2025-26 FOA Goals Filter

Working together, we can make UC Davis better every day
More than 1,500 staff members and student employees work together as FOA to keep campus safe, efficient and beautiful. In fiscal year 2023-24, we're committing to these goals to guide our service and further improve the university.
- Stewarding Resources. Maximizing business effectiveness through responsible and innovative stewardship of financial resources.
- Engaging People. Fostering an inclusive, engaging and rewarding workplace environment for our diverse workforce.
- Cultivating Place. Maintaining and improving our indoor and outdoor spaces while keeping operations and experiences smooth.
- Enhancing Safety. Advancing safety awareness, emergency services and risk management for a thriving community.
- Prioritizing Service. Expanding a customer-centric culture, focused on continuous service improvement.
Theme | Objective | Metric | Unit Responsible | Progress |
---|---|---|---|---|
Stewarding Resources | 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. |
Integrate additional spaces into Conference and Event Services operations throughout FY 25-26. Requests already made by Shrem Museum and International Center. |
Finance | In Progress ![]() |
Cultivating Place | Begin modernization of The Lodge at Putah Creek to enhance space usability, meet green building standards, and attract more revenue. |
Complete design refresh by November 2026. |
Design and Construction, Finance | In Progress ![]() |
Enhancing Safety | 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. |
Collect samples year round, depending on fires. |
Fire | In Progress ![]() |
Cultivating Place | Complete Construction of Resnik Center for Agricultural Innovation |
Achieve successful ribbon-cutting May 2026 and project completion on time and on budget. |
Design and Construction | In Progress ![]() |
Cultivating Place | Complete two major construction projects for the School of Veterinary Medicine: Davis-based “All Species Imaging Center” and San Diego “Hobbs Veterinary Center.” |
Complete All-Species Imaging Center in Fall 2025 and San Diego Hobbs Center in Summer 2026. |
Design and Construction | In Progress ![]() |
Enhancing Safety | Continue implementation of multi-year, $20M outdoor safety program to increase number and quality of lights and cameras on campus. |
Install five new "blue lights" and outdoor lighting project by June 30, 2026. |
Design and Construction, Facilities, Police | In Progress ![]() |
Enhancing Safety | Deploy building-level “Emergency Action Plans” complete with building-level departmental support. |
Complete 10 building-level plans by June 30, 2026. |
Safety | In Progress ![]() |
Prioritizing Service | 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. |
Launch a limited map in Fall 2025, add data layers by Spring 2026, and complete full integration by June 30, 2026. |
Safety | In Progress ![]() |
Prioritizing Service | 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. |
Launch AI reporting pilot by March 2026. |
Admin IT, Finance | In Progress ![]() |
Enhancing Safety | Develop cellular service standards and recommendations for Davis Campus that will improve coverage and emergency communication, especially during large events (e.g., Picnic Day). |
Establish planning committee, document coverage, and prepare infrastructure standards by December 2025. Implement standards by June 30, 2026. |
Design and Construction, Fire, Police, Safety | In Progress ![]() |
Stewarding Resources | 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. |
Create a draft budget proposal by Nov. 1, 2025. Test interest among units and decision makers. By July 1, 2026, make a “go” or “no go” decision about embracing the model. |
Admin IT, Facilities | In Progress ![]() |
Enhancing Safety | 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. |
In partnership with Student Affairs, identify vendor requirements, issue request for proposal, and select vendor by December 2025. Goal is to eliminate the mailing of 6,000 plastic ID cards for incoming students by the start of AY 26-27. |
Police | In Progress ![]() |
Cultivating Place | 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. |
Open shipping center by December 2025. |
Finance | In Progress ![]() |
Enhancing Safety | 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. |
Complete database integration and entry of known data in Tririga; inspect 160,000 sq ft of facilities by June 2026. |
Admin IT, Safety | In Progress ![]() |
Prioritizing Service | 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. |
Fully integrate and launch HONK by January 2026. |
Admin IT, Safety | In Progress ![]() |
Enhancing Safety | 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. |
Secure OTS grant funding. Plan and conduct training throughout the year. Train and deploy non-officers within Police Department to enforce rules of the road. |
Police | In Progress ![]() |
Stewarding Resources | 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 use of Candex by 30% by June 30, 2026. |
Finance | In Progress ![]() |
Cultivating Place | 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. |
Start expansion of Learning by Leading program on July 1, 2025. |
Facilities | In Progress ![]() |
Engaging People | Identify significant actions needed across Campus and Health in response to the Spring 2025 Employee Experience Survey |
Convene advisory committees and identify 3–4 priority issues. Share ideas with leadership by June 30, 2026 |
Human Resources | In Progress ![]() |
Prioritizing Service | 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. |
Install and integrate system by June 30, 2026. |
Safety | In Progress ![]() |