• Strategies:
  • Incorporate cutting-edge technology solutions, including Security Guard Tracking Software
  • Leverage digital tools to enhance communication and deliver exceptional service
• Priority Initiatives:
  • Enhance the value-added customer service by providing additional data, such as:
    • Identifying abandoned vehicles
    • Determining if a vehicle has been reported to parking enforcement previously
    • Tracking maintenance submissions to reduce redundancies
    • Addressing vandalism
    • Handling trespassing
    • Monitoring recreational vehicle parking
    • Other aspects

• Strategies:
  • Establish transparent communication channels with the campus community to address concerns.
  • Gather feedback through an online reporting system.
  • Offer insights into the Campus Ambassador Program to community groups.
• Priority Initiatives:
  • Become acquainted with the Campus Safety Ambassador Program to the extent that they are willingly reaching out to us.
  • Provide information and foster awareness about our program.
  • Leverage digital tools to enhance communication and deliver exceptional service
    • Priority Initiatives:
      • Enhance the value-added customer service by providing additional data, such as:
        • Identifying abandoned vehicles
        • Determining if a vehicle has been reported to parking enforcement previously
        • Tracking maintenance submissions to reduce redundancies
        • Addressing vandalism
        • Handling trespassing
        • Monitoring recreational vehicle parking
        • Other aspects

• Strategies:
  • Sustain visible security measures to promote a secure campus environment for residents living and studying.
  • Conduct regular walk-throughs of each community and provide necessary support services.
  • Continuously evaluate and update security protocols based on emerging trends and needs.
• Priority Initiatives:
  • Campus Safety Ambassadors serve as vigilant observers when our clients are not present. It is crucial to ensure that everyone is committed to safeguarding the university’s assets and is well-versed in our safety and security procedures. Involvement in the planning process for procedural updates is essential, fostering a collective interest in business safety and security. Above all, each Campus Safety Ambassador should have the opportunity to contribute input and feedback, instilling a sense of responsibility. Establishing a security-focused culture through regular workplace training, including comprehensive sessions during the orientation of new employees, fosters team cohesion. Providing a platform for employees to anonymously report concerns, especially if they are hesitant to discuss something publicly, is vital. Active community engagement is paramount; stepping out of the vehicle and interacting with the public is necessary to become integral parts of the communities we serve.

Overview

The Campus Safety Ambassador (CSA) Program at the University of California, Santa Cruz (UCSC) is a vital component of the university’s commitment to ensuring a safe and secure environment for all members of the campus community. This program enhances the visibility of safety personnel, provides immediate assistance, and fosters a proactive approach to campus security.

Mission and Objectives

The mission of the CSA Program is to create a welcoming and secure environment through increased visibility, engagement, and rapid response to safety concerns. The program aims to deter crime, provide support during emergencies, and enhance the overall safety of the campus.

Key Functions

1. Visible Presence: CSAs patrol the campus, providing a reassuring presence that deters potential criminal activity and promotes a sense of safety among students, staff, and visitors.
2. Emergency Response: CSAs are trained to offer immediate assistance during emergencies, including first aid and CPR, ensuring quick and effective response to incidents.
3. Safety Escorts: The program offers personal safety escorts to students and staff, particularly during late hours, enhancing their sense of security while moving around the campus.
4. Community Engagement: CSAs engage with the campus community to raise awareness about safety practices, distribute safety information, and encourage the reporting of suspicious activities.

Strategic Importance

The CSA Program is critical in maintaining a secure and supportive campus environment. By providing an approachable safety presence and immediate response capabilities, the program significantly contributes to reducing crime rates and enhancing the overall feeling of safety on campus. The proactive engagement of CSAs helps build trust within the campus community, encouraging collaboration and compliance with safety measures.

