| A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | Use tabs at the bottom to view goals for each fiscal year. | |||||||||||||||||||||
2 | Theme | Objective | Metric | Responsible Unit(s) | Progress | |||||||||||||||||
3 | Enhancing Safety | 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. | Rollout new UC Office of the President developed training to campus employees. Collect user feedback from training and make improvements based on input by Jun 30, 2025. Roll out conflict resolution and tracking/reporting by Jun 30, 2025. | Human Resources | Achieved | |||||||||||||||||
4 | Prioritizing Service | 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. | Complete testing of TRS vs 6 and change management by Fall of 2024. Complete implementation by Dec 2024. | Admin IT, Finance | Achieved | |||||||||||||||||
5 | Prioritizing Service | 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. | Submit all CMSF proposals for the FY 2025/26 approval period (which occurs during FY 2024/25) through the new process. | Budget and Institutional Analysis | Achieved | |||||||||||||||||
6 | Prioritizing Service | 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 | Go-live with patient portal and Occupational Health Solution by Winter 2025. | Admin IT, Safety | Achieved | |||||||||||||||||
7 | Prioritizing Service | 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. | Complete all aspects of the seamless experience by the opening of Aggie Square in Apr 2025. Create an easy-to-understand communications so a wide range of stakeholders can easily understand the parking options. | Transportation, Vice Chancellor's Office | Achieved | |||||||||||||||||
8 | Stewarding Resources | 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. | Purchase bulk water in cartons or aluminum through Supply Chain’s partnership with Pepsi and offer these sustainable containers for sale / delivery to departments for small meetings. Create a campaign to encourage individuals to purchase non-plastic water by Fall 2024. If successful with water sales, expand to include other beverages for sale in sustainable packaging through Supply Chain / Pepsi. | Divisional Resources, Supply Chain | Achieved | |||||||||||||||||
9 | Stewarding Resources | 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. | Make go / no go decision by Jun 30, 2025, as to whether UC Davis should fund Phase 3 of the Big Shift in the near term or whether to defer into the long term. | Budget and Institutional Analysis, Design and Construction, Facilities | Achieved | |||||||||||||||||
10 | Stewarding Resources | 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 Job Builder by Nov 1, 2024. Stabilize Job Builder by Dec 2024. | Human Resources | Achieved | |||||||||||||||||
11 | Cultivating Place | 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. | Receive full approval during the Jul 2024 Regents meeting. Commence construction in Spring 2025. | Design and Construction | Achieved | |||||||||||||||||
12 | Engaging People | Launch an enhanced “Data Partners Program” that will strategically engage all campus units in partnering with Institutional Analysis to enhance the use and understanding of data and data analytics tools and methods in support of data-driven decision making across the campus. | Identify from each campus unit a primary data partner, develop and publish updated resources on website, hold at least three trainings and/or forums for data partners across campus by Jun 30, 2025. | Budget and Institutional Analysis | Achieved | |||||||||||||||||
13 | Enhancing Safety | Develop a two-year plan to make safety improvements to roads and paths on the Davis campus. $27M in funding is budgeted in the capital spending plan for road and path safety improvements over 10 years. Re-engage the Campus Mobility Committee (formerly Transportation and Parking Workgroup) to influence the plan’s first two-year priorities and content. | Produce plan by Dec. 31, 2024. Implement first set of changes before Jun 30, 2025. | Design and Construction, Facilities, Safety | Achieved | |||||||||||||||||
14 | Enhancing Safety | Expand the existing Narcan access program to include emergency use dosages co-located with publicly accessible automatic external defibrillators (AEDs) on the Davis campus. | Co-locate 100 doses of Narcan with public AEDs across the Davis campus by Jun 30, 2025. | Fire | Achieved | |||||||||||||||||
