Department Action Plans

Departments have reviewed survey results and comments, and developed action plans in an effort deliver better service and improve overall customer satisfaction.

Accounts Payable

  • Current Initiatives
    • Rolling out AP Invoicing Service campus-wide
    • Added another help desk analyst
    • New Supply Chain Management website launching in July
  • New Initiatives
    • E-invoicing will reduce error rates and entry time
    • Adding dedicated telephone hours for help desk

Administrative IT

  • Current Initiatives
    • Detailed metrics, service management dashboards, and daily standup meetings
    • Aggie Desktop Academic/Administrative Partnership to streamline Windows workstation deployment
    • Established Business Partners have been established for each FOA unit
    • Weekly "IT Office Hours" are scheduled at several client locations
  • New Initiatives
    • Develop new Welcome Guide for new staff and with all new/replaced computers
    • New metric and reports for "multi-touch" tickets and "multi-issue" clients
    • Develop workstation reports and multi-year replacement forecasts
    • Refine "IT Office Hours" schedule to include additional areas

Arboretum and Public Garden

  • Current Initiatives
    • Website renewal
    • Additional public signage to facilitate opportunities for customer engagement
  • New Initiatives
    • Develop a plan for addressing areas in need of improvement including:  better understanding the needs and requirements of our customers, resolving problems effectively and responding within an acceptable time frame
    • Engage in more in-depth conversations with Facilities Management to understand how we may best meet their needs

Budget Office

  • Current Initiatives
    • Planned website upgrade, new/better content and format, coordinated with key partners like Accounting and Financial Services and Institutional Analysis
    • Filling vacant positions, which will result in having more people able to understand units and directly communicate
    • AggieBudget implementation
    • Development of new training for budget and finance staff
  • New Initiatives
    • Develop a communication strategy and plan for the budget process and to do a better job of sharing budget information with the campus community
    • Establish specific activities for BIA staff to learn and connect directly with staff/programs in the units they support

Building Maintenance Services

  • Current Initiatives
    • Improve website to share information about projects and current backlog
    • "Where is my work order" initiative completed
    • Create brochure to define service levels
  • New Initiatives
    • Website improvement to better inform customers of workload status
    • "Where my work order" project to auto-notify to customers on project status
    • Create brochure to define service levels

Capital and Space Planning

  • Current Initiatives
    • Reorganization of our Concierge Services group from Minor Capital Projects to the DCM Integrated Projects group to swiftly and accurately triage project requests, set them on a faster path to evaluation, kickoff and completion
  • New Initiatives
    • Determine baseline evaluation data for Concierge Service milestones to measure against  future customer satisfaction survey improvements 
    • Develop a better website portal through which we will communicate project updates to the campus

Compensation, Classification and Benefits

  • Current Initiatives
    • The 2017-18 Compensation Services Plan is underway
    • Full implementation of the Career Tracks replacement classification system
    • Enhanced equity guidelines and application
  • New Initiatives
    • A work group is currently tasked with improving the stipend process
    • Implementing a position dedicated to improving turnaround time for Compensation actions through case management

Conference and Event Services

  • Current Initiatives
    • Website update
  • New Initiatives
    • Convene focus groups to determine what customers would like improved on the new website
    • Update/upgrade the new website based on feedback

Contracts and Grants Accounting

  • Current Initiatives
    • Implementation of the Contracts & Grants Billing (CGB) module, allowing for automated generated invoices for a large number of awards
    • Office of Research implemented a new proposal system (Cayuse). We are currently exploring ways to merge more data with KFS, leading to efficiencies and transparency in the award setup process
    • Updating and redesigning our websites
    • Working with Admin IT to redesign the KFS routing of various documents related to Contracts and Grants funds
  • New Initiatives
    • Reviewing our award setup and approval process
    • Outreach to assistant deans and department leadership to invite CGA experts to attend recurring meetings

Custodial Services

  • Current Initiatives
    • Improve website and service brochure
    • Implement new standards for supervisor expectations
    • Developing online inspection system
  • New Initiatives
    • Meet directly with customers to communicate service levels
    • Set supervisor expectations and clear performance standards in writing
    • Launch online inspection system for reviewing cleanliness of buildings with feedback from custodian, supervisor and customer

