This chapter addresses the goals of plant operations and maintenance (OMP), components of operation, the definition of maintenance, repair and requirements for purchasing services.

The inclusion of the following goals should help a Facility formulate a successful OMP program:

1. Provide functional facilities that (a) meet the University's requirements; (b) have an environmentally acceptable atmosphere for students, faculty, and staff; and (c) ensure the health and safety of all personnel.
2. Perform maintenance on a periodic basis.
3. Identify potential problems early within the context of the planned maintenance system so that corrective action may be planned, included in the budget cycle, and completed in a timely manner.
4. Identify and implement possible improvements that will reduce costs, improve service, and result in more efficient operation.
5. Establish a capital asset restoration and renewal (also known as “deferred maintenance” or “DM”) list by collaborating with the UCOP ICAMP Program.
6. Follow an orderly program so that administrative costs are minimized and the workload for personnel is maintained at a relatively constant level.
7. Conserve energy and resources by ensuring maximum operating efficiency of energy-consuming equipment and systems.
8. Maintain credible relations with users by providing well-maintained facilities and information on planned maintenance activities.
9. Establish data collection systems that create supervisory and management control reports with uniform reporting formats and achieve continual feedback of information among departments through communications and manuals.
10. Institute systems for reporting historical data and operating statistics and maintain trend lines and indices of operating effectiveness.

Current UC policy as of 2005 can be found on: UC Policy on Management of Health, Safety and the Environment

The five UC teaching hospitals must comply with the standards of The Joint Commission (TJC) and the Joint Commission International (JCI). The standards of these commissions address all aspects of operation and maintenance.

Facilities operation is the provision of day-to-day services required to operate the University's buildings and grounds. Each campus will operate its Facilities in the most efficient manner to provide timely, effective, and economical plant operation in support of the UC's mission of teaching, research, and public service. 

Services should be considered procuring labor performed by another party that may or may not produce a tangible commodity. Service work includes custodial work, window washing, rubbish and waste removal, security guards, transportation, software development, clothing rental, laundry, tests and analysis, film processing, and equipment. See Materiel Management Policy: Business and Finance Bulletin; UC Presidential Policies: "University Guidelines on Contracting for Services;” UC Facilities Manual Volume 4 "Construction Contracting & Construction Documents."

Construction consists of moving, demolishing, altering, upgrading, renovating, installing, or building a structure, facility, or system according to a plan or by a definite process. Construction consists of the application of any of these techniques to physical plant facilities such as structures, utilities, excavations, landscaping, site improvements, drainage systems, roads, and any building additions, deletions, or any modifications of such facilities. 

Painting projects where the value of the project exceeds $25,000 is considered construction and must be competitively bid pursuant to PCC 10505(b). Upgrading or replacing a building system in its entirety when it has exceeded its useful life is generally considered construction, not maintenance and is subject to PCC 10500-10506.

As defined in the PCC 10500-10506, a project includes the erection, construction, alteration, repair, or improvement of any UC structure, building, road, or other improvement that will exceed in cost, including labor and materials, a total of fifty thousand dollars ($50,000) and for painting this number is twenty five thousand dollars ($25,000). If a project falls within the statutory definition, the project must be competitively bid.

Infrastructure and utility systems are defined as any system controlled and maintained by the UC that services or is available to service multiple UC structures, buildings, or improvements. An example of a utility system included in this definition would be the domestic water system; an example of a system not included could be a phone system maintained by an outside provider.

Maintenance is the upkeep of property, machinery, systems, and facilities, including buildings, utility infrastructure, roads, and grounds. Maintenance consists of those activities necessary to keep facilities and systems operational and in good working order. It consists of the preservation, but not the improvement, of buildings, grounds, other real property and their components. Maintenance may include replacement of components of equipment or building systems (roof, flooring, HVAC, etc.) if replacement is performed:

1. on a routine or recurring basis,
2. to bring the equipment or building system back to its fully functional state,
3. to ensure the equipment or building system retains its functionality for its anticipated useful life.

Subject to the above limitations, replacement of a component of a building system (for preservation, not improvement) is a form of maintenance when the replacement component is a duplicate, i.e., replacement-in-kind, or, if not, the replacement item is an upgrade because a duplicate component is obsolete or is no longer reasonably available. When the replacement is undertaken for the purpose of upgrading a system, it is not maintenance. Each type of maintenance is utilized by the different OMP functions to complete their tasks.  Deferred capital asset replacement work or maintenance work constitutes a restoration and renewal deferred backlog. Work that is solely maintenance, as defined above, may be performed by either UC employees or under contract. If performed under contract, maintenance work is subject to non-construction competitive bidding requirements for contracts costing $50,000 or more, regardless of the form of contract. 

