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I. StudentAffairsa. Student Affairs Division …………………………….…………………………………………………………………………1b. Office of the Vice Chancellor …………………………….…………………………………………………………………4

II. AuxiliaryServices #REF!a. Associate Vice Chancellor …………………………….…………………………………………………………………14b. Hospitality & Dining Services …………………………….…………………………………………………………………20c. Student Affairs Information Technology …………………………….…………………………………………………35d. Student Center & Event Services …………………………….…………………………………………………………40e. Student Government & Student Media …………………………………………………….………………………58f. Student Housing …………………………….……………………………………………………………….………………………72

III. EducationalPartnershipsa. Assistant Vice Chancellor …………………………….……………………………………………………………….………123

IV. EnrollmentManagementa. Assistant Vice Chancellor …………………………….……………………………………………………………….………132b. Financial Aid & Scholarships …………………………….……………………………………………………………….139d. Office of the University Registrar …………………………….……………………………………………………………….151e. Undergraduate Admissions …………………………….……………………………………………………………….158

V. StudentLife&Leadership #REF!a. Assistant Vice Chancellor/Dean of Students …………………………….……………………………………………………………….166b. Campus Organizations & Volunteer Programs …………………………….……………………………………………………………….173c. Center for Black Cultures, Resources & Research …………………………….……………………………………………………………….181d. Center for Student Leadership ………………………….……………………………………………………………….187e. Cross-Cultural Center …………………………….……………………………………………………………….………………196f. Greek Life ………………………………………………………………………………………………………………………………207g. International Center …………………………….……………………………………………………………….………………213h. Lesbian, Gay, Bisexual, Transgender Resource Center (LGBTRC) …………………………….……………………………………………………………….223i. Office of Academic Integrity & Student Conduct …………………………….……………………………………………………………….234j. Veteran Services …………………………….……………………………………………………………….………………………239

VI. Wellness,Health&CounselingServices #REF!a. Associate Vice Chancellor …………………………….……………………………………………………………….245b. CARE (Campus Assault Resources & Education) …………………………….……………………………………………………………….250c. Campus Recreation …………………………….……………………………………………………………….………………270d. Center for Student Wellness & Health Promotion …………………………….……………………………………………………………….313e. Child Care Services …………………………….……………………………………………………………….………………328f. Counseling Center …………………………….……………………………………………………………….………………336g. Disability Services Center …………………………….……………………………………………………………….………344h. Student Health Center …………………………….……………………………………………………………….………353

VII. Appendix 353a. Appendix - Mandates …………………………….…………………………………………………………………. 367

TABLEOFCONTENTS

UNIVERSITYOFCALIFORNIA,IRVINE

STUDENTAFFAIRSDIVISION

I. VISION&MISSION

UCIStudentAffairssupportstheuniversity’sacademicmissionfromoutreachtoalumniparticipation.Weoffercomprehensiveprogramsandservicestoadvanceco-curricularlearning,fosterstudentleadership,enhancethequalityofstudentlife,andpromotethegeneralwelfareofthecampuscommunity.

II. WORKFORCEMANAGEMENTTEAMThomasA.Parham,Ph.D. ViceChancellor,StudentAffairsBriceKikuchi Assoc.ViceChancellor,AuxiliaryServices&ResourcePlanning(Interim)PatriciaMorales,Ph.D. AssociateViceChancellor,EnrollmentManagementRameenTalesh,Ed.D. AssistantViceChancellor&DeanofStudents,StudentLife&LeadershipMarcelleHolmes,Ph.D. AssociateViceChancellor,Wellness,Health&CounselingServicesEdgarDormitorio Asst.ViceChancellor/ChiefofStaff;Communications&SpecialProgramsStephanieReyes-Tuccio,Ph.D.

Asst.ViceChancellor,EducationalPartnerships

BriceKikuchi ChiefFinancialOfficerWilliamReddel Director,HumanResources

STUDENTAFFAIRSSTAFFCareer(FTE) Filled: 770.43FTE Provision: 85.87FTECareerFTETotal: 856.30FTE

StaffHeadcount 898

ForOrganizationChart,seeendofStudentAffairsDivisionsection.

III. ORGANIZATION

StudentAffairs is organized around clustersbasedon the services that areprovided to students. Theclusters are Auxiliary Services; Educational Partnerships; Enrollment Management; Student Life &Leadership; andWellness,Health andCounseling Services. Thedepartments in each cluster are listedbelow.AuxiliaryServices

• TheHill(formerlytheUCIBookstore)• Hospitality&DiningServices• StudentCenter&EventServices• StudentAffairsInformationTechnology• StudentGovernment&StudentMedia• StudentHousing

EducationalPartnerships• CenterforEducationalPartnerships• DREAMCenter

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STUDENTAFFAIRSDIVISION

• StudentOutreach&RetentionCenter(SOAR)

EnrollmentManagement• UndergraduateAdmissions• FinancialAidandScholarships• UniversityRegistrar

StudentLife&Leadership• CenterforBlackCultures,Resources&Research• CampusOrganizations&VolunteerPrograms• Cross-CulturalCenter• GreekLife• InternationalCenter• Lesbian,Gay,Bisexual,TransgenderResourceCenter(LGBTRC)• NewStudent&LeadershipPrograms• OfficeofAcademicIntegrity&StudentConduct• VeteranServices

Wellness,Health&CounselingServices• CARE(CampusAssaultResource&Education)• CampusRecreation• ChildCareServices• CounselingCenter• DisabilityServicesCenter• StudentWellness&HealthPromotion• StudentHealthCenter

IV. BUDGET

Permanent $225M

NOTE:ALLoperatingbudgetsareasof10/27/17;therefore,anychangesmadesincethenarenotreflectedintheProfileBook.

Fordetailedbudgets,seeendofStudentAffairsDivisionsections.

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Chart VI

ADMINISTRATIVE ORGANIZATION Student Affairs UNIVERSITY OF CALIFORNIA, IRVINE January 11, 2018

Undergraduate Admissions Tony Hwang, Interim Executive Director Financial Aid and Scholarships Rebecca Sanchez, Director Registrar Elizabeth C. Bennett, University Registrar and SAIS

Associate Vice Chancellor Enrollment Management Patricia Morales

Associate Vice Chancellor Auxiliary Services and Resource Planning Brice Kikuchi (Interim)

Assistant Vice Chancellor Dean of Students, Student Life & Leadership Rameen A. Talesh

Campus Organizations and Volunteer Programs Darlene Esparza, Director Cross Cultural Center Jade Agua, Director Greek Life Brian T. Clarke, Director Lesbian, Gay, Bisexual, Transgender Resource Center David E. Bishop, Director Womxn’s Hub Resource Center Tamara Austin, Director

Associate Dean of Students Sherwynn M. Umali

Office of Academic Integrity and Student Conduct Holly Hare Interim Director Center for Black Cultures, Resources, and Research Adisa A. Ajamu, Director International Center Anna C. Wimberly, Director New Student and Leadership Programs Michael Knox, Director Veteran Services Office Adeli L. Duron, Director

ASUCI President

AGS President

AMS President

Bookstore - Barnes & Noble College Booksellers *Stacy Weidner, Manager Hospitality & Dining Services Lin Tang, Interim Director Housing Fred Lipscomb, Interim Executive Director Student Center and Event Services Stacey L. Murren, Director Student Government Stephanie Van Ginkel, Executive Director Student Affairs Information Technology Wayne Fields, Assistant Director

Chief Financial Officer Brice K. Kikuchi

Cultural Affairs and Organizational Relationships Sumita Furlong

Student Affairs Development Officer Tiana L. Johnson

Office of Information Technology

Assistant Vice Chancellor/Chief of Staff Communications & Special Programs Edgar Dormitorio

Esports Mark Deppe, Interim Director

Graphics & Marketing Cindy Love, Creative Director

Human Resources & Staff Development William J. Reddel, Director

Living Program Series Valerie Sheppard, Program Administrator

Assessment, Research & Evaluation Anita L. Iannucci, Director

Commencement & Special Events Kelly Carland, Coordinator

Scholarship and Special Programs Karina Hamilton, Manager

* Contract Management Agreement

VICE CHANCELLOR STUDENT AFFAIRS Thomas A. Parham

Assistant Vice Chancellor Educational Partnerships Stephanie Reyes-Tuccio

Campus Assault Resources and Education Mandy K. Mount, Director Campus Recreation Greg Rothberg, Interim Director Center for Student Wellness & Health Promotion Charles D. Everhart, Director Child Care Services Laura Finley-Sanbrano, Director Counseling Center Jeanne E. Manese, Director Disability Services Center Ingrid Fahr, Interim Director Student Health Center Patrick Haines, Executive Director Albert Chang, Medical Director

Center for Educational Partnerships Stephanie Reyes-Tuccio, Assistant Vice Chancellor Dreamers Resource Center Oscar Teran, Director Student Outreach and Retention (SOAR) Graciela Fernandez, Director

Associate Vice Chancellor Wellness, Health & Counseling Services Marcelle C. Holmes

CHANCELLOR Howard Gillman

PROVOST and

EXECUTIVE VICE CHANCELLOR Enrique J. Lavernia

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OFFICEOFTHEVICECHANCELLOR

I. VISION&MISSION

UCI Student Affairs supports the university’s academic mission from outreach to alumniparticipation.Weoffer comprehensiveprogramsand services to advance co-curricular learning,fosterstudentleadership,enhancethequalityofstudentlifeandpromotethegeneralwelfareofthecampuscommunity.

II. WORKFORCEMANAGEMENTTEAMThomasA.Parham,Ph.D. ViceChancellor,StudentAffairsBriceKikuchi Assoc.ViceChancellor,AuxiliaryServices&ResourcePlanning(Interim)EdgarDormitorio Asst.ViceChancellor/ChiefofStaff;Communications&SpecialProgramsBriceKikuchi ChiefFinancialOfficerWilliamReddel Director,HumanResourcesCindyLove CreativeDirector,Communications

STAFFCareer(FTE) Filled: 11.00FTE Provision: 0.00FTE CareerFTETotal: 11.00FTE

StudentStaff 10EmployeesinVCOffice4EmployeesinAdvancement

Other None

ForOrganizationChart,seeendofOfficeoftheViceChancellorsection.

III. SERVICESPROVIDED• SetandmanageStudentAffairspriorities• BudgetandHumanResourcessupport

ResourceManagementprovidessupporttoStudentAffairsunitsintheareasofbudget,financeandhumanresources.WeserveasthemainliaisonbetweenStudentAffairsdepartmentsandcentralcampusservices.Weareprimarilyfocusedonconsistentservicedeliverytoalllevelsoftheorganizationaswellasinformingthevicechancellorofinternalissues.

• CommunicationsandCreativeServicesStudentAffairsCommunications&CreativeServices’primary focus isoncommunications tostudents and parents, and communications from the vice chancellor. The departmentestablishesandoverseesthedivision’svisualidentity, lookandfeel,andensuresconsistencywith the university’s branding, graphic standards and style guides across the division. SACommunications&CreativeServicesalsodevelopsandcreatesvisualidentitiesandcampaignsforspecialprojectsfortheOfficeoftheViceChancellor,andotherdivisionandcampusentities.

• StudentAffairsfundraising

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OFFICEOFTHEVICECHANCELLOR,STUDENTAFFAIRS

Student Affairs Development Staff consult with University Advancement (UA) and thedepartmentswithinStudentAffairsfordevelopmentstrategy,communityoutreachtodonor-prospectcommunity–foundation,privateandcorporate.

• Managespecialandpriorityeventsandceremonies,includingcommencement• Assessment,Research&Evaluation• Liaisontoelectedstudentleadership• Programs/Events

NEWSTUDENTCONVOCATIONTheofficialopeningtotheacademicyearatUCI.NewstudentsareintroducedtotheChancellor,Vice Chancellors and Deans of the schools, and join in Anteater spirit with the UCI pep band,cheerleadersandPetertheAnteater.

COMMENCEMENTHonoring the achievements that signify the completion of their academic degrees, UCICommencement is theevent for students tobehonored in frontof theirpeers, family, friends,faculty andadministrators. TheUCICommencementOffice coordinates10 ceremoniesover thecourseof3days.

NEWNARRATIVESNewNarratives:ConversationsonIdentities&Cultureseriesaimstorecognizethemultiplecurrentand historical connections that co-exist to shape, intersect and influence identities and groupmembershipintheUCIrvinecommunity.TheNewNarrativesseriesaimstomovetalkintoactionthroughaninteractivelaunchforumandeventsthroughouttheyearthatincludemajorspeakers,films,panelworkshopsandothertrainingopportunitiestopromotehealthyintergroupcommunicationsandcollaborationskills.

WOMEN’SEMPOWERMENTINITIATIVEThisinitiativeisdedicatedtotheempowermentofthenextgenerationofwomenleadersacrossthespectrumofactivitiesinglobalsocietywheretheycanincreasetheirscopeofinfluence,makedistinctivecontributionsandtakecontroloverthosefactorswithintheirrealmofinfluence.While women leaders remain underrepresented in global leadership, the last decades of the20thcenturyandthefirstdecadesofthe21stcenturyhaveseentheemergenceofespeciallystrongwomenleadersacrossallthedomainsofunder-representation.

VCSAINITIATIVESBlackGentlemen’sClubTheBlackGentlemen’sClub(BGC)–formerlytheBlackGentlemen’sBreakfastClub–sponsoredbyVice Chancellor, Student Affairs; The Henry Samueli School of Engineering dean; and the ViceProvost for Academic Equity, Diversity and Inclusion focuses on 7 goals: Building Community,Establishing a Support System, Empowering Black Men, Discussing Relevant Issues in Today’sSociety,CommunityService,BuildingRelationshipsamongtheBlackMenontheUCICampus,andHaving Fun. The BGC unites the African American men on the UCI campus. This recognizedorganizationiscomprisedofadiversegroupofAfricanAmericanmenrepresentingmanyfacetsoftheUCIcommunity includingbutnot limitedtotheBlackStudentUnion,theNationalSocietyof

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Black Engineers, Athletics, Faculty and Staff, etc. Throughmonthly meetings, the BGC unite toengageincriticalconversationsandnetworkingopportunity.X:BlackWomenDailyX:BlackWomenDaily,sponsoredbytheViceChancellor,StudentAffairs,TheHenrySamueliSchoolofEngineeringdean;andtheViceProvostforAcademicEquity,DiversityandInclusion,isfoundedonthesharedunderstandingthatBlackwomenareentitledtoaspacetogrow,reflect,encourage,andsupportoneanother.Wefosterthefullerdevelopmentofourentireselvesinwaysthatneitherreplicate and reinforce institutional hierarchiesnor cultivatedivisiveness. X:BlackWomenDailycelebratesthediverseanddynamicBlackwomenonandoffoftheUCIrvinecampus.AfricanAmericanAlumniSpeakerSeriesTheAfricanAmericanAlumniSpeakerSeries,sponsoredtheOfficeoftheViceChancellor,StudentAffairsisayearlongseriesthattiesAfricanAmericanAlumnitotheUCIAfricanAmericancommunityandcommunityatlarge.DesignedtobringAlumnibacktothecampus,eachquarteronealumnusisselectedfromvariousdisciplinesspeaktoanaudiencerangingfrom40to80students,prospectivestudents, faculty and staff in an intimate environment on a topic of their choice. In theirpresentation alumni address their personal experience at UCI as an African American includinghurdlesandobstacles theyexperiencedandhow theynavigated thoseexperiences. Inaddition,theysharehowtheyappliedtheiracademicexperienceatUCItotheircurrentcareer.Theyconcludewith an opendialoguewith the audience. This is doneover light refreshments to reinforce theintimateatmosphere.Speakershaveincluded:thelateDr.SamuelShack,Dr.ErnieSmith,andVPofNestléCorporation,KenBentley.

LIVINGPEACESERIESLivingPeace,aseriesofconversationswithinternationalleaderscommittedtomakingtheworldahealthy,sustainable,andcompassionateplace,isapartnershipbetweenUCIrvineandtheLivingPeaceFoundation(livingpeace.org)whosemissionishelpingpeopletodiscovertheirownwisdomandgiftsandtothensharethosegiftswiththeworld.PastspeakershaveincludedHisHolinesstheDalai Lama, Jane Goodall, Nobel Peace Prize winner Leymah Gbowee and Sir Richard Branson.Events are held at the Student Center, open to an audience of approximately 900 campus andcommunitymembers.Eventsarelive-streamedandarchived.www.livingpeace.uci.edu

DALAILAMASCHOLAR’SPROJECTEachspring,theUCIDalaiLamaScholarshipisawardedtoacurrentUCIundergraduatewitharecordofstrongacademicachievement,ademonstratedcommitmenttohelpingothers,andaninnovativeproposaltocreateacampuswideprojecttopromotepeace,compassionand/orethics.Theprogramwasestablishedinhonorofthe2004visittoUCIbyHisHolinesstheXIVDalaiLama,world-renownedspiritual leaderandrecipientofthe1989NobelPeacePrize,throughdonationsfromlocalindividualsandfoundationscommittedtoadvancingpeace,ethicsandcompassion.HisHolinessreturnedtoUCI in2011torecognizetheUCIDalaiLamaScholarsandtheirexceptionalprojects,andin2015foraGlobalCompassionSummitinhonorofhis80thbirthday.Theaward is for$10,000plusamatchinggrantof$6,000 fromDalai LamaFellows, anonprofitorganizationbasedinSanFranciscotocoverprojectexpenses.PastprojectshaveincludedPeaceWeek,KindnessMonth,LeapofFaith(aninterfaithinitiative)andProjectACE,amentoringprogramforstudentsattheSamueliAcademyinSantaAna(2015-16).

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UCIESPORTSTheUCIEsportsprogramenhancestheUCIcollegeexperiencethroughgaming.Theprogramisbuiltonfourpillars:Competition,Academics,CommunityandEntertainment.OnSeptember23,2016,theUCIEsportsArenaopened toover1,500visitors.The firstof itskind, theUCIEsportsArenaserves as the home for the UCI gaming community and is open to guests and visitors to playrecreationallyorcompeteagainsteachotheronhigh-endgamingcomputers.Theprogramsupportsstudent-gamersthatwillrepresenttheschoolinnationaltournaments.

IV. THOSESERVED

UCICommunity

V. HISTORYViceChancellors,StudentAffairs

1964 - 1965 RichardBlach1965- 1966 SpencerC.Olin(Acting)1966- 1969 DonaldE.Walker1969- 1978 JohnHoy1978- 1984 JohnWhitely1984- 1995 HoraceMitchell1995- 2010 ManuelN.Gómez2010- 2011 ThomasA.Parham(Interim)2011 - present ThomasA.Parham

VI. LOCATION

OfficeoftheViceChancellor,StudentAffairs405AldrichHallIrvine,CA92697-5180Studentaffairs.uci.edu

VII. ASSETSMajorfacilities,technologies,andequipmentFACILITIESOfficeoftheViceChancellor,StudentAffairsandtheAssociateViceChancellor’sofficeshareofficespaceof2,395ASF.

TECHNOLOGYOVCSAissupportedbyStudentAffairsInformationTechnology.

EQUIPMENTStandardofficeequipment.

VIII. REGULATORYREQUIREMENTS

ForafulllistofStudentAffairsmandates,pleaserefertoAppendixAattheendofthebook.

IX. ADVISORYCOMMITTEE

ViceChancellor’sManagementGroup(VCMG)

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X. MAJORISSUES

XI. MISCELLANEOUS

XII. 2016-17ACCOMPLISHMENTS• Successfullyexecuted10undergraduateCommencementCeremonies,inadditiontoincorporating

GraduateHoodingonthesameweekendastheCommencementCeremonies• MinorspaceadjustmentsinVCSAofficeresultinginlossofconferencespacetoaccommodate

additionalcampussocialworkers• Managedcommunicationsandeventresponsetovariousstudenteventsandactivitiesthat

receivemediaattention.• Orientandsupportnewstaffmembers–DirectorofEvaluationandSpecialAssistanttotheVice

Chancellor• SupporttheEnrollmentManagementclusterinappointinganewAVCforEnrollment

Management• Continuetobeflexibleandresponsivetoorganizationalchallengesthatfacethecampus• ProvideleadershipandcoordinationtocreateawarenessfortheWellnessHealthandCounseling

Building• ProvidesupporttostudentsinmaintainingtheStudentCenterReferendum• ConversationHourswiththeViceChancellor• OutreachedtospecificcampusgroupstomeetwiththeViceChancellor• SuccessfulprogrammaticaccomplishmentswithNewNarratives• SuccessfullyhostingtheGirlsLeadershipSummitincollaborationwithGlobalGlownon-profit

organization• AllocatedfundingtoRegisteredCampusOrganizationsandDepartmentsthroughtheVice

Chancellor’sSpecialAllocationsFund• Communicationsandcreativeservicesforcollateralpublicationsinthedivision• Parentcommunication• Parentbookandmonthlyemails• SupportedDalaiLamaScholar’sproject:GlobalPartnersforSustainability

XIII. 2017-18GOALS• ContinuetheStudentAffairsStrategicPlantobecompletedbyendofthe2018academicyear• Provideleadershipandcoordinationtoassiststudentswithsuccessfullyvotingforafeereferendum

tosupporttheWellnessHealthandCounselingBuilding• Supportprograms,suchasNewNarrativesandWomen’sEmpowermentInitiative.• ProvidesupportfortheCenterforBlackCultures,Resources&Researchinitsinauguralyear• ProvideadministrativesupportfortheUCIEsportsprogram• SuccessfullyexecuteNewStudentConvocation• Provide leadership for division-level examinations of learning outcomes data through active

consultationswithdivisionpersonnel,collaborationonanddevelopmentofassessmenttools.

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• Extendcommunicationsanduseofassessmentresults throughthedisseminationofassessmentfindings,includingthedevelopmentofthreeAssessment,ResearchandEvaluationbriefs.

• Provide fiscal guidance and support for all units within Student Affairs and to seek ways tostreamline andmanage costs while also exploring opportunities for revenue generation whereappropriate.

XIV. AWARDS

NoneAvailable

XV. LEARNINGOUTCOMES2017-18

LearningAboutStudentAffairsUnitsPROFESSIONAL&ADMINISTRATIVESKILLS

StudentswilllearntoidentifyalltheunitswithinDivisionoftheStudentAffairsandthedirectorsattachedtoeachunitthattheOVCSAoversees,includingbutnotlimitedto:AuxiliaryServices,StudentLife&Leadership,Wellness/HealthCenterandCounselingServices,Commencement,EnrollmentManagement,StudentGovernment,DalaiLamaScholarshipprogram,LivingPeaceSeries,andEsports.

MeasuredBy:Preandposttests

Results:Tobereportedsummer2018

Use:Providingfeedbacktostudents,refiningstudenttraining

ProfessionalandAdministrativeSkillsforOfficeWorkPROFESSIONAL&ADMINISTRATIVESKILLS

Studentswilllearnanddemonstrateprofessionalandadministrativeskillsneededtofunctioneffectivelyintheirrespectivedepartmentnowandinfutureprofessionalsettings.Thisincludesbutisnotlimitedto:Etiquetteinfieldingphonecallsandtakingmessages;Enhancementofcommunicationskills;Strengtheningleadershipskills;Demonstratingprofessionalproblem-solvingskills;andLearningdifferentfilingandlabelingpreferencesofstaffindividuals.

MeasuredBy:Observation(directassessment,norubric)


Use:Refiningstudenttraining

CommencementTicketing

PROFESSIONAL&ADMINISTRATIVESKILLSStudentemployeeswilllearntomanageinquiriesregardingcommencementbyknowingtimesanddatesofeachceremony,thenumberofticketsprovidedtoeachstudentandbygatheringidentifyinginformationonthegraduate.Studentswillalsohaveaclearunderstandingoftheticketingsysteminordertomanagespecificticketchangesandrequests.

MeasuredBy:Preandposttests;observation(directassessment,norubric)


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Use:Providingfeedbacktostudents,refiningstudenttraining

MicrosoftOfficeSkillsPROFESSIONAL&ADMINISTRATIVESKILLS

StudentswilldemonstrateincreasedknowledgeinMicrosoftWord,MicrosoftExcel,StudentAffairsleadprogramsandcustomerservice.

MeasuredBy:Preandposttests;observation(directassessment,norubric)


Use:Providingfeedbacktostudents;refiningstudenttraining

StudentEmployees

PROFESSIONAL&ADMINISTRATIVESKILLSStudentswilldemonstrateproblem-solving,professionalpolicy,team,valuingdiversity,andcommunicationskills.

MeasuredBy:Directassessmentwithoutrubric(observation)


Use:Refiningprogram/programchanges;reportingresults

NewNarrativesEvents

DIVERSITY&GLOBALCONSCIOUSNESSStudentswhoparticipateinNewNarrativeseventswill:1)broadentheirperspectivesaboutpeopledifferentfromthemselves;2)developasenseoflocal,national,andglobalresponsibility;3)developmoreofasenseoftheirownbeliefsandvalues.

MeasuredBy:Posttests


Use:Reportingresults

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Description Account‐Obj FTE Head count Core

SA Assessment

Sales & Service Referendum Other One‐time Total

Sources of FundsSTUDENT SERVICES‐SPECIAL AL 623028 13,430 ‐ ‐ ‐ ‐ 13,430 VICE CHANCELLOR STUDENT SER 683026 590,627 457,812 ‐ ‐ ‐ 1,048,439 STUDENT SERVICES‐SPECIAL AL 683028 ‐ 150,000 ‐ ‐ ‐ 150,000 COMMENCEMENT 683045 158,468 ‐ ‐ ‐ 158,468 SA FACILITIES 683059 ‐ 75,000 ‐ ‐ 75,000 VCSA/ADVANCEMENT 683096 167,076 25,700 ‐ ‐ ‐ 192,776 SA/STUDENT MENTAL HEALTH‐VC 683160 546,062 ‐ ‐ ‐ ‐ 546,062 V.C.STDNT AFFAIRS/SP PRGMS 683167 138,100 217,217 ‐ ‐ ‐ 355,317 AVC‐SA UNALLOCATED 800113 5,589,167 726,738 ‐ ‐ ‐ (15,938) 6,299,967 COMMENCEMENT 683045‐S319 ‐ ‐ 46,000 ‐ ‐ 46,000

Total Sources of Funds 7,202,930 1,652,467 46,000 ‐ ‐ (15,938) 8,885,459 81% 19% 1% 0% 0% 0%

Operational ExpensesSTUDENT SERVICES‐SPECIAL ALLOCATIONS (GF12594) 623028SAPEP Evaluation 623028‐3 ‐ ‐ 2,550 ‐ ‐ ‐ ‐ 2,550 SAPEP P20 623028‐8 ‐ ‐ 10,880 ‐ ‐ ‐ ‐ 10,880 VICE CHANCELLOR STUDENT SERVICES (GF12756 OS11197) 683026Salaries & General Assistance 683026‐1/2 7.50 7 590,627 415,012 ‐ ‐ ‐ 1,005,639 Communications 683026‐3 ‐ ‐ ‐ 8,000 ‐ ‐ ‐ 8,000 Evaluation 683026‐3 ‐ ‐ ‐ 15,000 ‐ ‐ ‐ 15,000 Supplies 683026‐3 ‐ ‐ ‐ 19,800 ‐ ‐ ‐ 19,800 Reserve for Salary Adjustments 683026‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ STUDENT SERVICES‐SPECIAL ALLOCATIONS (OS11200) 683028Student Programs 683028‐3 ‐ ‐ ‐ 150,000 ‐ ‐ ‐ 150,000 Student Programs 683028‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ COMMENCEMENT (OS11219 SF10968) 683045Salaries & General Assistance 683045‐1/2 0.50 1 33,845 ‐ ‐ ‐ ‐ 33,845 Supplies 683045‐3 ‐ ‐ 100,823 ‐ 46,000 ‐ ‐ 146,823 Unallocated 683045‐8 ‐ ‐ 23,800 ‐ ‐ ‐ ‐ 23,800 STUDENT AFFAIRS/COMMUNICATIONS 683059Lot 5 Utilities 683059‐7 ‐ ‐ ‐ 75,000 ‐ ‐ ‐ 75,000 VCSA/ADVANCEMENT (GF12786) 683096Salaries & General Assistance 683096‐1/2 2.00 2 160,398 ‐ ‐ ‐ ‐ 160,398 Stewardship/Cultivation Events 683096‐3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Supplies 683096‐3 ‐ ‐ 6,678 ‐ ‐ ‐ ‐ 6,678 Business Meetings 683096‐7 ‐ ‐ ‐ 3,000 ‐ ‐ ‐ 3,000 Collatorals/Printing 683096‐7 ‐ ‐ ‐ 3,000 ‐ ‐ ‐ 3,000

Office of the Vice ChancellorFY 2017‐2018

XVI. BUDGET

University of California, IrvineStudent Affairs

As of 10/27/17

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SA Assessment


Parking/Mileage 683096‐7 ‐ ‐ ‐ 1,800 ‐ ‐ ‐ 1,800 Stewardship Recognition 683096‐7 ‐ ‐ ‐ 1,000 ‐ ‐ ‐ 1,000 Stewardship/Cultivation Events 683096‐7 ‐ ‐ ‐ 4,500 ‐ ‐ ‐ 4,500 General Expenses 683096‐7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Unallocated 683096‐8 ‐ ‐ ‐ 12,400 ‐ ‐ ‐ 12,400 SA/STUDENT MENTAL HEALTH‐VCSA (SF11022) 683160Salaries & General Assistance 683160‐1/2 ‐ ‐ 17,812 ‐ ‐ ‐ ‐ 17,812 Student Mental Health 2016 683160‐5 ‐ ‐ (144,233) ‐ ‐ ‐ ‐ (144,233) Student Affairs Employee Benefits 683160‐6 ‐ ‐ 540,000 ‐ ‐ ‐ ‐ 540,000 Unallocated 683160‐8 ‐ ‐ 132,483 ‐ ‐ ‐ ‐ 132,483 V.CHANCLLR STDNT AFFAIRS/SPECIAL PROGRAM 683167Salaries & General Assistance 683167‐1/2 2.00 2 138,100 119,217 ‐ ‐ ‐ 257,317 General Expenses 683167‐7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Convocation 683167‐7 ‐ ‐ ‐ 10,000 ‐ ‐ ‐ 10,000 Strategic Diversity Initiatives 683167‐7 ‐ ‐ ‐ 7,000 ‐ ‐ ‐ 7,000 New Narratives 683167‐7 ‐ ‐ ‐ 50,000 ‐ ‐ ‐ 50,000 VCSA Initiatives 683167‐7 ‐ ‐ ‐ 6,000 ‐ ‐ ‐ 6,000 Women's Empowerment 683167‐7 ‐ ‐ ‐ 25,000 ‐ ‐ ‐ 25,000 Reserve for Salary Adjustments 683167‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ AVC‐SA UNALLOCATED (GF12946) 800113Salaries & General Assistance 800113‐1/2 ‐ ‐ 533,167 94,738 ‐ ‐ ‐ 627,905 Student Affairs Employee Benefits 800113‐6 ‐ ‐ 6,428,260 632,000 ‐ ‐ ‐ 7,060,260 Unallocated 800113‐8 ‐ ‐ (1,372,260) ‐ ‐ ‐ ‐ (15,938) (1,388,198)

Total Operational Expenses 12.00 12 7,202,930 1,652,467 46,000 ‐ ‐ (15,938) 8,885,459

Surplus/(Deficit) ‐ ‐ ‐ ‐ ‐ ‐ ‐

Carryforward Summary623028 45,417 ‐ 55,031 ‐ 9,530 109,977 683026 ‐ 410,065 ‐ ‐ ‐ 410,065 683028 ‐ 3,536 ‐ ‐ 16,324 19,860 683045 363 ‐ ‐ ‐ ‐ 363 683059 ‐ 636,487 ‐ ‐ ‐ 636,487 683096 ‐ 42,466 ‐ ‐ 5,329 47,795 683160 513,388 145,170 ‐ ‐ ‐ 658,558 683167 59,807 41,561 11,623 ‐ 198 113,189 762001 ‐ ‐ 1,158 ‐ ‐ 1,158 773017 ‐ ‐ ‐ ‐ ‐ ‐ 800113 427,676 887,308 76,063 ‐ 47,063 1,438,109

3,435,560

As of 10/27/17

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Vice ChancellorStudent Affairs

Thomas A. Parham, Ph. D.1.0 FTE

Executive Assistant to the Vice Chancellor

Jean Lee1.0 FTE

Chief of StaffEdgar Dormitorio

1.0 FTE

Director of Assessment, Research & Evaluation

Anita Iannucci1.0 FTE

Chief Financial OfficerBrice Ken Kikuchi

1.0 FTE

Development OfficerTiana L. Johnson

1.0 FTE

Development CoordinatorVacant1.0 FTE

Budget AnalystYumi Saito1.0 FTE

Human Resources & Staff DevelopmentWilliam J. Reddel

1.0 FTE

Creative DirectorCindy Love1.0 FTE

Graphics CoordinatorJessica Leggett

1.0 FTE

Scholarship & Special Programs

Karina Hamilton1.0 FTE

Updated 12/15/17

Special Assistant to VCCultural Affairs & Org

RelationshipsSumita Furlong

1.0 FTE

Program AdministratorValerie Sheppard

Contract

Special Events CoordinatorKelly Carland

1.0 FTE

13

AUXILIARY SERVICES

ASSOCIATEVICECHANCELLOR

I. VISION&MISSIONVISION

AuxiliaryServicesunitswillattempttoincorporatetheTripleBottomLineframework,focusingonsocial(People),environment(Planet)andfiscalresponsibility(Profit)whilemakingdecisions.

MISSIONThemissionofAuxiliaryServicesistoprovidequalityproducts,servicesandco-curricularexperiencestothecampuscommunityandguests insupportof theuniversity’s teaching, researchandpublicservicemission.

VALUES• Integrity• Respect• Teamwork

CORECOMPETENCIES

AuxiliaryServicesoffersavarietyofservicesthataddvaluetothestudentexperience.

II. WORKFORCE

MANAGEMENTTEAMBriceKikuchi AssociateViceChancellorStudentAffairs,AuxiliaryServicesWayneFields AssistantDirector,StudentAffairsInformationTechnologyLinTang InterimDirector,Hospitality&DiningServicesStaceyMurren Director,UCIStudentCenterandEventServicesStephanieVanGinkel ExecutiveDirector,StudentGovernmentFredLipscomb InterimExecutiveDirector,Graduate&FamilyHousing

AUXILIARYSERVICESSTAFFCareer(FTE) Filled: 417.92FTE Provision: 37.00FTE CareerFTETotal: 454.92FTE

Staffheadcount 543

ASSOCIATEVICECHANCELLORSTAFFCareer(FTE) Filled: 3.00FTE Provision: 2.00FTE CareerFTETotal: 5.00FTE

CareerHeadcount 5

StudentStaff 5employees

Other None

14

AUXILIARYSERVICES


III. SERVICESPROVIDED

1. TheHill(operatedbyBarnes&NobleCollege)2. AnteaterExpress3. GlobalSustainabilityResourceCenter–GSRC(academicpartnership)4. Hospitality&DiningServices5. StudentCenter&EventServices6. StudentAffairsInformationTechnology7. StudentGovernment8. StudentHousing

IV. THOSESERVED

Students,faculty,staffandcommunity

V. HISTORY

Inprogress

VI. LOCATION

OfficeoftheViceChancellor,StudentAffairs405AldrichHallZOT:5180

VII. ASSETSMajorfacilities,technologies,andequipment

6housingcommunities,StudentCenter,Cross-CulturalCenter(facilityonly),TheHill,PhoenixGrille,CyberCafé,BC’sCavern,PaulMerageSchoolofBusinessRestaurantVenues–AuBonPainandStarbucks,andafleetof30busses.

FACILITIES

• 2,395ASFofficespacesharedwiththeOfficeoftheViceChancellorStudentAffairs

TECHNOLOGY• Whitebirch

PEOPLE• Institutionalknowledge• Partnerships

EQUIPMENT• Computerhardware


Notapplicable



Notapplicable

15

AUXILIARYSERVICES


X. MAJORISSUES

SeeindividualAuxiliaryServicesunitsfortheirmajorissues.

XI. MISCELLANEOUS

THEHILL(BOOKSTORE)TRANSITIONTIMELINENov2015 • PresentationofoutsourcingideatoChancellor’scabinet

Nov/Dec2015 • Visits/ToursofbookstoresatHarvard,UPenn,Georgetown,andNotreDame

Jan2016 • DecisionmadetoissueRFP(requestforproposal)• Announcementmadetostaff,unions,andASUCI

Feb2016 • RFPissuedMar2016 • ProposalsreceivedApril2016 • Proposalsevaluatedandrecommendationsmadebyselection

committee • BidawardedtoBarnes&NobleCollege

June25,2016 • LastdayofuniversityoperationJun26-July4 • BNCrenovationofspaceJuly5,2016 • OpeningoftheHillunderBNC

July-Aug2017 • BNCundergoesrenovation

TheprocessofclosingoutuniversitybookstoreaccountswasmoveduptotheOfficeoftheViceChancellorStudentAffairs.

XII. 2016-2017ACCOMPLISHMENTS

• OpenedtheMesaCourtTowers,adding932newfreshmanbeds• CompletedtheBiologicalSciencesStarbucks• CompletedtheDPPforMiddleEarthexpansionproject

XIII. 2017-18GOALS

• Recognition/awardforauxiliaryunits• Collaborationwithinandoutsideofauxiliaryunit• Innovationorprocessimprovementofauxiliaryunits

XIV. AWARDS

• 5LeadershipinEnergy&EnvironmentalDesign(LEED)PlatinumcertificationsfromU.S.GreenBuildingCouncilforsustainabilitypracticesinVeranoPlaceandInfantToddlerCenter

• MesaCommons,PippinCommonsandBrandywineCommonscertifiedasZero-WasteFacilities• UCIofficiallydesignatedasthe“TopRecruitingUniversity”forAramark’seffortstohireinternsand

full-timesalariedpositions.Aramarkexecutiveswillbeoncampustoparticipateinjobfairsandeducatestudentsaboutopportunitiesinalltheirlinesofbusiness,includingbutnotlimitedtoSportsandEntertainment,Education,BusinessandIndustry,andHealthcare.

• StudentGovernment:“Thelargestgameofdodgeballinvolved6,084participantsandwasachievedbytheUniversityofCalifornia,Irvine,atagameorganizedbyUCIrvinestudentsandNLASports(bothUSA)inIrvine,Californiaon25September,2012.”

• StudentCenterrecognizedasanInternationalConferenceCenterofExcellencefromtheInternationalAssociationforConferenceCentres(IACC)

16

AUXILIARYSERVICES


• PleaseseeindividualAuxiliaryServicesdepartmentformoreawardinformation.

XV. STUDENTLEARNINGOUTCOMES

Studentlearningoutcomesarelistedundertheindividualunits.

17


SA Assessment


Sources of FundsSA‐ASSOC VICE CHANCELLOR ST 683043 ‐ 6,690,500 ‐ ‐ ‐ 6,690,500 SA/AVC/COMPUTER SUPPORT 683083 ‐ 185,250 ‐ ‐ ‐ 185,250 ASSOC.VICE CHANCELLOR STUDE 683093 ‐ 519,148 ‐ ‐ ‐ 519,148 SA/AVC/COMPUTER SUPPORT 683093‐9 ‐ ‐ ‐ ‐ ‐ ‐

Total Sources of Funds ‐ 7,394,898 ‐ ‐ ‐ ‐ 7,394,898 0% 100% 0% 0% 0% 0%

Operational ExpensesSA‐ASSOC VICE CHANCELLOR STUDENT AFFAIRS (OS11217) 683043Assessment ‐ General & Administrative 683043‐7 ‐ ‐ ‐ 6,690,500 ‐ ‐ ‐ 6,690,500 SA/AVC/COMPUTER SUPPORT (OS11251 SF10983) 683083Salaries & General Assistance 683083‐1/2 ‐ ‐ ‐ 64,000 ‐ ‐ ‐ 64,000 Supplies 683083‐3 ‐ ‐ ‐ 32,250 ‐ ‐ ‐ 32,250 IT Staffing 683083‐7 ‐ ‐ ‐ 89,000 ‐ ‐ ‐ 89,000 ASSOC.VICE CHANCELLOR STUDENT AFFAIRS (OS11267 SF10993)683093Salaries & General Assistance 683093‐1/2 5.00 5 ‐ 472,063 ‐ ‐ ‐ 472,063 Supplies 683093‐3 ‐ ‐ ‐ 47,085 ‐ ‐ ‐ 47,085 Unallocated 683093‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Total Operational Expenses 5.00 5 ‐ 7,394,898 ‐ ‐ ‐ ‐ 7,394,898


Carryforward Summary683043 ‐ 137,613 ‐ ‐ ‐ 137,613 683083 ‐ 151,538 522 ‐ ‐ 152,060 683093 ‐ 1,735,161 ‐ ‐ ‐ 1,735,161 683101 ‐ ‐ 94,317 ‐ ‐ 94,317

2,119,151

Associate Vice Chancellor's OfficeFY 2017‐2018

XVI. BUDGET


Auxiliary Services

As of 10/27/17

18

Interim Associate Vice ChancellorStudent AffairsAuxiliary ServicesBrice Kikuchi

1.0 FTE

Assistant to the Associate Vice Chancellor

Shannon Hartmeister1.0 FTE

Updated 12/15/17

Student Center & Event Services

DirectorStacey Murren

1.0 FTE

Hospitality & Dining Services

Interim DirectorLin Tang1.0 FTE

Student Housing

Interim Executive DirectorFred Lipscomb

1.0 FTE

Student Affairs

Vice ChancellorDr. Thomas A. Parham

Student Government

Executive DirectorStephanie Van Ginkel

1.0 FTE

University of California, IrvineAuxiliary ServicesAssociate Vice ChancellorOrganizational Chart 2017‐2018

19

AUXILIARYSERVICES

HOSPITALITY&DININGSERVICES

I. VISION&MISSION

VISION

WestrivetoTHRIVEinHospitality&DiningServices

Thoughtful:WetrulycareHeartfelt:WearezealouslycommittedResultsDriven:WedriveforsolutionsInnovative:WedistinguishourselvesfromthenormValuedandTrusted:WeoperatewithintegrityanddeliveronourpromisesEngaged:Weembraceaspiritofpartnershipandteamwork

MISSION

To provide the highest quality services and programs that ease a student’s transition through theuniversityandinthecommunity,andtoprovideallourcustomerswithaqualitycustomerexperience.

CORECOMPETENCIES

SHAPINGTheBusiness

INSPIRINGOthers

DELIGHTINGCustomers

DRIVINGForResults

BusinessAcumen VisionaryLeadership CustomerInsight DisciplinedExecution

StrategicAgility LeveragingDifferencesBuildingPerformance-

BasedRelationsAccountabilityforExcellence

Courage&Conviction

BuildingPeopleCapability

OrganizationalCollaboration ImpactandInfluence

II. WORKFORCE

MANAGEMENTTEAM

UCIManagementTeam

AramarkManagementTeamSeanTedder ResidentDistrictManagervacant GeneralManagerAnnaLomibao ControllerKellyKuehnert FoodServiceDirectorJohnnyParratto CateringDirectorJoePoonpipat FoodServiceDirector–TheAnteateryJohnieRaveza FoodServiceDirector–PippinCommons

vacant DirectorLinTang AssociateDirectorLongBui AssistantDirectorKarenDouglas AssistantDirectorChristineGenuino HumanResourcesManagerDianaFlores HumanResourcesManagerReginaAlejo AdministrativeAssistantJorgeReyesGarcia MaintenanceMechanicOrlandoDalusong MaintenanceMechanic

20

AUXILIARYSERVICES



CareerHeadcount 147


Other 143ContractedManagementSupervisors

ForOrganizationChart,seeendofH&DSsection.


• AllYouCaretoEatdiningatTheAnteatery,Pippin,andBrandywineCommons• Fast-casualfooddiningoptions• Fastfooddiningoptions• Cooktoorderdiningoptions• Catering• Conveniencestores• Concessions• Vending• Specialevents• Programsupport

IV. THOSESERVED

ServingtheUCIcommunityfromSchoolofMedicinetoHousingtoChildCare/InfantToddlerCenter.

V. HISTORY

MAJORMILESTONES2004 Residential,retailandcateringserviceswereplacedunderFoodServices/Hospitality

&DiningunderoneDirector,JackMcManus

2006 UCIinsourcedover150fulltimeemployeesfromAramarkandareundertheunionAFSCME

2008 Hospitality&Dining andAramark combined offices andmoved intoG318 StudentCenter

CombinedBrenEventsCenterandAnteaterBallparkConcessionsintoHospitality&

Dining ResidentialDiningwenttraylesstohelpsaveoveramilliontonsofwaste

2009 Opened5additionalfoodoperationsthroughoutthecampus

• JambaJuice,PandaExpress,Wahoo’sFishTacos,EspressYourselfCoffeeCartandJavaCity

21

AUXILIARYSERVICES


BeganfollowingthenewlyadaptedUCOP’sUCSustainablePracticesPolicyandworkingwithotherUC’sonamonthlyandquarterlybasis

2010 OpenedMedEdCaféandPippinPOD

SponsoredArroyoVista’sCulinaryHouse MesaCommonsbecamethefirstzero-wastediningfacilityintheUCSystem Implementednewreusableto-gocontainersatBrandywineCommonsaspilot

location

2011 OpenedSubwayandreplacedBene’sPizzawithTopio’sPizza SupportedtheMeatlessMondaycampaignatResidentialDiningbyprovidingmore

vegetarianandvegan-friendlydisheswhileeducatingaboutsustainability Implementedreusableto-gocontainersinallResidentialDininglocations

2012 ReplacedQuiznoswithSubwayinStudentCenter

OpenedGottschalkPOD

2013 OpenedAlumniCafé

Opened20/20Café@GavinHerbertEyeInstitute RenovatedemptyspacebetweenStarbucksandBookstoreintostudy/loungespace

2014 October2014–OpenedStarbucksandAuBonPainatPaulMerage

2016 September2016–OpenedTheAnteateryatMesaCourt September2016–OpenedaProudlyServiceStarbucksatthenewUniversity

ExtensionBuilding October2016–OpenedStarbucksintheBiologicalSciencesarea ConvertedBC’sFoodCourtintotheRams’eatingfacilityduringsummertraining

2017 Beverage Rights Agreement – completed the RFP process and awarded a 10-year

agreementtoPepsiCoforexclusivebeveragerightsforthecampusandmedicalcenterAnthillPub&Grille–completedtheRFPprocessandawardeda7-yearagreementtoAramarktoprovidefoodandbeverageservices

VI. LOCATION

MainOffice:G318StudentCenterZOT:3700

22

AUXILIARYSERVICES


949-824-1492URL:food.uci.eduEmail:[email protected]

VII. ASSETS

FACILITIES• CaféEspresso(@PhysicalSciencesPlaza):290SF§ MedEdCafé:558SF§ EastFoodCourt(JambaJuice,Bene’sPasta,OrganicGreenstoGo):7,199SF§ WestFoodCourt(Subway,PandaExpress,Wahoo’s,Wendy’s):14,031SF§ StudentCenterStarbucks:2,680SF§ Zot-n-GoMarket:2,530SF§ AnthillPub&Grille:3,365SF§ PhoenixFoodCourt:4,663SF§ BC’sCavernFoodCourt:6,575SF§ CaféMed:3,289SF§ CyberACafé:1,296SF§ Catering:5,536SF§ BrenEventsCenterConcessions:750SF§ AnteaterBallparkConcessions§ C3ConvenienceStore:400SF§ JavaCity:300SF§ EspressYourselfCoffeeCart§ PippinCommons:8,419SF§ BrandywineCommons:1,991SF§ AdministrativeOffice:2,085SF§ 20/20Café@GavinEyeInstitute:300SF§ PaulMerageStarbucks:879SF§ AuBonPain:1,390SF§ TheAnteatery:28,581SF§ UniversityExtensionCafé:346SF§ BiologicalSciencesStarbucks:680SF

TECHNOLOGY• Computersforadministrativestaff

EQUIPMENT• Twogolfcarts


• FoodServiceSustainablePracticesandGuidelines(adoptedbyTheUCRegentsin2008)• Toprovidepatronssustainablefoodoptionsoncampus.Thecampushassetagoalofprocuring20%

sustainablefoodproductsby2020.Currently,Hospitality&Diningisat26%.

23

AUXILIARYSERVICES



Hospitality&Diningparticipatesin:• GovernmentofUndergraduateStudentHousing(GUSH)• PubAdvisoryBoard(PAB)• StudentCenterAdvisoryBoard

X. MAJORISSUES

• Fundingforfuturediningfacilities• Structuralmaintenanceofcurrentdiningfacilities• Managinginanever-changingenvironmentandfollowingwithintheguidelinesoftheunion

XI. MISCELLANEOUS

None


RESIDENTIAL• TheAnteatery–Servedmorethan1millionmealsoverthefirstyearopen.Served6,000mealsdaily

and36,000weekly.• Continuedsustainabilityeffortswiththezero-wastefacility,weighthewasteeventsandareduction

ofoverallfoodwasteunder4%.• The Anteatery & Pippin Commons – Development of student workers into learning coaches,

supervisorsandmanagers.• Pippin Commons – Provided a face-lift over a 3-week period including: painting, deep cleaning,

additionalstationflow.• BrandywineCommons–DecommissionedBrandywinefordemoin1weekandturnedovertoHousing

fordemolition.

RETAILANDCATERING• OpenedStarbucksatBiologicalSciencesandBridgeCaféatthenewDivisionofContinuingEducation

building.• Partneredwith School of the Arts to refresh Cyber A Café into The Green Roomwith new patio

furniture,shadestructure,newexteriorpaintandplanters.• ExecutedLaudsandLaurelsatTheAnteateryreceivedcomplimentsfromUCIAlumniAssociationfor

ourexecution,foodqualityandpositivefeedbackfromguests.Toaccomplishthis,wehadtoturnTheAnteateryaroundtwicewithinaone-weekperiod.

• Helpeddrawover1000attendeestotheannualUCIHealthFairbyprovidingafarmer’smarketandservinghealthysnackssuchascauliflowertacosandfreshfruitcups.

• Refreshed the Phoenix Food Court location by restaining booths, replacing tabletops, removingtemporarywalltoallowforadditionalseating,andaddingadditionalelectricaloutlets.

• Completedour240th+baseballgameinarowatCiceroneField.Ourconcessionsfoodwasrated5starsbyStadiumJourney.com,theonly5-starratingforUCI.ThisratinghelpedcatapultUCItooneofthetopdestinationstoseeacollegebaseballgame.

ADMINISTRATIVEANDMARKETING• CompletedtheRFPprocessforthecampusbeveragerightsandawardedthecontracttoPepsifor

10years.

24

AUXILIARYSERVICES


• CompletedtheRFPprocessfortheAnthillPub&GrilleandawardedthecontracttoAramarkfor7years.

• ParticipatedintheAnthillPubRFPProcessandgainedabetterunderstandingoftheUniversity’sbidding/contractawardprocess,includinghowdifferentdepartmentsareaffectedbyCampusAgreements.

• Basedonstudents’request,HDS&HousingpartneredandallowedanearliermealplanchangeinOctoberof2016.Studentswereallowedtoupgradetheirmealplan.Wereceivedcloseto400requestsandourteammanuallychangedeachstudent’smealplan.Transitionwassmoothandthetightdeadlinewasmet.

• 15ofourmanagementstaffvolunteeredatSomeoneCaresSoupKitcheninDecember2016.• SuccessfulSummerConferenceseason.ContinuedtoworkwithEventServiceswithguidelines,

packoutrequests,improvedcommunication,hoursofoperation,etc.• MealPlans:GrewVoluntaryMealPlansalesbyover14%.• SocialMedia:Grewsocialmediafollowingandengagement,withover100%growthinInstagram

followers,over40%growthinTwitterfollowers,andover10%growthinFacebookfollowerscomparedtoPY.Additionally,achievedhighest-everreachandengagementthroughBrandywineFarewellsocialmediacampaign(historicalphotos,Week10menuteasers,etc.)

• CampusEventPartnerships:Supportedover25campusevents,providingcampusdiningandmealplaninformationtostudents,facultyandstaffinthe2016-2017year,includingWelcomeWeek,AnteaterFamilyWeekend,ZotHealthFair,NewYear/NewYou,CelebrateUCI,SPOP,etc.

SUSTAINABILITY• SustainableFoodsFair:IncreasedattendanceofSustainableFoodsFairtoover1,000andincreased

numberofparticipatinggroupsto28.Increased“brand”awarenessofUCIHospitality&DiningorganizingtheeventthroughaSnapchatfilterandeventdecorationsusingtheHospitality&Dininggraphic.

• FoodDriveAwareness&Engagement: IncreasedMiddleEarthparticipation in theAnteatersFightHungerFoodDrive(from0hallsto6halls).

• UCGlobalFoodInitiative:ZeroWasteDining:ReleasedaWasteAuditingtoolkitandcalculatorthatwas featured at the Presidents United to Solve Hunger (PUSH) conference. Worked with UCSDMedicalCentertostarttheircompostingprograminDecember2016,whichisnowontracktodivertover65tonsoforganicwasteannually.WorkedwithUCLAHousing&HospitalityServicestoincreasewastediversioninUCLA’sdininghallsfrom34%to70%in2016-2017.

XIII. 2017-18GOALS

RESIDENTIAL• Startourstudenttrainingprogramandutilizeitinalllocations• Havethehighestdiningstylessurveyandsecretshopperscores• Continuetoimproveonemployeemoralewithpositiveencouragementandopencommunication• ContinuetodeveloppositiverelationshipswiththeUCIcommunity• UtilizelessonslearnedandbestpracticestohaveasuccessfulopeninginthenewMiddleEarth

diningfacility

25

AUXILIARYSERVICES


RETAILANDCATERING• Increasesalesby5%comparedtoprioryear• Increaseoverallcampusretailsalesby5%• IncreaseCateringsalesby3%overPY(evenwithUClubreopening)• AddBobaRetailstationtoTazabyFallQuarter2017• Achieve$1.1millioninyearlysalesattheAnthillPub

ADMINISTRATIVEANDMARKETING• ContinuetoworkwithSAITinfinalizinganonlinealcoholrequestform.Onceavailable,workwithRisk

Servicestosetupfocusgroupstobetatesttheonlineformandprocessforfeedback.• Continuepartnershipswithotherdepartmentsincreatingandprovidingtherightmealplanfortheir

programs.• EstablishapartnershipwithStudentLife / InformationCenter toprovidediningoptions for campus

tours• MealPlans:GrowVoluntaryMealPlansalesby15%+comparedtopreviousyear.

o Faculty, Staff&Graduate Students: Leveragenewopportunities including theAnthill Pub&Grille, Starbucks at Bio Sci and The Anteatery to grow VMP sales among faculty, staff andgraduatestudentsanddriveFlexDinepurchasesoverZotBucks

• SocialMedia:Growsocialmediafollowingandengagementbyplatformasfollows:o Instagram: +50%followerso Twitter: +25%followerso Facebook: +10%followers

• E-MailMarketing:Growoure-mailmarketingcontactlistforfirstyearstudentsbyover100%comparedtoPY(2,115firstyearcontactsPY;target:4,230+firstyearemails).

• Planadepartmentretreatoroutingforemployeemoralebuilding.

SUSTAINABILITY• Zero Waste Food Court: Achieve Zero Waste in at least one food court in 2017-2018 through

partnershipswithUCIFacilitiesManagement,theUCGlobalFoodInitiativeFoodFellowsprogram,andtheUCICampusasaLivingLabprogram.WehaveworkedwiththeUCICenterforEnvironmentalBiologytoexpandthenumberofCLLInternswithDiningthisyearfrom1to5,with3focusedonZeroWasteand2focusedonReuse.

• ReusableBeverageContainers:IncreaseReusableBeveragecontaineruseto5%orgreaterin2017-2018(currently2.85%).BeginninginFall2017,throughourpartnershipwiththeUCICenterforEnvironmentalBiology,Diningwillhost2year-longCLLInternsfocusedonReuse.

• Fair Trade University: Achieve Fair Trade University status through partnership with Java CityecoGrounds,othercampusdepartments,andASUCISenate.

• WipingOutWaste:DecreasepercapitastudentfoodwasteatTheAnteateryandPippinfrom1.19oz.(April2017)to1.00oz.(June2018).ExpandedWipingOutWasteevents,tablingsanddisplayswillbeconductedtoachievethisgoal.

XIV. AWARDS

2011• Recyclemania:benchmarkyear;nocompetitiondivisionresults

26

AUXILIARYSERVICES


• SierraCoolSchools:#6• Peta2MostVegan-FriendlyColleges:#32012• Recyclemania:#6GrandChampion,#3Gorilla• SierraCoolSchools:#92013• Recyclemania:#10GrandChampion,#3Gorilla• SierraCoolSchools:#3• FoodRecoveryChallenge:RecognizedbyEPAduringDeputyAdministratorBobPerciasepe’svisittoUCI• StudentAffair’sTAPPEDAward2014• Recyclemania:#5GrandChampion,#5Gorilla• SierraCoolSchools:#12015• Recyclemania:#7GrandChampion,#6Gorilla• SierraCoolSchools:#1• EPAFoodRecoveryChallengeNarrativeAwardforSourceReduction• Certification:EastFoodCourtachieveda2-StarGreenRestaurantAssociationCertification2016• Recyclemania:#6GrandChampion,#7Gorilla• EPAFoodRecoveryChallenge:RegionalAwardWinner• Certification:EastFoodCourtachieveda3-StarGreenRestaurantAssociationCertification• KCEThighlightedUCI’sZeroWasteProgramonSoCalConnected,websiteandYouTube2017• Peta2VeganReportCard:A+• SierraCoolSchools:#8• Recyclemania:RacetoZeroWaste#1DiversionRate–TheAnteatery

o GrandChampion:#7o TotalDiversion:#10o CHESCBestPracticeAward:SustainableDesign(MesaTowers&TheAnteatery)


2016-17Updates:

SustainabilityProgramCIVIC&COMMUNITYENGAGEMENT

Havingmadeuseoftheavailableresourcesprovidedduringthequarter,includingknowledgeandexperienceofsupervisorsanddepartmentmembers,weeklyassignments,fieldstudyinternswilldemonstratetheirknowledgeofpromotingsustainablepracticesoncampusbycreatinganinnovativeprogramorpracticeintheareaofsustainability.

MeasuredBy:Directassessment:observationwithrubric(e.g.,demonstration,performance,presentation).Directassessment:productwithrubric(e.g.,portfolio,writingsample,journal),checklist

Results:ThroughapartnershipwiththeSchoolofSocialEcology,studentscompletedtheirfieldstudyunitswithourSustainabilityProgram.Inreviewingtheassignedweeklyjournalsandcompletionof

27

AUXILIARYSERVICES


fieldworkhourstheinternswereabletodemonstratetheirknowledgebydevelopinganinnovativeprogramorpracticeintheareaofsustainability.

Use:ThisinformationwillbeusedtoenhancethestudentlearningexperienceinourSustainabilityProgramandhelpguidethemintheirfinalproject.

2017-18:

WipingOutWasteCIVIC&COMMUNITYENGAGEMENT

ThroughSustainabilityEventsofferedthroughoutthequarter(WipeOutWaste,Say“Boo”toTrashandFoodDrives),studentsareeducatedaboutrecyclablematerials,sustainablepurchasingoptions,andpropermethodsofhazardouswastedisposaltoreducetheamountoffoodwasted.TheamountofwastewillbeweighedinatthebeginningandendofeachquarteratTheAnteateryandPippin.

MeasuredBy:Preandpostsurveys



28


SA Assessment


Sources of FundsSA/UCI FOOD SERVICE‐PHYS SC 764000‐T006 ‐ ‐ 40,000 ‐ ‐ 40,000 SA‐UCI FOOD SERVICE‐SSPS CO 764001‐T006 ‐ ‐ 18,000 ‐ ‐ 18,000 SA‐UCI FOOD SERVICE‐SSPS CO 764001‐T007 ‐ ‐ 41,500 ‐ ‐ 41,500 UCI STUDENT CENTER‐ASIAN FO 764007‐T006 ‐ ‐ 83,000 ‐ ‐ 83,000 UCI STUDENT CENTER‐ASIAN FO 764007‐T007 ‐ ‐ 349,500 ‐ ‐ 349,500 SA‐UCI FOOD SERVICE SUBWAY 764012‐T006 ‐ ‐ 36,000 ‐ ‐ 36,000 SA‐UCI FOOD SERVICE SUBWAY 764012‐T007 ‐ ‐ 66,500 ‐ ‐ 66,500 UCI STUDENT CENTER ‐ CAFE 764013‐T006 ‐ ‐ 3,000 ‐ ‐ 3,000 UCI STUDENT CENTER ‐ PUB 764014‐T006 ‐ ‐ 15,000 ‐ ‐ 15,000 UCI STUDENT CENTER‐ZOT N GO 764015‐T006 ‐ ‐ 53,000 ‐ ‐ 53,000 UCI STUDENT CENTER‐ZOT N GO 764015‐T007 ‐ ‐ 82,500 ‐ ‐ 82,500 UCI STUDENT CENTER‐ITALIAN 764016‐T006 ‐ ‐ 27,000 ‐ ‐ 27,000 UCI STUDENT CENTER‐ITALIAN 764016‐T007 ‐ ‐ 220,000 ‐ ‐ 220,000 UCI STUDENT CENTER ‐ SANDWI 764018‐T006 ‐ ‐ 40,000 ‐ ‐ 40,000 UCI STUDENT CENTER ‐ SANDWI 764018‐T007 ‐ ‐ 119,000 ‐ ‐ 119,000 UCI STUDENT CENTER‐FAST FOO 764019‐T006 ‐ ‐ 34,500 ‐ ‐ 34,500 UCI STUDENT CENTER ‐ MEXICA 764024‐T006 ‐ ‐ 14,000 ‐ ‐ 14,000 UCI STUDENT CENTER ‐ MEXICA 764024‐T007 ‐ ‐ 77,500 ‐ ‐ 77,500 SA‐UCI FOOD SERVICE‐PHOENIX 764100‐T006 ‐ ‐ 54,000 ‐ ‐ 54,000 SA‐UCI FOOD SERVICE‐PHOENIX 764100‐T007 ‐ ‐ 293,000 ‐ ‐ 293,000 SA‐UCI FOOD SERV‐B.C.'S CAV 764101‐T006 ‐ ‐ 86,500 ‐ ‐ 86,500 SA‐UCI FOOD SERV‐B.C.'S CAV 764101‐T007 ‐ ‐ 296,000 ‐ ‐ 296,000 SA‐UCI FOOD SERVICE CAFE ME 764102‐T006 ‐ ‐ ‐ ‐ ‐ ‐ SA‐UCI FOOD SERVICE CAFE ME 764102‐T007 ‐ ‐ ‐ ‐ ‐ ‐ SA‐UCI FOOD SERVICE CYBERA 764103‐T006 ‐ ‐ 19,000 ‐ ‐ 19,000 SA‐UCI FOOD SERVICE CYBERA 764103‐T007 ‐ ‐ 46,000 ‐ ‐ 46,000 SA‐UCI FOOD SERVICE‐CONCESS 764104‐T006 ‐ ‐ 12,000 ‐ ‐ 12,000 SA‐UCI FOOD SERVICE‐CATERIN 764105‐T006 ‐ ‐ 227,500 ‐ ‐ 227,500 SA‐UCI FOOD SERVICE‐CATERIN 764105‐T007 ‐ ‐ 875,500 ‐ ‐ 875,500 SA‐UCI FOOD SERVICE C3 764106‐T006 ‐ ‐ 30,000 ‐ ‐ 30,000 SA‐UCI FOOD SERVICE C3 764106‐T007 ‐ ‐ 38,500 ‐ ‐ 38,500 SA‐UCI FOOD SERVICE‐VENDING 764110‐T006 ‐ ‐ 275,500 ‐ ‐ 275,500 SS/UCI FOOD SERVICE‐ADMINIS 764111‐T006 ‐ ‐ 99,000 ‐ ‐ 99,000 SA‐UCI FOOD SERVICE‐MAINTEN 764112‐T007 ‐ ‐ 196,000 ‐ ‐ 196,000 SA‐UCI FOOD SERVICE‐JAVA CI 764113‐T006 ‐ ‐ 40,000 ‐ ‐ 40,000 SA‐UCI FOOD SERVICE‐JAVA CI 764113‐T007 ‐ ‐ 67,000 ‐ ‐ 67,000 SA‐UCI FOOD SERVICE‐BREN EV 764114‐T007 ‐ ‐ 78,000 ‐ ‐ 78,000 SA‐UCI FOOD SERVICES ARAMAR 764115‐T007 ‐ ‐ 119,000 ‐ ‐ 119,000 SA‐FOOD SERVICE‐JAMBA JUICE 764116‐T006 ‐ ‐ 28,500 ‐ ‐ 28,500

Hospitality & Dining ServicesFY 2017‐2018

XVI. BUDGET


Auxiliary Services

As of 10/27/17

29


SA Assessment


SA‐FOOD SERVICE‐JAMBA JUICE 764116‐T007 ‐ ‐ 94,500 ‐ ‐ 94,500 SA‐FOOD SERVICE‐EYE INSTITU 764117‐T006 ‐ ‐ 3,000 ‐ ‐ 3,000 SA‐FOOD SERVICE‐EYE INSTITU 764117‐T007 ‐ ‐ 9,500 ‐ ‐ 9,500 SA‐FOOD SERVICE‐GOTTSCHALK 764118‐T006 ‐ ‐ 5,500 ‐ ‐ 5,500 PAUL MERAGE STARBUCKS 764119‐T006 ‐ ‐ 88,500 ‐ ‐ 88,500 PAUL MERAGE STARBUCKS 764119‐T007 ‐ ‐ 217,000 ‐ ‐ 217,000 PAUL MERAGE CAFE 764120‐T006 ‐ ‐ 31,000 ‐ ‐ 31,000 PAUL MERAGE CAFE 764120‐T007 ‐ ‐ 164,000 ‐ ‐ 164,000 SA‐FOOD SERVICE‐MESA COMMON 764121‐T007 ‐ ‐ 3,423,500 ‐ ‐ 3,423,500 SA‐FOOD SERVICE‐PIPPIN 764122‐T006 ‐ ‐ 5,000 ‐ ‐ 5,000 SA‐FOOD SERVICE‐PIPPIN 764122‐T007 ‐ ‐ 3,174,000 ‐ ‐ 3,174,000 SA‐FOOD SERVICE BRANDYWINE 764123‐T007 ‐ ‐ ‐ ‐ ‐ ‐ SA‐UCI FOOD SERVICE STARBUC 764124‐T006 ‐ ‐ 83,000 ‐ ‐ 83,000 SA‐UCI FOOD SERVICE STARBUC 764124‐T007 ‐ ‐ 359,000 ‐ ‐ 359,000 SA‐UCI FOOD SERVICE‐LAW SCH 764125‐T006 ‐ ‐ 6,500 ‐ ‐ 6,500 SA‐UCI FOOD SERVICE‐LAW SCH 764125‐T007 ‐ ‐ 29,000 ‐ ‐ 29,000 UNEX CAFÉ 764126‐T006 ‐ ‐ 20,000 ‐ ‐ 20,000 UNEX CAFÉ 764126‐T007 ‐ ‐ 31,000 ‐ ‐ 31,000 BIO SCI STARBUCKS 764127‐T006 ‐ ‐ 78,500 ‐ ‐ 78,500 BIO SCI STARBUCKS 764127‐T007 ‐ ‐ 217,000 ‐ ‐ 217,000 SA‐UCI FOOD‐TAZA 764128‐T006 ‐ ‐ 2,000 ‐ ‐ 2,000 SA‐UCI FOOD‐TAZA 764128‐T007 ‐ ‐ 36,500 ‐ ‐ 36,500 F/S RESIDENT ASSISTANT FEED 760132 ‐ ‐ 198,485 ‐ ‐ 198,485 F/S STUDENT FEEDING MC 760133 ‐ ‐ 15,164,638 ‐ ‐ 15,164,638 F/S MAINTENANCE & REPAIR MC 760136 ‐ ‐ 2,000 ‐ ‐ 2,000 F/S RESIDENT ASSISTANT FEED 760232 ‐ ‐ 125,359 ‐ ‐ 125,359 F/S STUDENT FEEDING ME 760233 ‐ ‐ 9,397,725 ‐ ‐ 9,397,725 F/S MAINTENANCE & REPAIR ME 760236 ‐ ‐ 2,000 ‐ ‐ 2,000 FOOD SERVICES ADMIN 764111 ‐ ‐ 255,004 ‐ ‐ 255,004

Total Sources of Funds ‐ ‐ 37,424,211 ‐ ‐ ‐ 37,424,211 0% 0% 100% 0% 0% 0%

Operational ExpensesF/S RESIDENT ASSISTANT FEEDING MC (SA10034) 760132Food Program 760132‐7 ‐ ‐ ‐ ‐ 198,485 ‐ ‐ 198,485 F/S STUDENT FEEDING MC (SA10035) 760133Food Program 760133‐7 ‐ ‐ ‐ ‐ 15,164,638 ‐ ‐ 15,164,638 F/S MAINTENANCE & REPAIR MC (SA10036) 760136Maintenance 760136‐7 ‐ ‐ ‐ ‐ 2,000 ‐ ‐ 2,000 F/S RESIDENT ASSISTANT FEEDING ME (SA10050) 760232Food Program 760232‐7 ‐ ‐ ‐ ‐ 125,359 ‐ ‐ 125,359 F/S STUDENT FEEDING ME (SA10051) 760233Food Program 760233‐7 ‐ ‐ ‐ ‐ 9,397,725 ‐ ‐ 9,397,725 F/S MAINTENANCE & REPAIR ME (SA10052) 760236Maintenance 760236‐7 ‐ ‐ ‐ ‐ 2,000 ‐ ‐ 2,000 SA‐UCI FOOD SERVICE‐SSPS CO 764001Salaries & General Assistance 764001‐1/2 ‐ ‐ ‐ ‐ 41,000 ‐ ‐ 41,000 Employee Benefits 764001‐6 ‐ ‐ ‐ ‐ 500 ‐ ‐ 500 UCI STUDENT CENTER‐ASIAN FO 764007

As of 10/27/17

30


SA Assessment


Salaries & General Assistance 764007‐1/2 4.00 4 ‐ ‐ 279,500 ‐ ‐ 279,500 Employee Benefits 764007‐6 ‐ ‐ ‐ ‐ 70,000 ‐ ‐ 70,000 SA‐UCI FOOD SERVICE SUBWAY 764012Salaries & General Assistance 764012‐1/2 ‐ ‐ ‐ ‐ 66,000 ‐ ‐ 66,000 Employee Benefits 764012‐6 ‐ ‐ ‐ ‐ 500 ‐ ‐ 500 UCI STUDENT CENTER‐ZOT N GO 764015Salaries & General Assistance 764015‐1/2 ‐ ‐ ‐ ‐ 81,500 ‐ ‐ 81,500 Employee Benefits 764015‐6 ‐ ‐ ‐ ‐ 1,000 ‐ ‐ 1,000 UCI STUDENT CENTER‐ITALIAN 764016Salaries & General Assistance 764016‐1/2 1.95 2 ‐ ‐ 173,500 ‐ ‐ 173,500 Employee Benefits 764016‐6 ‐ ‐ ‐ ‐ 46,500 ‐ ‐ 46,500 UCI STUDENT CENTER ‐ SANDWI 764018Salaries & General Assistance 764018‐1/2 ‐ ‐ ‐ ‐ 117,500 ‐ ‐ 117,500 Employee Benefits 764018‐6 ‐ ‐ ‐ ‐ 1,500 ‐ ‐ 1,500 UCI STUDENT CENTER ‐ MEXICA 764024Salaries & General Assistance 764024‐1/2 ‐ ‐ ‐ ‐ 76,500 ‐ ‐ 76,500 Employee Benefits 764024‐6 ‐ ‐ ‐ ‐ 1,000 ‐ ‐ 1,000 SA‐UCI FOOD SERVICE‐PHOENIX 764100Salaries & General Assistance 764100‐1/2 3.00 3 ‐ ‐ 225,500 ‐ ‐ 225,500 Employee Benefits 764100‐6 ‐ ‐ ‐ ‐ 67,500 ‐ ‐ 67,500 SA‐UCI FOOD SERV‐B.C.'S CAVERN ON GREEN (SA10144) 764101Salaries & General Assistance 764101‐1/2 4.73 5 ‐ ‐ 209,000 ‐ ‐ 209,000 Employee Benefits 764101‐6 ‐ ‐ ‐ ‐ 87,000 ‐ ‐ 87,000 SA‐UCI FOOD SERVICE CAFE ME 764102Café Med: Utilities 764102‐3 ‐ ‐ ‐ ‐ 14,000 ‐ ‐ 14,000 SA‐UCI FOOD SERVICE CYBERA 764103Salaries & General Assistance 764103‐1/2 ‐ ‐ ‐ ‐ 45,500 ‐ ‐ 45,500 Employee Benefits 764103‐6 ‐ ‐ ‐ ‐ 500 ‐ ‐ 500 SA‐UCI FOOD SERVICE‐CATERIN 764105Salaries & General Assistance 764105‐1/2 7.58 8 ‐ ‐ 701,000 ‐ ‐ 701,000 Employee Benefits 764105‐6 ‐ ‐ ‐ ‐ 174,500 ‐ ‐ 174,500 SA‐UCI FOOD SERVICE C3 764106Salaries & General Assistance 764106‐1/2 ‐ ‐ ‐ ‐ 38,000 ‐ ‐ 38,000 C3: Benefits 764106‐6 ‐ ‐ ‐ ‐ 500 ‐ ‐ 500 SA‐UCI FOOD SERVICE‐DEBT SERVICE (SA10150) 764108Assessment 764108‐7 ‐ ‐ ‐ ‐ 300,000 ‐ ‐ 300,000 Assessment ‐ Debt Refinance 764108‐7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment ‐ UCOP 764108‐7 ‐ ‐ ‐ ‐ 23,000 ‐ ‐ 23,000 Debt Service 764108‐7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 764108‐7 ‐ ‐ ‐ ‐ 580,000 ‐ ‐ 580,000 SA‐UCI FOOD SERVICE‐VENDING (SA10152) 764110Vending Repair & Maintenance 764110‐3 ‐ ‐ ‐ ‐ 7,000 ‐ ‐ 7,000 Vending Utilities 764110‐7 ‐ ‐ ‐ ‐ 38,500 ‐ ‐ 38,500 SS/UCI FOOD SERVICE‐ADMINISTRATION (SA10153 SA10154 SA1764111Salaries & General Assistance 764111‐1/2 5.50 6 ‐ ‐ 417,470 ‐ ‐ 417,470 Supplies 764111‐3 ‐ ‐ ‐ ‐ 170,000 ‐ ‐ 170,000 Employee Benefits 764111‐6 ‐ ‐ ‐ ‐ 227,646 ‐ ‐ 227,646 General Expenses 764111‐7 ‐ ‐ ‐ ‐ 8,000 ‐ ‐ 8,000 Reserve for Salary Adjustments 764111‐8 ‐ ‐ ‐ ‐ 26,888 ‐ ‐ 26,888 SA‐UCI FOOD SERVICE‐MAINTENANCE (SA10156) 764112