15 | Enhancing Safety | Install eyewash shower station alarms in high-priority/vulnerable public spaces to help prevent flooding and associated damage resulting from unintentional or malicious activation. Integrate alarms into existing monitoring program. | Complete installations in at least two buildings over the course of FY 2024/25. Two buildings were already completed in FY 2023/24. | Facilities, Safety | Achieved | |||||||||||||||||
16 | Enhancing Safety | Revise existing UC Davis Pesticide Management charter to align with newly enacted UC Office of the President Integrated Pest Management Policy. Establish committee membership (campus and health), review policy requirements, and adopt under UC Davis existing oversight process. | Release updated UC Davis Charter by Dec 2024 to include additional detail around management of UC system classified pesticide hazard classifications and use requirements. | Safety | Achieved | |||||||||||||||||
17 | Cultivating Place | Increase the overall stormwater capacity of the Arboretum Waterway – the largest part of the campus’s stormwater infrastructure – by 6 acre-feet and replace most of the concrete perimeter with earthen banks, native trees, shrubs, and understory plants. Narrow sections of the waterway to facilitate faster water movement. Incorporate floodplain benches and emergent marsh plantings to mimic natural wetland habitats. | Benefiting from a $5.4M grant from the California Natural Resources Agency and a $2.5M matching grant from UC Davis, complete the construction project on budget and before November 2025. | Design and Construction, Facilities | Achieved | |||||||||||||||||
18 | Prioritizing Service | 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. | In FY 2024/25, launch a pilot program that test approaches and identifies resources needed to conduct an outreach program. Goal is to reduce the number of student loans sent to collections during the pilot period by at least 10% (from 345 to 310). | Finance | Cancelled | z | ||||||||||||||||
19 | Engaging People | 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. | Conduct Engagement Survey in Spring 2025. Increase FOA’s engagement survey participation rate from 61% (2022) to 63% (2025). Increase FOA staff engagement scores from 77% (2022) to 79% (2025). Achieve a score of 70 (2022 score) or higher among FOA employees in category “I feel a Sense of Belonging.” | Human Resources, Vice Chancellor's Office | In Progress | |||||||||||||||||
20 | Enhancing Safety | 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. | Reconstitute the Youth Protection Council, develop program performance metrics, and update website resources by Jun 30, 2025. This is a multi-year effort. | Safety | In Progress | |||||||||||||||||
21 | Prioritizing Service | 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. | Identify stakeholder requirements, specify what problems a single mobile app would solve, evaluate candidate solutions, and estimate costs and ROI. Determine by Jun 30, 2025 whether a consolidated app is feasible. | Police | In Progress | |||||||||||||||||
22 | Stewarding Resources | 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. | Identify costs for capital and operating of a second solar farm and identify potential rebates and cost savings. Make go / no go decision by Feb 2025. | Budget and Institutional Analysis, Design and Construction, Facilities | In Progress | |||||||||||||||||
23 | Stewarding Resources | 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 THX improvements on the Davis campus by Jun 30, 2025. | Human Resources | In Progress | |||||||||||||||||
24 | Stewarding Resources | 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. | Full implementation involves multiple phases. In FY 2024/25, collect system requirements and work with UC Path to transition payroll data from the current “cost center” format to the preferred “hierarchy/position” format. | Human Resources | In Progress | |||||||||||||||||
25 | Cultivating Place | Create a plan to improve the end-to-end recycling, composting, and trash process on campus. The campus’s recycling, composting, and trash bins are ugly, no one knows what to put in which bin, and some bin types are missing from key locations. This rubbish arrives in Facilities as a big mess, all while UC has requirements for campuses to divert compostables and recyclables out of landfills. | By Jun 30, 2025, complete a plan that addresses improved compliance with UC’s diversion policy and improves aesthetics on campus. | Facilities | In Progress | |||||||||||||||||