• Strategy:
  • Develop new training programs in areas with unmet needs.
  • Focus on instructor led courses for improved engagement and subject matter retention.
  • Ensure content meets new UC accessibility requirements.
• Priority Initiatives:
  • First Aid / CPR
  • Wilderness First Aid
  • EpiPen
  • Mental Health First Aid
  • Off-road Driver Orientation
  • (Note, audience focus for these courses is field trip and field research leaders, e.g., instructors, faculty, TAs.)
• Annual Target: Sign up at least one new training per year

• Strategy:
  • As the cornerstone of Cal/OSHA safety regulations, the injury and Illness Prevention Plan requirements are critical for state compliance. Considering the diversity and scale of operations, plans need to be developed and implemented at the department level or lower. EH&S will work with the Emergency Services group to leverage the Department Safety Coordinator program.
• Priority Initiatives:
  • Pilot new IIPP design within EH&S.
  • Develop a method for better progress tracking, document review, and user accessibility.
• Annual Target:
  • Engage with 10+ campus units per year

• Strategies:
  • Safe, and compliant, storage of chemicals on campus reduces the likelihood and severity of major incidents. EH&S will continue to work with chemical owners to confirm inventory on hand matches records.
    • Obtain/maintain accurate chemical inventories
    • Designate and inspect control areas
  • Building construction details will be verified to determine correct control area boundaries.
  • Disposal of unneeded chemicals will be supported.
  • Chemicals may be relocated if necessary.
• Priority Initiatives:
  • Obtain/maintain accurate chemical inventories
  • Designate and inspect control areas
• Annual Target:
  • Year 1 – Define control areas, education and outreach
  • Year 2 – Identify locations that may need capital projects to address MAQ issue.
  • Year 3 – Work with chemical owners to reduce inventory within limits

• Strategy:
  • EH&S staff serve in roles, or support programs, that are required for state licensing, federal funding, and legal compliance. We will improve campus resilience by identifying programs and positions of critical importance.
  • Implement project teams to provide support and redundancy for critical functions.
  • Look to support staff as they gain the necessary skills, training, and experience.
• Priority Initiatives:
  • Identify single-point-failure positions
  • Identify suitable back-ups/alternates
  • Prepare succession roadmap

• Strategy:
  • Develop and support an EH&S Student Ambassador team. EH&S ambassadors will be able to bridge the communication gap between EH&S areas of responsibility and the student population.
    • Topics to include: mold, water quality, air quality, fire safety and prevention, and others as identified.
• Priority Initiatives:
  • Recruit interested students
  • Develop media and literature
  • Participate in student events: Cornucopia, department fairs, other
  • Create a social media presence

• Strategy:
  • Develop relationships with student organizations. These relationships will include advancing emergency preparedness training, and providing an avenue for students to express concerns, questions, and keep us apprised of issues that they face.
  • This goal will be met initially through outreach with the Student Union Assembly (SUA) and then expanding to other student organizations and governments.

• Strategy:
  • Propose co-curricular offerings that combine personal resilience training with climate education. Offering would use the Community Emergency Response Team (CERT) as a base model that is augmented by UCSC faculty in the Department of Environmental Studies and the Sustainability Office; subject matter experts in the field of climate change and disasters.

• Strategy:
  • Implement a robust Department Safety Coordinator program that will improve campus resiliency. This program will advocate for the drafting, completion, training, and exercising of Department Emergency Action Plans (DEAPs) required under Cal-OSHA 3220 along with Mission Continuity Plans and the installation of Emergency Response Guides. Together, these components comprise a triangle of resilience that aims to augment department resilience and improve confidence in a department’s ability to operate during disruptions.

• Strategies:
• Review, overhaul, and socialize new standards for addressing emergency preparedness concerns of those in our community who have Access and Functional Needs in furtherance of the Build Communities of Care goal. These standards will include a collaboration between OEM and the Disability Accommodations and Resources (DAR) Office and the Disability Resource Center (DRC) Office. The standards will include the creation of personalized emergency preparedness plans that are tailored to an individual’s unique needs during an emergency and are designed in accordance with state law/codes, UC best practices, and the unique challenges and opportunities at UC Santa Cruz.

Overview

The Office of Emergency Management (OEM) at the University of California, Santa Cruz (UCSC) is dedicated to ensuring the campus is prepared for, can respond to, and recover from emergencies. OEM provides essential services and resources aimed at enhancing the university’s resilience against various emergencies and disasters.

Mission and Objectives

OEM’s mission is to safeguard the university community by developing comprehensive emergency plans, promoting preparedness, and coordinating efficient responses to crises. The department focuses on ensuring the safety and continuity of campus operations.

