Cultivate a Culture of Organizational Excellence, Effectiveness and Stewardship

UC Davis is committed to green building with many of the university’s new facilities meeting the top levels of the U.S. Green Building Council’s LEED (Leadership in Energy and Environmental Design) program. Maurice J. Gallagher Jr., Hall, the new home of UC Davis’ Graduate School of Management, is the first building on the UC Davis campus and the first business school in California to qualify for LEED’s gold standard certification. A new teaching and research winery—part of the Robert Mondavi Institute for Wine and Food Science—is being built to achieve Platinum LEED certification.

UC Davis will provide an efficient, professional administrative support structure committed to serving and advancing the university’s academic mission.

In advancing this goal, we will:

Recognize and support the integral role that staff members play in advancing the academic and institutional enterprise

  • To further the development of a talented, motivated workforce and a culture of service excellence, support professional development, comprehensive compensation strategies, an equitable and supportive workplace and innovative recognition opportunities

Create an effective, innovative and transparent administrative organization that emphasizes streamlined business practices that eliminate redundant and unnecessary processes, achieves an appropriate balance between risk taking and compliance measures, and deploys centralized and shared administrative resources to best support the academic mission

  • Conduct administrative unit reviews and high-level external assessments of critical campuswide functions to optimize the alignment of strategy and service with the campus’s mission and service stakeholders
  • Invest in technological systems that yield valuable results, high-quality service and low-cost delivery, and leverage collaborative, efficient and sustainable solutions across campus
  • Invest the campus’s financial resources in support of academic programs that demonstrate sustained or potential academic excellence and impact; develop funding criteria that use the measures of excellence and impact as guiding principles and, given limited resources, prioritize investment opportunities

Build a strong financial foundation for the university that advocates for enhanced public funding at both the state and national levels and diversifies the campus’s funding base by significantly increasing the type and scope of revenue sources and private philanthropic support

Model energy efficiency and conservation in construction and maintenance operations and utilities consumption through the pervasive and innovative application of “green“ technologies; through these actions and the development of an aggressive campus “climate action plan,” achieve the campus’s sustainability targets

Communicate timely and transparently on issues of interest to students, faculty, staff, and external constituents, and engage our various constituencies in decision-making, governance and advocacy

METRICS: We will measure our success in achieving this goal by assessing:

Human Resources

  • The number of honors, awards, service citations and other forms of acknowledgment awarded to staff and faculty serving in prestigious community service, philanthropic or professional organizations
  • Increases in the attraction and retention of a diverse group of faculty and staff; number of staff positions filled by internal candidates
  • Competitiveness of staff and faculty compensation and benefits levels, in relationship to other higher education and market-based indicators
  • Increases in the number of staff engaged in professional development and certification programs provided by the university, particularly in areas of supervision, management and leadership, and the expected decreases in personnel actions
  • Increases in staff satisfaction and morale as measured by a range of human resource tools and surveys
  • Increases in the completion rates of staff and faculty in mandatory training programs in areas such as sexual harassment, ethics and other compliance activities
  • The effectiveness of administrative and faculty-led consultative and decision-making processes, in keeping with the principles of shared governance

Administrative Systems

  • Improvements in the effectiveness, quality and transactional speed of administrative processes
  • Improvements in the efficiency of administrative processes and systems through the creation of “shared service centers,” the expected reductions in errors and non-compliance reporting, and the creation of budgetary savings achieved through centralized and shared service reorganization
  • Increases in customer satisfaction information recorded in surveys and data collection processes; decreases in the numbers of complaints received by managers
  • Increases in the number, regularity and quality of administrative unit reviews 
  • Rankings or comparability placement of the campus’s administrative performance (cost, administrative structure, quality, timeliness of service) relative to other peer institutions, in “best practices” benchmarking studies

Campus Infrastructure

  • The number of alumni and non-alumni donors, annual and cumulative funds raised, campaign and unit goals achieved during the campus’s comprehensive fundraising campaign
  • Relative decreases in campus utility consumption rates, comportment with the campus’s climate action plan, and other measures of environmental stewardship
  • Measures of effectiveness or efficiency in completing new construction, renovation or maintenance projects (e.g., timeliness, cost adherence, safety practices, environmental certifications)
  • Increases in the scope and diversity of revenue sources achieved through philanthropy, business and industry partnerships, contracts and grants, etc.
  • Degree of stabilization and enhancement of public funding and advocacy for education, at both the state and national levels
  • Improvements in the capacity, costs, accessibility, efficiencies and cyber-safety of campus computing systems, as a resource for both academic and administrative excellence
  • The quality and timeliness of and accessibility to campus information by means of on-line and public communication efforts