Design and Construction Management

  • Current Initiatives
    • Reorganization of Concierge Services group from Minor Capital Projects to the DCM Integrated Projects group to swiftly and accurately triage project requests, set them on a faster path to evaluation, kickoff and completion
    • Include a waterproofing consultant on all major capital projects to better manage this portion of project costs and improve communication with our contracting community
    • Increase short-term (quick-response) contract vehicles to provide faster delivery of projects that meet certain criteria
  • New Initiatives
    • Determine baseline evaluation data for Concierge Service milestones to measure against future customer satisfaction survey improvements
    • Develop a better website portal through which we will communicate project updates to the campus 

Emergency Management and Mission Continuity

  • Current Initiatives
    • Continue partnering with Student Affairs to continue to their risk-based emergency management approach

    • Continue outreach to departments in need of emergency management and mission continuity support around a range of activities

  • New Initiatives
    • Hold focused discussions with students, faculty and staff to better understand ways to reorganize our EMMC website to better meet the needs of our customers

    • Initiate an Emergency Planning Group focused on campus-wide preparedness initiatives

Employee and Labor Relations

  • Current Initiatives
    • Completed reorganization of ELR team, including addition of functional managers and line staff
    • Developing a database to better capture performance metrics

  • New Initiatives
    • Implementing reorganization, which is based on ER/LR functions, rather than campus
    • Improving ER and LR consistency across UC Davis, specifically in terms of response times, forms and templates, and interpretation of contracts, policies, and procedures

Environmental Health and Safety

  • Current Initiatives
    • Continued outreach regarding the new Preparing for your Laboratory Safety Review instructor-led training
    • Implementing ChemTag chemical inventory pilot program in the Department of Chemistry
  • New Initiatives
    • EH&S is prioritizing the following areas for in-service training over the following year: cross-program information sharing, consistency of messaging, on-call program problem resolution, leveraging subject-matter-experts
    • Implementing communications and web resources improvements as highlighted by Departmental Safety Coordinators, including a new DSC mentoring and outreach program
    • Increase regulatory compliance by expanding Emergency Eyewash/Shower and Fire Extinguisher program across the campus

Equipment Management and Capital Asset Accounting

  • Current Initiatives
    • Improving our accessibility and responsiveness to inquiries that are more complex in nature and require accounting expertise/judgment 
    • Recently launched an initiative to revamp our website
    • Our FY18-19 budget request included funding for a training/curriculum position that would be shared with BIA
    • Recently launched an initiative to revamp our website
    • Working on a web-based Equipment Certification application
  • New Initiatives
    • The website and training initiatives will improve services

Fire Department

  • Current Initiatives
    • Continuing our efforts toward accreditation that ensures we constantly strive for higher goals in all aspects of service

    • Finalizing our 2017-22 Strategic Plan with objectives and goals aimed at improving the Fire Department in many areas.

  • New Initiatives
    • Redesign phone and web form processing will shorten wait times for customers, reduce their effort, and ensure the right UCDFD team member is assigned to help

    • Implement Fresh Desk electronic ticketing to rapidly get customer requests to the right person for response, and expect a response to outside requests within 24 hours

Fire Prevention Services

  • Current Initiatives
    • Developed standard operating procedures (SOP) as part of our ongoing accreditation from the International Accreditation Service. These SOP's provide guidance and consistent inspection procedures for each inspector
  • New Initiatives
    • Developing a point-of-service customer service survey so customers can evaluate our level of service, which we will evaluate quarterly

Fleet Services

  • Current Initiatives
    • Improve communications
    • Study problem solving feedback
  • New Initiatives
    • Revamp website and upgrade IT systems
    • Review problem solving process

FOA Business Partners

  • Current Initiatives
    • Constituted three work groups to address workflow processes and work assignments with a focus on improving our service
  • New Initiatives
    • Provide clarity of our services through a service level agreement and establish clear points of contact
    • Provide specific time frames for delivering fiscal reports and meet with customers regularly to better understand their needs
    • Establish specific deadlines for monthly and quarterly reporting to our customers
    • Establish specific performance expectations for other routine activities such as ledger reviews, document approval turnaround times, etc.