Key Functions and Programs

1. Emergency Preparedness: OEM develops and maintains emergency procedures, conducts training sessions, and organizes drills to prepare the campus community for potential emergencies.
2. Business Continuity: The department supports departments in creating and updating continuity plans, ensuring that critical functions can continue during and after an emergency.
3. CruzAlert System: OEM manages the campus notification system, which disseminates timely alerts and information during emergencies to ensure the safety of students, faculty, and staff.
4. Emergency Operations Center (EOC): OEM operates the EOC to coordinate campus-wide responses during major incidents, working with local and regional agencies for efficient resource management.
5. AED Program: OEM oversees the Automated External Defibrillator (AED) program, ensuring these life-saving devices are available and maintained across the campus.

Strategic Importance

The OEM plays a crucial role in maintaining campus safety and compliance with state and federal regulations. By promoting a culture of preparedness and resilience, OEM ensures that UCSC is well-equipped to handle emergencies, minimizing the impact on the campus community and operations.

• Strategy:
  • Partner with the Department of Chemistry and Biochemistry to utilize a Be Smart About Safety Award (BSAS) that was provided to the Bio-molecular Cryo-Electron Microscopy Facility for a backup generator feasibility study. Work with the department this fiscal year to mitigate loss. This risk mitigation process will improve the physical research infrastructure. Redundant systems such as a backup generator can reduce the significant impact that longer outages can cause for the operations of the department. This risk mitigation strategy can also serve to reduce the impact for other departments that will be able to benefit from the backup generator. Through an analysis of the numerous power outage impacts to the department it was determined that there was also a risk for sparking which could manifest into a fire hazard for the facility.
• Priority Initiatives:
  • Upon the Feasibility Study’s completion the Department of Chemistry and Biochemistry will be able to develop the strategy for the capital project. The risk mitigation strategy has already been well received in the science community, and as the Cryo-EM Facility is a recharge research facility. It has begun to expand it’s research capability as well as mitigate risk. Another outcome from the BSAS application for the risk mitigation project has been the formation of a campus Energy Resiliency WorK Group to address university operational impacts as a result of power outages.
• Annual Targets:
  • 2024 – Campus contracting and projected feasibility study
  • 2025 – Feasibility study report evaluation & proposal for funding assessment
  • 2026 – Potential start date for campus contracting & contractor projection
  • 2027 – Potential project completion

• Strategy:
  • Integrate health in all policies approach in order to create a more inclusive climate for faculty, staff and student employees. Employees, including student employees, will be able to seek treatment for occupational injuries and for medical surveillance exams in an environment that creates access.
  • The Occupational Health Program will continue to provide educational trainings such as First Aid and CPR, Mental Health First Aid, along with health educator tailored programming in order to ensure an inclusive health climate.
• Priority Initiatives:
  • Narcan Distribution Program for faculty and staff, in partnership with the Student Health Center for distribution to student population.
  • Health education training with Mental Health Training for supervisors and managers and targeted departments.
  • First AID and CPR trainings.
  • Mental Health Training options for the campus community with contracts being secured in February 2024. Complete the campus roll-out of the program by April-May 2024.
• C

• Strategy:
  • The new Workplace Violence policy that is being developed by Risk Services and the Behavioral Intervention Team (BIT) and campus stakeholders will further reduce the gap of perceived equity related gaps. The policy will further the mission of a safe campus environment for faculty, staff and students with enhanced programming and processes that further accessibility. The new required Workplace Prevention Plan will also be included in the campus Workplace Violence Policy in order to provide a more inclusive campus environment.
• Annual Target:
• 2024 – Plan training development & roll-out, program implementation & evaluation
• 2025 – Potential training updates & re-evaluation
• 2026 – Program evaluation

• Strategy:
  • Mental health providers that have availability to meet the needs of crisis situations in order to provide real time support to the campus community in situations that are critical.
  • Develop mental health first-aid workshops for the campus community in order to provide faculty and staff with tools to manage in challenging times.
  • Develop a holistic approach for Mental Health First Aid training. The development of this approach will create an inclusive environment to aid in removing cultural stigma that often time surrounds mental health.
• Annual Target:
  • 2024
    • Mental Health First options development for faculty and staff
    • Crisis Response Mental Health Services scaleable for the campus community contract finalized
    • Roll-out of Mental Health First Aid for faculty and staff
    • Program updates
  • 2025
    • New program roll-outs
    • Program evaluation
  • 2026
    • New program rollouts
    • Program evaluation

