city, UC Davis must plan for the future. Whether that future
involves upgrading infrastructure to accommodate a growing population,
climate change, or other challenges, projects such as these require a large team
of people. Facilities Management is part of that team and, in the last year, has
begun planning for an exciting future at UC Davis.

Staff from the Asset Management team, Building received $5.2 million in funding for infrastructure
Maintenance Services and Utilities work together to upgrades. This funding provided for the completion of 21
ensure UC Davis’ buildings and infrastructure are in top projects across 15 buildings. In 2021, through the State
shape and ready for what tomorrow brings. Information Budget Act, we were approved to receive over $43
from these units feeds into what we send to state million for deferred maintenance for additional structure
planners to identify campus funding needs. and infrastructure upgrades.

Asset Managements diligent inspections, analyses and Thanks to this funding, we are planning 170 projects
close coordination with Building Maintenance Services across 113 buildings and campus utility systems to be
and Utilities have resulted in an influx of state funding. In completed by 2024.
2019, through Assembly Bill 94, Facilities Management

“Deferred maintenance
funding is critical for a
campus over 117 years old”

John Zertuche
Building Maintenance Services Director

ANNUAL REPORT // 027

Fleet earns
national recognition

Fleet earned the National year, Fleet Services moved up 15 spots in the Green Fleet
Association of Fleet Administrators Award ranking, from 19 to 4. UC Davis also contains the
(NAFA) Green Fleet Award, ranking only University of California fleet unit ranked in the top 50
UC Davis at No. 4 in the nation. in the Government Fleet Magazine. It is clear that these
changes have impacted their operations and will continue
The award recognition was the result of sustainability to do so.
changes made to the unit, including the placement of new
compost bins for further waste separation, replacement The 26 staff members manage the purchasing,
of older vehicles with hybrid and electric models, motor maintenance, and administration of over 1,000 vehicles
pool optimizations, ASE Blue Seal certification for the across campus, including 1,015 vehicles, 337 trailers, 106
shop and the improvement of customer experience score carts and 52 boats.
to excellent during an annual review. Over the space of a

// 028 UC DAVIS FACILITIES

FACILITIES MANAGEMENT
ONE SHIELDS AVE

400 CROCKER LANE
DAVIS, CA 95616
(530) 752-1655

FACILITIES.UCDAVIS.EDU