Maintenance can be broken down into four types of categories: predictive/planned, preventive, unplanned/reactive, and emergency. 

Planned maintenance, characterized by its routine or recurring nature, is the upkeep of property, machinery, and facilities, including buildings, utility systems, roads, and grounds characterized by its routine or recurring nature. Each campus’ responsibility is to maintain its physical facilities to meet the University's mission. Predictive maintenance assesses asset conditions through the ICAMP Program to determine when asset maintenance should be performed.  The main promise of Predictive maintenance is to allow convenient scheduling of corrective maintenance and to prevent unexpected equipment failures.

Preventive maintenance is that portion of the overall maintenance program that provides the periodic inspection, adjustment, minor repair, lubrication, reporting, and data recording necessary to minimize building equipment and utility system breakdown and maximize system and equipment efficiency. Preventive Maintenance Program procedures are designed to fulfill the needs of the Facility. The purpose of the program is to produce cost savings by:

• Reducing the downtime of critical systems and equipment.
• Extending the life of facilities and equipment.
• Improving equipment reliability.
• Ensuring proper equipment operation.
• Maintaining a pleasant overall appearance of the facilities.

Unplanned/reactive maintenance is the unplanned response to urgent but not emergency maintenance requests.

Emergency maintenance is the repair or replacement of Facility components and equipment requiring immediate attention because the functioning of a critical system is impaired or because health, safety, or security of life is endangered. Emergency maintenance supersedes all other categories of maintenance. To determine whether emergency maintenance falls within the exception to competitive bidding requirements, refer to Emergency Repair.

If the work associated with replacement of a system’s component(s) is greater than 50% of the replacement value of its system, such work should be considered a system replacement and shall be considered repair, subject to PCC 10500-10506.  This may require the submission of plans; the submission of calculations; construction inspection requirements; and other data to ensure compliance with the California Building Code. In addition, if the value of the work associated with replacement of component(s) exceeds current U C Minor Capital Project limits, the Facility shall obtain Office of the President concurrence prior to proceeding with the work on the basis of maintenance work as defined in this Chapter.

Example of the difference between maintenance and repair:

1. A driver of a car loses control and hits an exterior air conditioning unit located on a slab adjacent to a University of California building. The unit is totally destroyed and the replacement cost inclusive of materials is $75,000. Under the definitions above, the replacement of the unit would be maintenance, not repair.
2. The driver of a car loses control and hits an exterior support column of a University building. Inspection reveals that there is damage to the structure of the building. The work, which would need plans and specifications, required to ensure the structural integrity of the building would be considered a repair. 

University facilities departments shall establish written policies and procedures to ensure the implementation of the correct distinction between maintenance and repair. As a minimum, these procedures must include approvals necessary when determining that a specific requirement in excess of $50,000 for work on property, machinery, systems, and facilities, including buildings, utility infrastructure, roads, and grounds is maintenance especially if there is any indication that the work could be categorized as repair.

If a project is the result of an emergency due to an act of God, earthquake, flood, storm, fire, landslide, public disturbance, vandalism, or failure that causes damage and repairs that are required immediately to protect the public health, safety, and welfare, the work may be done on a time and materials basis, by contract based upon informal bids, by University of California employees, by day labor, or by a combination thereof. For this exception to apply, it is necessary for the facts to support the immediate need for repairs to protect public health, safety and welfare. Supporting documentation must be provided during the contracting phase of this event. An example of an emergency not covered by this exception would be vandalism causing extensive damage to the landscape where the damage does not present an immediate safety hazard to anyone. The work does not meet the test of “necessary to protect public health, safety, and welfare.”

Unless a project meets the requirements of the exceptions below, all projects must be competitively bid. PCC Chapter 2.1 specifically outlines contracting policy for the University. UC contracting policies and procedures are found in all sections of that chapter and must be clearly understood and followed, including remedies and penalties for noncompliance. “Any officer or employee of the University of California who corruptly performs any official act under this chapter to the injury of the University of California is guilty of a felony.” See UC Contracting Policies and Procedures. 