FOA Communications

  • Current Initiatives
    • Introduce new services across departments
    • Established new project management system to better plan, monitor and report work
  • New Initiatives
    • Identify opportunities to engage with frontline staff to better understand units
    • Increase "office hours" to build rapport and shadow our clients in their work
    • Review and update our intake process to improve responsiveness 

FOA Human Resources

  • New Initiatives
    • Better define services through the development of web resources
    • Meet with departments on a regular basis to better understand business needs
    • Partner with central HR more strategically for effective problem resolution

General Accounting

  • Current Initiatives
    • Improving accessibility and responsiveness to inquiries that are more complex in nature and require accounting expertise/judgment 
    • Recently launched an initiative to revamp our website
    • Our FY18-19 budget request included funding for a training/curriculum position that would be shared with BIA
  • New Initiatives
    • Website and training initiatives will improve services

HR Business Partners

  • Current Initiatives
    • Working with managers of central HR units to better define HRBP versus central HR staff roles and hand-offs
    • Advocating for the creation additional HRBP positions, with two created this past year for Academic Clinics and Primary Care Network and Affiliates
  • New Initiatives
    • Develop HRBP page on new HR website to increase awareness and understanding of the program
    • Continuing outreach to Davis and Health campus leadership groups to expand the HRBP program

Institutional Analysis

  • Current Initiatives
    • New website under development
  • New Initiatives
    • Collecting reports and analysis in a central location
    • Developing strategic dashboards linked to action plans
    • Developing internal strategies to improve turnaround time

Occupational Health Services

  • Current Initiatives
    • Completed staffing changes in front office
    • Developing internal standards for response times to customers (e.g., emails, voice messages)
  • New Initiatives
    • Improving focus on customer service through improved training
    • Create a friendlier online user guide to simplify customer access to information

Organizational Excellence

  • Current Initiatives
    • Updating website to include testimonials, case studies and customer toolkits
    • Continue OE efforts to integrate a standard change management framework across the enterprise
  • New Initiatives
    • Developing an OE newsletter and writing guest columns for publishing in various campus outlets
    • Standardizing internal processes to ensure expectations around project scope, timelines and deliverables
    • Developing an MOU between OE and any units in which OE has an embedded resource to document expectations more clearly

Police Department

  • Current Initiatives
    • Continue training focused on cultural competence, understanding implicit bias, and de-escalation

    • Finish implementation of a new phone tree, allowing people to more easily reach Police Department personnel

  • New Initiatives
    • Conduct individual self-assessments with all employees, to help guide one-on-one conversations with our staff around customer service competencies

    • Standardize our follow-up protocols around services (e.g., status of criminal cases, calls for service and reports) to include telephone, in-person and email communications with clients

Procurement & Contracting Services

  • Current Initiatives
    • Expanding AggieBuy catalog and tutorials
    • “How to Buy” seminars
    • New Supply Chain Management website launching in July
  • New Initiatives
    • New outreach and customer service forums
    • IT (Software/Hardware) process improvement project
    • Business & revenue contract efficiency project

Real Estate Services

  • Current Initiatives
    • Focus on process improvements, better definitions of roles and responsibilities and improved tools
    • Transitioning all real estate data to CoStar Real Estate Manager, which will improve transaction management capabilities and portfolio reporting, as well as provide increased transparency into real estate portfolio performance, costs and savings
  • New Initiatives
    • Improvements to the website, including service, role and process information, as well as timelines for different types of projects and FAQs
    • Implementation of a department policy regarding response times and a tracking methodology/system. RES supervisors will be responsible for monitoring inbound work tracking and performance

Repro Graphics

  • Current Initiatives
    • Four-question survey sent following the receipt of new orders to identify improvement opportunities
  • New Initiatives
    • Establish metrics for response time, set standards and targets
    • Better understand opportunity to improve problem resolution skills

Risk Management and Workers' Compensation

  • Current Initiatives
    • Added one FTE to bring the team to full capacity

    • Continuing distribution of Care Cards, which are sent to injured employees at periodic points during the life of a claim

  • New Initiatives
    • Developing a communications process with departments affected by a WC claim, to provide timely status updates