26 | Engaging People | Provide resources through Human Resource’s “You Belong Here” Campaign to recruit and retain local talent and uplift our neighboring communities (Anchor Institution Mission). | Reach goal of hiring 20.5% of new Sacramento Campus employees from AIM communities by Jun 30, 2025. Throughout FY 2024/25, complete at least four local hiring events, sponsor at least three “You Belong Here” events, participate in Diversity Equity, Inclusion, and Belonging events, and keep current the “You Belong Here” website. | Human Resources | In Progress | |||||||||||||||||
27 | Cultivating Place | Eliminate trash and recycling services from private offices, cubicles, and open-space offices. In this model, occupants empty their own trash and recycling into common-area bins (receptacles located in kitchens, hallways, etc.). This same practice is already in place for compostables. Given the size of the UC Davis campus (1,200 buildings) and the time needed by Custodial Services to empty thousands of office bins, this reduction results in a savings of $2,672,868 per year. This change does not impact classrooms, labs, restrooms, and other public/common areas. | In January/February 2025, solicit input and gain approval from campus senior leadership to eliminate trash and recycling services from private offices, cubicles, and open-space offices. Meet with key stakeholders and solicit input. Write/design communications and make other preparations for the transition, including purchasing and placing additional receptacles for common spaces. Select initial buildings for change over and eliminate the service in these buildings in April 2025. Complete change in all buildings before end of fiscal year 2024/25. | Facilities | In Progress | |||||||||||||||||
28 | Prioritizing Service | 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. | Identify major pain points with customer focus groups by Apr 2025. Process-map steps and identify workflow improvements and “reform” at least 10 forms by Jun 1, 2025. | Admin IT, Vice Chancellor's Office | Achieved | |||||||||||||||||
29 | Stewarding Resources | 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. | Improvements will be measured through an improved Change Adoption Survey score of 4.1 by Jun 2025 (was 3.8 in March 2024). | Admin IT, Finance | Nearly Completed | |||||||||||||||||
30 | Engaging People | 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. | Achieve 25% in CA Certified Small and Diverse Business annual spend on the Davis Campus for qualifying transactions in FY 2024/25. (Construction spend, for example, is not a qualifying transaction for this purpose.) | Supply Chain | Nearly Completed | |||||||||||||||||
31 | Stewarding Resources | 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). | Implement Payment Works by Mar 2025; Candex by Dec 2024; and Advanced Collections in Oracle) by Jun 30, 2025. Use Aggie Enterprise Planning for the FY 2025/26 campus budget planning process (which occurs during FY 2024/25). | Admin IT, Budget and Institutional Analysis, Finance, Supply Chain | Achieved | |||||||||||||||||
32 | Cultivating Place | Leverage our existing campus mail infrastructure to perform last-mile deliveries on behalf of select third-party suppliers. This consolidation will reduce emissions since campus vehicles already drive these routes. The change mitigates risk because our drivers are familiar with the campus and well trained. This program will also generate revenue since suppliers currently pay third parties for the last mile; in the new model the suppliers will pay Supply Chain. | Pilot with one supplier (Fisher Scientific) a last-mile delivery program starting Jul 30, 2024. If pilot is successful, onboard one to two additional suppliers with last-mile delivery by Jun 30, 2025. | Supply Chain | Nearly Completed | |||||||||||||||||
33 | Cultivating Place | Open on-time and on-budget Phase 1 of Aggie Square, following six years of planning and construction. Aggie square buildings will include Life-Long Learning, Life Sciences East, Housing, Little Brick Building / Market Place, and Parking Structure 6. | Receive at a minimum Temporary Certificate of Occupancy on all buildings by May 2, 2025 and on-budget (per Regents approved amount). | Design and Construction, Vice Chancellor's Office | Nearly Completed | |||||||||||||||||
34 | Cultivating Place | Enhance the exterior experience of six campus buildings while they undergo seismic work. Where feasible, provide a refresh to the building exterior and surrounding site with improvements to wayfinding, bike parking, pathways, paint, seating and landscape. | Complete exterior experience in FY 2024/25 for Mann and Jungerman. (Social Sciences & Humanities, Sprocket, Young and Voorhies in FY 2025/26). | Design and Construction | Nearly Completed | |||||||||||||||||
