Organizational Excellence In Action
At UC Davis
Several units have made, or are in the process of making, organizational and process improvements to reduce costs and/or improve service. As we develop Shared Service Centers, we will build on these models.
- The Library has restructured to help manage its budget cuts while improving services to faculty and students.
- The Office of Administration and the Office of Resource Management & Planning consolidated into a single division, Administrative & Resource Management, to reduce costs and increase efficiency.
- Academic personnel processes and procedures have been streamlined to help reduce staff workload in academic departments.
- Space utilization on campus is being improved to reduce the use of off-campus leases.
- Research gift assessments are being restructured to generate additional revenue for the campus.
At Other Universities
SSCs have been or are being implemented at Ohio University, Johns Hopkins University, University of Illinois at Urbana-Champaign and Purdue University, among others.
What Research Says
Various studies have evaluated financial outcomes of SSCs and indicate that a 20 percent reduction in operating costs is attainable. A 2009 Hackett Group study found that many organizations achieve cost savings of 40 percent or more. The level of savings depends on the following factors:
- Organizational goals
- Level of technology deployed to support service centers
- Size of service centers -- larger centers achieve greater savings through economies of scale
Frequently Asked Questions
Categories
About Organizational Excellence
About Shared Service Centers
Shared Services at UC Davis
About UC Davis IT Shared Services
Voluntary Separation Program (VSP)
Jobs
Layoffs
Other Services
About Organizational Excellence:
Why are we doing this?
In January 2009, the chancellor charged a Budget Advisory Committee and five subcommittees to develop a comprehensive strategy for effecting strategic budget reductions across the campus. Subcommittees included Instruction and Research, Administration, Student Services, Self‐Supporting Activities, and Capital Budget and Space Planning. The importance of completing regular administrative unit reviews was identified by several of these groups and this work has been integrated into the Organizational Excellence initiative. The campus budget planning process also led to a large number of other unit‐based budget reduction and process improvement initiatives. A summary of subcommittee recommendations, along with the detailed reports of each subcommittee, is on the Budget & Institutional Analysis website, which includes a matrix summarizing all recommendations and progress to date. (See http://provost.ucdavis.edu.) The other primary aspects of the Organizational Excellence initiative, shared service centers and operational efficiency and effectiveness, came about because of the need to find strategic ways to address significant budget reductions.
How much is the campus spending on this initiative?
No new money is being spent on this initiative. Some of the savings achieved through the consolidation of the Office of Administration and the Office of Resource Management and
Planning into Administrative & Resource Management (ARM) were reinvested in this effort. Over the long term, this initiative will generate administrative cost savings that far exceed the amount invested in the initiative.
About Shared Service Centers:
Why are we taking the shared service center approach?
The shared service center model will enable the campus to improve service to customers; increase the quality and consistency of information delivery, better manage and control risk, and reduce administrative costs by creating economies of scale.
Isn’t “shared services” just another term for “centralization”?
Shared services are different from centralization in that the number one focus is on customer satisfaction through efficient, streamlined and standardized processes, well‐trained employees and cost reduction. Customers and stakeholders are integrally involved in the governance structure of shared service centers and provide regular input on the cost and quality of service.
These operations are also managed through service level agreements developed with customer input and the shared service center is held accountable for meeting these service standards.
Have other universities successfully implemented shared service centers?
While shared service centers are relatively new to higher education, many universities have implemented this model successfully, including Johns Hopkins University, Ohio University, Oregon State University, Purdue University and University of Georgia. Research recently released by the Education Advisory Board revealed that 75 to 90 percent of U.S. colleges and universities will be moving toward a shared services model in the next five to seven years.
Are other UC campuses moving towards a shared service center model?
UC Santa Cruz consolidated administrative services in 2004‐05 in the areas of HR, accounting and IT. Although they did not use a shared service center model, per se, they consolidated functions from decentralized units into a more centralized structure. The consolidation was done in response to fiscal challenges, and we understand there is a high degree of satisfaction with the model. UC Berkeley recently established an HR Shared Service Center for its administrative divisions (similar to ARM). Berkeley’s Operational Excellence initiative was launched to evaluate other administrative functions and identify areas for improved efficiency. The remaining UC campuses are looking into shared service models.
Shared Services at UC Davis:
Do all units on campus have to participate?