If a project is for “the erection, construction, alteration, repair, or improvement of experimental, diagnostic, or specialized research equipment” (PCC10505(a)(2)), the UC may elect to perform the project with UC employees. Such work must require specialized knowledge and skills not readily available by contract. The use of this exception requires that the equipment installed must become a permanent part of the structure, that any ancillary construction work to be performed by UC employees must be performed at the same time as the equipment installation and must be required in order to make the equipment functional or maintain its functionality, and be consistent with the requirements of the Stull Act.

UC employees may perform a construction project when the value of all labor and materials does not exceed $50,000.[This limitation does not apply to maintenance work as defined in Specialized Equipment . A construction project may not be split in order to utilize this exception, e.g., performing $40,000 of work with UC employees and issuing a contract or purchase order to a contractor for the remaining $40,000 of an $80,000 construction project. However, individual projects need not be combined into a single project. As an example, the planned repaving of a street is a single construction project even though it may consist of repaving several separate sections of that street. In contrast, the repaving of separate sections of that same street accomplished at different times in response to program planning, funding requirements, or unexpected events, could each be a separate construction project.

UC employees, subject to the $50,000 limitation, may perform work on Infrastructure and Utility Systems necessary to support other construction projects or construction work; for example work required prior to and during the performance of a competitively bid project, e.g., rerouting and shutdowns of utilities and final connection of the project to the existing Infrastructure and Utility Systems. The coordinated work of multiple construction projects is not considered a single project; similarly, multiple discrete Infrastructure and Utility Systems requirements performed to support the same competitively bid project are each subject to the $50,000 limitation. 

Projects for the painting or repainting of a structure, building, road, or improvement of any kind may not be performed with University of California employees if the value of the painting or repainting project exceeds twenty-five thousand dollars ($25,000). See PCC 10505b.

Design services are services that require design professionals, such as architects and engineers, who evaluate conditions and, in the case of repair, provide design services. The selection of design professionals is subject to University policy and guidelines. State law requires design professionals and other consultants to be selected based on the procedures in the PCC 10510.4-10510.9 as implemented by University policy. Guidance in contracting for Design Services is found in Volume 3 of the FM.

This chapter specifies the inspection program and systems required to identify and track restoration and capital renewal needs. Restoration and Renewal are asset replacement work or maintenance work that were not performed when it was scheduled. The University inspects, tracks, and estimates the cost of all restoration and renewal through its Integrated Capital Asset Management Program (ICAMP). Capital renewal is the deterioration of buildings and infrastructure over time. Normally, these are larger projects and involve whole system replacement or renewal.

The Facility Audit and Inspection Program identifies, quantifies (provides budget estimates), and prioritizes restoration projects, capital renewal, and replacement projects according to the urgency of need and significance to the University’s mission (RD - Project Categorization Flow Chart).

Facilities are physically inspected to identify restoration and capital renewal needs and/or projects. The  facility infrastructure and building components should be inspected and documented in accordance with the comprehensive list of items in the ICAMP (Login and password are available through UCOP)  Catalog.  Note that inspection costs of the Facility Audit and Inspection Program are not allowable as a restoration or renewal item. The costs of work, including construction inspection, designing, scheduling, and advertising, are allowable restoration or capital renewal items.

Each identified project shall be prioritized according to their adopted risk evaluation formula. Below is an ICAMP priority rating that is an excellent foundation for this criteria:

• Priority 1: Currently Critical (RED). These are needs and/or projects which require immediate action to return a facility to normal operation, stop accelerated deterioration, or correct a cited safety hazard, especially those conditions which potentially impact an entire Campus or pose a significant risk to health and safety. Examples of such conditions would be:
  • Campus impact: A Campus-wide chilled water system is in imminent danger of failing. Failure would make all buildings non-functional.
  • Health and Safety Impact: Previously undiscovered dry rot has compromised structural beams. The building cannot be safely used without immediate repair.
• Priority 2: Potentially Critical (YELLOW). These needs and/or projects could become critical within a year if not corrected. Situations in this category include intermittent interruptions, rapid deterioration, and potential safety hazards.
• Priority 3: Necessary, Not Yet Critical (GREEN). These needs and/or projects include conditions requiring attention to preclude predictable deterioration or potential downtime and the associated damage or higher costs if not addressed within the next 2-5 years. 

When determining a need and/or project priority, the impact upon the University’s mission and the potential for failure should be a consideration in prioritizing restoration and capital renewal needs. 

