The University of California Facilities Manual (FM) is intended to allow easy access to important policies, procedures, and guidelines for all UC Facilities. Various departments at the Office of the President are responsible for FM preparation, publication, and administration. Policies and procedures are changed, updated, or transferred into the FM in an ongoing manner, and campuses are notified of changes through an email listserv. 

Each Facility is encouraged to develop its own procedures manual that expands on and complements FM content.

The FM is organized into six volumes, each focused on a different aspect of Facilities management and operation:

• Volume 1: Executive Summary and University Administration
• Volume 2: Planning
• Volume 3: Design
• Volume 4: Construction Contracting
• Volume 5:  Bidding and Construction Administration
• Volume 6:  Plant Operation and Maintenance 

This section explains how information is presented in the FM.

All FM volumes contain "Volume Introduction and Summary," followed by numbered chapters. Each Volume is subdivided into chapters, article numbers, and paragraph numbers. The final content level, the subparagraph, is not numbered but begins with a boldface, italic heading: e.g., Subparagraph Heading. Within each volume are links to a Resource Directory (RD) which contains  templates and guidance, design contract templates, construction contract templates, a glossary, and a list of selected University policies.

When an item is cited,  there will be a link to the Volume, Chapter, Article, and Paragraph. For references to the RD, items contain the RD and the title, e.g., (RD – Title of Document). 

References to publications, laws, and University policies are listed at the beginning of the chapter, article, or paragraph they pertain to most. References are cited by a round bullet point, italicized, and underlined if a web link is available. By researching these references, readers can obtain further information on items covered in the FM. 

The FM contains documents approved by the Office of the President and UC Legal - Office of the General Counsel (UCL) for use by the Facilities. 

FM content is based on University policies. When a policy is being quoted or paraphrased, its name is referenced, and the text often contains the words shall or must: e.g., "The contractor must submit . . ."

Another major portion of the FM is composed of recommended guidelines. Guidelines often contain the words "should" or "may."

Terms that have special meaning within the context of the FM are capitalized throughout the text, e.g., "Facility" and "University," along with some titles and legal or contract terms: e.g., "President" and "Agreement." Definitions of special terms may be found in the Glossary.

This section contains background on the process by which the FM is distributed and updated. 

The Office of the President maintains the FM entirely online now and no longer provides hard copy distribution.

FM redline revisions are distributed by the Office of the President via an electronic listserv. Comments and suggested revisions should be sent to: UCOP Design and Construction Services staff.

The UC Facilities Manual contains University of California policies, procedures, and guidelines for its facilities. The manual is based on The Regents' policy, federal and state laws, regulations, case law, and results of UC's dispute resolution. Areas covered include operations and administration, planning, design, construction contracting, and facilities management.

The University of California (University) was chartered in 1868 by the Constitution of the State of California, Article IX, Section 9 and classes began in Oakland one year later. Today, with its ten campuses, national laboratory, Agriculture and Natural Resources, six academic health centers, and numerous other units and affiliated institutions, the University is one of the largest and most renowned centers of higher education in the world. This chapter outlines the University's basic organizational structure and lines of authority for governance and facilities management and briefly discusses the preparation of The Regents' materials.

Governance of the University is entrusted to the Board of Regents (The Regents). The Regents appoint the President of the University and, with the President's advice, the officers of the University. Among these officers are the Executive Vice Presidents, other Vice Presidents, and the Chancellors. The Regents also appoint their own principal officers: the General Counsel, the Chief Investment Officer, and the Secretary and Chief of Staff.

According to the Bylaws and Standing Orders for The Regents of the University of California, The Regents' role is similar to that of a  board of directors of a large corporation. They are responsible in this case for governing and setting policies for the University.

Members. The Regents consist of 26 members: 18 each appointed by the Governor of California for  a 12-year term; one student is appointed by The Regents for  a one-year term; and seven ex-officio members (the Governor, the Lieutenant Governor, the Speaker of the Assembly, the Superintendent of Public Instruction, the President of the University, and the President and Vice President of the Alumni Associations of the University). In addition, two faculty members — the chair and vice chair of the Academic Council — sit on the board as non-voting members. In the history of the University, more than 400 people have held the position of a Regent. Although the Governor is officially the President of The Regents, in practice, The Regents' Chairperson is the presiding officer. Both the Chairperson and the Vice Chairperson are elected from among The Regents' membership for a one-year term.