As of 10/27/17

31


SA Assessment


Salaries & General Assistance 764112‐1/2 2.00 2 ‐ ‐ 124,486 ‐ ‐ 124,486 Employee Benefits 764112‐6 ‐ ‐ ‐ ‐ 78,000 ‐ ‐ 78,000 Reserve for Salary Adjustments 764112‐8 ‐ ‐ ‐ ‐ (6,486) ‐ ‐ (6,486) SA‐UCI FOOD SERVICE‐JAVA CI 764113Salaries & General Assistance 764113‐1/2 ‐ ‐ ‐ ‐ 66,000 ‐ ‐ 66,000 Employee Benefits 764113‐6 ‐ ‐ ‐ ‐ 1,000 ‐ ‐ 1,000 SA‐UCI FOOD SERVICE‐BREN EVENTS CENTER 764114Salaries & General Assistance 764114‐1/2 ‐ ‐ ‐ ‐ 77,000 ‐ ‐ 77,000 Employee Benefits 764114‐6 ‐ ‐ ‐ ‐ 1,000 ‐ ‐ 1,000 SA‐UCI FOOD SERVICES ARAMARK ADMIN (SA10159) 764115Salaries & General Assistance 764115‐1/2 1.50 1 ‐ ‐ 81,253 ‐ ‐ 81,253 Supplies 764115‐3 ‐ ‐ ‐ ‐ 500 ‐ ‐ 500 Employee Benefits 764115‐6 ‐ ‐ ‐ ‐ 35,500 ‐ ‐ 35,500 Reserve for Salary Adjustments 764115‐8 ‐ ‐ ‐ ‐ 2,747 ‐ ‐ 2,747 SA‐FOOD SERVICE‐JAMBA JUICE 764116Salaries & General Assistance 764116‐1/2 ‐ ‐ ‐ ‐ 93,500 ‐ ‐ 93,500 Employee Benefits 764116‐6 ‐ ‐ ‐ ‐ 1,000 ‐ ‐ 1,000 SA‐FOOD SERVICE‐EYE INSTITU 764117Salaries & General Assistance 764117‐1/2 ‐ ‐ ‐ ‐ 9,500 ‐ ‐ 9,500 PAUL MERAGE STARBUCKS 764119Salaries & General Assistance 764119‐1/2 ‐ ‐ ‐ ‐ 214,000 ‐ ‐ 214,000 Employee Benefits 764119‐6 ‐ ‐ ‐ ‐ 3,000 ‐ ‐ 3,000 PAUL MERAGE CAFE 764120Salaries & General Assistance 764120‐1/2 1.00 1 ‐ ‐ 138,500 ‐ ‐ 138,500 Employee Benefits 764120‐6 ‐ ‐ ‐ ‐ 25,500 ‐ ‐ 25,500 SA‐FOOD SERVICE‐MESA COMMONS (SA10161) 764121Salaries & General Assistance 764121‐1/2 64.11 96 ‐ ‐ 2,151,500 ‐ ‐ 2,151,500 Employee Benefits 764121‐6 ‐ ‐ ‐ ‐ 1,272,000 ‐ ‐ 1,272,000 SA‐FOOD SERVICE‐PIPPIN (SA10162) 764122Salaries & General Assistance 764122‐1/2 49.12 96 ‐ ‐ 2,026,000 ‐ ‐ 2,026,000 Employee Benefits 764122‐6 ‐ ‐ ‐ ‐ 1,148,000 ‐ ‐ 1,148,000 SA‐FOOD SERVICE BRANDYWINE (SA10163) 764123Salaries & General Assistance 764123‐1/2 ‐ 6 ‐ ‐ ‐ ‐ ‐ ‐ Employee Benefits 764123‐6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ SA‐FOOD SERVICE STARBUCKS (SA10164) 764124Salaries & General Assistance 764124‐1/2 0.87 1 ‐ ‐ 338,000 ‐ ‐ 338,000 Employee Benefits 764124‐6 ‐ ‐ ‐ ‐ 21,000 ‐ ‐ 21,000 SA‐UCI FOOD SERVICE‐LAW SCH 764125Salaries & General Assistance 764125‐1/2 ‐ ‐ ‐ ‐ 28,500 ‐ ‐ 28,500 Employee Benefits 764125‐6 ‐ ‐ ‐ ‐ 500 ‐ ‐ 500 UNEX CAFÉ 764126Salaries & General Assistance 764126‐1/2 ‐ ‐ ‐ ‐ 30,500 ‐ ‐ 30,500 Employee Benefits 764126‐6 ‐ ‐ ‐ ‐ 500 ‐ ‐ 500 BIO SCI STARBUCKS 764127Salaries & General Assistance 764127‐1/2 ‐ ‐ ‐ ‐ 214,000 ‐ ‐ 214,000 Employee Benefits 764127‐6 ‐ ‐ ‐ ‐ 3,000 ‐ ‐ 3,000 SA‐UCI FOOD‐TAZA 764128Salaries & General Assistance 764128‐1/2 ‐ ‐ ‐ ‐ 36,000 ‐ ‐ 36,000 Employee Benefits 764128‐6 ‐ ‐ ‐ ‐ 500 ‐ ‐ 500

As of 10/27/17

32


SA Assessment


Total Operational Expenses 145.36 231 ‐ ‐ 37,424,211 ‐ ‐ ‐ 37,424,211


Carryforward Summary760136 ‐ ‐ 228 ‐ ‐ 228 760299 ‐ ‐ ‐ ‐ 78,831 78,831 764101 ‐ ‐ ‐ ‐ 16,417 16,417 764109 ‐ ‐ 1,116,018 ‐ ‐ 1,116,018 764111 ‐ ‐ 12,387 ‐ 7,288 19,675 764121 ‐ ‐ 2,734 ‐ ‐ 2,734

1,233,903

As of 10/27/17

33

Locations

147 UC Full-Time Employees

720 UC Student Employees

51 Aramark Full-Time Employees

24 Aramark Supervisors Managers

68 Aramark Shift Managers

Other - Contracted

Updated 8-30-17

Vacant

Bartenders (10)

HR Manager

Christine GenuinoAdministrative Assistant

Regina Alejo

Alcohol

Food Trucks

Off Campus Catering

Pepsi

Shift Manager

Cynthia Magana

Cristian Cedeno

Gisselle Rodriguez

Shift Manager

49 FTE

95 Students

Shift Manager

Mariyah Her

Shift Manager

Maria Rangel

Assistant Manager

UNIVERSITY OF CALIFORNIA, IRVINE

Chris Hernandez

Baker Manager

Votha KongEddie Alonso

8 Students

27 Students

2 FTE

56 Students

1 FTE

Anthill Pub & Grille

Scott Winterstein

Location Manager

Vacant

Sarai Ramirez

77 Students

Location Supervisor

Carlos Ortega

Pedro Mendoza

Assistant Manager

Shift ManagerAshley Meneses

Manager

Keanu Parrilla

7 Students

Moises Medina

Asst Catering Director

Sous Chef

Shift Manager

Gabby Ramirez

Catering Supervisor

Nancy Hernandez

Shift Manager

Ed Campos

TAZA @ Anteatery

Manuel Elizalde

Food Service Manager

10 Students

102 Students

66 FTE

Shift Manager

Sous Chef

Catering Supervisor

A2L Food Service Mgr

Helen Jang

Wendys

Jennifer Li

Sallie Petras

Bene's/Greens/Topios

Catering

Johnny Parratto

Catering Director

Vacant

Executive Chef

10 Students

Shift Manager

5 FTE

31 Students

Shift Manager

Shift Manager

1 Student

Food Svcs Supervisor

Vacant

Sous Chef

10 Students

Shift Manager

Synthia Desantiago

39 Students

37 Students

Shift Manager

Shift Manager

Vacant

Vacant

Location Supervisor

Sandra Lopez

Lesley Noguez

Shift Manager

Med Ed Café20/20 Café

Associate Director

Location Supervisor

Dulce Cervantes

Raelyn Guerreo

Shift Manager

Jessica Marroquin

Administrative Office

Lin Tang

Shift Manager

Vacant

Shift Manager

Robert Baez-Silva


Randi Johnson

Shift Manager

Office Manager

Lillian Abe

Hospitality & Dining ServicesLin Tang

Interim Director

ARAMARK

Sean Tedder

Food Service Director

Joe Poonpipat

Vacant

General Manager

Resident District Mgr

Marketing

Angel Lara

David Manske

Vacant

Executive Chef

Johnie Raveza

Kelsey Ortiz

Diana Serrano

Java City Kiosk

Maite Moreno

Location Supervisor

Mari Macias

Shift Manager

Sous Chef

Marissa Paredes


Maryann Adraincem


Felix Soto

Sous Chef

Stephanie Ho

Sous Chef

Ray Anciano

Sous Chef

Kit Swanson

Rhiannon Chavarria

Alexander Machuca


Espress Yourself Cart

Pippin & POD


Anteatery

Admin. AssistantExecutive Chef

Annie Barrows

Anna Lomibao


Café Espresso

Finance AssistantAndre Wong

Controller

Diana Flores

HR Manager

Long Bui

Lotus Thai

Marketing CoordinatorVacant

Marketing Program Mgr

Tyson Monagle

Admin. Assistant

Anna Son

Finance Assistant

Maint. EngineerOrlando Dalusong

Maint. Engineer

Contractor

Suly KeoJorge Reyes Garcia

Assistant DirectorAssistant Director

Sustain. Coordinator

Finance Assistant

Starbucks @ SC

Vicki Nguyen

Subway @ BC's

Amanda Reth VacantNathan Toyama

Jamba Juice

2 Students

Panda ExpressWahoo'sSubway @ Student Ctr

Vicki Voong

Au Bon PainStarbucks @ Bio Sci

Serena Yu

Bridge Café

Heather Galang

Chris Gonzalez

Shift Manager

Kaipo Tani

Location Supervisor

Irma Aguilar


Vacant

Shift Manager

Kaitlin Ruiz

Shift ManagerShift Manager

Maria MorenoVacant

Shift Manager Shift Manager

Cris Cruz

Location Manager

Isreal Hernandez

Production Manager

Martin Mondragon

Shift Manager

Shift Manager

16 Students

1 FTE

Adan Castillo


Angel Castillo Augie Pimentel

Mindy Ngo

Location ManagerFood Service Manager

Shift Manager

Katherine Navarro

Assistant Manager

Veronica Flores

Shift Manager

Location Supervisor

Daniel Palmerin

Production Manager

Shift Manager

Maria Calderon

Shift Manager

Jennifer Parman

10 Students

10 Students Vacant

Shift ManagerFood Svcs Supervisor

Location Manager

Juan Gonzalez

BC's Cavern

Vacant

Production Manager

Zot n Go Phoenix Grille

17 Students

Gottschalk POD

4 FTE

Assistant FSDLesley Noguez

Shift Manager

Sandra LopezVacant Jaqueline Ramirez

Bren Events Center

42 Students

Devanie Reitan

Einstein's ManagerCristian Nunez

Makayla Synak

Shift Manager

Victor Torres


Maria Velasquez

Location SupervisorFood Service Manager

Shift Manager

Shift Manager

Ricardo Casillas

Shift Manager

Danielle Rucker

Perla Lopez

Anteater Stadium

Shift Manager

34 Students

16 Students

Shift Manager

22 Students

General Manager

Lucero Sylvester

Location ManagerAlfredo Martinez

Location ManagerPanna Patel

Starbucks @ PM

23 Students

3 FTE

Shift Manager

Kitchen (10)

Vacant

9 Students

Shift Manager

Sidney Lacad

Shift ManagerFood Svcs Supervisor

Gerald Berzuela

Shift Manager

Location Manager

C3 Social Sciences

9 Students

Vacant

Shift ManagerMayra DeLaCruz

Production Manager

Shift Manager

Brenda Chow

Cyber A

Natalia Ramirez


Sonia Carrillo

Deanna Butler Jamison Flojo



Manny Elizalde

Location Supervisor

Kelly Kuehnert

Location Supervisor


Diana Gutierrez-Lira

Lamar Key

HOSPITALITY AND DINING SERVICES ORGANIZATIONAL CHART

Victor Valenzuela

8 FTE

Catering Supervisor

Rusty Caldwell

Catering Supervisor

Kayla Kusik

Catering Coordinator

Karen Douglas

34

AUXILIARYSERVICES

STUDENTAFFAIRSINFORMATIONTECHNOLOGY

S t u d e n t A f f a i r s I n f o r m a t i o n T e c h n o l o g y

I. VISION&MISSION

VISION

The visionof StudentAffairs Information Technology is to be an innovative, collaborative andnimblepartnerinprovidingtechnologysupporttoourcustomers.

MISSION

Toprovidethehighestqualitytechnicalsupportintheareasofdesktop,helpdesk,serveradministrationandsoftwaredevelopment.

CORECOMPETENCIESWebsiteandApplicationDevelopment,ProjectManagement,TechnologyResearchandReview,SolutionArchitect,ServerAdministration,DesktopandHelpDeskSupport.

II. WORKFORCE

MANAGEMENTTEAMWayneFields AssistantDirector,StudentAffairsInformationTechnologyAngelaHan OperationsSupervisor,StudentAffairsInformationTechnologyMarkusQuon Manager,SystemsDevelopment,StudentHousing

WayneJ.FieldsistheAssistantDirectorofStudentAffairsInformationTechnology(SAIT).HeactsastheliaisonbetweenStudentAffairsandtheOfficeofInformationTechnology(OIT).EachsupportteamthatreportstoWaynehasamanagerorlead.

STAFFCareer(FTE)

Filled: 16.00FTEProvision: 0.00FTE

CareerFTETotal: 16.00FTE

CareerHeadcount 16

Contract 1

StudentStaffITSupport&ProgrammingStaff: 17Employees

* AllemployeesarepartoftheOfficeofInformationalTechnology.


DesktopandhelpdesksupportforbothPCandMac,web/database/application/file/virtualizedserversupport,backup services, loanerequipmentmanagement, contentmanagement systemsupport,webandapplicationdevelopment,digitalsignagesupport,hardwareandsoftwarepurchases.

35

AUXILIARYSERVICES


IV. THOSESERVED

StudentAffairsInformationTechnologysupportstheOfficeoftheViceChancellor,StudentAffairsalongwith the Auxiliary Services units including: Student Life & Leadership, Housing, Hospitality & DiningServices, Student Center & Event Services, The Hill bookstore and Esports. Additionally, support isprovidedtotheWellnessHealth&CounselingServicescluster.StudentGovernment&StudentMediaand Campus Recreation are currently affiliates. Collaboration occurs with these departments. Directsupportisalsoperformedonanasneededbasis.

V. HISTORY

StudentAffairsInformationTechnologyhasbeenthroughseveralchangesovertheyears.InApril2009thecampusembarkeduponatechnologyconsolidation.TechnologysupportteamsfromStudentAffairs,Housing, Student Life& Leadership, Hospitality& Dining Services andWellness, Health& CounselingServicesweremergedintothenewlycreatedOfficeofInformationTechnology(OIT).StudentCenter&Event Services, The Hill bookstore, Student Government & Student Media, and Campus Recreationbecameaffiliates,meaningtheywouldnotbepartoftheconsolidationatthattime,butwouldcontinuetocollaboratewiththenewlyformedStudentAffairsInformationTechnology(SAIT).TheHillandStudentCenter&EventServicesjoinedOITinthesummerof2014butarenolongeraffiliates.Beginninginthefallof2016,SAITwelcomedtheadditionofEsportstoitssupportportfolio.SAITworkscloselywithallofthecommoditysupportteamsinOIT.SAITparticipatesandcollaboratesinmanyStudentAffairsmeetingsandgroups.

VI. LOCATION

115AldrichHallZOT:5180


FACILITIES

• Spaceincludes:o Fronthelpdesklocationo Repairserviceroomo 8officesincludingonecubicle

TECHNOLOGYServers,workstations,databases,datafiles,websites,customapplications

EQUIPMENTGolfcart,sparecomputerpartsandhardware,computerworkstationsandloanerequipment


BecauseofthePatriotActof2001StudentAffairsisrequiredtotrackallinternationalstudentsattendingUCIrvine.WedothisthroughSEVIS,StudentandExchangeVisitorInformationSystem(SEVIS).ThisisrunbytheDepartmentofHomelandSecurity.WeuseEllucian’sInternationalStudent&ScholarManagementapplication to manage the program. Student Affairs Information Technology works closely with theInternationalCenteronthisprocess.



• StudentAffairsAuxiliaryServicesGroup(SAAS)

36

AUXILIARYSERVICES


• StudentAffairsInformationTechnologyGroup(SATech)• HousingManagementTeam(HMT)• HousingChangeControlBoard(CCB)• Wellness,Health&CounselingServicesDirectorsGroup(unitdirectors)• CommencementAdvisoryCommittee• OITCampusITSecurityGroup• OITStudentandAcademicServiceLeadershipGroup(SASLeadership)• OITStudentandAcademicServiceManagersGroup(SASManagers)• OITLeadership• OITStaff• ComputerSupportCoordinatorsGroup(UC-CSC)

X. MAJORISSUES

• AginghardwareinseveralsupportedStudentAffairsdepartments• Overworkedexistingstaffwhohavetakenonextrajobresponsibilities• LackofcentralizedfundingandresourcestoadvancetechnologyinvariousareasofStudentAffairs• Agingoroutdatedapplicationsandwebsites

XI. MISCELLANEOUS

• TheStudentAffairsdivision,excludingEnrollmentServices,hasover550computersincludingbothPCandMacintosh.

• StudentAffairsInformationTechnologysupportsthecampusdigitalsignagesystemwhichisusedbyStudentAffairsResourceCenters,Esports,StudentCenter&EventServices,Engineering,theLibraries,EH&S, Social Ecology,Medical Education building, Humanities, SOAR, Financial Aid, Cross-CulturalCenter,CareerCenter,SchoolofBiologicalSciencesandothersastheyarebeingaddedacrossthecampus.


• ImplementationofaCommunityProviderapplicationwhichprovidesaneasymechanismtoprovidereferralstostudentsfortheWellness,HealthandCounselingcluster

• ImplementationoftheNoHoChildCareManagementsystem

• ImplementationofanemergencynotificationsystemforparentswhosechildrenareenrolledinChildCareServices

• BrandingupdateforvariouswebsitesundertheStudentAffairsdivision

• TemplateupdatesandconversiontoCascadeCMSfor90%oftheStudentAffairswebsites

• CompletedthemigrationtotheGitHubrepositoryforcodeversioningandstorage

• MigrationoftheStudentCenter&EventServicesserversovertotheOITdatacenter

• CompletedtheHousingTMAapplicationupgrade

• CompletedtheorderingoftheHousingrefreshworkstationstobereplacedaspartofanannualrefreshcycle

• Completedtheroll-outTenableSecurityCenterforalloftheStudentAffairsInformationTechnologymanagedserverassets

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• MigratedtheAdvocatebySymplicityapplicationtoanewsecuredmanagedfiletransferapplicationforStudentLife&Leadership

• CompletionthemigrationoftheHousingBigfixinstanceoverintotheOITinstance

• ImplementationofDUOmulti-factorauthenticationforRDPaccesstoHousingserversimprovingsecurity

• MigratedHousinghostsanddecommissionendoflifevirtualmachines

• CommissionedanewHousingdomaincontrollerreplacinganendoflifeserver

• MigratedthePhotoIDsystemfromStudentGovernment&StudentMediaovertoOIT

• ImplementedaWiQAccessManagementsystemandSelf-ServicekioskinMesaCourtTower

• ReplacedtheexistingSymplicityCareerTracksapplicationwithHandshakefortheCareerCenter

• ManagedthetechnologybuildoutoftheneweSportsArenaincluding80high-endgamingworkstations;10staffworkstations;gamingconsoles,digitalsignage,networksandgamingmanagementapplications

• Implementedamonthlydevelopertrainingsessionacrossthesupportteams

• IntroducedSCRUMmethodologytodevelopersinStudentAffairsandWellness,Health&CounselingServices

• UpgradedtheCommencementapplicationtostreamlineprocessesandimproveefficiency

• DigitizedthephysicalfilesofAVC/ChiefofStaffEdgarDormitorio

• ImplementedresponsivewebdesignintoOSCARspokeapplicationsimprovingaccessibility• CompletedUCPathreadinessforthePhotoIDsystem

XIII. 2017-18GOALS

• MigratetheStudentGovernment&StudentMediaserversfromon-premisetotheOITdatacenter• DigitizethephysicalfilesforStudentGovernment&StudentMedia,Veteran’sCenterand

InternationalCenter• SecuretheInternationalCenter’sISSMapplicationanddataaccordingtoOITSecurityprotocols• ExtendtheremediationprocessforallMediumandLowvulnerabilitieswithinTenableSecurity

Center• VirtualizetheWiQDoorACStomigratetotheOITdatacenter• MigrateallHousingbehindtheOITdatacenterfirewallandcollapsetheprivatenetwork• UpdatetheCenterforStudentWellnesswebsitetomakeitmoreresponsiveanddynamic• UpdatethetechnologyandpluginsfortheStepUpBystanderwebsite• CreateanentirelynewapplicationfortheRingRoadRides• UpgradetheChildCarewebsite• UpgradetheSATechwebsiteandwiki• Refresh25%ofstaffcomputersinHousingaspartoftheyearlyreplacementplantomaintain

currenttechnology• ImplementLeaseQueueofGFHARMSOneClickproject–thegraduateapplicationusedbystaff• Implementrestructuredsharedrivefolderstructure/collaborationspaceinHousing

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• MigrateStudentAffairs’“SA”ActiveDirectoryOIT’sADActiveDirectorymanagementfordesktopsandservers

• MigrateallStudentAffairswebsitesovertoOITcommodityhosting• MigrateStudentAffairs’SQL/MySQLServerhostingtoOITDBAcommodityteam• IntegrateOSCARwithStudentInformationSystem(SIS)/Banner• ConverttheStudentOrientationandCommencementapplicationstoAmazonWebServices(AWS)

XIV. AWARDS

Notavailable


Notapplicable

XVI. BUDGET

ConsolidatedintotheoperatingbudgetforAuxiliaryServices-AVCandtheOfficeofInformationTechnology

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STUDENTCENTER&EVENTSERVICES

S t u d e n t C e n t e r & E v e n t S e r v i c e s

I. VISION&MISSION

VISIONStudentCenter&EventServices(SCES)isaninvaluableresourcethatstrivestoprovideanexceptionalenvironmenttosupport,enrich,andenhancethelifeoftheUCIrvinecommunity.

MISSIONStudentCenter&EventServicesenhancestheuniversitysettinganditsacademicpurposesbyofferingprograms,servicesandactivitiesthatmeetthedynamicneedsofourstudents,faculty,staff,alumniandthegeneralpublic.Thedepartmentaccomplishesthisbyproviding:

• Studentinvolvementanddevelopmentopportunitiesthroughemploymentandmentoringthatpromotelearningbeyondtheclassroom.

• Year-roundconferenceandspecialeventproductionservices.• Facilities,programsandretailspacesthatcreateanenvironmentsupportiveofacademiclife

andsocialinteraction.

CORECOMPETENCIES• Flexibility

o Pricingo Customizations

• Varietyofprogramsandservices• Leadershipandmentoringopportunities(i.e.,levelsI-IV)• Diverseexpertise

The Core Competencies of Student Center & Event Services have a direct relationship with theestablished mission. The facilities offered throughout the Conference Center provide clients withflexibility and customization options not available in other arenas. The year-round services, specialeventsandprogrammingoptionsprovidethestudentswhoworkforStudentCenter&EventsServiceswith mentoring and leadership opportunities as well as giving the campus community at-large andOrange County in general an environment supportive of learning and social interaction. The diverseexpertise of the staff also supports the mission by providing the department with a variety ofperspectives and experiences to learn from and lead our organization in a positive, mission-drivendirection.

II. WORKFORCE

MANAGEMENTTEAMStaceyL.Murren DirectorAmyD.Schulz AssociateDirectorJosephAyoub AssistantDirectorDarylHan Manager,AVTechnologyServicesErinLane Manager,EventServicesBrianPetyo Manager,Marketing&AntMediaMehrnazEzzati Manager,BusinessAdministration/FinanceTonyGonzalez Manager,BuildingServices

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CareerHeadcount 54

StudentStaff 154Employees

Other 3BYAStudentCenterBoardPositions

ForOrganizationChart,seeendofSCESsection.

KEYELEMENTSOFENGAGEMENT• Staffretreats/meetings• Opportunitiesforprofessionaldevelopment• Baldrigetraining


• Roomscheduling(generalassignmentclassrooms,lecturehalls,conferenceroomsresidentialrooms,AnteaterCommunityResourceCenter(ACRC)meetingrooms,andspecialeventspaces)

• Eventplanning(arrangementofallonandoff-campusvendorservicesneededforeventso A comprehensive, one-stop events office is available for the campus community and off-

campusclientele. Services include facility tours,booking space,planning,ordering services,writingcontracts,managingeventsandbilling.

• ConferenceCenter• MonitoringandschedulingstudyloungesandareasaroundtheStudentCenter,andstudyspacesin

ACRCbeginningFall2017• Financialinstitutions(bothwalk-inservicecentersandATMs)• Visitor/BusinessCenter• TheUPSStore• EsportsArena• GlobalViewpointLounge• HillsideLounge• BloodDonorCenter• CenterforBlackCultures,Resources&Research• Office/retail space for a varietyof campus services (Bookstore, Starbucks, Jamba Juice, Zot-N-Go

Convenience Store, ASUCI, two food courts, the Pub, Housing Administrative Services, HealthEducation,CARE,Hospitality&DiningServices,StudentLifeandLeadership,LGBTResourceCenter,VeteranServices,InternationalCenter,GraduateResourceCenter,CounselingCenterAnnex,andUCIDining/Catering)

• Vending

IV. THOSESERVED

TheUCIStudentCenteriscommittedtoprovidingitsfacilitiestosupportawiderangeofactivitiesandeventsthatbringstudents,faculty,staffandalumnitogetherinaninvitingsetting.

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Ourclientbaseconsistsof:• Students:27%• Faculty/Staff:63%• Alumni/Community:10%

V. HISTORY

StudentCenter&EventServicesisaresultoftheJanuary2009mergingoftwodepartments:UCIStudentCenterandScheduling&ConferenceServices.Ahistoryofeachareafollows.

STUDENTCENTER

Phase I of the UCI Student Center opened in January 1981 and contained approximately 31,000assignablesquare feet (ASF).This initialphaseprovidedspacefor theUCIBookstore, lounges,gamesroom,foodservice,andoffices.

In1982,PhaseIIwascompletedandadded5,600ASFforretailoperations,aswellas4,000ASFformulti-purposemeetingrooms.

PhaseIIIexpansion,completedintheSpringof1990,addedapproximately80,000ASFtotheoriginalfacility.Constructedatacostof$24.5million,Phase IIIextensively renovated theexistingspaceandincreasedtheoverallUCIStudentCentertonearlysix times itsprevioussize.TheUCIStudentCentercurrentlycomprises114,000ASFor171,000grosssquarefeet(GSF).The1990expansionprovidedspaceforanewUCIBookstore,extensivefoodservices,multiplemeetingrooms,expandedoffices,avarietyoflounges,newretailspace,alargeauditoriumandexpandedspacefortheCross-CulturalCenter.

During the 2001 spring quarter, the UCI Student Center board and the Student Center staff, inconjunctionwith theASUCIelections,helda fee referendum todetermine if theStudentCenter feeshouldbeincreasedinordertoexpandthefacility.Thefeeinitiativewaspassedandtheoriginalfeeof$47.50 a quarterwas voted to increase by $89.00 a quarter to be assessedwhen the additionwascompleted.ThisPhaseIVexpansionwascompletedin2005.

VI. ORGANIZATIONALSTRUCTURESCHEDULING&CONFERENCESERVICES–1997

This department was comprised of three critical scheduling and event planning departments thatoperatedseparatelyprior to1997.TheStudentCenterReservationsOfficewasresponsible foreventcoordinationandschedulingofallStudentCenterconferencecenterspaceanditsadjacentRingMallareas. Campus Calendar scheduled general assignment classrooms and lecture hall spaces for non-academicevents,aswellascampusoutdooreventspace(RingMall,plazas,MesaField,PelennorField,Aldrich Park, etc.). Conference Services was responsible for scheduling and managing the summerresidentialconferencebusiness.Thesethreedepartmentsmergedin1996.

With the three departments now combined into one, a comprehensive, one-stop events office wasavailable for thecampuscommunityandoff-campusclientele.Services includefacility tours,bookingspace,planning,orderingservices,writingcontracts,managingeventsandbilling.

STUDENTCENTER&EVENTSERVICES–2009

Inordertogainadditionalefficiencies,Scheduling&ConferenceServices,StudentCenter,andaportionofHospitality&Dining Servicesmergedand formedStudentCenter&Event Services. In addition tocontinuingtoprovidealltheabove,serviceshaveexpandedtoincludebettermanagementofeventsinclassroomandlecturehalllocationsbyobtainingkeystomostcampusbuildingsandnowmanagingthe

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opening and securing of these offsite spaces booked by Student Center & Event Services. The staffcreatedavisionstatementanddepartmentalvalues.Adepartmentlogoandtaglinewerealsocreated.A “level” employment system was implemented to ensure cross training and fluidity of knowledgeamongstudentstaff.Inaddition,theoperatinghoursoftheStudentCenterwereextendedto7am–12am,sevendaysaweek,tooffermoreopportunitiesforourclienteletobookeventsandusetheStudentCenter’sfacilitiesandservices.

In2013, theNewkirkAlumniCenteropenedand the responsibilities forbooking for that facility andmanagingeventsassumedwerebytheteaminStudentCenter&EventServices.

In2016,theStudentCenterBoardandSCESsponsoredasuccessfulreferendumtocontinuestudentfeesthatweresettoexpirein2017.IntheSpring2016election,thestudentsvotedtocontinuepayingthefees.Therewasa25%returntoaidaddedtothisreferendum.

TheStudentCenterisnowapproximately300,000squarefeet.NewservicesthathavebeenbroughttotheStudentCentersincetheopeningofPhaseIV includeHousingAdministrativeServices,theVisitorCenter,LGBTResourceCenter,CARE,VeteranServices,theNewU,CounselingCenterAnnex,theCenterforBlackCultures,Resources&Research,andanexpandedfoodserviceoperation.

InFallof2017SCESaddedbookingstudyspaceandtwomeeting rooms inACRCto the inventoryofspacesitbooksandmanages.

VII. LOCATION

AdministrativeOfficesA311StudentCenterZOT:2050

VIII. ASSETSMajorfacilities,technologies,andequipment

FACILITIES• Space:

o StudentCenterbuilding:304,000sq.ft.o ConferenceCenter:49,675sq.ft.o Tenants:54,200sq.ft.o Services:5,540sq.ft.o Cross-CulturalCenter:7,694sq.ft.o SC&ES:4,315sq.ft.

TECHNOLOGY• Hiperwall• DigitalSignage• LEEDsCertifiedlighting• LEEDsCertifiedHVAC• HouseAV/Sound

o DohenyBeacho PacificBallroomo CrystalCoveAuditoriumo EmeraldBayo MossCoveo AlisoBeach

• HouseSoundo WoodsCove

• Lowwaterusebathroomfixtures,touchfree,andhydrationstation

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• BuildingWi-Fi• EnergyManagement/SolarPanels• OfficeTechnologies

o Mobiledeviceso Websiteo vEMS

• Enunciator/emergencycommunication• 900mHzRadioSystemtiedintocampussystem• Greencleaningsupplies• EventManagementSystem(EMS)–mainschedulingsoftware• ConferenceProgrammer(CP)–summerconference/housingschedulingsoftware• MeetingMatrix–roomdiagramsoftware• RoomViewer–roomdiagramsoftware• HelpDesk• TeamworkProjectManagement• CenterPediadepartmentalWiki• CourtyardStudyLoungeOnlineRoomReservationSystem

EQUIPMENTItemsvaluedat$10,000orhigherEventRelated

• FordFlex• Pipe&drape• Tradeshowbooths

BuildingRelated• Boxtruck• Hiperwall• Belltower• Audio/Visual(A/V)upgrade• Canopyinstallation• TerraceStageupgrade• StudentAffairsDonorWall• Lightingproject• ArtGallerySpace• SecurityCameras

IX. REGULATORYREQUIREMENTS

Programaffectedbymandate• Student Center & Event Services is not a grant or research fee funded department.

SC&ESisfundedby:1)UniversityRegistrationFee,2)StudentCenterfees,and3)generatingitsownincome.

Explanationofthemandate• TheUniversityRegistrationFee,a fee charged toall registered students to support student

servicesnotapartofinstruction,researchandpublicservice.Theseservicesincludeactivitiessuch as student health services, student mental health, social, cultural and recreationalprograms, and infrastructure improvements providing extracurricular benefits to students.

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TheUCIStudentCenterFeeisrequiredofallstudentsregardlessofthenumberofcoursestaken.ThefeeisusedtopaythedebtserviceonrevenuebondssoldtofinancetheconstructioncostsoftheUCIStudentCenter,andaportionofitsoperatingcosts.

Type(i.e.,Federal,state,municipal,oruniversitycodes/laws)/Agency:• UniversityofCalifornia

Source(includethespecificwebsitethatpointsdirectlytothemandatedlaw/codeORprovidethelaw/code/policynumber)

• http://www.budgetoffice.uci.edu/feesBO.html

X. ADVISORYCOMMITTEE(ifapplicable)

StudentCenterBoardChair JulianDaeVice-Chair AshleyGallardoSecretary MebinKuriakose

XI. MAJORISSUES

• Thenumberofrequestsforservicesatnochargeoratareducedrate,andexternaldepartments’demandsforspace

• Lackingversatilityincateringoptionsforclients• Unclearcampuspoliciesforimportanteventissues(alcohol,casinoevents)• Centerreachingcapacityforconferenceandofficespace• Summerconferencesratesremainingcompetitivewithmultipledepartments influencesandarea

hotels• SchedulingtheNewkirkAlumniCenter• RiskManagementpolicy/procedurechanges• Policyregulation• Campuspartnerschangingrateswithouradvancenotification• CampusOrganizationsOnlineLearning(COOL)Training

XII. MISCELLANEOUS

Notapplicable

XIII. 2016-17ACCOMPLISHMENTS

BUSINESSCOLLABORATIONS• LosAngelesRamsTrainingCampandHBOHardKnocks

SCES teamed up with Facilities Management, Transportation and Distribution Services, StudentHousing,Officeof InformationTechnology,UCIAthletics,TheBrenEventsCenter,andH&DStocoordinatetheLosAngelesRams’pre-seasontrainingcamp,theirovernightaccommodations,andotherplans.

• Homecoming

SCES, Alumni Association, University Advancement, H&DS, and Student Life & Leadership cametogetherinorganizingasuccessfulHomecomingcelebrationandfestivalforthousandsofalumni,students,faculty,staffandguestsattheBrenEventsCenter,NewarkAlumniCenter,StudentCenter,andAldrichPark.

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• AnteaterInvolvementFairWorked closely with Student Life & Leadership to manage booth reservations and equipmentrequestsforhundredsofregisteredcampusorganizationsduringtheannualAnteaterInvolvementFairwhereorganizationsshareinformationandrecruitnewmembersduringWelcomeWeek.

• MesaTowersRibbonCuttingIn collaboration with Student Affairs, Student Housing, and UCI Dining, SCES provided planningservices for the much-anticipated Mesa Towers grand opening event occurring outside TheAnteaterydininghall.

• CommunityRelationsCollaborativeAntMedia videography and photography teammembers presented at the Community RelationsCollaborativemeeting,amonthlymeetingfocusedonelevatingserviceopportunitiesandimprovingcommunicationstrategiesforcommunityoutreachprograms.

• StrategicCommunicationsFor cohesion in UCI’s brand identity across multiple and disparate services from the larger UCIcommunity,SCESmarketingattendsregularStrategicCommunicationsCouncilmeetingstodiscussbestpractices and share ideas for graphic standards,media resources, andotherUCImarketing,philanthropic,andpublicaffairsinitiatives.

• UCIEventsCouncilSCES event services team, including SCESmarketing and AntMedia team, joined Signature PartyRentalsandHospitalityandDiningServicesinpresentinganddiscussingbestpracticesandgeneralguidelinesforuniversityfunctions,meetings,eventsandconferencesonandoffcampus.TheeventwashostedbytheOfficeofSpecialEvents&Protocoltoensureaconsistentlevelofserviceatalluniversityevents.

• InstructionalTechnologyAdminFilmandMediaStudiesAntMediahaspartneredwithInstructionalTechnologyAdminofFilmandMediaStudiesMatthewMcCabeforthepurposeofprovidingstudentsbusiness-ready,hands-onexperienceintheareasofprofessional-gradephotographyalongwithliveeventandhigh-concept,narrativevideoproductions.

• Lauds&LaurelsatTheAnteaterySCEScoordinatedwithStudentAffairs,StudentHousing,Hospitality&Dining,UniversityAdvancementandtheAlumniAssociationforanextraordinarycelebrationhonoringUCI’sbest.

TEAMDEVELOPMENT• ACUI/NIRSA

ACUI/NIRSACollegiateMarketingInstitute(AssociationofCollegeUnionsInternational/NationalIntramural-RecreationalSportsAssociation)forbestpracticesinmarketingcampusresourcesandbuildingsupportforcampusfacilities.

• WACUBO

TheWesternAssociationofCollegeandUniversityBusinessOfficersisfourdaysofprofessionaldevelopmentandnetworkingforbusinessofficersinthewesternregion.Topicsfocusonmanagingoperatingandfiscalpressures,workplacecultures,cybersecurity,andbusinessstrategiesinuncertainmarkets.

• ACCED-IAssociationofCollegiateConferenceandEventsDirectorsInternationalisanimportanteducationaland networking experience for collegiate conference and events professionals. Finance hasbenefitted from the Budgeting & Finance Workshop with others attending the 37th annualconferenceinOrlando,Florida.

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• ACUIAssociation of CollegeUnions International for administrators of two- and four-year institutions.Discussionsincludecurrentresearch,industrytrends,bestpracticesandcorecompetencies.

• NASPAStudent Affairs Administrators in Higher Education centers on creating socially just and diversecommunitiesamidanewpresidentialadministrationandcongressionalleadership.Otherresearchfocusesonwaysadministrators and staff support student success through scholarshipandotherprogramming.

• NACUBONational Association of College and University Business Officers (NACUBO) is three days ofprofessionalnetworkingandinformationgatheringingeneralandspecializedareasforseasonedandaspiringbusinessofficers.

• EMSEventManagement System (EMS) annual conference forworkplace strategists, eventmanagers,registrars, and IT professionals converge on important industry trends for meeting and roomschedulingoptimization.

• ConflictManagementConflictManagementSkillsaided interestedplanners incommunicatingwithprofessionalismandtactunderdifficultorchallengingworkplacecircumstances.

• StaffRetreatStaffRetreatforstrategicwithdrawalfromdailyoperationstofocusteam’scollective intelligenceanddiversebackgroundstothetaskofbuildingaone-of-a-kindonlineintakeformdesignedwiththecustomerinmind.

• PCICompliancePCI DSS Security Awareness Training is now required on a yearly basis for any team memberconductingbusinesstransactionsviacreditcardpointofsalesystemusedforeventservicesfees.

• MPIForexclusivenetworking,leadershipopportunities,andeducationaldevelopmentwithinthelargestglobal association for meeting and event professionals, Student Center planners attend regularMeetingPlannersInternationalOrangeCountydinnermeetingsforindustrytrendsineventservices.

• ContinuedEducationCreditsEvent planning team is required to participate in at least one professional development activityresultinginanarrayofclassesontopicsincludingstressmanagement,conflictmanagement,timemanagementandeffectivecommunicationskills.

BUSINESSDEVELOPMENT• IACCJourney

ThereisadistinctpointofdifferentiationforInternationalAssociationofConferenceCentres(IACC)members. This exclusive distinction belongs to event venues that are recognized as best-in-classamongvenuesfromaroundtheworld.SomeexamplesincludetheUCLALuskinConferenceCenterand the UCLA Lake Arrowhead Conference Center. The IACC journey begins with an exhaustiveapplicationprocessfocusedonqualitystandardsintheareasoffoodandbeverageservice,guestaccommodations, conference center aesthetics, business services, technology offerings, staffdevelopment, social responsibilityand sustainability.The journeycontinueswitha sitevisit fromIACC representatives toexamine theunique characteristics and levelof service thatdefineUCI’sguestexperience.

• SiteVisits

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Best-practicesitevisitsallowtheSCESteamtoevaluatehigh-performancepeerorganizations.Thisyear,financeandmeetingplannerteamsvisitedtheUCLALuskinConferenceCenterandmetwiththeUCLASummerResidentialteam.MarketingconsultedwithUCLALakeArrowheadConferenceCenterdirector.ThesevisitsandconsultationsprovidenetworkingopportunitiesandoftencatalyzenewstrategicobjectivesandprocessimprovementsatSCES.Inthiscase,write-upsaredraftedandmuchofwhatwasdiscoveredprovidedusefulinsightintotheIACCjourney,itsvalue,andabetterunderstandingoftheUCIConferenceCenter’spositioninthegreaterconferencecenterindustry.

• AntMediaVideographyandPhotographyo AntMediakeepspacewiththedigitalmediarevolutionasrevenuessteadilyclimb.o Thebillablenumberofphotographyandvideographyjobsforfiscalyear2015-16onrecordis64

(roundingto$26,000inrevenue).o Thebillablenumberofphotographyandvideographyjobsforfiscalyear2016-17todateis112

(roundingto$30,000inrevenue)withthreeofthebusiestmonthsremainingintheaccountingperiod.

Result=75%increaseinnumberofbillablejobstodate

Projected=80%(conservative)*and100%(aggressive)*increaseinnumberofbillablejobstotal

o Thetotalnumberofnon-billablephotosandvideosforfiscalyear2015-16onrecordis25.o Thetotalnumberofnon-billablephotosandvideosforfiscalyear2016-17onrecordis26with

fourmonthsremainingintheaccountingperiod.

Result=4%increaseinnumberofnon-billablejobstodate.

Projected=4%increaseinnumberofnon-billablejobstotal(wedonotexpecttoincreasenon-billable projects beyond single digits, and it is not likely to increase in the three monthsremaining.)

*Conservativeprojectionassumesno sudden increase inpricepoints,minimalmarketingandadvertising efforts, and little to no new product or service launches). Aggressive projectionassumespossiblepriceincreases,moderatetohighlevelsofmarketingandadvertisingefforts,andpotentiallyonenewproduct/servicelaunch.

o High double-digit increases in percentage of billable photography and videography jobs isprojectedintheyearahead.Theincreaseisdueinparttorecentequipmentpurchases—alreadyrealizingareturnoninvestment.Wenowcontractsimultaneousjobswherewewerelimitedtoonebefore.Additionally,wecannowcontractlargereventsrequiringmultiplecameraangles.Withtheadditionof100%FTEs,contractsandotherresources,highdouble-digitreturnssimilartopreviousyear’sgrowthareexpected.

o AntMediaresultsbasedoninformationdatedMarch3,2017.

FACILITYENHANCEMENTS• EsportsArena

Aidedinnegotiations,demolitionandconstructionoftheZotZoneGamesRoomconversionmakingspaceforthemuch-anticipatedEsportsArenaonUCIcampus.

• CenterforBlackCultures,Resources&ResearchConvertedCourtyardStudyLoungespacetoenhancethespacefortheCenterforBlackCultures,Resources&ResearchandtowelcomeDirectorÀdísàÀjàmútotheStudentCenter.

• Cross-CulturalCenterRemodeledinteriorspacesintheCross-CulturalCentertoincludeneededelectricalinnewflooring,renovationsforacontemporarylookandfeel,andnewofficespacetosupporttheirmissionofintellectualexchangeandcommunityengagementoutsideUCI’sclassrooms.

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• EmeraldHallwayGrandEntrywayRedesignedEmeraldHallwaygrandentrywaytoStudentCenterwithelegantlyframedAnselAdamsphotography,classicwainscotandmolding,newflooringandfreshpainttransformingmulti-functionall-purposespaceintoaninvitingdestination.

• WaterBreachRecoveryChilledwaterbreachflooddamagerequiringcoordinationwithdining,campusinspector,firesafety,repaircontractorandfacilitiesareongoingthroughoutphaseIIoftherestoration.

• GreaseTrapResolvedgreasetrapissuewithlowcostsolution.

• StudentLife&LeadershipEnhancedStudentLife&Leadershipwithnewoffice,improvedsignageandgeneralaestheticimprovementsthroughoutthesuite.

• AntMediaAntMediaStudiosisanewrevenue-generatingmediafranchiseoncampusbuildingabookablecycloramafilmsetwithprofessionallighting,audiorecordingboothforinstructionalvideosandotherstudentorfacultyprojects,spaceforfilmscreenings,andofficespaceforvideographyandphotographyediting.Thisservicehasseena40%growthrateinoneyear.

• PhaseIIDigitalSignageAphaseIIinitiative,digitalroomsignshelpeliminateconfusionbyshowingroomschedulesoutsidetheWoods,Cove,Lido,andCrescentsmeetingrooms.AlldataisfedviaEventManagementsoftwareforreal-timedataeliminatingpaperandworkloads.

• StarbucksPatioStarbuckscustomersenjoyadeliciouscupofcoffeeandthefreshscentoforangeblossomsandCaliforniastrawberriesontheStarbuckspatio.Thecounty’snamesakecitrus,alongwithlemonandlimetrees,wasaddedbySCES–possiblyafirstatUCI–withalow-pressure,low-volumedrip-irrigationsystemandlandscapingthatincludedsafetyguardrailrepairsandfreshpaint.

• FurnitureFaceliftReupholsteredover50%ofSCESinteriorfurnitureasacost-effectivealternativetopurchasingnewwithenvironmentalsustainabilityanadditionalbenefit.

TECHNOLOGY• Wi-Fi

IncreasedWi-FibandwidththroughoutTheCenterforenhancedreception.Thisupgradewillreducecustomer care issues with an emphasis on providing the best customer experience possible.IncreasedWi-Ficapabilitiesalsoaidsfull-timeandstudentworkforcewhorelyonWi-Ficonnectivitythroughouttheworkdayforroutinetasks.

• CamerasSafetyforallcampusguestsandtheentireSCESteamisthefirstkeytoprovidingqualityservice.Foroptimalcoverage, installationofapproximately40safetycamerasthroughouttheStudentCenterhasbegun.Thecamerasarebeinginstalledbeginningwiththemostcriticalareasfirstthenfinishingwiththeleastcriticalareas.SCEShasidentifiedsixcriticalareasascriticalforphaseI installation.Phase II consists of testing operations, after which the remaining cameras will be installed andactivated.

• 30-TerabytePowerDesigned, built and configured a dedicated enterprise-scaled server for growing AntMediavideographyandphotographyunit,oneofthelargestmediausersoncampuswithexceptionallyhighdemands.

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• 7-PointSolutionsPilot7-PointSolutions isan integratedmobilesolutionforfacilityandeventservices.Operationsteamreceivesreal-timeinformationoneventsetups,servicerequests,diagrams,dailytasks,last-minutechanges,specialalerts,maintenancenotesandimportantimages.Ifthepilotissuccessful,SCESwilleliminatetheneedforprintedOperationsreportsthatcanquicklybecomeoutdated,andSCESwillhavebetteranalyticsonequipmentandstaffingutilization.

FINANCE• Developedanexcelspreadsheettoautomaticallycalculateeventinvoicetotalsbyserviceproviders;

previouslythiswasbeingdonemanuallyforeacheventinvoice.

• PaperlessProcessDevelopedprocesstomanageeventinvoicesthroughsystemswehaveavailable,thuseliminatingtheneedforpaper.

• PALCardProcessConsistencyamongteamtoattachbackupforPALCardtransactions,andreporttimelinessresultinginamoreaccurateandcontrolledprocess.

• SummerConferenceBillingProceduresSetupprojectnumbersforeachindividualconferenceforbettertrackingofassociatedincome.Thisallowsbillingtooccurimmediatelyaftertheconferenceversusattheendoftheentireconferenceseason.

Developedconsistentprocess for follow-upandcollectionofoutstanding invoices resulting inan80%reductionofinvoices60+daysoutstanding.

• RamsBillingWorking&coordinatingwithmultipledivisionstofinalizebilling.

• RateIncreasesInanefforttoreclaimrevenueduetothereturntoaidreductioninstudentfees,therewererateincreases for someConferenceCenter services.This included roomrental rates increasingby5%(averageof$14),a$3increaseinhourlylaborratesfordepartmentalandoff-campusclients,andalate change fee for event modifications requested less than 10 days out. These rates had notincreasedsincethefacilityreopenedin2007afterPhase4construction.

ATTENTION-GRABBINGEVENTS2016

July–September2016RamsPre-seasonTrainingCampandHBOHardKnocksProduction

SeptemberEsportsArenaLaunchMesaCourtTowersandTheAnteateryGrandOpeningUCCounselorConferenceNursingWelcomingCeremony

OctoberStepOutWalktoStopDiabetes–AmericanDiabetesAssociationRaceandPolicingSymposiumMiloYiannopoulos@UCI

DecemberRunforaClausWinterWonderlandRevisited

50

AUXILIARYSERVICES


2017February

2017ScienceOlympiadMarch

21stAnnualChildren’sWaterEducationFestivalTheNationalRegistryofExonerationsHumanSecurityAwardLauds&LaurelsatTheAnteatery

SOCIETALRESPONSIBILITYANDSUSTAINABILITY• ElectricVehicles

Two new flatbed industrial carts, two multi-passenger carts with seatbelt restraints, and twotransport electric carts replaced outdated fleet of golf carts with safer, energy-efficient electricvehicles.

• HVACAirHandlersEliminatedwastefulenergyloadsbyinstallingnewairhandlercoilsthroughoutTheCenter’sroof-mountedandotherHVACsystems.

• Wall-mountedRefillStationsInstalledtwowall-mounteddrinkingfountainandbottlefillingstationsforanADA-compliantdesigncombiningenergysavings,systemdiagnosticsandtouchless-sensor-activatedbottlefillerandGreenTickerthatcountsthenumberofbottlessavedfromlandfills.

• LandscapingLow-pressure,low-volume,andlow-saturationdrip-irrigationsystemsattheCross-CulturalCenter,StarbucksPatio,andaroundTheCenterare low-costandlow-maintenancesolutionstoproblemsassociatedwithover-watering.Lesswateratlowersaturationlevelstranslatestolesswearandtearonsurroundingbuildingsandstructures.

• RenewableEnergySurveyResultsWiththeinstallationofthenewConnecTable™SolarPoweredChargingTablesontheStudentCenterTerrace,apost-installationsurveywasdeployedtothestudentpopulation.

VALUEADD:TOTAL$1.362MILLION

SCESteamaddsimmeasurablevaluetothecampusbyextendingresourcesoftime,labor,andknowledgeas unbillable or, at times, incalculable. Where possible, this intangible value is expressed in dollaramounts.

Totalvalueaddedintheprimaryareasofeventservices,creativeservices,operations,andmaintenanceaccountfor$1.362milliontodateandisexpectedtototalapproximately$2millionbyyearendthatwillnotbebilled.

Someexamplesinclude,butarenotlimitedto:• AuxiliaryServicesyear-in-reviewproduction • WellnessBuildingReferendumcreative• AntMediavideographyandphotography • EventServicesforRegisteredCampusOrganizations• Unbillableleaseagreements• Freeutilities• EnforcingEH&Sfoodpermitguidelines

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AUXILIARYSERVICES


• GeneralAssignmentClassroomsandlecturehallcoordination• AdministeringRingMallandplazaspacesforstudentorganizations• Insurancerequirementscompliance• Waivedlatebookingfees• Parkingordersubmissions• FacilitiesManagementordersforregisteredcampusorganizationsandcampusdepartments

XIV. 2017-18GOALS

• ONLINEINTAKEFORM(EVENTIVE):ReimagineFullyAutomatedOnlineIntakeFormSCESisreimaginingafullyautomatedonlineintakeformthatallowsConferenceCentergueststorequestproposalsandreservespaceonline,anytimeandanywheretheyareconnectedtotheInternet.

Thereispresentlynoout-of-the-boxsolutionthatfullyservicestheuniquedemandsofSCES.

• CAPEAWARD–CaliforniaAwardsforPerformanceExcellence:PrepareforQualityImprovementAwardSCESintendstoapplynosoonerthanMarch2018andnolaterthanMarch2019*

TheCaliforniaCouncilforExcellenceawardsCaliforniacompanieswhohavedemonstratedacultureofcontinuousqualityimprovement.

BasedontheBaldrigeFrameworkforPerformanceExcellence,honoreesarerecognizedfortheiroutstandingcommitmenttosustainableexcellencethroughinnovation,continuousimprovementandvisionaryleadership.

*ApplicationsubmissioncontingentuponOnlineIntakeFormandotherprocessimprovements.

• CENTERPEDIAREBUILD:RebuildandCompleteCenterPediaCenterPedia,SCES’hubforknowledgemanagement,isbeingrebuilttointegrateandalignstrategicgoalsandkeyperformanceindicatorsfromeachunittotheorganizationasawhole.

XV. AWARDS

• Recognition:Recertifiedasaone-stopshopbyACCED-I.• 2015EnergyEfficiencyandSustainabilityBestPracticeAward

XVI. STUDENTLEARNINGOUTCOMES

2016-17Updates:

StudentEmployees/PeerEducatorsCollaborativeAssessmentPROFESSIONAL&ADMINISTRATIVESKILLS

Students participating in Student Center student employment training will directly demonstrateproblem-solving,professionalpolicy,team,valuingdiversity,andcommunicationskillsthroughtrainingexercises.PartofSTUDENTEMPLOYEE/PEEREDUCATORCollaborativeAssessment.

Measured By: Direct assessment: observation with rubric (e.g., demonstration, performance,presentation),Directassessment:productwithrubric(e.g.,portfolio,writingsample,journal)

Results:TheStudentEmployee/PeerEducatorProgramwaseffectivelyrolledintotheLevelingProgramLevel4.SeeSCESLearningOutcomefortheLeadershipDevelopmentLearningDomain.


52

AUXILIARYSERVICES


3-month,6-month,1-yearProfessionalDevelopmentLevelingProgramPROFESSIONAL&ADMINISTRATIVESKILLS

Students participating in the Professional Development Leveling Programs Levels 1 and 2 willdemonstrateProfessionalandAdministrativeskillsneeded to functioneffectively in their respectivedepartment(mediaservices,audiovisualdepartment,operations,finance,HR,maintenance,oreventplanning)nowandinfutureprofessionalsettings.

MeasuredBy:Directassessment:observationwithrubric(e.g.,demonstration,performance,presentation);Posttests,Archival(e.g.,documentreviews);Checklist,One-on-oneinterview(s);Other

Results:67studentsparticpatedintheL1andL2LevelingPrograms45L2promotions.L2promotionsincludedtitlesofBuildingLead/VisitorCenter,BuildingLead,AVTech/EventLead,Reservationist,Videographer,Photographer.100%completionoftheSCESApproachtoQualityServicetrainingwithscoresofatleast89%.L2testscoresaveraged86%.LearningDimensionScoresaveraged12outof16forasubsetofparticpantsintheareasofProblemSolving&DecisionMaking,IntegrityandProfessionalism,CollaborationandTeamwork,andCommunication.


1-year,2-yearProfessionalDevelopmentLevelingProgramsLEADERSHIPDEVELOPMENT

StudentsparticipatingintheProfessionalDevelopmentLevelingProgramslevels3and4willdemonstrateessentialLeadershipskillsneededtofunctioneffectivelyintheirrespectivedepartment(mediaservices,audiovisualdepartment,operations,finance,HR,maintenance,oreventplanning)nowandinfutureprofessionalsettings.

MeasuredBy:Directassessment:observationwithrubric(e.g.,demonstration,performance,presentation);posttests;archival(e.g.,documentreviews);checklist;other

Results:Confirmed23studentsparticpatedintheL3andL4LevelingPrograms:20L3promotionswithtitle“CrewLeader”;3L4promotionswithtitle“StudentLead.”Partialcompletionofnewlydeployed“pre”testscoresshowsa63%average.


2017-18:

StudentLevelingProgram–Levels1and2of4PROFESSIONAL&ADMINISTRATIVESKILLS

Students participating in the Professional Development Leveling Programs levels 1 and 2 willdemonstrateProfessionalandAdministrativeskillsneeded to functioneffectively in their respectivedepartment(mediaservices,audiovisualdepartment,operations,finance,HR,maintenance,oreventplanning)nowandinfutureprofessionalsettings.

MeasuredBy:Directassessment:productorobservationwithoutrubric;one-on-oneinterviews;preandposttests;checklist

Results:TobereportedSummer2018


53

AUXILIARYSERVICES


StudentLevelingProgram–Levels3and4of4LEADERSHIPDEVELOPMENT

StudentsparticipatingintheProfessionalDevelopmentLevelingProgramslevels3and4willdemonstrateessentialLeadershipskillsneededtofunctioneffectivelyintheirrespectivedepartment(mediaservices,audiovisualdepartment,operations,finance,HR,maintenance,oreventplanning)nowandinfutureprofessionalsettings.

MeasuredBy:Directassessment:productorobservationwithoutrubric;one-on-oneinterviews;preandposttests



54


SA Assessment


Sources of FundsUCI STUDENT CENTER/REG FEE 683100 638,471 ‐ ‐ ‐ ‐ 638,471 UNIVERSITY CENTER STUDENT FEES 101738‐S903 ‐ ‐ ‐ 8,713,000 ‐ 8,713,000 CALENDAR OFFICE 683002‐S697 ‐ ‐ ‐ ‐ ‐ ‐ STUDENT CENTER CONT FEE 683100‐S903 ‐ ‐ ‐ 3,559,000 ‐ 3,559,000 SUMMER CONFERENCE 762090‐S857 ‐ ‐ 1,029,000 ‐ ‐ 1,029,000 STUDENT CENTER‐NEWKIRK CTR 764008‐3900 ‐ ‐ 25,000 ‐ ‐ 25,000 UCI STUDENT CENTER ‐ 'EATER 764017‐S886 ‐ ‐ 150,000 ‐ ‐ 150,000 UCI STUDENT CENTER ‐ ADMINI 764020‐3900 ‐ ‐ 398,000 ‐ ‐ 398,000 UCI STUDENT CENTER ‐ ADMINI 764020‐S899 ‐ ‐ ‐ ‐ ‐ ‐ UCI STUDENT CENTER‐HOUSEKEE 764022‐3900 ‐ ‐ 130,000 ‐ ‐ 130,000 UCI STUDENT CENTER ‐ ATM 764030‐S899 ‐ ‐ 175,000 ‐ ‐ 175,000 UCI STUDENT CENTER‐MAINTENA 764031‐3900 ‐ ‐ 35,000 ‐ ‐ 35,000 UCI STUDENT CENTER‐EVENT SE 764032‐3900 ‐ ‐ 30,000 ‐ ‐ 30,000 UCI STUDENT CENTER‐EVENT SE 764032‐S902 ‐ ‐ 70,000 ‐ ‐ 70,000 UCI STUDENT CENTER‐EVENT OP 764033‐3900 ‐ ‐ 1,000,000 ‐ ‐ 1,000,000 UCI STUDENT CENTER‐EVENT OP 764033‐S902 ‐ ‐ 400,000 ‐ ‐ 400,000 UCI STUDENT CENTER ‐‐S903 ‐ ‐ 6,643,000 ‐ 6,643,000

Total Sources of Funds 638,471 ‐ 10,085,000 12,272,000 ‐ ‐ 22,995,471 3% 0% 44% 53% 0% 0%

Operational ExpensesNET‐UCI STUDENT CENTER STUDENT FEES (UC01738) 101738Debt Service 101738‐8 ‐ ‐ ‐ ‐ ‐ 4,513,500 ‐ 4,513,500 Major Maintenance 101738‐8 ‐ ‐ ‐ ‐ ‐ 1,115,500 ‐ 1,115,500 Unallocated 101738‐8 ‐ ‐ ‐ ‐ ‐ 3,084,000 ‐ 3,084,000 CALENDAR OFFICE (OS11188) 683002 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Supplies 683002‐3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ UCI STUDENT CENTER/REG FEE (SF10996) 683100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Supplies 683100‐3 ‐ ‐ 290,471 ‐ ‐ ‐ ‐ 290,471 Assessment ‐ Debt Refinance 683100‐7 ‐ ‐ 348,000 ‐ ‐ ‐ ‐ 348,000 Unallocated 683100‐8 ‐ ‐ ‐ ‐ ‐ 3,559,000 ‐ 3,559,000 UCI STUDENT CENTER‐CROSS CULT CTR FAC. 764002 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Expenses 764002‐7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ UCI STUDENT CENTER ‐ ADMINISTRATION (SA10134) 764020 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 764020‐1/2 11.00 11 ‐ ‐ 1,081,242 ‐ ‐ 1,081,242 Supplies 764020‐3 ‐ ‐ ‐ ‐ 701,500 ‐ ‐ 701,500 IT Refresh Program 764020‐4 ‐ ‐ ‐ ‐ 106,000 ‐ ‐ 106,000

Student Center & Event ServicesFY 2017‐2018

XVI. BUDGET


Auxiliary Services

As of 10/27/17

55


SA Assessment


Employee Benefits 764020‐6 ‐ ‐ ‐ ‐ 504,500 ‐ ‐ 504,500 Assessment 764020‐7 ‐ ‐ ‐ ‐ 1,797,500 ‐ ‐ 1,797,500 Assessment ‐ UCOP 764020‐7 ‐ ‐ ‐ ‐ 48,500 ‐ ‐ 48,500 Utilities 764020‐7 ‐ ‐ ‐ ‐ 412,000 ‐ ‐ 412,000 Assessment ‐ OIT 764020‐7 ‐ ‐ ‐ ‐ 254,000 ‐ ‐ 254,000 Reserve for Salary Adjustments 764020‐8 ‐ ‐ ‐ ‐ 16,758 ‐ ‐ 16,758 UCI STUDENT CENTER‐HOUSEKEEPING (SA10135) 764022 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 764022‐1/2 19.00 19 ‐ ‐ 745,542 ‐ ‐ 745,542 Equipment & Facilities 764022‐4 ‐ ‐ ‐ ‐ 22,000 ‐ ‐ 22,000 Employee Benefits 764022‐6 ‐ ‐ ‐ ‐ 558,500 ‐ ‐ 558,500 General Expenses 764022‐7 ‐ ‐ ‐ ‐ 110,000 ‐ ‐ 110,000 Reserve for Salary Adjustments 764022‐8 ‐ ‐ ‐ ‐ 56,958 ‐ ‐ 56,958 UCI STUDENT CENTER‐MAINTENANCE (SA10138) 764031 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 764031‐1/2 7.00 7 ‐ ‐ 437,645 ‐ ‐ 437,645 Maintenance 764031‐3 ‐ ‐ ‐ ‐ 97,000 ‐ ‐ 97,000 Employee Benefits 764031‐6 ‐ ‐ ‐ ‐ 217,000 ‐ ‐ 217,000 Utilities 764031‐7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Reserve for Salary Adjustments 764031‐8 ‐ ‐ ‐ ‐ 5,355 ‐ ‐ 5,355 UCI STUDENT CENTER‐EVENT PLANNING (SA10139) 764032 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 764032‐1/2 13.00 13 ‐ ‐ 908,374 ‐ ‐ 908,374 Supplies 764032‐3 ‐ ‐ ‐ ‐ 77,000 ‐ ‐ 77,000 Employee Benefits 764032‐6 ‐ ‐ ‐ ‐ 415,000 ‐ ‐ 415,000 Reserve for Salary Adjustments 764032‐8 ‐ ‐ ‐ ‐ (374) ‐ ‐ (374) UCI STUDENT CENTER‐EVENT OPERATIONS (SA10140) 764033 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 764033‐1/2 6.00 6 ‐ ‐ 1,145,542 ‐ ‐ 1,145,542 Supplies 764033‐3 ‐ ‐ ‐ ‐ 161,500 ‐ ‐ 161,500 Employee Benefits 764033‐6 ‐ ‐ ‐ ‐ 203,000 ‐ ‐ 203,000 Reserve for Salary Adjustments 764033‐8 ‐ ‐ ‐ ‐ 2,958 ‐ ‐ 2,958

Total Operational Expenses 56.00 56 638,471 ‐ 10,085,000 12,272,000 ‐ ‐ 22,995,471


Carryforward Summary683002 ‐ ‐ 338,602 ‐ ‐ 338,602 683100 ‐ ‐ ‐ ‐ 15,486 15,486 764020 ‐ ‐ 79,207 ‐ ‐ 79,207 764017 ‐ ‐ 1,332 ‐ ‐ 1,332 764034 ‐ ‐ ‐ ‐ 1,844 1,844 101738 ‐ ‐ ‐ 23,031,501 ‐ 23,031,501

23,467,971

As of 10/27/17

56

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57

AUXILIARYSERVICES

STUDENTGOVERNMENT&STUDENTMEDIA

S t u d e n t G o v e r n m e n t

I. VISION&MISSION

VISIONTobetheStandard–tobethepremierStudentGovernmentinthenation.Westrivetobe:

• Relevant–studentsvalueusbecauseweidentifyandsatisfycurrentstudentneedsandwants.• Influential–theuniversityactivelyseeksourinputregardingissuesthatmattertostudents.• Innovative–wecreatenewideasthatarefreshandforward-thinking.• Independent–wewillalwaysbeagovernmentbyandforthestudents.

Values• Dedication• Integrity• Communication• Cooperation• Enthusiasm

MISSION

StudentGovernment

Torepresenttheinterestsofthestudentbodythroughinitiatives,programs,andservicesthatenrichstudents’lives.

AssociatedStudents,UCI(ASUCI)

ASUCIistheundergraduatestudentrepresentativebodywhichactsasaliaisonbetweentheUCIrvineadministration, facultyandstaff.ASUCI iscomprisedof threebranchesofgovernment:Executive (fiveelected at-large members and approximately 50 commissioners), Senate (approximately 28 electedmembersintheSenate),andtheJudicialBoard(sevenappointedmembers).GuidedbytheirConstitutionandBylaws, these student representativesmanagean$21.35per studentquarterly fee that supportsstudent life activities, advocacy programs, publications/communication, professional support andessentialcampusservices.

TheASUCIOfficeofthePresidentischargedwithensuringthegeneralwell-beingoftheundergraduatestudent body, in addition to all communications and public relations for ASUCI. This Office is alsoresponsible for the Student Programming Funding Board that allocates over $100,000 in funding forcampusorganizationsaswellasvoterregistrationinitiatives.

TheASUCIOfficeofAcademicAffairsisresponsibleforproducingASUCI'sSpeakersandDebateProgram,whichcreateseventssuchastheBillNyeLectureattheStudentCenterPacificBallroom,whichattractedover 800 UC Irvine students. ASUCI promotes student retention through the Anteater MentorshipProgram,whichisastudent-runandfacilitatedmentorshipprogramwithover250participatingstudents.(Studentsreceiveacademiccreditforservingasamentor.)Thisofficealsoencouragesstudent-facultyinteractionthroughmonthlyProfessorLuncheons.ThisofficeisalsoresponsiblefortheVisionsLeadershipClass,aleadershiptrainingprogramthatfocusesonindividualreflection,group,andsocietalchange.

TheASUCIOfficeof InternalAffairs isresponsibleforpromotingandfillingthevarietyofcampus-widecommitteeseatsavailabletostudents,includingtheBusLoveBoard,StudentCenterBoard,BrenBoard,andARCBoard.AlsoproducedbythisOfficearetheGreenInitiativeFund(T.G.I.F.),whichadministers

58

AUXILIARYSERVICES


over$100,000to“green”projectsoncampus;theVendorFair;theGardenInitiative;varioustaskforces,andastudentadvisoryboardchargedwithoverseeingASUCIbusinesses.

The ASUCI Office of the External Vice President is responsible for all external action education andoutreachefforts for thecampus.ASUCIparticipates in theUniversityofCaliforniaStudentAssociation(UCSA),andthisOfficesendsrepresentativestoparticipateinthemonthlymeetingsandparticipatesinsystem-wideadvocacyefforts.

TheASUCIOfficeofStudentServicesisresponsibleforallprogramsandactivitiesforstudents,includingfilm screenings, spirit events, concerts, festivals and student organization mixers, Welcome Week,Shocktoberfest,SoulsticeandSummerlands.

AssociatedGraduateStudents(AGS)

Associated Graduate Students (AGS) is run by the AGS Council, a group of elected volunteerrepresentativesfromeachacademicunit.TheCouncilissupportedbyanappointedExecutiveBoardandvarious staff and committee positions. The President, elected by the at large graduate student body,headstheExecutiveBoardandservesasthecentralrepresentationofAGSanditsCouncil.

AssociationofMedicalStudents(AMS)

TheAssociatedMedical Students (AMS) is theofficial StudentGovernmentofmedical studentsatUCIrvine.

MerageStudentAssociation(MSA)

MerageStudentAssociationistheofficialStudentGovernmentofthePaulMerageSchoolofBusiness.

StudentBarAssociation(SBA)

TheStudentBarAssociationistheofficialStudentGovernmentoftheUCIrvineLawSchool.

StudentMedia

Student Media includes the Columbia Press Association Award-winning UCI Yearbook, Anthology;AlternativeMedia;campusradiostation,KUCIFM;campusdigitaltelevisionstation,AnteaterTV;andtheNewUniversitycampusnewspaper.

CORECOMPETENCIES

InterpersonalDevelopment

Theabilitytodevelopandsustainproductiverelationshipsthrougheffectivelycommunicating,manageconflictsrespectfully,andtoworkcollaborativelywithdiversepopulations.

SocialResponsibility

Topromotesocialjusticeandimprovethelivesofallcommunitiesbothlocallyandgloballythroughcivicengagement,concernforthecommongoodandknowledgeofsocialissues.

AdministrativeSkills

Todevelopskillsinprofessionalism,supervision,andtimemanagementontopofbasicskillstofunctionefficientlyandeffectivelyintheworkplace.

ValuingDiversity

Developanunderstandingofourdifferencesaswellasoursimilaritiesthatenrichourcoreandprovideusthefoundationtobuildamoresociallyjustworld.

59

AUXILIARYSERVICES


EthicalDecision-Making

Tocriticallyweighalloptionsinlightofvaluessuchasrespect,fairness,integrity,honesty,civility,andaccountabilitybeforetakingaction.

II. WORKFORCE

MANAGEMENTTEAMStephanieVanGinkel ExecutiveDirectorRobertSchummSr. AssistantDirector,Financial&BusinessOperationsNatashaMonnereau AssistantDirector,Events&StudentProgrammingAaronEchols AssistantDirector,InformationSystems


CareerHeadcount 17

StudentStaff 215(includesAnteaterExpress,NewUniversityandallpaidstudentleadershippositionsinASUCI&AGS)

Other Volunteers:Approximately300

ForOrganizationChart,seeendofStudentGovernment&StudentMediasection.


