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 |
---|---|---|---|---|
Enhancing Safety | Increase speed of call transfer and 911 data sharing between UC Davis PD’s 911 center and Yolo County 911 by installing a Computer Aided Dispatch (CAD) “CAD to CAD” system. This will reduce the time it takes to transfer fire and EMS 911 calls by sharing critical caller information in real-time between the two dispatch centers and reduce the number of repetitive questions, allowing fire & EMS responders to arrive at incidents sooner. |
Install a new Computer Aided Dispatch (CAD) system by Jun 2024. |
Fire, Police | Nearly Completed |
Stewarding Resources | Launch Aggie Enterprise (Oracle Cloud) on Jan 1, 2024, with hyper-care team providing support during transition disruptions. |
Post launch success will be measured by increasing the “Change Adoption Survey” score from 3.84 July 1, 2023 to 4.1 by March 1, 2024 (end of hyper care). |
Admin IT, Budget and Institutional Analysis, Finance | Nearly Completed |
Cultivating Place | With Aggie Square opening in early 2025, operational decisions need to be made in FY 24, including which parties will operate parking, maintenance, cleaning, security, EH&S, etc. |
Complete analysis using Office of Business Transformation LEAN Six Sigma trained project manager to determine which operations would be best managed by health vs. campus (or Wexford where allowed) by Spring 2024. Analysis will include costs, efficiencies, expertise, etc. |
Real Estate | Achieved |
Engaging People | Reinvigorate the Chancellor's Award for Exceptional University Service and Exceptional University Management. An award at this level is particularly meaningful. |
Establish nomination criteria and forms, identify selection committee, promote opportunity and select recipients in both categories (Service and Management) for FY 24. Organize a small event to recognize recipients. |
Human Resources | Achieved |
Cultivating Place | Our beautiful Davis campus is looking a bit messy these days. A clean-up effort is needed to declutter and tidy up the campus. |
By end of FY 24, establish campus policies for postings, banners, directional signage, advertisements etc.; design a matrix of responsibilities between major FOA operating units; train FOA staff to understand if they see an issue to either correct or report, regardless of org structure; and establish quarterly campus walks with senior leaders in FOA to measure performance (very improved, improved, somewhat improved, not improved). |
Design and Construction, Facilities | Nearly Completed |
Enhancing Safety | The UC Davis campus currently holds an "EMS-Ready" designation at the Bronze level. The Fire Department strives to achieve a gold-level designation by deploying 4 perpetual access AEDs, 4 Stop the Bleed kits, and 4 public access Narcan lockers in key campus locations. (Note: UC Davis is the only UC campus with these three designations: EMS-Ready, Campus HEARTSafe, and Striving for Excellence). |
By June 2024, achieve gold status for the EMS-Ready designation, while maintaining all other existing designations (HEARTSafe and Striving for Excellence). |
Fire | Nearly Completed |
Stewarding Resources | Undertake more energy efficiency projects given the availability of new funds. |
Submit decarbonization plan to UCOP by July 31, 2023 to receive $1.5 M in one-time funds from the State. Use the $1.5 M from decarbonization study towards energy efficiency projects in FY 24 and FY 25. Apply for Inflation Reduction Act (IRA) grants to help offset the costs of projects. Participate in PG&Es rebate incentive program in the first quarter of 2024. |
Facilities | In Progress |
Engaging People | FOA’s overall performance will be boosted if employees are more engaged. |
Increase FOA staff engagement scores from 77% (2022) to 79% (2024). Increase FOA’s engagement survey participation rate (hear more voices) from 61% (2022) to 63% (2024). |
All | Deferred to FY 25 |
Enhancing Safety | To improve security on campus, enhance cameras and lighting (upgrading, repairing, adding, etc.). |
Prepare a two-year improvement plan by Fall of 2023. Include stakeholders in planning (such as inviting students on campus walks). Create and obtain a budget for improvements. |
Design and Construction, Facilities, Police, Safety | Achieved |
Prioritizing Service | Full cycle recruitment timeline (from job posting to employee start date) is extremely long, on average over 100 days (campus and health) in FY 23. This causes many issues, including losing great candidates to other employers with faster hiring processes. |
Continue the LEAN Six Sigma process that started in FY 23 to identify all the recruitment steps and eliminate unnecessary requirements. For necessary steps (background checks, health screening, etc.), identify why they take so long and find ways to shorten (technology, interfaces, etc.). Goal is for the full cycle recruitment process to be on average less than 80 days on campus and less than 90 days at health by end of FY 24. https://hr.ucdavis.edu/TheHiringExperience |
Human Resources | Achieved |