Upon completing the Facility Audit and Inspection Program procedure, categorize projects as restoration or capital renewal and replacement following the Project Categorization Flow Chart.

A restoration and capital renewal project should be limited to a specific work item or set of integrally related work items in (1) a single building, or group of buildings (2) a clearly identifiable component of a grounds area, or (3) a utilities system. The project should be accomplished under a single contract or work order. For administrative simplification, no restoration or renewal project should be smaller than $5,000. For planning, budgeting, and implementing purposes, similar work items of small value may be aggregated to make a reasonably sized project if the items are of equal priority. However, major work items in individual buildings, separately identifiable grounds areas, or utilities systems are considered separate projects and should not be aggregated unless specifically approved.

ICAMP, “deconstructs” state funded campus buildings into system and subsystems. Asset replacement needs (“opportunities”) are identified via inspection and tracked in ICAMP.  Each system is assigned a life cycle and a unit renewal cost based on the expected life cycle and components.  All space data in ICAMP is extracted directly from the University's official space inventory maintained in the Equipment, Facilities & Assets (EFA) database. When building systems are renewed and replaced (such as the complete replacement or renewal of a building HVAC system), ICAMP needs to be updated by the campus representative to reflect these capital investments.

Effective data management is important to the success of a Facility's OMP program. Three suggested OMP data management goals are:

1. Establish data collection systems to develop:
   • Uniform reporting formats.
   • Supervisory and management control reports.
   • Continual feedback of information between departments through communications and manuals.
   • Web-based, campus user interface.
2. Institute systems for reporting historical data and operating statistics.
3. Maintain trend lines and indices of operating effectiveness.

EFA is an information system that provides planning and management data on the existing physical plant. Specifically, EFA provides information on buildings, and rooms within buildings. EFA also serves as the Facility's official record of existing space.   Each campus maintains and updates its own inventory. Once each year, campuses provide their inventory to the UCOP where the data are merged into the Corporate Equipment Facilities and Assets System.

Currently there is not a State program dedicated to funding restoration, special repairs, or capital renewal. Renewal projects may be submitted for approval and funding under the “State Capital Improvements” program. 

External Financing. External Financing for restoration and capital renewal may be available for eligible Campuses. Repayment of this financing is through the Campus’s share of Federal Indirect Cost Recovery

Auxiliary Enterprises. Auxiliary enterprises and equivalent non-state-supported units are responsible for funding the operation and maintenance of facilities or portions of facilities they use. These units are also responsible for funding the maintenance (including restoration and renewal) of roads, grounds, and utility service systems outside their facilities but used exclusively or almost exclusively to serve their facilities. Funds from the unit's operating income or reserves, or other appropriate non-state sources, should be used to pay for restoration and renewal. Capital renewal funding guidelines for Auxiliary Enterprises are found in: Business and Finance Bulletin A-59, Costing and Working Capital for Auxiliary and Service Enterprises.

As funding becomes available from certain funding sources, the UCOP will issue specific instructions and formats for submitting requests for appropriation of these funds.  

The information in this article applies to defects and deficiencies associated with all facilities owned by or under the control of the University. The purpose of this section is to encourage timely reporting of defects or deficiencies and to provide guidance in determining responsibility for design and construction defects or deficiencies. See "Recovery for Construction and Design Deficiencies in University Buildings," UC, UCL, letter to chancellors and laboratory directors, Berkeley, CA, April 17, 1975. To maximize the University's chances of recovery when contractors or architects refuse to accept responsibility for defects, UCL should be contacted early, before action is taken to correct the defect. If the defects are not reported, or reports are delayed, then the chances for recovery are lessened. Two main factors account for the delays or failures to report defects or deficiencies to Counsel:

1. Problems are observed but are not considered serious and therefore are not reported. In some cases, remedial work is undertaken which alters conditions and compromises legal recovery efforts.
2. Defects are observed and are recognized as being serious but are not reported because of the erroneous assumption that the University has no further rights since the guarantee period or statute of limitations period has expired.

Initial Evaluation. Discuss defects and deficiencies among staff, and as soon as possible, contact UCL for advice. The following steps should then be taken:

• Using technically competent Facility personnel or outside experts, evaluate and document the extent and seriousness of the defect.
• Have UCL prepare suitable demand letters.