CLUBANDORGANIZATIONACCOUNTING

The ASUCI Business Office provides banking and accounting services to over 700 registered campusorganizations.

ANTEATEREXPRESS

TheAnteaterExpresstransitprogram,runbyASUCI,providescampustransittoallstudents,staff,andaffiliatedmembersoftheUCIrvinecommunity.Theprogramisthefirstofitskindinthenationtorunafullelectricfleetof20beginningFall2017.

Thisprogramfacilitatescampus-wideeffortstoreducetrafficandimproveairqualitywithfixedroutestomore than 50 designated stops on and near campus. Anteater Express carried 2,172,104 passengersduring FY 16-17 at a cost of $2,814,742 which equates to $52.87 per revenue hour and $1.29 perpassengertrip.AnteaterExpressalsoprovidescampusgroupsanddepartmentswiththeabilitytocharter,andadvertiseon,AnteaterExpressbusesatcompetitiverates.

AnteaterExpressoperatestenrouteswhich include:CaminodelSol,ArroyoVista,MainCampus,ParkWest-Carlson, Vista del Campo, Vista del Campo Norte, Irvine Spectrum Saturday Service, District-DiamondJamboreeFridayService,ACCCombined,ParkWestSummerService,andACCSummerService.AnteaterExpressiscurrentlypursuingadditionalroutingoptionstodestinationsbeyondthecampuscore.

AnteaterExpressprovidesahostofclient-centricresourcestoenhancethepassengerexperience.Thisincludeselectronicresourceslikeaninteractivewebsitewithlivemaps,mobilephoneapplications,real-timeGPSwith SMS arrival predictions, and passenger occupancy data. Additionally, Anteater Expressoffers time tables located at each stop, digital destination signs on buses to indicate route, and busshelterswithintegratedWiFi.

60

AUXILIARYSERVICES


AnteaterExpressemploysover115students,whoinadditiontodrivingbuses,providegeneralsupportincluding,butnot limited to, administrative functions,driver training, and fieldoperations.Newhiresundergouptothreeweeksofintensetrainingtoensurethattheyarepreparedfortheresponsibilityoftransporting the campus community in a safe andprofessionalmanner. In addition,Anteater Expressdrivers are continually evaluated and required to participate in ongoing training to ensure that theyremainsafeandproficientbehindthewheel.AllofthisprovidesAnteaterExpressstudentemployeeswithastrongfoundationforsuccessintheirfutureendeavors.

OperationalFunding

AnteaterExpressisfundedbythesecampuspartners:TheBusLoveInitiativeFund,MeasureS,AmericanCampusCommunities,Transportation&DistributionServices,UniversityExtension,andUndergraduateHousing.

DISCOUNTTICKETS

ASUCI’s Discount Ticket program offers discount tickets to Regal cinema, Universal Studios, MagicMountain,SeaWorld,Knott'sBerryFarm,BearMountainResorts,andmoreatpricesthatarebelowretailforallstudents,staff,andfaculty.

MARKETING,MARQUEE,LARGE-FORMATPRINTINGSERVICES

TheASML(AssociatedStudentsMediaLab)istherebrandingoftheASUCImarketingteamcomprisedofa staffmemberand internswhooverseeallASUCImarketingefforts, includingusageofASUCI’s largeformatprinterandStudentCenterMarqueeforusebycampusdepartmentsandstudentorganizationstoadvertisetheireventsandservices.TheASMLincludescustomprintanddesignandothermarketingservicesbothon-andoff-campus.

THEGREENINITIATIVEFUND(T.G.I.F)

InSpring2009,studentsvotedtoassessthemselves$3.50/quartertofundvariouscapitalandeducationalprojectsatUCIrvine.Yearly,theBoardallocatesover$120,000inawardsforvarious“green”projectsoncampusbystudents.

VENDORFAIR

ASUCIhostsfourVendorFairseachyear,receivingover30applicationsforparticipationineachFair.Thisprogram generates approximately $25,000 of revenue to support the increased costs of StudentGovernmentprogramsinabsenceofanASUCIfeeincrease.

WELCOMEWEEK

With a different event each day and/or night of the week, ASUCI provides a variety of programs toentertainUC Irvine studentsandhelpget to knowUC Irvineand createopportunities for interaction.MajoreventshaveincludedtheannualWorldRecord-Breakingevent,WelcomeWeekConcert,ScreenontheGreen(movie),OpenHouse,andadorm-readyshoppingevent.

FREEFILMSANDMUSIC

Ongoingevents,suchprogramsas“NoonTunes”(noontimeconcerts)andFreeFilmscreenings.

IV. THOSESERVED

StudentGovernment&StudentMediaservestheundergraduateandgraduatestudentbody,which isquite diverse. While the mission of Student Government & Student Media is to serve students, theorganizationwelcomesinvolvementfromfaculty,staff,andalumni,andmakesgreateffortstoincludetheminitsservicesandprograms.

V. HISTORY

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AUXILIARYSERVICES


In1965-1966,over50studentsservedonthreecommittees(HonorCode,Constitution,andActivities),whichwasthegenesisofASUCI.AfterafailedattempttoratifyaconstitutioninSpring1966,onNovember18,1966,thefirstASUCIConstitutionandfee($7quarter)wereapprovedwith74.6%affirmativevoteofthe1,141studentswhovoted.ChancellorDanielG.Aldrichrecognizedtheelectionasvalidandthereforeauthorizedtheestablishmentofboth.

OnMay19,1972,TheRegentsreaffirmedthattheAssociatedStudentsontheseveralcampusesoftheUniversity are official units of the University “exercising authorities concerning student affairs bydelegationsfromTheRegents,thePresident,andtheChancellors,andthatthePresidentcancontinuetotakealladministrativeactionwhichisnecessaryorappropriatetotreattheAssociatedStudentsandallof theiractivitiesas integralpartsof theUniversity, including, inparticular, stepsnecessary to secureexemptionfromtaxesonpropertyadministeredbyASUC’sandfromgovernmentpermitsandfeesfortheiractivitiesandactionstoconfirmthatemployeesoftheAssociatedStudentsareemployeesoftheUniversity.”

OnOctober8,1972,TheRegentsauthorizedtheASUCIfeetoincreaseto$8perquarter.OnFebruary14,1973,TheRegentsauthorizedtheASUCIfeetoincreaseto$9perquarter.In1981,TheRegentsauthorizedthefeetoincreaseto$13perquarter.AndonJuly18,1996,TheRegentsauthorizedthefeetoincreaseto$18perquarter.

In Fall 1976, thegraduate students separated fromASUCI forming theirownorganization,AssociatedGraduate Students. Their current fee is $9 per student per quarter (excluding graduate business andmedicalstudentswhopay$14perstudentperquarter.

VI. LOCATION

G-244StudentCenterZOT:1375


FACILITIESThemainoffice isonthesecondflooroftheStudentCenterG-Building.AnteaterExpressvehiclesareparkedinLot36.Thereisacargotrailer,whichisusedtosupportAnteaterExpressshuttleoperationsatthe Lot aswell as dualmobile lifts at FacilitiesManagement to service the fleet. TheNewUniversityoperationislocatedonthefirstflooroftheStudentCenterC-Building.TheAnteaterExpressoperationsarelocatedattheBisonModular.KUCIoperationsarelocatedinamodularnearBioSciencesjustbelowRingMallnearMesaRoad.

TECHNOLOGYOwnandoperatetheStudentCenterMarquees.

EQUIPMENTHave21(20electricandonehydrogenfuel-cell)transitvehiclesandthreesupportvehicles.


There are several regulatory requirements for Anteater Express. We are responsible for maintainingpaperworkpertainingtoourannualCHPandDMVaudits.WeensurethattheAnteaterExpressshuttleprogrammeets its obligations under federal and state law bymaintaining records and implementingrequiredsafetyprogramsthatallowourdepartmenttoissuecommerciallicensestoemployeesofUCI.Also,wefollowallstateandfederalrequirementsforemissionsstandards.


62

AUXILIARYSERVICES



Notapplicable

X. MAJORISSUES

StudentGovernment&StudentMediarealizesthatinordertobethemosteffectiveatservingstudentsduringatoughbudgettime,weneedtoexpandourfull-timestafftoensurewehavethetimetodevotetovariousstudentinitiatedprojectsandevents.UCCampuses,suchasUCBerkeley,UCSantaBarbara,andUCLA,receivehundredsmoredollarsperstudent,allowingthemtooffermoreUniversity-sponsoredprogramsandservices.UCSantaBarbara’sStudentGovernment (ASUCSB)hasmore than23 full-timestaff members, which oversee a variety of functions including media, publications, programmingadvisement,technology,administration,businessoffice,communityaffairsandabikeshop.WeoperatemanyofthesameprogramswithonlyninestaffmembersthatsupportASUCIandAGSfunctions(notincludingAnteaterExpressandStudentMedia),withmanyofthoseworkingdualpositionsforsupport.We hope to expand our services offered by Student Government so that UC Irvine students receivecomparablestudentlifeexperiencesastheirpeersatotherUCs.

Wehaveseenadramaticdropinsupportforourprogramsduetothepooreconomyandstatefinancialsupport,whichmeansASUCIhashadtosubsidizeprogramsthathavetraditionallybeensupportedbycampuspartners.Forexample,ShocktoberfestwasdesignedasapartnershipbetweenStudentHousing,StudentAffairsandStudentGovernmenttoofferstudentsanalcohol-freewaytocelebrateHalloween;however,wecurrentlyunderwriteallofthecostsfortheprogram.

TheNewUniversityschoolnewspaperhasundergoneaseverebudgetcutduetodecreasedrevenuefromon-andoff-campusadvertisers.Sevenyearsago,welaidoffonepositionandeliminatedthreepositions.Currently,wehaveoneemployeedoingalloftheadvertisingsales,invoicing,production/layoutdesignandbusinessofficework,downfromfouremployeessixyearsago.Thenewspaperranareferendumthatdidpassandthiswillassistintheprintingoperationsofthenewspaper.However,duetothesunsettingofthereferendumanddecreasedrevenuethatcannolongersupportoperationalcosts,onJune30,2018theNewUniversitywillceaseallprintoperationsduringits50thAnniversaryyearandtransitiontoonline.

TheASUCIAnteaterExpressprogram’scostshaveincreasedeachyear,whichhaveresultedintheneedfor increased subsidies from campus departments who sponsor various routes: Transportation andDistributionServices,UndergraduateHousing,AmericanCampusCommunities,UniversityExtension,andthe Registration Fee. However, we have seenmany of these subsidies decrease in recent years. TheAnteaterExpressranareferendumthatwassuccessfullypassed,allowingforthepurchaseofanewfleet,whichhasbeenneededaswellasassistinginadditionalcosts.

XI. MISCELLANEOUS

None


OVERALLDEPARTMENTALACCOMPLISHMENTS• CompletedallassessmentsforStudentLearningOutcomesandwillbecompilingdataforfinalreview

inthelaterpartof2017• Metallbudgetaryobligationsandgoalsfortheyear

STUDENTMEDIA• KUCIsuccessfullyrecruitedandtrainedover45newstudentDJs,whichallowedthestationtoreplace

communityprogramswithstudent-facilitatedprograms.

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AUXILIARYSERVICES


• KUCIreachedthe$10,000goalduringFall&Springon-airfunddrive.• NewUniversity published 32 successful editions by providing a completely new layout aswell as

movingtowardsadigitaloperation.

ASUCI• Garneredover$20,000insponsorshipsandin-kinddonationsthroughouttheyearforalleventsand

programming• ProducedsomeofUCIrvine’smostpopularevents–WelcomeWeek,Shocktoberfest,Homecoming,

SoulsticeandSummerlandswithattendancesat5,000students,staffandfacultypereventandsellingoutthethreemajorevents

• Worked togetherwithAGSon various lobbyingprojects for continued student support towards amoretransparentuniversity

• Successfullycompleteda2-yearvoterinitiativecampaign

AGS• SuccessfullyhostedtheAGSSymposiumwithgraduatestudentsfromvariousdisciplineswhowere

abletopresenttheirresearchtofacultyandfellowstudents.Awardsweregiveninvariousareasofresearchtothesestudents.

• Doubledthenumberofeventsforgradstudentstosocialize,networkandworktogetherontobuildtheirvariouscommunities.

ANTEATEREXPRESS• ProvidedovertwomillionpassengertripstotheUCIrvinecommunity• BeganconstructiononthenewhomeofAnteaterExpressinLot36• Beganthemanufacturingofthenewall-electricfleetof20tobedeliveredFall2017

PARTNERSHIPS• ASUCI currently administrates all Dean of Students funding boards, including the Multicultural

ProgramsFundingBoard,Dean’sFund,andCommunityServiceFundingBoards. • ASUCIhaspartneredwithAthleticsandUCIDiningtohostseveralmajorralliesthroughtheyearto

supportvariousmen’sandwomen’ssports.Eventshaveresultedinseveralrecord-highattendances(over1,000)forMen’sBasketballinthelastthreeyears.

• ASUCI partnered with the UCI Alumni Association to jointly plan Homecoming each year, andcontributestowarditsentertainmentcostoftheoutdoorfestivaleachyear.Thisannualweek-longaward-winningprogramwascreatedtoenergizethecampuswithspiritforUCIAthletics.

• HousingandASUCIhavemergedWelcomeWeekplanstofocusourstudentsoncampusinvolvement.Majorevents includetheWelcomeWeekconcert,ScreenontheGreen(movie),OpenHouse,UCIGiveBackandashoppingshuttle.

• ShocktoberfestisaFallcelebrationforundergraduateUCIstudents.Thiseventhasgonethroughanumber of iterations through the years, but the consistent intention has been the creation of avanguard student life program to foster a sense of community. In its most recent format,Shocktoberfest partnered with Athletics’ Midnight Magic program to kick off the UCI Basketballseasonandserveasacatalystforcampusspirit.Thiseventisatruecampuscollaboration,plannedbyacampus-widecommitteewithover20representativesfromvariousdepartments.

XIII. 2017-18GOALS

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AUXILIARYSERVICES


RESOURCEBUILDINGANDMANAGEMENT• Increasefinancialandspaceresourcestoaccommodatenewprojects,servicesandevents• MakeinternalStudentGovernmentprocessesclear,direct,user-friendlyandwell-communicatedso

thatwecanbestsupporttheworkofourstudentleaders• ContinuetorestructureStudentGovernment&StudentMediaforbetterefficiencyandeffectiveness

oftheoverallpro-team• Continuetowardthegoalofafullydigitalandpaperless-basedoperation• InstituteafullyelectricAnteaterExpressfleetandservicesthatremainoncampus

CREATINGACULTUREOFEXCELLENCEANDACCOUNTABILITY• Buildaccountabilitystructuressuchthatstudentsareheldaccountabletothehighstandardstheyset

foroneanother• Createandimplementuser-friendly,regular,andsystematicmechanismstogarnerstudentfeedback

onprograms,services,andadvocacyefforts• BringStudentGovernment&StudentMediatotheforefrontofbestpracticesinallareas

STRATEGICCOMMUNICATIONSANDPARTNERSHIPS• Compile and communicate our expectations of campus administration and how they can best

incorporateStudentGovernment&StudentMediafeedbackintotheirdecision-makingprocesses• Improvecommunication–bothinternalandexternal–sothatwehaveastrong,unified,andwell-

coordinatedstatementofwhoweareandwhatwearedoing• Establishnewandleverageexistingcampusandexternalrelationshipsinordertocontinuetoexpand

ourreach• Continue toworkwith otherUCs’ StudentGovernment& StudentMedia units to seewhat their

currentstateis,aswellaswhattheirfutureentails,tocollaborateefficienciesthroughouttheUC

XIV. AWARDS

NewUniversity–variouswritingawards


2016-17Updates:

ASUCIExecutiveCabinetLEADERSHIPDEVELOPMENT

As a result of participating inASUCI, the2015-2016ExecutiveCabinetwill be able to articulate self-reporteddevelopment in leadershipasdemonstratedbyanalyzing instances throughout the yearbycompletingapre-andpost-reflectionessayintheFallQuarter2015andSpringQuarter2016.

MeasuredBy:directassessment(norubric)

Results:Pending


AnthologyEditorialTeamandStudentTeamLEADERSHIPDEVELOPMENT

65

AUXILIARYSERVICES


AsaresultofparticipatingontheAnthologyEditorialTeam,theEditorsandwillbeabletoarticulatetheirpersonaldevelopmentinleadershipasdemonstratedbycompletinga1-2pagepersonalreflectionessayintheFallQuarter2015,WinterQuarter2016,andSpringQuarter2016.


Results:Pending


ASMediaLabInternProgramPROFESSIONAL&ADMINISTRATIVESKILLS

AsaresultoftrainingonthecreationoftheShocktoberfest2015marketingcampaigncooperatively,graphicdesign&marketinginternswillbeabletodemonstratetheirknowledgeofdevelopinganeventmarketingcampaignbycreatingaSummerlands2016marketingcampaignwithminimalguidance.

MeasuredBy:directassessment(norubric),tests(pre-andpost-)

Results:Pending


StudentGovernment&StudentMediaConciergeTeamPROFESSIONAL&ADMINISTRATIVESKILLS

AsaresultofcompletingtheStudentGovernment&StudentMediaConciergeTrainingProgramintheFallQuarter2015,Conciergeswillbeabletodemonstratethe7SkillstoEffectiveClientServicebypassingawrittenquizintheFallQuarter2015andapopquizintheWinter/SpringQuarter2016atminimum90percent.

MeasuredBy:tests(pre-andpost-)

Results:Pending


KUCIDJProgramPROFESSIONAL&ADMINISTRATIVESKILLS

AsaresultofparticipatingintheKUCITrainingProgram,DJsandshowhostswillbeabletodemonstratetheirknowledgeintheproficiencyofFCCRegulations,stationpolicies,anduseofthestudioequipmentby passing a written test for FCC Regulations and station policies knowledge as well as for studioequipmentknowledgeatminimum80percent.


Results:Pending


StudentDJsPROFESSIONAL&ADMINISTRATIVESKILLS



66

AUXILIARYSERVICES


Results:Pending


NewUniversityEditorialTeamPROFESSIONAL&ADMINISTRATIVESKILLS

AsaresultofparticipatingontheNewUniversityEditorialTeam,theNewUniversityEditorialBoardandaccompanyingstaffwillbeable todemonstrateavisualunderstandingandskillofnewspaper layouttechniquesbyallowingfornomorethanonemajorlayoutmistakebySpringQuarter2016Week1.


Results:Pending


OfficeofEqualOpportunityandDiversityWorkshop,andAnteaterExpressFieldSupervisorPosition

DIVERSITY&GLOBALCONSCIOUSNESS

As a result of participating in theOffice of EqualOpportunity andDiversity (OEOD)workshop, FieldSupervisorswillbeabletodemonstratethekeyskillsnecessarytoprovideasupportiveandsafeworkingenvironmentbyidentifyinghowtheyhaveappliedthekeyskillstotheworkplaceandtheirlivesoutsideofworkthroughthecompletionofareflectionresponse.

MeasuredBy:Survey/questionnaire(postonly)

Results:Pending


2017-18:

ConciergePROFESSIONAL&ADMINISTRATIVESKILLS

AsaresultofcompletingtheStudentGovernment&StudentMediaConciergeTrainingPrograminthebeginningoftheWinterQuarter2018,Conciergeswillbeabletodemonstrateskillsintimemanagement,communication,andprofessionalismthroughobservationofperformancethroughtheremainingWinterQuarter2018andreceivingaminimumofaBaveragegradeinspecifiedareasofobservation.

MeasuredBy:Directassessment:product(observation)withrubricResults:Tobereportedsummer2018Use:Refiningprogram;providingstudentfeedback;reportingresults

ASUCILeadershipLEADERSHIPDEVELOPMENT

AsaresultofparticipatinginASUCI,the2017-2018Leadershipwillbeabletoarticulateself-reporteddevelopmentinleadershipasdemonstratedbyanalyzinggoalssetthroughouttheyearbycompletingapre-,active-,andpost-goalreportintheFallQuarter2017,WinterQuarter2018,andSpringQuarter2018.MeasuredBy:Directassessment(product)withoutrubricResults:Tobereportedsummer2018

67

AUXILIARYSERVICES


Use:Refiningprogram;providingstudentfeedback;reportingresults

AnteaterExpressDIVERSITY&GLOBALCONSCIOUSNESS

As a result of participating in theOffice of EqualOpportunity andDiversity (OEOD)workshop, FieldSupervisorswillbeabletodemonstratethekeyskillsnecessarytoprovideasupportiveandsafeworkingenvironmentbyidentifyinghowtheyhaveappliedthekeyskillstotheworkplaceandtheirlivesoutsideofworkthroughthecompletionofareflectionresponse.

MeasuredBy:Directassessment(product)withrubric


Use:Refiningprogram;reportingresults

Anthology-Yearbook

LEADERSHIPDEVELOPMENT

AsaresultofparticipatingontheAnthologyeditorialandstudentteams,theeditorsandwillbeabletoarticulatetheirpersonaldevelopmentinleadershipasdemonstratedbycompletinga1-to2-pagepersonalreflectionessayintheFallQuarter2017,WinterQuarter2018,andSpringQuarter2018.MeasuredBy:Directassessment(product)withrubricResults:TobereportedSummer2018Use:Refiningprogram;reportingresults

ASMediaLab-ASML

PROFESSIONAL&ADMINISTRATIVESKILLS

Asa resultof trainingon the creationof theShocktoberfest2017marketing campaign cooperatively,graphicdesign&marketinginternswillbeabletodemonstratetheirknowledgeofdevelopinganeventmarketingcampaignbycreatingaSummerlands2018marketingcampaignwithminimalguidance.

MeasuredBy:Directassessment(product)withrubricResults:TobereportedUse:Reportingresults

KUCI–RadioStation



MeasuredBy:PosttestsResults:TobereportedSummer2018Use:Refiningprogram;providingstudentfeedback;reportingresults

68


SA Assessment


Sources of FundsSA/ANTEATER EXPRESS 683107 ‐ ‐ 2,126,000 ‐ 113,700 2,239,700 STUDENT GOVERNMENT 683200 52,866 68,765 ‐ 233,000 ‐ 354,631 SA/KUCI RADIO STATION 683220 113,745 ‐ ‐ ‐ ‐ 7,000 120,745 SA/ANTEATER EXPRESS 683107‐3900 ‐ ‐ 157,000 ‐ ‐ 157,000 Anteater Express 683107‐S364 ‐ ‐ 1,272,000 ‐ ‐ 1,272,000 Student Government 683200‐R115 ‐ ‐ ‐ 1,537,000 ‐ 1,537,000

Total Sources of Funds 166,611 68,765 1,429,000 3,896,000 ‐ 120,700 5,681,076 3% 1% 25% 69% 0% 2%

Operational ExpensesAnteater Express ‐‐3 ‐ ‐ ‐ ‐ ‐ 1,710,000 ‐ 1,710,000 Measure S ‐‐3 ‐ ‐ ‐ ‐ ‐ 416,000 ‐ 416,000 Measure U ‐‐3 ‐ ‐ ‐ ‐ ‐ 51,000 ‐ 51,000 TGIF ‐‐3 ‐ ‐ ‐ ‐ ‐ 182,000 ‐ 182,000 SA/ANTEATER EXPRESS (OS11880) 683107 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683107‐1/2 6.71 6 ‐ ‐ 1,076,788 ‐ ‐ 1,076,788 Supplies 683107‐3 ‐ ‐ ‐ ‐ 157,000 ‐ ‐ 120,700 277,700 Employee Benefits 683107‐6 ‐ ‐ ‐ ‐ 161,000 ‐ ‐ 161,000 Unallocated 683107‐8 ‐ ‐ ‐ ‐ 34,212 ‐ ‐ 34,212 STUDENT GOVERNMENT (OS11348 SF11030 SF11031) 683200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683200‐1/2 9.29 10 52,866 68,765 ‐ 1,113,527 ‐ 1,235,158 Supplies 683200‐3 ‐ ‐ ‐ ‐ ‐ 220,000 ‐ 220,000 Employee Benefits 683200‐6 ‐ ‐ ‐ ‐ ‐ 216,000 ‐ 216,000 Reserve for Salary Adjustments 683200‐8 ‐ ‐ ‐ ‐ ‐ (12,527) ‐ (12,527) Unallocated 683200‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ SA/KUCI RADIO STATION (SF11032) 683220 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683220‐1/2 1.00 1 113,745 ‐ ‐ ‐ ‐ 113,745

Total Operational Expenses 17.00 17 166,611 68,765 1,429,000 3,896,000 ‐ 120,700 5,681,076


Carryforward Summary‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐

Student GovernmentFY 2017‐2018

XVI. BUDGET


Auxiliary Services

As of 10/27/17

69

YEARBOOKExecutive Director

Stephanie Van Ginkel

BroadcastCoordinator/

Manager, KUCIKevin Stockdale

Publications Manager,New University/

Anthology/Alternative Media

Natasha Monnereau

Marketing ManagerNancy Herrera

GeneralManager,

Anteater ExpressTim Rudek

Web DeveloperTaylor Penner

Aaron Echols

AMSGASUCI

AGS

Last Revised 8/17/17

SBAMSA

YEARBOOKKUCI

NEW U

ANT T.V.ALT MEDIA

YEARBOOKNEW U

ALT MEDIA Organizational Chart

Human ResourcesManager

Miriam To�elmier

InterimAssistant Director,Events & Student

ProgrammingNatasha Monnereau

Assistant Director,Financial & Business

Operations

Assistant Director,Information

SystemsRobert Schumm

Business ServiceO�cer

Kathy Stephens

OperationsSpecialist

Khajika Soyoltulga

Peejay TiratiraAssistant

Operations Manager

Annelise DowneyAssistant

Operations Manager

Daniel PyensonAssistant

Operations Manager

Randall ShumAssistant

Operations Manager

Julio RiveraOperations Lead

Ravyn JenkinsOperations Lead

Amrita DhinsaOperations Lead

Heather DickOperations Lead

All Operation Leads report to all Assitant OperationsManagers based on scheduled shift.

70

Tim RudekGeneral Manager

Stephanie N. Van GinkelExecutive Director

Student Government &Student Media

Last Revised 6/15/16

Organizational Chart

Peejay TiratiraAssistant

Operations Manager

Annelise DowneyAssistant

Operations Manager

Daniel PyensonAssistant

Operations Manager

Randall ShumAssistant

Operations Manager

Julio RiveraOperations Lead

Ravyn JenkinsOperations Lead

Amrita DhinsaOperations Lead

110 StudentsShuttle Drivers/Trainers

Heather DickOperations Lead

All Operation Leads report to all Assitant OperationsManagers based on scheduled shift.

All Student Drivers/Trainers report to all Operations Leadsbased on scheduled shift.

71

AUXILIARYSERVICES

STUDENTHOUSING

S t u d e n t H o u s i n g

I. VISION&MISSION

VISION

CreatingPlacestothriveandconnect.

www.housing.uci.edu/about/Mission.html

MISSION

Student centered communities that promote academic success, safety and wellness, personaldevelopment,andengagement.

www.housing.uci.edu/about/Mission.html

CORECOMPETENCIESCore Competencies in Student Housing are based in our ability to create living-learningenvironmentsthatsupportasuccessfultransitiontocollegeandcontinuedacademicandpersonaldevelopmentthroughoutastudent’seducationatUCIrvine.Thedesignofourcommunities,stafftraining,serviceofferings,andresidentiallifeprogrammingpromoteacademicsuccess,individualwellness, thedevelopmentof support social networks, community engagement, and a senseofbelonging–bothinahousingcommunityandinthelargerUCIcommunity.Successfulliving-learningenvironmentsaresupportedbyanarrayofcompetenciesexhibitedacrossfunctionalareaswithinStudentHousing.FacilitiesManagement

• Expertise toanalyzeroutineandcriticalmaintenanceneeds fora facilityportfolioof2.8million square feet, based upon the principles of parity, consistency, reliability andefficiency.

• Financialdecision-makingbaseduponabalanceoftechnicalrequirementsandcustomerneeds.

• Management of a large workforce of maintenance and custodial staff to meet clientexpectations.

• Collaboration with campus safety partners to mitigate risks and rapidly addressmaintenanceissues

ResidentialEducationandLeadershipDevelopment• Training of workforce around the Housing core mission and foundational values

(Communication,Diversity,Integrity,Leadership,Learning,ServicesandTeamwork).• Developingservicesandprogramsthatreflectacommitmenttocustomerservice,ourcore

values,andstudentacademicsuccess.• Expertisetodesignprogramsandinvolvementopportunitiesthatpromotedefinedlearning

outcomesforresidentialstudents,withparticularemphasisonthetransitiontocollege,aswellaslaterdevelopmentalmilestones.

• Residence life paraprofessional and professional staff are trained, at varied levels, inemergencyandcrisisresponse,withanemphasisonpartneringwiththeCounselingandStudentHealthCenters.

72

AUXILIARYSERVICES

STUDENTHOUSING

BusinessOperations• Strongsupportforstaffdevelopment,witheverystaffmemberofferedfundingtopursue

trainingopportunities.• Flexibleworkforceinwhichstafffromdifferenthousingunitscollaboratetocreate

efficienciesandabetterworkproduct.• Successfulintegrationoftechnologywithbusinessprocessesthathasreducedcostsand

increasedefficienciesinareaslikeapplicationandcontractadministration,accountspayable,andcommunicationswithstudents.

FiscalManagement:• StudentHousingexhibitsstrongcorecompetenciesinitscomprehensivebudget

developmentprocessandsuperiorstrategicfinancialmanagement.Thesecorecompetencieshaveconsistentlyledtothedevelopmentofsoundbudgetsthatareabletomeetannualdebttargets,fundmajorcapitalprojects,andareflexibleenoughtoadapttorapidlychangingexternalfiscalneedssuchassupportingmajorcampusinitiatives.Asacomplementtothesesuccesses,StudentHousingisproudtohaverentalratesthatareamongthelowestintheentireUCsystem.

II. WORKFORCE

MANAGEMENTTEAM

www.Housing.uci.edu/docs/staff/hr/Housing_OrgCharts.pdf

HousingManagementTeam(HMT)HousingAdministrativeServices:

FredLipscomb InterimExecutiveDirectorLisaAnderson Director,Finance&BusinessOperationsMelissaFalkenstien Director,CapitalProjects&AssetManagementConnieMaloneStephenBrothwell

Director,HousingAdministrativeServicesExecutiveAnalyst

HousingCommunities:

JenniferMartinez InterimDirector,PaloVerdeJoseSanchez ActingDirector,CampusVillageKimBurdett InterimDirector,VeranoPlaceLouGill Director,MesaCourtJoeHarvey Director,ArroyoVistaSharonStead Director,MiddleEarth

STAFFCareer(FTE) Filled: 209.56FTE Vacant: 16.00FTE CareerFTETotal: 225.56FTECareerHeadcount 226

StudentStaff 300Employees(variesthroughoutyear)

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AUXILIARYSERVICES

STUDENTHOUSING

Other Contract/Limited: 1.0 Dual

Roles/Assignment: 2.0

Note:thetotalFTEcountexcludesthefollowingHousing-fundedpositions:11OITCareerStaff2EH&STitle19Staff

ForOrganizationChart,seeendofStudentHousingsection.

KEYELEMENTSTHATENGAGESTAFFINACCOMPLISHINGYOURMISSIONANDVISION:

HousingValues:• Inclusion• Learning• Integrity• Respect


CoreFunctionswithinStudentHousing

StudentHousingservesbothundergraduateandgraduatestudents(somewithfamilies).Insummermonthswealsoprovideguesthousingforconferencegroupsand“summerstart”programs.Asadepartment,westrivetoprovidesafeanddesirablehousingthatultimatelyhelpsfosterstudentsuccess while being financially self-supporting. Student Housing is comprised of the followingfunctionalareas:

• ResidentialFacilitiesandOperations:

Housingmaintains facilities in six residential communities (Mesa Court,Middle Earth, VeranoPlace,PaloVerde,CampusVillage,andArroyoVista).Thetworesidencehallcommunities(MesaCourtandMiddleEarth)alsosupportthreedininghalls(Pippin,BrandywineCommons,andMesaCommons).Allofourfacilitiesaremaintainedatoptimumlevelsofcleanliness,repair,anddecorto support a safe, secure, and learning-centered environment for students. Housing providesadequate areas for dining, study, offices, lounges, meeting rooms, and recreation. Facilitymaintenancealsoincludesgrounds-keepingandoverallmanagementofutilities.

• ResidentialEducation:

ResidentialLifeprogramsandpoliciesaredesignedtosupporttheacademicsuccessandpersonaldevelopmentofstudents.StudentHousingprovidesawiderangeofprogramstosupportspecificlearning outcomes. First Year Initiative (FYI) programs for freshmen and first year graduatestudentssupportasmoothtransitiontotheUniversity.

TrainedResidentAdvisors(RAs)providealive-inresourceforinformation,support,andguidanceinallfreshmanresidencehallsandthemehouses.RAsalsoorganizeawiderangeoffunactivitiesforfreshmanresidents.CommunityProgrammers(CPs)organizecommunity-widesocialeventssuchassportsorgametournaments,dances,andbarbeques.

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AUXILIARYSERVICES

STUDENTHOUSING

Firstyearcommunitiesprovideanumberofacademic support services for residents includingPeer Writing & Research Tutors, Peer Academic Advisors, First Year Seminars held in thecommunity.Allundergraduatecommunitiesprovidegroupstudyspaceandcomputerlabs.

RHA – The Resident Housing Association is made upmembers from the four undergraduatecommunitycouncils.Itprovidesagovernmentalstructureaswellasaninformalforumforopencommunication between students and the university. RHA provides student housingwith thestudent’sviewpointonimportantissuespertainingtolifelivingoncampus.

Disciplinary and judicial standards followed in Housing are designed to educate rather thanpunish.Ouraim is toassist residents inmanaging challenges that arise in their living-learningenvironment. Assistance is provided in the form of information, referral, counseling andencouragementtoresidents.

• HousingAdministrativeServices:

Locatedonthe4thflooroftheStudentCenter(G-458),HousingAdministrativeServicesiswhereyou can find the Senior Leadership Team (SLT)members, including the Executive Director ofHousing, Director of Housing Administrative Services, Director of Capital Projects and AssetManagement, Director of Finance and Business Operations, and the Executive Analyst. HASoverseesmanybusinessfunctionsforthedepartment,includingoccupancyplanning,processingofonlinehousingapplicationsandcontracts,assignments,budgetplanning,accountscounseling,accounts receivable, payroll/personnel, marketing and assessment, information systems, andclientrelations.HASalsooverseeshousingtoursandpartnerswithStudentLifeandLeadershipforthestudentorientationprogram,Celebrate,andotheroutreachevents.AnnualcommunityassessmentsconductedbyHAScollectstudentfeedbackonservices,facilities,programs,andtheoverallresidentialexperience.ResultsaremadeavailabletoHousingstaff,residents,andtoourcampuspartnersasneeded.Theresultsareusedforprogramplanningandalsotostrengthentheeffectivenessof staff and services. StudentHousing adheres to the standards andproceduresestablished by the Regents of the University of California in the administration of businessservices.

• InformationTechnology(IT):

Also located in the Student Center, Housing IT performs three critical functions for thedepartment including Programming&WebDevelopment andDesktop& Server support. TheProgrammingandWebDevelopmentgroupdesignsandimplementsprogramsolutionsforawiderange of departmental needs and support the residential management systems. This groupoversees the technical development and maintenance of the Housing Web Site and onlineprocesseslikeundergraduatehousingapplications.

• ConferenceServices:

Student Housing manages summer housing for conferences and camps, primarily in the tworesidence hall communities. This program provides a valued service to the university and tovisitinggroups.ConferenceServicesalsohelpstopromoteUCItooutsidegroupsandsupportspositivecommunityrelations.

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IV. THOSESERVED

UNDERGRADUATEHOUSING–OCTOBER2016

ResidentPopulationInformationClassification AV MC ME CV Total

Freshman 154 2902 1794 340 5190Transfer 142 0 0 1 143

Continuing 759 47 31 257 1094

Gender Male 372 1290 986 218 2866Female 683 1659 839 380 3561

Age AV MC ME CV Total

<17years 23 415 249 52 73918-20 830 2515 1557 508 541021-25 202 19 19 38 27826> 0 0 0 0

PrivatelyownedapartmentcommunitieslocatedontheUCICampusservedanadditional4,903undergraduates,includingroughly194freshmenand432transferstudents.

*Note:Agedistributionsreflectasmallnumberrecordswhereageinformationismissing.

GRADUATE&FAMILYHOUSING(GFH)–December2016StudentHousingservedapproximately2,400clientsin1,500apartmentsin2016-17.Theeligibleclients included graduate students, medical residents, spouses or partners, children, andundergraduatesovertheageof25.

GFHResidentPopulationInformationDegree CV PV VP Total

M.D. 1 18 21 40

Ph.D. 67 752 952 1771

M.F.A. 0 38 50 88

Masters 13 102 62 177

J.D. 1 83 94 178

UG/postdocs/others 10 74 43 127

Totals 92 1067 1222 2381

DomesticStatus CV PV VP Total

SINGLE 92 798 780 1670

MARRIED 0 46 99 145

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FAMILYW/CHILDREN 0 72 127 199DP 0 151 216 367

CV PV VP Total

#ofChildrenLivinginCommunity 0 84 151 235

#ofSpouses/DPLivinginCommunity 0 247 410 657

#ofExtendedFamilyLivinginCommunity 0 6 8 14

TotalPeople(StudentsandFamilyMembers)LivinginCommunity 92 1,404 1,791 3,287

PrivatelyownedapartmentcommunitieslocatedontheUCICampusservedanadditional192graduatestudentsin2016-17.

*Note:Domesticstatusdistributionsreflectasmallnumberofrecordswherethisinformationismissing.

TOTALON-CAMPUSHOUSINGPOPULATION2016-17

CampusHousingPopulationTotals

Population AV MC ME CV PV VP ACC Total

Undergraduate 1,055 2,949 1,825 604 35 9 4,903 11,380

Graduate 0 0 0 86 1,051 1,246 192 2,575

Total 1,055 2,949 1,825 690 1,086 1,255 5,095 13,955

V. HISTORY

MESACOURT

MesaCourt is aResidenceHall thathoused roughly2,900 freshman students in2016-17.MesaCourtUnitIwasthefirstresidentialcommunitytobebuiltontheUCIcampus.Itopenedinthefallof 1965 with 8 residence halls that housed 400 undergraduate students, plus eight ResidentAdvisors(oneineachhall).Inthefallof1966,MesaCourtUnit1Aopenedwith2residentialhallbuildingsadding100additionalbedspacesat50bedsperbuilding.With500studentsresidinginMesaCourt,theDiningCommonswasopenedforbusinessin1966.AstheenrollmentcontinuedtoincreaseonthecampusMesaCourtalsocontinuedtoexpand.In1967MesaCourtopenedUnit2providing5residencehallswith60bedsandoneResidentAssistantsuiteperbuilding.

ThreeyearslaterintheFallof1970,MesaCourtUnit3openedwith8residencehalls,4with41bedsperbuildingand4with59bedsperbuildingforatotalof400bedsand8RAsuites.Withtherapidexpansionfromitsopeningin1965upto1970,MesaCourtincreaseditscapacityto1,200bedsandhad23ResidentAssistants.Thecommunityremainedatthiscapacityforthenext32yearsuntil2002whenMesaCourtcompletedUnitIV.Thisprojectprovided10residencehallsforatotalof610bedspacesonlowerMesareplacing4oftheUnit3buildingsandaddinganetincreaseof524bedspacestothecommunity.TherewasalsoamajorremodelingoftheMesaCommonsDiningfacilityandtheadditionofaCommunityCenterin2002.AlthoughMesaCourt’sdesigncapacitywastohouse1,728students,growingenrollmenthasledtoincreasedtriplingofroomsandconversionof somestudy rooms, so thatMesaCourt classichallsnowhouse1,947 students (plus29RAs).

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During2016-17,UCRegentsapprovedplansforaMiddleEarthExpansionprojectthatwilladd474bedspacestothatcommunity.TheprojectbrokegroundinJune2017andisscheduledtoopeninFall2019.

MIDDLEEARTH

TheMiddle Earth residencehall communityhouses first year students in 24halls all named forplacesandcharactersfromJ.R.R.Tolkien’sLordoftheRings.ThefirstphaseofMiddleEarthopenedinFall,1974andincluded7residentialbuildings,BrandywineDiningCommons,recreational/study/meeting spaces, and administrative space. Each building houses 49 students and one ResidentAssistant.In1989,MiddleEarthIIopenedanadditional13hallsproviding935additionalbedspaces,PippinDiningCommons,andnewadministrativeandcommunityspace.ThethirdphaseofMiddleEarthwascompletedinFall,2000andprovidedfouradditionalhallsadding280additionalbeds.Thisbroughtthepredominantlyfreshmancomplextoacapacitytotalof1,565.Afterclosinginthesummerof1989whenthenewPippinDiningCommonsopened,BrandywineDiningCommonsre-openedinFall2001asaseconddiningvenueinMiddleEarth.LikeMesaCourt,MiddleEarthhasincreased itsbedspaces in recentyears toaccommodate larger freshmanclasses,and in recentyearshashoused1,769 first year students (plus24RAs).During2016-17,UCRegentsapprovedplansforaMiddleEarthExpansionprojectthatwilladd474bedspacestothatcommunity.TheprojectbrokegroundinJune2017andisscheduledtoopeninFall2019.

CAMPUSVILLAGE

Openingin1980,CampusVillageconsistsof200apartmentshousing788students.Eachapartmenthousesfourstudentssharingtwobedrooms,akitchen,aliving/diningareaandeitherabalconyora patio. The community houses sophomore, juniors, seniors and transfer students and has alsoservedas‘overflow’housingforfreshmen.NofreshmenwerehousedinCampusVillagein2012-13,buttherewillbe300freshmenassignedtothecommunityfor2013-14.In2011-12adecisionwas taken to convertCampusVillage to graduatehousingover a four-yearperiod, beginning insummer2012.Ninety-sixgraduatespaceswerecreatedin2012-13;however,thenextphaseoftheconversionhasbeenputonhold since that time inorder tomanageundergraduateenrollmentincreases.

ARROYOVISTA

Openingin1993,ArroyoVistastartedwith35residentialhouses(andhassincegrownto42houses)that accommodate 16, 24, or 32 students. Houses are clustered into groupings of two or fourhouses.Thecommunityhouses1,034students,predominantlysophomores,juniors,andseniors,thoughisalsoservesas‘overflow’housingforfreshmenwhenneeded.In2002,an$11Mlitigationsettlement was received for construction defects in the complex. The community offers bothacademicthemesponsoredhouses(28)andGreekchaptersponsoredhouses(14).In2012-13,AVimplementedanewstaffingmodel,placinglive-inResidentAdvisorsinhalfofitshouses(asopposedtoeveryhouseasitpreviouslydid).Overtheyears,someofthethemesponsorschange,basedondemandand the availability of faculty and staff toparticipate in themeprograms. Some themehousesaddedinrecentyearsincludeAcademicExcellence–BlackScholarsHouse,LaCasaNuestra(Spanishimmersionhouse),ReligiousStudies,LambdaSigmaGamma(multi-culturalsorority),andtheDreamersHouse(supportingundocumentedstudents).

VERANOPLACE

VeranoPlacewasconstructedinfivephases,thefirstphaseopenedin1966andtheotherphasesin1967,1976,1984,and2012.Thereare852one,twoandthreebedroomapartments(twohouse

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maintenancestaff)thathouseupto1,221students(somewithfamilies).Thecommunityhousesgraduate students, married undergraduates, single undergraduates with children, and singleundergraduateswhoare25yearsorolder. In2012,Veranocompletedconstructionof its latestphaseofapartments,replacingthoseaddedin1976.ThisconstructionprojectalsoincludedanewInfantToddlerCenterthatwillservetheUCIcommunity.Preschoolandafterschoolprogramsarealso located in the community. Verano Place also has two community centers, children’splaygrounds,aCyberCafe,andacommunitygarden.

PALOVERDE

PaloVerdewasconstructedintwophases,openingin1989with204apartments(320bedspaces),andaddinganadditional448apartmentsin2005,foracurrenttotalof652apartmentsand1,071spaces. The community offers studios, one, two, and three bedroom apartments for graduatestudentsandolder(ormarried/withfamilies)undergraduates.Thecommunityoffersmeetingspaceforgroupevents,children’splaygroundsandanorganicgarden.

LASLOMASFACULTY&STAFFAPARTMENTS

Openinginfall1982,LasLomasprovides100twoandthreebedroomapartmentsforfaculty,staffandguestsof thecampus.Whilepartof theUCHSsystem, theapartmentsaremanagedby theIrvineCommunityHousingAuthority(ICHA).

AMERICANCAMPUSCOMMUNITIES(ACC)

ACCisathird-partydevelopmentlocatedontheUCIcampus.Itcurrentlyhas4propertiesincludingVistaDelCampo,VistadelCampoNorte,CaminodelSolandPuertadelSol.VistadelCampoPhaseIopenedin2004with488(1,2,3,and4BR)furnishedapartmentshousing1,488students.VistadelCampowasnationallyrecognizedin2005bytheNAHBPillarsoftheIndustryastheBestStudentHousingCommunity.VistadelCampoNortewascompletedin2006andhasadesigncapacityof1,564bedspaces.CaminodelSolandPuertadelSolopened in fall2010,serving1,198and880studentsrespectively.Inrecentyears,aportionoftheACCapartmentsoriginallytargetedtoservegraduate students have converted to undergraduate spaces, responding to the correspondingdemandamongstudents.Intotal,ACCprovidesthecampuswith5,142studentbeds,manyofwhichareusedtosupporthousingguaranteestotargetedstudentpopulations.

VI. LOCATION

HousingAdministrativeServicesG458StudentCenter,4thFloorZOT:3250

UNIT OfficeAddress/Location

HASG458StudentCenter,4thFl.

Irvine,CA92697-3250(949)824-6811

MesaCourt4053MesaRoad

Irvine,CA92697-3925(949)824-6177

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MiddleEarth529EastPeltasonDriveIrvine,CA92617-5521

(949)824-5976

CampusVillage1063WestPeltasonDrive

Irvine,CA92617(949)824-7491

ArroyoVista1000ArroyoDrive

Irvine,CA92697-3935(949)824-3900

VeranoPlace6529AdobeCircleRd,South

Irvine,CA92697-6375(949)824-5964

PaloVerde7000PaloVerdeRoadIrvine,CA92697-3930

(949)824-8918

VistadelCampo62600ArroyoDriveIrvine,CA92617

Apartmentaddresses:40111-64234ArroyoDrive

VistadelCampoNorte

28700ArroyoDriveIrvine,CA92617

Apartmentaddresses:28501-29838ArroyoDrive

CaminodelSol33000-33446ArroyoDrive

Irvine,CA92617Apartmentaddresses:30001-33446ArroyoDrive

PuertadelSol10000AdobeCircleNorth

Irvine,CA92617Apartmentaddresses:10101-11429AdobeCircleNorth


FACILITIES • CentralOfficeSpace

o StudentCenter=approximately12,500assignablesquarefeet(ASF)• DiningCommons

o PippinCommons=8,420ASFo BrandywineCommons=9,190ASFo TheAnteatery(MesaCourtDiningCommons)=33,954ASF

• ResidentialBuildings

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1 Includesstaffhousing(exceptasindicatedbelow)2 Designcapacity3 MesaCourtalsohas:1CommunityCenter,1RecreationCenter,1AcademicCenterandtheMCAdministrative

Officebuilding.MesaCourtDiningCommonsismaintainedbyHousing&operatedbyAramark.4 AValsohas4Live-Onstaffhouses,1CommunityCenterand1mailboxbuildingNote:2012-13revisedspaces,AV1,034duetochangeinstudentstaffingmodel;CV=684duetoCVGradConversion

CommunityYearof

ConstructionQuantityofBuildings1

QuantityofBeds2

SquareFeetArea

AcreageofGrounds

MesaCourt3 38 2,879 466,048

16

Unit1 1965 11 580 85,6088Unit2 1968 6 330 50,107

Unit3 1971 4 280 37,613

Unit4–Hillside 2002 7 244 52,148

Unit4–Village 2002 7 378 73,813

MesaTowers-Residential 2016 3 932 111,515

MesaTowers–Community&Operations 2016 21,290

MesaTowers-Dining 2016 33,954

MiddleEarth 22 1,769 236,551

12Phase1 1974 7 339 53,130

Phase2 1989 11 935 132,240

Phase3 2000 4 295 51,181

ArroyoVista4 42 992 212,174

10Original 1994 37 199 169,283

Infill 2004 8 848 42,891

CampusVillage 1980 33 776 153,173 5

PaloVerde 33 1,071 520,913

13Lower 1990 19 374 164,744

Expansion 2005 14 882 356,169

VeranoPlace 81 1,221 586,177

36

Unit1 1965 8 152 62,508

Unit2 1968 10 200 58,034

Unit3 1969 14 304 95,272

Unit6 1984 36 240,581

Unit7 2012 4 129,782

DEPARTMENTTOTALS 240 7,776 2,008,277 92

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TECHNOLOGYHardware:• Three electric carts – for travel around campus to respond to IT trouble calls. Two (2) are

dedicated to OIT Network Operations (ResNet) and one (1) is dedicated for HSG help desksupport.

• Cisco6807Routers–tworoutersforconnectionbetweenthecampusandResNet.• CiscoSwitches–approximately527networkswitcheswithintheresidentialnetwork.• CiscoWirelessAccessPoints(WAP)–approximately1,428wirelessaccesspointstoprovidethe

undergraduatecommunitieswithWi-Fiservice.• Cisco Wireless Controller – two appliances that manage the Cisco WAPs and wireless

infrastructure.• Cisco Prime Infrastructure/Mobility Services Engine – two appliances that monitor Cisco

wirelessequipmentandhelpwithclienttroubleshooting.• ForeScoutCounterACT–Threeappliances that serveasdevice registrationenforcement for

residentsonthewiredresidentialnetwork.• Dell Servers – for domain, printing, data backup, virtual machine hosting, web-based

applications,maintenancebuildingcontrolsystemsandotherservices.• Dell Desktops and Notebooks – 220 devices in standardized and specialized configurations

deployeddepartment-wide.• Webcams–35highdefinitioncamera/microphonedeviceshavebeendeployedincreasingwith

eachPCrefreshcycletosupportvirtualmeetings.• Peripheralhardware–Approximately60printerandcopierdevicesdepartment-wide.• VisixPlayers–20devicesthatprovidedisplaymessagingatvariouslocationswithinthehousing

communities.

Software:• OSCAR–OnlineStudentCommunitiesAssignmentsandReceivablesSystem:Enterprisesystem

that tracks resident occupancy and account information, processes housing applications,contracts,charges,andpayments,collectionsactivity,andgeneralledger.LinkedInterfacestothe campus Student Billing System (SBS), campus Kuali Financial System (KFS), admissionsoffices,Registrar,DeanofStudents,ASUCI,andZotAlert.

• GFHARMS – An interim Microsoft Access forms solution that provides application/waitlisttracking and offer management for the Graduate and Family Housing units. The systeminterfaceswithOSCAR.

• Rent Manager – Vendor software that provides rental management for the non-studenthousingpopulation.

• SAP Business Objects Crystal Reports 2008 – Provides on-demand online report/data fromOSCARsystem.

• IBMBigFix–Arobustvendorsoftwaresolutionthatprovidesoperatingsystemandperipheralapplication patch management. The software ensures enforcement of patches and timelyapplicationtomitigatesecurityvulnerabilitiesonend-userworkstations.TheserverconsoleishostedandmanagedthroughOITasacommodityservice.

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• TheMaintenanceAuthority(TMA)–Aweb-basedvendorsoftwaresolutionfortrackingfacilityworkorders,inventoryandtrends.

• McAfeeAnti-virusandePolicyOrchestrator(ePO)–Avendorsoftwaresolutionthatprovidesanti-virusandmalwarepreventionondesktopsandservers.TheePOmanagementplatformprovidesproductupdatesandreporting.

• MicrosoftSQLServer2012andOracleMySQL5databasesoftware.• RedGateSQLPromptandSQLToolbelt• BitVise SFTPServer– File transport server software specificallyused for thewebhosts that

receivepublicationsfromthecampusCascadecontentmanagementserver.• MicrosoftVisualStudio2010/2013/2015and.NETFramework4.5/4.5.2/4.6• HylandOnBase(DocumentManagement,WorkflowandArchive)• SymantecBackupExec2012–fileanddatabasebackupsoftwaremanagementsolution.• MicrosoftWindowsServer2008/2008R2/2012/2012R2(Servers)• MicrosoftHyper-V2008/2012(ServerVirtualization)• MicrosoftWindows7/8.1/10(Desktops/Notebooks)• AppleMacOS10.10(Yosemite)/10.11(ElCapitan)• Microsoft Office 2013 (department-wide desktop deployed); Microsoft Office 2016 and/or

Project/Visio2013/2016(selecteddeployments)• AdobeSoftware–CreativeCloud(fullsuite),Acrobat,Photoshop,andsomeotherperipheral

products.• IdentityFinder–AnOITlicensedvendorsolutionforscanningfilesanddatabasesforpotential

PersonalIdentityInformation(PII)/confidentialinformationaspartofriskmitigation.• VMWare(ServerVirtualization)–AnOITlicensedsolutionusedforOITstorageserverresource

supportingtheHousingfileshares.• Notifii–Avendorcloud-basedsolutionprovidingrobustparceltrackingandmanagement.• StanleyWiQ–Avendoraccess control solution that isused tomanage theRFIDdoor locks

withintheMesaCourtTowerscommunity• LenelOn-GuardandAssaAbloyDoorServiceRouter(DSR)–Avendoraccesscontrolsolution

thatisusedtomanagetheRFIDentrydoorlockswithinArroyoVistacommunity• Onity–Avendoraccesscontrolsolutionthatisusedtomanagethemagnetic-card-swipedoor

lockswithintheMiddleEarthcommunity• Encellum Polaris – A vendor lighting control solution that is used tomanage common area

lightingwithintheMesaCourtTowerscommunity.• Rainbird Maxicom – A vendor multi-site irrigation control system used within the housing

communitie

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EQUIPMENT

Community TAGNumber

AssetDescription In-ServiceDate

TotalCost

ArroyoVista 009004359 PIANOUPRIGHT 12/1/00 $4,169.00ArroyoVista 009001474 ELECTRICFLATBEDVEHICLE 5/1/00 $8,903.00ArroyoVista 059001208 ELECTRICVEHICLECARRYALLVICLUBCAR 3/1/06 $13,115.00ArroyoVista 079000124 2007CLUBCARCARRYALLVI 6/1/07 $10,998.00ArroyoVista 079000792 TRAILER-CUSTOMTRACKING4FTX98INNOE-PLATE 6/1/07 $6,518.00ArroyoVista 069000286 HOTWATERGASENG.PRESSUREWASHER 4/1/06 $6,998.00ArroyoVista 069000287 2006FORDF150PICKUP1243902 6/1/06 $19,341.00ArroyoVista 049001102 UTILITYVEHICLEW/BATTERYCHARGER 8/1/04 $9,230.00ArroyoVista 039001585 ELECTRICVEHICLE 6/1/03 $10,787.00ArroyoVista 039001586 ELECTRICVEHICLE4PASSENGER 8/1/03 $5,891.00ArroyoVista 119000451 ELECTRICCART 6/1/11 $8,368.00ArroyoVista 119000219 AERIALWORKPLATFORM 5/1/11 $8,504.00ArroyoVista 929092771 TAYLOR-DUNNTRUCKSTER,ELECTRIC,FOUR-WHEEL 12/1/92 $7,500.00ArroyoVista 999001442 ELECTRICFLATBEDVEHICLE 6/1/99 $9,649.00ArroyoVista 939094480 PERSONNEL/BURDENCARRIER,4-WHEEL,ELECTRIC,10.5 12/1/93 $8,885.00ArroyoVista 909000773 ELECTRICCART,4-WHEEL 4/1/90 $6,505.00ArroyoVista 179000269 CushmanShuttle2-13'shuttle2 5/15/17 $5,359.61

CampusVillage 029001700 PRECORTREADMILLW/TOUCHH.R.SYS 6/1/02 $5,506.00CampusVillage 009002813 UTILITYVEHICLE,ELECTRIC 10/1/00 $9,240.00CampusVillage 009002814 UTILITYVEHICLE,ELECTRIC 10/1/00 $9,240.00CampusVillage 029001409 PIANO 6/1/02 $4,083.00CampusVillage 059001192 HPDESIGNJETPRINTER4000 3/1/06 $9,895.00CampusVillage 059001193 ROLLLAMINATOR 12/1/05 $6,980.00CampusVillage 069000453 2006CLUBCAR-TRANS.6IQEV 6/1/06 $10,680.00CampusVillage 049000749 TREADMILLW/TOUCHDISPLAY 4/1/04 $6,285.00CampusVillage 059000603 TREADMILLW/CONTRACTH.R 6/1/05 $5,601.00CampusVillage 039001503 VACUUM 6/1/03 $19,402.00CampusVillage 039001821 TRUCKE-428533 6/1/03 $15,089.00CampusVillage 119000441 PRESSUREWASHER-STEAMWAYSW4035 12/1/11 $9,898.00CampusVillage 119000449 ELECTRICCART 6/1/11 $8,368.00CampusVillage 109000354 COLORCOPIER,PRINTER 6/1/10 $6,663.00CampusVillage 979091878 UTILITYVEHICLE,ELECTRIC,FLATBED 6/1/97 $6,808.00CampusVillage 989001995 ELECTRICCART 6/1/98 $5,404.00CampusVillage 149000333 TREADMILL-PRECORP30 6/1/14 $6,140.00CampusVillage 179000372 CARPETCLEANER 5/31/17 $24,030.12

CampusVillage 179000412 ELECTRICCART 6/30/17 $9,303.93

CampusVillage 179000494 ELECTRICCART 6/30/17 $9,303.93

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STUDENTHOUSING CampusVillage 179000393 COPIER 6/30/17 $5,983.07

HAS-Admin 039001710 ELECTRICCART-UCI4700 9/1/03 $10,006.00HAS-Admin 109000597 CATALYST6500/CISCO7600ROUTER;ALTDESCRIPTION:

CISCOSUPRENGINE7203B8/1/10 $7,893.00

HAS-Admin 109000601 CATALYST6500/CISCO7600ROUTER;ALTDESCRIPTION:CISCOSUPRENGINE7203B

8/1/10 $7,893.00

HAS-Admin 129000215 PIPEINSPECTIONCAMERA-PEARPOINTP341 3/1/12 $6,365.00HAS-Admin 099001003 SERVER-POWEREDGE2970 10/1/09 $6,501.00HAS-Admin 109000310 COPIER 6/1/10 $13,126.00HAS-Admin 089000482 POWEREDGEPROCESSINGSYSTEM 6/1/08 $6,748.00HAS-Admin 159000819 SERVER 1/22/16 $12,522.90HAS-Admin 159000820 SERVER 1/22/16 $12,522.89HAS-Admin 79001027 COLORLASERJETPRINTER/COPIER;ALTDESCRIPTION:HP

COLORCOPIER11/1/07 $5,190.00

HAS-Grounds 079000790 CLUBCARCARRYALL6DUMPBED 6/1/07 $12,349.00HAS-Grounds 079000791 CLUBCARCARRYALL6STAKESIDE 6/1/07 $11,982.00HAS-Grounds 079000808 2007FORDF150SUPERCABPICKUP1254368FLEET6052 6/1/07 $21,818.00HAS-Grounds 079000821 MOWER21GROSSENGHP 6/1/07 $12,396.00HAS-Grounds 079000963 RIDINGMOWER 10/1/07 $16,806.00HAS-Grounds 079000964 RIDINGMOWER 10/1/07 $16,806.00HAS-Grounds 119000405 TRACTOR 6/1/11 $15,778.00HAS-Grounds 089000504 2008CLUBCARCARRYALLVIW/VANBOX 6/1/08 $13,962.00HAS-Grounds 089000505 2008CLUBCARCARRYALLVIW/ROOF 6/1/08 $12,621.00HAS-Grounds 139000732 MOWER-WRIGHTSTANDER 1/1/14 $6,822.00HAS-Grounds 139000733 MOWER-WRIGHTSPORTX 1/1/14 $10,199.00HAS-Grounds 169000344 LAWNMOWER 6/30/16 $7,764.12HAS-Outreach 019003182 2002CARRYALLVIELECTRICUTILITYVEHICLE 4/1/02 $9,663.00MC-Commons 069000106 DOUBLECONVECTIONOVEN 4/1/06 $10,148.00MC-Commons 069000107 DOUBLECONVECTIONOVEN 4/1/06 $10,148.00MC-Commons 069000108 DOUBLECONVECTIONOVEN 4/1/06 $10,148.00MC-Commons 059000303 FOODCHOPPER,STANDARDUNIT 6/1/05 $7,676.00MC-Commons 109000438 MEATSLICER 6/1/10 $5,635.00MC-Commons 109000439 MEATSLICER 6/1/10 $5,635.00MC-Commons 109000147 FROZENYOGURTMACHINE 6/1/10 $15,006.00MC-Commons 969001688 PROOFING/HOLDINGCABINET,NON-INSULATED 6/1/96 $1,592.00MC-Commons 889002427 PIZZAOVEN2STACKS 8/1/88 $5,578.00ME-Brandywine 009002123 FRYER/FILTERPITCO 10/1/00 $8,618.00ME-Brandywine 059001087 FREEZER,COMMERICALWALK-IN 1/1/05 $24,912.00ME-Brandywine 059001088 COOLER 1/1/05 $24,242.00ME-Brandywine 049001776 DISHWASHER 9/1/04 $17,438.00ME-Pippin 069000493 MONTAGUEDOUBLECONVECTIONOVEN 6/1/06 $9,397.00ME-Pippin 069000494 MONTAGUEDOUBLECONVECTIONOVEN 6/1/06 $9,397.00

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STUDENTHOUSING ME-Pippin 069000495 MONTAGUEDOUBLECONVECTIONOVEN 6/1/06 $9,397.00ME-Pippin 049000936 DISHWASHERMACHINE 5/1/04 $70,402.89ME-Pippin 129000346 CONVECTIONSTEAMEROVEN-CLEVELANDRANGE

24CGA10.26/1/12 $14,668.00

ME-Pippin 109000932 STEAMER 1/1/11 $8,024.00ME-Pippin 109000486 HOTFOODHOLDINGCABINET 8/1/10 $5,956.00ME-Pippin 109000487 HOTFOODHOLDINGCABINET 8/1/10 $5,956.00ME-Pippin 989000638 COOKINGANDHOLDINGOVENS;ALTDESCRIPTION:MODEL

#1000TH/I/STD4/1/98 $5,312.00

ME-Pippin 899001315 TRASH/REFUSECOMPACTOR 6/1/89 $18,015.00MesaCourt 009001963 KEYTRAKCABINETS(2)AND6DRAWERS 9/1/00 $25,644.00MesaCourt 029002121 VACUUMCLEANER,TRUCKMOUNTED100GALLON 9/1/02 $16,480.00MesaCourt 029002227 UTILITYVEHICLEWITHCARGOBED 2/1/03 $9,465.00MesaCourt 029002228 UTILITYVEHICLEWITHCARGOBED 2/1/03 $9,465.00MesaCourt 029002229 UTILITYVEHICLE 12/1/02 $9,200.00MesaCourt 029002230 UTILITYVEHICLE 12/1/02 $9,200.00MesaCourt 029002231 UTILITYVEHICLE 12/1/02 $9,200.00MesaCourt 029002302 40'ALUMINUMCONTAINERWITHDOUBLEDOORS 10/1/02 $4,417.00MesaCourt 019003854 COMBI-OVEN 6/1/02 $19,265.00MesaCourt 019000714 SPECIALAUTOMATEDKEYDRAWER#7 4/1/01 $5,062.00

MesaCourt 029001517 ELECTRICUTILITYVEHICLE 6/1/02 $9,735.00



MesaCourt 079001176 2008CLUBCARCARRYALL6ELECT.VEH 1/1/08 $15,574.00

MesaCourt 069000654 COPIER 6/1/06 $19,000.00

MesaCourt 069000072 AMPLIFIER,CABINET&BUILTINSPEAKERS 5/1/06 $10,623.00

MesaCourt 069000436 20060CLUBCARCARRYALL21QPLUSEV 6/1/06 $10,222.00



MesaCourt 049001577 PIANO 7/1/04 $5,376.00

MesaCourt 039001258 ELECTRICVEHICLETRANSPORTER 6/1/03 $9,743.00

MesaCourt 059000311 ELECTRICVEHICLE 6/1/05 $8,248.00

MesaCourt 049002106 20CUBICYARDSELF-CONTAINEDCOMPACTOR 3/1/05 $22,937.00

MesaCourt 049000164 ELECTRICVEHICLE,CLUBCAR 5/1/04 $9,205.00

MesaCourt 049000434 TRUCK2004,E425073 4/1/04 $18,801.00

MesaCourt 119000418 KEYTRAKSERVERSYSTEM 6/1/11 $7,367.00

MesaCourt 119000448 ELECTRICCART 6/1/11 $8,368.00

MesaCourt 099000675 IRRIGATIONCONTROLUNIT2 6/1/09 $21,324.00

MesaCourt 979091879 UTILITYVEHICLE,ELECTRIC,FLATBED 6/1/97 $8,967.00



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STUDENTHOUSING MesaCourt 989001152 HIGHPRESSUREWASHER 6/1/98 $7,165.00

MesaCourt 959002634 STORAGEUNIT 9/1/95 $6,512.00



MesaCourt 969001408 CARPETCLEANER 5/1/96 $7,248.00

MesaCourt 969091722 ELECTRICUTILITYVEHICLE,2PASSENGER,TILTBED 5/1/96 $8,792.00

MesaCourt 999002706 PIANO,GRAND 10/1/99 $6,319.00

MesaCourt 149000176 STORAGECONTAINER-MOBILE8X40 5/1/14 $8,046.00

MesaCourt 149000177 STORAGECONTAINER-MOBILE8X40 5/1/14 $8,046.00

MesaCourt 169000292 KEYCABINET 5/25/16 $5,349.24

MesaCourt 169000293 KEYCABINET 5/25/16 $5,349.24

MesaCourt 169000249 ClubCarCarryall500ElectricUtilityCart 6/28/16 $13,825.22

MesaCourt 169000250 ClubCarCarryall500ElectricUtilityCart 6/28/16 $13,825.20

MesaCourt 169000251 ClubCarCarryall700ElectricUtilityCarts 6/28/16 $15,579.14

MesaCourt 169000252 ClubCarCarryall700ElectricUtilityCarts 6/28/16 $15,579.12

MesaCourt 169000268 FLOOR/CARPETSCRUBBER 6/30/16 $12,896.14

MesaCourt 169000459 POOLTABLE 9/30/16 $7,452.00

MesaCourt 179000305 CARPETCLEANER 5/31/17 $19,820.61

MesaCourt 179000314 SCISSORLIFT 5/31/17 $14,643.24

MesaCourt 179000307 TRASHCOMPACTOR 6/21/17 $23,630.58

MesaCourt 179000462 UprightPiano48"forBrisaHallinMesaCourt 6/30/17 $5,382.00


MiddleEarth 009004019 LOCKERCOMPARTMENTS,COINOPERATED 2/1/01 $4,299.00

MiddleEarth 029000416 CARPETMACHINE 4/1/02 $15,110.00

MiddleEarth 009000791 UTILITYVEHICLE,CARRY-ALL 5/1/00 $9,138.00

MiddleEarth 009000792 UTILITYVEHICLE 5/1/00 $9,138.00

MiddleEarth 019000734 STORAGECONTAINERS 7/1/01 $4,976.00

MiddleEarth 019001023 ELECTRICUTILITYVEHICLE 5/1/01 $6,375.00

MiddleEarth 079000077 2007FORDCREWCABF1501244340 1/1/07 $22,539.00

MiddleEarth 079000718 ELECTRICUTILITYVEHICLERES.LIFE 6/1/07 $10,764.00

MiddleEarth 069000302 AUDIOVISUALFORGANDALPHLECTURE 6/1/06 $24,993.00

MiddleEarth 049000847 ELECTRICVEHICLE,2002USEDCLUBCAR 5/1/04 $7,020.00

MiddleEarth 059000678 ELECTRICCAR 6/1/05 $11,550.00

MiddleEarth 059000589 4-WHEELELECTRICBURNDENCARRIER;ALTDESCRIPTION:MIDDLEEARTH

6/1/05 $13,925.00

MiddleEarth 039003959 SELF-CONTAINEDCOMPACTOR 3/1/04 $19,649.00

MiddleEarth 039001589 CLUBCAR“CARRYALL” 6/1/03 $5,928.00

MiddleEarth 039001590 CLUBCAR“CARRYALL” 6/1/03 $5,928.00

MiddleEarth 119000450 ELECTRICCART 6/1/11 $8,368.00

MiddleEarth 109000928 PRESSUREWASHER 2/1/11 $8,347.00

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STUDENTHOUSING MiddleEarth 089001262 COPIER,PRINTER,SCANNER 2/1/09 $17,999.00

MiddleEarth 959090018 ELECTRICVEHICLE,CARRY-ALL,FLAT-BEA,48-VOLT 1/1/95 $5,834.00

MiddleEarth 959090019 ELECTRICVEHICLE,CARRY-ALL,STAKEBED,48-VOLT 1/1/95 $5,528.00

MiddleEarth 969095688 ELECTRICUTILITYVEHICLE,W/STANDARDEQUIPMENT 12/1/96 $7,485.00

MiddleEarth 969095689 ELECTRICUTILITYVEHICLE,W/STANDARDEQUIPMENT 12/1/96 $7,485.00

MiddleEarth 949000222 CONTAINER-STORAGE,8X40FT,DOUBLEDOORS 3/1/94 $6,378.00

MiddleEarth 139000003 KEYCONTROLSYSTEM-KEYTRAK480 5/1/13 $19,878.00

MiddleEarth 149000502 EMERGENCYLIGHTINGSYSTEM 12/16/14 $6,823.87

MiddleEarth 149000623 MYERSPOWERINVERTER 12/16/14 $9,338.87

MiddleEarth 149000683 POWERINVERTER 2/27/15 $8,610.62

MiddleEarth 159000116 LIGHTINGSYSTEM 6/25/15 $8,365.28







MiddleEarth 169000620 ELECTRICCART 5/31/17 $11,632.28

MiddleEarth 179000264 ELECTRICCARTSHUTTLE2+2 5/31/17 $11,551.84

MiddleEarth 179000265 ELECTRICCARTSHUTTLE2+2 5/31/17 $11,551.83

MiddleEarth 179000266 ELECTRICCARTshuttle2 5/31/17 $10,739.00

MiddleEarth 179000267 ELECTRICCARTSHUTTLE2 5/31/17 $8,068.96

PaloVerde 029001768 ELECTRICUTILITYVEHICLE 8/1/02 $10,432.00

PaloVerde 009001462 PLAYGROUNDEQUIPMENT 5/1/00 $33,961.00

PaloVerde 009001473 ELECTRICFLATBEDVEHICLE 5/1/00 $9,607.00

PaloVerde 079000781 2007CLUBCARCARRYALLII 6/1/07 $9,263.00

PaloVerde 079000782 2007CLUBCARCARRYALLII 6/1/07 $9,263.00

PaloVerde 059000880 CLUBCARCARRYALLIIELECTRICVEHICLE 3/1/06 $7,565.00



PaloVerde 059000883 CLUBCARCARRYALLVIELECTRICVEHICLE 3/1/06 $8,440.00

PaloVerde 059000884 CLUBCARCARRYALLVIELECTRICVEHICLE 3/1/06 $8,440.00

PaloVerde 069000508 DIGITALVIDEORECORDER(SEC.SYS.) 6/1/06 $5,092.00

PaloVerde 049001283 TRUCK2004E-1185549 6/1/04 $20,931.00

PaloVerde 049001489 KEYSYS 6/1/04 $44,502.00

PaloVerde 119000453 ELECTRICCART 6/1/11 $8,368.00

PaloVerde 949091282 PERSONNEL/BURDENCARRIER,4-WHEEL,ELECTRIC,10.5MPH 7/1/94 $9,291.00

PaloVerde 989001994 ELECTRICCART 6/1/98 $9,078.00

PaloVerde 969004471 COMMUNICATIONEQUIPMENT,RADIO,DESKTOP,800MHZ 12/1/96 $5,500.00

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STUDENTHOUSING PaloVerde 969095690 ELECTRICUTILITYVEHICLE,W/STANDARDEQUIPMENT 12/1/96 $7,485.00

PaloVerde 139000137 TOWABLEBOOMLIFT 4/1/13 $21,060.00

PaloVerde 139000782 COPIER-RICOHAFICIOMPC5503 3/1/14 $10,183.00

PaloVerde 179000413 ELECTRICCARTPrecedentI2 6/30/17 $6,637.62

PaloVerde 179000414 ELECTRICCARTCarryall500 6/30/17 $9,789.36

PaloVerde 179000415 ELECTRICCARTCarryall500 6/30/17 $9,303.94

VeranoPlace 019002131 ELECTRICVEHICLECARTTRUCKSTER 11/1/01 $9,923.00

VeranoPlace 079000807 2007FORDF1501254367 6/1/07 $15,474.00

VeranoPlace 059000693 2005CLUBCARCARRYALL2 9/1/05 $8,659.87




VeranoPlace 109000529 COPIER 8/1/10 $8,952.00

VeranoPlace 119000452 ELECTRICCART 6/1/11 $8,368.00

VeranoPlace 089000490 CLUBCARCARRYALLVI 6/1/08 $16,111.00

VeranoPlace 979091880 UTILITYVEHICLE,ELECTRIC,FLATBED 6/1/97 $7,972.00



VeranoPlace 979095155 ELECTRICCART,UTILITY 11/1/97 $7,430.00






VeranoPlace 969002198 STORAGECONTAINER,40'X8X81/2' 6/1/96 $7,494.00

VeranoPlace 969004473 COMMUNICATIONEQUIPMENT,RADIO,DESKTOP,800MHZ 12/1/96 $5,500.00

VeranoPlace 999002911 ELECTRICUTILITYVEHICLE 12/1/99 $8,775.00

VeranoPlace 139000194 PLAYGROUNDEQUIPMENT 6/1/13 $25,408.00





VeranoPlace 139000202 BIKERACK-SARISSTACKRACK 6/1/13 $5,768.00






VeranoPlace 159000386 KEYTRAKSYSTEM 9/22/15 $15,874.88

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STUDENTHOUSING VeranoPlace 169000363 COPIER 6/30/16 $6,154.87






VeranoPlace 179000319 CushmanHaulerPro,2passenger,72voltAC-poweredutilitycartconfiguredcompletelyperattached

6/30/17 $8,830.36

VIII. REGULATORYREQUIREMENTS• Clery Act – Requires that the university maintain a “statement of current campus policies

regardingtheimmediateemergencyresponseandevacuationprocedures,includingtheuseofelectronic and cellular communication.” The campus Emergency Services Manager hasidentifiedaneedforeachdepartmentoncampustomaintainandemergencyactionplantomeetthisrequirement.