The shared service center will serve over 6500 employees (headcount) in the following divisions:
• Administrative and Resource Management
• Information and Educational Technology
• Offices of the Chancellor and Provost
• Student Affairs
• University Relations
Currently, the chancellor has mandated only the participation of these administrative units.
However, academic units are welcome to participate, should they choose to do so.
Which administrative functions will move to the shared service center?
Select functions associated with finance, human resources and IT will be transferred to the shared service center. To view ScottMadden's proposed roles and responsibilities for each function moving forward, use the links below. Campus subject matter experts from IT, HR and finance worked in collaboration with the Shared Service Center Program Management Office (PMO) and ScottMadden to develop them.
It should be noted that the roles and responsibilities for finance and HR have been vetted more broadly among central units and campus customers than those for IT. Refining the nature of the IT roles and responsibilities would include identification of IET’s role as the corresponding “central unit/center of excellence” as has been done for finance and HR.
Continuing input from subject matter experts, along with additional data analysis, and best practices research will inform the final decisions concerning services offered through the shared service center.
• Proposed Finance Roles and Responsibilities (PDF)
• Proposed HR Roles and Responsibilities (PDF)
• Proposed IT Roles and Responsibilities (PDF)
How is the shared service center being designed?
The chancellor and her cabinet have endorsed the concept of one multi‐functional shared service organization headed by one SSC director. This structural model will ensure that consistent philosophies, governance, service delivery approaches and integrated technologies are utilized across HR, Finance and IT functions.
A governance committee that includes the vice chancellor or vice provost and chief operating officers from each of the five divisions will provide broad oversight for the implementation. The committee will help set timelines for the project and ensure they are met, provide guidance relative to the funding model for the shared service center and aid with division communications. Four project teams — one each for finance, human resources, information technology and payroll — have begun to serve as the primary work groups for the shared service center implementation. These include subject matter experts from the participating divisions and central administrative units.
How will shared services benefit the departments they serve?
The establishment of a shared service center will benefit departments by reducing immediate administrative operating costs. Resources can then be redirected to teaching and research, student programs and high‐priority administrative initiatives. These benefits will be realized through elimination of unnecessary redundancies, standardization of processes, application of economies of scale, expedition of workflow, enhanced utilization of technologies and process automation.
How many employees will ultimately work in the shared service center?
The ultimate goal for employee FTE in the shared service center is approximately 140. It is very important to know that these are not the only FTE providing support for finance, HR and IT.
Employees will remain in departments, central units and vice chancellor/vice provost offices in order to continue the provision of high‐level service for our customers.
How will processes work in the shared service center?
While this is a valid question, we are not yet at a stage where we can answer. However, four project teams, one each for finance, IT and HR have recently begun work on a current state assessment. These teams, composed of subject matter experts from administrative units, will address the specific issues associated with workflow, processes, etc. within the shared service center. Stay tuned. The step‐by‐step detail you request will be coming.
What recourse will participating divisions have if they are dissatisfied with service from the shared service center?
Participating divisions are all represented in the development of service level agreements and the governance committee structure of the shared service center. This governance committee will meet regularly to discuss and identify service issues, if any. These issues will be addressed by the shared service center management team. Should unsatisfactory service levels persist, the issue will be escalated to the executive levels of the university.
Did outside consultants assist in this effort?
Yes. ScottMadden Management Consultants was selected following a public RFP process. (View the proposal submitted by ScottMadden.) Their fee of $427,000 (which includes all ancillary expenses) covered two full‐time and three part‐time consultants for three months. The deliverables their team provided our campus are:
• Assess the current state of UC Davis administrative functions including strengths, weaknesses and opportunities.
• Conduct a work activity survey
• Assess headcount allocations, labor and non‐labor costs campus‐wide and by sub‐unit
• Compare our staffing and costs to national benchmarks and comparable institutions
• Establish future state organizational design with estimate of costs
• Conduct a gap analysis, comparing our actual performance with our potential performance and current vs. expected operating costs
• Prepare a business case, discussing the rationale for the proposed changes, as well as the quantitative and qualitative benefits
• Recommend options for implementation and supporting technologies, including anticipated one‐time and recurring implementation costs
• Prepare detailed project plans addressing communication, timelines, risk assessment and mitigation, system change, project team, roles and responsibilities, as well as a comprehensive, multi‐year phasing project plan
• Conduct a financial analyses including anticipated return on investment
• Prepare initial stakeholder communication materials
The data collected by the ScottMadden team is the most comprehensive look our campus has ever taken at administrative service delivery and the costs associated with it. Not only does it provide us with information to aid us in long‐term strategy, it provides us with the information we need to take advantage of near term opportunities. The data is also vital to developing a baseline for assessing future improvements.