Committees. The Regents operate through eight standing committees: Academic and Student Affairs, Compliance and Audit, Finance and Capital Strategies, Governance, Health Services, Investments, National Laboratories, Public Engagement and Development, and Special. There are also a varying number of subcommittees and special committees.

Meetings. The Regents hold six, two-day meetings each year. Standing and special committees meet as required, usually on the day preceding The Regents' meetings.

Authority. The Regents have the basic authority for governing the physical planning, design, construction, operation, and maintenance of the University's facilities. This authority is set forth in the Bylaws of The Regents. The Regents have delegated much operational authority to the University President and have delegated some authority to University faculty in matters related to academic programs. With few exceptions, all matters requiring Regents action are first considered by the appropriate Regents' committee, which has authority only to recommend or report to The Regents.

The President of the University is an ex-officio Regent and an officer of the University who is responsible to The Regents.

Authority. Authority in facilities-related matters is delegated by The Regents to the President. The President can therefore determine facilities-related policy for the University. Duties of the President are listed in the Standing Orders of The Regents.

Office of the President. The Office of the President is composed of the President, the President's staff, and the Executive Vice Presidents, other Vice Presidents, and their respective staffs.

Within the FM, the proper name the Facility is given to any University campus, laboratory, unit of the Division of Agriculture and Natural Resources, or location of any other administrative unit. The common term facility refers to a building, structure, site, or ground improvement, or other item built or installed to serve the University's mission of providing academic, scientific, and public service.

Each of the ten University campuses is managed by a Chancellor who is an officer of the University and is responsible to the President. The ten campuses are Berkeley, Davis, Irvine, Los Angeles, Merced, Riverside, San Diego, San Francisco, Santa Barbara, and Santa Cruz.

Authority. Authority in facilities-related matters is delegated by the President to each of the ten Chancellors. Each Chancellor determines policy for the campus, consistent with Bylaws 31. 

The Department of Energy’s Lawrence Berkeley National Laboratory is managed by a Director who is an officer of the University and is responsible to the President. (The Lawrence Livermore National Laboratory and Los Alamos (New Mexico) National Laboratory are each managed by an LLC of which the University is a member.)

Authority. Authority in UC facilities-related matters is delegated by the President to the Laboratory Director, subject to the limitations noted in Volume 2. The Director determines policies for the laboratory.

The Office of the Vice President – University of California Agriculture and Natural Resources (VP UC ANR) resides within the Office of the President. The VP UC ANR is usually delegated authority in facilities-related matters.

Certain University units, such as the University of California Press, University Extension, and the Laboratory of Biomedical and Environmental Sciences, have not been delegated authority in facilities-related matters. These functions are normally performed by the facilities management department at the Facility where each unit is located.

UC Law San Francisco (formerly UC Hastings) is affiliated with the University but is not subject to University policies and procedures regarding facilities-related matters.

Within the Office of the President, the Secretary and Chief of Staff to the Regents of the University of California coordinates The Regents’ Meeting agenda items from the campuses. The final meeting agenda is prepared by the Secretary. Facilities should refer to the materials on the referenced website when preparing agenda items or other materials for The Regents, such as Interim Authority items and Emergency Authority items. The Regents' Coordinators at each Facility and at the Office of the President are available to assist in the preparation of The Regents' materials.

The Treasurer, General Counsel, Secretary, and Chief of Staff to The Regents prepare their own agenda items, which the Secretary assembles and mails. The Regents’ Agenda Coordinators at the Office of the President prepare all other items, duplicate them in the proper quantities, and forward them to the Secretary for mailing as the President's portion of the agenda.

Approval of Building Design. See Volume 2 for guidelines on preparing The Regents' items regarding the approval of a building design.

This chapter addresses the University's system of reserving and delegating authority in the areas of facilities planning, design, construction, operation, and maintenance.

Bylaws of The Regents. The Regents have the basic authority for governing the planning, design, construction, operation, and maintenance of the University's facilities. This authority is set forth in the Bylaws of The Regents.

Standing Orders of The Regents. The Standing Orders of The Regents provide the President of the University (and other University officers) with certain responsibilities and authority. Except as otherwise provided in the Bylaws and Standing Orders, the President, as executive head of the University, has full authority and responsibility over all affairs and operations of the University (Standing Order 100.4). The Regents set policy for the University as a whole; therefore, The Regents' policies may also serve to establish or limit authority.

