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. We're committed 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 |
|---|---|---|---|---|
| Enhancing Safety | Publish a final version of the Youth Protection Handbook that includes comprehensive guidance to the UC Davis Campus on youth safety practices. |
Complete review, vetting and publication of the handbook by June 30, 2026. |
Safety | In Progress 
|
| Enhancing Safety | Replace home-grown system with “Ideal-Logic” which is a registration system to improve tracking, ownership, communication and reporting of youth activities across campus. |
Complete implementation and integration by June 30, 2026. |
Admin IT, Safety | Achieved 
|
| Stewarding Resources | Replace the current travel direct billing system (CTS), which supports local lodging and employee and guest airfare bookings. The current system’s reconciliation is far too difficult, and a modern system is needed to reduce workload within departments and the travel office as well as to improve accuracy and reporting. |
Propose CTS replacement by January 2026. |
Finance | Nearly Completed 
|
| Prioritizing Service | Retire a legacy system and associated reporting tool (Data Editing System for Instructional information, known as DESII and SIS-DS reports) and deliver new Tableau-based reports using Banner and UCPath source data to improve reporting accuracy and enhance user experience. |
End DESII editing, launch new reports and retire legacy systems by July 2026. |
Budget and Institutional Analysis | In Progress 
|
| Stewarding Resources | Review end-to-end process for procuring Facilities materials and parts through existing on-campus Store House. Following the study, eliminate unnecessary steps, reduce time to order, and cut product and operating costs where possible. |
Identify and document efficiencies and cost reduction opportunities by June 30, 2026 |
Admin IT, Facilities, Finance | In Progress 
|
| Prioritizing Service | Stabilize and modernize “FacilitiesLink,” the campus’s building information management system to ensure that it supports campus operations. |
Transfer FacilitiesLink to AdminIT. Establish a governance structure. Identify integrations and enhancements and launch improved system by June 30, 2026. |
Admin IT, Budget and Institutional Analysis, Design and Construction, Facilities | Achieved 
|
| Prioritizing Service | Streamline the tax process for international students and staff who navigate complex international tax treaties, regulations and compliance. Merge separate workflows into a consolidated submission, streamline intake criteria and facilitate automated notification, validation and routing. |
By June 2026, increase auto-created accounts by 20% and reduce submission errors by 25%. |
Finance | In Progress 
|
| Prioritizing Service | In preparation of five bargaining agreements expiring in 2025/26, partner with the UC Office of the President to support the labor negotiations process, including preparation for potential work stoppages, noticed labor activity, and the monitoring of said labor activity, reporting of labor violations, and disseminating communications from Systemwide Labor Relations. |
Support the Office of the President Labor Relations in negotiating successor collective bargaining agreements for expired contracts this year including participating at the bargaining table, representing UC Davis’s needs, and informing stakeholders. In the event of labor actions such as strikes, effective prep and management of said labor activity, reducing disruption to patient care, learning, and impactful access violations. |
Human Resources | Achieved 
|
| Cultivating Place | Restore and enhance the “Touchdown Tower” near UC Davis Health Stadium to preserve a campus landmark, promote sustainability and strengthen community pride. |
Complete repainting, logo placement, and aesthetic enhancements — including Athletics and UC Davis wordmark logos — to transform the tower into a visible symbol of Aggie pride. |
Admin IT, Design and Construction, Facilities | Achieved 
|
| Stewarding Resources | Transition travel reimbursements / payments for Schools of Medicine and Nursing from UC Davis Health's A/P team to campus Supply Chain Management (SCM). Both Schools already use SCM for their other procurement, and transitioning travel will ensure more continuity among all academic / research units. |
Shift travel reimbursements / payments / approvals for Schools of Medicine and Nursing by June 30, 2026. |
Finance | Cancelled 
|