• HigherEducationOpportunityAct–CampusFireSafetyRight-to-KnowAct(2008):Campusesmustpubliclyprovideforeachon-campusstudenthousingfacility:o Quantityoffiresandcauses;numberofinjuriesanddeathsrelatedtofires;andthevalue

ofpropertydamagecausedbyfireso Descriptionsofeachfacility’sfiresafetysystemso Quantityofmandatory,supervisedfiredrillso Policies on portable electronic appliances; smoking and open flames; evacuation

procedures;firesafetyeducationandtrainingprogramsprovidedtostudents,facultyandstaff

o Plansforfuturefiresafetyimprovements,ifneededo Annualreporttothecampuscommunity

• CaliforniaCodeofRegulations:Title19establishesminimumstandardsforthepreventionoffireandprotectionof lifeandpropertyagainst fire,explosionandpanic. Itgovernsuseandmaintenance of any state-owned building. This is accomplished through a crew of 4 FirePrevention Officers administered by the Campus Fire Marshal and assigned exclusively toStudent Housing. This team operates under a Memorandum of Understanding, which wasamendedinSeptember2015toaddspecificreferencetoTitle8–GeneralSafetyProvisionsandTitle24–Construction(maintenancetocomplywithoriginalconstructionrequirements).

• California Health and Safety Code Section 13108 allows the State Fire Marshall and theirauthorizedrepresentativestomakefirepreventioninspectionsinstate-ownedbuildingsforthepurposeofenforcingregulationsrelatedtofireandpanicsafety.

• GFHHousingleasesandmonthtomonthrentalagreementsgovernedbylandlord/tenantlaw(CACivilCodeandCodeofCivilProcedure)

• UndergraduateHousingcontractsdon’tnecessarilyfallunderlandlord/tenantlawpersebutcertainpractices(e.g.,3DayNoticestoPayorQuit)arecarriedoutinaccordancewithit.

• Applicable UC Regents policy (in accordance with California law) regarding electroniccontracting

• FERPA

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• LawspertainingtoPublicInformationrequests• Lawsapplicabletothecampus’centralizedbillingsystem(ZOTAccountOnline)astheypertain

to housing charges that are posted and payment processing (e.g., credit card payments,electronicchecks,financialaidpayments,etc.

• UCOPFinancialReportingRequirements• AccountingandInternalAuditPolicies/Procedures• ExternalAuditRequirements• BudgetOfficePolicies/Procedures• HumanResourcesPolicies/Procedures• BUSRequirements


ArroyoVista StudentCouncil(AVSC)CampusVillage ResidentialAssociationMesaCourt MesaCourtCouncil(StudentBoard)MiddleEarth MiddleEarthCommunityCouncilPaloVerde PaloVerdeResident’sCouncilVeranoPlace VeranoResident’sCouncilGUSH(GovernmentofUndergraduateStudentHousing) ADRLStudentConduct

CUG(CoordinatedUndergraduateGovernanceGroup)

• FredLipscomb–InterimExecutiveDirector,StudentHousing

• DennisMcCauliff–ACC• DirectorsofUndergraduateStudentHousing• GUSHPresident• ASUCIPresident• ASUCIExecutiveVicePresident• ASUCIVPAdministrativeAffairs

TheGraduateCGGhasthefollowingmembership:

• FredLipscomb–InterimExecutiveDirector,StudentHousing

• DennisMcCauliff–ACC• DirectorsofCampusVillage,PaloVerde,andVeranoPlace

• ACouncilRepresentativefrom:PaloVerdeandVeranoPlace

• AGSPresident• AGSVPInternalAffairs

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X. MAJORISSUES

CAPITALPLANNINGREDEVELOPMENTOFEXISTINGGRADUATEAPARTMENTS• TheoldestremainingbuildingsinVeranoPlacewereconstructed50-yearsago(Units1,2,and

3).Renovationshavebeenaccomplishedthroughroutineandmajormaintenancerenovations.These efforts focus on addressing deferred maintenance but can only provide limitedmodernization. The scale and volume of these renovations are approaching the financialthresholdwherebyalonger-terminvestmentinnewconstructionmaybeadvisable.Units1,2and3arealsotheremainingfacilitieswithconfigurationsthatbestserveneedsoffamilieswithchildren,whichmustbeconsideredinredevelopmentplanning.

FRESHMENRESIDENCEHALLCAPACITY• Increasing capacity to house first-year residents is critical to meeting the current housing

guarantee. This has partially been addressedwith theMesa Court Expansion, however theprojecteddemandwillnotbefullymet.Additionally,approximately490currentfreshmenarenotinaresidencehallenvironmentthatisbesttosupportstudentsuccess.Acomprehensivehousingplanisrequiredtoaddressthisgapinfreshmenresidencehalldemand.

FACILITYMODERNIZATIONANDUPGRADES• MajorMaintenanceeffortshavefocusedoncriticalrepairsandestablishingaconsistentlevel

of maintenance throughout the portfolio of Housing facilities. Vital initiatives have becompleted,asgeneralizedinthefollowingcategories:

• Fire Safety – Significant investments have been made to complete upgrades in fire alarmsystems inexistingbuildings,even ifnot requiredbyCode. InSeptember2014, theCampusEthics and Compliance Committee reviewed the status ofwork completed thus far. Certainareas of StudentHousing had been previously deemed asHigh Risk, but this exposurewasreducedbaseduponreview.

• Wireless–Clientexpectationsforwirelessaccessincreaseseachyear,asevidencedbyannualsurveys where wireless in the dorms is the most requested service. Installation inundergraduatehousingwascompletedforthe2015-16academicyear.

• RoofReplacements–Approximately250buildingswithintheStudentHousingportfoliohaveroofsystemswithinthe lifecycleof industrystandards.Ongoingmaintenancewillbewithinpredictableandacceptablelevels.

REDEVELOPMENTOFEXISTINGRESIDENTIALDININGFACILITIES• Existing facilities do not supportmodern food service and diningmodels, are inefficient to

maintain, and are not adequately sized to accommodate the growth in campus-wideenrollment.ThisconditionhasbeenaddressedinMesaCourtwithdevelopmentoftheMesaCourt Expansion,butnot inMiddleEarthwithPippin /BrandywineCommons resulting in adissimilarexperiencebetweenresidentsofthetwofreshmenhousingcommunities.

SUSTAINABILITY• In November 2013, President Janet Napolitano announced the Carbon Neutrality Initiative,

which commits UC to emitting net zero greenhouse gases. Student Housing has completedsignificant improvements to increase water and energy efficiency of facilities, and is now

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embracing its unique access to the campus community. The broad goal is increasingenvironmental sustainability through education and agency of residents and employeesthroughout the department, collectively serving as change agents that foster healthyenvironments,socialjusticeandeconomicviability.o Based upon the American College Personnel Association monograph “Towards A

SustainableFuture,”HousingleadershipcreatedaVisionforSustainableLivinginStudentHousing.

o ASustainabilityProgramManagerhasbeenrecruitedwithresponsibilityfordevelopmentofprogramsandadepartmentwidesustainabilityagenda;researchandbenchmarking;andmarketing,trainingandcommunications.

o The department has made efforts to expand its impact by focusing on education andbehaviorchange,specificallybyengagingitsdiverseprofessionalstaff,aworkforceofover225people.Thedepartmentalsoexpandeditssustainabilityco-curricularprogrammingandinternshipopportunitiesforstudentresidents.Additionally,keycampuspartnershipswerestrengthened,suchaswithFacilitiesManagementtoincreasezerowasteefforts,andtheGlobalSustainabilityResourceCentertofurthersustainabilitygoalsandplanning.

MANAGINGHOUSINGGUARANTEESWITHGROWINGENROLLMENT• Growth inbothundergraduateandgraduateenrollmenthasexerted increaseddemandson

Student Housing, challenging our ability to meet obligations associated with the freshmanhousing guarantee. Residence halls thatwere formerly able to accommodate the freshmanhave in recentyearsbeenoutpacedbygrowing freshmanclass sizes.Repurposingspaces inotheron-campuscommunitieshasprotectedthefirstyearguaranteebutreducedthehousingstockavailabletocontinuingstudents.In2016-17,inadditiontothe932bedsthatwereaddedinMesaTowers,roughly503freshmenwerehousedintwoalternateundergraduatehousingcommunities (ArroyoVistaandCampusVillage). In fall 2017, anadditional152bedswill beaddedtotheresidencehalls,androughly340bedsinArroyoVistaandCampusVillagewillbeusedtoaccommodategrowingfreshmenenrollment.Growthininternationalstudentenrollmenthasincreaseddemandsforyear-roundhousing,aspecialorientationprogram(ISO)theweekbeforemove-in,earlyfallmove-in,andwinterbreakhousing. In fall 2016 995 international students attended ISO and moved into their fallassignmentstwodaysearly.Anadditional67Edgestudents(whodidnotattendISO)movedintotheirfallspacesearlyaswell.

• Graduateenrollmenthasgrownmoregradually,anddemandforavailableon-campushousingcontinuestobeconcentratedinUCIownedcommunitiesduetotheirrelativelylowrentalrates.PressuretocontainhousingcostsremainsanactiveissueamonggraduatestudentsandledtothedecisiontoconvertCampusVillageApartmentsfromundergraduatetograduatehousingover a four year periodbeginning in 2012-13.Ninety-six graduate students currently live inCampusVillage;however,continuationoftheconversionremainsonpauseduetoagreaterneedforbedsontheundergraduateside(particularlywithfirstyearstudents).

XI. MISCELLANEOUS

Notapplicable


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STRATEGICPLANNING• CompletionoftheStrategicPlan

A public document summarizing the 2017 Student Housing Strategic Plan was shared withdepartmentstaffandcampuspartnersinfall2016.TheplanwaslaunchedatthefallAll-HousingMeetingwithavaluesvideothatfeaturedHousingstaffmembersreflectingonthemeaningofHousingValues(Respect,Integrity,Inclusion,andLearning)intheirwork.Staffwereinvitedtoparticipate in a Values Calendar challenge in which they recorded activities that related todifferentHousingValuesfromNovember2016–May2017.

FACILITIES• MesaCourtExpansion

The Design-Build Institute of America (DBIA) represents the entire design and constructionindustryinpromotingtheintegratedapproachtoachievethebestvalueforprojectdelivery.UCI, together with the Hensel Phelps – Mithun teams, were recognized with a DBIA 2017National Award of Merit for Education Facilities recognizing best practices of owners anddesign-build teams.Theprojectalso received twohonorsat theDBIAWesternRegion2017Design-BuildAwards:DesignExcellenceAwardandtheRegionalAward.

• MiddleEarthExpansionDevelopedtheDetailedProjectProgramforthenewexpansionandcompletedthebidprocessfortheselectionoftheconstructionteam.FinalvendorwasselectedtobegintheconstructionoftheMiddleEarthExpansion,beginningwithdemolitioninJune2017.

• VPUnit6Renovationo VeranoPlaceWellnessCenter:Supportedtheprojectwithadditionalinfrastructuresuchas

electrical, phone, & Ethernet lines, plumbing lines and fixtures, hydration station, newexteriorlighting,additionalsecuritysystem,&furnishingsforthefacility.

o VeranoPlaceTermiteTreatment:ThisworkincludedcoordinationofheattreatmentandsecondarypreventivetreatmentofatticspacesnecessaryaspartoftheUnit6renovationof200graduateandfamilyapartments.Thisrequiredcoordinationtodeveloptheschedule,pretreatmentinspectionsandcommunicationwithresidents,interfacewiththetreatmentwithWesternExterminator,andescortingthevendorduringthetreatments.

• IncreasedFreshmenEnrollment:MesaCourtClassics&MiddleEarthInordertoaccountfortheincreaseinfreshmanstudentsinHousing,duringsummer2015HASconvertedsingle rooms todoubles in Isla, Laguna,Selva, lluvia,&NieblaatMesaCourtanddoubleroomstotriplesinQuenyaatMiddleEarth.Partofthisgoalinvolvedborrowing70desksfromAmericanCampusCommunities.Astheyrequiredtheir furnituretobereturnedby fall2016,HAS purchased 70 desks andmobile pedestal units (samepieces used inMesa CourtTowers)andhadtheminstalledattheMesaCourtClassicsbuildingsnotedaboveandinQuenyaatMiddleEarth.

PROFESSIONALDEVELOPMENT&STAFFTRAINING• ProfessionalDevelopment:

EstablishedindividualprofessionaldevelopmentplansforeachHousingemployee.Introducedand encouraged exploration of the UC competencies to identify a competency area fordevelopment.

• StaffTraining:

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Developed and completed a 40-hour training institute for the HousingManagement Team,whichincludedpresentationsfromthecampusAuditTeamandPurchasing,andcoveredtopicssuchasfinancialstewardship,changemanagement,anddevelopingleadershipcompetencies.

RESIDENTRELATIONS&CUSTOMERSERVICE• Housing Accessibility: $200,000 of Major Maintenance Contingency allocated for a new

Housing Accessibility Fund. Thiswas established to implement projects proactively tomeetdiverse needs of residents. Recommendations for use would be determined by a newlyestablished Housing Accessibility Committee, which included diverse representation fromHousing operations and residence life teammembers. Use of this fundwould only requirenotificationtoBAC,andsubjecttoavailabilityofContingency.

FINANCIAL• Developedthebudget for theMiddleEarthexpansionandcollaboratedwithStudentAffairs

andtheBudgetOfficetofinalizetheprojectbudgetandobtainRegents’approvalintheWintertobeginconstruction.

PARTNERSHIPS• Collaborated with Admissions throughout the spring yield season, including significant

increases to campus enrollment and thenumberof students receiving guaranteedhousing;increasedbedspacesforFallof2017toaccommodatetheincreasedenrollmentnumbers

• Maintained positive partnershipwith the BudgetOfficeAdministrators and Students AffairsleadershipthroughtheBudgetAdvisoryCommitteeandbudgetdevelopmentprocess

• TenprofessionalstaffmemberstaughttheUniversity101course“ThriveatUCI”tofirstyearstudents,providingresourcesforpersonalandacademicsuccess

• Worked in collaboration with student leadership, community leadership, and HousingLeadershipduringmonthlyCoordinatedUndergraduateGovernanceandCoordinateGraduateGovernance meetings, where all members discussed issues related to the various studentpopulationsresidingwithinourcommunities

• Housingworkedwithmanycampus-wideteamstobolstercollaborationandincreaseskillsinrespondingtoemergencysituationsoncampus.ThedepartmentwastrainedonandworkedwiththeZoneCrewprogram,Care&ShelterTeam(CAST),RapidBuildingAssessmentTeam(RBAT),CampusSearch&RescueTeam(CSAR),andtheOCFireAuthority

SUSTAINABILITY• EarthReps, Costa Rica Program, and Sustainability Programming reached 1,820 residents in

peer-to-peer education.Our student team supported additional outreachwith theGSRC toreachatotalof4,195students.HousingSustainabilityprogramsreachedabout1,000residentsin2015-16,thusanincreaseof80%inHousingand400%oncampus.

• InOctober,HousingSustainabilitystudentsorganizedthefirstFallSustainabilityFairwiththegoalofsharingsustainabilityeducationwithHousingresidentsandthegreaterUCIcommunity.Over22campusandcommunitypartnersparticipated.Thefairwasagreatsuccess,drawinginover200fairpatronstoMiddleEarth.Over86%ofexitsurveyrespondentssaidtheylearneda“moderate” amount or “a lot” about sustainability. And 83% noted that the content wasapplicableandaccessibletotheirlives.

• StudentHousingengagedinseveralsustainabilityinitiativesthroughouttheyear.Severalunitsimplementedprojectsatthecommunitylevel.Someofthehighlightsinclude:

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o Increasedbuy-inandengagementwiththeResidentHousingAssociation (RHA)studentsandincludingeventgreeningintheirpriorities

o Middle Earth increased their diversion rate 9% points and showcased great staff andstudentstaffengagement.

o PaloVerdelaunchedfoodwastecompostingwithawelcomereceptionfromresidentso HASofficestookonthechallengeofaddingacompostbintotheirbreakroomandreducing

singleuseitemsatmeetingsandparties.HAScompostedanaverageof15poundsoffoodwasteeachweek,equatingto780lbs=0.39tonoffoodwasteperyear=0.34MetrictonsperyearofavoidedCO2Eemissions.Thiswasequivalentof815passengermilesor9treesgrownfor10years.

o In2016-17,weplaced7permanentGoodwilldonationbinsincommunitieswithmoreonorder.

o Most communities have transitioned to compostable, disposable serveware and arepromoteBYOfork,plate,cupwithincentives.

• InresponsetotheextremedroughtconditionsinCalifornia,theDepartmentofStudentHousingallocated $300,000 in one-time funding for an initiative to provide the most immediatedecreaseinwaterconsumptionforlandscaping.TheprojectwascompletedinJune2016.Seeinformation in ANNUAL GOALS, Section D. Increase Efficiency of Irrigation Systems. Thisincludedcompletionofthefollowing:o Computerizedcentralcontrolso Weatherstationtoinformautomaticcontrolso Fieldauditofirrigationsystems,equipmentandmicroclimateso GPSmappingofdatacollectedinfieldaudits

SAFETY&DISASTERPREPAREDNESS• DOC Activation Table Top Drill (October 2016) – This scenario presented an asymmetrical

challengetoHousingleaders,andrequiredthemtoevaluatewhenanissuegoesfromanacuteincidentthatcanbehandledwhilemaintainingnormaloperationstoasystemicchallengethatrequirestheHousingDOCtobeactivatedandservicelevelstoadjust.NotallemergenciesordisruptionstoHousingwillbeonthescaleofacatastrophicearthquakeoractofmassviolence;thisexercisewasdesigned tohelpdepartmentdecisionmakers sort through the“shadesofgray”anddebatethemeritsofutilizingtheDOCresponsestructureversusnormaloperationswhenaddressinganongoingandescalatingissue.

• NewHireDisasterResponseTraining(November2016)–Atotalof25fulltimeHousingstaffthathadbeenhiredsincethedeploymentofthenewcommunitydisasterresponseplanswasdeveloped were trained in Housing’s disaster response model. The training included anintroductionoftheIncidentCommandSystem,theroleoftheHousingDepartmentOperationCenter, individual community command posts and how it all fits into the campus responsemodelandEmergencyOperationsCenter.

• Student staff completed several disaster preparation drills, including the Campus VillageEarthquakeResponseDrill,inwhichResidentadvisorsinCampusVillagesimulatedaresponsetoamajorearthquakeoccurringalongtheNewportInglewoodfaultlineafternormalbusinesshours.DuetosignificantdamageinthegreaterIrvinearea,RA’swouldbeontheirownwithoutsignificanthelp fromfull timestafforemergency first responders foranextendedperiodoftime. Arroyo Vista student staff completed an Earthquake Response Table Top Exercise, in

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which theydiscussedandreviewedtheirplans for responding toanearthquakeemergency,similartotheCampusVillageexercise.

HOUSINGUNITS• ArroyoVista

o IncreasedcollaborationwithUCICounselingCenter-theArroyoVistaResidenceLifeTeaminpartnershipwithUCI’sCounselingCenterprovidedeachAVResidentwithauniqueonlineservicewhereresidentscouldcompleteabrief,anonymousandconfidentialonlineStressandDepressionQuestionnaire.Thequestionnaireurgedstudentstotakeadvantageofthissafeandeasywaytofindoutifstress,anxietyordepressionmaybeaffectingthem.Thegoal for sending out the survey was to enhance student wellness by helping studentsidentifyanddosomethingaboutstress,anxiety,depressionandotherproblemsthatcaninterferewithacademic,socialandpersonalfunctioning.

o Completed FERPA and Customer Service Training for professional staff, which includedcommunicationskills,confrontationskills,phoneetiquette,andacoursetorefreshthestaffontheparametersofFERPA.

o 2016-2017 saw an increase in the involvement of House Sponsors for the Arroyo VistaAcademic ThemeHouses. Attendance at programs increased and thewillingness of thesponsors toplan,collaborate,participate in,andmarketprograms in theThemeHousesincreasedconsiderably.

• CampusVillageo InJuly,AugustandearlySeptember,CampusVillagehostedtheLARamsTrainingCamp.

The collaboration involved multiple campus partners, including Conference Services,Parking,andAthletics.AfterdevelopingabudgetforhostingtheRams,theteamfacilitatedapartment set upwith new furniture, cleaning schedules, and the apartment turn overprocessattheendofthetrainingcamp,allwhileprovidinghighlevelcustomerservicetotheteam.

o InstitutedaWellnessSeries,whichincluded5cookingclasses,mindfulnessworkshopswiththeCounselingCenter,weeklyyogaandworkoutclasses,self-defense,andtherapydogs.Developeda1.3unitclassduringwinterquarterinpartnershipwiththeCenterforStudentWellnessandHealthPromotionthatfocusesontheeightdimensionsofwellness.CampusVillageResidenceLifehasworkedwiththeStudentHealthandWellnessPromotionsOfficefortheWinterWellnessClassandisnowplanningaLivingLearningCommunityinCampusVillageforFall2017.

o Enhancedmanyareasofthecommunitythroughfacilitiesmaintenanceprojects,includingstoragefacilityinventoryandcleanup,lightingandsoundsystemupgradesincommunitycommunalspaces,theadditionofaconferenceroomforstudentstaff,andwaterheaterreplacementsthroughoutthecommunity.

• MesaCourto Successfully opened theMesa Court Towers for Fall move-in 2016. Over 900 residents

checkedinoverthethreedaymove-inweekendandresidentsimmediatelyfellinlovewiththenewfacility.TheAnteatery,thenewdiningcommons,sawheavytrafficasitopeneditsdoorstothenewstudentsoncampus.Countlesshourswerespentpreparingthebuilding,addressingmaintenance/facilitiesissues,andtrainingthestaffinordertoopenassmoothlyaspossible.

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o TheResidenceLifeTeamutilizedanonlinesystem,calledAcuityScheduling,tomanagetheinterviewschedulingprocessforover160MCRAcandidates.Thestudent-friendlysystemallowed candidates to schedule their own interview times, to reschedule, and to cancelappointments all online. The system increased professional staff workflow through itsabilitytosyncwithOutlook360,totrackandupdatechangesimmediately,anditsabilitytohostmultiple, interconnectedcalendarstoaccommodatespecial interviewprocesses forthemedcommunities.

o WehostedtheLaudsandLaurelsdinnerforover500Universityguests.Thisistheannualcampus alumni fundraiser dinner and the Chancellor and former Chancellor were inattendance.MesaCourtstafffacilitatedthesetupandteardownoftheTheAnteateryspaceandprovidedexcellentcustomerservicetotheAlumniCenteranditsguestsattheevent.

• MiddleEartho Developed,organizedandsuccessfullydeployedaMiddleEarthStaffEngagementSurvey

tobegintheprocessoffosteringanengagedstaffinthecommunity.BasedontheTowers-WatsonModelofEngagement,thesurveywasdeployedinSeptemberof2016toestablisha baseline response and again in July 2017 to assess success of engagement focusedprogrammingthroughouttheyear.Mostareasmeasuredsawconsiderableimprovementoverthecourseoftheyear.

o Focusonincreasingsustainabilityeffortsledtoanincreaseinwastediversionfromlandfillsby10%.Thestaffalsoincreasedaccesstorecyclingandcompostingthroughtheinstallationofmultiplebinsthroughoutthecommunity.

o Middle Earth is proud and excited about the continuation of our Middle Earth safetycampaign(itbeganintheFallof2015andisinitssecondyear).Itisatimefortheentireteamtobetogether,learnaboutsafety,sharesafetyexperiences,sharesafetyconcerns,experience theOperations leaders as educators and presenters, ask questions and gaininformationtomakegoodsafetydecisionsinthefuture.MiddleEarthispromotingsafety,wellness, learning,development, inclusionandengagementtoourvaluedandrespectedteammembers.

• PaloVerdeo Launched a very successful composting initiative in the community. Compost bins for

individualapartmentswerepurchasedbythePVResidentCouncilanddistributedatvariousprogramsthroughouttheyear,whichincludededucationoncompostingfortheresidentsandincreasedawarenessoflargecompostingbinsthroughoutthecommunity.

o Inordertofosteranenvironmentofhealthandwellnessforstaff,PVhostedastaffresourcefair.Everysingleemployeewasabletospend15minutesinoneononetimewithsomeonefromHumanResources, theOmbudsOffice,andDr.Shekarbi.Allowingstaff thetimetolearnaboutandengagewiththeseresourceswillhelpfacilitatehealthybehaviorsintothefuture.

o Completed several renovations in the community to support our residents with abilityissues. Two apartments units were converted in order to foster comfortable livingenvironmentsforacoupleofourresidentsandanADArampwasinstalledattheAnteaterExpressbusstop.

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• VeranoPlaceo Staff demonstrated flexibility, resourcefulness and initiative by taking on additional

responsibilitiestoensurecriticalfunctionsandprojectsweresustainedduringmultiplestaffabsencesandturnover.Throughitall,staffworkedtogether,stayedpositive,andkeptthebestinterestofclientsinmind.

o RevampedthefledglingVeranoCommunityGardenintoaresource-rich,robustgarden.WorkedwithCentralGroundscrewtorefurbishgardenplots,removeweeds,repairholes,andreplaceplotdividers.Dividedafewplotsintosmallerplotsforresidentswhowantedtotrygardeningonasmallerscale.Asapartoftherevamp,redesignedtheroleofthegarden council into a sustainableposition. Streamlined roles andduties formembers,restructuredroleofliaison,andaddednewblogtocommunicatewithmembership.Thefinalexistingpiecetofinishisgardenfinancesandbilling.

o WorkedwithSystemsDevelopmentteamtoexpandthefunctionalityofone-clickemailofferwithinGFHARMssothatitcouldbeusedforleaserenewalandextensionsfortheGraduateGuaranteeProgram.Thisresultedindramaticallyreducingtheadministrativetimeneedtosendrenewaloffers,increasingefficiency,decreasingerrors,andallowingthe team to be able to get extensions entered into ARMs 4-6 weeks earlier than inpreviousyears.Asaresultofextensionsbeingentered,offerswerethenabletogooutonthesespacesfarinadvanceofthetypicaltimelineinyearspast.

XIII. 2017-18GOALS

STUDENTHOUSINGSTRATEGICPLAN• WorkonStrategic Initiativeswillcontinue.Workteamswillmeetmonthly (orasneeded)to

trackimplementationandpreparefornextsteps.• Initiativeteamleadswillprovidequarterlyupdatesonworkbeingdone.Updateswillbeshared

withdepartmentstaffandStudentAffairs.• A Staff Engagement initiative teamwill lead department staff through a series of activities

designedtostrengthenengagement.TheseactivitieswillbepartofthedepartmentalgoalofBuildingCommunity.

FACILITIES• PendingRegentsapproval,advancecampusaspirationsforgrowththroughthedevelopment

andapprovalofdocumentsrequiredtoexpandMiddleEarthHousing,withanticipatedopeninginfall2019.

• BuildresilientcommunitieswithlandscapeenvironmentsthatcanthriveinthenaturalclimateoftheIrvinearea.Createpleasantsurroundingsthatareresistanttodiseaseandpestswithoutreliance on artificial water, fertilizer and herbicide treatments. Use plant material that areappealingintheirnaturalstate,requiringlittlelabororfueltomaintain.

• Streamline the process and reduce costs of tree maintenance services with a single,strategically-sourcedvendor.Utilizetechnologytosupporttreeriskassessment,schedulingandcommunication.

• Buildresilientcommunitiesthatareabletoefficientlyassignkeysandnimblymanageaccesstosustain security. Deploy department-wide retrofit of standard card key access systems inexistingbuildings.

PARTNERSHIPS

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• In collaboration with colleagues, develop requirements that support the integration of theHousingOSCARsystemwiththecampus’transitiontoBanner.

PROFESSIONALDEVELOPMENT&STAFFTRAINING• ContinueimplementationofthenewHousingStrategicPlanandfosteranenvironmentfocused

ontheannualdepartmentalgoalof“BuildingCommunity”throughcommunitydevelopmentprogramming, recognition of accomplishments, and increasing staff engagement across allhousingunits.

RESIDENTRELATIONS&CUSTOMERSERVICE• Enhance communication on Student Housing for Spanish-speaking families of current and

prospective students in alignmentwithUCI’s status as a “Hispanic-serving Institution,” e.g.,providetranslationofvideocontent

• Enhanceonlineresourcestoreplacein-persontoursduringnon-peakmonths(tomakeupforthelossofourhousingtourroom)

• Incorporatecasemanagementpositionintograduateandfamilyhousingtoaddressincreasesinresidentrelationsactivity

FINANCIAL• Developflexiblelong-rangefinancialmodelsthatreinforcehousing’sstewardshipofresources

initiative,addressingoperationalneeds,capitalprojectplans,andexternalobligations.• Create annual budget guidelines and lead the departmental annual budget development

process, including establishing long-range and short-term rate caps as well as net revenuetargetsforeachhousingunittoassistdirectorsandmanagersindevelopingtheirunit’sannualbudgets.

XIV. AWARDS

None


2016-17Updates:ADMINISTRATIVESERVICES

StudentTransitionsCollaborativeAssessmentDIVERSITY&GLOBALCONSCIOUSNESS

StudentsparticipatinginThrive@UCItransitioncoursewilldirectlyidentifyselfandinterculturalrelationsbiasesfromnarrativesandwillself-reportimprovementsincollegeefficacyandmindfulnessskills.PartofTransitionsCollaborativeAssessment.

MeasuredBy:directassessment-portfolio/writingsample/journal/otherproducts(WITHRUBRIC),surveyorquestionnaire(pre-andpost-)

Results:Pending


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ARROYOVISTA

ResidentAssistantTrainingDIVERSITY&GLOBALCONSCIOUSNESS

RAswillbeabletoapplyinterculturalstrategiesduringroleplaystoberesponsivetoresidents'questionsorconcernsaboutantiblacknessandbiases;strategiespracticedwillemphasizeself-examiningownassumptionsandreducingtheuseoftriggerwordstoenhancecommunications,aswellasapproachestoaffirmandcounseldiverseothersabout.


Results:Pending


CAMPUSVILLAGE


StudentsparticipatinginThrive@UCItransitioncoursewilldirectlyidentifyselfandinterculturalrelationsbiasesfromnarrativesandwillself-reportimprovementsincollegeefficacyandmindfulnessskills.Co-teachingw/KimBurdettandpartofTransitionsCollaborativeAssessment.

MeasuredBy:directassessment-portfolio/writingsample/journal/otherproducts(WITHRUBRIC),surveyorquestionnaire(pre-andpost-)

Results:Pending


MIDDLEEARTH

Pre/Post-TestUsingtheAdultHopeScaleandtheCollegeSelf-EfficacySurveyLEADERSHIPDEVELOPMENT

Studentswillshowgainsonbothinventoriesfromthepre-testtothepost-test.


Results:Hopescale:pre-test48.33.Post-test48.91,CollegeSelf-Efficacy:pre-test94.91.Posttest94.14


TimeManagementLessoninUniversityStudiesClassPERSONALRESPONSIBILITY

Studentswilldemonstratetimemanagementstrategiesbyprioritizingandplanningimportantandurgentactions.Assessedfromalouddialogueandpeer/shareevaluation.


Results:Pending


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MESACOURT

UCMEWellnessForumCIVIC&COMMUNITYENGAGEMENT

Undergraduate participants will be able to identify sources of wellness and plans to achievewellnessinfirst-yearcampusexperiencesthroughpersonalreflectionsandpeerdialogues.

MeasuredBy:interviews-groups/focusgroups

Results:Twenty-sevenparticipantssharednarrativesanddialoguedaboutwellnessexperiencesoncampus,identifyingthemesrelatedtostudentusesofmultiplecampusresources(e.g.,CampusRecreation,Cross-CulturalCenterevents,etc.)tosupportwellnessandincreasinglycomplexwaysofdefiningastheymovedfromhighschoolexperiencestocollegeexperiences(e.g.,movingfromequatingwellnesswithonlydailyemotionstoconsideringmultipleareasofphysicalhealth,socialhealth,etc.).

Use:reportingresults


StudentsparticipatinginThrive@UCItransitioncoursewilldirectlyidentifyselfandinterculturalrelations biases from narratives and will self-report improvements in college efficacy andmindfulness skills. Co-teaching with Angela Simmons and part of Transitions CollaborativeAssessment.

MeasuredBy:directassessment-portfolio/writingsample/journal/otherproducts(withrubric),surveyorquestionnaire(pre-andpost-)

Results:Pending


2017-18:ADMINISTRATIVESERVICESSpanishinformationalvideos

CIVIC&COMMUNITYENGAGEMENT

HASwillcreateSpanishtranslationofselectedinformationalvideosforbetteroutreachtonon-Englishspeakingparentsofprospectivefreshmanandtransferstudents.

MeasuredBy:Archival(documentreviews)Results:TobereportedSummer2018


MIDDLEEARTH

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WinterAcademicOutreachPERSONALRESPONSIBILITY

Studentsearningbelowa2.0forfallquarterwillbeinvitedtocomeintotheMiddleEarthHousingOfficetomeetwithprofessionalstafftoreviewcampusresources,communicationswithacademicdepartmentsanddevelopactionplanstohaveadifferent(improved)academicoutcomeforwinterquarterthantheydidforfall.

MeasuredBy:Directassessment:productorobservationwithoutrubric;checklistResults:TobereportedSummer2018


MESACOURTSustainabilityThemeHall:Ciudad


ResidentsparticipatinginthesustainabilityThemeHallinMesaCourtwillincreasetheirknowledgeofsustainabilityandbeabletoimplement1newsustainablehabit.SustainabilityInitiativewillbeassessedthroughpre&postsurveying,journalsubmissions,andafinalcapstoneproject.

MeasuredBy:Directassessment(productandobservation)withrubricsandproduct/observationwithoutrubric;casestudy



WellnessInitiative

PERSONALRESPONSIBILITY

ResidentsparticipatinginquarterlywellnessprogramsinMesaCourtwillincreaseknowledgeofwellnessandabletoimplementknowledgetobuildhealthyhabits,engageinself-care,andbuildresiliency. The Wellness Initiative will be assessed through community-wide surveying andprogramevaluations.

MeasuredBy:Directassessment(productorobservation)withoutrubric;postsurveysResults:TobereportedSummer2018

Use:Providingstudentfeedback;reportingresults

AcademicSupportandOutreachInitiative


Winterquarter,MesaCourtwillimplementanAcademicSupportandOutreachInitiativeaimedtointerveneandsupportstudentswhoreceiveda2.0orbelowGPA.ResidentswhoparticipateinthisAcademicSupportandOutreachInitiativewillgainresources,servicesandsupporttoachieveacademicsuccess.MCwillassessthisprogrambycomparingGPAfromfallquarterand

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winterquartertoassessgradeincreasesandtoconductevaluationstocapturestudenttestimonies.

MeasuredBy:Directassessment(productorobservation)withoutrubric;postsurveys;focusgrouporothergroupinterviews



ARROYOVISTA

ArroyoVistaandLARCPERSONALRESPONSIBILITY

In an effort to support Arroyo Vista residents on increasing their personal responsibility (as itpertainstotheiracademicsuccess),theArroyoVistaResidenceLifeteamwillworkcollaborativelywithUCI’sLearningandAcademicResourceCenteronincreasingAVResidentuseofLARC'stutorialsessions.Throughe-mailquarterlyupdatesontutoringcoursesoffered,hostingaminimumoftwoLARC tutorial courses in the Arroyo Vista Community Center, and through the utilization ofdesignatedprogrammaticfunds(toassistincoveringtheminimalcostassociatedwithsigningupfortutoringhelp),AVResidentswillincreasetheirawarenessofLARCresourcesandthusincreaseresident'sutilizationoftutorialcoursesbyaminimumof5%bytheendofthe2017-18academicyear.

MeasuredBy:TrackpercentageofLARCtutorialstakenResults:TobereportedSummer2018


104

Description Account‐Obj FTE Head count Core SA Assessment Sales & Service Referendum Other One‐time Total

Sources of FundsHOUSING/BUSINESS SERVICES 760000‐3900 ‐ ‐ 16,115,701 ‐ 16,115,701 H/CENTRAL HOUSING ADMININST 760001‐3900 ‐ ‐ 16,379 ‐ 16,379 HOUSING/INT IRVINE PROGRAM 760007‐3900 ‐ ‐ 43,200 ‐ 43,200 HOUSING/CENTRAL GROUNDS CRE 760013‐3900 ‐ ‐ 109,725 ‐ 109,725 HOUSING INCOME‐CENTRAL ADMINISTRATION ‐‐S777 ‐ ‐ 142,600 ‐ 142,600 R‐H INC REG SES RM & BD MC ‐‐S778 ‐ ‐ 41,239,300 ‐ 41,239,300 R‐H INC REG SES FRFT MC ‐‐S779 ‐ ‐ 34,642 ‐ 34,642 R H INC REG SES OTHER MC ‐‐S780 ‐ ‐ 112,340 ‐ 112,340 R H INC CONF CAT RM & BD MC ‐‐S782 ‐ ‐ 441,600 ‐ 441,600 H/ACTIVITY FEE INCOME ‐‐S783 ‐ ‐ 61,644 ‐ 61,644 H/CONTRA INCOME/PB‐MC ‐‐S784 ‐ ‐ (3,430) ‐ (3,430) F/S CASH SALES REBATE MC ‐‐S785 ‐ ‐ 4,434 ‐ 4,434 R A INC RENTAL VP ‐‐S788 ‐ ‐ 13,184,849 ‐ 13,184,849 R/A INC OTHER VP ‐‐S790 ‐ ‐ 32,396 ‐ 32,396 RA/VENDING INCOME ‐ VP ‐‐S791 ‐ ‐ 136,014 ‐ 136,014 H/CONTRA INCOME/RB‐VP ‐‐S794 ‐ ‐ (17,000) ‐ (17,000) F/A INCOME ‐ RENT‐LOS LOMAS ‐‐S801 ‐ ‐ 2,131,174 ‐ 2,131,174 F/A INCOME OTHER MISC‐LAS LOMAS ‐‐S803 ‐ ‐ 6,100 ‐ 6,100 R/H INC REG SESS RM&BD ME ‐‐S805 ‐ ‐ 25,754,762 ‐ 25,754,762 R/H INC REG SES FRFT ME ‐‐S806 ‐ ‐ 22,783 ‐ 22,783 R/H INC REG SES OTHER ME ‐‐S807 ‐ ‐ 93,797 ‐ 93,797 R/H INCOME CONF/CAT RM&BD‐ME ‐‐S809 ‐ ‐ 434,810 ‐ 434,810 H/ACTIVITY FEE INCOME ‐‐S810 ‐ ‐ 32,418 ‐ 32,418 H/CONTRA INCOME/RB‐ME ‐‐S811 ‐ ‐ (13,315) ‐ (13,315) F/S CASH SALES REBATE ME ‐‐S812 ‐ ‐ 5,000 ‐ 5,000 R/A INCOME RENT CV ‐‐S830 ‐ ‐ 4,788,761 ‐ 4,788,761 R/A INCOME‐FORFEITURE CV ‐‐S831 ‐ ‐ 7,500 ‐ 7,500 R/A INCOME‐MISC‐CV ‐‐S832 ‐ ‐ 63,250 ‐ 63,250 HOUSING/RA/ INC.SUMM.SESS.C.V. ‐‐S833 ‐ ‐ 381,078 ‐ 381,078 H/ACTIVITY FEE INCOME ‐‐S835 ‐ ‐ 11,400 ‐ 11,400 H R/A RENT INC PV ‐‐S838 ‐ ‐ 11,476,303 ‐ 11,476,303 H/ R/A MISC INCOME PV ‐‐S839 ‐ ‐ 68,100 ‐ 68,100 H/ R/A CONTRA INC PV ‐‐S840 ‐ ‐ (4,000) ‐ (4,000) AV‐T RENT INCOME ‐‐S842 ‐ ‐ 6,926,710 ‐ 6,926,710 AV‐T FORFEITURE INCOME ‐‐S843 ‐ ‐ 18,833 ‐ 18,833 AV‐T MISC INCOME ‐‐S844 ‐ ‐ 53,817 ‐ 53,817 AV Conference Income ‐‐S846 ‐ ‐ 814,959 ‐ 814,959 AV‐ACTIVITY FEE INCOME ‐‐S847 ‐ ‐ 18,612 ‐ 18,612 MESA COURT RA FEEDING 760132 ‐ ‐ (198,485) ‐ ‐ (198,485) MESA COURT FEEDING 760133 ‐ ‐ (15,164,638) ‐ ‐ (15,164,638) MESA COURT FOOD SERVICE MAINTENANCE 760136 ‐ ‐ (2,000) ‐ ‐ (2,000) MIDDLE EARTH RA FEEDING 760232 ‐ ‐ (125,359) ‐ ‐ (125,359) MIDDLE EARTH FEEDING 760233 ‐ ‐ (9,397,725) ‐ ‐ (9,397,725) MIDDLE EARCH FOOD SERVICE MAINTENANCE 760236 ‐ ‐ (2,000) ‐ ‐ (2,000) FOOD SERVICES ADMIN 764111 ‐ ‐ (255,004) ‐ ‐ (255,004)

Student HousingFY 2017‐2018

XVI. BUDGET


Auxiliary Services

As of 10/27/17

105


Total Sources of Funds ‐ ‐ 99,602,035 ‐ ‐ ‐ 99,602,035 0% 0% 100% 0% 0% 0%

Operational ExpensesH/CENTRAL HOUSING ADMININSTIVE SERVICES (SA10012) 760001 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760001‐1/2 7.00 7 ‐ ‐ 572,386 ‐ ‐ 572,386 Supplies 760001‐3 ‐ ‐ ‐ ‐ 32,546 ‐ ‐ 32,546 Employee Benefits 760001‐6 ‐ ‐ ‐ ‐ 215,839 ‐ ‐ 215,839 General Expenses 760001‐7 ‐ ‐ ‐ ‐ 14,605 ‐ ‐ 14,605 Reserve for Salary Adjustments 760001‐8 ‐ ‐ ‐ ‐ 1,373 ‐ ‐ 1,373 HOUSING MANAGEMENT (SA10013) 760002 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760002‐1/2 3.00 3 ‐ ‐ 227,592 ‐ ‐ 227,592 Employee Benefits 760002‐6 ‐ ‐ ‐ ‐ 104,787 ‐ ‐ 104,787 General Expenses 760002‐7 ‐ ‐ ‐ ‐ 61,108 ‐ ‐ 61,108 Reserve for Salary Adjustments 760002‐8 ‐ ‐ ‐ ‐ 30,298 ‐ ‐ 30,298 HOUSING CAMPUS ASSESSMENTS (SA10014) 760003 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating Reserves 760003‐7 ‐ ‐ ‐ ‐ 506,045 ‐ ‐ 506,045 HAS BUILDING EXPENSE (SA10015) 760004 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment & Facilities 760004‐4 ‐ ‐ ‐ ‐ 14,000 ‐ ‐ 14,000 General Expenses 760004‐7 ‐ ‐ ‐ ‐ 54,481 ‐ ‐ 54,481 HOUSING‐GENERAL & ADMIN RECHARGE (SA10016) 760005 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment 760005‐7 ‐ ‐ ‐ ‐ 7,599,888 ‐ ‐ 7,599,888 Assessment ‐ Debt Refinance 760005‐7 ‐ ‐ ‐ ‐ 420,467 ‐ ‐ 420,467 Assessment ‐ UCOP 760005‐7 ‐ ‐ ‐ ‐ 179,228 ‐ ‐ 179,228 Property Insurance 760005‐7 ‐ ‐ ‐ ‐ 1,476,200 ‐ ‐ 1,476,200 Assessment ‐ Shuttle 760005‐7 ‐ ‐ ‐ ‐ 358,487 ‐ ‐ 358,487 HOUSING/INT IRVINE PROGRAM EXPENSE (SA10017) 760007 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760007‐1/2 ‐ ‐ ‐ ‐ 102,000 ‐ ‐ 102,000 Employee Benefits 760007‐6 ‐ ‐ ‐ ‐ 1,224 ‐ ‐ 1,224 General Expenses 760007‐7 ‐ ‐ ‐ ‐ 181,230 ‐ ‐ 181,230 Assessment ‐ OIT 760007‐7 ‐ ‐ ‐ ‐ 1,214,599 ‐ ‐ 1,214,599 HOUSING/RESIDENTIAL PROGRAMMING INITIATI (SA10018) 760008 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Residential Programming Initiative 760008‐7 ‐ ‐ ‐ ‐ 30,000 ‐ ‐ 30,000 H/CENTRAL HOUSING 209 760010 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760010‐1/2 2.00 2 ‐ ‐ 206,717 ‐ ‐ 206,717 Supplies 760010‐3 ‐ ‐ ‐ ‐ 7,202 ‐ ‐ 7,202 Employee Benefits 760010‐6 ‐ ‐ ‐ ‐ 62,087 ‐ ‐ 62,087 General Expenses 760010‐7 ‐ ‐ ‐ ‐ 37,845 ‐ ‐ 37,845 Reserve for Salary Adjustments 760010‐8 ‐ ‐ ‐ ‐ (829) ‐ ‐ (829) HOUSING/FINANCE & BUSINESS OPERATIONS (SA10022) 760012 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760012‐1/2 7.00 7 ‐ ‐ 487,473 ‐ ‐ 487,473 Employee Benefits 760012‐6 ‐ ‐ ‐ ‐ 241,512 ‐ ‐ 241,512 General Expenses 760012‐7 ‐ ‐ ‐ ‐ 67,983 ‐ ‐ 67,983 Reserve for Salary Adjustments 760012‐8 ‐ ‐ ‐ ‐ 13,377 ‐ ‐ 13,377 HOUSING/CENTRAL GROUNDS CREW (SA10023) 760013 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760013‐1/2 11.00 11 ‐ ‐ 542,463 ‐ ‐ 542,463 Equipment & Facilities 760013‐4 ‐ ‐ ‐ ‐ 14,000 ‐ ‐ 14,000 Employee Benefits 760013‐6 ‐ ‐ ‐ ‐ 340,521 ‐ ‐ 340,521 Maintenance 760013‐7 ‐ ‐ ‐ ‐ 101,200 ‐ ‐ 101,200 Reserve for Salary Adjustments 760013‐8 ‐ ‐ ‐ ‐ 14,276 ‐ ‐ 14,276 HOUSING/DEPT FAC‐PRGM & OPS (SA10220) 760014 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760014‐1/2 4.00 4 ‐ ‐ 334,681 ‐ ‐ 334,681 Supplies 760014‐3 ‐ ‐ ‐ ‐ 13,099 ‐ ‐ 13,099 Travel 760014‐5 ‐ ‐ ‐ ‐ 4,000 ‐ ‐ 4,000 Employee Benefits 760014‐6 ‐ ‐ ‐ ‐ 154,909 ‐ ‐ 154,909

As of 10/27/17

106


Maintenance 760014‐7 ‐ ‐ ‐ ‐ 396,006 ‐ ‐ 396,006 Reserve for Salary Adjustments 760014‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ H/H ADMINISTRATIVE & CLERICAL MC (SA10025) 760101 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760101‐1/2 7.00 7 ‐ ‐ 701,506 ‐ ‐ 701,506 Employee Benefits 760101‐6 ‐ ‐ ‐ ‐ 198,301 ‐ ‐ 198,301 General Expenses 760101‐7 ‐ ‐ ‐ ‐ 148,616 ‐ ‐ 148,616 Reserve for Salary Adjustments 760101‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ H/MAINTENANCE/CUSTODIAL MC (SA10026) 760103 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760103‐1/2 43.00 43 ‐ ‐ 1,816,736 ‐ ‐ 1,816,736 Employee Benefits 760103‐6 ‐ ‐ ‐ ‐ 1,254,325 ‐ ‐ 1,254,325 General Expenses 760103‐7 ‐ ‐ ‐ ‐ 280,042 ‐ ‐ 280,042 Reserve for Salary Adjustments 760103‐8 ‐ ‐ ‐ ‐ 101,333 ‐ ‐ 101,333 H/H LINEN SERVICE MC (SA10027) 760104 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Expenses 760104‐7 ‐ ‐ ‐ ‐ 45,437 ‐ ‐ 45,437 H/H TELEPHONE SERVICE MC (SA10028) 760105 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Expenses 760105‐7 ‐ ‐ ‐ ‐ 12,500 ‐ ‐ 12,500 H/H REPAIR & MAINT‐ORDINARY MC (SA10029) 760106 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Maintenance 760106‐7 ‐ ‐ ‐ ‐ 449,313 ‐ ‐ 449,313 H/H UTILITIES MC (SA10030) 760107 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utilities 760107‐7 ‐ ‐ ‐ ‐ 1,138,446 ‐ ‐ 1,138,446 H/H MISC HOUSEHOLD EXPENSE MC (SA10031) 760108 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment ‐ UCOP 760108‐7 ‐ ‐ ‐ ‐ 71,673 ‐ ‐ 71,673 H/MESA COURT FOOD SRVC REPAIR&MAINTENANC (SA10032) 760116 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Maintenance 760116‐7 ‐ ‐ ‐ ‐ 29,036 ‐ ‐ 29,036 HOUSING/MESA COMMONS‐UTILITIES (SA10033) 760117 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utilities 760117‐7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ H/S STUDENT PROGRAM MC (SA10037) 760140 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760140‐1/2 5.00 5 ‐ ‐ 473,996 ‐ ‐ 473,996 Supplies 760140‐3 ‐ ‐ ‐ ‐ 59,240 ‐ ‐ 59,240 Travel 760140‐5 ‐ ‐ ‐ ‐ 120,064 ‐ ‐ 120,064 Employee Benefits 760140‐6 ‐ ‐ ‐ ‐ 127,856 ‐ ‐ 127,856 General Expenses 760140‐7 ‐ ‐ ‐ ‐ 52,344 ‐ ‐ 52,344 Reserve for Salary Adjustments 760140‐8 ‐ ‐ ‐ ‐ 4,210 ‐ ‐ 4,210 G/E ADMINISTRATIVE & CLERICAL RECHGE MC (SA10038) 760161 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment 760161‐7 ‐ ‐ ‐ ‐ 2,960,713 ‐ ‐ 2,960,713 Assessment ‐ HAS 760161‐7 ‐ ‐ ‐ ‐ 1,462,355 ‐ ‐ 1,462,355

Salaries & General Assistance 760163‐1/2 3.00 3 ‐ ‐ 130,584 ‐ ‐ 130,584 Employee Benefits 760163‐6 ‐ ‐ ‐ ‐ 83,448 ‐ ‐ 83,448 Assessment ‐ HAS Facilities 760163‐7 ‐ ‐ ‐ ‐ 346,404 ‐ ‐ 346,404 General Expenses 760163‐7 ‐ ‐ ‐ ‐ 71,491 ‐ ‐ 71,491 Reserve for Salary Adjustments 760163‐8 ‐ ‐ ‐ ‐ 5,543 ‐ ‐ 5,543

Net Revenue Assessment 760180‐7 ‐ ‐ ‐ ‐ 14,243,093 ‐ ‐ 14,243,093

Salaries & General Assistance 760201‐1/2 6.00 6 ‐ ‐ 592,863 ‐ ‐ 592,863 Employee Benefits 760201‐6 ‐ ‐ ‐ ‐ 171,994 ‐ ‐ 171,994 General Expenses 760201‐7 ‐ ‐ ‐ ‐ 118,317 ‐ ‐ 118,317 Reserve for Salary Adjustments 760201‐8 ‐ ‐ ‐ ‐ 856 ‐ ‐ 856 H/MAINTENANCE/CUSTODIAL ME (SA10042) 760203 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760203‐1/2 30.00 30 ‐ ‐ 1,259,340 ‐ ‐ 1,259,340 Employee Benefits 760203‐6 ‐ ‐ ‐ ‐ 937,221 ‐ ‐ 937,221 General Expenses 760203‐7 ‐ ‐ ‐ ‐ 158,300 ‐ ‐ 158,300 Reserve for Salary Adjustments 760203‐8 ‐ ‐ ‐ ‐ 60,635 ‐ ‐ 60,635 H/H LINEN SERVICE ME (SA10043) 760204 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Expenses 760204‐7 ‐ ‐ ‐ ‐ 50,625 ‐ ‐ 50,625

As of 10/27/17

107


H/H TELEPHONE SERVICE ME (SA10044) 760205 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Expenses 760205‐7 ‐ ‐ ‐ ‐ 7,950 ‐ ‐ 7,950 H/H REPAIR & MAINT‐ORDINARY ME (SA10045) 760206 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Maintenance 760206‐7 ‐ ‐ ‐ ‐ 424,891 ‐ ‐ 424,891 H/H UTILITIES ME (SA10046) 760207 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utilities 760207‐7 ‐ ‐ ‐ ‐ 504,759 ‐ ‐ 504,759 H/H MISC HOUSEHOLD EXPENSE ME (SA10047) 760208 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment ‐ UCOP 760208‐7 ‐ ‐ ‐ ‐ 48,237 ‐ ‐ 48,237 H/MIDDLE EARTH FOOD SRVC REPAIR&MAINTNCE (SA10048) 760216 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Maintenance 760216‐7 ‐ ‐ ‐ ‐ 19,800 ‐ ‐ 19,800 HOUSING/UTILITIES‐FOOD SERVICE (SA10049) 760217 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utilities 760217‐7 ‐ ‐ ‐ ‐ 339,598 ‐ ‐ 339,598 H/S STUDENT PROGRAM ME (SA10053) 760240 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760240‐1/2 4.00 3 ‐ ‐ 433,252 ‐ ‐ 433,252 Supplies 760240‐3 ‐ ‐ ‐ ‐ 79,723 ‐ ‐ 79,723 Travel 760240‐5 ‐ ‐ ‐ ‐ 122,571 ‐ ‐ 122,571 Employee Benefits 760240‐6 ‐ ‐ ‐ ‐ 131,203 ‐ ‐ 131,203 General Expenses 760240‐7 ‐ ‐ ‐ ‐ 32,418 ‐ ‐ 32,418 Reserve for Salary Adjustments 760240‐8 ‐ ‐ ‐ ‐ 1,151 ‐ ‐ 1,151 G/E ADMINISTRATIVE & CLERICAL RECHGE ME (SA10054) 760261 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment 760261‐7 ‐ ‐ ‐ ‐ 2,137,774 ‐ ‐ 2,137,774 Assessment ‐ HAS 760261‐7 ‐ ‐ ‐ ‐ 905,673 ‐ ‐ 905,673 G/E GROUNDS & MAINTENANCE ME (SA10055) 760263 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760263‐1/2 2.00 2 ‐ ‐ 82,225 ‐ ‐ 82,225 Employee Benefits 760263‐6 ‐ ‐ ‐ ‐ 63,955 ‐ ‐ 63,955 Assessment ‐ HAS Facilities 760263‐7 ‐ ‐ ‐ ‐ 214,912 ‐ ‐ 214,912 Maintenance 760263‐7 ‐ ‐ ‐ ‐ 37,750 ‐ ‐ 37,750 Reserve for Salary Adjustments 760263‐8 ‐ ‐ ‐ ‐ 10,263 ‐ ‐ 10,263 G/E CURRENT OPERATIONS ME (SA10056) 760280 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Revenue Assessment 760280‐7 ‐ ‐ ‐ ‐ 7,729,413 ‐ ‐ 7,729,413 H/H ADMINSTRATIVE & CLERICAL‐CAMPUS VILL (SA10057) 760301 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760301‐1/2 6.00 6 ‐ ‐ 512,933 ‐ ‐ 512,933 Employee Benefits 760301‐6 ‐ ‐ ‐ ‐ 188,777 ‐ ‐ 188,777 General Expenses 760301‐7 ‐ ‐ ‐ ‐ 95,132 ‐ ‐ 95,132 Reserve for Salary Adjustments 760301‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ H/MAINTENANCE/CUSTODIAL CV (SA10058) 760303 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760303‐1/2 6.00 6 ‐ ‐ 354,605 ‐ ‐ 354,605 Employee Benefits 760303‐6 ‐ ‐ ‐ ‐ 179,600 ‐ ‐ 179,600 General Expenses 760303‐7 ‐ ‐ ‐ ‐ 157,947 ‐ ‐ 157,947 Reserve for Salary Adjustments 760303‐8 ‐ ‐ ‐ ‐ 65 ‐ ‐ 65 H/H TELEPHONE SERVICE C‐V (SA10059) 760305 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Expenses 760305‐7 ‐ ‐ ‐ ‐ 3,200 ‐ ‐ 3,200 H/H REPAIR & MAINTENANCE‐ORDINARY C‐V (SA10060) 760306 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Maintenance 760306‐7 ‐ ‐ ‐ ‐ 203,523 ‐ ‐ 203,523 H/H UTILITIES C‐V (SA10061) 760307 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utilities 760307‐7 ‐ ‐ ‐ ‐ 264,780 ‐ ‐ 264,780 H/H MISCELLANEOUS C‐V (SA10062) 760308 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment ‐ UCOP 760308‐7 ‐ ‐ ‐ ‐ 10,374 ‐ ‐ 10,374 H/S STUDENT PROGRAM C‐V (SA10063) 760340 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760340‐1/2 1.00 1 ‐ ‐ 168,561 ‐ ‐ 168,561 Supplies 760340‐3 ‐ ‐ ‐ ‐ 69,975 ‐ ‐ 69,975 Travel 760340‐5 ‐ ‐ ‐ ‐ 50,566 ‐ ‐ 50,566 Employee Benefits 760340‐6 ‐ ‐ ‐ ‐ 35,149 ‐ ‐ 35,149 General Expenses 760340‐7 ‐ ‐ ‐ ‐ 11,400 ‐ ‐ 11,400 Reserve for Salary Adjustments 760340‐8 ‐ ‐ ‐ ‐ 1,477 ‐ ‐ 1,477 C/V SUMMER GUEST FACILITY 760341 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

As of 10/27/17

108


General Expenses 760341‐7 ‐ ‐ ‐ ‐ 283,500 ‐ ‐ 283,500 G/E ADMINISTRATIVE & CLERICAL RECHG C‐V (SA10065) 760361 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment 760361‐7 ‐ ‐ ‐ ‐ 759,222 ‐ ‐ 759,222 Assessment ‐ HAS 760361‐7 ‐ ‐ ‐ ‐ 339,218 ‐ ‐ 339,218 G/E GROUNDS MAINT C‐V (SA10066) 760363 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760363‐1/2 2.00 2 ‐ ‐ 88,740 ‐ ‐ 88,740 Employee Benefits 760363‐6 ‐ ‐ ‐ ‐ 76,817 ‐ ‐ 76,817 Assessment ‐ HAS Facilities 760363‐7 ‐ ‐ ‐ ‐ 108,881 ‐ ‐ 108,881 Maintenance 760363‐7 ‐ ‐ ‐ ‐ 32,225 ‐ ‐ 32,225 Reserve for Salary Adjustments 760363‐8 ‐ ‐ ‐ ‐ 3,748 ‐ ‐ 3,748 G/E CURRENT OPERATIONS C‐V (SA10067) 760380 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Revenue Assessment 760380‐7 ‐ ‐ ‐ ‐ 1,251,574 ‐ ‐ 1,251,574 H/ADM/CLERICAL PV (SA10068) 760401 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760401‐1/2 8.00 7 ‐ ‐ 461,800 ‐ ‐ 461,800 Employee Benefits 760401‐6 ‐ ‐ ‐ ‐ 239,885 ‐ ‐ 239,885 General Expenses 760401‐7 ‐ ‐ ‐ ‐ 89,250 ‐ ‐ 89,250 Reserve for Salary Adjustments 760401‐8 ‐ ‐ ‐ ‐ 39,587 ‐ ‐ 39,587 H/MAINTENANCE/CUSTODIAL PV (SA10069) 760403 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760403‐1/2 12.00 12 ‐ ‐ 636,119 ‐ ‐ 636,119 Employee Benefits 760403‐6 ‐ ‐ ‐ ‐ 398,044 ‐ ‐ 398,044 General Expenses 760403‐7 ‐ ‐ ‐ ‐ 47,010 ‐ ‐ 47,010 Reserve for Salary Adjustments 760403‐8 ‐ ‐ ‐ ‐ 20,851 ‐ ‐ 20,851 H/REPAIR/MAINTENANCE PV (SA10070) 760406 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Maintenance 760406‐7 ‐ ‐ ‐ ‐ 387,999 ‐ ‐ 387,999 H/UTILITIES PV (SA10071) 760407 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utilities 760407‐7 ‐ ‐ ‐ ‐ 470,553 ‐ ‐ 470,553 H/MISCELLANEOUS PV (SA10072) 760408 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment ‐ UCOP 760408‐7 ‐ ‐ ‐ ‐ 13,566 ‐ ‐ 13,566 H/P‐STUDENT PROGRAMS PV (SA10073) 760440 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760440‐1/2 1.00 1 ‐ ‐ 160,495 ‐ ‐ 160,495 Supplies 760440‐3 ‐ ‐ ‐ ‐ 17,555 ‐ ‐ 17,555 Employee Benefits 760440‐6 ‐ ‐ ‐ ‐ 37,143 ‐ ‐ 37,143 General Expenses 760440‐7 ‐ ‐ ‐ ‐ 22,600 ‐ ‐ 22,600 Reserve for Salary Adjustments 760440‐8 ‐ ‐ ‐ ‐ 6,978 ‐ ‐ 6,978 H/ G/E HAS RECHARGE PV (SA10074) 760461 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment 760461‐7 ‐ ‐ ‐ ‐ 1,187,731 ‐ ‐ 1,187,731 Assessment ‐ HAS 760461‐7 ‐ ‐ ‐ ‐ 480,636 ‐ ‐ 480,636 H/ G/E GROUNDS PV (SA10075) 760463 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760463‐1/2 2.00 2 ‐ ‐ 87,049 ‐ ‐ 87,049 Employee Benefits 760463‐6 ‐ ‐ ‐ ‐ 41,952 ‐ ‐ 41,952 Assessment ‐ HAS Facilities 760463‐7 ‐ ‐ ‐ ‐ 352,689 ‐ ‐ 352,689 Maintenance 760463‐7 ‐ ‐ ‐ ‐ 28,143 ‐ ‐ 28,143 Reserve for Salary Adjustments 760463‐8 ‐ ‐ ‐ ‐ 3,667 ‐ ‐ 3,667 H/ G/E DEBT PRINCIPAL/INTEREST PV (SA10076) 760480 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Revenue Assessment 760480‐7 ‐ ‐ ‐ ‐ 6,309,101 ‐ ‐ 6,309,101 H/H ADMIN/CLERICAL AV‐T (SA10077) 760801 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760801‐1/2 6.00 6 ‐ ‐ 443,638 ‐ ‐ 443,638 Employee Benefits 760801‐6 ‐ ‐ ‐ ‐ 179,813 ‐ ‐ 179,813 General Expenses 760801‐7 ‐ ‐ ‐ ‐ 97,838 ‐ ‐ 97,838 Reserve for Salary Adjustments 760801‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ H/H MAINTENANCE/CUSTODIAL AV‐T (SA10078) 760803 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760803‐1/2 25.00 25 ‐ ‐ 1,056,341 ‐ ‐ 1,056,341 Employee Benefits 760803‐6 ‐ ‐ ‐ ‐ 741,689 ‐ ‐ 741,689 General Expenses 760803‐7 ‐ ‐ ‐ ‐ 203,447 ‐ ‐ 203,447 Reserve for Salary Adjustments 760803‐8 ‐ ‐ ‐ ‐ 43,554 ‐ ‐ 43,554 UCHS‐GROUP LINEN (SA10205) 760804 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

As of 10/27/17

109


General Expenses 760804‐7 ‐ ‐ ‐ ‐ 12,450 ‐ ‐ 12,450 H/H RA TELEPHONES AV‐T (SA10079) 760805 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Expenses 760805‐7 ‐ ‐ ‐ ‐ 3,000 ‐ ‐ 3,000 H/H REPAIR & MAINTENANCE AV‐T (SA10080) 760806 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Maintenance 760806‐7 ‐ ‐ ‐ ‐ 351,764 ‐ ‐ 351,764 H/H UTILITIES AV‐T (SA10081) 760807 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utilities 760807‐7 ‐ ‐ ‐ ‐ 559,284 ‐ ‐ 559,284 H/H MISC HOUSEHOLD AV‐T (SA10082) 760808 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment ‐ UCOP 760808‐7 ‐ ‐ ‐ ‐ 16,341 ‐ ‐ 16,341 STUDENT PROGRAMS AV‐T (SA10083) 760840 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760840‐1/2 2.00 2 ‐ ‐ 234,838 ‐ ‐ 234,838 Supplies 760840‐3 ‐ ‐ ‐ ‐ 27,607 ‐ ‐ 27,607 Travel 760840‐5 ‐ ‐ ‐ ‐ 63,667 ‐ ‐ 63,667 Employee Benefits 760840‐6 ‐ ‐ ‐ ‐ 54,353 ‐ ‐ 54,353 General Expenses 760840‐7 ‐ ‐ ‐ ‐ 18,612 ‐ ‐ 18,612 Reserve for Salary Adjustments 760840‐8 ‐ ‐ ‐ ‐ 655 ‐ ‐ 655 G/E ADMIN/CLERICAL RECHARGE AV‐T (SA10084) 760861 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment 760861‐7 ‐ ‐ ‐ ‐ 1,310,278 ‐ ‐ 1,310,278 Assessment ‐ HAS 760861‐7 ‐ ‐ ‐ ‐ 519,971 ‐ ‐ 519,971 G/E/ GROUNDS MAINT AV‐T (SA10085) 760863 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 760863‐1/2 2.00 2 ‐ ‐ 82,998 ‐ ‐ 82,998 Employee Benefits 760863‐6 ‐ ‐ ‐ ‐ 42,512 ‐ ‐ 42,512 Assessment ‐ HAS Facilities 760863‐7 ‐ ‐ ‐ ‐ 179,236 ‐ ‐ 179,236 Maintenance 760863‐7 ‐ ‐ ‐ ‐ 54,937 ‐ ‐ 54,937 Reserve for Salary Adjustments 760863‐8 ‐ ‐ ‐ ‐ 2,658 ‐ ‐ 2,658 G/E CURRENT OPERATIONS AV‐T (SA10086) 760880 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Revenue Assessment 760880‐7 ‐ ‐ ‐ ‐ 1,531,450 ‐ ‐ 1,531,450 H/H ADMINISTRATIVE & CLERICAL V‐P (SA10087) 761101 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 761101‐1/2 8.00 7 ‐ ‐ 455,664 ‐ ‐ 455,664 Employee Benefits 761101‐6 ‐ ‐ ‐ ‐ 271,347 ‐ ‐ 271,347 General Expenses 761101‐7 ‐ ‐ ‐ ‐ 103,816 ‐ ‐ 103,816 Reserve for Salary Adjustments 761101‐8 ‐ ‐ ‐ ‐ 81,070 ‐ ‐ 81,070 H/MAINTENANCE/CUSTODIAL VP (SA10088) 761103 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 761103‐1/2 14.00 14 ‐ ‐ 715,289 ‐ ‐ 715,289 Employee Benefits 761103‐6 ‐ ‐ ‐ ‐ 411,782 ‐ ‐ 411,782 General Expenses 761103‐7 ‐ ‐ ‐ ‐ 128,140 ‐ ‐ 128,140 Reserve for Salary Adjustments 761103‐8 ‐ ‐ ‐ ‐ 22,194 ‐ ‐ 22,194 H/H REPAIR & MAINT ORDINARY V‐P (SA10089) 761106 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Maintenance 761106‐7 ‐ ‐ ‐ ‐ 546,515 ‐ ‐ 546,515 H/H UTILITIES V‐P (SA10090) 761107 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utilities 761107‐7 ‐ ‐ ‐ ‐ 1,085,013 ‐ ‐ 1,085,013 H/H MISCELLANEOUS V‐P (SA10091) 761108 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment ‐ UCOP 761108‐7 ‐ ‐ ‐ ‐ 19,074 ‐ ‐ 19,074 H/S STUDENT PROGRAM V‐P (SA10092) 761140 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 761140‐1/2 1.56 2 ‐ ‐ 241,286 ‐ ‐ 241,286 Supplies 761140‐3 ‐ ‐ ‐ ‐ 50,674 ‐ ‐ 50,674 Employee Benefits 761140‐6 ‐ ‐ ‐ ‐ 99,278 ‐ ‐ 99,278 General Expenses 761140‐7 ‐ ‐ ‐ ‐ 7,000 ‐ ‐ 7,000 Reserve for Salary Adjustments 761140‐8 ‐ ‐ ‐ ‐ 59,357 ‐ ‐ 59,357 GE ADMINISTRATIVE & CLERICAL RECHGE V‐P (SA10093) 761161 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment 761161‐7 ‐ ‐ ‐ ‐ 1,615,206 ‐ ‐ 1,615,206 Assessment ‐ HAS 761161‐7 ‐ ‐ ‐ ‐ 568,148 ‐ ‐ 568,148 GE GROUNDS MAINTENANCE V‐P (SA10094) 761163 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 761163‐1/2 3.00 3 ‐ ‐ 133,110 ‐ ‐ 133,110 Employee Benefits 761163‐6 ‐ ‐ ‐ ‐ 73,588 ‐ ‐ 73,588 Assessment ‐ HAS Facilities 761163‐7 ‐ ‐ ‐ ‐ 603,308 ‐ ‐ 603,308

As of 10/27/17

110


Maintenance 761163‐7 ‐ ‐ ‐ ‐ 58,812 ‐ ‐ 58,812 Reserve for Salary Adjustments 761163‐8 ‐ ‐ ‐ ‐ 5,622 ‐ ‐ 5,622 GE CURRENT OPERATIONS V‐P (SA10095) 761180 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Revenue Assessment 761180‐7 ‐ ‐ ‐ ‐ 5,980,966 ‐ ‐ 5,980,966 H/H ADMIN & CLERICAL LAS LOMAS (SA10096) 761301 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 761301‐1/2 ‐ ‐ ‐ ‐ 118,600 ‐ ‐ 118,600 Employee Benefits 761301‐6 ‐ ‐ ‐ ‐ 57,900 ‐ ‐ 57,900 General Expenses 761301‐7 ‐ ‐ ‐ ‐ 166,900 ‐ ‐ 166,900 H/MAINTENANCE/CUSTODIAL LL (SA10097) 761303 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 761303‐1/2 ‐ ‐ ‐ ‐ 132,300 ‐ ‐ 132,300 Employee Benefits 761303‐6 ‐ ‐ ‐ ‐ 99,100 ‐ ‐ 99,100 Maintenance 761303‐7 ‐ ‐ ‐ ‐ 23,500 ‐ ‐ 23,500 H/H REPAIR & MAINTENANCE LAS LOMAS (SA10098) 761306 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Maintenance 761306‐7 ‐ ‐ ‐ ‐ 585,605 ‐ ‐ 585,605 H/H UTILITIES LAS LOMAS (SA10099) 761307 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utilities 761307‐7 ‐ ‐ ‐ ‐ 123,900 ‐ ‐ 123,900 H/H MISCELLANEOUS LAS LOMAS (SA10100) 761308 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment ‐ UCOP 761308‐7 ‐ ‐ ‐ ‐ 3,823 ‐ ‐ 3,823 G/E RECHARGE‐ ADMIN & CLERICAL LAS LOMAS (SA10101) 761361 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Assessment 761361‐7 ‐ ‐ ‐ ‐ 63,346 ‐ ‐ 63,346 G/E GROUNDS MAINTENANCE LAS LOMAS (SA10102) 761363 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Maintenance 761363‐7 ‐ ‐ ‐ ‐ 99,300 ‐ ‐ 99,300 G/E CURRENT OPERATIONS LAS LOMAS (SA10103) 761380 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Revenue Assessment 761380‐3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Revenue Assessment 761380‐7 ‐ ‐ ‐ ‐ 663,000 ‐ ‐ 663,000

Total Operational Expenses 233.56 231 ‐ ‐ 99,602,035 ‐ ‐ ‐ 99,602,035


Carryforward Summary683105 ‐ 3,729 13,934 ‐ ‐ 17,663 760000 ‐ ‐ 41,923,895 ‐ ‐ 41,923,895 760007 ‐ ‐ ‐ ‐ 19,269 19,269 760011 ‐ ‐ 120,389 ‐ 355,905 476,293 760013 ‐ ‐ ‐ ‐ 1,935 1,935 760103 ‐ ‐ ‐ ‐ 1,081 1,081 760106 ‐ ‐ 1,290 ‐ 59 1,349 760140 ‐ ‐ ‐ ‐ 1,749 1,749 760206 ‐ ‐ ‐ ‐ 8,999 8,999 760290 ‐ ‐ ‐ ‐ 152,811 152,811 760390 ‐ ‐ ‐ ‐ 125,143 125,143 760490 ‐ ‐ ‐ ‐ 97,155 97,155 760840 ‐ ‐ ‐ ‐ 365 365 760890 ‐ ‐ ‐ ‐ 62,358 62,358 761106 ‐ ‐ ‐ ‐ 42,124 42,124 761190 ‐ ‐ ‐ ‐ 863,605 863,605 760014 ‐ ‐ 2,400 ‐ ‐ 2,400 760016 ‐ ‐ 123,089 ‐ ‐ 123,089 760018 ‐ ‐ 163,672 ‐ ‐ 163,672 760019 ‐ ‐ 2,906 ‐ ‐ 2,906 760190 ‐ ‐ ‐ ‐ 53,819 53,819 760194 ‐ ‐ ‐ ‐ 83,005 83,005 760394 ‐ ‐ ‐ ‐ 10,547 10,547 760496 ‐ ‐ ‐ ‐ 215,194 215,194 760803 ‐ ‐ 2,949 ‐ ‐ 2,949

As of 10/27/17

111


760806 ‐ ‐ ‐ ‐ 1,121 1,121 761390 ‐ ‐ ‐ ‐ 63,362 63,362 760091 ‐ ‐ ‐ ‐ 222,550 222,550 760191 ‐ ‐ ‐ ‐ 572,531 572,531 760291 ‐ ‐ ‐ ‐ 807,538 807,538 760301 ‐ ‐ 648 ‐ ‐ 648 760391 ‐ ‐ ‐ ‐ 60,000 60,000 760491 ‐ ‐ ‐ ‐ 607,119 607,119 760891 ‐ ‐ ‐ ‐ 544,193 544,193 761191 ‐ ‐ ‐ ‐ 1,944,691 1,944,691 761391 ‐ ‐ ‐ ‐ 165,000 165,000 101430 ‐ ‐ 17,213,941 ‐ ‐ 17,213,941

66,656,067

As of 10/27/17

112

Interim Executive DirectorStudent Housing

1.0 FTEFred Lipscomb

DirectorHousing Administrative

Services1.0 FTE

Connie Malone

DirectorFinance and Business

Operations1.0 FTE

Lisa Anderson

Acting DirectorPalo Verde

1.0 FTEJennifer Martinez

Acting DirectorVerano Place

1.0 FTEKim Burdett

Acting DirectorCampus Village

1.0 FTEJose Sanchez

DirectorMiddle Earth

1.0 FTESharon Stead

DirectorMesa Court

1.0 FTELou Gill

DirectorArroyo Vista

1.0 FTEJoe Harvey

Housing Management TeamAugust 2017

Executive Director Analyst 1.0 FTE

Stephen Brothwell

Associate Director of Residence Life,

Student Conduct and Governance

1.0 FTEEmily Zaman

Director Capital Projects and Asset Management

1.0 FTEMelissa Falkenstein

Student Devt Coordinator

1.0 FTEGuadalupe Pena

113

Assistant Director Admin. Operations

1.0 FTEJoseph Caldwell

DirectorHousing Administrative

Services1.0 FTE

Connie Malone

Business & Marketing Analyst1.0 FTE

Corey Tull

Student Accounts Counselor

1.0 FTEAlicia Hays

Operations Support Coordinator

1.0 FTEChristopher Gee

Student Assistants (5)

Housing Administrative ServicesAdministrative Unit

August 2017

Housing Tours Outreach Coordinator

1.0 FTEAshley Cisneros

Marketing Project Coordinator

1.0 FTECallie Brazil

114

Housing Administrative ServicesFinance & Business Operations

August 2017

Assistant Director Accts Receivable

1.0 FTESarah Casseus

Assistant Director Financial Operatons

1.0 FTELilian Lee

Payroll and Human Resources Manager

1.0 FTEBing Barcega

DirectorFinance & Business

Operations 1.0 FTE

Lisa Anderson

Asst Payroll & Personnel Coordinator

1.0 FTERowena Salvador

Senior Financial Analyst

1.0 FTERobert Geier

Financial & Accts Receivable Assistant

1.0 FTELan Atilano

115

Housing Administrative ServicesDepartmental Facilities

August 2017

Director Capital Projects & Asset Management

1.0 FTE Melissa Falkenstein

Sr. Grounds Supervisor1.0 FTE

Greg Haynes

Irrigation Mechanic1.0 FTEFelipe

Ramirez-Martinez

Groundskeeper1.0 FTE

Alejandro Carlos

Groundskeeper1.0 FTEJacob

Martinez-Hernandez


Jorge Ramirez


Israel Hernandez


Gabriel Plateros


Noel Arreola

Asst. Irrigation Supervisor

1.0 FTEErfen Islas

Project Analyst1.0 FTE

Benjamin Delo


Rogelio Camarena


Gabriel Vargas

Project Analyst1.0 FTE

Laryea Odamtten

Sustainability Program Manager1.0 FTE

Rachel Harvey

116

Arroyo Vista HousingAugust 2017

Assoc. Director of Residence Life

1.0 FTEThais Bouchereau

Business Manager1.0 FTE

Laura Mulvaney

Assoc. Director of Operations

1.0 FTEPaul Lange

Residence Life Coordinator

1.0 FTERussell Nelson

Residencel Life Coordinator

1.0 FTEMark Alfaro

Office Manager1.0 FTE

Nicole Piciullo

Operations Student

Assistant

1 OA Lead, 8 Office Assts, 5 Package Assts

AV Student Council

Senior Building Maint. Supervisor

1.0 FTEDeWayne Ogilvie

Asst. Custodial Supervisor

1.0 FTEDonna Garcia

Senior Building Maint. Worker

1.0 FTEJustin Semrau


1.0 FTEM. Morales-Paez


1.0 FTEJohn Ashbrook


Carlos Candelario-Velasquez


Anthony Trejo


1.0 FTELino Garcia

Custodian1.0 FTE

Jose Cedano

Custodian1.0 FTE

Dixie Burns

Custodian1.0 FTE

Daisy Lopez Gonzales

Custodian1.0 FTE

Zaira Cordon

Custodian1.0 FTEMaria

Cervantes

Custodian1.0 FTE

Vilma Henriquez

Custodian1.0 FTE

Maria Gaona de Estrada

Custodian1.0 FTE

Mallory Chankan

Custodian1.0 FTEErnesto

Marquez

Custodian1.0 FTE

Catalina Del Rosario Huerta

Senior Custodian1.0 FTE

Jose Flores

Custodian1.0 FTE

Minerva Ciprian


Mario Lau

Custodian1.0 FTE

Luz Maria Horta Oseguera


Alvaro Mendez, Jr.