About UC Davis IT Shared Services
(Questions submitted by the Technology Infrastructure Forum (TIF); answers provided by the IT SSC Project Team Leaders and PMO. 3-2012)
General:
Which services are to be included in the IT SSC?
The IT SSC will serve two main functions for administrative staff in administrative units:
- Service Desk (SD) will handle incidents and service requests for ALL IT services for administrative units.
- Desktop Support (DS) will provide remote and onsite support for administrative units.
What specific services are now being offered to academic units through the SSC, i.e. where do HR, Accounting, and Payroll questions/issues/workflows get directed that originate from an academic unit?
No finance, HR or payroll services provided by the current SSC are offered to academic units at this time. The IT SSC is only focused on the administrative units, although the project team includes members representing the academic units to ensure it’s built in such a way so as not to preclude academic units from joining if they so desire.
Is there a published service catalog?
An IT Service Catalog is one of the Phase 1 IT SSC deliverables.
How will staff know who to contact for specific issues?
Administrative staff will contact the IT SSC’s single phone number or website for any IT-related issue and if the issue can not be resolved, it will be escalated within the IT SSC and/or to IT Partners to resolve.
What are the hours?
They are still to be determined, but will likely be beyond 8-5PM.
Do you have published metrics for timely service delivery?
Once Service Level Agreements (SLAs) and Operating Level Agreements (OLAs) are created, metrics will be established to measure productivity and ensure continuous process improvement.
IT:
What applications will the IT SSC support?
All users in administrative units will contact the IT SSC for any IT service or issue.
What operating systems will the IT SSC support?
This has not been determined.
How will departmental support staff coordinate with IT SSC staff?
Departmental IT support staff will be considered IT SSC Partners and will follow a closed loop incident management and service request fulfillment process. The details will be outlined in the ensuing months.
How will the IT SSC deliver support?
There will be multiple levels of support available to users, including online self-service, Tier 1 and 2 remote support; and, onsite service when necessary for desktop support.
What tools will be installed on supported computers?
This is still to be determined.
What remote administration tools will be used?
This is still to be determined, but a few options exist.
What are the hours of the IT SSC proposed to be?
This is still to be determined, however, 24/7 is being considered.
Will the IT SSC supply onsite support?
Yes, for desktop support issues that can not be resolved by remote support.
What central support tools will the IT SSC use?
The ServiceNow case management application will be used to catalog and track all incidents and service requests. Additional tools used to address other IT issues are still to be determined.
Will the IT SSC handle hardware failures (system unit, keyboard, mice, cables)?
Yes.
Will the IT SSC supply new hardware?
This is still to be determined (SD = no, DS = maybe).
Will departmental technical staff retain local administrator permissions?
This is still to be determined.
Will the ITSSC support smartphones?
Yes, although support levels have not yet been determined.
What will the service cost?
This is still to be determined.
Can academic units opt in?
This is still to be determined, but the IT SSC is being built in such a way to accommodate any campus unit that would like to join.
How will the IT SCC prioritize service requests?
The IT SSC will prioritize according to ITIL standards: Priority = urgency (how quickly) + impact (extent of negative affect on users within scope). Scale of 1-5 (1 = drop everything).
Will there be a SLA?
Yes, and OLA’s with campus IT Partners (response time and resolution time).
Will the IT SSC handle licensing (MCCA, Acrobat, etc.)?
The IT SSC might be able to include software licenses as part of its Service Catalog and support the transactions associated with the actual purchase of software licenses by campus units. They would do so in close collaboration with the IET Software License Coordination Unit.
Will participants in the IT SSC be mandated to use specific hardware (HW) for new purchases?
The team will recommend HW standards in an effort to save money and streamline support, but it’s up to the Governance Committee to sign off on overarching HW standardization.
How will the IT SSC measure success?
Once SLAs and OLAs are created, metrics will be established to measure productivity and ensure continuous process improvement.
Will the IT SSC manage workstation Group Policy?
The team expects to make a recommendation in favor of this for Desktop Support.