As permitted by the Standing Orders, the President may delegate authority to staff members. The President and persons who receive such authority from the President act as agents of The Regents. Authority provided to the President by The Regents in the Standing Orders may be limited. Redelegations of authority by the President may contain additional limitations. Facilities-related authorities and their redelegations by the President are listed in Delegation of Authority 2629. 

Selected facilities-related delegations of authority and their redelegations by the President are listed in Delegation of Authority 2629. The Delegation and Limitations of Authority Table is arranged so that the sequence of authorities follows the typical sequence of events for a project in the Capital Improvement Program.

Certain state laws require the University to follow specified procedures for the design, bidding, and construction of projects. The University has elected by policy to follow additional state laws regarding construction contracting.

The table lists state laws the University is either required to follow, or has elected to follow, regarding the performance of construction projects. This selected list has been limited to laws specifically mentioned or implied in the University's construction documents.

This chapter sets forth requirements and procedures for establishing a Project Quality Management Program. Quality requirements for University construction projects are established first by The Regents, second by the President, and third by the Facilities. Quality is measured as conformance to requirements established by facilities management personnel. Project quality is ultimately appraised by the Facility client.

The goal of a Project Quality Management Program is to ensure that the design and construction of a project meet the quality requirements established by a Facility. To accomplish this goal, facilities management personnel should perform the following functions for the project team to ensure the desired quality of the construction project:

1. Establish requirements 
2. Build teamwork 
3. Supply resources 
4. Evaluate performance 

The project team usually consists of the following principal parties and their associates:

Owner (University):

1. Client
2. Owner's Representative
3. Planning staff
4. Programming staff
5. Budgeting staff
6. Facilities management staff
7. Project manager (University employee)
8. Project manager (outside professional)
9. Construction manager (outside professional)

Design Professional:

1. Architect or other design professional
2. Architect's consultants
3. University design consultants

Contractors:

1. Construction contractor
2. Subcontractors
3. Project manager
4. Construction manager (acting as contractor)

A Project Quality Management Program includes the following:

1. Quality management planning and implementing policies, procedures, and requirements.
2. Quality control ensures that work is being performed and that work is being checked prior to its acceptance.
3. Quality assurance verifying that quality control tasks are being performed.
4. Continuous quality improvement continually pursues improvement in the quality of the project process.
5. Quality costs redoing a project item, even when this increases the item's cost.

The first and most basic step in establishing a Project Quality Management Program is to formulate written requirements that specify the roles and responsibilities of project participants. The FM establishes basic University requirements; additional requirements should be established by the respective Facility or by the project team through a partnering effort (see Partnering). 

The total Project Quality Management Program applies to the following sequential project phases:

1. Planning
2. Programming
3. Budgeting
4. Design
5. Construction Documents
6. Bidding
7. Construction

A Project Quality Management Program should not only address technical issues, but should also address people-related issues and encourage teamwork. Technical issues include checklists, inspections, interdisciplinary plan checks, other reviews, and value engineering. People-related issues include encouraging commitment to the project, building teamwork, defining expectations, and partnering. Cooperation within the project team should be encouraged as early as possible during the project process.

In the context of a Project Quality Management Program, partnering means:

1. Defining expectations of the University (as Owner), the design professional, and the contractor.
2. Reviewing procedures, ensuring that procedures reflect each project team member's expectations.
3. Resolving conflicts, setting up a mechanism early in the project for resolving conflicts, and for periodic progress reviews.

At minimum, the Facility should provide the budget, personnel, and time necessary to meet quality requirements for each project phase. This task is accomplished through decisions made by facilities management staff.

During or upon completion of each project phase and upon total project completion, members of the project team should evaluate the team's performance. Evaluations can be made by completing evaluation forms predesigned with questions and data-entry requests that have been developed on an objective basis. In evaluating a project for quality, the project team should:

1. Define expectations.
2. Define problems.
3. Determine what is needed to rectify problems.
4. Estimate needed resources.
5. Determine if the project cost or program needs refining.

Periodic project team evaluations will assess team performance in accomplishing project quality goals by considering the team's:

1. Effectiveness in relation to established quality requirements.
2. Efficiency (staying within budget).
3. Timeliness (remaining on schedule).
4. Compliance with imposed constraints as stated in policies, procedures, and programs.
5. Teamwork