Custodian1.0 FTEAlicia

Richardson

Director1.0 FTE

Joe Harvey

Custodian1.0 FTEJuana

Heredia

Custodian1.0 FTE

Blanca Trejo

Operations Coordinator

1.0 FTEChristopher Cook

Senior Custodian1.0 FTE-Vacant-

Resident Assistants

(9)

Resident Assts(12) & Program

Assts (2)

117

Campus Village HousingAugust 2017

Director1.0 FTE

Jose Sanchez


Kathia Elenes


1.0 FTEJerry Lewis

Office Manager1.0 FTEJun Yu

Admin Assistant, Assignments

1.0 FTE Connie Gonzalez

Student Office Lead

Community Assistants

Student Community Center Lead

Resident Advisors


1.0 FTEM. Torres-Alvarez

Senior Custodial Supervisor

1.0 FTEJerry Smith


Nina Benson


Jason Santillan


1.0 FTE-Vacant-


1.0 FTEMadeo de Vera

Summer Workers


José Luis Sanchez

Groundskeeper1.0 FTEMartin Roldan

Summer Workers

Student Custodial Lead

Student Maintenance

Lead

CommunityProgrammers


1.0 FTEHector Limon


1.0 FTEKate Hsieh

Residential Education Board

Housing Assistants

Campus Village Student Assoc

118

Mesa Court HousingAugust 2017

Director1.0 FTELou Gill


1.0 FTEAngela Grundy


Bill Albee


1.0 FTEDavid Lutman

Financial Operations Assistant1.0 FTE

Margaret Conde

Housing Ofc Mgr & Assignments Coord.

1.0 FTEKim Soto

Resident Advisors

(8)

Recreation Center Manager

(1)


1.0 FTEKabria Allen


1.0 FTEMegan Morrison

Resident Advisors

(10)

Resident Advisors

(11)

Mesa Court Council

(6)

Mailroom Manager

(1)

Associate Director of Operations

1.0 FTEArt Perez


1.0 FTE-Vacant-

Senior Custodial Supervisor

1.0 FTEJohnny Saucedo


1.0 FTEJorge Ramirez


1.0 FTEHector Acosta


1.0 FTEJose Rodarte


1.0 FTECarlos Barajas

Lead Building Maint. Worker

1.0 FTEArt Rodriguez

Groundskeeper1.0 FTEPanfilo

Martinez


John Allen Stoner


1.0 FTEAlfonso Cervantes


Sergio Romo


José Uresti Arias

Building Maint. Worker1.0 FTE

Ryan Rivera


1.0 FTE-Vacant-


1.0 FTEVicente Martinez


Herman Zavala

Groundskeeper1.0 FTEAntonio

Marin-Nuñez

Custodian1.0 FTE

Ines Cabrera

Custodian1.0 FTE

Maria Alfaro

Custodian1.0 FTE

Brian Orosco

Custodian1.0 FTE

Mildred Vargas

Custodian1.0 FTEMaria Jasso

Custodian1.0 FTEAdriana Herrera

Custodian1.0 FTE

Julia Simental Reyes

Custodian1.0 FTEMaria

Segura

Custodian1.0 FTE

Miriam Canales

Custodian1.0 FTE

Marcelina Camacho

Custodian1.0 FTE

Sandra Ramirez

Custodian1.0 FTE

Idolina Hernandez de Mojica

Custodian1.0 FTEValeria Vidrios

Custodian1.0 FTE

Leticia Munguia de Vaca


Jason Lozano


Oscar Martinez


Herman Zavala


Gerardo Elias Delgado

Custodian1.0 FTE

Gloria Sanchez

Community Center Manager

(1)

Custodian1.0 FTEMaricela

Zamarripa

Housing Office Manager

(1)

Center Attendants (36)

Resident Life Support

Coordinator

Custodian1.0 FTE

Ma Estella Sanchez

Custodian1.0 FTEVacant

Custodian1.0 FTE

Maria Marcella Orellana


1.0 FTEJose Rodriguez


1.0 FTEBruce Aquino

Resident Advisors

(12)

1st Year Initiative Coordinator

1.0 FTEJohanna Prado-

Lazareno

Admin Asst For Residence Life

1.0 FTEMelissa LoBue

Sierra Programmers

(6)

Sierra Curriculum Coordinator

(1)

Custodian1.0 FTE

Silvia Garcia

Custodian1.0 FTE

Maria Elena Mejia

119

Middle Earth HousingAugust 2017

Director1.0 FTE

Sharon Stead


1.0 FTEYoo Mi Choi

Business Manager 1.0 FTE

Alla Maximov


1.0 FTEAlaina Lutman


1.0 FTEYukio Nishida

Office Manager1.0 FTE

Jennifer Maitland

Resident Advisor

(7)


1.0 FTESuzanne Crane


1.0 FTEPatrick Porter


1.0 FTESalomon Mojica-

Alonso


1.0 FTEF. Maldonado


1.0 FTEJimenez Moreno


1.0 FTECarlos de la Riva


1.0 FTEArmando Arias


Nicolas Flores-Corona


Jose Carasco


Carlos Cespedes


1.0 FTEMiguel Ramirez


1.0 FTEHector Figueroa


Martin Sanchez

Custodian1.0 FTE

Josefina Magana

Custodian1.0 FTE

Guadalupe Gonzalez

Custodian1.0 FTE

Elva Martinez

Custodian1.0 FTE

Elisa Salcedo

Custodian1.0 FTE

Rosa Lozano

Custodian1.0 FTE

Ana Cruz Murillo

Custodian1.0 FTE

Rafaela Soto

Custodian1.0 FTE

Arianna Navarro

Custodian1.0 FTE

Maria Gutierrez

Custodian1.0 FTEYolanda Fonseca

Custodian1.0 FTE

Eva de La Torres


Otilio Cardenas


Luis Flores


Pedro Lopez


Gabriel Plateros-Flores

Resident Advisor

(9)

Custodian1.0 FTE

-VACANT-

Custodian1.0 FTE

Esperanza Vazquez

Custodian1.0 FTE

Citlally Nava


1.0 FTEJosefina

Vera

Admin Assistant1.0 FTE

Taylor Mar

Center Attendant Managers

(2)

MEHO/BSC Attendants

(20)

Student ManagementAssistant

(2)

Custodian1.0 FTE

Maria Del Rosario Barragan

Executive Council

(6)

Student Coordinator for

Leadership(1)

Academic Coaching

Excellence(5)

Community Assistant

(1)


1.0 FTERoger Becker

1st Yr Initiatives Coordinator

1.0 FTEVivian Luu

Student Coord, for Community

Devt(1)

Community Assistant

(2)

Resident Advisor

(9)

120

Palo Verde HousingAugust 2017

Director1.0 FTE

Jennifer Martinez


1.0 FTEKerri Sherwood

GFH Admin Analyst0.5 FTE

Laura Dorfman


1.0 FTEBryan McCormick

Graduate Life Coordinator

1.0 FTE-Vacant-

Front Desk1.0 FTE

Ingrid Richey


1.0 FTEMike Hassein


Carlos Garcia

Senior Custodian

1.0 FTEMichael Howard


1.0 FTE-Vacant-


1.0 FTEJesse Muna

Groundskeeper1.0 FTERichard Basile


Marcario Villa-Alejo

Management Support1.0 FTE

Patryce St. John

Assignments Support1.0 FTE

Rhonda Strifler

Painter1.0 FTE

Robert Robles


1.0 FTEPhuc Tran


Cesar Magdaleno

Building Maint. Worker1.0 FTE-Vacant-


Donald Zoellers

Housing Assistants(Paraprofessional)

(4)


-VACANT-

Assignment Supervisor

1.0 FTE-Vacant-

Student Staff for Front Desk

(1-2)

Lead Custodian1.0 FTE

-VACANT-


Jorge Cruz

121

Verano Place HousingAugust 2017


Bryan Le

Associate Director Apartment Life

1.0 FTEJ. Nelson Martinez

Assignments Supervisor

1.0 FTELora Romo

Community Programming Manager/Dir.

ASP/VSC1.0 FTE

Betsy Franklin

Assignments Coordinator

1.0 FTEBianca Arredondo

Housing Assistant Staff

(5)

Asst Director, After School & Summer

Camp0.50 FTE

Elmo Geoghegan

Program AssistantStudent

(3)

Wellness Center Manager

Wellness Center Staff(8)

VP Residents’ Council

(5)


1.0 FTEMarlon Gutierrez


1.0 FTEEduardo Magana


1.0 FTEDwight Duhart


1.0 FTERon Marden

Operations Coordinator

1.0 FTEDebbie Beaty


Miguel Grijalua


Arnulfo Meneses


1.0 FTE Rildo Da Silva


Paulo Lopez


Antonio Pastrana

Painter1.0 FTE

Steve Wood

Custodian1.0 FTE

Paul Flournoy Jr.


Victor Elias Lemus

Custodian1.0 FTE

Adela Jimenez


Paola Paez

Custodian1.0 FTE

Mirna Palomo

Director1.0 FTE

Kim Burdett


1.0 FTE Manuel Martinez

Painter1.0 FTE

Joseph Rodrigeuz

Reception1.0 FTE

Amy Willingham


1.0 FTE

Oscar Mendoza

Student Office Assistants

(2)

GFH Analyst0.5 FTE

Laura DorfmanResident Relations

1.0 FTE-Vacant-

122

EDUCATIONALPARTNERSHIPS

ASSISTANTVICECHANCELLOR

I. VISION&MISSION

VISION

TheEducationalPartnershipsclusterpursuespartnershipswithcommunitybasedorganizations,industryandlocalandinternationaleducationalagenciestodevelopandsustaincollaborativeventurestosupporttheenrollmentandretentiongoalsoftheuniversityastheypertaintofirstgeneration,low-incomeandunderrepresentedstudents.Collaborativeventureswithcorporatepartners,communitycolleges,K-12schooldistricts,otherinstitutionsofhighereducationandnon-profitssupportcampusgoalsofpreparingandenrollingadiverseandhighlyqualifiedstudentbody,andprovideeducationalsuccessprogrammingforcurrentandprospectivestudents.MISSION

Educational Partnerships creates collaborations that support preparation for and success in highereducation. Our focus is on equity and access for all students in order to achieve the University ofCalifornia’sgoalofacademicexcellence.CORECOMPETENCIESSchool University Partnerships, Teacher Professional Development, Student Social and AcademicDevelopment,CommunityRelations,RelationshipandResourceDevelopment,EducationalResearchandEvaluation.

II. WORKFORCE

MANAGEMENTTEAMStephanieReyes-Tuccio,Ph.D. AssistantViceChancellorSantanaRuiz AssociateDirectorPatriciaRealoAnderson DirectorofFinanceandHumanRelationsSTAFFCareer(FTE) Filled: 19.90 FTE Provision: 2.00 FTECareerFTETotal: 21.90 FTE

CareerHeadcount 25

Career/Contract 27

CasualStaff 58

Academic 7

StudentStaff 183

*Staffingnumbersasof9/1/17

ForOrganizationChart,seeendofEducationalPartnershipssection.


• Buildslastingpartnershipswithindividualsandinstitutionscommittedtoimprovingeducation• Facilitatesfacultyinvolvement• EngagesinK-12AcademicPreparation

123



• Providesteacherprofessionaldevelopment• Promotescollegegoingculture• Supportsundergraduateretention• Enhancesgraduateschoolpreparation• Conductsresearchandevaluation• Participatesinthenationaldialogueabouteducationalreformandcollaboration• Fosterslearningcommunitiestosupportongoingprofessionalandintellectualdevelopment

IV. THOSESERVED

CFEPworkswithapproximately14,000students(K-12,CommunityCollegeandUCundergraduate),500schools,5,000teachersand3,000parentsannually.

V. HISTORY

1995 TheUCRegentscommissionedtheOutreachTaskForcetoassistindevelopingstrategiestomaintainandenhanceparticipationofstudentswhoare“disadvantaged”inlightofthethennewadmissionspolicy.

1996 UCIbecamethefirstcampustoestablishaCenterforEducationalPartnershipstopursue

asustainedcommitmenttothequalityofpubliceducation.

VI. LOCATION

120TheoryUniversityResearchPark,Suite150ZOT:2505


FACILITIESOurspaceisassignedasfollows:

• 120TheorySTE150:6,533ASF• GatewayStudyCenter:1,123ASF• AnteaterCommunityResourceCenter/Lot5:3,100ASF

TECHNOLOGYCenterwide informationsystem(CWIS)online tool.Thisdatabaseand tracking/reporting toolenablesCFEP toprovide staff anddistrictpartnersdirectonlineaccess to studentdemographic andacademicperformancedataandevaluatesA-Gcoursetakingpatternsandcompletionrates.

EQUIPMENTTwoXeroxproductioncopiers


Notapplicable



Notapplicable

124



X. MAJORISSUES

• Shortageoffundingandstafftomeettheexistingstudentneedsinlocalunderservedcommunitiesandadvancecampusdiversitygoalsmorerapidly.

• FlatOrganizationalChartwithexpandedresourcesforprogrammingstaffandnewprogramsbutnogrowthinmanagement

XI. MISCELLANEOUS

• UCI’s CFEP is consistently in the top three campuses in terms of students served and extramuralincomegenerated.Source:AnnualSAPEPReport


• NewMOUwithSantaAnaCollege• Secured4newstudentinternshipsforSAGE• HiredoffirstDreamersResourceCenterdirector• CreatedanintersegmentalResearchandEvaluationteamfortheSantaAnaPartnership• IntegratedTableaudatabaseanddashboardsystemforpartnershipevaluation• Establishedamonthlymobilefoodpantyandfarmersmarket• NewpartnershipswithCypress,FullertonandCerritosColleges• AcquisitionofnewHighImpactfacultymemberwiththeSchoolofEducation

XIII. 2017-18GOALS

• SecurenewcorporatesponsorsandinternshipsforSAGEScholars• OpennewUCIDREAMCenter• Openexpandedfoodpantry,theFRESHBasicNeedsHub• RedesignCFEPCollateraltoalignwithnewbranding• HirenewDirectorforCAMPUCI

XIV. AWARDS

• PartnershipAwardfromtheCouncilofAfricanAmericanParents• WinstonDobyImpactAward• Governor’sAwardforInnovationinHigherEducation• ServiceLeadershipAward• FriendsofWestopAward• A2MENDPartnershipAward• CollegeBoardAPEquityAward

XV. LEARNINGOUTCOMES

2016-17Updates:

CAMPSummerResearchScholarsPROFESSIONAL&ADMINISTRATIVESKILLS

Undergraduates participating in the CAMP Summer Research Scholars Program will demonstrateunderstandingandcomprehensionofcriticalandanalyticalthinkingskillsthroughthedevelopmentofa

125



scientificabstract.Abstractswillbegradedona10-pointsystem.Theprojectintroductiontobeworth3points;statedhypothesisworth2points,supporteddataworth3points,and2pointsforbeingclearandconcise

MeasuredBy:Directassessment:productwithrubric(e.g.,portfolio,writingsample,journal)

Results:All37researchscholarspresentedscientificabstract.Outofthe37,21studentspresentedatanationalconference.


2017-18:

CAMPSummerResearchScholarsPROFESSIONAL&ADMINISTRATIVESKILLS

Undergraduates participating in the CAMP Summer Research Scholars Program will demonstrateunderstandingandcomprehensionofcriticalandanalyticalthinkingskillsthroughthedevelopmentofascientificabstract.Abstractswillbegradedona10-pointsystem.

MeasuredBy:Directassessmentofproductwithrubric(portfolio/writingsample/journal/etc.)



CAMPSummerScienceAcademy(CSSA)PROFESSIONAL&ADMINISTRATIVESKILLS

Theincomingfreshmenparticipatinginthethree-weekresidentialCAMPSummerScienceAcademywillimprovetheiracademicperformanceinmathematicsasshownbythestudents’increasedscoresfromthemathassessmentexamsadministeredbothatthebeginningandendoftheprogram.



Use:Refiningprogram/programchanges;Reportingresults

SOARStaffTraining

PROFESSIONAL&ADMINISTRATIVESKILLSSOARstudentstaffinthestafftraining,willdemonstrateanincreasedknowledgeofthechallengesfacedby first-generation, low-income, underrepresented andunderserved students in higher education bystating5challengesandthecampusresourcesavailabletohelpthemovercomethesechallengesintheirendoftrainingpresentations.

MeasuredBy:Directassessment:productorobservationwithoutrubric



SOARPathwaysProgram

PROFESSIONAL&ADMINISTRATIVESKILLSSOARPeerEducatorsintheSOARPathwaysprogramwilldemonstratetheirabilitytofollowthe10stepretentionmodelintheirconsultationswithstudentconstituents,viaobservations.


126





SOARPantryVolunteerProgramPROFESSIONAL&ADMINISTRATIVESKILLS

Pantryvolunteers inSOAR’sPantryVolunteerProgramwill increasetheirknowledgeof foodsecuritychallengesinhighereducationaswellasservicesandresourcesofferedatSOAR’sFRESHBasicNeedsHub,andwillbeabletogiveanoralpresentationtointroduceindividualstothecampusservicesaftercompletingaquarterlyvolunteerprogram.




SOARFRESHBasicNeedsInternshipProgramPROFESSIONAL&ADMINISTRATIVESKILLS

BasicNeedsInternsinSOAR’sFRESHBasicNeedsInternshipProgramwillgainknowledgeofbasicneedsinsecurityissuesinhighereducation,includingsystemwideandUCIspecificeffortstocombatit,andwillbeproducingaprojectproposalforabasicneedsinterventionorprogramaftercompletingayearlonginternshipprogram.

MeasuredBy:Directassessmentofproductwithrubric(portfolio/writingsample/journal/etc.)



SAGEScholarsclass

PROFESSIONAL&ADMINISTRATIVESKILLSParticipantsintheSAGEScholarsclasswillbeabletorecitean“elevatorpitch”introductionbytheendoftheirfirstyearintheprogram.

MeasuredBy:Directassessmentofproductwithoutrubric



127


SA Assessment


Sources of FundsSA/AVC ENROLLMNT SRVS CAMP‐ 400321 195,783 ‐ ‐ ‐ ‐ 195,783 SA/CAMP 400322 ‐ ‐ ‐ ‐ ‐ 282,000 282,000 SA/AVC ENRLLMNT COMMUNITY C 623100 258,215 ‐ ‐ ‐ ‐ 258,215 CFEP EVAL 623101 69,962 ‐ ‐ ‐ ‐ 69,962 STUDENT OUTREACH INITIATIVE 623102 41,388 ‐ ‐ ‐ ‐ 41,388 SA/CTR FOR ED PRTNRSHP SAT 623103 72,344 ‐ ‐ ‐ ‐ 72,344 SA/CTR FOR ED PRTNRSHP CFEP 623150 277,201 ‐ ‐ ‐ 9,333 286,534 STUDENT AFFAIRS/CENTER FOR 623151 343,782 ‐ ‐ ‐ ‐ 343,782 STUDENT AFFAIRS/CENTER FOR 623155 ‐ ‐ ‐ ‐ ‐ ‐ SA/CTR FOR ED PRTNRSHP EARL 623165 430,669 ‐ ‐ ‐ ‐ 430,669 SA/CTR FOR ED PRTNRSHP CA M 623182 ‐ ‐ ‐ ‐ ‐ ‐ SA/P‐16 CFEP 623187 118,603 ‐ ‐ ‐ ‐ 118,603 SA/CFEP 623202 ‐ ‐ ‐ ‐ ‐ ‐ AIRP 683022 ‐ ‐ ‐ ‐ ‐ ‐ Undocumented Support 683024 54,212 ‐ ‐ ‐ ‐ 54,212 SOAR 683103 ‐ ‐ ‐ 542,000 ‐ 542,000 SA/CFEP/STA ANA INNOVATION 623155‐27 ‐ ‐ ‐ ‐ (35,588) (35,588) LESLIE, JEAN ENDOWED FUND 14750 ‐‐X800

Total Sources of Funds 1,862,159 ‐ ‐ 542,000 (26,255) 282,000 2,659,904 70% 0% 0% 20% ‐1% 11%

Operational ExpensesSA/AVC ENROLLMNT SRVS CAMP‐STATEWIDE (GF10024) 400321Salaries & General Assistance 400321‐1/2 ‐ 1 ‐ ‐ ‐ ‐ ‐ ‐ Academic Preparation Programs 400321‐3 ‐ ‐ 125,000 ‐ ‐ ‐ ‐ 125,000 Unallocated 400321‐8 ‐ ‐ 70,783 ‐ ‐ ‐ ‐ 70,783 SA/CAMP (GU13421) 400322Salaries & General Assistance 400322‐1/2 ‐ 2 ‐ ‐ ‐ ‐ ‐ ‐ SA/AVC ENRLLMNT COMMUNITY CLLGE OUTREACH (GF12597 GF623100Salaries & General Assistance 623100‐1/2 2.00 2 161,634 ‐ ‐ ‐ ‐ 282,000 443,634 Academic Preparation Programs 623100‐3 ‐ ‐ 369 ‐ ‐ ‐ ‐ 369 Employee Benefits 623100‐6 ‐ ‐ 29,351 ‐ ‐ ‐ ‐ 29,351 Unallocated 623100‐8 ‐ ‐ 66,861 ‐ ‐ ‐ ‐ 66,861 SA/AVC ENRLLMNT SRVS EVALUATION OUTREACH 623101Salaries & General Assistance 623101‐1/2 1.00 2 69,962 ‐ ‐ ‐ ‐ 69,962 STUDENT OUTREACH INITIATIVES (GF12600) 623102Student Initiated Academic Prep 623102‐3 ‐ ‐ 41,388 ‐ ‐ ‐ ‐ 41,388 SA/AVC ENROLLMENT SERVICES SAGE SCHOLARS (GF12601) 623103

Center for Educational PartnershipsFY 2017‐2018

XVI. BUDGET


Educational Partnerships

As of 10/27/17

128


SA Assessment


Salaries & General Assistance 623103‐1/2 1.00 2 70,103 ‐ ‐ ‐ ‐ 70,103 Unallocated 623103‐8 ‐ ‐ 2,241 ‐ ‐ ‐ ‐ 2,241 SA/CTR FOR ED PRTNRSHP CFEP‐DIRECTOR (EI10137 GF12603 OS623150Salaries & General Assistance 623150‐1/2 2.82 4 277,201 ‐ ‐ ‐ ‐ 277,201 Unallocated 623150‐8 ‐ ‐ ‐ ‐ ‐ ‐ 9,333 9,333 COSMOS (GF12604) 623151Salaries & General Assistance 623151‐1/2 3.00 4 220,603 ‐ ‐ ‐ ‐ 220,603 COSMOS 623151‐3 ‐ ‐ 108,708 ‐ ‐ ‐ ‐ 108,708 Unallocated 623151‐8 ‐ ‐ 14,471 ‐ ‐ ‐ ‐ 14,471 STUDENT AFFAIRS/CENTER FOR ED PARTNRSHIP 623155Salaries & General Assistance 623155‐1/2 ‐ 1 ‐ ‐ ‐ ‐ ‐ ‐ Student Aid 623155‐27 ‐ ‐ ‐ ‐ ‐ ‐ (35,588) (35,588) SA/CTR FOR ED PRTNRSHP EARLY ACAD OUTRCH (GF12606 GF12623165Salaries & General Assistance 623165‐1/2 7.00 7 418,344 ‐ ‐ ‐ ‐ 418,344 Employee Benefits 623165‐6 ‐ ‐ 12,325 ‐ ‐ ‐ ‐ 12,325 SA/CTR FOR ED PRTNRSHP CA MATH PROGRAM 623182Salaries & General Assistance 623182‐1/2 ‐ 1 ‐ ‐ ‐ ‐ ‐ ‐ SA/P‐16 CFEP (GF12609) 623187Salaries & General Assistance 623187‐1/2 0.84 2 118,482 ‐ ‐ ‐ ‐ 118,482 Academic Preparation Programs 623187‐8 ‐ ‐ 121 ‐ ‐ ‐ ‐ 121 SA/CFEP 2 (GF12611) 623202Salaries & General Assistance 623202‐1/2 0.50 1 ‐ ‐ ‐ ‐ ‐ ‐ Employee Benefits 623202‐6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Unallocated 623202‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ EOP/IMMEDIATE OUTREACH 683022Salaries & General Assistance 683022‐1/2 0.50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ EPO‐CTR FOR EDUCATIONAL PAR 683024Salaries & General Assistance 683024‐1/2 0.94 1 54,062 ‐ ‐ ‐ ‐ 54,062 Unallocated 683024‐8 ‐ ‐ 150 ‐ ‐ ‐ ‐ 150 Student Outreach and Retention Center (SF10997) 683103Salaries & General Assistance 683103‐1/2 4.00 4 ‐ ‐ ‐ 232,385 ‐ 232,385 Employee Benefits 683103‐6 ‐ ‐ ‐ ‐ ‐ 119,000 ‐ 119,000 General Expenses 683103‐7 ‐ ‐ ‐ ‐ ‐ 147,500 ‐ 147,500 Reserve for Salary Adjustments 683103‐8 ‐ ‐ ‐ ‐ ‐ 43,115 ‐ 43,115 Unallocated 683103‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

Total Operational Expenses 23.60 34 1,862,159 ‐ ‐ 542,000 (26,255) 282,000 2,659,904


Carryforward Summary400321 2,973 ‐ ‐ ‐ ‐ 2,973 400322 20,270 2,162 ‐ ‐ ‐ 22,432 623100 3,942 ‐ 96,525 ‐ 14,707 115,175 623101 2,491 ‐ 100,068 ‐ 150,207 252,767 623102 131,328 ‐ ‐ ‐ ‐ 131,328 623103 2,241 ‐ ‐ ‐ 49,090 51,331 623150 30,253 1,217 266,814 ‐ 17,951 316,235 623151 5,435 ‐ 97,465 ‐ 248,984 351,884 623153 ‐ ‐ 36,128 ‐ ‐ 36,128

As of 10/27/17

129


SA Assessment


623155 68,438 ‐ ‐ ‐ 4,402 72,840 623160 ‐ ‐ ‐ ‐ 9,065 9,065 623165 164,089 ‐ 29,182 ‐ 16,848 210,119 623167 ‐ ‐ 12,960 ‐ 82,447 95,407 623168 ‐ ‐ ‐ ‐ 675 675 623182 ‐ ‐ 1,538,022 ‐ ‐ 1,538,022 623184 ‐ ‐ 265,623 ‐ 4,422 270,044 623187 30,249 ‐ ‐ ‐ ‐ 30,249 623195 ‐ ‐ 34,678 ‐ ‐ 34,678 623202 ‐ 7,153 ‐ ‐ ‐ 7,153 683024 ‐ ‐ 147,849 ‐ 4,146 151,995 683103 ‐ ‐ 12,681 60,891 210 73,783 623105 ‐ ‐ 25,000 ‐ ‐ 25,000 623166 ‐ ‐ 1,000 ‐ ‐ 1,000

3,800,282

As of 10/27/17

130

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131

ENROLLMENTMANAGEMENT


I. VISION&MISSION

VISION

ToenrollastudentbodythatreflectsthedemographicsofthestateofCaliforniaandtocontinuetobuildadiversenon-residentstudentpopulationthatiswellpreparedforthecampustoequipthemtobegloballeaders.EnrollmentManagementaspirestoprovidetoolsnecessaryforstudents,andtothestaffwhoservethem,toprepareforandsuccessfullyentertheUC.WeareresponsivetotheAcademicSenateandproactiveinprovidingleadershipincoordinationwithfacultythatresultinanacademicallycompetitivestudentenrollment.

MISSION

EnrollmentManagementsupportsthecampusinachievingitsstrategicenrollmentgoals.

CORECOMPETENCIES• Strategicenrollmentplanning• Organizationalmanagement• Resourceplanningandmanagement(financial,humanresource,technology)• Researchanddevelopmentinsupportofemerginginitiatives• PolicyexpertiseforclusterofEnrollmentManagement• Proactiveleadershiptoensureachievementofsuccessfulenrollmenttargets.

II. WORKFORCE

MANAGEMENTTEAMPatriciaMorales AssociateViceChancellor,EnrollmentManagementElizabethBennett UniversityRegistrarTonyHwang InterimExecutiveDirector,Admissions&RelationswithSchoolsRebeccaSanchez Director,FinancialAidandScholarships

ENROLLMENTMANAGEMENTSTAFFCareer(FTE) Filled: 97.35FTE Provision: 16.00FTE CareerFTETotal: 113.35FTE

CareerHeadcount 118

ASSOCIATEVICECHANCELLORSTAFFCareer(FTE) Filled: 2.00FTE Provision: 0.00FTECareerFTETotal: 2.00 FTE

CareerHeadcount 2


Contract 0

ForOrganizationChart,seeendofEnrollmentManagementAVCsection.

132




• Newinitiativescoordination• Enrollmentplanning• Fiscal/personneloversight• Enrollmentdatareporting• Policyanalysison

o Academicpreparationo Undergraduateadmissiono Studentfinancialsupporto Registration/courseschedulingo Transcript/officialuniversityrecords

• Coordinationofcampusenrollmentgoalso Non-residentrecruitmento UnderrepresentedMinorities(URM)yieldo Honorsenrollment

IV. THOSESERVED

Ourservicesareprovidedtoall students interested inpreparing for,applying to,areadmittedtoandenrollintheUniversityofCalifornia,Irvine.WhileAdmissionsandRelationswithSchoolsandtheCenterforEducationalPartnershipsarefocusedmainlyonservingthoseinterestedinundergraduateeducation,theRegistrarandFinancialAidandScholarshipofficesprovideservicestoallstudents,includinggraduateandprofessionalalike.Weinteractdirectlywithstudents,theirparents,facultyandcampusstaff,aswellas inter-segmental colleagues and community organizationswho partnerwith us on awide range ofenrollmentefforts.Wesupportexecutivemanagementwithanumberofspecialinitiativesandanalyticalsupportonmattersconcerningstudentenrollment.

V. HISTORY

ThefiveunitscomprisingtheEnrollmentManagementare:§ UndergraduateAdmissions§ FinancialAidandScholarships§ Registrar§ OfficeofInstitutionalTechnology–EnrollmentManagement(AVChas“dotted-line”oversight)

1995 TheEnrollmentManagementclusterwasformedandtheAVCpositionwascreated

following the merge of Student Affairs with Educational Relations and AcademicServices.TheAVCpositionwasjointlyfilledalongwiththeDirectorshipofCfEP,andthe incumbent was located in CFEP. Prior to 1995 Financial Aid and Scholarshipsreported directly to Student Affairs, while the other units, reported to AcademicAffairs.

2000-2003 The Enrollment Management cluster managers reported directly to the Vice

Chancellor Student Affairs. Thiswas largely the result of significant new resourcesprovided by the State for student academic preparation, managed by CfEP, andrequiringthefullattentionoftheAVCposition.

133



2003-2007 TheAVCpositionwasonceagainjointlyfilledalongwiththeDirectorshipofCfEP,and

the incumbent was located in CFEP. The EnrollmentManagementmanagers onceagainreportedtotheAVC-ES.

2007 The office of the Assistant Vice Chancellor Enrollment Management was re-conceptualizedinthesummerof2007,andwasphysicallyestablishedin209AldrichHall(thentheAdministrationBuilding).AseparaterecruitmentwasconductedtofillafulltimeDirectorforCFEP.

Since2007 Since2007theEnrollmentManagementleadershipteamhasworkedtogethertoward

advancingnumerouscampuspriorities including:URMrecruitmentandenrollment,non-residentrecruitmentandenrollment,andtakingthebeginningstepstowardtherenewalofstudentsystems.

2015 TheStudentInformationSystem(SIS)Implementationbegan.Thisisacampus-wideeffort,incorporatingasignificantcontributionandleadershipprovidedbyEnrollmentManagement.

2017 CenterforEducationalPartnerships(CFEP)becomesEducationalPartnershipsandisestablished as a separate unit reporting directly to the Vice Chancellor, StudentAffairs.

2017 AdmissionsandRelationswithSchoolsbecomesUndergraduateAdmissions

VI. LOCATION



FACILITIESTotalASF=977sq.ft.

• 2Offices:258ASF• 2Workstations:381ASF• 1CopySpace:86ASF • 1Storage:252ASF

TECHNOLOGYWearea“user”officethatreliesuponthetechnologyhostedbyotherunits (specifically thosewithinEnrollmentManagement).

EQUIPMENT• TheofficeutilizesaCAT5ethernet-basednetworkofdesktopPCs.Thereareatotalof4workstations.• TheAVCsuitealsocomprises3smallHPprintersandoneprinter/copier/faxunit(XeroxWorkcentre

7232).


134



NotapplicableForafulllistofStudentAffairsmandates,pleaserefertoAppendixAattheendofthebook.


• CouncilonEnrollmentandStudentSuccess• AcademicSenateCommitteeonUndergraduateAdmissionsandRelationswithSchools• OITSteeringCommittee• StudentInformationSystemsExecutiveSteeringCommittee• StudentInformationSystemsFunctionalLeadershipTeam• StudentInformationSystemsAdvisoryGroup• EFM(EducationFinancingModel)SteeringCommittee• UC-wideAssociate/AssistantViceChancellorEnrollmentManagementgroup• Co-ownerStudentInformationSystem(SIS)RenewalProject• InternationalTransitionsWorkgroup• AcademicSeniorManagers• ViceChancellorManagementGroup

X. MAJORISSUES

• Student Information Systems renewal – Contract negotiations with Software vendor and ProjectLaunch

• Effectivelymeetingenrollmenttargets• IncreasingURMenrollments• Increasingnon-residentenrollments,withgreatergeographicdiversity• Scholarshipdevelopment• Ensuringaccessfortransferstudents

• Managingacademicunitexpectationstomeetlocalenrollmenttargetsvs.centralcampusgoals

XI. MISCELLANEOUS

Notavailable


• Managedbudgetseffectivelyinsupportofcampusgoals.• Supportedthecampuswithmanagingincreasedyieldactivityforfall2017cycle• Co-ledtheSISplanningandprojectmanagementLaunchImplementationin2016• ActiveparticipationandleadershipincampusandUC-widecommitteework(i.e.StudentInformation

Systems Steering Committee, Academic Senate Committee on Undergraduate Admissions andRelations with Schools, OIT Steering Committee, EFM Steering Committee, Academic SeniorManagers,UCOP/UCI-EnrollmentWorkgroupMeeting,etc.)

• Developedandtestednewmodelsforcultivatinghighqualitynon-residentenrollment• Providednecessaryguidanceandoversighttodirectreportsthatshapedthesuccessfulmanagement

ofeachunit’soutcomes.• CompletedEnrollmentManagementAllStaffundocumentedandAB540studenttraining• EstablishedFRESHBasicNeedsHubtoaddressstudentfoodandhousinginsecurities

135



XIII. 2017-18GOALS

• LookforopportunitiestocreategreatercollaborationsbetweenunitswithEnrollmentManagementtopromotecampusenrollmentgoalsforincreasedqualityanddiversity.

• Revieworganizationoftheclusterandprovideprofessionalgrowthopportunities,whereappropriate,forkeymanagers.

• Expand the opportunity for collaborationwith community organizations in support of EnrollmentManagementgoals.

• DevelopmentofEnrollmentManagementadministrativewebsite.• Reviewoperatingbudgetstodetermineareasofpossibleefficiencyaswellasunmetneeds.• Work collaboratively with campus colleagues to explore greater management of enrollment by

academicfield.• Supportthecampuswithmeetingenrollmenttargetsforthefall2017cycle.• Managebudgetseffectivelyinsupportofcampusgoals.• Providenecessaryguidanceandoversighttodirectreportsthatshapethesuccessful;management

ofeachunit’soutcomes.• HireanewAssociateViceChancellorofEnrollmentManagement• DesignatedHispanicServingInstitutionandadvancecampusprioritiestosupportHispanicand

Chicano/Latinostudents.• DesignatedAANAPISIandadvancecampusprioritiestosupportAsianAmerican,NativeAmerican

andPacificIslanderstudents.• FulfillobligationssetforthbyInternalAuditServicesrelatedtoEnrollmentManagementasaresult

offall2017over-enrollment.

XIV. AWARDS

Notavailable


Notapplicable

136


SA Assessment


Sources of FundsSTDNT SRV‐AVC ENROLLMENT SE 683069 336,899 ‐ ‐ ‐ ‐ (15,938) 320,961

Total Sources of Funds 336,899 ‐ ‐ ‐ ‐ (15,938) 320,961 105% 0% 0% 0% 0% ‐5%

Operational ExpensesSTDNT SRV‐AVC ENROLLMENT SERVICES (GF12773) 683069Salaries & General Assistance 683069‐1/2 2.00 2 197,113 ‐ ‐ ‐ ‐ 197,113 Supplies 683069‐3 ‐ ‐ 4 ‐ ‐ ‐ ‐ 4 Unallocated 683069‐8 ‐ ‐ 139,782 ‐ ‐ ‐ ‐ (15,938) 123,844

Total Operational Expenses 2.00 2 336,899 ‐ ‐ ‐ ‐ (15,938) 320,961


Carryforward Summary683069 292,214 946 23,201 ‐ ‐ 316,362

316,362

Assistant Vice Chancellor's OfficeFY 2017‐2018

XVI. BUDGET


Enrollment Management

As of 10/27/17

137

University of California, Irvine Enrollment Management Organizational Chart January 2018

*Acting


Patricia Morales

Associate Vice Chancellor

Student Affairs

Dr. Thomas A. Parham Vice Chancellor

Undergraduate Admissions

Tony Hwang

Interim Executive Director

Financial Aid & Scholarships

Rebecca Sanchez Director

University Registrar

Elizabeth C. Bennett Registrar

Enrollment Management Office of Information Technology

*Carmen RoodeDirector

Sergio Ramirez Budget /Personnel

Analyst Suzanne Di Piazza

Administrative Specialist Analyst

138


FINANCIALAID&SCHOLARSHIPS

F i n a n c i a l A i d & S c h o l a r s h i p s

I. VISION&MISSION

VISIONTheOfficeofFinancialAidandScholarshipswillserveasamodelofgreatcustomerservice.Wewillbuildand leverage a robust portfolio of resources to assist students and families overcoming the financialbarriersassociatedwiththeiracademicgoals.

MISSIONOurprimarymissionistoprovidestudentsandtheirfamilieswiththefinancialresourcesnecessarytoassureaccess to their academicgoals. Todo this,weworkwithnumerous stakeholders toeffectivelymanagetheresourcesavailabletostudents.CoreValues:

1. Committedtoexcellenceinservicequalityforallstakeholders.2. Awardstudentaidandscholarshipresourcesinamannerthatisfairandequitable,aswellas

ensuringaccuracyandtimelinessofinformation.3. AdministerandmanageaidprogramstoensurecompliancewithFederal,Stateandinstitutional

regulationsandpolicies.4. Assure that students and parents are aware of all need-based and merit-based resources

availabletothem.5. Managingandawardingresourcesinamannerthatminimizesstudentloanindebtedness.6. Helpstudentsanddoctoralresidentsmanagecreditandeducationalindebtedness.7. Utilizethediversityofourstaffandprogramstosupportstudents’educationalexperience.8. Dedicationtotheprofessionaldevelopmentandequitabletreatmentofstaff.9. Committedtoassistingexecutivemanagementinmeetingthecampus'enrollmentgoals.10. Utilizationofcurrenttechnologiestoefficientlydeliverfinancialaidservices.

CORECOMPETENCIESThecorecompetencies in theOfficeofFinancialAidandScholarshipscenteron theadministrationofstudentfinancialaidandinclude:

1. Expertknowledgepertainingto federal regulationsand lawsregardingtheadministrationofstudentfinancialaidincludingTitle-IV,Title-VII,theCampusBased,andvariousveteransbenefitprograms.

2. Expert knowledgepertaining toState regulationsand laws concerning theadministrationofstudent financialaid including thosegoverning theCalGrantprogramandtheChafeeGrantProgram. This also includes expert knowledge of Prop 209 requirements and the CaliforniaDreamAct(AB130andAB131)

3. Expert knowledge pertaining to University regulations and policies concerning theadministrationof student financialaid including theUniversityStudentAidProgram (USAP),scholarshipadministrationandgeneralaccountingproceduresandpolicies.

4. ExpertknowledgepertainingtoNCAAregulationsandpoliciesconcerningtheadministrationofathleticscholarships.

5. Providing financial budgeting advice for students assisting them in keeping the cost ofattendancetoaminimum.

6. Scholarshipmatchingandsearchservicesforstudents.7. Efficient,secureandconfidentialstudentandparentfinancialrecordkeeping.

139



8. Productionoffinancialreportsofvaryingcomplexityrequiredforfinancialaidadministrationandreporting.

9. Managementofmanydiverseconcurrentandcomplexprojectswithcompetingdeadlinesandpriorities.

10. Prioritysetting.11. Understandingandsensitivitytothepoliticalimplicationsofactionsoftheoffice.12. Providingcustomerserviceinahigh-stressandfast-pacedenvironmentwithlimitedstaffing.13. Creatively and effectively using technology to automated cumbersome and labor-intensive

processes.14. Developmentofhighlyautomatedfinancialaidadministrationanddeliverysystems.

II. WORKFORCE

MANAGEMENTTEAMRebeccaSanchez DirectorLindsayCrowell SeniorAssociateDirectorBenjaminShaver AssociateDirector,Policy&TrainingShengHuang AssistantDirector,InformationTechnology(OIT)LuisMedina Director,SchoolofMedicineFinancialAidNasreenZia Director,LawSchoolFinancialAidOliviaGarcia AssistantDirector,StudentServicesZelotesSmith AssistantDirector,ScholarshipsAldaRuggiero AssistantDirector,MerageSchoolofBusiness

STAFFCareer(FTE) Filled: 23.46 FTE(0.46FTEisatMerageSchool) Provision: 7.00 FTECareerFTETotal: 30.46 FTE

CareerHeadcount 31

Contract(SISbackfill) 4 Appointments

StudentStaff PeerAdvisors:

CounselingAsst101

StudentsStudent

AdministrativeScholarshipCompliance

911

StudentsStudentStudent

StudentStaffTotal: 22

Other 2DirectorofFinancialAidinLawSchoolisaLawSchoolposition 1SchoolofMedicinefundedpositionsintheSOMaidoffice 1MerageSchoolfundedpositionsupporttheMerageaidoffice 7OITstaffprovideITsupportfortheoffice

ForOrganizationChart,seeendofFinancialAidsection.


140



• DeliveryofFederal,StateandUniversityfinancialaidtostudentsandfamilies.• Oversightof financialaidcompliance in theaidoffices in theSchoolofMedicine, LawSchooland

MerageSchool.• Participateinvariousoutreachactivitiesthroughouttheyearforhighschoolsandothercommunity

groups,informingthemoffinancialaidprogramsandprocesses.• Administerover60scholarshipprograms,includingRegents’andChancellor’sExcellenceprograms.• ProvidestudentsupportforsummerprogramsincludingCaliforniaAllianceofMinorityParticipation

(CAMP),StudentAcademicEnrichmentProgram(SAEP)andFreshmenandTransferSummerBridgePrograms.

• ProvidesupportforscholarshipadministrationoutsideoftheofficeincludingtheDalaiLama(StudentAffairs),Edison(CFEP),Samueli(Engineering),etc.

• Prop.209oversightforcampusregardingscholarship/stipendpaymentstostudentsandestablishingscholarships(includesreviewofgiftagreements)

• Support overall campus enrollment goals through the administration of our financial aid andscholarshipprograms.

• CaliforniaDREAMActsupportandcoordination.

IV. THOSESERVED

• Weassiststudentsandfamiliestomeetthechallengesofpayingforcollege.Incollaborationwiththesatellite aidoffices,weawarded$598M in financial aid funds toover20,700 students thus far in2013/14.

• WeprovideoversightforthethreesatelliteaidofficesintheSchoolofMedicine,SchoolofLawandMerageSchoolofBusinessensuringadherencetostatutes,regulations,policiesandprocedures.

• We assist academic units in administering their scholarship programs, including assistance withmarketingandscreeningapplicants.

• WeassistUniversityAdvancementinavarietyofwaysincludinggeneralassistancewithstewardshipreports and stewarding donors as well as reviewing gift agreements for such things as Prop 209compliance.

• WeworkcloselywiththeStudentAffairsDevelopmentDirectorinidentifyingkeyareasofneedandexpertiseandanalysisinidentifyingtargetedgroupsforpotentialdonors.

V. HISTORY

From the earliest years of UCI there has been an aid office with staff working diligently to assistingstudentsandfamiliesovercomethefinancialchallengesofattending.TheOfficewasfirstknownastheOfficeofFinancialAid,thentheOfficeofFinancialAidandEducationalFinancingandfinallytodayastheOfficeofFinancialAidandScholarships.

Mid1960s FinancialAidofficeopensatUCI

1976 FirstfinancialaidsatelliteofficewasopenedintheSchoolofMedicine.

1988-89 UCIImplementsin-housefinancialaidsystemthatisenviedacrosstheUCsystem.This

includesoneofthefirstdocumentimagingsystemseveryimplementedandpermitstheofficetoeliminatepaperstudentfilesandfileroomasalldocumentsareavailableelectronically from individual desktop computers.Over thenext fewyears, visitorsfrommanycampusesvisittodemothesystemandlearnhowweaccomplishedthis.

141



1993 SatelliteaidofficeopensintheGraduateSchoolofManagement,laterrenamedthe

MerageSchoolofBusiness1993-94 FederalGovernmentreplacestheSAACfinancialaidapplicationwiththefreeFAFSA

form.Forthefirsttime,thereisnocostinvolvedinapplyingforfederalfinancialaid. FinancialAid implements in-housephonetreesystemthatgivesstudentsaccessto

theirfinancialaidrecordsviathetelephone.ThesystemwasoriginallydubbedFACTSandlaterrenamed“TelAid.”

1994-95 UCI isoneofthefirst104institutionsnationallytoparticipateintheFederalDirect

LoanProgram.Thefirstyearoftheprogram,UCIdisburses$36M.

1995 UCIFinancialAidjoinstheworldwideweb

1996-97 Studentsgiven theability to logon to the financialaidwebsiteandviewtheiraidapplicationstatusandawardsviatheVisualAidsystem.

2004-05 UCI replaces in-house financial aid system with new in-house system FAME. New

systemutilizesup-to-datetechnologytopermittheofficetomeetsomeofthenewITchallenges and to provide better service to students and families.Visual Aid websystem is replaced by My Aid web system and office eliminates paper missinginformation letters and award letters. Main form of communication to studentsofficiallybecomese-mailandelectronic.

2005-06 FirststatesupportedsummerbringsincreasedaidtoUCIstudentsattendingsummer.

2006-07 Federalgovernmentaddstwonewgrantprograms,AcademicCompetitivenessGrants

(ACG)andNationalSMARTGrants.Thesegrantssunsetafter2010/11year.

2008-09 UCI,forthefirsttime,disbursesover$100MinFederalDirectLoanstostudentsandparents.

2009-10 UCImplementsBlueandGoldOpportunityplan,guaranteeingneedystudentsfrom

familieswith incomes less than $60,000 that theywill have enough scholarship orgrantsupporttocoversystem-widefees.

Satellite office in the School of Lawopens andUCI inaugural class of law students

begins.TheFinancialAidandScholarshipsofficeplaysinstrumentalroleinensuringthe students have access to financial aid. Systems retooled to work within thesemestersystemandtoawardandprocessaidforthisuniquecohortofstudents.

2010-11 Implemented two Pells in one year. Program was subsequently discontinued by

FederalBudgetResolutioneffectiveinthe2011-12academicyear. Majorreorganizationwithintheofficeresultinginthecollapsingofthe“Advising”unit

intoasingle“Counseling”unit.Initiatedapeeradvisorprogramtostafffrontoffice,permittingcounselors to focusmoreonprocessing rather than front-linecustomerservice.

142



ScholarshipResourceCenteropenedwithin theofficeproviding scholarship searchandmatching assistance for students.Drop in hours available eachweek. Servicesprovidedalsoincludeassistancewithcompletionofscholarshipapplicationsincludingreviewofessays.

2011-12 California Dream Act (AB 130 and AB 131) passed into law. UCI begins receiving

CaliforniaDreamApplicationsfromundocumentedstudentswhoarenoteligibletofiletheFAFSA.Universityaidawardedforfirsteligiblequarter,winter2012.

Implemented new Provost’s scholarship program to investigate the effects of

monetaryincentivesontheyieldofnon-residentstudents. Debutednewwebresourcesforstudentsnamed“MyAcademicStatus”thatprovides

studentswithonlineandreal-timeacademicprogress informationsotheycantakeappropriate action to avert losing aid eligibility by failing tomeet the satisfactoryacademicprogressrequirements.

Imaging system upgraded to new system that provides electronic work-flow that

routes scanned documents to financial aid counselors and other financial staff,reducingpaperworkmovingthroughtheofficeandprovidingmanagerswithabilitytomoreeasilytrackworkloadandbacklogs.

2012-13 Newfederalrulestakeeffectfor:

• CalculatingreturnsofTitleIVaid(R2T4)forsummeraid• LimitingPellgrantstomaximum6years• Significantchangestofederalverificationrules,requiringtaxreturn

transcriptsfromtheIRSratherthancopiesoftaxreturns Federalaidprogramchangesforsequestrationincluding:

• Increasetodirectloanoriginationfees• DecreasetoTeachGrantmaximumawards• ReductiontoFederalWork-StudyandFSEOGallocations(fornextyear)

2013-14 StudentsbecomeeligiblefornewCalGrantawardsunderCaliforniaDreamAct(AB

131) FederalDirectLoaninterestrateschangedfromfixedpercentagetovariablerateset

eachJanuary. AB 94 signed into law creating the Middle Class Scholarship Program (MCSP) for

implementationin2014-15

Officeparticipatesinpre-planningworkfornewStudentInformationSystem(SIS)

143



New federal verification procedure slotting students selected for verification intogroups,V1throughV6,withtargeteditemstoverify.

AddednewStatisticsandResearchAnalystpositionfromrepurposedvacantFTE. Movedsupportofofficecomputing resources from internal IT staff toOITdesktop

supportteam. RetooledfinancialaidsystemtoworkwithnewKFSfinancialsystem.

2014-15 New federal regulations take effect for limited terms of subsidized direct loaneligibilityto150%ofprogramlength.

NewstateMiddleClassScholarshipprogramstartsfall2014. HiringandtrainingbackfillforandassigningexistingstafftotheSISproject. Aftermonthsofnegotiations,UCandGovernorreachadealonatuitionholdfortwo

years(2015-16and2016-17)forstudents. SB1210signedintolawcreatingtheCaliforniaDreamloanprogram.

2015-16 NewDepartmentofEducation’s150%rule’s“subsidizedusagelimitapplies”(SULA)provisions.

U.S.DepartmentofEducationbeginstosunsetthePerkinsloanprograminOctober2015.

CaliforniaStudentAidCommissionaddsassetstowarditsrequirementsforcalculatingeligibilityfortheMiddleClassScholarship.

Provostscholarshipprogramwasdiscontinued.

UndergraduateundocumentedstudentsbecomeeligiblefornewsystemwideDREAMLoanawardsforthefirsttime(AB540).

2016-17 U.S.DepartmentofEducationdelayssunsetofthePerkinsLoanProgramuntilOctober

2017

3yearfundingforDreamersupportisdismeninatedtoallUCcampusesandutilizedtoimprovestudentsupportinmanyareas

VI. LOCATION


Satelliteoffices:

SchoolofMedicineAidOffice

144



836MedicalEducationBuildingZOT:4089

PaulMerageSchoolofBusinessAidOfficeSocialScienceTower323ZOT:3135

SchoolofLawAidOffice401E.PeltasonDrive,Suite1000ZOT:8000


FACILITIES• Assignablesquarefeet(ASF):4,221• Numberofrooms:36

Thisincludes:o 64ASFinAldrichHallroom101A–storageo 63ASFinAldrichHallroom103A–sharedwithFinancialServices

• SatelliteofficespacenotunderoversightofStudentAffairs:o OfficeintheSchoolofMedicineo OfficeintheSchoolofLawo OfficeintheMerageSchoolofBusiness

TECHNOLOGY

TheOfficeofFinancialAidandScholarshipsutilizesahighlyautomatedin-housefinancialaidmanagementsystemcalledFAME(FinancialAidManagedElectronically).FAMEwasdevelopedoveratwo-yearperiodandwentliveforthe2004-05processingcycle.FAMEincludesanMSWindowsapplicationusedbytheinternal staff to process financial aid and scholarships for students. FAMEalso includes a robustwebapplicationthatisprimarilyusedbystudentsforself-service.ThewebapplicationalsohasacomponentforfacultymembersoftheBUSHFAboardtousetoevaluateandscorescholarshipapplications.

The office also utilizes a document imaging system to manage student paper records and files. Alldocuments are scanned and stored electronically for rapid lookup. The system was upgraded fromLibertyNettoOnBaseinJuneof2012.Thenewsystemprovideselectronicworkflowthatroutesscanneddocumentstofinancialaidcounselorsandotherfinancialstaff,reducingpaperworkmovingthroughtheofficeandprovidingmanagerswiththeabilitytomoreeasilytrackworkloadandbacklogs.

EQUIPMENTHighvalue($10,000+):

• Xeroxcopier(qty.1)• Fileservers(qty.4)• Tapebackupsystems(qty.1)


• FederalRegulationsasspecifiedbytheHigherEducationAct(HEA)of1965asamended.Therearesignificantregulationsgoverningtheadministrationofcampusbased(Work-Study,PerkinsLoans,FSEOG)andTitleIVaidprograms.

145



• HHSregulationsregardingtheadministrationofTitle-VIIprogramssuchastheScholarshipforDisadvantagedStudents(SDS)andPrimaryCareLoan(PCL)program.

• HIPAAregulationsinthetreatmentofmedicalrecordsgatheredinsupportofstudentappealsandprofessionaljudgmentdecisions.

• IS3regulationsregardingthetreatmentandhandlingofcomputerizedrecords.• FERPAregulationsregardingthetreatmentofstudentrecords.• VariousCAstateregulationsandlawsregardingtheadministrationofStateaidprogramsincluding

theCalGrant,CHAFEEGrantprograms.Prop209,theCaliforniaDreamAct(AB130,AB131)andMiddleClassScholarshipProgram(MCSP;AB94).

• UniversitypoliciesandregulationsgoverningtheadministrationofUniversityaidprogramsincludingtheUniversityStudentAidProgram(USAP),Scholarshipadministration,andcampus-basedloanprogram.

• NCAAregulationsregardingtheadministrationofAthleticScholarships.


BUSHFA–BoardonUndergroundScholarships,Honors&FinancialAid2013-14Chair Dr.LorenzoValdevit,Mechanical&AerospaceEngineering2014-15Chair Dr.LorenzoValdevit,Mechanical&AerospaceEngineering2015-16Chair Dr.LuisDeSipio,Chicano/LatinoStudies2016-17Chair Dr.LuisDeSipio,Chicano/LatinoStudies

X. MAJORISSUES

• Meetingexistingregulatoryandcompliancerequirementswhileimplementingnewrequirementsofthe Reauthorization of the Higher Education Act (HEA) and other recently enacted legislation,including:o Changetofederalverificationpolicyresultinginnewrequirementtoverifyincomeisadequate

tosupportfamilyfornewverificationgroup,V6.o ChangestoFederalDirectLoansandFederalTeachgrantsasaresultofthesequester.o Implementationandsubsequentsystemchangesrequiredforlimitonsubsidyoffederaldirect

subsidizedloansto150%lengthofthestudent’sprogram.• ImplementationofnewKualiFinancialSystem(KFS)inJune2014.Thiscausedmajorchangesonthe

financialaidprocessingsystemandinterfacestovariousfinancialsystem.• ImplementationofnewUCPayrollsystem(UCPath).Coordinationofwork-studyprocessingwithin

thesystem.• CarvingouttimeforimplementationofnewStudentInformationSystem(SIS).• Providingadequateservicetoclientelewithexistingstaffinglevelsdespiteincreasingdemand.• Keepingstaffmotivatedandenergizedtomeetthechallengesofincreasingworkload.• ImplementingITenhancementstoautomatemanualprocessesandreducedataentrywhileworking

throughbumpsofconsolidationwithOIT.• Developing meaningful and relevant plans for Regents’ and Chancellor’s Excellence scholarship

programsthatfitwithinourlimitedresourcesyetsupportcampusenrollmentgoalsandpriorities.• MeetingfederalrequirementstodevelopacompletePoliciesandProceduresManual(PPM).

XI. MISCELLANEOUS

2016-17UNDERGRADUATES

146



19,466(72%)offeredsomesortoffinancialaid16,680(62%)offeredneed-basedfinancialaid11,899(44%)receivedaPellGrant11,208(42%)receivedaCalGrant13,470(50%)receivedaUniversityGrant4,732(18.2%)receivedascholarship(campusbasedand/oroutsideagency)14,948(61.2%)offeredastudentand/orparentloan4,871(18%)offeredwork-study$20,466–Averageloanindebtedness(allloans)ofstudentsgraduatingin2015-1657.8%ofgraduatingclassborrowedatsometimeduringtheirundergraduatecareer*DatasourcesincludeCommonDataSetaswellasFinancialAidOfficeinventoryreportsinconjunctionwithOIRenrollmentreports.


• SuccessfullyimplementedinternalcontrolstoensuresuccessfulearlyFAFSAdueOctober1• WorkedcloselywithSIStocompleteBannerImplementation• Addedadditionaladvisingstafftoincreaseexcellentserviceatfirstpointofcontact• Implementedfullversiononphonesystem

XIII. 2017-18GOALS

• Addoutreachcounselortoassistwithrecruitingeffortsandbuildbettercampuspartners.• Renovatedocumentimagingroomintocentralizedphonebank/documentworkspace• Renovatefrontlobbytoincreaseefficiencyandsupportstaffgrowth• Launchnewonlineappointmentmobileapptoeliminatelines• WorkcloselywithSIStoworktowards‘golive’in2019-20• WorkcloselywithTelecommunicationtocontinuetobemoreinnovativeonphonesystemupdat

XIV. AWARDS

Notavailable


2016-17updates:

PeerAdvisorTrainingProgramPROFESSIONAL&ADMINISTRATIVESKILLS

TraineeswillcorrectlyanswerthefrequentlyaskedquestionsthatappearontheUCIFinancialAidwebsite.


Results:Fourstudentswerebroughtonboardtobetrainedaspeeradvisors.Theyweretestedontheirfinancial aid knowledgebeforeundergoing an eight-week training course. Pre-test scoreswere68%,54%,54%and19%correct.Nopost-testanalysisarepending.

Use:Refiningprograms/programchanges

147



2017-18:

PeerAdvisorTrainingProgramPROFESSIONAL&ADMINISTRATIVESKILLS

Traineeswillcorrectlyanswerthefrequently-askedquestionsthatappearontheUCIFinancialAidwebsite.



Use:Refiningprograms/programchanges

148


SA Assessment


Sources of FundsFINANCIAL AID 683030 1,513,221 281,927 ‐ ‐ 1,795,148 FINANCIAL AID 683030‐3900 ‐ ‐ 400,000 ‐ ‐ 400,000 FEDERAL STUDENT AID ADMIN ALLOWANCE 683030‐S745 ‐ ‐ 257,000 ‐ ‐ 257,000 TO: FINANCIAL SERVICES (8,000) (8,000)

Total Sources of Funds 1,513,221 281,927 649,000 ‐ ‐ ‐ 2,444,148 62% 12% 27% 0% 0% 0%

Operational ExpensesFINANCIAL AID (GF12757 OS11204 OS11205 OS11206 SF10964) 683030Salaries & General Assistance 683030‐1/2 30.46 31 1,492,899 264,995 383,887 ‐ ‐ 2,141,781 Supplies 683030‐3 ‐ ‐ 20,322 22,635 140,000 ‐ ‐ 182,957 Employee Benefits 683030‐6 ‐ ‐ ‐ ‐ 124,500 ‐ ‐ 124,500 Osher Gift Investment Management Fee 683030‐7 ‐ ‐ ‐ 2,500 ‐ ‐ ‐ 2,500 Reserve for Salary Adjustments 683030‐8 ‐ ‐ ‐ ‐ 613 ‐ ‐ 613 Unallocated 683030‐8 ‐ ‐ ‐ (8,203) ‐ ‐ ‐ (8,203)

Total Operational Expenses 30.46 31 1,513,221 281,927 649,000 ‐ ‐ ‐ 2,444,148


Carryforward Summary683030 630,795 42,884 165,134 ‐ ‐ 838,813

838,813

Financial Aid & ScholarshipsFY 2017‐2018

XVI. BUDGET



As of 10/27/17

149

T. ParhamVice ChancellorStudent Affairs P. Morales


Enrollment Management R. SanchezDirector

T. Rose Admin Specialist

L. CrowellSenior Associate Director

B. Shaver Associate DirectorPolicy and Training

VacantAssistant Director

Scholarships

O. Garcia +Assistant DirectorStudent Services

S. ManzoFiscal Manager

VacantStatistics and

Research Analyst

K. Vu *Acting Assistant

Director

T. MaSr. Counselor (SAO 4)

R. CardonaCounselor (SAO 4)

E. Craney +Counselor (SAO 3)

N. NguyenCounselor (SAO 3)

R. SchlingerCounselor (SAO 3)

D. UreñaCounselor (SAO 3)

A. LashuaCounselor (SAO 3)

Student Services

Fiscal Operations

V. PhamCompliance & QC

Coordinator

N. Byrd+Policy Analyst(SIS Backfill)

K. KondoScholarshipsCoordinator

L. MedinaMedical School Director

Andrea GonzalezFin Aid Specialist

A. RuggieroMerage Business School

Director

K. RoteliukCounselor

N. ZiaLaw School Director

S. HuangAssistant Director FA IT

J. TerrazasCounselor

University of California, IrvineOffice of Financial Aid and Scholarships

- January 12, 2018 -

D. Wong +Programming Supervisor

W. HuynhProg/Analyst III

R. PurcellData Prod.

Coordinator

B. WildrickProg/Analyst III

(SIS Backfill)

C. CheungProgr/Analyst III

(SIS Backfill)

Financial Aid IT

printed: 1/11/2016 8:48 AMchanged: 1/22/2018 2:01 PM\\ofas.uci.edu\FA\Files\Staff\groups\Office\Organizational Charts\OFAS Organizational Chart 2018-01-12.vsdx

S. Lusby *Acting Programming

SupvProg/Analyst IV

+ Assigned to Student Info System Replacement Project*Acting role during SIS project

D. WooldridgeProg/Analyst III

S. RamirezSr. Financial

Analyst

Fabian FirooziCounselor

(SAO 3)

J. GarciaAdvisor SAO1)

D. JungFin Aid Analyst

(SIS Backfill)

M. NoblejasCounselor (SAO 3)

J. TanAdvisor (SAO1)

VacantOutreach Counselor

(SA03)

VacantAdvisor (SA01)

VacantFin Aid

Coordinator

Vacant

J. LimDirect Loan Coordinator

S. WatsonAdmin Analyst

150


OFFICEOFTHEUNIVERSITYREGISTRAR

O f f i c e o f t h e U n i v e r s i t y R e g i s t r a r

I. VISION&MISSION

VISIONOur primary focus continues to be helping the campus automate primary academic administrativeprocessestoastructurethatisbothrobustandflexible.

MISSIONTheUniversityRegistraraimstoprovideacademicsupportservicesinanatmosphereofprompt,accurateandfriendlyservicetothecampuscommunity.Whileourspecificprojectschangeonaregularbasis,welook to fulfill the spirit of defined academic regulations while removing unnecessary administrativebarriers.

CORECOMPETENCIES• Understandingtheneedforabsoluteintegrityofrecordsunderourpurview.• Subjectmatterandtechnicalexpertsinacademicrecordsandprocessesandinunderstandingthose

records/processesgreaterroleintheprocessesofEnrollmentManagementandthecampus.• Abilitytobalancerobusttechnologyneedsinarapidlyevolvingtechnicalenvironment.• Ability to communicatewitha ceaseless streamof constituents,primarily students, ina clearand

positivemanner.

II. WORKFORCE

MANAGEMENTTEAMElizabethBennett UniversityRegistrarPaulLampano DeputyRegistrarJohnLapuz ActingAssistantRegistrarJoshuaJackson ProgrammingManager(OITStaff)

STAFFCareer(FTE) Filled: 16.00 FTE Provision: 0.00 FTECareerFTETotal: 16.00 FTE

CareerHeadcount 16plus7OITStaffassociatedwiththeunit

StudentStaff Inthelastfiscalyear,studentstaffworkedatotalof3,000hrs.

