Boost engagement among FOA employees by continuing the practice of recognizing, appreciating and professionally developing FOA employees. Increase the sense of belonging among FOA employees by leading FOA’s IDARE initiative which strives to create an environment where everyone belongs.

Strengthen policy, practices, and application of youth protection related programs. Engage Youth Protection program management community to build upon long term commitment to protection of our youth on campus. 

Create a workplace violence prevention program for the Davis Campus with de-escalation training, conflict resolution services, and tracking/reporting in response to Senate Bill 553 that went into effect Jul 1, 2024.  Use best practices already in place on the Sacramento campus. 

Evaluate the feasibility of a single mobile app for credentialing students and employees on campus, potentially eliminating plastic ID cards and consolidating door access into one solution (there is currently separate technology for housing and the rest of campus).  Mobile credentials reduce labor costs by not printing and distributing plastic cards and improve security through more protected distribution and access management system.  

Several FOA forms are clunky, take too much time, lead to errors, and/or cause confusion.  In FY 2024/25, introduce “Year of Re-Form,” which involves using Docusign to remove pain points because of forms.  

Implement Time Reporting System (TRS) version 6 (vs6) which includes a modern User Interface, improved web interface, a mobile app, and enhanced departmental time administrator features.  These improvements are a needed investment given a significant increase in the number of TRS users at UC Davis. 

Further reduce the number of student loans that transition from UC Davis to a collections agency by launching a pilot program to test and discover ways to reach former students and help them understand repayment options. In FY 2023/24, UC Davis had 345 or 2% of student loans go to collections (non-payment older than 180 days).  Although 345 and 2% is low, a further reduction is desired. 

Complete and implement process improvement and automation project for the Course Materials and Service Fee (CMSF) proposal process.  This project should result in efficiencies, workload reduction, and improved accuracy, impacting Budget and Institutional Analysis and units across campus.  

Implement Enterprise Health - a new Occupational Health Electronic Health Record Solution - to maintain and promote workers’ health and working capacity (replaces Sisdoc).  Health Enterprise will also serve to improve the efficiency of UC’s occupational health practices and protocols, including preventive services and occupational injury and illness care 

Create a seamless parking experience at the Aggie Square Parking Structure #6 (PS6). Although PS6 will be operated by a third party, ensure the UC Davis community can park there using monthly and daily permits that are reciprocal for use in the Aggie Square garage and other parking spaces on the Sacramento and Davis campuses. 

Stabilize Aggie Enterprise in its first 18 months of operation (deployed Jan 1, 2024).  This involves continuing to provide relevant training and outreach, resolving and enhancing system’s issues to reduce need for tickets, and improving reporting. 

Promote the use of CA Certified Small and Diverse Businesses on the Davis Campus by collaborating with the UC Davis Health Anchor Institute Mission (AIM) and the local Chambers of Commerce and by producing Small and Diverse Business Expos.  

Implement four new modules to interface with Aggie Enterprise (these were not part of the initial Aggie Enterprise launch) to provide additional efficiencies and capabilities: 1) supplier onboarding (Payment Works), 2) honoraria and research subject payments (Candex), 3) Advanced Collections module for Accounts Receivables (Oracle module), and 4) Enterprise Planning (Oracle Budget Module).  

Facilitate the purchasing of flat and sparkling water in sustainable containers for small department meetings. Many departments would like to purchase sustainably packaged water if it was easy to find and affordable, even though small department meetings are not directly subject to UC’s single-use plastics policy.   

Evaluate feasibility of funding Phase 3 of Big Shift using an Inflation Reduction Act (IRA) grant, PG&E incentives, and savings achieved in the utility budget. 

Evaluate feasibility of a second solar farm, given demands for more electricity and the effectiveness of existing solar farm.  Current solar farm produces ~14% of the campus’s electricity with 100% clean power.  

Following numerous LEAN kaizen workshops that were conducted at Health through “The Hiring Experience (THX),” hundreds of steps in the recruitment and on-boarding process were eliminated, consolidated, and/or streamlined.  Implement on the Davis campus the benefits of this more streamlined hiring and on-boarding processes that was uncovered at UC Davis Health.   

Implement “Job Builder,” automated job description technology from JDXpert, to store all UC Davis job descriptions, UC career tracks data, and templated job descriptions.  This project will reduce the amount of time spent creating job descriptions and ensure more language consistency among positions performing similar duties.  By adopting Job Builder (replaces PeopleAdmin), UC Davis (campus and health) will use the same technology for job descriptions as all other UC campuses.  

Implement a Position Control system for staff positions on the Sacramento Campus to avoid over hiring. This automated approach will use UC Path data to ensure only positions in a planned org chart / hierarchy are filled and identify all growth positions that are outside of the org chart for review and approval before filling.   

Receive full approval from the UC Board of Regents for Segundo Infill Housing and begin construction.  More housing is needed to accommodate student growth, meet MOU commitments with the city, and provide surge space to decant old housing.  To receive approval, the construction costs must be considered reasonable, and the project must deliver below-market rents.