• Strategy:
  • Create an environment of sustainability with the addition of water refill stations across campus to promote the reuse of water bottles and aid in improving the carbon footprint of the campus.
• Priority Initiative:
  • Installing additional hands free water bottle filling stations to create a campus ecosystem that supports reuse and eliminate single use water bottles.
  • A water bottle filling station campaign will be conducted along to direct the campus community to the stations and promote water filling station usage.
  • Utilize the grant provided by Cal/Recycle is providing the opportunity to expand the availability of water to the campus community and promote the reuse of sustainable systems.
• Annual Target:
  • 2024
    • Bidding process through to installation of motion sensor water filler stations
    • water promotion campaign
  • 2025
    • Evaluation of water filler stations
    • updated water promotion campaign
  • 2026
    • Program evaluation

• Strategy:
  • Develop an environment that aids with fostering student success and engagement by working with various undergraduate and graduate student organizations to foster an inclusive environment to expand their learning opportunities.
  • Partnering to identify new insurance products to aid in their safe exploration of emerging academic programs. This results in fostering inclusive excellence in education.
  • Partnering with Student Health Services to foster an environment that includes health into all aspects of campus culture, and academic mandates. Risk Services and Student Health Services, along with various campus stakeholders is leading the promotion of the implementation of the Okanagan Charter at UCSC to assist in developing an inclusive environment for students, faculty and staff.
• Annual Target:
  • 2024
    • Survey development, distribution, and analysis in order to utilize the data for program design, and program implementation
  • 2025
    • Program evaluation and programmatic updates
  • 2026
    • Program evaluation, updating programs through the continuous improvement process framework

Overview

Risk Services and Occupational Health at the University of California, Santa Cruz (UCSC) play a pivotal role in ensuring the safety, health, and well-being of the campus community. These departments implement strategies to manage risks, promote health, and ensure compliance with various regulations, contributing to the overall resilience and operational continuity of UCSC.

Mission and Objectives

The mission of Risk Services is to support UCSC by identifying and mitigating risk exposures, managing insurance programs, and promoting a safe and healthy work environment. The objectives of the Occupational Health Services align closely with these goals, focusing on the health and safety of university employees through proactive health programs and effective injury management.

Key Functions and Programs

1. Enterprise Risk Management (ERM): ERM at UCSC adopts a strategic approach to manage risks, enhance financial stability, and support the university’s mission. This includes implementing campus-wide risk initiatives and participating in system-wide committees to address various risks​​.
2. Loss Prevention: Through the Be Smart About Safety (BSAS) program, Risk Services funds proactive loss prevention initiatives. The goal is to prevent workplace injuries and illnesses by integrating effective risk management strategies into daily operations​​.
3. Insurance Programs: Risk Services administers comprehensive insurance programs covering workers’ compensation, general liability, property, auto, and specialized needs. This includes facilitating insurance coverage for various campus-related activities and entities​.
4. Claims Management: The department handles all aspects of the claims process for insured programs, working closely with employees and third-party administrators to ensure proper medical care and transitional work assignments for injured employees​.
5. Occupational Health Services: This program offers a range of services including on-site health evaluations, telemedicine, fitness-for-duty assessments, flu vaccines, and consultation for occupational exposures. These services aim to maintain the health and safety of university employees, particularly those involved in high-risk activities such as diving and extensive travel.
6. Wellness Programs: The Faculty and Staff Wellness Program provides comprehensive health and wellness support, including initiatives like the Healthy Campus Network. These programs foster a high level of wellness, promote personal responsibility, and address health inequalities​.

Strategic Importance

Risk Services and Occupational Health are integral to UCSC’s commitment to a safe and healthy campus environment. Their efforts in risk management, loss prevention, and health promotion not only protect individuals but also ensure the university’s compliance with legal and regulatory requirements. By maintaining robust risk management and health programs, these departments support the university’s broader mission and operational continuity.