ForOrganizationChart,seeendofRegistrarsection.


• PreparethequarterlyScheduleofClasses• Managestudentenrollmentactivities• Assessquarterlystudentfeesandtuition• Determinelegalresidencefortuitionpurposesforstudents• Maintainthemastercoursefile

151



• ProducetheUniversityCatalogue• Produceofficialclassrostersandgradereports• Maintainstudents’permanentacademicrecordsincludingtranscriptsanddiplomas• Providetranscriptandverificationservicestostudentsandthepublic• Produceongoingandadhocacademicdatareportstoavarietyofconstituents• Providestudentandpublicservices,primarilyrelatedtoUniversitypoliciesandprocedures

IV. THOSESERVED

TheUniversityRegistrar,alongwithseveralotheradministrativeoffices,providescontinuitytoa fairlytransitorygoverningbodyandhas theprimary responsibilityof representing thewillof the facultyasreflectedinitscurriculaandcourses.TheUniversityRegistrarhasdailycontactwithnumerousacademicofficesandstudents;thiscontactprovidestheUniversityRegistrarwithabroadcampuswideperspective.Thisinsightisusefulinassistingthefacultyintheirreviewofpoliciesandinworkingwiththecampustoestablishprocedures.

Intermsofvolume,however,studentsareservedmostoften.TheUniversityRegistrarmaintains,andisregularlycalledupontoprovide,informationforanyofourcurrent36,000+studentsand320,000+totalmatriculatedstudents.

V. HISTORY

The Registrar is historically one of, if not the, first university administrators, and was originally thememberof the faculty responsible for scribingexamresultsand theawardingofdegrees.Due to theRegistrar’suniqueroleinassistingfaculty,itisonethefewadministrativepositionsassignedmembershipintheAcademicSenateonmostcampuses,includingUCIrvine.

Whilethetechnologiesusedtomaintainrecordsandprovideserviceschangeonaregularbasis,mostoftheprimarydutiesoftheUniversityRegistrardonot.

Basicrecordsforallmatriculatesaremaintainedinperpetuitysothereisanaturalfocusonaccuracyandintegrityoftherecord.

UCIrvinewasknownforaprogressiveandcreativeapproachtorecordsmanagementfromitsinceptionuntil perhaps the late ’90s when the work necessary to maintain our underlying database structurebecamecumbersome,tothepointthatwestalledsomewhatonrollingoutnewdevelopments.Whilewehavealwaysprovidednecessaryserviceswithoutinterruption,thecampushasbeenaggressivelyinvolvedincatchinguptomoremoderntechnologyapplicationsandstudentinformationisnowinthatmix.Wearenowwellintophasetwoofalarge-scalestudentinformationsystemimplementationthatwilltakeaminimumoffouryearstocomplete.

TheOfficehasastrongcommitmenttoprompt,accurate,andfriendlyservice.WhilemuchoftheworkoftheRegistrarmightappearmundanetoothers,itisnotunusualforRegistrarstafftospendmostoralloftheirworkinglifetimesintheofficeandUCIrvine’s“Reggies”arenoexception.Theyarewellsuitedtotheirworkandenjoyit.Itisahappyoffice.

VI. LOCATION


152




FACILITIES• TheofficeislocatedinAldrichHall,withthemajorityofspace(4,497squarefeet)onthesecondfloor.

Onehundredandeightsquarefeetareinthebasement,usedforstorage;theofficeisattemptingtovacatethisspace.

• Alittleover300squarefeetareassignedtoourserver/computerroom.• 340squarefeetassignedforaconferenceroom• 1,262squarefeetareusedforofficesandareassignedtomanagersandprogrammingstaff• 2,675 square feet are assigned to the front counter service area, a copier/administrative general

workspace,cubiclesforanalystsandsomespaceforshort-termstorage• 96squarefeetareassignedtoabreakroom

TECHNOLOGYTheofficesupportsStudentAccessandWebAdminastheprimarywebaccessapplicationsforstudentsandstaff,respectively.StudentenrollmentisaccomplishedwithWebRegandtheScheduleofClassesismanagedwitheSOC.ARIESisusedwithintheofficetoeditstudentrecords.Threecommercialapplicationsareinuse:Resource25forroomscheduling;DegreeWorksfordegreeaudit;CourseLeafforuseincoursemanagementandcataloguecreation.WewillbethelargestmanageranduserofdatainthenewBannerstudentinformationsystem(SIS).

EQUIPMENTMostofourhardwareandsoftwaresystemsweresuccessfullymigratedtotheOITdatacenterthisyear.Wecontinuetomaintainaserverandtwoworkstationsforalegacysystemthatistoofragiletobemoved.ItwillbedecommissionedaftertheSISgo-live.




TheOfficehasnoadvisorycommitteebutisamemberof,orreportsto,multipleacademiccommitteesandcouncils,primarilytheCouncilonEducationalPolicy,theSubcommitteeonCurriculaandCourses,theCommitteeonCourses,andtheUndergraduateCouncil(undergraduateassociatedeans).TheRegistraralso sits on the campus’ Council on Enrollment and Student Success; the Advisory Committee forTechnologicallyEnhancedEducation;theInformationSecurityandPrivacyCommittee;andtheStudentAffairsTaskforceonVeterans.

X. MAJORISSUES

• Theofficecontinuestofunctionwithfivefunctionalstaffmembers–allseniororknowledgeexperts–offsite,withtheirpositionsbackfilledbycontractstaff.

• Thedirectorwentonathreemonthleavewithoneday’snotice.• Theofficelostbothofourseniorresidencyofficersthisspring.• AshappenedinallofStudentAffairs,wewereimpactedbytheadditionofthousandsofnewadmits

thiscycle,includingasignificantover-enrollmentoffreshmen.

153



• TheofficewasheavilyinvolvedintheimplementationoftheAnteaterLeadershipAcademy.

XI. MISCELLANEOUS

NotAvailable


• The office managed an unprecedented and unexpected increase in incoming undergraduatepopulation,meetingalltargets,keepingallservicesandprocessesontime,withnosignificantdelaysordropsinservicetoanyofourconstituentgroups.

• Theofficewasheavily involvedintheimplementationoftheAnteaterLeadershipAcademy,whichhadanimpactonthemajorityofservicesweprovidetoincomingstudentsaswellastheservicesweprovidetotheacademicandadministrativecommunityservingthosesamestudents.

• TherecordsteamwasassignedtotheSISimplementation,despitewhatisnowatwo-yearextensionontheoverallprojecttimelineandexhaustivedelaysandproblems.Theypilotmostnewprotocolsandprocesses,suggestingimprovementstoimprovetheexperienceandefficiencyoftheremainingteams.

• The campus remains stuck in phase two (planning and configuration) of the newBanner StudentInformationSystem(SIS).This isourongoingprimary task forminimally thenext threeyears.TheRecordsteamisregularlyidentifiedbybothUCIandconsultantprojectmanagersasexemplary.

• Wecontinuetofunctioninamoratoriumenvironment.Giventheoneyearextensionmadetotheproject timeline, we have made or found time to develop some new functionalities for ourconstituents. These are intended to build support for and decrease tension with the longerimplementation.

• Ourmanagementteamsteppeduptofillinforthedirectoranddidafantasticjob,particularlyinlightoftheirexistingSISprojectbackfillandoffsiteduties.

XIII. 2017-18GOALS

• SIS implementation continues to be a primary task for theunit.Our secondary goal is to provideappropriate levels of service to the community while undermoratorium and with several seniorknowledgeexpertsassignedoffsite.Withaseconddelay,wehavetheadditionalgoalofkeepingourownteamsupportedandpositiveabouttheimplementation.

• WorkwithAdmissionstobuildthecampusarticulationtablesisunderway.Admissionshastakenthelead for creating the initialarticulation;wewillwork togetherondesigningand incorporating thetablesintoBanner.

XIV. AWARDS

Notavailable


2016-17Updates:


154



StudentsparticipatinginRegistrarstudentemployeetrainingwilldirectlydemonstrateproblem-solving, professional policy, team, valuing diversity, and communication skills through trainingexercises.

MeasuredBy:Directassessment(productandobservation)withrubric

Results:Threestudentswereevaluatedviasubmittedpersonalstatements(therubric)anddailyassessmentoftheirknowledgeofRegistrarpoliciesandsystems.Personalstatementsevaluatedstudents’developingunderstandingoftheroleofdiversityinthecampuscommunity.Dailyassessmentinvolvedadhocmonitoring,writtenandverbalguidance,aswellasone-on-oneconsultationsonspecificpolicyortechnicalissues.


2017-18:

StudentEmployees/PeerEducatorsCollaborativePROFESSIONAL&ADMINISTRATIVESKILLS

StudentsparticipatinginRegistrarstudentemployeetrainingwilldirectlydemonstrateproblem-solving, professional policy, team, valuing diversity, and communication skills through trainingexercises.




155


SA Assessment


Sources of FundsREGISTRAR/SAIS 683067 638,089 124,126 ‐ ‐ 762,215 REGISTRAR/SAIS 683067‐3900 ‐ ‐ 92,000 ‐ 92,000 VERIFICATION INCOME 683067‐R355 ‐ ‐ 160,000 ‐ ‐ 160,000 REGISTRARS OFFICE/RECHARGE 683067‐S627 ‐ ‐ 100 ‐ ‐ 100 TRANSCRIPT OF RECORDS INCOME 683067‐S722 ‐ ‐ 600,000 ‐ ‐ 600,000

Total Sources of Funds 638,089 124,126 852,100 ‐ ‐ ‐ 1,614,315 40% 8% 53% 0% 0% 0%

Operational ExpensesREGISTRAR/SAIS (GF12772 OS11234 OS11235 OS11237 SS11500)683067Salaries & General Assistance 683067‐1/2 17.00 17 635,514 68,479 437,716 ‐ ‐ 1,141,709 Supplies 683067‐3 ‐ ‐ ‐ 55,647 180,384 ‐ ‐ 236,031 Employee Benefits 683067‐6 ‐ ‐ ‐ ‐ 154,000 ‐ ‐ 154,000 Reserve for Salary Adjustments 683067‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Unallocated 683067‐8 ‐ ‐ 2,575 ‐ 80,000 ‐ ‐ 82,575

Total Operational Expenses 17.00 17 638,089 124,126 852,100 ‐ ‐ ‐ 1,614,315


Carryforward Summary683067 ‐ 2,667 54,456 ‐ ‐ 57,124

57,124

RegistrarFY 2017‐2018

XVI. BUDGET



As of 10/27/17

156

Derek Shirk

Programmer Analyst

Sissy Dillon

Data Production

Coordinator

Amie Pham

Programmer Analyst

Sajjad Safdar

Programmer Analyst

Robert Tomoguchi

Business Analyst

VACANT

Systems

Communication Analyst

Aliya Thomas

University Editor

Dean Ngo

DegreeWorks Specialist

Heidi Weik

Executive Assistant

Office Manager

Joshua Jackson

Registrar Programming Manager

Alex Ortiz

Programmer Analyst

Lewis Chiang

SIS Technical Services Lead

Sherry Lucas

Student Services

Specialist

Jessica Wertner

Student Services

Specialist

Thomas A. Parham, Ph.D.

Vice Chancellor Student Affairs

Patricia Morales


of Enrollment Management

Elizabeth Bennett

University Registrar

Jennifer Prescott

DegreeWorks Specialist

University of California, Irvine

Student Affairs

Division of Enrollment Management

University Registrar Organizational Chart

During SIS Implementation

January 2018

Iris Fonseca

FERPA Analyst

John Lapuz

Acting Assistant Registrar

Paul Lampano

Deputy Registrar

Jane Butler

Student Services

Specialist

Winnie Rafael

Student Services

Specialist

Omar Saucedo

Student Services

Specialist

Student Workers

Joani Harrington

Schedule of Classes

Coordinator

Wan Sze Ng

Programmer Analyst

Priscilla Nguyen

Schedule of Classes

Coordinator

Sindhu Janagham

SIS ETL Developer

Peggy Siebrandt

Administrative Analyst

Joy Kim

Student Services

Specialist

157


UNDERGRADUATEADMISSIONS

A d m i s s i o n s & R e l a t i o n s w i t h S c h o o l s

I. VISION&MISSION

VISION

The Office of Undergraduate Admissions serves as a model of great customer service and efficientmethodsforimplementingtheUniversity’sundergraduateadmissionspolicy.Weaspiretoprovideaccessto all prepared students that meet selection requirements, and we employ pilot approaches to ourprocesses to explore new solutions that will support the desired enrollment goals of the campus,particularlywithregardtogreaterparticipationbyunderrepresentedstudents.

MISSION

Ourmissionisthree-fold:1)Recruitment-toprovideprospectivestudentswiththeinformationtheyneedtoeffectivelyapplytotheUniversityofCalifornia,Irvine;2)Evaluation–toimplementanassessmentofapplications that is fair; and 3) Yield – to coordinate a campuswide effort of assisting students withobtaining the information and resourcesnecessary to imagine themselves as a student atUCI and toaccepttheirofferofadmission.

CORECOMPETENCIES• Studentcounseling• Studentcasemanagement• Customerservice• Coursearticulation• Applicantevaluation• Statisticalanalysisandmodeling• Communicationsandpublicrelations

II. WORKFORCE

MANAGEMENTTEAMTonyHwang InterimExecutiveDirector &Director,SystemsandOperationsDavidNaimie Director,MarketingandOutreachVictoriaImsirovic Director,InternationalAdmissionsDarrenEndo Director,FinanceandHumanResourcesDaleLeaman Sr.AssociateDirector,SystemsandOperationsBryanJue Sr.AssociateDirector,Outreach

STAFFCareer(FTE) Filled: 37.00 FTE Provision: 0.00 FTECareerFTETotal: 37.00 FTE

CareerHeadcount 37


Contract 14Appointments

RecallStaff 0 Employees

158



Miscellaneous 100 ComprehensiveReviewReaders

ForOrganizationChart,seeendofAdmissionssection.


• Studentrecruitment• Schoolrelations• Marketingandpromotion• Applicantevaluation• Articulation• Studentrecordsmanagement• Analyticalsupport(campusreportsandemergingpilotefforts)• Campus-wideYieldCoordination

IV. THOSESERVED

Our services are provided to all students interested in, applying to, admitted and enrolled inundergraduateandgraduatestudiesatUCIforCaliforniaresidents,andnon-residents,bothdomesticandinternational.Inaddition,wealsoserve:

• Parents• Academicunits(facultyandadministration)• StudentAffairscolleagues• Intersegmentalcolleagues(e.g.,highschools,communitycolleges)• Communityorganizations• Executivemanagement

V. HISTORY

Untiltheearly1990s,theOfficeofAdmissionswasfocusedlargelyontheevaluationofundergraduateadmissionsapplications.Intheearly1990sitwasmergedwithRelationswithSchools,whichaddedtherecruitmentandyieldcoordinationfunctionstotheunit.ItreportedtoAcademicAffairsuntil1995whentheenrollmentsupportofficesweremergedintoStudentAffairs.

By1990 Theofficebeganimplementationofselectiveadmissionsfornewfreshmanapplicants.

1994 Theofficedevelopedthecohortapproachtofreshmanselection.

1996 UCI Admissions served as the pilot campus for the original Pathways electronic

application.

1997 Freshmanadmissionsevaluationandselectionwascenteredaroundacomprehensivereviewofapplications.

2009 Theofficebeganimplementationofselectiveadmissionsfornewtransferapplicants.

2011 The office implemented single-score holistic evaluation for its implementation of

comprehensivereviewoffreshmanapplicants.

159



2017 TheofficerebrandedwiththenewnameOfficeofUndergraduateAdmissionstobetterdefineitsaudienceandservicesitprovides.

VI. LOCATION

OfficeofUndergraduateAdmissions260AldrichHallIrvine,CA92697ZOT:1075


FACILITIESTotalASF=5,749

• OtherOffice:5,403ASF• OfficeService:58ASF• Storage–Office:288

TECHNOLOGY

TheprimarysystemusedbytheAdmissionsofficeis“EASIER”,aMicroFocusCOBOLapplicationresidingonaSunserver. Itutilizesaflatfilestructure(VSAM)andemploysacharacter-based(“green-screen”)userinterface.Systemsofthisnatureexcelintransactionprocessing,butconfigurationisinflexibleandreportingfunctionalityisverylimitedduetothelackofanunderlyingrelationaldatabase.

Overtheyears,numerouswebapplicationshavebeendevelopedthatwraparoundorsupplementtheprimary application and provide tools bywhich end usersmay view data.Many nightly (or regularlyscheduled) extracts are run to provide data to “end users”, especially in the case of academicdepartments.

NewapplicationsforadmissionsareinitiallyreceivedbyUCOPandUCIreceivesaflatfile(XML)importofstudentswhoapplytotheUniversity.

The office recently implemented Technolutions’ Slate systemwhich consolidates and streamlines thefunctionsofsevenexistingelectronicsystemsusedtomanageamajorityofdepartmentfunctionsintoasingle system and user interface. For the 2016-2017 year, the recruitment and client relationshipmanagement (CRM)portion of the systemhas been implementedwhile the technical evaluation andadmissionsportionofthesystemisindesignanddevelopmentstageswithimplementationfortheFall2019incomingclass.Thenewsystemwillincreasetheoffice’sabilitytomuchmorepreciselymanagetheoverarchingprocessofadmissionsforfreshmanandtransferstudentstomeetspecificenrollmentgoals.

EQUIPMENT

TheofficeutilizesaCAT5ethernet-basednetworkofdesktopPCs.Thereareatotalof46workstations.

TheofficereliesuponeightSunservers,andtwovirtualserversmanagedbyOIT,andhasavarietyofprinter/copier devices (including three Xerox units) including five newdedicated scanning devices forrecordsimagestorage.

The new Slate system greatly changes the way recruitment staff manages student interaction andtouchpoints.Withmobiledevicefunctionalityofslate,recruitersandCampusRepresentativesontheroadand/or at offsite eventsmaymore efficiently process and categorize prospective students for futurecommunicationcampaignsandadmissionrelatedfunctions.


160



FEDERAL/STATE• BothCaliforniastatelawandFERPAregulationsgovernthetreatmentofstudentrecords.• TheStateofCaliforniaHigherEducationMasterPlan.

UCREGENTSPOLICY• 2102:PolicyonUndergraduateAdmissions• 2103:PolicyonUndergraduateAdmissionsRequirements• 2104:PolicyonComprehensiveReviewinUndergraduateAdmissions• 2105:PolicyonUndergraduateAdmissionsbyException• 2108:ResolutionRegardingIndividualizedReviewandHolisticEvaluationinUndergraduate

Admissions• 2201:PolicyonUniversityofCaliforniaAdmissionsPracticesandonParticipationofRegentsand

ElectedOfficialsinIndividualAdmissionsDecisions• 2202:PolicyBarringDevelopmentConsiderationsFromInfluencingAdmissionsDecisions• 4400:PolicyonUniversityofCaliforniaDiversityStatement• 4401:PolicyonFutureAdmissions,Employment,andContracting(ResolutionrescindingSP-1AND

SP-2)

UCACADEMICSENATE• RegulationsoftheAcademicSenate,PartII,TitleI


CUARS-CommitteeonUndergraduateAdmissionsandRelationswithSchools:Chair JulieFerguson,Lecturer,EarthSystemsScience

X. MAJORISSUES

• Theforefrontofissuestobeaddressedthisyeararediscussedinthecampusinternalaudit.

XI. MISCELLANEOUS

ApplicationsFall2017:• 77,811freshmanapplications• 19,960transferapplications• 97,771totalapplicationsCampusvisitsforthe2016-17year:• Standarddailytours

o 7,397totalprospectivestudentvisitorso 16,096totalvisitors

• Grouptourso 737totalgroupso 53,075totalgrouptourvisitors


• ImplementedandexecutedutilizationofthenewSlaterecruitmentsystemtoefficientlypromoteapplicationtoUCIamongstudentsfromCalifornia,fromout-of-state,andinternationallyfortheFall2017cycle

• Reorganizedthelayout,functionalityandscheduleforCelebrateUCI,refocusingthegoalsofthe

161



event• Supportedthecampusinrealizingitsstrategicenrollmentgoals• Furtherbroadenedtheglobaldiversityofapplicants,admitsandyieldedstudents• Increasedfurtherthequalityandethnicdiversityofapplicants,admitsandyieldedstudents• ImplementedandexecutedutilizationofthenewSlaterecruitmentsystemtopromoteapplicationto

UCIamongstudentsfromCalifornia,fromout-of-state,andinternationallyfortheFall2017cycle

XIII. 2017-18GOALS

• PrioritizetheManagementActionPlandevelopedfromthecampusauditofUndergraduateAdmissions

• ReorganizationoftheEvaluationgrouptobetterreflecttheneedsofapplicationanalysisneedsandtoincreaseefficienciesincommunicationandworkflowforthisgroup

• Supportthecampusinrealizingitsstrategicenrollmentgoals• Furtherbroadentheglobaldiversityofapplicants,admitsandyieldedstudents• Increasefurtherthequalityandethnicdiversityofapplicants,admitsandyieldedstudents

XIV. AWARDS

Notavailable.


2016-17Updates:


Students participating in OARS Campus Representative training will directly demonstrate problem-solving,professionalpolicy,team,valuingdiversity,andcommunicationskillsthroughtrainingexercises.PartofSTUDENTEMPLOYEE/PEEREDUCATORCollaborativeAssessment.

Measured By: Direct assessment: observation with rubric (e.g., demonstration, performance,presentation);directassessment:productwithrubric(e.g.,portfolio,writingsample,journal)

Results:35outof35studentspassedthedemonstrationandwritingsamplewithascoreof75orabovewhichisconsideredpassingforourrubric.


2017-18:

CampusRepresentativeTrainingClassPROFESSIONAL&ADMINISTRATIVESKILLS

StudentsparticipatingintheOfficeofUndergraduateAdmissionsCampusRepresentativetrainingwilldirectlydemonstrateproblem-solving,professionalpolicy,team,valuingdiversity,andcommunicationskills through training exercises. Part of STUDENT EMPLOYEE/PEER EDUCATOR CollaborativeAssessment.

MeasuredBy:Directassessment:productorobservationwithoutrubric;posttests

Results:47undergraduateswhohavebeenselectedtobecomeaCampusRepresentativewererequiredtoparticipateina10-weektrainingprogram.Attheconclusionofthetraining,campusrepresentativesmusttakeafinalevaluationtourthatassessestheircommunicationskillswhilepresentinginformation

162



aboutUCIundergraduateadmissionsrequirementsandapplicationprocesses.Campusrepsmustscoreaminimumof80pointsoutofthepossible100pointsinordertodemonstratethattheyhaveachievedproficiencyincommunicationskills.42ofthe47campusrepspassedtheevaluationwithan80.

Use:Providingstudentfeedback;Reportingresults

163


SA Assessment


Sources of FundsADMISSIONS & RELATION WITH 683015 2,907,007 578,817 ‐ ‐ ‐ 75,897 3,561,721 ADMISSIONS NONRESIDENT 683068 1,878,426 ‐ ‐ ‐ ‐ 1,878,426

Total Sources of Funds 4,785,433 578,817 ‐ ‐ ‐ 75,897 5,440,147 88% 11% 0% 0% 0% 1%

Operational ExpensesSTDNT SRV/ADMISSIONS & RELATION W/SCHOOL (GF12751 GU1683015 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683015‐1/2 30.50 34 2,509,952 115,479 ‐ ‐ ‐ 75,897 2,701,328 Supplies 683015‐3 ‐ ‐ ‐ 186,156 ‐ ‐ ‐ 186,156 Employee Benefits 683015‐6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Reserve for Salary Adjustments 683015‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ SIR Fees 683015‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Unallocated 683015‐8 ‐ ‐ 397,055 277,182 ‐ ‐ ‐ 674,237 ADMISSIONS NONRESIDENT (GU13507) 683068 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683068‐1/2 9.50 9 653,735 ‐ ‐ ‐ ‐ 653,735 Supplies 683068‐3 ‐ ‐ 862,426 ‐ ‐ ‐ ‐ 862,426 Employee Benefits 683068‐6 ‐ ‐ 260,000 ‐ ‐ ‐ ‐ 260,000 Yield Receptions 683068‐7 ‐ ‐ 85,000 ‐ ‐ ‐ ‐ 85,000 Reserve for Salary Adjustments 683068‐8 ‐ ‐ 17,265 ‐ ‐ ‐ ‐ 17,265

Total Operational Expenses 40.00 43 4,785,433 578,817 ‐ ‐ ‐ 75,897 5,440,147


Carryforward Summary683015 38,372 0 808 ‐ ‐ 39,180 683068 36,792 ‐ ‐ ‐ ‐ 36,792 623016 4,249 ‐ 6,338 ‐ ‐ 10,586

86,558

AdmissionsFY 2017‐2018

XVI. BUDGET



As of 10/27/17

164

STUDENTLIFE&LEADERSHIP

ASSISTANTVICECHANCELLOR/DEANOFSTUDENTS

S t u d e n t L i f e & L e a d e r s h i p

I. VISION&MISSION

VISIONTheareaofStudentLife&Leadership fosters student leadership,promotesstudentengagement,andenhancesco-curricularstudentlifefrommatriculationthroughgraduation.

MISSION

StudentLife&Leadershipsupportstheintellectual,personal,socialandprofessionaldevelopmentofallstudents.StudentLife&Leadershipofferseducationandskilldevelopmentopportunitiesthatenhanceacademicsuccessandpreparestudentsfortheirleadershiprolesinadiverse,dynamic,andglobalsociety.

CORECOMPETENCIES

Webelieveallstudentswhovolunteer,work, internorbecomeengagedinco-curricularopportunitiesthroughourofficeincreaseCoreLeadershipCompetenciesinvolving:AdministrativeSkills,InterpersonalSkills,SocialResponsibility,EngagingDiversityandEthicalDecision-Making.

II. WORKFORCE

MANAGEMENTTEAMRameenTalesh,Ed.D. AssistantViceChancellorStudentLife&Leadership/DeanofStudentsSherwynnUmali AssociateDeanofStudents

STUDENTLIFE&LEADERSHIPSTAFFCareer(FTE) Filled: 42.00FTE Provision: 3.00FTE CareerFTETotal: 45.00FTE*

CareerHeadcount 50

Contractpositions(soft-funds)

5

StudentStaff 52employees**

Other none

*Includes FTE numbers from Business Services; Campus Organizations & Volunteer Programs; Center for BlackCultures, Resources& Research; Cross-Cultural Center; Greek Life; International Center; LGBT Resource Center;CenterforStudentLeadership;OfficeofAcademicIntegrity&StudentConduct;VeteranServicesCenter;Womxn’sHub** Includes student workers from Assistant Vice Chancellor/Dean of Students Office; Campus Organizations &Volunteer Programs; Center for Black Cultures, Resources & Research; Cross-Cultural Center; Greek Life;InternationalCenter;LGBTResourceCenter;CenterforStudentLeadership;OfficeofAcademicIntegrity&StudentConduct;VeteranServicesCenter;Womxn’sHub

ASSISTANTVICECHANCELLOR/DEANOFSTUDENTSSTAFFCareer(FTE) Filled: 5FTE*** Provision: 0.0FTE

166



CareerFTETotal: 5FTE

CareerHeadcount 5ContractStaff 1StudentStaff 2employeesOther None

***FTEsinclude:AssistantViceChancellor/DeanofStudents,AssociateDeanofStudents,Project&PolicyAnalyst,andstafffromBusinessServices.SpecialAssistanttotheAssistantViceChancellor/DeanofStudentspositionisacontractposition.

ForOrganizationChart,seeendoftheSLLAssistantViceChancellor/DeanofStudentssection.


InadditiontotheservicesprovidedbyseveralunitsthatmakeupStudentLife&Leadership,programsspecificallyoverseenandcoordinatedbytheDeanofStudentsandAssociateDeanofStudentsinclude:AdministrativeInternshipProgram,All-UniversityLeadershipConference,andParent&FamilyPrograms.

IV. THOSESERVED

Students,Staff,Faculty,Parents,andthegreaterUCICommunity.

AllstudentsonourcampusareservedbytheprogrammingandengagementscoordinatedandinitiatedbythevariousStudentLife&Leadershipunits.Weworktoensurethatstudentsfeelasenseofconnectionandmatteringonourcampus, that theyknowtheybelong.Weprovidemultipleways forstudents toengage their learning outside the classroomby becoming involved in co-curricular opportunities.Wementorstudentsdirectlyandsetupenvironmentswherestudentsmentoroneanotherinaproductiveway.Wecreateeducationalenvironmentstosupplementthein-classlearningprovidingtheresourcesforour students to grow as engaged leaders.We facilitate opportunities for parents and families to beconnected throughout the academic year, and work with community organizations to createopportunitiesforourstudentstobeinvolvedincivicandcommunityengagement.

V. HISTORY

StudentLife&Leadershiphasalonghistoryofstudentdevelopmentonourcampus.Wehavecountlessalumnithatsupportandhavestrongpositivefeelingsfortheoffice’sservices.Wealsohaveanamazingrecordofpromotingstudentsintothefieldofhighereducationadministration.UCIalumnioftheofficecontinuetoshapetheprofessionininstitutionsallacrosstheUnitedStates.

VI. LOCATION

G308StudentCenterZOT:5125

The3rdflooroftheStudentCenterandthestand-alonefacilityintheCross-CulturalCenter


FACILITIESNotavailable

TECHNOLOGYNotavailable

EQUIPMENTNotavailable

167




SeeregulatoryrequirementsfromotherStudentLife&Leadershipprofiles


Notapplicable

X. MAJORISSUES

• Sustainingandbuildingapositivecampusclimate• Potentialimpactofongoingfreespeechandprotestresponseregardingthepoliticalclimate/issues• Spaceconsiderations• Increaseinstudentenrollmentanditsimpactonservicesbeingofferedbyourdepartments

XI. MISCELLANEOUS

None


• OfferedmultiplefreespeechworkshopsinSpring2017quarter• WorkedcloselywithUCIAdvancementtocreatemorerobustparentprograms• Continuedtoserveoncampuscommitteesworkingonconstructiveengagement,eventmanagement,

educationalpolicy,etc.• Secured potential funding for the future of the Annual Randy Lewis Anniversary All-University

LeadershipConference.• Successful33rdAnnualAnniversaryAll-UniversityLeadershipConference• Re-integratedVolunteerProgramsbackintoStudentLife&Leadershipandspecificallythroughour

CampusOrganizations• SuccessfullytransitionedAcademicIntegrityoncampusintoStudentLife&Leadership(SLL)andOffice

of StudentConductOperations (OSC), creatingoneoffice:OfficeofAcademic Integrity& StudentConduct(OAISC),andmanagedover800cases.

• Continued to forgenew relationshipswith facultyaspartof theCouncilonTeaching, Learning,&StudentExperience

• ImplementednewAppealBodyproceduresforSVSAcases• Actively participated in meeting mandates related to sexual violence education, policy, and

prevention• SuccessfullyutilizedLocalControlFundingFormulaPlus(LCFF+)fundingtosupportFirstGeneration

studentlearningopportunities• Established the new Center for Black Cultures, Resources & Research (CBCRR) on campus and

supportedtheintegrationofnewstafftotheinstitutiontobettersupportourstudents

XIII. 2017-18GOALS

• Increasefacultyandstaffparticipationatthe33rdAnnualAll-UniversityLeadershipConference.• ContinuetodevelopastrongerrelationshipwithUCIAdvancement’sOfficeofParentProgramsin

ordertoprovidemoreservicesandopportunitiesforparentinvolvement

168



• EstablishfullyearprogrammingfortheCenterforBlackCultures,Resources,andResearch(CBCRR).• Establishastand-aloneWomen’sCenter(W-Hub)inLot5andtransitionprogrammingandstaffing.• WorkCloselywithallcampusstakeholdersregardingfreespeechprotestmanagement.• Successfullyintegrateoff-campuslegalsupportintoSVSAappealsprocess.• MoveannualAll-UniversityLeadershipConferencetooff-campusvenue,goingbacktoitsoriginal

format.

XIV. AWARDS

• 2013-14NASPAExcellenceAwardRecipient–BronzeCertificateo InternationalStudentsTransitionsWorkgroup

• ASUCIRecognitionAwardso StudentLife&LeadershipforOutstandingCampusPartnero 2individualstaffrecognitionawardsfortheircontributionstoASUCIsuccess


2016-17Updates:


StudentsparticipatinginThrive@UCItransitioncoursewilldirectlyidentifyselfandinterculturalrelationsbiasesfromnarrativesandwillself-reportimprovementsincollegeefficacyandmindfulnessskills.PartofTransitionsCollaborativeAssessment.

MeasuredBy:directassessment-portfolio/writingsample/journal/otherproducts(WITHRUBRIC),surveyorquestionnaire(postonly)

Results:Pending


2017-18:

RandyLewisAll-UniversityLeadershipConferenceLEADERSHIPDEVELOPMENT

AfterattendingtheRandyLewisAll-UniversityLeadershipConference,studentparticipantswillbegintobuildstrongerrelationshipswiththeirpeers,staffandadministratorsthroughintentionaleventsandactivitiesthroughouttheweekend.

MeasuredBy:Groupinterviewsorfocusgroups;preandpostsurveys


Use:Refiningprogram/programchanges,usinginplanningand/orbudgeting,reportingresults

169


SA Assessment


Sources of FundsSTUDENT LIFE & LEADERSHIP 683001 508,511 ‐ ‐ ‐ 31,876 540,387 SLL/GENDER ED./WHUB 683075 14,000 ‐ ‐ ‐ 14,000 SPOP ODD YEAR 683115 ‐ ‐ ‐ ‐ ‐ SL&L/CELEBRATE UCI 683121 ‐ ‐ ‐ ‐ ‐ SL&L/CAMPUS ORGS. 683122 186,730 ‐ ‐ ‐ 186,730 SL&L/GREEK ACTIVITIES 683123 125,004 ‐ ‐ ‐ ‐ 125,004 SL&L/JUDICIAL AFFAIRS 683124 313,846 ‐ ‐ ‐ ‐ 313,846 SERVICE IN ACTION 683127 14,100 ‐ ‐ ‐ ‐ 14,100 SA/STUDENT MENTAL HEALTH‐JU 683154 55,676 ‐ ‐ ‐ ‐ 55,676 SPOP EVEN YEAR 683116‐S617 ‐ ‐ 1,418,000 ‐ ‐ 1,418,000 SL&L/CELEBRATE UCI 683121‐3900 ‐ ‐ 8,000 ‐ ‐ 8,000 SL&L/CAMPUS ORGS. 683122‐S616 ‐ ‐ 12,000 ‐ ‐ 12,000 SL&L/LEADERSHIP PROGRAMS 683125‐3900 ‐ ‐ 15,000 ‐ ‐ 15,000

Total Sources of Funds 1,217,867 ‐ 1,453,000 ‐ ‐ 31,876 2,702,743 45% 0% 54% 0% 0% 1%

Operational ExpensesDEANS OF STUDENTS (OS11186 SF10943) 683001Salaries & General Assistance 683001‐1/2 9.00 9 505,501 ‐ 237,251 ‐ ‐ 31,876 774,628 Supplies 683001‐3 ‐ ‐ 3,010 ‐ ‐ ‐ ‐ 3,010 Employee Benefits 683001‐6 ‐ ‐ ‐ ‐ 70,000 ‐ ‐ 70,000 Reserve for Salary Adjustments 683001‐8 ‐ ‐ ‐ ‐ (5,251) ‐ ‐ (5,251) SLL/GENDER ED/WHUB 683075W‐Hub Program Support 683075‐8 ‐ ‐ 14,000 ‐ ‐ ‐ ‐ 14,000 SPOP ODD YEAR (OS11277) 683115General Expenses 683115‐7 ‐ ‐ ‐ ‐ 1,116,000 ‐ ‐ 1,116,000 STUDENT SERVICES/CELEBRATE UCI (OS11282) 683121Student Programs 683121‐3 ‐ ‐ ‐ ‐ 8,000 ‐ ‐ 8,000 STUDENT SERVICES/CLUBS & ORGANIZATIONS (OS11285 SF1100683122Salaries & General Assistance 683122‐1/2 3.00 3 169,230 ‐ ‐ ‐ ‐ 169,230 Supplies 683122‐3 ‐ ‐ 1,500 ‐ 12,000 ‐ ‐ 13,500 Unallocated 683122‐8 ‐ ‐ 16,000 ‐ ‐ ‐ ‐ 16,000 STUDENT SERVICES/GREEK ACTIVITIES 683123Salaries & General Assistance 683123‐1/2 2.00 2 125,004 ‐ ‐ ‐ ‐ 125,004 STUDENT SERVICES/JUDICIAL AFFAIRS 683124Salaries & General Assistance 683124‐1/2 5.00 5 313,846 ‐ ‐ ‐ ‐ 313,846 STUDENT SERVICES/LEADERSHIP PROGRAMS (OS11290) 683125Student Programs 683125‐3 ‐ ‐ ‐ ‐ 15,000 ‐ ‐ 15,000


XVI. BUDGET


Student Life & Leadership

As of 10/27/17

170


SA Assessment


CENTER FOR SERVICE IN ACTION (CSA) (SF11008) 683127Salaries & General Assistance 683127‐1/2 ‐ ‐ 9,600 ‐ ‐ ‐ ‐ 9,600 Civic Engagement Summer Institute 683127‐3 ‐ ‐ 4,500 ‐ ‐ ‐ ‐ 4,500 SA/STUDENT MENTAL HEALTH‐JUDICIAL (SF11016) 683154Salaries & General Assistance 683154‐1/2 1.00 1 55,676 ‐ ‐ ‐ ‐ 55,676

Total Operational Expenses 20.00 20 1,217,867 ‐ 1,453,000 ‐ ‐ 31,876 2,702,743


Carryforward Summary683001 121,344 ‐ 30,672 ‐ ‐ 152,016 683070 ‐ ‐ 867,653 ‐ ‐ 867,653 683111 ‐ ‐ ‐ ‐ 8,293 8,293 683122 20,053 ‐ 1,133 ‐ ‐ 21,186 683124 1,548 2,021 ‐ ‐ 3,660 7,229 683125 ‐ ‐ 5,716 ‐ ‐ 5,716 683154 16,122 ‐ ‐ ‐ ‐ 16,122 683112 6,496 5,007 ‐ ‐ ‐ 11,503 683115 ‐ ‐ 1,318,813 ‐ ‐ 1,318,813 683120 ‐ ‐ 1,666 ‐ 4,073 5,739 683123 4,041 ‐ ‐ ‐ ‐ 4,041 683127 4,645 ‐ ‐ ‐ ‐ 4,645

2,422,956

As of 10/27/17

171

&LeadershipStudent Life

Assistant Vice Chancellor Student Life & Leadership and Dean of Students

Rameen Talesh, Ed.D.

Academic Integrity & Student Conduct

Holly Hare, Associate Director for Academic Integrity

Iris Yoo, Policy Analyst

New Student & Leadership ProgramsMike Knox, Director Joshua Cimenski, Assistant DirectorAngela Simmons, Programs Coordinator Tony Tizcareño, Programs Assistant

International CenterAnna Wimberly, DirectorZara Syed, Assistant DirectorSimon Jarusauskas, International Scholar SpecialistAshley Browne, International Scholar AdvisorMegan Petersen, International Student & Scholar AdvisorBrittany Kim, International Student AdvisorArchana Sheth, International Student AdvisorRuth Ortega, Student Advising AssistantAngelica Keam, Assistant Director, International Programs(Vacant), Student Development CoordinatorKatherine Deng, Data AnalystAmira Amaar, Advising Assistant

Adriana Gomez, International Center Assistant

Veteran ServicesAdelí Durón, DirectorJane Killer, Assistant Director

Business ServicesDoug Christie, Resource ManagerYara Lewin, Business Manager

Project and Policy Analyst Julie Song

Associate Dean of StudentsSherwynn Umali

* Interim** Contract Position+ In Motion

Updated: 08/31/2017

Center for Black Cultures, Resources & ResearchÀdísà Àjàmú, DirectorShellie Stamps, Program Coordinator

Lesbian Gay Bisexual Transgender Resource CenterDavidian Bishop, DirectorDeejay Brown, Assistant DirectorAsh Preston, Program Coordinator

Cross-Cultural CenterJade Agua, DirectorJade Turner, Associate DirectorDaniel Park, Assistant DirectorNadeeka Karunaratne, Student Development CoordinatorTamara Austin, Gender Initiatives Director Kathy Dong, Admnistrative Specialist **

Greek LifeBrian Clarke, DirectorMarina Mantos, Assistant Director

Campus Organizations & Volunteer ProgramsDarlene Esparza, DirectorPatricia Zimmerman, Assistant Director

Nicole Inouye, Administrative Resource CoordinatorSelina Bustillos, Program Coordinator

Special Assistant to the Dean of Students ** Kenneth Oden

Technology Support

Shawn Pullum, Systems Administrator & Web Developer

Sara Sheikh-Arvizu, Academic Integrity & Student Condcut O�cer **

(Vacant), Academic Integrity & Student Condcut O�cer +Molly Hayes, Academic Integrity & Student Condcut O�cer **

(Vacant), Director +

Christopher Cornel, Student Conduct O�cer

172


CAMPUSORGANIZATIONS&VOLUNTEERPROGRAMS

C a m p u s O r g a n i z a t i o n sI. VISION&MISSION

VISION

PromotestudentengagementandleadershipbyprovidingRegisteredCampusOrganizations(RCOs)withthe tools and resources to be successful, effective, and responsible to their organizations. CampusOrganizationsprovidesRCOswithmultipleprogramsandserviceswhichinclude,butarenotlimitedto,workspace,onlineresources,peerconsultations,staffadvisement,andpromotionalmaterials.Weaspiretobearesourcethatencouragesandempowersthecampuscommunitytobecomegloballeaders.

MISSIONThe Office of Campus Organizations provides opportunities for students to pursue personal andprofessional goals through involvement with Registered Campus Organizations (RCO). Wepromote leadership development by providing resources, innovative programming, and advising forCampus Organizations and the campus community. We aspire to provide transformative leadershipexperiencesthatfostercommunity,socialresponsibility,andtransferableskills.VolunteerPrograms providesopportunities for communityengagement and leadershipdevelopment.Through mutually beneficial campus and community partnerships, students explore social issues byengagingindirectservice,reflection,andcriticaldialogue.

CORECOMPETENCIESNotavailable

II. WORKFORCE

MANAGEMENTTEAMDarleneEsparza Director,CampusOrganizations&VolunteerPrograms

STAFFCareer(FTE) Filled: 4.00FTE***CareerFTETotal: 4.00FTE*

CareerHeadcount 4

StudentStaff 6-8CampusOrganizationsPeerAdvisors(7-10hrs/wkduringtheacademicyear)4AlternativeBreakServiceSiteLeaders

StudentVolunteers 4COVPVolunteers

Other None

*FTEincludedintheStudentLife&Leadershipstaffingsummary


173




• ProgramsandServiceso AnteaterInvolvementFairo AnteaterAwardso CampusOrganization’sFallLeadershipConferenceo WinterLeadershipConferenceo WinterInvolvementFairo CampusOrganizationWorkshopso OrgoftheMontho RingRoadRestauranto CampusOrganizationsFundingBoardo AlternativeBreak(Winter&Spring)o Community&PublicServiceFairo MLKJr.DayofServiceo EngageUCIo SpeedFaithingo SpecialEvents

• Advisingo GenerallyadviseRCOsonprogramplanning,eventplanning,campuspolicy,riskmanagement,

leadershipdevelopment,organizationaldevelopment,publicity&marketing,etc.o CampusOrganizationPeerAdvisingo Communityserviceprojectplanningo Providecounselingandconsultationtostudentofficersandmembers

• Providecounselingandconsultationtostudentofficersandmembers• Workshops,Training&Retreats(examples)

o Goalsettingo Timemanagemento Fundraisingandapplyingforfundingo Marketingandpublicityo Eventplanningandmanagemento Organizationaldevelopmento Riskmanagementandliabilityo Workingwithminorso Foodsafetyo Constitutionreviewo UCIandcommunityresourceso Recruitmentandretentiono Executiveleadershiptrainingo Successfulorganizationaltransitiono Leadershipwithinandbeyondyourorganization

• NewOrganizationOrientation

174

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Registered Campus Organizations

176



G308StudentCenterZOT:5125• Director’sOffice:3rdflooroftheUCIStudentCenterintheStudentLife&LeadershipofficesuiteG306StudentCenter• CampusOrganizations&VolunteerProgramsOffice3rdflooroftheUCIStudentCenterbesideStudent

Life&Leadership


FACILITIES• Computers,meeting/loungespace,deskspace,meetingtables&chairs• Posterroom&mailboxes(opencounterspaceandmailboxesforRCOs)

TECHNOLOGY• CampusOrganizationserverforRCOsinneedofemailandwebaccounts• ApplecomputersintheCampusOrganizations&VolunteerProgramsOffice• Projector intheCampusOrganizations&VolunteerProgramsOfficeformeetings,workshops,and

specialpresentations





Notapplicable

X. MAJORISSUES

• Staffing: 1 director (FTE), 1 assistant director, 1 program coordinator, and a 100%AdministrativeResourceCoordinatorwhoalsoservesasthefrontdeskmanagerfortheStudentLife&Leadershipsuiteforapproximately650RCOs.WewereabletosecureSFACfundingfor1FTEthatwouldfocusonVolunteerPrograms,and supportRCOs,howevera significantneed still exists.Additional staffsupportisneededtoguaranteethefollowingemergingissuesareaddressedfullyandappropriately.o GrowingnumberofRCOseveryyear.NumberofFTEshasonlyincreasedby2.o IncreasingdemandtoprovideguidancetoRCOsengaging inhigh-riskevents,whichrequires

additionaleducationandone-on-oneadvisement.AfewexamplesincludeRCOsworkingwithminors,RCOstakingoffcampustrips,RCOsworkinginpartnershipwithoffcampusentitiesforevents,andacontinualeducationaboutliabilityinsurance.

o IncreasingdemandtomonitorRCOscampusdemonstrations,whichrequiresstaffsupporttocreateasafespaceforRCOmembersandmakecertaintheyunderstandpolicy.

o SignersforRCOsdonotrecallimperativeinformationfromtheironlineorientationtobecomean authorized signer such as trademark restrictions, venue reservation protocols, financialobligations, and liability insurance. As a result, additional education is needed to over 600leaders.

177



o Increasing demand for RCOs to abide by the temporary food permit program and StudentCenterandEventServicesvenueprotocols,whichrequireadditionalguidanceandattention.

o Emergingsituationsregardingstudentadvocacy.Recently,studentsraisedissuesaroundhowthecampuseducatesstudentleadersaboutculturalcompetency.Inaddition,anissueofriskmanagement and liability involves dance crews practicing in parking structures. Additionaladvocacyandeducationworkneedstobedevelopedtoeducatestudentleaders.

o EffectivelyincorporatingVolunteerProgram,includingprograms,services,staffandstudents.

• Space:RCOsrequirestoragespacefortheirorganizationitemsliketables,chairs,banner,canopies,

etc.• Limited funding resources: Amajority (about 95%) of CampusOrganizations’ operating budget is

collected from campus organization registration fees ($50/club/year), which includes budgets formajorevents(AnteaterInvolvementFair,FallLeadershipConference,WinterLeadershipConference,AnteaterAwards),suppliesandexpenses,workshops/presentations,technologyneeds,etc.IncomefromtheregistrationfeewillalsobereducedthisyearduetoASUCI’snewchargeforclubaccounts.COVPwillcoverthechargethisyearforcampusorganizations($5/activeASUCIaccount).

• Withtheincreasingnumberofgraduateandprofessionalschools’campusorganizations(UCISchoolofLaw,PaulMerageSchoolofBusiness,andUCIMedicalSchool)organizations,theamountoftimetoadviseorganizationsandaccommodatetheirspecificneedshasincreasedsignificantly.

XI. MISCELLANEOUS

This year, Campus Organizations transitioned a new assistant director, program coordinator andadministrativeresourcescoordinator.Thisyear,theOfficeofCampusOrganizationsalsoledvolunteerandcommunityserviceprogramsandhascombinedintoanewlycreatedoffice,OfficeofCampusOrganizations&VolunteerPrograms.

10

2

11

2

7

16

7

0

2

4

6

8

10

12

14

16

18

UCBerkeley UCIrvine UCLosAngeles UCMerced UCRiverside UCSanDiego UCSantaBarbara

RCOFTEforPeerUniversities

178




• Coordinated the 2017 Anteater Involvement Fair with over 400+ booths, 15 student groupperformances,andover1,500students.

• Hosted the annual “Anteater Awards” ceremony to highlight the achievements of studentorganizationsandtheirleaderswithover23awardcategories.

• Re-imagined the Office of Campus Organizations by developing new learning outcomes andincorporatingvolunteerprograms.

• SuccessfulAlternativeBreakProgram, including2during thewinterbreakand4during thespringbreak.

• EngageUCIcelebratedandrecognizedmembersoftheUCIcommunityandnon-profitorganizationsfortheirachievementsincommunityengagement.

• Hostedover75communityandcampusorganizationsattheCommunity&PublicServiceFair.• HiredapermanentProgramCoordinatorandAssistantDirectorcareerposition.• HiredapermanentAdministrativeResourceManager.• DevelopedefficienttrainingandleadershipdevelopmentfortheCampusOrganizationsPeerAdvisors,

includingpolicyeducation,conflictresolution,riskmanagement,andcommunication.

XIII. 2017-18GOALS

• EfficientlydevelopandtransitionVolunteerPrograms,includingstudentinternsandstaff–developmission,values,andgoals

• DevelopadditionaltrainingmodulesforRCOs,includingriskmanagementandfunding/fundraising• Workwithdanceandperformanceorganizations to findamoremanageableandaccommodating

spaceforthegroupstopracticeforperformances• HostaRCOadvisoranddepartmentsummit• PartnerwithSCES,RiskManagement,andotherdepartmentstodevelopefficientprocessesforRCOs• DevelopRCOadvisingprotocols• Enhancesocialmedia,branding,andmarketingforCOVP• PartnerwithAcademicPlanningforcommunityengagementprojectsandresources• Reviewcampusorganizationpoliciesandprocedures• CreateoutreachworkshopsforRCOs• Developacommunityservicecouncil• Developaninterfaithstudentcouncil

XIV. AWARDS

Notavailable


2016-17Updates:

CampusOrganizationsRetreatLEADERSHIPDEVELOPMENT

ByattendingtheCampusOrganizationsRetreat,participantswillbeabletoidentifyatleasttworesourcesofferedtosupporttheirorganization.

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MeasuredBy:Postsurveys

Results:Basedonsurveyresults,welearnedthatapproximately90%oftheparticipantsthatrespondedtothesurveywereabletoidentifyatleasttworesourcestosupporttheircampusorganization.TheresourcesidentifiedwereparticulartofundingandStudentCenter&EventServices(bookingspace).


2017-18:

VolunteerPrograms:AlternativeBreakCIVIC&COMMUNITYENGAGEMENT

By participating in the Alternative Break program, students will be able to identify at least fourcommunityissuesrelatedtothedirectserviceconductedduringtheirweekofservice.




CampusOrganizations:AntLeadershipSummit


ByparticipatingintheAntLeadershipSummit(leadershipconference),campusorganizationleaderswillbeabletoidentifyandutilizecampusresourcestosupportthemintheirleadershiproles.




XVI. BUDGET

ConsolidatedintotheoperatingbudgetforStudentLife&Leadership.

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CENTERFORBLACKCULTURES,RESOURCES&RESEARCH

I. VISION&MISSION

VISIONGuidingVisionandEthos

ThevisionoftheCenterforBlackCultures,Resources&Research(CBCRR)isanchoredinthenotionofperpetuallyworkingtowardsthegreatestgoodforthegreatestnumberofstudents,facultyandstaffofAfricanancestry,advancedintheinterestofbuildingajust,safe,vibrant,inclusiveandsocio-ecologicallysustainablecampusexperience.ItisavisionthatdrawsitsguidinginspirationsfromtheverybestAfricandeepthinkinganddoingthatBlackpeopledhaveengagedinacrossthemillennia,onbothsidesofAtlanticandthroughouttheAfricandiasporaincontactandconversationwiththeirrealities.ItisinformedbythevariedandcomplexconstellationsofAfrican/BlackculturesthathaveprovidedandcontinuetoprovideAfrican/Blackpeopleswithgeneraldesignsforlivingandpattersforinterpretingtheirreality.

OurguidingethosisUbuntu("human-ness").UbuntuisaNguniBantutermthatspeakstothenotionthatthere is a universal bond of that connects all African (Black) humanity, and that there is a commonhumanitythatunitesallpeopleseverywhere.Understoodinthisway,Ubuntusuggeststhatapluralityofperspectives,unitedincommonpurposecandevelopaforcefulandproductivesynergythatelevatesthegreatercollectivegood.Ourbeliefisthatunitydoesnotrequireuniformitybutitdoesrequireprincipledcollaboration, and that the combined impact of principled collaboration is greater than the sum ofindividualdisparateefforts,howeverwell intended,andthatthispurposefulsynergyhastheabilitytohave a positive impact upon UCI campus community at large. Our vision of collective work andresponsibilitytwinnedwithcollaborativeproblemsolvingiscapturedbestbyinourmotto:UnitywithoutUniformity.

MISSION

ThemissionandworkoftheCenterforBlackCultures,ResourcesandResearch(CBCRR) istocreateahomeawayfromhomeforBlackstudents,facultyandstaffatUCIrvine,tobolsterandwhennecessaryrestoreandrebuildavibrantBlackcommunityoncampus,toprovideBlackstudentsfromvariouswalksofBlacklifeandculturalexperiencesaplacetocenterthemselveswithintheirculturalrealities.

We recognize that communities of all kinds, whether workplace, educational, military installations,neighborhoodsorfamilieshaveavitalitythatispredicatedonaconstellationofrelationshipsthatare,inpart,resourcedependent.Weunderstandthatthebuoyancyandvibrancyofanycommunityrestsonadelicatebalancebetweenthe identificationanddevelopmentof resourcesandeffectivemanagementandefficaciousallocationandusesofthoseresources.

Communitiesare,inacertainregard,organismswithoftencomplexandintricatesocialecologiesmadeupofvariouspeopleswithsharedanddiffering(andattimesdivergent)interests,andmultiplenodesofinterconnectionsandinteractionsasdotheinstitutions(formalandinformal)thattheyinhabitandwhomserve them.And those peoples and the various institutions they interactwithmost immediately anddirectlyimpacttheirdevelopmentateverylevel.Universitiesarenodifferentinthisregard.

University communities are, most importantly, about the people that inhabit them—their identity,heritage,andvalues,theirhopes,aspirations,anddesires,theirloves,theirsenseofconnectednessandtheirsenseofbelonging,andassuchtheyarealsoaboutcultureandcontext.Theyarebuoyedbyasenseofgrowthanddynamism,andinformedbyenvironmentaleventsaswellassocio-historicalcircumstancesshapecommunityculturesinwaysthatincreaselifeopportunitiesordelimitthem.

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Our goal as a center is to work collaboratively with various university-community stakeholders toreimagineandrebuildBlackcommunalspacesthatarevibrant,safeandsocio-ecologicallysustainablebyidentifyingunderutilizedcommunity resources,developing resourcesor repurposingextant resources,whileplacingthedevelopmentandgrowthofthemostsalientresourceinourcommunity–thepeople–attheforefrontofourwork.

ThePillarsofService

Ø Ankh(Vitality):toworkindividuallyandcollectivelytoimprovetheoverallqualityofBlackstudentlifeoncampus.

Ø Uja(Prosperity):tohelptoenrichthequalityofBlackcommunitylifeandtheoverallcampuslifeexperience.

Ø Seneb(Health):toworktowardstheoverallhealthandvitalityofBlackstudents,facultyandstaff,toextendthosebenefitstothehealthandvitalityofthecommunitiestheyinhabitandtheoverallhealthandvitalityofthecampusecology.

Ø Maat(Balance):toworkascentertowardswhatisjustandgood,toinstillharmonyandreciprocity,toseekbalance.

CORECOMPETENCIESTBD

II. WORKFORCE

MANAGEMENTTEAMAdisaAjamu Director,CenterforBlackCultures,Resources&Research



TBD

IV. THOSESERVED

African/BlackUCIstudents,faculty,staffandUCICommunity

V. HISTORY

2016representstheinauguralyearfortheCenterforBlackCultures,Resources&Research(CBCRR);thefoundingdirectorwashiredonAugust29th,2016.

VI. LOCATION

WhilewearecurrentlyhousedintheStudentCenter,nopermanentlocationhasbeenestablishedatthetimeofthispublication.


FACILITIESTBD

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TECHNOLOGYTBD

EQUIPMENTTBD


TBDForafulllistofStudentAffairsmandates,pleaserefertoAppendixAattheendofthebook.


TBD

X. MAJORISSUES

TBD

XI. MISCELLANEOUS

TBD


• Establishmentofthecenter–itslayout,itsinteriordesign,renovationaswellasitsprogrammaticdesign,developmentandimplementation.

• Meetings,trainingsandpresentationswithwelloverfiftyacademicandStudentAffairsunits,andoveronehundredindividualmeetingswithstudents,facultyandstaff

• Developmentofserviceplanthatofferselevensectorsofstudentserviceanddevelopment• Twenty-Four(24)newProgramstobeofferedinthecenterincludingtwelve(12)originalprograms

developjustforthecenter• CreationofjobdescriptionsfortheProgramCoordinatorandsixstudentinterns• Development of a CBCRR website• Establishment of a four year, $700,000 fundraising initiative for the center• Partnerships with campus organizations and departments (i.e. Global Sustainability Center which

allowed the center to secure a paid fellowship for one of our students• Serviceonacriticalsearchcommitteesandtaskforce• Hiringofaprogramcoordinatorandsevenstudentstaff• CreationofCommunityResilienceFellowshipinpartnershipwiththeGlobalSustainabilityCenter

(GSC)• Providedresourcesandfinancialsupporttoanumberofstudentclubsandorganizationsincluding

butnotlimitedtotheFallHarvest,theiRisestudentrecruitmenteffortandBlackGraduationcelebration

• Additionofin-houseacademicadvising• Additionofin-housepsychologicalservices

XIII. 2017-18GOALS

• Increasedacademicsupport• Increasedstudenthealthandwellness(psychological,physicalandemotional)

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• Increasedpsychologicalandemotionalsafety(specificallyaroundissuesofanti-blackness)• Communitydevelopment(improvingtheoverallcampusexperienceforBlackstudents)• CareerDevelopment• Resource development (increased knowledge and awareness of scholarships and other funding

opportunities)• Increasedfinancialsupport• Financialliteracy• Mentorship• Interpersonalgrowthanddevelopment• SupportforBlackfacultyandstaffwhowishtosupportstudentsuccessefforts• Interlockingsystemsofstudentsupport,careanddevelopment

XIV. AWARDS

Nonetoreport


2017-18:

SixthSense:BlackMen’sCollectiveDIVERSITY&GLOBALCONSCIOUSNES

BlackMen’sCollectiveparticipantswillbuilduponandincreaseeachman’sknowledgeofself,throughanunderstandingtheirhistory,theirculturesaswellastoaidintheemotional,psychologicalandspiritualdevelopment.Thiswillbringincreasedemotional,physicalandpsychologicalhealth,wellnessandvitality.



Use:Refiningprogram,providingstudentfeedback,reportingresults

SistaCircle:Womxn’sSpaceDIVERSITY&GLOBALCONSCIOUSNESS

SistaCircleservesasanopenspaceforwomxn-identifiedfolkstocreatecommunity,takeagencyovertheirhealing,andholdspaceforoneanother.ParticipantsinSistaCirclewillshowincreasedemotional,physicalandpsychologicalhealth,wellnessandvitality.




SPACE:ForQueerandQuestioningBlackFolksDIVERSITY&GLOBALCONSCIOUSNESS

“SPACE”helpsQueerfolkswhostrivetoliveauthenticallyanddismantleperformancepoliticsinourcommunities.

MeasuredBy:TobereportedSummer2018

Results:Pending


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XVI. BUDGET

Followsonnextpage

185


SA Assessment


Sources of FundsBlack Resource Center 683113 405,496 ‐ ‐ ‐ 18,000 423,496

Total Sources of Funds 405,496 ‐ ‐ ‐ ‐ 18,000 423,496 96% 0% 0% 0% 0% 4%

Operational ExpensesBLACK RESOURCE CENTER (SF11000) 683113Salaries & General Assistance 683113‐1/2 2.00 2 148,650 ‐ ‐ ‐ ‐ 148,650 Supplies 683113‐3 ‐ ‐ 11,800 ‐ ‐ ‐ ‐ 18,000 29,800 General Expenses 683113‐7 ‐ ‐ 22,500 ‐ ‐ ‐ ‐ 22,500 Unallocated 683113‐8 ‐ ‐ 222,546 ‐ ‐ ‐ ‐ 222,546

Total Operational Expenses 2.00 2 405,496 ‐ ‐ ‐ ‐ 18,000 423,496


Carryforward Summary683113 51,063 ‐ ‐ ‐ ‐ 51,063

51,063

Center for Black Cultures, Resources, & ResearchFY 2017‐2018

XVI. BUDGET



As of 10/27/17

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CENTERFORSTUDENTLEADERSHIP

I. VISION&MISSION

VISIONNotavailable

MISSIONNEWSTUDENTPROGRAMS

NewStudentPrograms(NSP)helpsnewstudentsmakeasuccessfultransitionintoUCIbyfamiliarizingthem with the UCI campus and its resources, helping them develop skills necessary to make theadjustmenttocampuslifeandtheUCIcommunity,buildingconfidenceintheirabilitiestosucceedatUCI,and instillingapositiveoutlookontheir futureasastudent.NSPalsoprovidesongoingprogramsandopportunitiesaimedathelpingallstudentstodevelopleadershipskillsanddiscernappropriatevenuestoapplythoseskills.LEADERSHIPPROGRAMS

ThemissionofStudentLife&Leadership’sLeadershipProgramsistoempowerallUCIstudentstomakepositivechange in theircommunitiesasengagedglobalcitizens.LeadershipProgramsaimstoprovidestudents with training to enhance their leadership skills and to help connect students with practicalleadershipopportunitiesthroughoutthecampus.

CORECOMPETENCIES• Largescaleeventplanningandimplementation• Newstudenttransition• Studentleadershipdevelopment• Studentstafftraining• Webdevelopmentanduseofwebtechnologytosupplementprogramming• BuildingUCIspiritanddevelopingpositivecampuscommunity• Studentmentoring• Diversityandsocialjusticeeducation• Useofwebtechnologytocomplementandenhanceprogramming

II. WORKFORCE

MANAGEMENTTEAMMikeKnox Director,CenterforStudentLeadershipJoshCimenski AssistantDirector,CenterforStudentLeadership

STAFFCareer(FTE) Filled: 4.00FTE Provision: 0.00FTE CareerFTETotal: 4.00FTE***

CareerHeadcount 4

StudentStaff 5Studentcoordinators3AdministrativeInterns(LeadershipPrograms)1LeadershipProgramsMarketingIntern4LeadershipProgramsVolunteers

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Approximately160OrientationVolunteers*FTEincludedintheStudentLife&Leadershipstaffingsummary.**Includes1.0FTEpositionthatisfundedunderInternationalCenter,butreportstoNewStudent&LeadershipPrograms.



• NewStudentProgramso TransferSuccesso StudentParentOrientationProgramo SpanishSPOPo NewFirstGenStudentandFamilyReceptionso TransferStudentParentOrientationProgramo InternationalStudentOrientationo CelebrateUCIo Thrive@UCIo SPOPMentorshipProgramo SPOP50thAnniversary

• LeadershipProgramso Onlinestudentleadershipprofileso AntLeaderSearchEngineo AntLeaderCertificateProgramo AntLeaderSpotlighto AntLeaderPortfolioso ZotBadgeso StudentLeadershipandInvolvementFairo Lead@UCIo RacialJusticeAllyseminaro StudentLife&LeadershipHouse(ArroyoVista)andEmergingLeadersHall(MesaCourt)

Sponsorship

IV. THOSESERVED

Students,staff,parents/guardiansandalumni

V. HISTORY

NewStudentProgramsbeganin1980withthecreationoftwojobs(staffingtheAldrichHallInformationBooth).NewStudentProgramswasapartofStudentSupportServicesunderthedirectionofBobGentry.Aschangeoccurredonthecampus,NewStudentProgramsmoved(alongwiththeDeanofStudents)intotheoldStudentActivitiesOfficeandthenamewaschangedtotheOfficeoftheDeanofStudentstocoverNewStudentPrograms,StudentActivitiesandthelocationoftheDean.Inthewinterof2012theOfficeoftheDeanofStudentsofficiallybecameStudentLife&Leadership.In2014NewStudentProgramsandLeadershipProgramsmergedtobecomeNewStudentandLeadershipPrograms.In2018,NewStudent&Leadership Programs re-branded to become the Center for Student Leadership, and moved to theAnteaterCommunityResourceCenter.

188



VI. LOCATION

CenterforStudentLeadershipislocatedintheAnteaterCommunityResourceCenter(ACRC).

StudentcoordinatorsandtheAdministrativeInternworkoutofsharedstudentspacealsointheStudentCenterG308.



TECHNOLOGYOvertheyears,CenterforStudentLeadershiphasbuiltandrefineditsownonlineregistrationsystemforSummerOrientation.



AssemblyBill1088requiresthatthecampusprovideinformationtoallnewstudentsonSexualAssaultandIntimateViolence.ThisinformationisincludedintheStudentParentOrientationProgramfornewfreshmeninasessionledbyWellness,Health,andCounselingServices,throughpeerledactivitiesledbythepeereducationgroupsinCARE(CHAMPS,RighttokNOw,andViolenceInterventionProgram),througharesourcefairforincomingstudentsandfamiliesthatfeaturesCARE,andthroughanoptionalworkshoponbystanderinterventiontopreventsexualviolencebasedontheGreenDotviolencepreventionmodel.Inaddition,100%ofourstudentandprofessionalstaffhavebeentrainedthroughtheviolencepreventionprogram,GreenDot.



Orientationreliesongoodcollaborationwithmanyareasoncampus.CurrentlytheAcademicCounselingDirectorsandtheDirectorofNewStudentProgramsmeetquarterlytodiscusstheacademicsectionsoforientation.Inaddition,thereisayearlycommitteeofrepresentativesfromtheOfficeofAdmissions&Relations with Schools (OARS), Office of the Registrar, Financial Aid, Athletics, Campuswide HonorsProgram(CHP),AcademicSchoolsandAcademicTestingCenterthatadviseNewStudentProgramsonissuesandideasforOrientation.

X. MAJORISSUES

1) Costofattendancetoorientationforparentsandstudentscoveredentirelybyattendees

2) Risingcostoffacilitiesfororientationprograms,stafftrainingspace,parking,androomandboardfortheprogramsisdifficulttokeepupwith.

3) Demandformoreprogramsandservicescontinuestoincreasewithincreasedenrollment.

4) ThesizeoftheinternationalstudentpopulationisquicklyoutgrowinganyfacilitieswehaveavailabletohosttheInternationalStudentOrientation.

5) Programmaticdemandskeepincreasingfasterthanstaffingresources.

6) Managingextremelyhighadmissionsnumbers, supporting theAnteater LeadershipAcademy,andworking with the large population of students who were rescinded and then readmitted to theuniversityallcreatedsignificantchallengesthroughoutthesummer.

189



XI. MISCELLANEOUS

None


• SuccessfullylaunchedLead@UCI• HostedthefirstofwhatwillbeanannualSPOPreunionatUCIHomecoming• CreatedandimplementednewCelebrateUCIvolunteerprogram• CreatedandhostedeightnewresourceworkshopsforLCFFstudents• CompletelyredesignedandrebrandedLeadershipProgramsincludingthelaunchingofseveralnew

initiatives(AntLeaderPortfolios,AntLeaderSearchEngine,AntLeaderCertificateProgram,AntLeaderSpotlight,andZotBadges).

• Developedaplantohostanovernightorientationprogramforparents/guardians,however,theplanhadtobeputonholdtill2o18becauseofexceptionallyhighstudentenrollment

• SPOPmentorshipprogramissettolaunchinFallof2017• SuccessfullyaddedandimplementedatenthSPOPtoservetheincreasedfirstyearpopulation,which

servedarecordnumberofstudents(5,565)andparents/guardians(3,413)• SuccessfullyimplementedLCFFfeewaiversintotheorientationreservationsystemforstudents(726)

andparents/guardians(496)• SupportedtheAnteaterLeadershipAcademythroughalltenSPOPs• Workedthroughtremendouschallengesrelatedtostudents’admissionsoffersbeingrescindedand

reinstatedthroughoutthesummer• Createdandhosted10FirstGenerationStudentandFamilyReceptionsfollowingeachoftheten

SPOPs• HostedtwoSpanishlanguageSPOPs,whichservedmorethan280parents/guardians(a102%increase

over2016)• CompletelyredesignedtheInternationalStudentOrientation(ISO)tomakethetransitionfromISOto

housingmoreconvenientforstudentsandtobetteralignwithISOparticipantbehavior(lessoverallcontentwithmoredepthinkeyareasandmore“optional”sessions)

XIII. 2017-18GOALS

• Develop CHANGE@UCI, a spring quarter University Affairs course to follow THRIVE@UCI andLEAD@UCI,whichwill focus on creating social change and position students to implement socialchangeprojects

• Create and fund a new Program Coordinator position for NSLP to bettermeet our programmingresponsibilitiesandfuturegrowthgoals

• IdentifyworkspaceforexpandedNSLPstaff• Finalize future plans for leadership of Celebrate UCI to better align with campus resources and

strategicplans• FullylaunchnewLeadershipProgramsandbuildbuy-inacrossthecampus• Becomeahubandsupportcenterforstudentleadershipeffortscampus-wide• ImplementplantohostovernighSPOPexperiencesforparents/guardians• ContinuetobuildandrefinetheSPOPMentorshipProgram• DevelopandimplementLeadershipSummitforcampuscolleagues

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• CompletemarketingandbrandupdateforNSLP

• HostSPOP50thAnniversaryReunion• RaisefundsforSPOPscholarshipstobettersupportlowincomestudentsinorientation• DevelopastrongSPOPalumninetwork

XIV. AWARDS


2016-17Updates:

«Condition_PROPER»PERSONALRESPONSIBILITY

AsaresultofparticipatinginSPOP,studentswill:(1)Bemorecomfortableaskingforhelpwhentheyneedit.(2)Bemorecommittedtomakingresponsiblechoicesregardingalcoholuse.(3)Bemorerespectfulofotherpeople'schoicesnottodrinkalcohol.(4)Beabletoidentifyatleastonehealthycopingmechanismtheycanusewhenfeelingstressed.(5)Bemoreconfidentintheirabilitytohandletheindependenceofcollegeresponsibly.(6)Bemoreconfidentintheirabilitytomanagetheirtime.(7)Bemoreconfidentintheirabilitytomakehealthydecisionsinthefaceofpeerpressure.(8)Beableto identifyrelevantcampusresources foravarietyofneeds including,butnot limitedto,mental andphysical health andwellness, academic support, student leadership, and sexual violenceresponseandprevention.(9)Takegreaterresponsibilitiestoimprovecampusclimatesthatendsexualassaultsbyimprovingtheirabilitiestocorrectlydefinethetermsassociatedwithconsentforsexualactivitybetweenpartners.(10)Correctlyidentifyexamplesofacademicdishonesty.


Results:(1)PriortoSPOP14%ofstudentsfelttheywouldnotaskforhelpwhentheyneedit.AfterSPOPthatwasreducedto0%.(2)AfterattendingSPOP98%ofthestudentsatUCIbelievetheycanmakeresponsiblechoicesaroundalcoholuseandcontributetoasafesocialenvironmentasaresultofattendingSPOP.(3)AfterattendingSPOP99%oftheincomingstudentsbelievetheywouldrespectthereasonspeoplemayusetosupporttheirchoicetonotdrinkalcohol.(4) 99% of respondents were able to identify at least one healthy copingmethod after SPOP. 97%indicatedtheywerelikelytouseahealthycopingmechanismwhentheyfeelstressed.(5)BeforeSPOP83%of studentswereconfident theywouldbeable tohandle the independenceofcollegeresponsibly.AfterSPOP85%saidthesame.(6)MoststudentsfelttheywouldmanagetheirtimewellbothbeforeandafterSPOP(approximately75%forboth).(7)BeforeandafterSPOP95%percentofstudentsfelttheycouldmakehealthydecisionsevenwhenpressured.(8)“If,duringmytimeatUCI,Iameverinneedofacampusresourceforthisreason,Iknowwheretogo.”