How will the IT SSC deal with an infected workstation? Disinfect? Wipe and restore? Recover local files?
IT SSC will follow the campus standards incident response plan that will be defined in the future.
What services are considered Help Desk and what are Desktop Support?
Help Desk = Service Desk
- Service Desk - All IT services with a minimum of an external functional escalation to an IT Partner
- Desktop Support - This is still be defined.
Will the IT SSC handle patching?
The recommendation will be that systems managed by the DS group will include patching.
Will the IT SSC support printers?
The SD will receive calls regarding printers; however the team has not made a recommendation regarding the support levels to be provided by the DS group.
Voluntary Separation Program:
What is the Voluntary Separation Program (VSP)?
The UC Davis Voluntary Separation Program (VSP) gives employees the opportunity to self- identify their willingness to voluntarily resign their UC Davis employment. Through this program, volunteers assist the Davis campus in addressing permanent budget reductions and may be able to help avoid involuntary layoff actions affecting colleagues who may not have similar flexibility. However, approval to enroll in the program is subject to management review, contingent on union contractual agreement, and based on campus/department operational needs.
More information can be found at http://www.hr.ucdavis.edu/supervisor/Er/VSP
Jobs:
What job titles, position or classifications are most affected by the shared service center implementation?
The classifications most affected over time by the implementation of the SSC will be:
-
Administrative Assistant
-
Analyst I, II, II
-
Computer Resource Specialist
-
Programmer
-
Systems Analyst
However, any job that includes tasks related to finance, HR or IT is likely to change to some degree as a result of the shared service center implementation. For example, a supervisor may currently oversee the payroll service that resides in his/her department. When payroll services move to the shared service center, that supervisor's job scope will change, adding time for focus on duties other than payroll.
How will the implementation of a shared service center affect me and my job?
People will be affected because the shared service center approach requires that many positions be redefined, both in the shared service center and in the departments. The nature of the work in a shared service center tends to have a more specialized focus and an increased depth of expertise. In addition, the nature of work in departments and central services is also likely to change due to the move of work to the shared service center. Through efficiency gains and process improvements, it will take fewer people to provide support in the areas of finance, HR and IT. Because the UC Davis approach to implementing shared service centers is to: 1 ‐ Consolidate business functions; 2 ‐ Standardize business processes; 3 ‐ Re‐engineer business processes; and 4‐ Automate business processes; staff reductions may well be mitigated through attrition or transition to open positions elsewhere on campus.
How will the university fill the shared service center jobs?
Early in October 2010 leadership announced a plan, as recommended by the consulting company ScottMadden, that called for starting the shared service center staffing from zero — a scenario in which existing employees would submit applications for shared service center positions. But, at a town hall meeting on October 11, Associate Vice Chancellor Hull revealed “a significant change” to the overall approach to implementing shared services. The new model starts with consolidation of work. A baseline service standard will be established that will help us determine the number of staff required to support that work activity. Then, for each common task (e.g. payroll processing, timekeeping) the university will bring together some but not all of the existing employees with expertise or capabilities in that functional area.
This newly consolidated work force will serve as the foundation for the shared service center and support the next steps in the process: to standardize business processes, redesign the processes and automate the processes.
The goal is to staff the center with excellent employees who will excel in a shared services environment. A successful shared service center employee demonstrates the following attributes:
• High level of technical competence in the business function
• Customer service orientation
• High level of ability to adapt to changes in processes, practices and technology
• Team orientation
• Ability to be engaged and productive in an environment where work is aligned with service standards
Based on attrition and recruitment statistics and the volunteer separation program implementation, some staff reductions that occur as a result of the consolidation may be mitigated through attrition or transition to open positions elsewhere on campus.
How will position descriptions in the shared service center be different from similar jobs that people now do?
Job classifications are usually tiered based on the generalist, specialist or expert nature of the work. Therefore, it is likely that shared service position descriptions will have a more specific skill focus while providing clear career paths based on levels of proficiency.
How many job reductions will occur as a result of the shared service center?
Over two‐and‐a‐half years, there will likely be a reduction of between 120 and 170 FTE in the finance, HR and IT service functions. Based on campus attrition statistics, the voluntary separation program implementation and campus recruitment statistics, we believe that some staff reductions will be mitigated through attrition or transition to open positions elsewhere on campus.
What will happen to the jobs in the departments?