• Strategies:
  • Identify new programs either specifically geared towards this, or that feature special offerings.
  • Explore how existing programs can be adjusted to meet this objective.
• Priority Initiatives:
  • Subsidized e-bike share additional bikes and / or docks
  • Augmented programmatic / membership offerings
• Annual Target:
  • Launch BCycle and distribute 3000 memberships

• Strategies:
  • Hire more drivers
  • Optimize our current drivers’ resources
  • Use different vehicles
• Priority Initiatives:
  • Training and Safety Manager to oversee continuous recruitment and training of drivers
  • Career Auto Equipment Operators to drive smaller vehicles
  • Procurement of 40′ buses
• Annual Targets:
  • Hire Training and Safety manager and begin recruitment of AEO.
  • Procure more buses

• Strategies:
  • Implement online parking management system
  • Implement Automatic License Plate Reader (ALPR) technology for parking enforcement
• Priority Initiatives:
  • Continue setting up AIMS
  • Discontinue agreement with Phoenix
• Annual Target:
  • Go live with AIMS for beta testing

• Strategy:
  • Increase available vehicular and personnel resources
• Priority Initiatives:
  • Training and Safety Manager to oversee continuous recruitment and training of drivers
  • Career Auto Equipment Operators (AEo) to drive smaller vehicles
  • Procurement of new / additional vans
  • Digitize support documentation (maps, etc.) to augment customer service
• Annual Target:
  • Hire Training and Safety manager and begin recruitment of AEO
  • Procure more vans.
  • Begin process of digitization of maps

• Strategy:
  • Review and adjust policies and procedures and evaluate supplies, equipment and personnel to maximize safety and reduce risk to the greatest extent possible
• Priority Initiatives:
  • Training and Safety Manager to oversee continuous recruitment and training of drivers
  • Adaptive curriculum including best practices in dealing with pedestrians and bikes on campus
  • Digitization of records
• Annual Targets:
  • Hire Training and Safety manager and begin recruitment of AEO.
  • Procure more vans.
  • Begin process of digitization of maps

• Strategy:
  • Procure ZEB vehicles
  • Procure and implement infrastructure and equipment to support ZEB
  • Train support staff on operations and maintenance
• Priority Initiatives:
  • Continue work with ZEB vendor Gillig for support with comprehensive integration
  • Continue work with Physical Planning & Development & Operations partners on infrastructure
  • Continue work with PG&E on available subsidies
• Annual Targets:
  • Be established in Gillig’s priority list queue for acquiring the buses.
  • Acquire formal quote and continue through purchase order submission
  • Establish contract with PG&E
  • Onboard electric contractor

Overview

Transportation and Parking Services (TAPS) at the University of California, Santa Cruz (UCSC) is dedicated to enhancing campus accessibility through efficient, sustainable, and user-friendly transportation and parking solutions. TAPS manages an array of services including parking, campus transit, and sustainable transportation programs, playing a critical role in supporting the university’s operational needs and sustainability goals.

Mission and Vision

The mission of TAPS is to provide safe, reliable, and sustainable transportation and parking options that support the university’s educational, research, and public service missions. The vision is to create an innovative, customer-focused transportation system that enhances campus life and reduces environmental impact.

Core Services and Programs

1. Parking Services:
   • Management of parking permits and enforcement of regulations.
   • Provision of special event parking.
   • Development of electric vehicle (EV) charging infrastructure.
   • Oversight of parking facilities at main and satellite campuses.
2. Transit Services:
   • Operation of a comprehensive shuttle system, including regular campus shuttles and Disability Van Services.
   • Coordination with Santa Cruz Metro buses to provide unlimited access for students via student ID.
   • Regular maintenance and safety inspections of the transit fleet to ensure reliable service​​.
3. Sustainable Transportation:
   • Promotion of alternative transportation methods such as biking, carpooling, vanpooling, and walking.
   • Programs like “Slug Bike Life” and the BCycle e-bike share to encourage cycling.
   • Support for the transition to electric vehicles, including rebates and infrastructure development​.
4. Safety and Maintenance:
   • Implementation of rigorous safety protocols and regular maintenance checks for the transit fleet.
   • Compliance with California Highway Patrol regulations.
   • Strategic plans for transitioning to electric buses, supported by a reserve fund dedicated to purchasing new EVs.

Strategic Importance

TAPS is crucial to the overall safety, accessibility, and compliance of UCSC by:

• Providing safe and efficient transportation solutions that reduce environmental impact.
• Enhancing campus accessibility, thereby improving the overall campus experience.
• Supporting the university’s sustainability goals through green transportation initiatives.
• Ensuring compliance with transportation regulations, maintaining operational integrity and safety standards.