At the request of space owners, centralize more conference reservation spaces and increase their usage. With dwindling resources to manage event space, a more centralized approach will lower costs and improve usage. 

Begin modernization of The Lodge at Putah Creek to enhance space usability, meet green building standards, and attract more revenue.

Collect air samples during strike team deployments and provide samples to UC Davis researchers who are studying why burn victims seem to have higher rates of infection during smoke events. Sampling equipment has already been installed onto type 3 engines by UC Davis researchers.

Complete Construction of Resnik Center for Agricultural Innovation 

Complete two major construction projects for the School of Veterinary Medicine: Davis-based “All Species Imaging Center” and San Diego “Hobbs Veterinary Center.”

Continue implementation of multi-year, $20M outdoor safety program to increase number and quality of lights and cameras on campus.

Deploy building-level “Emergency Action Plans” complete with building-level departmental support.

Deploy Modii Smart Map, a platform that enables drivers to easily locate parking spaces in real-time while providing information on pricing and eligibility. In parallel, Modii collects and transmits detailed parking usage data into an AI-powered predictive model, enabling Transportation Services to make data-driven decisions.

Develop a Large Language Model (LLM) to harness AI for more meaningful travel-data reporting. With this model, Concur travel data will be loaded into the LLM and departments with access can use the LLM to have “conversations” with the data.

Develop cellular service standards and recommendations for Davis Campus that will improve coverage and emergency communication, especially during large events (e.g., Picnic Day).

Draft a Facilities Management budgeting model that shifts campus funding from FM to units and then charges units based on space usage and APPA service levels standards (APPA is an organization that provides benchmarks for higher education facilities). This model is used elsewhere as it changes behavior about space use. Present the new model to executive leadership.

Eliminate plastic ID cards and consolidate door access into a single mobile-app solution (access to housing and the campus buildings are on two different systems). Evaluate feasibility of using the single mobile-app to credential dining and retail purchases.

Establish an outbound shipping center at the Scientific Storehouse on LaRue Road, serving both students and employees. Offer retail shipping services—packaging supplies and boxes—and leverage UC’s discounted shipping rates for personal use.

Develop and implement the new Asbestos and Lead Program database. In FY 2025/26, finish data entry for known sources and begin in-person building review. Subsequent years will focus on completing inspections of remaining building inventory.

Expand HONK (mobile parking payment), beyond Aggie Square to Davis campus. Having a second parking app on campus will provide a redundant payment method in case of downtime with current app (AMP). HONK will be fully integrated with enforcement, financial and permit systems.

Expand micromobility traffic safety program to reduce injury collisions. The initiative will further educate campus on the need to wear proper safety equipment, follow rules of the road, and travel at slow speeds. Program also involves a pilot to enforce rules of the road.

Expand the use of Candex—a system that integrates with Oracle for one-time payments—beyond its original scope of paying honoraria and human subjects to include speaker fees, referees, judges, permit fees, and others. Reduce operating costs since Candex will create the supplier record and manage tax reporting and withholding.

Expand “Learning by Leading” program beyond the Arboretum waterways area to other public garden and gateway sections of campus. Expanding Learning by Leading’s paid student interns and voluntary community members will help beautiful other high-profile areas.

Identify significant actions needed across Campus and Health in response to the Spring 2025 Employee Experience Survey

Implement a digital fuel management system to reduce human error, improve transaction tracking, minimize risk of fuel loss or misuse, and produce savings and efficiencies.