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AcademicSupport:Pre-SPOP:69%|Post-SPOP:94%AccommodationsforDisabilities:Pre-SPOP:30%|Post-SPOP:66%CampusSafety:Pre-SPOP:56%|Post-SPOP:94%FinancialEducation/Management:Pre-SPOP:58%|Post-SPOP:90%GettingInvolvedwithCampusLife:Pre-SPOP:58%|Post-SPOP:90%Leadershipskilldevelopment:Pre-SPOP:40%|Post-SPOP:80%MentalHealth&Wellness:Pre-SPOP:42%|Post-SPOP:93%SexualAssaultresponse&support:Pre-SPOP:41%|Post-SPOP:94%Sexualassaultprevention:Pre-SPOP:41%|Post-SPOP93%

(9) Students were asked to identify essential components of consent for sexual activity betweenpartners:

(1)requiresconsciousaffirmation(Pre-SPOP:95%|Post-SPOP:98%)(2)voluntaryandcannotbecoerced(Pre-SPOP:91%|Post-SPOP:94%)(3)isrevocableandmaybewithdrawn(Pre-SPOP:87%|Post-SPOP:94%)(4)cannotbegivenwhenapersonisincapacitated(Pre-SPOP:91%|Post-SPOP:95%)

(10)Studentswereaskedtoidentifypotentialincidentsofacademicdishonesty:Pre-SPOP:72%correctlyidentified4examplesofdishonestyPost-SPOP:98%correctlyidentified4examplesofdishonesty

Use: Refining program/program changes; using in planning and/or budgeting; providing student orparticipant feedback; providing student or participant feedback; refining assessment tools/SLOs;reportingresults


AsaresultofparticipatinginSPOP,studentswill(1)Developmeaningfulfriendshipsandconnections.(2)Beabletodiscernspecificbehaviorsrelatedtoalcoholusetheywouldconsidercauseforconcern.(3)FeelagreatersenseofexcitementandpridethattheywillbegoingtoUCI.(4)Knowhowtointerveneasactivebystandersinarangeofpotentiallyharmfulsituations.

MeasuredBy:«Measured_By»

Results:(1)PriortoSPOP64%ofstudentsindicatedtheywerenervousaboutmakingfriendsatUCI.Thiswasalsothemostlistedconcernaboutcomingtocollege.AfterSPOP80%ofstudentsindicatedtheyhadmademeaningfulfriendshipsduringtheprogram.(2)AfterattendingSPOP92%oftheincomingstudentsbelievetheyareabletodiscernbehaviorsthatwouldbeconsideredreasonforconcerninregardstoalcoholuse.(3)PriortoattendingSPOP47%ofstudentsindicatedUCIastheir1stchoice.AfterSPOPthatnumberincreasedto86%.(4)Studentswereaskediftheyknewhowtoeffectivelyinterveneinvariousscenarios:ExcessiveDrinkingorSubstanceAbuse:pre:62%|post:94%Harmfullanguage(e.g.racist,homophobic,orsexistcomments,etc.):pre:79%|post:88%Bullying:pre:83%|post:94%AbusiveRelationships:pre:54%|post:84%

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Depression,excessivestress,orothermentalhealthissues:pre:66%|post:89%Hazingorpeerpressuretoengageinharmfulactivities:pre:55%|post:88%Incidentsofdiscrimination:pre:75%|post:90%Sexoffenses(sexualassault,dating/domesticviolence,and/orstalking):pre:64%|post:93%


DIVERSITY&GLOBALCONSCIOUSNESSAsa resultofparticipating in SPOP, studentswill havea greater commitment to fosteringapositivecampuscommunityforallstudents.


Results:BeforeSPOP88%ofstudentsfelttheyhadaresponsibilityand93%felttheyhadtheabilitytofosterapositivecampusclimate.AfterSPOPthosenumberswere93%and95%respectively.



AsaresultofparticipatinginSPOP,studentswill(1)Bemoreconfidentininteractingwithfacultyduringtheacademicyear.(2)HaveabetterideaoftheirpersonalandacademicgoalsfortheirtimeatUCI.(3)Getinvolvedinco-curricularopportunitiesatUCI.


Results:(1)PriortoSPOP,68%ofstudentsindicatedtheywereconfidentintheirabilitytointeractwithfaculty.AfterSPOPthatnumberincreasedto82%(2)76%ofSPOPattendeesindicatedtheprogramhelpedthemtoclarifytheiracademicgoals.71%indicatedtheprogramhelpedthemclarifytheirpersonalgoals.80%felttheprogramhelpedthemtobetterunderstandthelinkbetweentheircollegeexperienceandtheirfuturecareers.(3)Pre-SPOP,86%ofstudentsindicatedtheyplannedtogetinvolvedoutsideoftheclassroom.Post-SPOP,thatnumberincreasedto94%.

Use: Refining program/program changes, using in planning and/or budgeting, providing student orparticipant feedback, providing student or participant feedback, refining assessment tools/SLOs,reportingresults


AsaresultofparticipatinginSPOP,studentswillsignupforafullload(12unitsormore)offallquarterclasses.


Results:87%ofstudentsreportedtheyhadreceivedtheacademicadvisinginformationtheyneededtosignupforclasses.82%ofstudentsself-reportedgettingtheclassestheyneeded.Inthefuture,wewillrequestthisdatafromtheRegistrar'sofficetoconfirm.

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Use: Refining program/program changes, using in planning and/or budgeting, providing student orparticipant feedback, providing student or participant feedback, refining assessment tools/SLOs,reportingresults

2017-18:

StudentParentOrientationProgram(SPOP)PERSONALRESPONSIBILITY

AsaresultofparticipatinginSPOP,studentswill:(1)Bemorecomfortableaskingforhelpwhentheyneedit.(2)Bemorecommittedtomakingresponsiblechoicesregardingalcoholuse.(3)Bemorerespectfulofotherpeople’schoicesnottodrinkalcohol.(4)Beabletoidentifyatleastonehealthycopingmechanismtheycanusewhenfeelingstressed.(5)Bemoreconfidentintheirabilitytohandletheindependenceofcollegeresponsibility.(6)Beabletoidentifyrelevantcampusresourcesforavarietyofneedsincluding,butnotlimitedto,mentalandphysicalhealthandwellness,academicsupport,studentleadership,andsexualviolenceresponseandprevention.(7)Takegreaterresponsibilitiestoimprovecampusclimatesthatendsexualassaultsbyimprovingtheir abilities to correctly define the terms associated with consent for sexual activity betweenpartners.8)Correctlyidentifyexamplesofacademicdishonesty.



Use: Refining program/program changes; using in planning and/or budgeting; providing studentfeedback;refiningassessmenttools/SLOs;reportingresults;other

CIVIC&COMMUNITYENGAGEMENTAsaresultofparticipatinginSPOP,studentswill:

(1)Knowhowtointerveneasactivebystandersinarangeofpotentiallyharmfulsituations.(2)Developmeaningfulfriendshipsandconnections.(3)Beabletodiscernspecificbehaviorsrelatedtoalcoholusetheywouldconsidercauseforconcern.(4)FeelagreatersenseofexcitementandpridethattheywillbegoingtoUCI.





Asa resultofparticipating in SPOP, studentswill havea greater commitment to fosteringapositivecampuscommunityforallstudents.



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AsaresultofparticipatinginSPOP,studentswill:(1)Bemoreconfidentininteractingwithfacultyduringtheacademicyear.(2)HaveabetterideaoftheirpersonalandacademicgoalsfortheirtimeatUCI.(3)Getinvolvedinco-curricularopportunitiesatUCI.




PROFESSIONAL&ADMINISTRATIVESKILLSAsaresultofparticipatinginSPOP,studentswill:(1)Signupforafullload(12unitsormore)offallquarterclasses.(2)Bemoreconfidentintheirabilitytomanagetheirtime.




XVI. BUDGET


195


CROSS-CULTURALCENTER

I. VISION&MISSION

VISIONBuildinginclusivecommunitiesthroughvalues-inspiredprogrammingandcollaborativepartnerships

MISSIONTobeaspaceforstudentstoimagineandinspireanequitable,moresociallyjustcampus,toaffirmanddevelopintersectional,culturalidentities,andtobuildamoreinclusivecommunity.

CORECOMPETENCIESValuingDiversity–Gainknowledgeandappreciatethecomplexitiesofdiversity.Leadership-Understandandexecutevariousstylesofleadershipandleadershipskills.CommunityBuilding-DevelopskillsinbuildingcommunitywithothersCommunityEngagement–Provideserviceandlearnaboutitsimpactonthecommunity.Identity Development – Develop an understanding of self, promoting one’s cultural identity, andbecomingawareofhowone’scultureimpactstheirrelationshipwithothers.UnderstandingofSocialIssues–Learnabout,explore,andpotentiallyworktochangevarioussocialissuesandinjustices.

II. WORKFORCE

MANAGEMENTTEAMJadeAgua Directorvacant AssociateDirectorDanielPark AssistantDirector


CareerHeadcount 4

ContractPositions(soft-funds)

1

StudentStaff Interns 16@10hrs/week Assistants: 3@8-10hrs/week Volunteers: 10@4-6hrs/week StudentStaffTotal: 30Students

Contracted:1employee@40hrs/week


TheCross-CulturalCenter(CCC)providesthefollowingprogramsforitsconstituents.

ACTIVISM&SOCIALJUSTICE• CulturalWellnessSeriesforAdvocatesandAllies• SummerMulticulturalLeadershipInstitute(SMLI)

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• MulticulturalLeadershipRetreat(MLR)• CriticalConsciousnessSpeakerSeries• UmbrellaCoalition

EDUCATION&EMPOWERMENT• MLK,Jr.Symposium• REALTalkProgram• IDX:IdentityExplorationSeries• ACTIVE:ActivatingCommunityThroughInitiative,Vision,&EmpowermentPeerFacilitatorProgram• DeconstructionZone• De-StressDuringFinals

COMMUNITY&DIVERSITY• CommunityRootsFestival• CultureNights• EndoftheYearCelebration• CulturalGraduationCelebrations• OpenHouse

PARTNERPROGRAMS• Queer&RaceSeries(w/LGBTRC)• De-Stress(w/StudentWellness&HealthPromotion)• AcrosstheBridge:DiversityDialogueSeries(w/InternationalCenter)• Dr.JosephWhiteLecture(w/CounselingCenter)• DynamicWomxnAwards(w/W-Hub)

FACILITYThe CCC provides space for meetings, programs, activities and forums to take place. All campusconstituents and partners can reserve space in the Cross-Cultural Center through the administrativespecialist.The CCC houses five organizational offices: Black Student Union (BSU), Alyansa ng mga Kababayan,American Indian Student Association (AISA), Asian Pacific Student Association (APSA), and MEChA(MovimientoEstudiantilChicano/adeAtzlan).ClassesareheldintheCross-CulturalCenteronaquarterlybasis.

IV. THOSESERVED

• The Cross-Cultural Center serves the entire campus community through several campus wideprograms,includingCommunityRootsFestival,DeconstructionWeek,andtheMartinLutherKing,Jr.Symposium.

• TheCross-CulturalCenteralsoservesthefollowing:o 16 students participate in the CCC Intern Program (4 as a part of the administrative intern

program)o 10-12studentsperquarterparticipateintheCCCVolunteerProgramo Onaverage,25studentsparticipateintheREACH(nowACTIVE)programeachyearo Over50campus/communitygroupsparticipateinREACH(nowACTIVE)workshopsduringthe

year

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o Approximately50studentsparticipateinSMLIeachyearo Approximately50studentsparticipateinMLReachyearo Over47studentorganizationsaffiliatedwiththeCCCthispastyearo 8-10studentsserveontheMulticulturalProgrammingCommittee

V. HISTORY

TheCross-CulturalCenter(CCC)wasfoundedonOctober16,1974,byagroupofconcernedUCIfaculty,staff, and students who recognized the need for creating a social-cultural support system for ethnicminoritystudents.TheCCCwasthe firstmulticulturalcenterataUniversityofCaliforniacampus.Thestated purpose of the center was "to create ThirdWorld interaction, student outreach, and providenecessaryinformationtotheminoritycommunityoncampus."ThefirstdirectorwasDr.LarryOnoda,apsychologistfromtheCounselingCenter.TheCCCwashousedinan1,800squarefoottemporarybuildinglocatedacrossRingMallfromtheSchoolofHumanities.Theoriginalfacilityconsistedofareceptionarea,adirector'soffice,severalstudentofficesandaconferenceroomseparatedfromthereceptionareabyanaccordion-stylepartition.

Underthedirectionofonefulltimestaff,andinpartnershipwithstudents,facultyandstaff,the'Cross'as itaffectionatelycametobeknown,embarkeduponaseriesofprograms,activitiesandservices tosupporttheemergingneedsofUCI'sgrowingunderrepresentedstudentpopulation.

In1976,theCross-CulturalCenterdedicatedthefirstofseveralmuralsthatwouldbecomesynonymouswiththefacility.Thefirstmural,designedandpaintedbyUCIstudents,wasdevelopedunderthedirectionofManuelHernandez,avisitinglecturerinStudioArt.Itdepictsprominenthistoricalfigureswhowerevoices for equality and justice. It alsoportrays significant events in the annals of California'sminoritycommunities.

Changing demographics and campus growth necessitated the expansion and relocation of the Cross-CulturalCenter.Afterconsiderablecampusdebateaboutthesitingofthenewcenter,itwasdeterminedthatthenewCross-CulturalCenterwouldbelocatedonRingMallacrossfromtheAdministrationBuilding.OnApril18,1989,thenewCross-CulturalCenteropeneditsdoorstotheUCIcommunity.Thepresentfacilityis3,400squarefeetandconsistsofalounge,administrativeoffices,studentoffices,smalllibrary,student workroom and two conference rooms divided by a moveable partition. The original mural,dedicatedin1976,wasmovedtothenewfacilityandisprominentlydisplayedinthelounge.In1993,amural conceivedby thewell-knownmuralist, JudyBaca,was installed in the 'Cross' conference room.Commissioned by the National Institute of Mental Health for the National Conference on RefugeeServices,andundertakenasamuralclassprojectbyUCIstudents,thismuraldepictsthesilentsufferingofAsian/VietnameseandLatino/CentralAmericanrefugeecommunities.

Inthespringof1991,concernedstudentorganizationswithintheCross-CulturalCenterestablishedtheEthnicStudentsCoalitionAgainstPrejudicialEducation(E.S.C.A.P.E.).ThegoalofE.S.C.A.P.E.wastopushfor the implementation of ethnic studies programs at UCI. All of the student umbrella organizationsunifiedinthiseffort,andtheysponsoredseveralmajorralliestogeneratecampussupport.In1993,AsianAmericanstudentshelda35-dayrotationalhungerstrikeinanefforttosecuremorefacultyfortheAsianAmerican studies program as well as an additional staff member for the Cross-Cultural Center. Thisextended, and peaceful, protest received considerable media attention and galvanized the AsianAmericancommunity.

InJuly1999,CorinaEspinozadepartedUCIforapositionatCaliforniaStateUniversity,Bakersfield.Corinahad served fifteenyears in various staffpositions in theCCC,nineasDirector.After servingasactingdirector,AnnaK.GonzalezbecamedirectoroftheCross-CulturalCenterin2000.In2008,AnnadepartedUCIforapositionasAssociateViceChancellorofStudentAffairsandDirectoroftheOfficeforInclusion

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and InterculturalRelationsat theUniversityof IllinoisatUrbana-Champaign.KevinHuieservedas thedirectoroftheCross-CulturalCenteruntilthesummerof2015.InDecember2015,JadeK.Agua,assumedtheroleofDirector.

TherearenowfivestudentumbrellaorganizationsrecognizedbytheCross-CulturalCenter;BlackStudentUnion (BSU), Alyansa ng mga Kababayan, American Indian Student Association (AISA), Asian PacificStudent Association (APSA), andMovimiento Estudiantil Chicano de Aztlan (MEChA). The number ofindividualorganizationsunderthesefiveumbrellasisinexcessof50.Asithassinceitsestablishmentin1974,theCCCcontinuestoprovidemanystudentsahomeawayfromhome.And,formany,itremainsa“safeandbravespace”fromwhichstudentsmaylaunchtheirinvolvementinmyriadcampusprogramsandleadershipopportunities.

Inresponsetothegrowthofunderrepresentedpopulationsandtheoveralldiversityofthecampus,theCrosshasevolvedandexpandeditsprogrammingtoaddresstheissuesandperspectivesrelativetothesechanges. At its core, the CCC endeavors to promote the education and celebration of amulticulturalsensibilityaswecontinuethroughthemillennium.

VI. LOCATION

TheCross-CulturalCenterislocatedat103GatewayCenteronRingMall,directlyacrossfromAldrichHall.ZOT:5075


FACILITIESReservableSpaces:• RingRoom(seatsapproximately75ppl.lecture-style;maxcapacityis85ppl)• JosephL.WhiteConferenceRoom(seatsapprox.120ppl.lecture-style;maxcapacityis150ppl)• BoardRoom(seats10ppl.arounda largeconference tableandhasanadditional9 seatson the

perimeteroftheroom)• WellnessRoom(seats10ppl;loungestyle)

TECHNOLOGY&EQUIPMENT• ExtronScreeninmainlobbyforaffiliatedorganizationsanddepartmentuse• Audio/VisualequipmentinDr.WhiteRoomuponreservationandrequest




Notapplicable

X. MAJORISSUES

FACILITYMAINTENANCEANDUPGRADESEventhoughthereferendumwaspassedtosupporttheStudentCenterandtheCross-CulturalCenter,basicfacilitiesmaintenanceandonce-anticipatedupgradescontinuetobeachallengetoimplement.NothavingdirectknowledgeorcontrolofthebudgetallocatedtomaintaintheCCCmakesitnearlyimpossibletokeepthebuildingoptimallyfunctional.

LACKOFASTRATEGICDIVERSITYPLAN

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WiththeCenterforBlackCultures,Resources&Researchinplaceandothercentersonthehorizon,theCCCcouldbebetterpoisedandpositionedtodevelopatleastaStudentAffairs-wide,ifnotcampus-wide,strategicdiversityplan.Effortscouldbebetteralignedandamplifiedratherthanduplicated.

XI. MISCELLANEOUS

None


• 95presentationsandworkshopsacrosscampusbyprofessionalstaffand31REACHworkshopsbyourpeerfacilitators.

• FacilitiesupgradesoverthecourseoftheyearincludenewflooringinthemainlobbyandRingRoomandnewloungeandstudyfurniturethroughoutthebuilding.Wealsohad2,713totalroomreservationsmadeby79differentorganizations.

• OurCulturalWellnessprogramshaveexpandedtoincludeweeklyyoga,aYogaasResistanceseries,weeklyREALTalkdialoguespace,andaseminaronpoliticizingwellnessandhealingsupportedbyanadditional$20KfromLCFF+funds.Inaddition,ournewFaculty-In-ResidenceprogramhasfeaturedfacultyfromChicano/LatinoStudies,thePaulMerageSchoolofBusiness,andfortheupcomingyearfacultyfromtheSchoolofLaw.

• TheWomxn’sHub(W-Hub)outgrewitsspaceintheCross-CulturalCenterandmovedtotheAnteaterCommunityResourceCenter(atLot5).W-Hubalsoreceived$14KfromSFAC.

XIII. 2017-18GOALS

• IncreaseaccesspointsforstudentstotheCross-CulturalCenterspaceandprograms• Strengthencommunitybycreatingmoremeaningfulreactionswithandbetweenstudents

XIV. AWARDS

Noneapplicable


2016-17Updates:

Activism&SocialJusticeProgramsDIVERSITY&GLOBALCONSCIOUSNESS

Activism&SocialJusticeProgramparticipantswillbeableto:• Developinterpersonalandinterculturalcommunicationskills• Understandhowpower,privilege,andoppressionoperateonindividual,institutional,andsystemic

levels• Developandequitableworldview• Developapersonalcommitmenttosocialjustice• Beawareoftheirownidentityandpositionality

MeasuredBy:surveyorquestionnaire(postonly)

Results:Pending



Activism&SocialJusticeProgramparticipantswillbeabletoorganizeacommunityaroundanissue/


200



Results:Pending



Activism&SocialJusticeProgramparticipantswillbeabletodeveloppublicspeakingskills


Results:Pending


Community&DiversityProgramsDIVERSITY&GLOBALCONSCIOUSNESS

Community&DiversityProgramparticipantswilldevelopempathyforothers,developmeaningfulrelationshipswithpeoplemayidentifydifferently,explorevariousidentities,communities,cultures,andhistories,understandintersectionality,andbeabletoengageincriticalconversationsrelatedtovarioussocialissueswithdiversegroupsofpeople.


Results:Pending



Community&DiversityProgramparticipantswillbeabletobuildcoalitionstowardacommongoal.


Results:Pending



Community&DiversityProgramparticipantswilldevelopconflictresolutionskills.


Results:Pending


EducationEmpowermentProgramsDIVERSITY&GLOBALCONSCIOUSNESS

EducationEmpowermentProgramparticipantswillunderstandandutilizesocialjusticelanguageandvocabulary.


Results:Pending



EducationEmpowermentProgramparticipantswillunderstandandutilizeeducationasatooltoraisepersonalandcollectiveconsciousnessanddevelopanactionplan.

201




Results:Pending


LEADERSHIPDEVELOPMENTEducationEmpowermentProgramparticipantswillthinkcriticallyandengageinopen-dialoguearoundcurrentevents.


Results:Pending



EducationEmpowermentProgramparticipantswilldevelopapositive,healthysenseselfandunderstandhowtomaneuverthroughthevariousprivilegesandoppressionsrelatedtotheiridentities.


Results:Pending


PROFESSIONAL&ADMINISTRATIVESKILLSEducationEmpowermentProgramparticipantswilldevelopproblemsolvingskills.


Results:Pending


2017-18:


Throughvariousaffiliateandcampus-wideprograms,participantswill:• Understandhowpower,privilegeandoppressionoperateonindividual,institutionalandsystemic

levels[DeconstructionZone]• Understandandutilizesocialjusticelanguageandvocabulary[MulticulturalLeadershipRetreat]• Explorevariousidentities,communities,cultures

MeasuredBy:Groupinterviewsorfocusgroups;postsurveys


Use:Refiningprogram/programchanges;providingstudentfeedback;peportingresults

REALTalkCIVIC&COMMUNITYENGAGEMENT

REALTalkisaweeklydiscussionspacethatutilizestransformativestorytellingtoaddresscurrenteventsthatmaybeaffectingthenationalandcampusclimate.

202



REALTalkparticipantswill:•LO#1)Thinkcriticallyandengageinopen-dialoguearoundcurrentevents•LO#2)Beabletoengageincriticalconversationsrelatedtovarioussocialissues




ACTIVE(FormerlyREACH)LEADERSHIPDEVELOPMENT

ACTIVEstandsfor“ActivatingCommunityThroughInitiative,Vision,andEmpowerment.”ACTIVEisapeer-facilitatorprogramofferedasa2-part4-unitcourseduringWinterandSpringquarters.ACTIVEparticipantswill:•Developpublicspeakingskills•Understandhowtomaneuverthroughthevariousprivilegesandoppressionsrelatedtotheiridentity

MeasuredBy:Groupinterviewsorfocusgroups;postsurveys


Use:Refiningprogram/programchanges;Providingstudentfeedback;reportingresults


Community&DiversityProgramparticipantswilldevelopempathyforothers,developmeaningfulrelationshipswithpeoplemayidentifydifferently,explorevariousidentities,communities,cultures,andhistories,understandintersectionality,andbeabletoengageincriticalconversationsrelatedtovarioussocialissueswithdiversegroupsofpeople.



Use:Tobereported


Community&DiversityProgramparticipantswillbeabletobuildcoalitionstowardacommongoal.



Use:Tobereported

YogaSeries(YogaasResistance,WeeklyYogaSeries)PERSONALRESPONSIBILITY

Yogaseriesparticipantswilldevelopapositive,healthysenseofself.



Use:Refiningprogram/programchanges;providingstudentfeedback;Reportingresults

203



XVI. BUDGET

Followsonnextpage.

204


SA Assessment


Sources of FundsCROSS‐CULTURAL CENTER 683029 273,373 ‐ ‐ ‐ 273,373 CROSS‐CULTURAL CENTER 683029‐3900 ‐ ‐ 2,000 ‐ ‐ 2,000

Total Sources of Funds 273,373 ‐ 2,000 ‐ ‐ ‐ 275,373 99% 0% 1% 0% 0% 0%

Operational ExpensesCROSS‐CULTURAL CENTER (OS11203 SF10963) 683029Salaries & General Assistance 683029‐1/2 4.00 4 251,773 ‐ ‐ ‐ ‐ 251,773 Student Programs 683029‐3 ‐ ‐ ‐ ‐ 2,000 ‐ ‐ 2,000 Summer Multicultural Leadership Institute 683029‐7 ‐ ‐ 21,500 ‐ ‐ ‐ ‐ 21,500 Program Support 683029‐7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Unallocated 683029‐8 ‐ ‐ 100 ‐ ‐ ‐ ‐ 100

Total Operational Expenses 4.00 4 273,373 ‐ 2,000 ‐ ‐ ‐ 275,373


Carryforward Summary683029 ‐ ‐ 36,414 ‐ ‐ 36,414

36,414

Cross‐Cultural CenterFY 2017‐2018

XVI. BUDGET



As of 10/27/17

205

UCICross-CulturalCenter|ProfessionalStaffOrganizationalChart2017-2018

JADEAGUADirector

vacantAssociate Director

NADEEKAKARUNARATNEStudentDevelopmentCoordinator

DANIELPARKAssistantDirector

KATHYDONGAdministrativeSpecialist

TAMARAAUSTINDirector ofW-Hub

206


GREEKLIFE

G r e e k L i f e

I. VISION&MISSION

VISIONCreate a fraternity/sorority community that lives their fraternal values, embraces diversity, exhibitsauthenticleadership,engagesinservice,andbelievesinbetteringlives.

MISSIONGreekLifeatUCIrvineworkswithstudentstocreateaninclusiveenvironmentthatchallengesmembersto develop into leaderswho uphold the values, oaths, and commitments of their collegiate fraternalorganization at UC Irvine. Greek Life values ongoing relationships with alumni, volunteers, campusadministrators, and the surrounding community in order to create meaningful and purposefulundergraduateexperiencesthatfostersacommitmenttoserviceandlifetimemembership.

CORECOMPETENCIESAFACoreCompetenciesforExcellenceintheProfession

• Educator• ValuesAligner• Collaborator• Advisor• Administrator• Researcher• Innovator• Leader

GreekLifeContributestotheStudentExperienceby:• Promoting the intellectual, physical, emotional, social, spiritual, ethical, civic, and career

developmentofmembers.• Providingeducationandexperienceininterpersonalrelationships, leadership,groupdynamics,

andorganizationdevelopment.• Promotingmemberinvolvementinco-curricularactivities.• Promoting sponsorship of and participation in community service, service-learning, and

philanthropicprojects.• Promotinganappreciationfordifferencesanddevelopmentofcross-culturalcompetencies.• Encouraging learning experiences that occur as a result of a diverse fraternity and sorority

community.• Advocatingacademicsuccessofallmembersandforopportunitiesthroughwhichstudentscan

integratein-classandout-of-classlearning.• Supportingmembers’effortstoalignactionswithespousedorganizationalmissionandvalues.• Collaborating with stakeholders who support the mission, including undergraduate and

graduate/alumni members, faculty and other advisors, and organizational staff and/orvolunteers.

II. WORKFORCE

MANAGEMENTTEAMBrianClarke Director,GreekLifeMarinaMantos AssistantDirector,GreekLife

207


GREEKLIFE

STAFFCareer(FTE) Filled: 2.00FTE Provision: 0.00FTE CareerFTETotal: 2.00FTE*

StudentStaff 1GreekLifeIntern(10hours/weekduringtheacademicyear)1StudentProgramsIntern(10hours/weekduringtheacademicyear)

Other None

*FTEincludedintheStudentLife&Leadershipstaffingsummary



• Campus-wideprogrammingsupporto Fraternity/SororityRecruitmento GreekAwardso GreekSongfesto NewMembersEducationo VIPProgram(ViolenceInterventionPrevention)/Co-SponsoredwithCAREOfficeo CultureShock(Step&StrollShow)o AnteaterLeadershipSummit/Co-PlannedwithCampusOrgso WelcomeWeekKickoffHypnotisto MeettheGreeks

• Advisingo Advise three fraternity/sorority governing councils (Panhellenic Association, Interfraternity

Council,MulticulturalGreekCouncil)o Adviseonehonor/leadershipsociety(OrderofOmega)o Adviselargeprogrammaticevent(GreekSongfest)

• Liaison with volunteer fraternity/sorority chapter advisors, national headquarters staff, regionalofficers,universityfacultyandstaff,andcommunitymembers

• Providequarterlyacademicchapterreportstofraternityandsororitychapters• ProduceaquarterlyGreekcommunityacademicreport• Provideone-on-onecounselingandconsultationtochapterpresidents,studentofficers,andchapter

members.• Work with headquarters staff and national officers to oversee the expansion process of new

fraternitiesandsororities.• Policyinterpretationforcouncilleadershipandchapters• Mediationservices• Overseeyear-roundfraternity/sororityrecruitmentefforts

o Work with students, staff, and volunteer chapter advisors to plan and execute Panhellenicsororityrecruitment

• Workshops,training&retreats(examples)o Riskmanagementandliability

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GREEKLIFE

o Leadershipo OrganizationalDevelopmento CouncilTransition

• Marketingo Creating&implementingallGreekmarketingo Campus-wideevents

• CampusCommitteeParticipationo CCRTeam

IV. THOSESERVED

Therewere49chaptersin2016-17 ChaptersbyCategory

o IFC:16o NPC:9+1Associateo NPHC:3o LatinoBased:3o LatinaBased:4o AsianBased:6o Multicultural-Based:5o Armenian-Based:2

GoverningCouncilso InterfraternityCouncil(IFC)o PanhellenicAssociation(PHA)o MulticulturalGreekCouncil(MGC)

Honor/LeadershipSocietieso OrderofOmegao RhoLambdao GammaSigmaAlpha

GreekProgramso GreekSongfesto GreekWeek

V. HISTORY

• TheGreekLifewasfoundedin1973withthreefraternitiesandthreesororities.o DeltaGammao PiBetaPhio GammaPhiBetao SigmaChio PhiDeltaThetao BetaThetaPiSource:http://previous.lib.uci.edu/chronicles/index.php?page=students&function=fraternities

209


GREEKLIFE

• GreekLifehasthrivedatUCIfor44years.• OneIFCfraternityexpansionfailedfor2017• OneMGCfraternityexpansionisscheduledforFall2017• ZetaBetaTau,foundedastheworld’sfirstJewishFraternity,willbeexpandinginFall2018• In the next five years the Greek Community is projected to grow to 55+ chapters and 2,600+

undergraduatemembers(11%-13%).

VI. LOCATION


Theprofessionalstaffofficesarelocatedonthe3rdflooroftheUCIStudentCenterintheStudentLife&Leadershipofficesuite


FACILITIES

• GreekLeadershipOffice(computers,deskspace,meetingtables&chairs,whiteboard)

TECHNOLOGY• ApplecomputersintheGreekLeadershipOffice(studentowned+1universityfunded)• NetworkPrinterintheGreekLeadershipOffice(studentowned)• Projector(studentowned)• Chromebook,HDMIcable,videoconnector• AppleMacbookAir• PortableBluetoothspeaker

EQUIPMENT

• 10'Canopy

• 6'Foldingtable

• 10'x8'UCIGreekbrandedStep&Repeatw/frame



IX. ADVISORYCOMMITTEE(ifapplicable)

Notapplicable

X. MAJORISSUES

• ContinuedgrowthissueswiththeNPHCfraternityandsororitycommunity• Maintainingthecostforfraternitiesandsororitiestocontinuetohaveasafeandeffectivecharter

busprogram.• Havingtheappropriateresources(staff,budget,time,&facility)toimplementtheongoingLevel2

coreconceptsfromtheSVSAStudentCoreContentEducationFrameworktoover2,400+fraternity/sororitymemberswillbeverychallenging.TheUCOPeducationexpectationsandinconsistentcommunicationmightimpacthowstaffresourcesareprioritized.

210


GREEKLIFE

• Increasingvolunteeralumniadvisorsupportforculturalfraternitiesandsororities.• PotentialNegativeTrend:Astheacademicenvironmenthasbecomemorecompetitive,ithasbeen

observedthatstudentsarestretchedverythin.Somehaveshownsignsofpoortimemanagement,andaninabilitytoeffectivelyprioritizetheirextracurricularcommitments.Thishasaffectedorganizationalsuccess.

XI. MISCELLANEOUS

None


VIOLENCEINTERVENTIONANDPREVENTION(VIP)PROGRAMLeadershipProgramGreekLifeandtheCAREofficehavepartneredforsevenyears.In2016-2017theVIPprogramexecutedasuccessful kickoff retreatwhich helped increase retention and commitment to the program. The VIPprogramcontinuestobeanannualaccomplishment.

CHAPTERPRESIDENTMEETINGSLeadershipDevelopment

Thispastyear,theGreekLifestaffmademeetingwithchapterpresidentsabigpriority.Throughstrategicmessaging,over75%ofchapterpresidentsmetwithaGreekLifestaffmemberatleastonetimeduringtheacademicyear.Meetingsweretrackedtoidentifywhichchapterswerenotengaged.

BASECAMPIMPLEMENTATIONOrganizationalDevelopmentThethreegoverningcouncils(IFC,Panhellenic,&MGC)andGreekSongfestimplementedBasecamp,teamfocused project management software. The outcomes were great. They included increasedcommunicationamongstteammembersandconstituents,aswellasincreasedaccountability.

AFLVWESTFRATERNALLEADERSHIPCONFERENCELeadershipSent 27 student leaders to the AFLV (Association of Fraternal Leadership and Values)West FraternalLeadershipConferenceinSanDiego.The AFLV West Leadership Conference is a four-day student conference that offers five nationallyrecognizedandhighlysouthafterkeynotespeakers,sixprofessionalandverypopularnationallyknownfeatured speakers, 60 educational sessions, an awards and assessment program, pre-conferenceworkshops, targeted institutes, and an unprecedented opportunity to network with fellowfraternity/sororityleaders.

GREEK-WIDEMARKETINGNARRATIVEBrandMessagingContractedwithInnovaGreektodomarketresearchanddevelopanAll-Greekmarketingnarrativethatresultedinaconsistentstoryaboutthefraternity/sororityexperience.CRMtechnologywasimplementedtotrackinterestedstudentsandenrolltheminadripcampaigntoreceivethenewGreekLifestory.Thispast year,we had a keynote and conducted student interviews. The resultwas an updated narrativereport.

XIII. 2017-18GOALS

211


GREEKLIFE

• ExecuteUCIStrategicPlan• IncreaseLeadershipDevelopmentOpportunities• Strongstudentengagement,coaching,advisement,andmentorship

XIV. AWARDS


2017-18:

WeeklyGreekPresidentsCouncilMeetingsLEADERSHIPDEVELOPMENT

By attending weekly GPC meetings, students will gain insight to new leadership developmentopportunitiesoncampusandinthecommunity,aswellasbeabletoconnectwithotherstudentleaderstodiscussbestpracticesforleadingaGreekorganization.WewillassessthelearningandapplicationofnewknowledgethroughGPCdiscussions,and1:1meetingswithchapterleadership.

MeasuredBy:One-on-oneinterviews;postsurveys


Use:Refiningprogram/programchanges,reportingresults

AnteaterLeadershipSummitLEADERSHIPDEVELOPMENT

Studentsinattendancewillattendavarietyofworkshopsfromonandoffcampusprofessionalstohelpthemacquireknowledgearoundeffectivecommunication,publicspeakingandstrengthen leadershipskills.90%ofparticipantswillwalkawayfeelingthesummitwasbetterand/orwhattheyexpectedpriortoattending.



Use:Refiningprogram/programchanges,providingstudentfeedback,refiningassessemnttools/SLOs,reportingresults

XVI. BUDGET


212


INTERNATIONALCENTER

G r e e k L i f eI n t e r n a t i o n a l C e n t e r

I. VISION&MISSION

VISION

InternationalCentercontributestothedevelopmentofcampusdiversityandinternationalizationthroughitsservicesandprograms.MISSION

The International Center facilitates international engagement at UCI to enhance the academic andpersonal experience of the international community. The International Center staff is committed toserving campus constituents through advising, immigration services, programming, advocacy, andoutreach.

CORECOMPETENCIESImmigration Expertise- knowledge and skills to maintain institutional compliance with F, J, H andemploymentbasedvisas, includingStudentandExchangeVisitor InformationSystem(SEVIS)reportingrequirements; andprovideadvising, interpretationand immigration statusprocessing to internationalpopulationanddepartments.

Advising: knowledge and skills to provide advising support, direction and referral to internationalpopulation and departments. Utilize advising skills and facilitate individual decisionmaking,maintainfamiliaritywithanduseofreferralresource,andmaintainconfidentialitywhenappropriate.

EthicalDecisionMaking:knowledgeandskillsneededtounderstandandapplypersonal integrityandprofessional ethical practices in decision making and advising of international population anddepartments.

DiversityandCulturalUnderstanding:includesknowledge,skillsandattitudesneededtocreatelearningenvironment and offer programs and opportunities that are enriched with cultural exchange andappreciationofdiverseculturesonourcampus.

II. WORKFORCE

MANAGEMENTTEAMAnnaWimberly DirectorZaraSyed AssistantDirector

STAFFCareer(FTE) Filled: 14.00FTE Provision: 0.00FTE CareerFTETotal: 14.00FTE*

CareerHeadcount 14


Other None

*Doesnotincludea1.0FTEpositionfundedunderInternationalCenterasitreportsfullytoNewStudent&LeadershipPrograms.ForOrganizationChart,seeendoftheSLLAssistantViceChancellor/DeanofStudentssection.

213


INTERNATIONALCENTER


COREFUNCTION• Provide expert immigration services, including visa documentation, interpreting immigration

regulationsandrelatedadvising,andSEVIScompliance• Advisingservicestoacademicdepartmentsonissuesrelatedtotheenrollmentandvisaselectionfor

theemploymentofinternationalstudentsandscholars• Serveasadvocatesforinternationalstudentsandscholarsandtheirliaisonwithinstitutional,local,

stateandfederalagencies• Provide pre-arrival advising, orientation and adjustment assistance for international students and

scholarsandtheirfamilies• Initiate,developandimplementprograms,workshops,events,activitiesandleadershipopportunities

forthepurposeofenhancingthestudentandscholarexperienceatUCIandtohelpthemachievepersonal,academicandprofessionalgoals.

INTERNATIONALCENTERPROGRAMS,WORKSHOPSANDEVENTS• AcrosstheBridge:AGlobalDialogueBetweenInternationalandDomesticStudents• CareerDevelopmentWorkshopSeries• EmploymentandImmigrationOptionsforStudentsAfterGraduation• EnglishConversationProgram(ECP)• EnglishDevelopmentWorkshopSeries(incollaborationwithAcademicEnglish)• ExploreSouthernCaliforniaTrips• F-1StudentPracticalTrainingInformationSession• DepartmentTraining:J-1VisaProcessWorkshop• DepartmentTraining:H-1BProcessWorkshop• DepartmentTraining:VisaDocumentsforAdmittedGraduateInternationalStudents• DepartmentTraining:F-1andJ-1StudentProcesses• InternationalCenterHelpingHands• iNavigateUCI:InternationalCenterVisaCheck-InandOnlineOrientation• InternationalCenterInternshipsInformationSession• InternationalCenterOpenHouse• InternationalCoffeeHour(incollaborationwithUCICounselingCenter)• InternationalStudentColloquium• InternationalCenterEnd-of-the-YearCelebration• InternationalCenterWelcomePicnic• I-STEPS:InternationalStudentsTransitioningtoEducationalandPersonalSuccess• LifeintheU.S.WorkshopSeries• On-lineImmigrationOrientationTutorialforInternationalScholars• InternationalScholarMixer• SocialSecurityAdministrationOfficeTrips• SpeedFriending• TaxInformationSessionTaxFilingRequirementsforInternationalStudentsandScholarsInformation

Session

214


INTERNATIONALCENTER

IV. THOSESERVED

• Internationalstudents:6,792Undergraduates:4,369Graduates:1,435EAP:105OPT:822OtherVisaCategories:61

• Internationalscholars–1,281• Internationalspousesanddependents–500

V. HISTORY

1965-79 TheOfficeofDisabledandInternationalStudentServicesprovidedservicesandvisadocumentation for international students. Services to international scholars wereprovidedasacourtesy.

1979-80 NamechangedtoOfficeofInternationalStudentServices,andcontinuedtoprovidevisadocumentation.Implementedstudentorientationandprogramsforinternationalstudents.

1980-84 ServicestointernationalscholarsincreasedwiththeestablishmentoftheExchangeVisitor(J-1)programtoprovidedocumentationandservicestoJ-1scholarsandfilingofPermanentResidencyapplications. Theofficebeganofferingvisaworkshops fordepartmentstaff.

1984-85 Centralizationofallimmigrationandvisaservicesfortheentirecampus,includingtheCollegeofMedicineandUCIMC.OfficestartedfilingH-1Bpetitions.

1986-89 TheU.S.ImmigrationReformandControlAct(IRCA)waspassed.AsaresultofIRCA,completionofemploymentpaperworkforinternationalswascentralizedintheoffice.Trainingtodepartmentstaffincreased.

1990-95 Major changes in regulations resulted in increased requirements in filing H-1Bpetitions,andprovidingservicestoJ-1andF-1populations.Completionofannualtaxtreatydocumentationbegan.ExtendedOrientationclasswasestablished.Officewasrelocatedfrom201AdministrationtotheUniversityTowerin1990,andagainin1994toStudentServicesI.OfficewasrenamedInternationalCenter(IC).

1996-97 Newregulationswereintroducedthathadanimpactoninstitutionalcomplianceandservices provided by the IC: The Illegal Immigration Reform and ImmigrantResponsibilityActof1996(IIRAIRA);ExecutiveOrder12989,andUSIAExchangeVisitorAct. ICworks toensure complianceandeducation campus communityof changes.IIRAIRAbeginsthediscussionofelectronicreportingtogovernment.

1998 UniversityExtensionESLandCertificateProgramobtainedownF-1programandtheICceasedtoprovideimmigrationservicestoUNEX.

215


INTERNATIONALCENTER

1999-2001 ICcontinuedtoprovideservicestothecampus.StudentinvolvementinprogramswashighbetweentheAmericanEnglishinAction,AmericanFriendshipPartnerProgramandtheInternationalandAmericanClub.

2001-02 9/11hadsubstantialimpactonimmigrationandtravelrequiringadditionalstafftimeforconsultationwithdepartmentsandinternationalstudentsandscholars.ObtainingvisasbecamedifficultandtheICstaffspentmoretimeeducatingcampus,respondingtoinquiriesandadvisingstudentandscholars.

2003 TheStudentandExchangeVisitor InformationSystem(SEVIS)was implementedbythe Department of Homeland Security, along with restructuring of governmentagencies and government oversight on institutions. Business practices changeddramatically. The IC was now required to report the arrival, enrollment of eachstudentandscholar,alongwithanyotherchanges.TheICcoordinatedvariousworkgroups,trainingsessionsandestablishednewbusinessprocessestomeetgovernmentregulations.ICmovedtothe6thFlooroftheAldrichHall.

2004-07 SEVIS regulationsburdenedstaffwithcompliance issues, resourceswereshiftedtogovernmentcompliance.Trainingworkshops,communicationwithcampuspersonnelincreases;workflowcontinuedtoberevampedtoensureinstitutionalcompliance.ICmoved(again!)toBerkeleyPlace.

2007-09 ICmovedtotheformerHousingAdministrativeServicesbuilding.ThisspaceallowedtheICtoincreaseworkshopsandofferopportunitiesforinternationalstudentsandscholars tomeetoneanother. EnglishCorner (nowknownasEnglishConversationProgram)wasimplemented.

2009 Rechargeestablishedforservicestoacademicdepartmentstooffsetbudgetcutsandcontinuetoprovideservicesforscholars.

2010 Recruitmentofinternationalstudentsresultedinincreasedworkloadforissuanceofvisadocuments.Newhandbookforinternationalstudentspublishedtoprovidepre-arrival information tonewstudents. IC successfullyprovidedorientationandotherwelcomeweekactivitiesforstudents.

2011 Fall Welcome Program is modified to meet the specific needs of the incominginternationalFreshmanstudentsI-STEPSisintroducedinFall2011InternationalCenterisrelocatedtoUCIStudentCentertobenefitfromcentralcampuslocation

2012 InternationalCenterincreasedthenumberofprograms,activitiesandeventstomeettheneedsofthegrowinginternationalstudentpopulation.ThefirstInternationalStudentOrientation(ISO)wasofferedtoincominginternationalfreshmanstudents.ProgramwascoordinatedbyStudentLifeandLeadership.

2013

2014

InternationalCenteradded3FTEtocontinueto increasethenumberofprograms,activities,andeventstomeettheneedsofgrowinginternationalpopulation.iNavigateUCIisimplementedintheFallof2014.iNavigateUCIisanonlineorientationandcheck-insystemfornewinternationalstudents.Thisinnovativeapproachallows

216


INTERNATIONALCENTER

studentstocompletetheInternationalCenterorientationandimmigrationcheck-inprocesselectronicallyI-STEPS: International Students Transitioning to Educational and Personal Successcontinuestogrowinnumbersofstudentsparticipating.I-STEPShasbeenshowcasedatregionalandnationalconferencesandhasbeenrecognizedasabestpracticewithintheInternationalEducationfield.

2016 InternationalCenteradded1FTEtosupportvisadocumentsprocessingandmandatedcompliancereportingThe International Center began scanning and creating digital records for Fall 2016admits.International Center hosted an open house for international parents duringInternational Student Orientation. This event is an effort to provide outreach tointernational parents and have them become familiar with International Centerservicesandprograms.

2017 IncreasedoutreachtoacademicdepartmentstotrainonregulatoryrequirementsofF-1 and J-1 students, workshops included: Employment Options for F-1 and J-1StudentsandCommonFormsOverviewforF-1andJ-1Students.InternationalCenterprovidedextensiveoutreachandeducationtothecampusaftertheU.S.PresidentsignedExecutiveOrdertitled“ProtectingtheNationfromForeignTerrorist Entry into the United States”; as well as continued the outreach duringvariouscourtdecisionsandre-introductionofanupdatedExecutiveOrderinMarch2017.

VI. LOCATION







F-1VisaRegulations• 8C.F.R214,1through5

J-1VisaRegulations• 22C.F.R62,1through17,62.20through62.32,62.40through62.45,62.50,62.60through62.63

H-1BVisaRegulations:• INA101(a)(15)(H)(i)(b);INA214(g)and(i);INA212(n)• 8C.F.R214.2(h)

217

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218


INTERNATIONALCENTER

• ProvidedoutreachandeducationtointernationalpopulationandthecampusontheExecutiveOrderProtecting the National from Foreign Terrorist Entry into the United States (“Travel Ban”) andcontinuedoutreachduringsubsequentcourtordersandintroductionofupdatedExecutiveOrderinMarch2017.

• SuccessfullyimplementednewprocedurestoprovideH-1Bvisaservicesforstafftitles.• InternationalCenterstaffincreasedparticipationwithprofessionalassociationNAFSA,including:

o NAFSAAdvocacyDayo SouthernCaliforniaScholarAdvisorsMeetingo NAFSAnationalConferencePresentationo NAFSANationalConference–LocalArrangementsTeamo NAFSARegionXIILeadership

XIII. 2017-18GOALS

• CreateoutreachforinternationalparentstoencourageengagementwithUCI’sInternationalCenter.• ImplementscanningprocessesforallICfunctionsandcreateplantoscannewandcurrentstudent

files.• Workwithcampuspartnerstoimplementastreamlinedandpaperlessvisarequestandcompliance

process.

XIV. AWARDS


2016-17Updates:

InternationalStudentAdvisingPERSONALRESPONSIBILITY

F-1 and J-1 studentswill be able to demonstrate understandingof off-campus employment policies,procedures,andemploymentpolicies,proceduresandapplicationrequirementsaftermeetingwithaninternationalstudentadvisor

MeasuredBy:Checklist

Results:Duringthetwo-weektestingperiod,18studentsmetwiththeadvisor.Fourteen(88%)hadincompleteapplicationsandfour(22%)hadcompleteapplications.

Use:Reportingresults;refiningprogram

2017-18:

DepartmentalTrainings/ColloquiumPERSONALRESPONSIBILITY

Staffandfacultywhoattendoneofthecolloquiums/stafftrainingsoninternationalstudentswillbeabletoidentifywhattheyfoundmostbeneficialabouttheInternationalCenter’scolloquium/stafftrainings.



219


INTERNATIONALCENTER


J-1EAPStudentAcademicTraining(workauthorization)


J-1 Education Abroad Program students will be able to apply what they learned in their academicprogramatUCItotheirworkexperience(J-1Academictraining).

MeasuredBy:Postsurveys,other


Use:Refiningprogram/programchanges,reportingresults

220


SA Assessment


Sources of FundsSA/INTERNATIONAL SERVICES 683042 1,040,603 ‐ ‐ ‐ 1,040,603 SA/INTERNATIONAL SERVICES 683042‐3900 ‐ ‐ 70,000 ‐ ‐ 70,000

Total Sources of Funds 1,040,603 ‐ 70,000 ‐ ‐ ‐ 1,110,603 94% 0% 6% 0% 0% 0%

Operational ExpensesSA/INTERNATIONAL SERVICES (GF12765 GU13717 OS11214 SF10683042Salaries & General Assistance 683042‐1/2 15.00 16 851,266 ‐ 46,270 ‐ ‐ 897,536 International Student Support 683042‐3 ‐ ‐ 43,731 ‐ ‐ ‐ ‐ 43,731 Supplies 683042‐3 ‐ ‐ ‐ ‐ 10,500 ‐ ‐ 10,500 Employee Benefits 683042‐6 ‐ ‐ 104,500 ‐ 14,500 ‐ ‐ 119,000 Reserve for Salary Adjustments 683042‐8 ‐ 1 10,631 ‐ (1,270) ‐ ‐ 9,361 Unallocated 683042‐8 ‐ ‐ 30,475 ‐ ‐ ‐ ‐ 30,475

Total Operational Expenses 15.00 17 1,040,603 ‐ 70,000 ‐ ‐ ‐ 1,110,603


Carryforward Summary683042 178,141 ‐ 10,147 ‐ ‐ 188,288

188,288

International CenterFY 2017‐2018

XVI. BUDGET



As of 10/27/17

221

Scholar Specialist Simon Jarusauskas

Director

Anna Wimberly

Assistant Director Zara Syed

Data Analyst Katherine Deng

Asst. Director, Programs Angie Keam

IC Assistant Adriana Gomez

Student Advisor Brittany Kim

Student & Scholar

Advisor Megan

Petersen

Student Advisor Archana Sheth

Scholar Advisor Ashley Browne

Student Development

Specialist, Dennis

Chan

Advising Assistant Amira Amaar

Front-Desk Assistant Youyu Shaikh

Advising Assistant Ruth Ortega

222


LESBIAN,GAY,BISEXUAL,TRANSGENDERRESOURCECENTER(LGBTRC)

L e s b i a n , G a y , B i s e x u a l , T r a n s g e n d e r R e s o u r c e C e n t e r ( L G B T R C )

I. VISION&MISSION

VISIONTheLGBTRCprovidessupport,education,andadvocacyfromanintersectionalperspectiveregardingsexualorientation/attractionandgenderidentityfortheUCIrvineCampusCommunity.

MISSIONThe UCI Lesbian Gay Bisexual Transgender Resource Center provides a wide range of education andadvocacy services supporting intersectional identitydevelopment.We foster community,wellness, anopenandinclusiveenvironmentforlesbian,gay,bisexual,intersex,transgender,queer,asexual,ally,andquestioning students, faculty, staff, and the larger campus community. We strive to develop anatmosphere of acceptance andwellbeing inwhich the campus community can support the academicmissionoftheuniversity.

CORECOMPETENCIES• IdentitydevelopmentforLGBTQIAandotherintersectionsofidentity(ex:POC,ability,cultural,

spiritual,gender,veteranandothers)• Leadershipdevelopment• Supportservice• Education• Outreach• Collaboration

COREVALUES• Diversity• SocialJustice• Education• StudentDevelopment• HolisticWellness• Advocacy• Visibility• Leadership

II. WORKFORCE

MANAGEMENTTEAMDavidianBishop DirectorDarrellBrown AssistantDirector

STAFFCareer(FTE) AshPreston

KathrynDorsheimerFilled:

ProgramCoordinator0.20FTECounselingPsychologist3.00FTE

Provision: 0.00FTE CareerFTETotal: 3.20FTE

223



CareerHeadcount 3.20

Other Interns: 7Interns Volunteers: FieldStudy=8-12/year

Volunteers=13/year



• OpenHousesandReceptionsthatintroducethecampuscommunitytoLGBTprograms,servicesandopportunitiesforinvolvement,aswellasbuildandstrengthenconnectionswithLGBTQIAstudents,faculty,andstaff.

• Celebrations, speakers, and entertainment in recognition of National Coming Out Day andTransActionweekinFall,BivisibilityweekinWinter,QueerandTransPeopleofColorWeek(QTPOC)andPrideWeekinSpring.

• One-on-oneconsultationforstudentsaroundsexualorientation,genderidentity,intersectionalityofmultiple identities, coming out issues, relevant sexual health issues, leadership, mentorship, andothertopicsrelevanttostudentdevelopment.

• Trainingsessions,workshoppresentations,andfilmscreeningsthatraiseawarenessoncampusofLGBTQIAlivesandissues.

• Confidentialon-linechatforumforqueerandquestioningstudentswhoneedresourcesbutprefertoremainanonymous.

• The annual End of Year Celebration, a dinner and awards presentation that celebrates theaccomplishmentsoftheLGBTRC,itsstaffandvolunteers,andgraduatingstudents.

• Variouscollaborativeeventswithdifferenton-campusdepartmentsandorganizations,suchastheCross-Cultural Center, Campus Assault Resources and Education, Counseling Center, HealthEducation,CareerCenter, StudentHealth, theUCIPoliceDepartment,Housing,GenderEducationSeries,GenderandSexualityStudies,andothers.

• Otherprogramsandeventsbasedondemandandinterest• Dialoguegroupsandworkshopstodiscussqueercommunity,politics,andissues.Examples:Thought

ProvokingThursdays,WednesdayRainbowLunchBunch,QueerPeopleofColorConversations.

Listofservices:

• Confidentialconsultation• Leadershipdevelopment• Informationandreferral• Presentations• Workshops• Speakersbureau• Drop-in Center and Safe Zone for LGBTQIA students to explore their sexual identity and gender

expression,andbuildcommunity• Programsandevents• Supportanddiscussiongroups• Volunteeropportunities• Resourcelibrary• CyberCenter

224



• Providevisibility/beout• On-lineconfidentialchat

IV. THOSESERVED

Weareresponsibletotheentirecampus,students,staff,andfaculty.OurfocusissupportingLGBTQIAstudents,but to createa campusclimate that ishealthful, safer, and justwemusteducateandworktowardschangeacrosstheentirecampus.Weofferdirectsupport,educationandservicesforqueerandtransgenderaswellastheirallieswhoidentifyasstraightandcisgender.TheresourcecenteralsogetsrequestsfromtheUCIMedicalCenter,UCIMedicalSchool,theLawSchool,andthelargerOrangeCountycommunitytoprovidetraining,referrals,andresources.

V. HISTORY

The LesbianGayBisexual TransgenderResourceCenter (LGBTRC)was the result of recommendationsmadeoveraneight-yearperiodbytheChancellor’sAdvisoryCommitteeontheStatusofLesbiansandGayMenandtheGay,Lesbian,BisexualStudentUnion.OnMarch11,1994formerViceChancellorforStudentAffairsHoraceMitchell,metwiththeLGBcommunityandannouncedthataResourceCenterwould be established at UCI. He also announced the funding for a full-time position to staff theCenter.DuringWinterquarterof1995,PatWalshwas selectedas theDirectorof the LGBTResourceCenterand106GatewayCommonswasdesignatedastheResourceCenter’shome.TheLGBTResourceCenterofficiallyopenedSpringquarterof1995.

InFall2007,theLGBTResourceCentermovedintoabrand-newlocationinthenewStudentCenter.ThenewlocationonthethirdflooroftheStudentCenterinG301providesmorevisibilityoncampuswhilecontinuingtobeasafespaceforUCI'sLGBTcommunity.

The Resource Center is housed under the Student Life and Leadership, alongwith the Cross-CulturalCenter,InternationalCenter,andotherprogramswithinStudentLifeandLeadershipcluster.

VI. LOCATION



FACILITIES

2offices,1resource library inthe lobby/cybercenter/smallcasual loungethat isalsoastorageroom,receptionarea

TECHNOLOGY

Wehaveworkedonaphoneapplicationthatshowsfolxwheretheycanfindgenderinclusiverestrooms.Itwasabetatestafewyearsago.Wearelookingtoworkonthisandimprovethenewversion.

EQUIPMENT

WearearecipientoftheDavidBohnettFoundationandhaveacybercenterinhisnameandthroughhisgenerosity.




225



Disbandeduntilwehavesteadyresourcesthatallowustoimplementanysalientrecommendations

X. MAJORISSUES

GENERALSTRESSCOMPOUNDEDBYSEXUALORIENTATION,GENDERIDENTITY,ANDMULTIPLEIDENTITYAFFILIATION

LGBTQIAstudentshaveallthestressorsonanystudentatUCplustheaddedpressureofbeingqueerortransgender.BeingLGBTQIAinitselfisnottheproblem,buthostileenvironment,anti-gaylanguage,fearofbeingouted,andotherissues,allcontributetoaddedstress.

Therecentclimatesurveyshows6%identifyasLGB,1%asTransgender,6%asAsexual,and82%identifiedasHeterosexual.Thismeansupto18%mayidentifyasnotHeterosexual.Ourstudentscomefromvariousreligiousandculturalbackgroundsthatmayormaynotbewelcomingoftheirqueeridentities,pushingwell beyond the typical stressors of college and exacerbated by competing identities and culturalpressures.

DEPRESSIONANDMALADAPTIVECOPINGSTRATEGIESTheUCmentalhealthreportplacesLGBTyouthpopulationsintwooffourtiersandamongsomeofthehighestforbeing“atrisk.”ThisreflectsnationaldatashowingLGBTstudentsatmuchhigherlevelsthantheirpeersformaladaptivecopingstrategiessuchas,alcohol,drugs,suicide,tobaccouse;areassuchaseatingdisordersandbodyimageareontherise,aswell.Theliteraturealsoshowsincreaseddepressionforfluididentities(i.e.:bisexual,transgender,genderqueer,asexual).

SUICIDEASARESULTOFBULLYINGInrecentyears,suicideduetobullyingofLGBTQstudentsandthoseperceivedtobeLGBTQhasbecomerecognizednationally.DatafromavarietyofnationalreportsshowLGBTQyouthtobeinthehighest“atrisk”categories.Manystudentshavesubstantiated these reportswithpersonal storiesof thoughtsofsuicide,depression,oractualattemptsatsuicidewhenworkingthroughtheirqueeridentitieswhenthereislittlesupport.Thestudentswhoidentifyonthegendervariantspectrum(transgender,genderqueer,etc.)areevenatagreaterriskduetoadditionallifechallengesandstigmatizationaccordingtoNationalTransgenderDiscriminationSurveyReportonHealthandHealthCare2011.

VIOLENCEAGAINSTLGBTQANDTHOSETOBEPERCEIVEDASLGBTQInthelasttwoyears,multipletransgenderwomenofcolorhavebeenattackedandmurderedacrossthecountry. Someof this violenceoccurred inourownback yard in SantaAna. This is an intersectionofidentitiesthatexperiencessystematicoppressiononmultiplelevels.Themurdershavearippleeffectinourowntranscommunities,communitiesofcolor,andqueerfolkatlarge.Studentsareconcernedabouttheirsafetyandvisibilityastargets.Manytransgenderissuesareontheriseinmediawhichgeneratesmuchinterestinthepoliticsof“beingtransgender,”butthatdoesnotmeanthereareenoughsupportsinplacetohelpthestudentsmanagebeingsohighlyvisible.Need formore LGBT counselors: Over the last 6.5 years at the resource center, the one-on-one andresponsestostudentsincrisisandthoserequiringpersonalconsultshasincreased.Currently,thedirectorandAssistantDirectorprovidecounselingforroughly6-8hoursperweek.Theprogrammerfortheofficealsohas felt the increase in individualconsultations.Thiskindof intensivedialogueandmuchneededsupportmakesitdifficulttoaccomplishtheothertasksandgoalsoftheLGBTQResourceCenter.Formore thansixyearswehavebeenasking for support in the formofapart time therapist tohelpamelioratesomeofthevolumeofstudentswhoarevulnerable.ThankstopermanentfundingfromtheStudentFeeAdvisoryCouncil,wenowhavea0.20FTEstartinginthefall.

LACKOFCONSISTENTFUNDING(ONGOINGPROBLEM)

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The lack of a permanent operating budget is insufficient to provide education to the larger campus,managealltheissuesandchallengesoftheLGBTQIAcommunityandsimultaneouslyexecuteallLGBTQIA-relatedprogrammingfortheentiretyofa30,000-studentcampus.AlthoughwereceivefundingfromStudentLifeandLeadershipeachyear,thatismoneyisbasedonmanyvariables and is an allowance of sorts. Should SLL’s ability to generate revenue through summerorientationprogramdip,or ifotherdepartments requiremore funding, theLGBTRCwillhavenothingpermanenttofallbackon.

THELGBTQIACOMMUNITYISOFTENRENDEREDINVISIBLE

Campusclubs,groups,departments,andorganizationdonotalwayshavetheawarenesstoincludetheneedsoftheLGBTcommunityinplanningforlargercampusevents.

StudentshaveexpressedconcernaboutthelackofLGBTQIAstaffandfacultyoncampus.IcreatedaStaffand Faculty network/club on campus for that purpose and turned over leadership to other staff andfacultymembers.DuringmyattemptstogatherthequeerstaffandfacultyIlearnedthatmanydidnotfeel safeparticipating.Severalwereconcernedabout theclimateatUCI, specifically thatbeingvisiblecouldkeepthemfromgarneringpromotionsormakethemvulnerabletoharassmentbycolleagues.SomeoftheseemployeesarefearfulabouttakingthistoOEOD,Ombudsmanoffice,etc.becausetheprocesswilloutthemandpositionthemimmediatelyinaplaceofconflict.Therearestaffandfacultyatalllevelswhohavesharedconfidentiallythatintheirareastheystayclosetedbecausetobe“visible”wouldimpedetheirpotentialforpromotionorresultinharassingormarginalizingbehavior.Asanotetwoyearsago,theLGBTQStaffandFacultyNetworkdisbandedcompletelyforlackofparticipationoranyonewillingtostepintoleadership.

Also it should be noted while this commentary represents some staff and faulty experiences, manyLGBTQIAstaffandfacultyhavenoproblembeing“out”andvisible,andfeelthisisaplacewheretheirqueer identity is supported.Whilemost agree there is always room for improvement on this or anycampus,manyqueerfolkhaveexpressedhavinghadagoodoverallexperienceatUCI.(seenextsectionforUCwideoverview).

Studentswill always struggle to findmentors, and rolemodels that are so common to non-LGBTQIAstudents.Sheerlackofnumbers,fearofbeingoutoncampus,androutineomissionbythelargernon-queercampushasconsistentlythreatenedtorenderourcommunityinvisible.

OBSERVATIONSANDTRENDSTheUCLGBTDirectorsCouncildevelopedaworking“lavenderpaper”in2006tosharetheirobservationsregardingLGBTstudentpopulationsonUCcampuses,andtheuniquechallengesinservingtheirneeds.Belowaremajorpoints,updatedin2010.1. LGBTResourceCentersrequirealevelofconfidentialityuniquetostudentservices.Studentsdonot

want to sign into LGBT programs, often hide from family and friends that they visit the LGBTresourcecenter,andpurposelyavoidbeingseenwithLGBTcenterstaff.Theyrequestthatlettersof recommendation do not use LGBTRC letterhead or refer to “diversity programs” rather thanexplicitlyLGBTinvolvement.AlumnirequesttheirnamesberemovedfromLGBTawardswebpages,andevenAlliesSafeZonewebpages.

2. LGBTResourceCentersfunctionasCross-culturalCenters,bringingtogetherstudentsofdifferentethnicity,race,religion,ability,etc.Thiscreatesgreatopportunitiesfordialogueandsocialjusticework.Studentsclaimaspectrumofsexualandgender identities,andtheyoftenrequiregreaterunderstandingofdifferentexperienceswithintheirownLGBTcommunities,too.

3. LGB(sexualorientation)studentsoftenrequireasmucheducationasstraightstudentsregardingtransgender(genderidentity)issues.WithintheLGBTcommunity,althoughstudentsarelearningaboutgenderidentityandexpression,itisoftenmisunderstood.

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4. Whilemanypoliciesandproceduresareinplacetosupportsexualminorities,transgenderstudentsstruggletonavigatecampusesthatignoretheirneedsordenytheirexistence.

5. Morestudentsareidentifyingwithnon-monosexualidentities,suchasbisexual,pansexual,fluid,or“don’t labelme.” Biphobia, however, continues to be a challengewithin andwithout the LGBTcommunity.

6. Asexualityisanemergingidentityandaccordingtorecentsurveysofourcampustheyrepresent6%ofourpopulation.Theseindividualshaveveryspecificneedstobeaddressed.Weareworkingtoprovideeducationtothe largercampusonasexual/aromantic identitiesandhowUCIcanaffirmthesepeopleandcreateasupportiveenvironment.Thisisbeingdonethrougheducation,trainings,creatingsupportgroups/networks,andengagingdepartmentsthatworkcloselywithstudentstobetterunderstandthisgrowingpopulationanditsneeds.

7. Studentathletes, fraternity/sororitymembers, and students inother small social circlesare lesslikelytoaccessLGBTservicesoutofafearofbeing“outed.”Somewillnotevenjoinanonymousonline chats, stating they cannot give their student ID to professional staff in case they ouraccidentally“outed”toteammatesorGreekletterbrothersorsisters.

8. Many students of color feel theymust choosebetween communities of color (where theymayexperiencehomophobiaandtransphobia)andtheLGBTcommunity(wheretheymayexperienceracism).TheymayavoideitherLGBTResourceCentersorethnic-basedprogramoffices.

9. Whilestudentsofcolormayreportactsofracismorevenmicroaggressions,theymaynotreportanti-LGBTbias. Studentsarebelievedwhen they report racism.Theyarequestionedwhen theyreporthomophobia,orhavetheirexperiencesminimized.ManyLGBTstudentsaresodesensitizedtoverbalabuseandharassmentthatitdoesnotoccurtothemtoreportbiasincidentsthathappenroutinely.

10. LGBTResourceCenterstaffmustalsonavigatehostileclimatesandsituations.MembersoftheUCLGBTDirectorsCouncilhavehadvandalismofpropertyintheirpersonallives,andattimeschosentonotstatetheirjobtitletoavoidnegativereactionsortoavoidhostileconversations.Ifevenrolemodels forLGBTstudentsstrugglewithanti-LGBTenvironments,LGBTandquestioningstudentsfaceextremelydifficultchallengesnavigatingsocialsituations.

11. LGBTstudentsareself-selectingoutofmajorsandcareers,becauseofinternalizedhomophobiaorbecauseofoverthomophobiainthecareerfield.Studentsareless likelytomajororbe“out” inmedicine,Engineering,business,andK-12education.

12. Somestudentsaregoingbackintotheclosetupongraduationorduringthejobsearch.TheycreateresumesthatremovementionofLGBTleadershipinvolvement.TheychoosetoauditratherthanregisterforLGBTstudiescoursesthatwouldshowupontheirtranscript.Evenstraightalliesareadvisedby some career counselors to removementionof their involvement inAllies Safe Zoneprogramsfromtheirresumes.

13. ManyLGBTstudentleadersareburnedoutfromover-involvementinadvocacyworkinahostilecampus climate. Lacking the professional resources they need, students try to providemissingservicesandresourcestoeachother.

14. LGBTstudentsareoften“out”inonepartoftheirlifeandnot“out”inotherareas.Theythusmustremainvigilantregardingwhointheir livesknowtheir“trueselves.”This leadstostress,andanincreasedneedforemotionalsupportsincemanyfriendsandfamilydonotknowtheir“trueselves.”

15. AsLGBTresourcecenterstafftrytomeettheneedsofLGBTandquestioningstudents,theyaretornbetweencompetingneedstoalsodocampus-wideeducationorpolicywork.Aminimumstaffofthree people is the tipping point formeetingmost of the needs of the campus.Within theUCsystem,arguablythemostsuccessfulandbestpracticeworthyhave3ormorestaff.

16. Manystudents,staffandfacultyatUCIare“out”,visible,andfeelstronglythatUCIisawonderfuland supportive campus for themand their identity. There aremanywhohavenot experienced

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micro-aggressions,expressionsofhate,orviolenceagainstthem.

Moststaffandfacultyagreetheycanbeauthenticintheirqueeridentitytononegativeeffect.However,theLGBTQStaffandFacultyNetworkhasagreedthere ismuchroomfor improvement.There isabigdifference betweenmerely being accepted or tolerated as queer employees versus being embraced,supported,nurtured,orcelebrated.Inrecentyears,theUCOPLGBTQtaskforce(withrepresentationfromallcampuses)wroteapapertomakerequestsforchanges.OneoftheimperativesofthatwastherecommendationthatallcampusesshouldhaveGenderInclusivefacilities.UCIwasalreadywellaheadofmanyofitspeerswhenthismandatecamedown,becausewebegan to research andmake similar recommendations in 2009.By2010wealreadyhadmorethan20GIBacrosscampus.

XI. MISCELLANEOUS

None


• JustbeforethenewFalltermbeganourProgramCoordinatormoveontoanotherposition.WehiredaProgramCoordinator/StudentAffairsOfficerIIasacontractemployee.Thispositionhashelpedusprovidemoreprogrammingandmorepresentations to thecampussowedidnothave todeclineofferstoprovidecriticaleducation.Wewereabletoprovidemoreone-on-onesupporttostudentswhoareincrisisandwhodesireleadershipdevelopment.Thispersonalsoprovidedmoredesperatelyneededqueervisibility.Theyhavebeenabletositoncommitteesandrepresenttheneedsofqueerandtransgenderstudentsinpublicspaces.

• Thisyear,aftermultipleattemptswritinggrantrequeststotheStudentFeeAdvisoryCommittee,wefinally receivedwhatwe had been hoping for the last 9 years: a part-time onsite counselor. Thispositionisdesperatelyneededtoprovidedirectclientservices,referralsandevendosomewellnesstraining.Wehavefoundhertobeindispensable.Aswehadhoped,herpresenceintheofficehasalsohelpedreducetheamountoftimeourstaffisprovidingdirectsupportservicestostudents.Thisisgood,becauseinthepastithasbeenimperativethatweareclearaboutourscopeofwork.Thestaff,althoughhighlyempathic,arenottrainedtherapists.Unfortunately,priortohavingatherapistonduty,wewereoftenputinthatprecariouspositon.

• Developedafive-yearstrategicplanfortheLBGTResourceCenterthatallowsforustobenimbleandresponsive to the needs of our communities, but make sure we address critical education anddirectivesregularlyaswellasrotatethroughtopics/educationalcomponentsthatarevaluablebut,forlackofresources,cannotbeaddressedeveryyear.

• DevelopedStudentAffairsLearningOutcomesforthemajorityofourprograms.• Successfullyrenovatedourspacetobetterserveorconstituency,createaspaceforournewestFTE

(ProgramCoordinator),andcreateanadditionalroomforstudentsandtheirclubstomeet.• Weprovidedmoreprogramsandeducationalmomentsthaneverbeforeinour20-yearhistory.We

hadmorethan400eventssponsoredbytheLGBTRC.

XIII. 2017-18GOALS

• Continuetoshiftthewayweapproachourworktoaddressthoseinourcommunitymostinthemargins.WewillbecenteringourworkonQueerandTransgenderStudentsofColor.Wehavealwayshadprogramsforstudentsofcolor,butacrossthenation,wearelearningthatinstitutionalracismexistsandlimitsstudentsfromreachingthegoalswesetforthem.Weareworkingwithourleadersandlisteningtohowwecanbetterservestudentsofcolorthatalsoidentifyasgenderandsexualminorities.