Note that some defects present an emergency where remedial measures must be accomplished immediately. The Facility administrator must decide how to proceed to protect life and property; however, if recovery is to be affected, the procedures listed in this section should be followed as closely as possible.

Responsibility Refusal by Design Professional or Contractor. If a building deficiency is determined to be serious, and neither the design professional nor the contractor accepts responsibility for its correction, UCL should be contacted and provided with an adequate background statement of the problem. The objective of the background information is to get an overview of the problem early enough to maximize the effective alternatives available. An adequate background statement includes the following information:

1. A brief description of the nature and scope of the deficiency.
2. A concise summary of the design history of the problem: i.e., the specific program given to the design professional, whether any design recommendations for the deficient areas were vetoed for budget or other reasons, what the construction documents required, what the contractor installed, the extent of the design professional's approval of shop drawing submittals, substitution requests, and field changes, and the installation made.
3. A copy of all specification provisions and pertinent drawings applicable to the deficiency (including any applicable general or special guarantee provision) and a brief explanation in layman's terms of technical portions of the construction documents transmitted.
4. A concise statement of the construction history of the defect including the approximate time of installation, when the deficiency first developed, a brief outline summary of any pertinent correspondence, job meetings, minutes, and inspector's reports bearing on the problem (with full copies of such documents attached), the date of project acceptance, and the duration of any guarantee applicable to the deficiency.
5. A description of the extent of any corrective action attempted indicating what it was, who recommended it, who performed it, and when.
6. A description of the present condition of the deficiency.
7. A description and statement of estimated cost for corrections which will probably be required.
8. An expression of Facility opinion as to the responsibility for and cause of the defect coupled with a brief statement of the facts supporting that conclusion. 

Expressing Opinion on Responsible Cause. The initial expression of opinion as to who is responsible for a defect or deficiency should be made by Facility personnel if they have the technical competence. In cases when employment of an outside expert is necessary to augment Facility capabilities, UCL should have an advance opportunity to evaluate the potential forensic ability of such an expert. If such an expert is not retained by or at the request of Counsel, the expert's report on the problem probably cannot be kept confidential in the event of litigation, and the expert may be subject to being deposed as a witness.

Preservation and Documentation of Evidence. If litigation is a possibility, evidence of building defects or deficiencies must be preserved or documented and safeguarded. If not, there should be no expectation of recovery of damages by a lawsuit. Preserve and document evidence by:

• Retaining defective material.
• Taking photographs.
• Having a competent person examine the defect and express a technical opinion as to its cause.
• Retaining relevant correspondence and documents.

Confidentiality of Evidence. Parties to a lawsuit have broad rights to examine the files of their opponents. Most communications including memoranda to file which are not sent from a University employee to University Counsel may be inspected and used as evidence to oppose the University's case. To prevent this evidence from being revealed, follow these guidelines:

• Take care not to make any damaging admissions or reveal any weaknesses in the potential case.
• Evaluation of the University's prospects for recovery in potential litigation shall be made only by UCL.
• With the exception of item 8 in the background statement, avoid writing memoranda that contain admissions that may be against the University's interest, which include allocation of responsibility or explanations of or reasons for defects or deficiencies, or which comment on consultants' reports. When such memoranda are necessary, draft copies shall be sent to UCL for comment and for transmittal at Counsel's option.

The deficient past performance of a design professional should be considered going forward. 

The following standards and guidelines support the University's policy on energy and water conservation and management in facilities operations. All new construction and repair projects shall engage their Campus Energy Manager and the Office of Sustainability to ensure all work is done in compliance with and in support of goals stated in UC’s Policy on Sustainable Practices.  Application of the standards and guidelines shall not involve any measure that will violate applicable laws, be hazardous to health or safety, cause significant impairment of the instructional or research effort, or result in an unreasonable minimum standard of comfort.