The implementation of a shared services model requires a significant change in the way administrative work is currently managed on our campus. Through technology and process improvement, part of the work currently residing in departments will be eliminated. In addition, some staff work in finance, HR and IT will move to the shared service center. As a result, departments will need to respond by reorganizing the work that remains there. This may require changes in assignments or focus for supervisors and staff. It may also require staff reductions achieved through attrition, voluntary transfer or layoff.
Significant effort will be focused on assisting departments as they analyze workload and reorganize to more effectively utilize staff talent to maximize their own service delivery.
What kind of training will UC Davis provide to help staff prepare to be successful in the shared service center?
Without a doubt, training for shared service center employees is of vital importance for success. Staff need to be well versed in customer service, new policies and procedures, and adept at using core and supporting technologies. Greater efficiency and productivity in processing transactions follows. Cross‐training and back‐up are built into the business model.
While increasing productivity is one goal of the shared service model, providing interesting, value‐add work and career paths for our employees is another. Both goals are vital to shared service success.
The Shared Service Center Program Management Office (PMO) and Staff Development & Professional Services have collaborated to develop a certificate series targeted specifically to employees who are interested in working in a shared services environment. This series has been designed to be action‐focused and includes an overview of shared services and topics such as identifying transferable skills, resume writing, interviewing, customer service, critical thinking and problem‐solving Composed of 7 unique courses, offered on multiple dates, this certificate program kicked-off on February 28, 2011 and runs through June. Classes can also be taken individually when space permits.
See http://oe.ucdavis.edu/SSC/SSC_outreach.html for detailed information about the program and to register for classes.
What are the key attributes of a shared service center employee?
• High level of technical competence in the business function
• Customer service orientation
• High level of ability to adapt to changes in processes, practices and technology
• Team orientation
• Ability to be engaged and productive in an environment where work is aligned with service standards
Layoffs:
How many positions in the current administrative structure will be lost?
Over two‐and‐a‐half years, there will likely be a staff reduction of between 120 ‐ 170 FTE in the functional service areas of finance, payroll, HR and IT. Based on the overarching strategy for implementation, campus attrition statistics, the voluntary separation program implementation and campus recruitment statistics, we believe that some staff reductions may be mitigated through attrition and transition to other open positions on campus.
Is there a timeline for when and in what order certain positions will be affected?
Please use this shared services staffing information link to view staffing timelines for each of the finance, HR and IT functions.
Will laid off employees get any severance pay? If so, how is it calculated?
Employees who are laid off may opt to take a severance payment in lieu of preferential rehire and right to recall. Union contracts and the Personnel Policies for Staff Members specify the terms of severance pay and the manner in which a layoff candidate may elect severance pay.
Are laid off employees eligible for preferential rehire?
Yes, career employees who have been notified of layoff have preferential rehire rights in accord with applicable union contracts or personnel policies. Employees who choose severance give up their preferential rehire rights in most cases (some contracts allow for reduced severance and retention of preferential rehire). These employees receive early consideration for any career position they are qualified and eligible for (as determined by the UC policy or collective bargaining agreement for the position held at the time of layoff). The vacant position must not exceed the salary‐range maximum or percent of appointment held originally. Preference begins when the employee receives the formal notice of layoff from the department and informs HR that they are interested in re‐employment. Preferential rehire status continues from one to three years depending on applicable collective bargaining agreements and is limited by a number of factors including acceptance of a career position, or retirement from the University, among other restrictions. Check the UC Davis Human Resources website (http://www.hr.ucdavis.edu) for more information.
How does a layoff affect my health and retirement benefits?
Medical, dental and optical coverage ends on the last day of the last pay period for which the employee has an eligible appointment and premiums are paid. For example: if the layoff date is June 30, the final July 1 paycheck will pay premiums for the month of July, and coverage would end July 31.
The employee and/or the eligible family members may be eligible to continue UC‐sponsored coverage under COBRA continuation. There is a very limited time to take advantage of COBRA continuation: the employee should refer to the COBRA Continuation of Group Insurance Coverage notice.
Coverage end dates and conversion privileges vary for the Life, Dependent Life and AD&D insurance plans. Disability coverage ends on the employee’s last day of active employment and is not available for continuation or conversion.
The employee stops accruing University of California Retirement Plan (UCRP) service credit on the last day of pay status. If the employee is a UCRP member (i.e. vested), he/she may be eligible for one of the following options upon leaving UC: Inactive Membership, Refund of Accumulations, Retirement Income, or Lump Sum Cashout.