Shared Services Organization

  • Current Initiatives
    • SSO Briefing is a new newsletter that pushes information to our clients
    • Ambassador Meetings provide our service providers an opportunity to better understand our clients
    • 30 Minute Check-ins are weekly SSO team/client meetings we hold when requested. Provides an opportunity to effectively resolve and troubleshoot any issues as they arise
    • The Onboarding Experience allows us to leverage our first touch point with potential clients and grow them towards customer advocates
  • New Initiatives
    • Migrating SSO website into HR site
    • Developing resources for the AggieService Knowledgebase

    • DocuSign (Onboarding-phase 1)

Staff Development and Professional Services

  • Current Initiatives
    • Combined websites for Staff Development and Professional Services (UC Davis Campus) and Training & Development (UC Davis Health) into a single Learning and Development section on the redesigned HR website
    • Preparing a business case for the addition of an LMS Administrator position to support current system demands, improve user experience and enhance system capabilities (e.g., implementing tools that are available in the LMS but not currently utilized due to staffing resources)

  • New Initiatives
    • Adding U-Learn (e-learning) catalog information to our website to assist customers in identifying courses/series that meet their needs/interests
    • Developing two communications that will be sent to new employees and to employees on their first work anniversary at UC Davis, introducing/reminding them of the services available to them through HR Talent Management and Development (Staff Development and Professional Services, Training & Development, and WorkLife and Wellness)

Staff and Faculty Health and Well-being

  • Current Initiatives
    • Continue offering current programming and expand the more popular programs and email campaigns for a larger reach, including at UC Davis Health
  • New Initiatives
    • Work with all Healthy UC Davis partners to institutionalize the effort and in the process, improve customer service by packaging offerings and simplifying communication

Talent Acquisition

  • Current Initiatives
    • Implementing the Talent Acquisition Management system as part of the UCPath, to streamline and automate many touch points on the recruit-to-fill timeline
  • New Initiatives
    • Talent Acquisition Partners and managers will take a 'Recruitment Plan' approach
    • A Sourcing, Diversity & Outreach position tasked with improving the diversity of candidates applying for positions

Transportation Services

  • Current Initiatives
    • Permit Renewal Streamlining - We are making several customer-friendly program and policy changes related to payroll deduction parking permits. This includes the implementation of a new payroll-deduction permit renewal process, which will relax some restrictions associated with appointment end dates and payroll processing timelines.
    • Transportation Tomorrow – This transportation demand management (TDM) project completely reimagines Transportation Services’ efforts in promoting and facilitating sustainable commutes, while also planning the future of automobile parking at UC Davis. The goal is to decrease parking utilization by reducing vehicle parking demand - as an alternative to building additional parking supply. Visit the Transportation Tomorrow site.
  • New Initiatives
    • System Modernization Initiative – Our forthcoming TDM Portal is the future of self-serve commute planning. The TDM Portal is expected to offer multi-modal trip planning, transit pass purchase, vanpool/carpool matching, and the integration of virtual parking permits. This single site will simplify the breadth of transportation options available to UC Davis affiliates, freeing up staff time to help those most in need of transportation planning support.

Travel & Entertainment

  • Current Initiatives
    • AggieTravel stakeholder meetings
    • Added another help desk analyst
    • New Supply Chain Management website launching in July
  • New Initiatives
    • New user interface in AggieTravel coming later this year
    • Updating procedures to ensure consistent application of policy
    • Adding dedicated telephone hours for help desk

Worklife and Wellness

  • Current Initiatives
    • Manager/Supervisor Well-being Toolkit (used system-wide)
    • Manager Resources on the new website
    • Worklife and Parent Education Series
    • Education and Support groups/targeted newsletters
    • Plan Your Vacation Month and Gunrock Goes
    • Worklife Champion Recognition
    • Take our Daughters and Sons to Work Day
    • Financial Wellness Education
    • Consulting/organizing role in campaign for a Child Development Center at UC Health
    • Breastfeeding Support Program including lactation rooms, education, resources, support groups and consultation.
    • Three Child Development Centers on Davis campus as well as dependent care resources on website.
  • New Initiatives
    • Focus on more e-based programming (e.g., webinars, newsletters)
    • Expanding Worklife Champion Recognition Program
    • Initiating Cheers for Peers Program
    • Increasing promotion of Manager/Supervisor Well-being Toolkit
    • Advocate for Manager/Supervisor WorkLife training
    • Enhanced outreach to departments (e.g., meetings, socials, retreats) to promote WorkLife and Wellbeing