1. Implement system operation and maintenance on the basis of "least total cost," considering both labor and energy costs, and as required by Policy on Sustainable Practices.
2. Reduce running time of energy-consuming equipment through:
   • Equipment shutdown when not required (no continuous operation or idling when there is no demand).
   • Building use scheduling both on a daily and longer-period basis (e.g., vacations and between quarters).
   • Programs for selective load shedding of power in event of excessive peak usage.
   • Programs for reduced speed, for long periods, of various types of electric loads which can tolerate reduced-speed operation with only minor effect on the user (demand control).
3. Adjust lighting levels to no more than illumination requirements of CCR, Title 24, power use recommendations. Use group relamping programs where feasible.
4. Buildings designed under the Policy on Sustainable Practices should be operated according to their original design intent. Optimize heating, ventilating, and air conditioning (HVAC) systems (through modification by way of Capital Improvement Projects where necessary).
   • Within the interiors of buildings, temperatures between 68 degrees and 78 degrees Fahrenheit are considered to provide a reasonable standard of comfort. Thermostats should be set at 78 degrees in the Summer and 68 degrees in the Winter. These limits will not apply in areas where other temperature limitations are required by law or where special use of an area demands other limits.
   • Modify or adjust HVAC systems to avoid simultaneous use of heating and cooling energy use in the same zone or space wherever possible or minimize such simultaneous energy use within system limitations by resetting the system operating limits.
   • Optimize boiler and chiller plant (or equivalent) operation for best utilization of facility components and for achievement of maximum practical operating efficiency. Achieve optimum use of outside air or maximum practical energy recovery from exhaust air where 100 percent outside air is required for building ventilation.
   • Minimize the rate of air circulation within constraints of applicable laws, regulations, codes, or other necessary limitations.
5. Use water from on-site sources such as springs or wells where possible within environmental constraints.
6. Install flow control devices such as low-flow shower heads and flush valves.
7. Balance systems using once-through water to minimize flow rates and operate these systems only when required. Investigate options for replacement of once-through with closed loop systems when feasible.  This guideline applies to landscape irrigation and mechanical equipment systems.
8. Recycle wastewater when ease of conversion and code requirements allow; for example, modify once-through cooling systems to recirculate rather than discharge cooling water.
9. Purchase equipment such as lasers, compressors, and vacuum pumps that do not require once-through water cooling systems.
10. Develop and use reclaimed wastewater for irrigation. Consider off-campus reclaimed water supplies, where available, for this purpose.
11. Have operating contingency plans at each Facility to curtail operation in the event of limitation of boiler fuel, electricity, or water supply. Base these operating contingency plans on the concept of progressive interruption to accommodate different levels of energy or water supply curtailment. Review and update contingency plans annually.
12. Follow procedures adopted by the University from the governor's Executive Orders and California Department of General Services Management Memos.

See ASHRAE Thermal Comfort Standards (Publication Ordering Information). 

Recognizing the criticality of University Programs, Campuses are encouraged to isolate themselves from interruption of service through the combined use of on-site power generation, energy storage, fuel storage and fuel contracts. Campuses are encouraged to use a 14-day horizon for planning purposes. Specific planning provisions will be determined by the criticality of a Program, and its dependence upon fuel or electricity.

For all UC Health facilities that fall under the jurisdiction of the California Department of Healthcare Access and Information (HCAI), please access the HCAI Building Safety guidelines for information on facilities, building plans and permits, seismic compliance, inspections, backup power requirements and more.

This article contains procedures for active participation by University staff or other administrative units acting on behalf of the University during proceedings of the California Public Utilities Commission (CPUC) and equivalent regulatory activities of other government utilities agencies. Adherence to these procedures will ensure that (1) necessary legal and other services are provided to University participants before and during presentations to the CPUC and equivalent agencies, and (2) appearances and presentations by Facility or other administrative unit representatives will be consistent with University policies and interests regarding the regulatory matter.

CPUC is a constitutionally created, quasi-judicial body having jurisdiction over matters concerning the operations of and rates charged by investor-owned utilities companies that serve the public throughout the state. The University's provision of natural gas, electricity, and telecommunications services is subject to CPUC decisions affecting these services. Customarily, the CPUC holds hearings under rules governing admission of testimony and rights of parties to take testimony from interested parties as part of its decision-making process. Such testimony may be a major influence in shaping the commission's final decisions. Other governmental agencies such as municipal utilities conduct regulatory proceedings in a similar manner. Because of the continuing importance of utility services and costs, the University must be involved in such proceedings to protect its interests. Cases may involve a single Facility or administrative unit or may involve the entire University system. Independent or uncoordinated participation by University representatives may compromise the University's interests and subsequent University options for appeals or other actions in these regulatory matters. See "Public Utilities Commission, Rules of Practice and Procedure," California Code of Regulations, Title 20, Chapter 1; and Assembly Bill 2951 – chaptered 9/30/2006. 