35 | Enhancing Safety | Update Safety Net #534, which is the evacuation plan specific to UC Davis’s Access and Functional Needs community, with input from impacted community and based on best practices. Install emergency evacuation chairs for the mobility impaired in campus housing and certain non-housing buildings. Purchase and install chairs and train occupants on proper use during an emergency. | Release Safety Net #534 update by Dec 2024 and begin socializing development of building-specific Emergency Action Plans. Purchase emergency evacuation chairs, install in Housing and Committee designated locations, create training program, and develop maintenance/inspection schedule by Jun 30, 2025. | Design and Construction, Facilities, Human Resources, Safety | Nearly Completed | |||||||||||||||||
36 | Cultivating Place | Advance UC Davis’ philanthropic efforts by ideating and activating the Maria Manetti Shrem Art District and securing the corresponding donation, one of the largest in UC Davis history. | Meet with DEVAR and donor to understand the donor’s vision. Model exterior monument signage, draw images for use on pole flags, outdoors signs, and interior walls, all while complying with UC Davis design and signage standards. In the end, reimage this part of the campus and transform the street and building signs into a vibrant district. | Design and Construction | Achieved | |||||||||||||||||
37 | Stewarding Resources | Help UC Davis Health rebalance two in-progress construction projects by moving previous down payment commitments of $311 million from cash to external financing. Having this cash will provide added flexibility to addressing internal funding of UC Davis Health projects that are not eligible for debt (like deferred maintenance) and improve UC Davis Health’s Days Cash on Hand position to be closer towards Regents minimum. | Achieve Regents approval to rebalance two projects (48X and Folsom Medical Building) during September 2024 meeting. | Finance, Vice Chancellor's Office | Achieved | |||||||||||||||||
38 | Cultivating Place | Protect a UC Davis Landmark by Restoring and Lighting up the “Touch Down” Water Tower and complete project before the first football game of the FY 2025/26 season. | Issue bid and select contractor for the project. Project involves a full restoration of the North Water Tower including exterior repaint, replacement of outdated “fall protection systems” (ladder and other worker safety equipment), and install LED lights that will brighten up the tower. | Facilities | In Progress | |||||||||||||||||
39 | ||||||||||||||||||||||
40 | ||||||||||||||||||||||
41 | ||||||||||||||||||||||
42 | ||||||||||||||||||||||
43 | ||||||||||||||||||||||
44 | ||||||||||||||||||||||
45 | ||||||||||||||||||||||
46 | ||||||||||||||||||||||
47 | ||||||||||||||||||||||
48 | ||||||||||||||||||||||
49 | ||||||||||||||||||||||
50 | ||||||||||||||||||||||
51 | ||||||||||||||||||||||
52 | ||||||||||||||||||||||
53 | ||||||||||||||||||||||
54 | ||||||||||||||||||||||
55 | ||||||||||||||||||||||
56 | ||||||||||||||||||||||
57 | ||||||||||||||||||||||
58 | ||||||||||||||||||||||
59 | ||||||||||||||||||||||
60 | ||||||||||||||||||||||
61 | ||||||||||||||||||||||
62 | ||||||||||||||||||||||
63 | ||||||||||||||||||||||
64 | ||||||||||||||||||||||
65 | ||||||||||||||||||||||
66 | ||||||||||||||||||||||
67 | ||||||||||||||||||||||
68 | ||||||||||||||||||||||
69 | ||||||||||||||||||||||
70 | ||||||||||||||||||||||
71 | ||||||||||||||||||||||
72 | ||||||||||||||||||||||
73 | ||||||||||||||||||||||
74 | ||||||||||||||||||||||
75 | ||||||||||||||||||||||
76 | ||||||||||||||||||||||
77 | ||||||||||||||||||||||
78 | ||||||||||||||||||||||
79 | ||||||||||||||||||||||
80 | ||||||||||||||||||||||
81 | ||||||||||||||||||||||
82 | ||||||||||||||||||||||
83 | ||||||||||||||||||||||
84 | ||||||||||||||||||||||
85 | ||||||||||||||||||||||
86 | ||||||||||||||||||||||
87 | ||||||||||||||||||||||
88 | ||||||||||||||||||||||
89 | ||||||||||||||||||||||
90 | ||||||||||||||||||||||
91 | ||||||||||||||||||||||
92 | ||||||||||||||||||||||
93 | ||||||||||||||||||||||
94 | ||||||||||||||||||||||
95 | ||||||||||||||||||||||
96 | ||||||||||||||||||||||
97 | ||||||||||||||||||||||
98 | ||||||||||||||||||||||
99 | ||||||||||||||||||||||
100 | ||||||||||||||||||||||