What services does UC Davis offer to employees who are laid off?
Several publications are available that provide additional information, including: Indefinite
Layoff Benefits Checklist, Termination of Employment Benefits Checklist, Continuation of Group Insurance Coverage (COBRA) Notice and the University of California Retirement Handbook.
These materials are available from the campus Benefits Office and at the UC website:
http://atyourservice.ucop.edu/. Benefits Representatives are available from the campus Benefits Office at 530‐752‐1774 between 8:30 ‐ 4:00.
Other Services:
What services are available to assist employees in transition?
Career Counseling (offered through Staff Development & Professional Services)
Career counselors are available for confidential, one‐on‐one counseling/coaching appointments. A full range of services are available, including: exploration of career options and goals, discussion of work/life issues, goal setting and action planning, interview coaching, resume writing assistance, job search coaching and help with developing your individual development plan (IDP). University employees are entitled to 2 one‐hour individual appointments per fiscal year. Layoff candidates are entitled to four appointments per fiscal year.
• Appointments: 530‐752‐1766
• Location: Hubert Heitman Staff Learning Center (south of South Silo)
• Email: sdps@ucdavis.edu
• Hours: 7:30am ‐ 4:30pm (open during lunch hour), M‐F
• Website: http://www.hr.ucdavis.edu/sdps
Career Management Toolkit
http://www.hr.ucdavis.edu/sdps/career‐management‐toolkit
The UC Davis Career Management Toolkit is designed around the career management cycle which includes learning about yourself (assessments), career exploration (strategies, job search, informational interviewing, mentoring), planning your next steps (goal setting, individual development plans), taking action (accomplishment statements, resumes, references, cover letters, interviews) and evaluating your progress. There are also extensive resources associated with each section of the Career Management Toolkit.
Career Transition Workshop for UC Davis Employees
http://lms.ucdavis.edu (search for “Career Transition” to enroll)
Looking for a new position can take its toll, whether you are starting a job search campaign or have been at it for a while. This workshop will explore ways to energize during your career transition. It will help you uncover the hidden job market, customize your resume, explore networking and prepare for interviews. Maximize your employment options by identifying your strengths and transferable skills. Significant time will be set aside to answer questions during this workshop led by an experienced career counselor who regularly works with UC Davis employees. Optimize your career transition success by attending this informative, action oriented workshop. A UC Davis recruiter will join the workshop for the final half hour.
Special Transfer Opportunity Program (STOP)
STOP is a modified recruitment process that allows Dean’s/Vice Chancellor’s offices to assist their units in placing layoff candidates from their respective program areas (and within their same bargaining unit) without posting the position for an open recruitment process. In other words, positions may be filled through internal, voluntary transfer of staff employees who have been identified for layoff. The STOP position must be equal to or below the salary range maximum of the employee’s current position.
For more information about STOP, contact your department HR representative.
Academic & Staff Assistance Program (ASAP)
ASAP offers free, confidential assessment, intervention, consultation and referral assistance to UC Davis faculty and staff as well as their immediate family members. The professional staff can help with both personal and work‐related issues covering a broad range of circumstances.
Laid off employees can use these services through the month following layoff notification.
• Appointments: 530‐752‐2727 or email Sharon Ree at slree@ucdavis.edu
• Location: Guilbert House ‐ 112 A Street
• Email: Director, Dr. Beth Cohen at bacohen@ucdavis.edu
• Hours: 8:00am ‐ 5:00pm, M‐F
• Website: http://www.hr.ucdavis.edu/worklife‐wellness/ASAP
Mediation Services
Offering confidential services to staff, faculty and graduate students, Mediation Services strives to facilitate the generation of strategies, options and techniques for effective interaction and communication in conflict situations, whether they be work‐related one‐to‐one disputes, individual‐to‐group or group‐to‐group issues.
• Appointments: 530‐754‐4480
• Location: TB 169 (across from Giedt Hall/Surge III, off of Bioletti Way)
• Email: mediation@ucdavis.edu
• Hours: 8:00am ‐ 5:00pm, M‐F
• Website: http://mediation.ucdavis.edu/index.html
UC Davis Health and Wellness
• Website: http://www.hr.ucdavis.edu/worklife‐wellness/self/health
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