CPUC Hearing Participation. Request assistance from the UCL prior to participation in CPUC or equivalent proceedings. Responsible staff should communicate with UCL and with the department in the UCOP responsible for Facilities operations or telecommunications. This will allow sufficient time for review, comment, and preparation of appropriate legal advice or a presentation for the proceeding. Coordinate response with UCL and the UCOP to any invitation from a serving utility agency, company, or the CPUC. Also notify those offices in advance of any self-initiated proposals by a Facility to participate in any regulatory proceeding. Avoid official University representation that might become a matter of record without such coordination. Coordination with the above offices is not necessary for routine informational communications with the CPUC or equivalent agencies or for non-participating spectator attendance at proceedings. "Routine" communications might include determining hearing dates and requesting copies of decisions. Each Facility or administrative unit should have a coordinator for CPUC (or regulatory agency) matters.

Assembly Bill 2951, effective January 1, 2007, authorizes public entities providing utility services to charge the University just like any other of its customers. Such fees “should not exceed the reasonable cost of providing the public utility service.” If there are questions about the appropriateness of any public utility fee charged to a Campus, they should be directed to UCOP, Energy & Sustainability Unit.

UC takes a comprehensive approach to prevent, mitigate, prepare for, respond to, and recover from any adverse event or disruption, including all types of emergencies and disasters.  Facilities should be aware of and trained in their location’s Emergency Operations Plan and other response plans and procedures. See Systemwide Emergency Management and Business Continuity | UCOP; UCOP “Policy on Safeguards, Security, and Emergency Management,” 2006; California Office of Emergency Services (OES) SEMS/NIMS Integration; and Federal Emergency Management Agency (FEMA) National Incident Management System Guidelines. 

The University has voluntarily adopted the National Standard for Emergency, Continuity and Crisis Management: Preparedness, Response, and Recovery (NFPA 1660. 2024 Ed) as its systemwide programmatic guidance and benchmarking standard for campus-based emergency management programs. This collaboratively developed and widely adopted National Standard encompasses mitigation, preparedness, response, continuity, and recovery. It also covers criteria related to mass evacuation, sheltering and re-entry.

State law requires all state and local agencies, including the UC to use the Standard Emergency Management System (SEMS). SEMS is  used by emergency response agencies statewide to coordinate response to multi-jurisdictional or multi-agency incidents, and to facilitate the flow of information and the rapid mobilization, deployment, and tracking of state and local resources. State disaster assistance programs require the use of SEMS for a campus to be eligible for full reimbursement of costs related to response. Facility planning shall incorporate the major elements of SEMS into their emergency plans and operations.  By incorporating SEMS, each Facility will use the same basic emergency response organizational structure and terminology as all other city, county, and state agencies. 

The University's facilities and operations are highly specialized and therefore require highly skilled and trained personnel to deal with emergency response and recovery operations. For this reason, it may be preferable to call upon internal University resources for assistance, rather than outside agencies or contractors. 

The UC Systemwide Emergency Management Mutual Aid Memorandum of Understanding is a systemwide document that establishes a formal process for UC locations to request temporary assistance — personnel, equipment, technology or other resources — from other UC locations during an emergency. The MOU is designed to augment (not replace) local or regional mutual-aid frameworks, ensuring UC-internal coordination and resource-sharing during emergencies or major events.

After an earthquake, post-earthquake building inspections are critical for determining whether structures are safe to reoccupy and for identifying hazards that could lead to secondary injuries or damage. While licensed engineers or trained inspectors typically perform the formal structural evaluations, facilities staff play an essential frontline role in this process. facilities staff may be the first to assess non-structural conditions—such as utility disruptions, water intrusion, fallen ceiling tiles, chemical spills, or damaged mechanical and electrical systems—and to communicate urgent findings to the Emergency Operations Center. Facilities personnel help implement immediate controls like shutting off utilities, securing unsafe areas, coordinating access for inspectors, and supporting documentation efforts. 

A systemwide guideline and checklist has been developed to aid locations in incorporating the needs of individuals with disabilities (see RD - UC Emergency Preparedness and Evacuation Checklist). The designated facility representative is responsible for informing UCOP of their campus’s status by submitting a completed checklist. The verification of campus programs will take place every quarter to ensure conformance with the checklist elements. Once conformance is achieved, this verification will occur annually. Questions regarding this system-wide guidance should be directed to UCOP Capital Programs Executive Director, Lauren Friedman at lauren.friedman@ucop.edu Questions on local evacuation procedures should be directed to your location's Emergency Management Office.