• Wearestartinganongoingspaceforwhitefoxtolearnabouttheirwhiteness,andhowtosupport

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communitiesofcolorandothermarginalizedgroupsandidentities.• ContinuetomeetthedirectivesfromUCOPforGenderInclusiveFacilitiesacrossUCI(includingthe

MedicalCenter).• Weareworkingtobringaconsultanttohelpuslookatandreviewourcenterandourprograms• Weareworkingevenhardertobuildstrongcollaborationswithpartnersfromacrosscampus:

o CenterforBlackCultures,Resources&Research§ Wearecontributingfundstohireapersonwhowillworkasaninternbetweenour

twooffices.§ WeplantoworkcloselywithCBCRRoncollaborativeprogramthroughouttheyear.

o CounselingCenter–Wenowhavethe.20FTETherapist.ThishasallowedustoworkmuchmorecloselywiththeCounselingCenterandbesurestudentneedsarebeingaddressed.

o Housing–wearethesponsorof2housingunits.§ MiddleEarth–OpenHouse(allgenderinclusivehousing)§ ArroyoVista–SPECTRUMLGBTQthemehouse§ Ongoingtrainingswithotherhousingunitstoensuretheirstaffandinterns

understandthecomplexneedsofthequeerandtransgender,non-binarycommunities.

o DREAMCenter§ Wewillbecollaboratingandcrosstrainingtounderstandundocuqueerstudentsand

createasafetynet.Thisisapopulationthatisatrisk.§ Weareplanningavarietyofcollaborationalefforts.

o UCISchoolofMedicine–Ihavedevelopedinpartnershipwiththeschoolofmedicinea3-partseriestohelpmedicalstudents,medicalprofessionals,facultyandevensomeofthemedicalteamfromtheStudentHealthCenterlearnmoreaboutemergingtrendsandIdentities.Thefirstofthethreeintheseriesoccurredlastweekandtherehasbeenmuchpraise.

o WeareworkingwiththeHealthyCampusinitiative2020toimprovehealthoutcomes.§ DirectorDavidianBishopisthechairofthesubcommitteeonsexualhealthand

relatedtopics.§ Wearesettinglearningoutcomes,goalsandstrategicplanningforsustainable

initiatives.o DavidianBishophasbeeninvitedtositontheNationalBoardforStepUP!,theleading

nationalbystanderinterventiontraining.OneofDavidian’srolesonthiscommitteeistoincreaseattentiontocommunitiesthatexperiencehigherlevelsofmarginalization.

o DeejayBrown,AssistantDirector,istheChairfortheQueerandTransgenderpeopleofcolorcommitteefortheNationalConsortiumofHigherEducation.

XIV. AWARDS

Notavailable


2016-17Updates:

Queer&AllyStudentWelcomeCIVIC&COMMUNITYENGAGEMENT

AsaresultofattendingQueer&AllyStudentWelcome,participantswillbuildcommunitynetworksbylistingtwowaystoconnecttothequeercommunity.


Results:Tobereported

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SafeZonePERSONALRESPONSIBILITY

AsaresultofattendingSafeZoneTraining,participantswillpracticepersonalresponsibilitytobealliesforLGBTpeersbyarticulatingtwoactionsfromtrainingtosupportpeerswhoarecomingout.

MeasuredBy:Notreported

Results:Pending


2017-18:

Queer&AllyStudentWelcomeCIVIC&COMMUNITYENGAGEMENT

AsaresultofattendingQueer&AllyStudentWelcome,participantswillbuildcommunitynetworksbylistingtwowaystoconnecttothequeercommunity.




SafeZonePERSONALRESPONSIBILITY

AsaresultofattendingSafeZoneTraining,participantswillpracticepersonalresponsibilitytobealliesforLGBTpeersbyarticulatingtwoactionsfromtrainingtosupportpeerswhoarecomingout.




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SA Assessment


Sources of FundsSA/LGB RESOURCE CENTER 683074 187,221 ‐ ‐ ‐ 187,221

Total Sources of Funds 187,221 ‐ ‐ ‐ ‐ ‐ 187,221 100% 0% 0% 0% 0% 0%

Operational ExpensesSA/LGB RESOURCE CENTER (SF10977) 683074Salaries & General Assistance 683074‐1/2 3.00 3 179,744 ‐ ‐ ‐ ‐ 179,744 LGBT Peer Support Anonymous Chat Room 683074‐3 ‐ ‐ 750 ‐ ‐ ‐ ‐ 750 Queer Student Leadership Development 683074‐3 ‐ ‐ 1,500 ‐ ‐ ‐ ‐ 1,500 Student Programs 683074‐3 ‐ ‐ 5,227 ‐ ‐ ‐ ‐ 5,227

Total Operational Expenses 3.00 3 187,221 ‐ ‐ ‐ ‐ ‐ 187,221


Carryforward Summary683074 ‐ ‐ ‐ ‐ ‐ ‐

‐

Lesbian Gay Bisexual Transgendered Resource CenterFY 2017‐2018

XVI. BUDGET



As of 10/27/17

232

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233


OFFICEOFACADEMICINTEGRITY&STUDENTCONDUCT

N e w S t u d e n t P r o g r a m sO f f i c e o f S t u d e n t C o n d u c t

I. VISION&MISSION

VISION

The Office of Academic Integrity & Student Conduct (OAISC) contributes to the ethical and civicdevelopment of UCI students by providing educational opportunities and accountability in theadministrationofthestudentconductprocess.

MISSION

TheOfficeofAcademicIntegrity&StudentConductisresponsibleforensuringthatstudentscomplywithuniversitypolicyrelatedtoacademicintegrityandstudentconductbypromotingstudentlearninganddevelopment.

CORECOMPETENCIESExpertise inmanaging complex disciplinary issues sometimes, involving students in crisis. These skillsincludeeffectivelycommunicatingwithstudents,maintainingcollaborativerelationshipswithavarietyofcampus partners, knowledge of current trends in student affairs, and experience in understandingrelevantpoliciesandlaws.

II. WORKFORCE

MANAGEMENTTEAMHollyHare InterimDirector

TheOfficeofAcademicIntegrity&StudentConductismanagedbytheDirectorofAcademicIntegrity&StudentConduct (1 FTE).Academic Integrity& StudentConductOfficers (3.0 FTE) are responsible foradjudicatingacademicintegrityandconductcases,consultingwithothercampusdepartments,providingtrainingstostudents,studentgroups,andcampusdepartments,andcompletingfilereviewsanddeancertifications.ThePolicyAnalyst(1.0FTE)managesJeanneCleryActreporting,coordinationofappealsfor cases of sexual violence and sexual harassment, and overall administrative management of theacademic integrity program. The Associate Director of Academic Integrity (1.0 FTE) presides over allacademicmisconductcasesandisalsoservinginthecapacityofDirectorofAcademicIntegrity&StudentConduct.

STAFFCareer(FTE) Filled: 4.00FTE Provisional: 2.00FTE CareerFTETotal: 6.00FTE*

CareerHeadcount 5

StudentStaff 1Intern

Other 8UndergraduateStudentsontheStudentConductReviewBoard5PeerAdvisors

*FTEincludedintheStudentLife&Leadershipstaffingsummary.


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• Adjudicationofallacademicandnon-academicconductcases• Consultationwithcampusdepartmentsonstudentacademicmisconduct,studentconductand

studentsofconcernmatters• ManagementofAdvocate,theconductdatabasemanagementsystem• Educationandmarketingtothecampusonuniversitypolicies• Maintainingcampuspolicies• ProvideDean’sCertificationsforstudents• Providebackgroundcheckstoemployers,graduateschools,etc.• Providefilereviewsforstudents

IV. THOSESERVED

• Students,Staff,Faculty,Alumni,LawEnforcement,andCommunity

V. HISTORY

Notavailable

VI. LOCATION

G308StudentCenter

ZOT:5125


FACILITIES• Director–1officeintheStudentLife&LeadershipOffice• AssociateDirectorofAcademicIntegrity–1officeintheStudentLife&LeadershipOffice• StudentConductOfficer–1officeintheStudentLife&LeadershipOffice• AcademicIntegrity&StudentConductOfficer–1officeintheStudentLife&LeadershipOffice• AcademicIntegrity&StudentConductOfficer–1officeintheStudentLife&LeadershipOffice• PolicyAnalyst–1officeintheStudentLife&LeadershipOffice

TECHNOLOGYAdvocatedatabasesystembySymplicity



• DigitalMillenniumCopyrightAct(DMCA)• HigherEducationOpportunityAct(HEOA)• FamilyEducationalRightsandPrivacyAct(FERPA)• JeanneClearyAct• TitleIX• ViolenceAgainstWomenAct(VAWA)• CampusSAVEAct

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ConsultationTeamCaseManagementTeam(CMT)

X. MAJORISSUES

TheOfficeofAcademic Integrity&StudentConduct (OAISC)continuestoseean increase incase loadinvolvingcomplexcasesrelatedtomentalhealth,disruptivebehavior,andthreatsofviolence(perceivedand real). There has been an increase in graduate and international students involved in the studentconductandacademicintegritycasemanagementprocess.Studentsnowinvolveattorneys,whichhasledStudentConducttodeveloptransparentguidelinesonhowattorneyscanbeinvolvedinthestudentconductprocess.

Thereisaspotlightoncollegesanduniversitiesacrossthenationonhowtheyreport,respondandworkwiththepartiesinvolvedinsexoffensecases.Studentadvocateshavedemandedahigherstandardandwerevalidatedbylegislators;forprocessestobetimely,supportservicesprovidedandconsistentandtrauma informed training for those involved in the administrative process. The Office of AcademicIntegrity&StudentConductcontinuestomaintainahighdegreeofcollaborationandpartnershipwiththeOfficeofEqualOpportunityandDiversity(OEOD),UCIPoliceDepartment(UCIPD),theCampusAssaultResources and Education (CARE) office, and Campus Counsel to ensure OAISC are meeting thosestandards.

InSeptember2017,theupdatedAcademicSenatePolicyonAcademicIntegritywentintoeffect.Sincethen, theOffice of Academic Integrity& Student Conduct has taken over adjudication of all cases ofacademic misconduct. Inconsistencies in reporting across the UCI Schools has revealed a need forincreased education and outreach to both faculty and students in order to better support academicintegrityoncampus.

XI. MISCELLANEOUS

SincetheimplementationofthenewAcademicSenatePolicyonAcademicIntegrity,thecaseloadfortheOAISChasincreasedby68%.

Grandtotalofstudentsthroughtheprocess:961Grandtotalofnumberofincidents:852GrandtotalofSuspensions:50GrandtotalofDismissals:2

Thestatisticsaboveareforcasesthathavebeenclosed(completedtheconductprocessandgivenasanction).Therearecurrentcasespendingmeetingand/orsanctionthatarenotincludedinthedataset.


TheOfficeofAcademicIntegrity&StudentConductaddressesawiderangeofstudentbehaviors.Thisacademicyear,theofficesuccessfullyhostedIntegrityWeek.Aweek-longprogramofeventsfocusedonannualtrainingisessentialinprovidinganeducational,fairandinformedstudentconductprocessforUCIstudents.

The OAISC has created and implemented two additional educational sanctions to better serve theacademicneedsofthestudents involved inacademicmisconductrelated incidents.Referralprogramshave been createdwith the Learning and Academic Resource Center (LARC) and theWriting Center.

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Studentswhohavebeenfound inviolationof theAcademic IntegrityPolicyareaskedtocompleteanappropriateeducationalsanctionviathesereferralprograms.TheOAISCteamparticipatedinthefollowingtrainingsinthe2016-2017academicyear.• SexualViolenceSexualHarassment(SVSH)Training:hostedbytheOfficeofthePresident

o Attended:HollyHare• SVSHAppealBodyTrainingfor3rdpartyattorneysfromtwolawfirmsretainedbyUCItoserveasthe

appealboardforallsexualviolence/sexualharassmentcases:hostedbytheOAISCo Attended:NicoleInouye,HollyHare

• NASPAAnnualConferenceo Attended:HollyHare

• QuarterlySystem-widemeetingsforDirectorsofStudentConducto Attended:CrystalRaeLugo-Shearer

XIII. 2017-18GOALS

• ContinuetocollaboratewithOEOD,CARE,andUCIPDregardingTitleIXcomplianceandadjudication• Createanassessmenttoolthatwillmeasurestudentsexperiencewiththestudentconductprocess

andadjudicators• Continueidentifyinglearningoutcomesandgatheringdatainordertoimprovethecasemanagement

process for student conduct and academic integrity, training of volunteer members and thedevelopmentoftheOAISCteam

• ContinuetohosttheannualIntegrityWeekprogram• ContinuetoregularlyupdatetheOAISCwebsite• WorkwiththeFacultyCommittee,theCouncilonTeaching,LearningandStudentExperience

XIV. AWARDS

NotAvailable


2016-17Updates:

ConductProcessCIVIC&COMMUNITYENGAGEMENT

Studentsparticipatinginthestudentconductprocesswillarticulatetheimpactoftheiractionsorbehavioronthecampuscommunitybyrespondingtoapostassessmentsurvey.


Results:Pending


2017-18:

EthicalDecision-MakingClassPERSONALRESPONSIBILITY

Students who have participated in the Ethical Decision-Making Class will be able to define ethicaldecision-making,identifytheirownpersonalvalues,andarticulatestepsformakinganethicaldecision.

237





Use:Refiningprogram/programchanges;usinginplanningand/orbudgeting;reportingresults

AcademicIntegrity&StudentConductProcess

CIVIC&COMMUNITYENGAGEMENTStudentswhohaveparticipatedinthestudentconduct/academicintegritycasemanagementprocesswilldevelopanimprovedunderstandingofthebehavioralstandardsnotedinthestudentcodeofconductaswellastheconsequencesofnotmeetingthosestandards.Studentsparticipatinginthisprocesswillunderstandtheimportanceofthecodeofconductstandardswithinthecontextofthecampuscommunity.

MeasuredBy:Postonly


Use:Refiningprogram/programchanges;providingstudentfeedback;refiningassessmenttools/SLOs;reportingresults

PeerAdvisorTraining


DuringthePeerAdvisorsummertraining,PeerAdvisorswillincreasetheirknowledgeofstepsforeffectiveprogramplanning,andbeabletoarticulate3areastoprioritizeforIntegrityWeekprogramplanning.

MeasuredBy:Directassessmentwithoutrubric;checklist



XVI. BUDGET


238


VETERANSERVICESCENTER

V e t e r a n S e r v i c e s

I. VISION&MISSION

VISION

To provide veterans theworld-class benefits and services they have earned – and to do so byadhering to the highest standards of compassion, commitment, excellence, professionalism,integrity,accountabilityandstewardship.

MISSION

UCI Veteran Services Center (VSC) provides veterans, reservists, active-duty members anddependentsassistanceinobtainingtheeducationalbenefitstowhichtheyareentitled.Theofficeis responsible for submitting entitlement requests for newand continuing students to theV.A.,answeringanyquestionsveteranstudentsordependentsmayhaveconcerningtheireducationalbenefitsandprovidingresourcesandprogramstoassistveteransinnavigatingtheirtransitiontocivilianandstudentlife.

CORECOMPETENCIES

AdministrativeSkills

StudentPeerAdvisorsandAssistantslearnprofessionalism,timemanagement,organizationalskillsandprioritizingbyassisting incomingstudents inpersonandoverthephonewithfilingtheirVAeducationbenefits.Theyarethestudentexpertsonthesubjectmatter.

II. WORKFORCE

MANAGEMENTTEAMAdelíDurónJaneD.Killer

Director,VeteranServicesCenterAssistantDirector,VeteranServicesCenter

STAFFCareer(FTE) Filled: 2.00FTECareerFTETotal: 2.00FTE*

StudentStaff 4PeerAdvisorsviaVAwork-studyprogram2StudentAssistants

*FTEincludedintheStudentLife&Leadershipstaffingsummary.


KEYELEMENTSOFENGAGEMENTWork closelywith student staff on their development through training to ensure that they areexecutingourmissionandvisionproperly.IntheabsenceoftheDirector,studentstaffhavebeenabletoadviseandprovideresourcestoourveterananddependentstudentpopulation.Theofficestaffworktirelesslytobetheoneveteranrelatedofficethatcanthoroughlyansweraveteran’squestions,givingthemreliefandpeaceofmind.

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• Centerwithloungespace,computerstations,TV,refrigerator&microwaveforstudentuseandfreesnacksprovidedbydonations.

• Educationalbenefitadvising(FederalandState)• ServeasanadvisortotheMerageVeteransAssociation• EmployveterananddependentVAworkstudystudentstoserveaspeeradvisors• EmployveterananddependentStudentAssistants• Certifyeducationalbenefitsforveterans,reservists,dependents,andactivedutypersonnel• Providequarterlyprogrammingregardingveteranstudentissuesandawareness• VeteranStudentWelcome(FallQuarter&atCelebrateUCI)• VeteranStudentOrientation(SummerduringTransferSuccess)• VeteranAppreciationDinner(SpringQuarter)• CoordinatetheVeteranMentorProgramwithUCIStaff&Facultyforstudents• ServeasthecoordinatoroftheStudentAffairsTaskForceonVeterans• FacilitatetheVetNetAllyProgram• ServeastheofficialpointofcontactforVAeducationbenefitsandTuitionAssistanceaspart

ofD.O.D.’sM.O.U.• SelectandawardtheMilitaryBridgingtheGapScholarshipcurrentlyfundedbytheOrange

CountyCommunityFoundationOrangeCountyRealEstateVeteransInitiative&ThomasT.TierneyVeteranScholarshiprecipients

• Distributeemergencygrantstoveteranandmilitary-affiliatedstudents• Facilitatethe2-unitVeteransinHigherEducationCoursethroughtheSchoolofSocial

Sciences.

IV. THOSESERVED

• Totalnumberofstudentsserved:758veterans,reservist,activeduty,dependents• Approximately411studentsarereceivingfederaleducationbenefits(veterans&dependents)• Approximately177veteran,reservist,andactivedutystudents(notallareaccessingbenefits)

V. HISTORY

2005 OneVeteranServicesstaff(50%)washired,althoughthejobdescriptionwasstillasharedpositionwiththeCenterforServiceinAction.

2009 NewGIbill,Ch.33,begantobecertifiedatUCI

2010 InauguralVeteranAppreciationDinnerheldinMay

2011 Newself-standingVeteranServicesCenterisestablished,staffingrequires1.0FTE

Military Bridging the Gap Scholarship is established at the 2nd Annual VeteranAppreciationDinner

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2014 FundingissecuredtoestablishaDirectorfortheVSC

2016 Fundingissecuredtohireafull-timeAssistantDirectorforVSC

2017 AssistantDirectorfortheVSCishiredForeverGIBillpassed

VI. LOCATION



FACILITIESCenterwithloungeforveteranstudentsandoffice.




• FederalandStaterequirementsforeducationalbenefitcertification

• DODMOU–ProcessingofMilitaryTuitionAssistanceprogrambybranchesofservice


Theofficedoesnothaveanadvisorycommittee;however,theStudentAffairsTaskForceonVeteranscansometimesserveinthiscapacityforVeteranServices.

X. MAJORISSUES

LIMITEDSTAFFINGRESOURCES• Although,theVSChiredthefirstFTEAssistantDirector,thisonlystartstoaddresstheneedfor

morefacetimewithstudentstobestsupportthem.Thereality isthatothercampuseshaveanywhere from4 to 6 staffmembers, either in theVeteran Resource Center (VRC) or be acombinationof staff supporting theirveteranstudents if thecertifyingofficialsaren’t in theVRCs. The VSC needs a full-time certifying official due to the increase in dependents usingbenefits;thiswillallowthetimeneededoftheAssistantDirectortoprovide1-on-1advisingandtoconnectstudentswithresourcesandprofessionaldevelopmentopportunities.TherehasalsobeenanincreaseintheDirectors’commitmentsoff-campustoelevatetheimageoftheVSCandseekfundingthroughexternalfoundations.CreatingthispositionwouldensurethattheVSCdoesn’thave loseopportunities to seek fundingandwill allow for theVSC tomaximizegrantusagebecausethestaffinghasn’tbeensufficienttoexecutesuccessfully.ThereisalsoanexpectationthattheVeteranTalentReintegrationConferenceserieswillcontinuein2018-2019bycampusleadershipandveteranagencypartnersinorderforthisconferencetobesuccessfulaprogramcoordinatorthatisresponsibleforexecutingthisendeavorwouldhavetobehired.

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MENTALHEALTHISSUES• Despitethemanyleadershipskillsthatveteransbringtothecampus,veteranscontinuetosee

anincreaseincounselingneeds&mentalhealthservicesduetoPTSD(PostTraumaticStressDisorder)and/orTBI(TraumaticBrainInjury).Weneedincreasedresourcestomeetthisneed,oftenthereisastigmawithlookingtoseekpsychologicalservicesandthestudentscometotheVSCtoseekassistance,divulgingtheircrisistoourstaff.InthepastquarteralonetheVSCstaffencounteredandassistedstudentveteranswhowerehomeless,hadmentalhealthconcerns,weredealingwith substanceuse, andhaddifficulties transitioning intobeinga studentandcivilian.HiringtheCertifyingOfficialandProgramCoordinator for theConferenceSerieswillallowtheDirectorandAssistantDirectortoprovidethenecessarycasemanagementandgivethemthetimetowalkstudentsoverforcounselingassistanceandprovidethemtheresourcesavailableon-andoff-campus.

LIMITEDSPACE• ThecurrentspaceoftheVSCisnotsufficient.AnadditionalofficefortheAssistantDirectoris

neededasisstudyspaceforthestudents.Theveteranstudentsneedaself-standingspacewiththeirowndoor,anintegratedspacewithotherareaswillnotwork.Although,ourcurrentspaceissmallitstillhasitsownun-sharedspacewhichisconsideredabestpracticeamongstVeteranResourceCenters.TheVSCneedsaspaceitcangrowintonotaspacethatisalreadytoosmallforittogrowastheadditionalstaffingneedsshouldbemetintheshort-term.

XI. MISCELLANEOUS

None


• Recruited,hiredandon-boardedthenewlycreatedAssistantDirectoroftheVeteranServicesCenter.

• Secured$60k ina renewablegrant from theOrangeCountyCommunity Foundation (OCCF)funded by theOrange County Real Estate Veterans Initiative (OCREVI). UCIwas one of fiveinstitutions invited to participate in this effortwhichwill increase visibility throughout non-profitsinthecounty.FundedtheMilitaryBridgingtheGapScholarship,emergencygrantsforveteransandmilitary-affiliatedstudentsandtheVeteransinHigherEducationcourse.

• The8thAnnualVeteranAppreciationDinnerwas themost successfuloneyet.Therewasanincrease in sponsors thisyear to11 table sponsors.Due toconsistentefforts in fundraising,there was a significant increase in scholarship awards to 27 students with the majority ofstudentsreceiving$5kandincreasefrom$2.5Koverthepastyears.Almost$98kwasawardedtoUCIveteranstudentsover2016-2018.

• Successfullycompletedthe2016-2017VeteranTalentReintegrationConference3-partserieswithover80veteransand120employersinattendanceatthefinalevent.

XIII. 2017-18GOALS

• Re-launchtheVetNetAllyProgram.• SubmitagrantproposaltorenewtheOCCFOCREVIgrant.• Re-publishtheVeteransResourceGuide.

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• AssessstrengthareasandgapswithintheVSCandbegintoclosethegapinareasthatneedgreaterattention.

XIV. AWARDS

Notavailable


2016-17Updates:

VeteransinHigherEducationCourse(SocSci189)PERSONALRESPONSIBILITY

AsaresultoftheparticipationintheVeteransinHigherEducationCoursestudentswillseekoutat leastone resourceoropportunitypresented in the course. Studentswill submit a five-pagememothatwillserveasareflectionofthecourseatthecompletionofthecourseinFall2016.


Results:FivestudentstooktheVeteransinHigherEducationcourse.Theysubmittedafive-pagememothatservedasareflectionpapertoillustratewhatresourcesandopportunitiestheytookadvantageoforplannedtotakeadvantageof.80%ofstudents tookadvantageofat leastoneresourceoropportunityduetotheirparticipationintheclass.Duetostudents’non-veteranstatus,10%didnothaveachancetoreallytakeadvantageoftheresourcesastheydidnotallapplytothem.


2017-18:

VeteranPeerAdvisorTrainingPROFESSIONAL&ADMINISTRATIVESKILLS

AsaresultoftheparticipationintheVeteranPeerAdvisorTrainingStudentswillrecallatleast4VAEducationBenefits.LearningwillbemeasuredwithanevaluationsurveyinJune2018atthecompletionofthetraining.

MeasuredBy:Posttests


Use:Refiningprogram/programchanges;refiningassessmenttools/SLOs;reportingresults

VeteransinHigherEducationCourse(SocSci189)PERSONALRESPONSIBILITY

AsaresultoftheVeteransinHigherEducationCoursestudentswillseekoutatleastoneresourceoropportunitypresentedinthecourse.Studentswillsubmitafive-pagememothatwillserveasareflectionofthecourseatthecompletionofFall2017.

MeasuredBy:Directassessmentwithoutrubric


Use:Refiningprogram/programchanges;Providingstudentfeedback;Reportingresults

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SA Assessment


Sources of FundsSL&L/VETERAN STUDENT SERVIC 683126 140,237 ‐ ‐ ‐ 140,237 SL&L/VETERAN STUDENT SERVIC 683126‐S743 ‐ ‐ 700 ‐ ‐ 700

Total Sources of Funds 140,237 ‐ 700 ‐ ‐ ‐ 140,937 100% 0% 0% 0% 0% 0%

Operational ExpensesSTUDENT SERVICES/VETERAN STUDENT SERV (OS11292 SF11007683126Salaries & General Assistance 683126‐1/2 2.00 2 125,237 ‐ ‐ ‐ ‐ 125,237 Annual Veteran Student Appreciations 683126‐3 ‐ ‐ 2,000 ‐ ‐ ‐ ‐ 2,000 Veteran Service Progams (Movie Series and Guest Speakers) 683126‐3 ‐ ‐ 4,000 ‐ ‐ ‐ ‐ 4,000 Veteran Student Safe Zone Program 683126‐3 ‐ ‐ 3,000 ‐ ‐ ‐ ‐ 3,000 Supplies 683126‐3 ‐ ‐ ‐ ‐ 700 ‐ ‐ 700 Student Assistants 683126‐8 ‐ ‐ 6,000 ‐ ‐ ‐ ‐ 6,000

Total Operational Expenses 2.00 2 140,237 ‐ 700 ‐ ‐ ‐ 140,937


Carryforward Summary683126 ‐ ‐ 7,186 ‐ ‐ 7,186

7,186

Veteran Student ServicesFY 2017‐2018

XVI. BUDGET



As of 10/27/17

244

WELLNESS,HEALTH&COUNSELINGSERVICES


I. MISSION

VISIONWebelievethatacademicexcellenceisfacilitatedwhenstudentshaveastrongmind,ahealthybody,anenlivenedspirit,andaclearaspirationnurturedinasupportiveenvironment.Inassessingandaddressingtheneedsofourstudents,ourfocusisplacednotonlyoncounselingandtreatmentplans,butalsoontheexpectationthatstudentswillplayanactiveroleindevelopingstrategiesontheirownbehalf.

MISSIONWellness,Health&CounselingServicesThemissionof theWellness,HealthandCounselingServicesCluster is tosupport thecampus'goalofachievinggreaterlevelsofacademicexcellence.Ourunits–CARE(CampusAssaultResources&Education(CARE), Campus Recreation, Center for Student Wellness & Health Promotion, Child Care Services,Counseling Center, Disability Services Center, and Student Health Center – are committed to holisticorientationtoservicedelivery,whichimpactsnotonlystudents,buttheentireUCIcampuscommunityandacademicclimate.OfficeoftheCampusSocialWorkerThemission of theOffice of the Campus SocialWorker is to provide private, confidential support toindividualstudentsduringamedical,physical, familialoremotionalcrisis.TheCampusSocialWorkersassiststudentsinnavigatingtheirrelationshipsandresponsibilitieswithUCIacademicandadministrativedepartments and, when necessary, with outside community agencies. It is the responsibility of theCampus Social Workers to mobilize necessary campus and community resources to maximize thestudent’sphysical,social,andemotionalwell-being.Furthermore,itistheobjectiveoftheCampusSocialWorkerstohelpstudentsmeettheirpersonalandacademicgoals.

Themission of the Coordinator of Faculty& StaffMental Health Care and Respondent Services is toprovidecampuswideleadership,directionandoversightofbehavioralhealthreferralservicesforfacultyand staff, aswell as comprehensive support and assistance to faculty, staff and student respondentsaccusedofsexualviolenceandharassment.

CORECOMPETENCIES• Socialworkcasemanagementservices• Behavioralinterventionservicesthroughthecampus’ConsultationTeam

II. WORKFORCE

MANAGEMENTTEAMMarcelleHolmes,Ph.D. AssociateViceChancellor

WELLNESS,HEALTH&COUNSELINGSERVICESSTAFFCareer(FTE) Filled: 255.00 FTE Provision: 37.80 FTECareerFTETotal: 292.80 FTE

CareerHeadcount 300

StudentStaff 563

245



ASSOCIATEVICECHANCELLORSTAFF

ForOrganizationChart,seeendofWH&CSAVCsection.


WELLNESS,HEALTH&COUNSELINGSERVICESPsychologicalanddisabilityservicescounseling,afullrangeofhealthcareservices,health/wellnesseducation,childcareservicesandrecreationprograms.

OFFICEOFTHECAMPUSSOCIALWORKERConsultation,outreach,webresources,casemanagementandcampusConsultationTeamcoordination.

IV. THOSESERVED

Students,staff,facultyandthegreaterUCIcommunity.

V. HISTORY

Priortofall2011,theclusterwasknownasCounselingandHealthServices.Dr.ThomasParhamservedasAssistantViceChancellorfromthecluster’sconsolidationasaseparateentityin1996,until2011.HealsosimultaneouslyservedasdirectoroftheCounselingCenteruntil2007.Dr.MarcelleHolmeswasappointedAVCin2012.In2006,CAREjoinedwiththeCareerCenter,CenterforStudentWellness&HealthPromotion,CounselingCenterandStudentHealth.CampusRecreationandDisabilityServiceswerewelcomedintotheWH&CSfamilyin2011,andChildCareServicesbecamepartoftheclusterin2015.In2017,theCareerCenterbecametheDivisionofCareerPathwaysandtransitionedoutofStudentAffairstobeundertheleadershipoftheViceProvostofCareerPathways

VI. LOCATION



FACILITIESOfficespace:921ASF


EQUIPMENTStandardofficeequipment


Notapplicable

Career(FTE) Filled: 6.50FTE Provision: 0.40FTE CareerFTETotal: 6.90FTE

CareerHeadcount 8

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Notapplicable

X. MAJORISSUES

• Increasedneedforspacescluster-widesothatservicescanbebetterintegrated• IncreasedneedforcasemanagementandcrisisconsultationfromtheCampusSocialWorkerandfor

thecampus’ConsultationTeam

XI. MISCELLANEOUS

None


• ImplementationofquarterlyClinicalSocialWorkerclientsurveys(sincesummer2016)toassessclientoverallwell-beingandresourcereferralsatisfaction

• Participationinfoodaccessandsecurityworkgroup.ContinuedpartnershipwithSecondHarvestFoodBankofOCforCalFreshapplicationassistance.Disbursementofemergencyfoodmealsandtoiletriestoneedystudents.ImplementationofEconomicCrisisResponseGrantforstudentsfacingfinancialhardshipsthatareimpactingtheiraccesstohousing,food,medicaland/ormentalhealthcare.

XIII. 2017-18GOALS

• Addressevaporatingreserves• Addressdesperateneedforspace• Enhanceandaddresscampussafety• Engagestaffandrefineonboardingprocedures• Addressthegrowingpopulationofindividualswhowouldliketoaccessservices

XIV. AWARDS

Notavailable


Notapplicable

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SA Assessment


Sources of FundsAVC‐COUNSELING & HEALTH SER 683053 471,141 ‐ ‐ ‐ ‐ 471,141 SA/SMH‐COUNSELING & HEALTH 683150 122,160 ‐ ‐ ‐ ‐ 122,160 MENTAL HEALTH FACILITATOR 729020 ‐ ‐ ‐ ‐ 173,563 173,563

Total Sources of Funds 593,301 ‐ ‐ ‐ 173,563 ‐ 766,864 77% 0% 0% 0% 23% 0%

Operational ExpensesAVC‐WELLNESS, HEALTH, & COUNSELING SERVICES (SF10970) 683053Salaries & General Assistance 683053‐1/2 4.00 4 442,358 ‐ ‐ ‐ ‐ 442,358 Supplies 683053‐3 ‐ ‐ 33 ‐ ‐ ‐ ‐ 33 0.25 FTE RSC Coordinator 683053‐8 ‐ ‐ 28,750 ‐ ‐ ‐ ‐ 28,750 SA/SMH‐COUNSELING & HEALTH (SF11011 SF49117) 683150Salaries & General Assistance 683150‐1/2 1.50 2 120,323 ‐ ‐ ‐ ‐ 120,323 Supplies 683150‐3 ‐ ‐ 1,837 ‐ ‐ ‐ ‐ 1,837 MENTAL HEALTH FACILITATOR (RE10238) 729020Salaries & General Assistance 729020‐1/2 1.00 1 ‐ ‐ ‐ ‐ 116,725 116,725 Employee Benefits 729020‐6 ‐ ‐ ‐ ‐ ‐ ‐ 43,838 43,838 General Expenses 729020‐7 ‐ ‐ ‐ ‐ ‐ ‐ 13,000 13,000

Total Operational Expenses 6.50 7 593,301 ‐ ‐ ‐ 173,563 ‐ 766,864


Carryforward Summary683053 260 ‐ 245,352 ‐ 13,660 259,271 683150 30,482 ‐ ‐ ‐ ‐ 30,482 729020 ‐ ‐ ‐ ‐ ‐ ‐

289,753


XVI. BUDGET


Wellness, Health & Counseling Services

As of 10/27/17

248

Effective: December 2017

UNITS

Mandy Mount, Ph.D.DirectorCARE

Patrick Haines, MBA, CMPE

Executive DirectorStudent Health Center

Jeanne Manese, Ph.D.Director

Counseling Center

Ingrid Fahr, MBAInterim Director

Disability Services Center

Greg Rothberg, M.A.Interim Director

Campus RecreationOFFICE OF THE

CAMPUS SOCIAL WORKER

Laura Finley-Sanbrano, M.A.

DirectorChild Care Services

AVC OFFICE

Nancy RandallManagement Services

Officer III

Jamie De LeonAdministrative Assistant

III

Marcelle Holmes, Ph.D.Associate Vice Chancellor


Associate Vice ChancellorOrganizational Chart 2017-2018

7.0 FTEProgrammer Analysts II-IV

2 FTE funded by SHC4.5 FTE funded by division

assessments

WH&CS INFORMATION TECHNOLOGY

Brenda Lapinid, LCSWClinical Social Worker III,

Supervisor

Peter Thach, LCSWClinical Social Worker III

Sheena Danesh-Tellez, LCSW (0.5 FTE)

Clinical Social Worker III

Negar Shekarabi, Psy.D.Coordinator of Faculty & Staff Mental Health Care and Respondent Services

Nancy Cairns-Pietrangelo, Ph.L. (0.4 FTE)

Respondent Services Liaison

Doug Everhart, M.Ed.Director

Center for Student Wellness and Health Promotion

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CARE–CampusAssaultResources&Education

C a m p u s A s s a u l t R e s o u r c e & E d u c a t i o n ( C A R E )

I. VISION&MISSION

VISIONANDMISSION

UCICAREprovidesfreeandconfidentialsupportservicestomembersoftheUCIcommunityimpactedbysexualassault,relationshipabuse,familyviolenceand/orstalking.

UCICAREaimstoendtheseformsofpower-basedpersonalviolencebyengagingthecampuscommunityineducation,programmingandtransformativeaction.

CORECOMPETENCIES

CARE(CampusAssaultResources&Education)programsaddresstheissuesofsexualassault,relationshipabuseandstalkingthroughprovidingculturally-proficientandcomprehensiveintervention,supportandadvocacyservices.CAREstaffofferresourcesaimedatminimizingnegativeoutcomesandre-establishingahighleveloffunctioningandapositiveexperienceforstudentsontheUCIrvinecampuswhoareaffectedbytheseissues.

CAREstaffadvisesseveralpeereducationprograms,implementsweb-basedtrainings,customworkshops,class presentations, campuswide events and educational campaigns. These campaigns are aimed atincreasingthefrequencyofpositivesocialbehaviorswhileeliminatingtheoccurrenceofviolence.

II. WORKFORCE

MANAGEMENTTEAMMandyMount,Ph.D. DirectorEliPascal AssistantDirector

STAFF


CareerHeadcount 3

StudentStaff None

GrantFunded 0.5FTE

ForOrganizationChart,seeendofWH&CSAVCsection.


UCI’s CARE (Campus Assault Resources & Education) office provides direct services and educationalprogrammingforissuesrelatedtosexualviolence,relationshipabuse,relationshiphealthandpersonalsafety.CAREprovidesfrequentandimmediateconsultationwithacademicandstudentserviceunitstoprovide information, resources and support. CARE also provides intervention and advocacy, crisismanagement,groupsupportandholistichealingprogramsfortheUCIcommunity.

Inaccordancewithstateandnationallegislation,theCAREofficeiscommittedtomaintainingasafeandhealthycampuscommunitythroughpreventionandoutreachusinganecologicalframework.WorkshopsandtrainingsareprovidedbyCAREstaffandpeereducationgroups,whileincomingstudenteducationis

250



provided through in-person contact, informationdistribution andweb-based trainingprograms. CAREmaintainsactivecollaborationswiththecommunitytoaccomplishthegoalofprovidingthehighestlevelofcareandeducationtotheUCIcommunity.

CAREiscommittedtodevelopingprogramsthathaveadirectandlastingimpactonthequalityofcampuslife.Preventioneducationfocusesontheeliminationofsexualviolenceonthecampus,emphasizingtheroleofrespectandcommunicationinrelationshipsandtheabsenceofviolence,abuseandmanipulation.

Throughdirectinterventionservicesandgroups,theservicesofferedbyCAREhaveanimmediateimpactonthementalhealthandstudentfunctioninginpersonal,academicandsocialdomains.TheCAREofficealso provides peer education opportunities for students focused on developing knowledge,communicationskills,leadershipqualities,socialawarenessandempathy.

ADVOCACYSERVICES

CAREprovidesadvocacyservicesforsurvivorsofsexualassault,relationshipabuseorstalking,includingemotionalsupport, referrals, resources,academicsupport, informationaboutrightsandoptions, legalaccompanimentandmedicalaccompaniment.

HOLISTICHEALINGHealingfromtraumaisuniquetoeachindividualpersonandCAREoffersprogramsdesignedtosupportthewholeperson–addressingthephysical,emotional,mentalandspiritualeffectsoftrauma–byprovidingvariedpathwaystohealing.CARE’sHolisticHealingTransformingTraumaprogramseekstocreatetransformativespacesandrestorativeexperiencesformembersoftheUCIcommunitywhohavebeendirectlyorindirectlyimpactedbysexualassault,relationshipabuse,stalking,childabuseand/orfamilyviolence.Studentscanchoosetoparticipateinavarietyofprogramsdesignedtooffersocialsupport,educationandhealing.

Duringthe2016-17academicyear,theCAREofficeoffered40holistichealingprogramsreachingnearly2,000membersoftheUCIcommunity.Threecategoriesofprogrammingwereoffered:private/registration(forthosedirectlyimpacted),tabling(aimedatincreasingawarenessofCARE’sholistichealingprograms)andopen(programsopentotheentirecommunity).

CARE’sre:Connect–YogaasHealingprogramisastructuredseriesthatfocusesonthemesincludingassertiveness,safety,boundarysetting,strengthandtrust.Atotalof43participantswereregisteredfortheprogramoverthecourseoftheacademicyearandreportedanincreaseincopingskillsandself-carestrategiesasaresultofparticipationintheprogram.

Theframeworkforadditionalhealingprogramscontinuedtoexpandinscopeandfrequencyofferingprogramsincluding,butnotlimitedto:re:Create–ArtasHealing,re:Mix–MusicasHealing,re:Group–GroupCounseling&Support,re:Assert–PersonalSafety&SelfDefense,re:Cultivate–HorticultureasHealing,re:View–LendingLibrary,andre:Source–DownloadableSupport.CAREwillcontinuedevelopandexpanditsholistichealingservicesduringthe2017-18academicyearwithaspecificfocusonincreasingaccesstosupportthroughthedevelopmentofadditionalonlineanddownloadablehealingresources(videotutorials),expandedsocialmediapresence,andhostingprogramsincommunity-specificspaces.

IV. THOSESERVED

ADVOCACYSERVICES

During 2016-17 the CARE Advocate served 199 students and 15 faculty/staff members. Of the 199students,184wereprimarysurvivorsofsexualassault,stalkingorrelationshipabuse(52%experiencedasexual assault, 30% relationship abuse and 18% stalking). The remaining 15 students included 8who

251



experiencedsexualharassment(onefromanemployer),6whosoughtinformationandsupporttohelpasurvivorintheirlives,andonewithtrauma.

Self-reported demographics of the 199 students served are as follows: 91% female, 8.5%male, 0.5%genderqueer;55%heterosexual,5%bisexual,3%pansexual,2%asexual,1%aromantic,1%gay,1%queer,4%undecidedand28%declined tostate.As forethnicity,36%wereAsian,26%Hispanic/Latino,22%white,3%MiddleEastern,4%multiracialand1%declinedtostate.Asforageandclasslevel:86%wereage18 to24, 13%were25 to59, and fewer than1%were17or younger; 15%were freshmen,23%sophomores,20%juniors,29%seniors,12.5%graduatestudents(includingprofessionalprograms)and0.5%alums.Finally,14%ofthestudentsservedwereGreekaffiliated;11%wereinternational;52%livedoncampus;43%livedoff-campusand5%declinedtostatewheretheylived.

Additionally,theAdvocateserved15UCIfacultyandstaffmembers.

CONSULTATION

CARE staff provides consultation to members of the University community seeking resources orinformation related to sexual violence, including relationship abuse and stalking. CARE works withdepartments,faculty,staffandstudentleadersonindividualcasestoprovideresourcesandsupportasneeded.TheDirectorparticipatesontheCaseManagementTeamandco-chairsthecampus'CoordinatedCommunity Response Team, which are designed to ensure that effective prevention efforts occur intandemwithcoordinated,compassionateandtimelyresponses.

PREVENTIVEEDUCATION

Aspartofoureffortstoendsexoffensesoncampus,CAREhasfacilitated125programsandpresentationstostudents,staffandfaculty.Inadditiontoon-campusoutreach,CAREhasalsoprovided16presentationsandworkshopstocommunitymembers,includingprofessionalconferences.CAREhasprovidedoutreachtoadiversedemographicatUCIrvine.Theseindividualsandgroupsincludefirst-yearstudents,housingcommunities,orientationleaders,CrossCulturalCenterinterns,LGBTstudentgroups,academicmentors,law enforcement, Student Conduct Hearing Board staff, cultural organizations, ASUCI interns, peereducators,studentorganizationsand leaders,Greekorganizations (Panhellenic, IFCandmulticultural),academic classes and community agencies. CARE’s programming model strategically focuses oninterventions at primary, secondary and tertiary levels throughout the full academic year. CARE’soutreach has consisted of online safety modules and in-person orientation programs for first-yearstudents;responseprotocoltrainingsforstudentstaffandprofessionalstaff;sexualassault,datinganddomestic violence, and stalking prevention workshops for students; bystander trainings; educationalworkshops; classroom guest lectures; resources fairs; passive displays; and large campuswide events.Throughoutthe2016-17academicyear(beginninginJuly2016),CAREprovidedoutreachservicestomorethan 19,396 UCI students via 121 workshops, programs, groups, trainings, online modules andcampuswideevents.

CARE’sworkshopshavebeenevaluatedbasedonthequalityofthepresenters,learningofparticipantsand the content being delivered. CARE has been highly effective in providing useful, informative,innovativeandengagingprograms.Asaresultoftheeffectivenessoftheseprograms,universitiesacrossthecountryhavemodeledthemandreachedouttoCAREforguidanceandconsultation.

Feedback shows an increased awareness especially in relation to consent, comprehensive bystanderinterventionskillsandpositivecopingmechanisms.Duringthe2016-17academicyear,CAREgatheredevaluativedataon37programsandworkshops facilitatedbypeereducatorsandstaff.A totalof965evaluations were collected. Our outreach numbers are large due to the frequency of campuswideprograms, passive displays, and the large number of students who are reached through our onlinemodule,FIRST.

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CAREprovidesleadershiptrainingandeducationaloutreachthroughfourstudentleadershipprograms.Thefirstprogram,ChallengingAllMentoPreventSexism(CHAMPS),isbasedonthebeliefthatmenplayanecessaryroleinhelpingtoendsexualandrelationshipviolence.ThemissionofCHAMPSistopromotecampusawarenessandprovideeducationaboutsexualassault,relationshipviolenceandstalking.ThisgroupiscommittedtoprovidingtheUCIcommunitywithresources,support,andproactivesuggestionsforeliminatingsexualviolencethrougheducationalprograms,workshopsandcampusevents.Thesecondprogram,RighttoKnow(RTK),hasasitsmissionraisingawarenessthroughouttheUCIcommunityaboutthewidespreadoccurrenceofsexualassaultandpromotingactivitiesandattitudesthatwillcontributetothe elimination of sexual violence. Central to the group's purpose is the examination of factors thatcontribute to sexual assault. To fulfill the group's mission, RTK peer educators present educationalprogrammingthroughoutthecampus.Throughoutthecourseoftheyear,bothofthesepeereducationgroupsdevelopandimplementeducationalprogramsandworkshopsaboutsexualassault,relationshipviolence,andstalkingusingaseriesofactivities tostimulateconversationabout therealitiesof theseissues at UC Irvine. The focus of these programs is supported by best practices research in primaryviolenceprevention.Thethirdprogram,ViolenceInterventionandPrevention(VIP),isanorganizationofrepresentativesfromtheUCIrvineGreekCommunitywhoarecommittedtoaddressingtheissuesofrape,sexualassault,datinganddomesticviolenceandstalkingoncampus.Representativesfromfraternitiesand sororities (VIP Chairs) attend monthly trainings, facilitate various awareness programs for theirchaptersandserveasacentralpointofcontacttoprovidesupporttochaptermemberswhohavebeenimpactedbyviolence.The fourthprogram is InternationalDots (I-Dots),whichhadsevenmembers in2016-17andisacollaborativeprogrambetweenCAREandtheInternationalCenter.Thispeereducationgrouphasbeeninexistenceforthreeyearsandthusisstillindevelopment.SomeaccomplishmentsofI-Dotsincludeawebsite,tablingatTakeBacktheNightandanengagingtablingprogramwherestudentswereaskedtocontributeamessageofsupportforsurvivors.

UCIRVINESAFECAMPUSANTI-VIOLENCEPROJECTWithgrantrenewalfundsreceivedfor2014-17fromtheDepartmentofJustice,OfficeonViolenceAgainstWomen (OVW), the CARE office continued to provide an integrated, multi-dimensional initiative toexpand services to studentswhowere survivors of sexual assault, dating and domestic violence andstalking.Theseservicesincludedcrisisintervention,afull-timeVictimAdvocatewhowasavailable24/7,group counseling,medical care, investigation of policy violations and criminal acts, protective orders,consultation with housing and academic units, accompaniment, education, and new this last year, aholistichealingprogram.Collaborativepartnershipswithon-andoff-campusagenciesandtheformationofaCoordinatedCommunityReview(CCR)Teamensuredcomprehensivesupportofallvictims’needs.TheOVWcampusgrantprovidedimportantresourcestobuilduponexistingstrengthsandsuccessesinourongoingimplementationofthefourminimumrequirements:1)establishmentandcontinuedtrainingof a CCR team, 2) design and implementation of a mandatory prevention education program, 3)specializedtrainingofcampuspoliceand4)trainingforcampusdisciplinaryboards.CAREisnowinthefinalfundingperiodforthe2014-17OVWrenewalgrant.

Continuationfundssupported50%ofthefull-timeUCIVictimAdvocatepositionintheCAREofficeduringthislastyear.Inaddition,OVWfundssupportedadvancedtrainingfor10UCIpoliceofficersinNovemberonthetopicoftheneurobiologyoftraumaandinMay,trainingwasprovidedtolawenforcementofficersandothercampusstaffonForensicExperientialTraumaInterview(FETI).Self-defenseworkshopswereprovidedforstudentsinOctoberandMarchwithover150studentsparticipating.Thecampusgrantalsofundedthe“GreenDotBystanderIntervention”programandthenewHolisticHealingprogramforthosestudents affected by sexual violence. This past year, our Holistic Healing services have included oursignatureYogaasHealing,ArtasHealing,MusicasHealing,andHorticultureasHealingprograms,andotherself-careprogramsincludingjournaling,self-guidedmeditationandnaturewalks.

The CARE office oversees all programs including incoming student orientation planning, providingexpertiseandtimeintheimplementationoflawenforcementandstudentconducttrainings.Inaddition,

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theCAREofficecontributesdirectlytothedevelopmentoftheCaseManagementTeam(CMT).TheCAREoffice is committed to cross-campus collaboration, which is demonstrated through the valuablepartnerships,trainingsandprogramsthattakeplacebothoncampusandinthelocalcommunity.Thecurrent OVW campus grant is due to expire on September 30, 2017 and a renewal grant is underconsiderationattheDOJOVWforthe2017-20grantperiod.CCRTeamactivities,aself-defenseworkshop,GreenDot Bystander Intervention trainings, filming of GreenDot training videos andHolistic Healingprogramactivitiesarestillunderway,supportedwithOVWfunds.

STUDENTSTATUSCAREoutreachhasfocusedontargetingthefirst-yearpopulationwhilereachingallstudentsthroughouttheir academic careers. The information collected through 965 program evaluations showed thatparticipants’classlevelswereaswholeinthechartbelow.

AscomparedwithUCIstudentdemographicsasawhole(below),CAREoutreachwasheavilyfirst-yearstudents.

1stYear,50%

Exten.Student<1%3rdYear16%

Faculty<1%

5thYear,2%

GradStudent,4%

CommMbr/Parent<1%

NoResponse,9%

4thYear,14%

Staff<1%2ndYear,6%

CLASSSTATUS(N=965)

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ETHNICBACKGROUND

ThefollowingchartshowsCAREoutreachdemographicsbyrace/ethnicityasself-reportedonCAREevaluationforms.

Asian/PacificIslander,29%

Black/AfricanAmerican,3%

White,13%

Unknown/Declinedtostate,16%

AmericanIndian/AlaskanNative,1%

Hispanic,29%

MiddleEastern,1%

Other,0%Multi-racial,8%

CAREOUTREACH- ETHNICITY(N=965)

Asian/PacificIslander,36%

Black/AfricanAmerican,3%

White,16%

Unknown/Declinedtostate,4%

AmIndian/AlaskanNative<1%

Hispanic,23%

InternationalStudent,18%

UCICAMPUSETHNICITY(N=31,415Winter2017)

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DISCUSSION

EvaluativeDataSummary

Theevaluativedatafrom2016-2017isoverwhelminglyhighandindicatesthattheCAREOfficehasbeensuccessful in the organization and content of material, clearly identifying the purpose of programs,providingusefulandrelevantinformationtoparticipants,beingasupportiveandacceptingpresenceforparticipants, and being well prepared, organized, and knowledgeable. CARE presenters received anaveragescoreof4.75 (outof5)onevaluativequestions.Whenaskedqualitativequestionsabout theworkshops,participantshavestatedthattheprogramshavenotonlyallowedthemtogainagreatdealofknowledgeregardingthetopicsofsexualassault,datinganddomesticviolence,andstalkingbutthattheyarealsointeresting,engaging,andinteractive.Mostimportantly,participantsnotedpresenterswereabletoarticulatetheinformationinacomfortableandaccessibleway.Thisfeedbackisnoteworthy,giventhedifficultandsensitivenatureofthetopicsaddressedbythepresenters.Manyparticipantsnotedthattheygainedpracticalskillsthatwillhelpthembeactiveandengagedbystanders.Thesimpleapplicationof the3D’smakes this quite accessible for students. Students sharedan increasedawarenessof theservicesofferedbytheCAREOfficeaswellasbyotherresourcesoncampus.UCIstudentsingeneralwereactivelyengagedinthisworkthisyear,throughactivismandhostingprograms,whichmaybearesultoftheincreasedawarenessofsexualviolenceonanationallevel.

PreventionProgramming

Opportunities to collaborate with campus partners have been particularly successful with reachingspecializedpopulationssuchasGreekstudentsandinternationalstudents.UCIstudentshavebenefittedgreatlyfromthesespecializedprograms,andfutureCAREprogramswillcontinuetocultivatethislensaswellasfocussignificantlyonintersectionality.CampuswideprogrammingwasmorebalancedthisyearasCARE staff were intentional about not over programming and instead focusing efforts on Green Dotprevention. Take Back the Night 2017was an incredible success, drawing nearly 800 students, staff,faculty and community members. Student leadership on the committee was particularly strong andshouldcontinuewithengagementofCAREpeereducationgroups.

PeerEducation

CARE’s peer education groups play a primary role in the presentation of workshops, staffing variousresourcefairsthroughouttheyear,andprovidingsupportthroughtablingatallCAREcampuswideevents.TheAllPeertrainingwasanexcellenttraining inordertogiveCARE’sthreepeereducationgroupsanopportunitytomeetandgothroughabaselinetrainingwhichincludedCAREpolicies,addressingpressandmedia,intersectionalityandhowtopresentworkshops.

Orientation

CARE has worked collaboratively with New Student Orientation over the past five years to play asignificant part in each Student Parent Orientation Program (SPOP), including participating in a peereducationfair,resourcefair,alargein-personpresentation,acommunityresourcefair,andabystanderintervention workshop. This allows us to reach about 5,000 incoming students through mandatoryeducationontheissuesofsexualassault,datinganddomesticviolence,andstalking.Inadditiontoin-personeducation,studentsalsocompletetheFirstYearInternetRequiredSafetyTraining(FIRST)whichhada99.8%completionrate(9,059students)duetoOITassistingwithcommunicationandclassholds.We also received feedback from New Student Orientation on what students learned related to sexoffensesandbystanderintervention.(Reportavailableonrequest.)

ConnectiontoServices

AstheamountofprogrammingofferedbyCAREhasincreasedinthepastfewyears,therehasalsobeenanincreaseinthedemandforclinicalservices.Additionally,inthemonitoringofthecampuscrimelog

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throughUCIPDandtheCaseManagementTeam,wehavealsoseenanincreaseinreportingofissuesrelatedtosexualassault,datinganddomesticviolence,andstalking.ThiscorrelationmayindicatethatthereisastrongneedfortheseprogramsatUCI,andthattheexposuretoinformationregardingCARE(through active/passive programs, tabling, publicitymaterials, etc.) could be encouraging students toreachoutforotherservicesandresourcesoncampus.Additionally,theawarenessofservicesandsupportfromasystemwidelevelhascreatedmoreexposuretostudentsaboutthevarietyofservicesthatCAREoffers.

Summary

Overall,CAREdidanexcellentjobinoutreachefforts,reachingvarioussegmentsoftheUCIpopulation.Anareaforimprovementisensuringthatevaluationsareprovidedateachtraininginordertocaptureaccurate data regarding the effectiveness of the facilitation. CARE should continue with the fullimplementationofGreenDotinordertofocusonpreventioninitiativesthatmeasurablyreduceviolenceon campus. Programs catered toward specific communities should continue to build throughcollaborationswithcampuspartners.Lastly,trainingandoutreacheffortsshouldbecloselycoordinatedwiththeOfficeofEqualOpportunityandDiversitytoensuremaximumoutreachandimpact.

V. HISTORY

TheUCIrvineCenterforWomenandMenclosedin2004duetoachallengingfiscalenvironmentandthedepartureofthedirector.Duringthatyear,allviolencepreventionandinterventionactivitiesofthecenterwereabsorbedintothepre-existingCampusAssaultResourceProgram(CARP),aprogramthatprovidededucational outreach, consultation and referral services, while additional gender programming wasassumedbythenewly-formedGenderEducationSeriesthroughtheOfficeoftheDeanofStudents.

In September 2005, under new leadership, the Campus Assault Resource Programmoved to StudentServices I andexpanded services to includeongoing individual and group counseling, peer leadershipprograms, additional campuswide educational programming, faculty/staff and student conduct boardtraining, incoming student education and augmented advocacy. The new name of Campus AssaultResourcesandEducation(CARE)reflectedtheseexpandingresponsibilitiesandCARE’sinclusiveapproachtostudentinvolvementinissuesofviolenceandrelationshipabuse.ItalsobetterreflectedtheservicegoalsoftheexpandingunitwhileincreasingvisibilityoftheofficetoUCIstudents,staffandfaculty.

HIGHLIGHTS

2006-07 Assembly Bill AB1088 was passed, requiring all California campuses to engage inactive educational programming to address the issues of sexual violence and toprovideinformationaboutcampuspoliciesandprotocolsforallincomingstudents.In collaboration with the Health Education department and technology services,CARE achieved full compliance with AB 1088 in its first year by developing andimplementingtheFirstYearInternetRequiredSafetyTraining(FIRST)onlinemodule.

CAREsuccessfullyrecruitedthefirstRighttoKNOW(RTK)classtocompleteafullyearof training and become qualified to present educationalworkshops on bystanderintervention,relationshiphealthandculturalinfluencesonviolenceinsocietytothelargercampusaswellascommunityschoolsandjuveniledetentioncenters.

CAREinitiatedthemen’sviolencepreventionprogrambystartingachapterofOneinFour(nowknownasCHAMPS).

2007-08 CARE hired a Violence Prevention Coordinator to assist in violence preventionactivities and who was qualified to teach Rape Aggression Defense Classes. This

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position expanded outreach to the campus population. In addition, a part-timestudentassistantand2administrativeinternswerehired.

UCIPDCAREswasdevelopedandimplementedthroughajointcollaborationbetweenCARE and the UCI Police Department. The program provides opportunities forcampus community members, either in-person or online, to anonymously obtaininformationaboutreportingandcriminalinvestigations.

BuildingBetterRelationships,apsycho-educationalgroupseries,wasdevelopedandimplemented in partnership with community organization Human Options forsurvivorsofrelationshipabuse.

CAREdirectsUCI’sparticipationinamillion-dollar,three-yearflagshipgrantfromtheUS Department of Justice Office on Violence AgainstWomen, in which all 10 UCcampuses partnered to share expertise, resources and ideas with the goal ofenhancing the quality of sexual violence response and shaping collaborativeprogramstoaddresssexualviolence.

CAREconductedacampuswideevaluationof incidenceofsexualviolence throughtheUndergraduateResearchOpportunitiesProgram(UROP).

Right to KNOW (RTK), female peer educator group, selected for OutstandingSupportersofPreventionawardbytheCityofIrvine.

CHAMPS,malepeereducatorgroup, receivedAnteaterAward forMostPromisingNewGroup.

Dr.MandyMountrecognizedbyUCIChancellor’sLivingourValuesAward.

2008-09 CAREmovestonewfacilitiesinAldrichHall.

Dr.MandyMount selected to Chair the DOJ/OVWUC systemwide Grant’s VictimServicesSubcommittee.

Dr.MandyMountselectedfortheOutstandingSupportersofPreventionAwardintheCityofIrvine.

2009-10 RTK receives Anteater Award for Outstanding Work in Social Justice and BestSocial/SupportOrganization.

Dr. Mandy Mount selected as Ambassador of Peace by the Violence PreventionCoalitionofOrangeCounty,theOrderoftheLaurelAwardbyUCIrvine,andOrderofOmegaHonoraryMemberbyUCIrvine.

2010-11

CARE,incollaborationwiththeUCIPoliceDepartmentandOfficeofStudentConduct,is awarded a $10,000 Student Affairs Innovation Grant for the development of astandardizedvictimresourceDVDforusebyalllawenforcementuponinitialvictimcontactandasaresourcetocampusandcommunityagencieswithvictimcontact.

RTKpeereducatorgroupreceivestheSocialJusticeAnteateraward.

CAREinstitutionalizestheViolenceInterventionandPrevention(VIP)ProgramfortheGreekcommunity.

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ZabieKhorakiwala,ViolencePreventionCoordinator,awardedtheOrderoftheLaurelAward.

CAREreceivesaCampusActionGrantfor$5,000fromtheAmericanAssociationofUniversity Women (AAUW) to conduct the first annual Stalking AwarenessEducationalCampaign.

In collaboration with the Lesbian, Gay, Bisexual, Transgender Resource Center(LGBTRC) and the Office of Veteran Affairs, CARE hosts a successful campuswideprogramtitled:“Silences intheMilitary:ADiscussionofSexualViolenceandLGBTIssues.”

The statewide victim services subcommittee of the Flagship Grant SteeringCommittee,underthe leadershipofDr.MandyMount,compilesstateandfederallaws, statewide campus policies, MOUs, response protocols and victim servicedocumentsforthepurposeofclarifyingandguidingcampuseffortsinpreventionandservice.

Over300UCpoliceofficersparticipatedin8hoursoftraininginrespondingtoandinvestigatinginstancesofsexualassault,datinganddomesticviolenceandstalking.

ChancellorMichaelDrakeshowedhiscommitmenttothegranteffortsbypostingaletterofsupportonhiswebsite,whichcanbefoundhere:chancellor.uci.edu/messages/2011-12/07/prevention_110729.php

IncollaborationwithHealthEducationCenter,CAREproducesaconsentvideoshownateachStudentParentOrientationProgram(SPOP).

2011-12

CARE developed a partnership with Campus Recreation to create an innovativeprogram titled, “Learning the Ropes: A Couples Retreat.” This program had asignificantimpactonUCIrvinecoupleswhowerelookingforresourcestostrengthentheir relationships and improve communication. This program has continued toreceivesupportandparticipationeachyearsinceitsinception.

CARE developed a Yoga as Healing program for survivors of sexual violence. Thiseight-week series implemented an embodied approach to healing that allowedsurvivorstore-claimandre-connecttheirphysical,emotionalandspiritualbodiesinthe aftermath of sexual violence. Evaluations from the program reflected atransformationalprocessinthelivesofthesurvivors.

RTKreceivestheAnteaterAwardforMostInnovativeProgram.

CHAMPSreceivestheAnteaterAwardforMostOutstandingSpecialInterestOrganization.

CARE awarded a $300,000 grant from the Office of Violence Against Women,expanding student services to include community-based advocacy and providingresourcesfortrainingoflawenforcementandstudentconductofficers.

CARE awarded aHealthy Relationship College ProgramGrant for $5,000 from theAvon Foundation forWomen to fund prevention education on dating abuse andviolencethroughfourexistingpreventionandinterventionprograms.

CAREdevelopeda successful partnershipwithAthletics tohost domestic violenceawareness-sponsoredvolleyballandsoccergames.

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CAREhosted“WeStepintotheLight,”forthesecondconsecutiveyear.Thisprogrampresentedsurvivorswithanadditionalholisticformofhealing.

ViolencePreventionCoordinator,ZabieKhorakiwala,wasawardedtheJanetLoxleyAwardforoutstandingeffortsandsupportforMiddleEarthUndergraduateHousing.

CARE collaborated with Health Education Center to offer a new program titled,“Peter’s Playdates” that educated students about various aspects of healthyrelationships. Target populations were reached including international students,graduatestudentsandcommuterstudents.

2012-13 CAREwasawardedaHealthyRelationshipCollegeProgramGrantfor$5,000fromthe

Avon Foundation forWomen to fund prevention education on dating abuse andviolencethroughfourexistingpreventionandinterventionprograms.

CARE staff presented programs at the 2013 annual American PsychologicalAssociationinHonolulu,HIandatthe2013NationalSexualAssaultConferenceinLosAngeles,CA.

OVWGrantProjectDirector(0.5FTE)andVictimAdvocate(0.25FTE)hired.

Bystanderinterventionprogram,GreenDot,launchesoncampus.

CARE’s Violence Prevention Coordinator, Zabie Khorakiwala, was featured in theHuffingtonPostfortheYogaasHealingprogram.

CAREhostedthefirstannualGirlsConferenceOCandattracted200participantstocampus expanding prevention efforts to the greater community. The nationalconferenceisenteringitsfifthconsecutiveyear.

CAREhostedascreeningofthe InvisibleWarwithguestspeaker,AllisonGill.Over120studentswereinattendancetoviewthispowerfuldocumentaryontheepidemicofsexualviolenceinthemilitary.

2013-14 CAREwasawardeda$300,000grant from theOfficeofViolenceAgainstWomen,expanding student services to include community-based advocacy and providingresourcesfortrainingoflawenforcementandstudentconductofficers.

CAREjoinsUCOPSexualAssaultTaskForce.

A full-time victim advocate was contracted through the local county rape crisiscenter,CSP.

2014-15 AddedanAssistantDirectorposition.

Expandedadvocacyservicesto include24-hourverticalhospital responseandfull-timein-officesupport.

Obtaineda2014continuationgrantthroughtheOfficeonViolenceAgainstWomen,providing$300,000over3yearstosupportUCI’scampusresponsetosexualviolence.

Trainedmorethan20staffmembersasGreenDotinstructors.

ServedastheexamplecampusfornewCalOEScampusgrantprograms.

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Greek VIP program highlighted at national conferences and by the EducationalAdvisory Board as a best-practice program and duplicated at several campusesnationally.

CCRteammodelhighlightedbyOVWasthebestpracticemodelfornationalcampusgrantees.

The Educational Advisory Board highlights CARE programs including the trauma-informedvictimservicesvideo,VIPprogramandCCRmodelasnationalbestpracticesintheirwhitepaperpublications.

CALCASAdistributedasetofcampuspolicyguidelines,highlightingseveralCAREandUCIprogramsasbestpracticesforCaliforniacampuses.

Outreachandinterventionserviceswererevisedandadaptedtomeetthegrowingneedsofourinternationalstudentpopulation.

CARE’s Yoga as Healing program identified as a best practice program duplicatednationallyandatallUCcampuses.

ViolencePreventionCoordinatorZabieKhorakiwalawasfeaturedinmultiplearticlesfortheYogaasHealingProgramincludingtheHuffingtonPost,Pinterestblog,BreatheOCMagazine,RachelGrantCoachingandElephantJournal.

2015-16 Developed holistic healing programs to support all members of the campuscommunity. Programs included art, music, group counseling, horticulture, self-defense,yogaandahealinglibrary.

Hired media and marketing coordinator to increase social medial influence andengagement.

Hired a graduate student intern to support effective engagement with the UCIgraduatestudentpopulation.

HiredaCARECounselor/post-docandHolisticHealingInstructorthroughasuccessfulpartnershipwiththeUCICounselingCenter.

Partneredwith the UC Global Health Initiative and received research support forprograms via a three-year funded partnership with the Center of Expertise onGender,HealthandEmpowerment.

ProvidedtrainingonneurobiologyoftraumatoallCityofIrvinePoliceofficers.

Received a $2,500 grant to support Music as Healing programs from BuildingAcademicCommunities(BHAC).

StaffrepresentedCAREprogramsthroughapprovedandrequestedpresentationsatseveral national and local conference including NASPA, NSAC, the UCI Veteran’sConferenceandUCLAPreventionCollective.

Developedtwonewpeereducationprograms:Q’nnect,focusedonsupportingtheneeds of LGBTQ students; and International Dots, supporting our internationalstudentpopulation.

Innovative trauma-informed student engagement efforts and CCR practiceshighlightedasnationalbestpracticesinthewhitepaperspublishedbytheNationalEducationalAdvisoryBoard.

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Trainedover200students inGreenDottrainingsandestablishedacampusGreenDotnewsletter.

VI. LOCATION



FACILITIESStudentCenter:480squarefeetofofficespace(spaceincludes5offices,aconferenceroomandworkstationcubiclesharedwithStudentWellness&HealthPromotion,lobby,andkitchenette.)AldrichHall:Cubicleworkstationandasharedoff-sitestorageroom.

TECHNOLOGYNotapplicable

EQUIPMENT9desktopcomputers,2portablecomputers,3notebookcomputers


• ViolenceAgainstWomenAct(FederalLaw1994,2000,2005,2013)• B-331Evidentiaryprivileges:domesticviolencecounselor-victimprivilege(2017)• TitleIX-EducationAmendments(1972)• TitleIX-DearColleagueLetter(May,2011)• SenateBill651(2013):RighttoForensicExaminationswithoutLawEnforcementReport• CampusSexualAssaultVictims’BillofRights• Title20Education,Chapter28HigherEducationResources(CleryAct)• FamilyEducationalRightsandPrivacyAct(FERPA)• AB2052–ResidentialTenancies:DomesticViolence• AB1738PersonalRepresentativeofDomesticViolenceVictim(2011)• AB2364UnemploymentInsurance–VictimsofDomesticViolence(2011)• SB782ResidentialTenancies:DomesticViolence(2011)• AB1088(EducationCode67385.7)(2005)• CaliforniaEducationCode67380–67386• CaliforniaEducationCode67390–67391• CaliforniaEvidenceCode1035–1036.2SexualAssaultCounselor-VictimPrivilege• CaliforniaEvidenceCode1037–1037.8DomesticViolenceCounselor-VictimPrivilege• CaliforniaEvidenceCode1038–1038.2HumanTraffickingCaseWorker-VictimPrivilege• Marsy'sLaw(2008)–CaliforniaPenalCode3041.5and3043• CaliforniaPenalCode679.04VictimSexualAssaultRighttoAdvocateandSupportPerson• CaliforniaPenalCode264.2[b][2]VictimofDomesticViolenceCard;Counseling• CaliforniaPenalCode11164–11174.3ChildAbuse&NeglectMandatedReportingLaws• CaliforniaPenalCode11160MandatedReportingofAssaultsbyHealthCarePractitioners

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• UCOPTaskforceRequirements:MandatoryCAREofficeandadvocate,campusCaseManagementTeams,CoordinatedCommunityResponseTeams,comprehensivecommunicationplanincludingwebsitesforsystemandcampus,mandatoryeducationforundergraduateandgraduatestudents,lawenforcementtraining,sexoffenseadjudicationandsanctioningstandards,TitleIXinvestigatortraining,respondentservices,systemwidedataset

• OfficeonViolenceAgainstWomenCampusGrant(2014-17):CoordinatedCommunityResponseTeam,mandatoryeducationforallstudentsatorientation,lawenforcementtraining,studentconductboardtrainings,GreenDotbystanderinterventiontraining,holistichealingprograms,developmentofaccessibleandinclusiveeducationalmaterialsandprograms



Notapplicable

X. MAJORISSUES

• There are inadequate human or financial resources to achieve full compliance with legislativerequirements, particularly related to the increasedutilizationof advocacy services and expandingservicestoincludesupportforfacultyandstaff.

• Thereisinadequateconfidentialspaceinwhichtoconductgroups,andnospaceresourcestoconductmandatorytrainingsorholdclasses.

XI. MISCELLANEOUS

CAREhas been recognizedby theDepartmentof JusticeOffice onViolenceAgainstWomen for best-practiceprogrammingandservicesintheUCsystemandnationwide.


• NewViolencePreventionCoordinatorhired.• SFACfundingsecuredforafulltimeCARECounselor.• ContinuedexpansionanddevelopmentofHolisticHealingprograms:Duringthe2016-17academic

year,UCICAREoffered40HolisticHealingprogramstomembersoftheUCIcommunity.Nearly2,000students, faculty and staff participated in a variety of ways: 1500 in tabling, more than 280 inprivate/registrationrequired,andapproximately150inopenprograms.

• Serviceswereexpandedtoincludefacultyandstaffthisyearandadvocacyutilizationdoubledwithatotalof218individualsservedbytheCAREAdvocate.

• 160SPOPstudentstaffcompleteda6-hourGreenDotBystander InterventionTraining inordertoprovideinformationandresourcesforincomingstudents.

• CARE’sViolenceInterventionandPrevention(VIP)program(acollaborationwithUCIGreekLife)wasawarded‘MostOutstandingSocial/SupportOrganization’atthe37thAnnualAnteaterAwards.

• DevelopedliaisonrelationshipwithstudentsenrolledinUCIMedicalSchooltoincreaseawarenessofandaccessibilitytoCARE’sprogramsandservices.

• Expanded staff development efforts by hosting quarterly in-services and workshops on topicsincluding: microagressions, strengths assessment, Safe Zone training, Disability Ally training andcommunicationskills.

• Awarded LCCF funding in the amount of $23,074 to further develop and tailor holistic healingprograms and resources to assist low-income, first generation students in successfully accessingresourcesandsupport.FundswerealsousedtoadapttheGreenDotBystanderInterventionTraining

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toaddressthespecificneedsandexperiencesofourLCFFstudents.GreenDotseekstocreateasaferenvironmentforstudentsbyprovidingthemwithskillsforbystanderintervention.

• Morethan300AthletestrainedinGreenDotBystanderIntervention.• Strengthened partnership with the UCI Initiative to End Family Violence (IEFV) through cross

promotionofeducationalinitiatives.IEFVawardedUCICAREasponsorshipintheamountof$1,500insupportofTakeBacktheNightfortwoyears.

• CAREstaffpresentedprogramsat2016NationalSexualAssaultConference,Washington,D.C.;2016NASPAStrategiesConference,Austin,TX;2016NASPANationalConference,SanAntonio,TX.

XIII. 2017-18GOALS

• Obtainadditionalspacetosupportstaffandprograms.• Continue to pursue grant opportunities in support of growing programs to support the UCI

community.• Develop culture-specific resources for diverse campus communities and underserved campus

populations.• Developresourcesandincreaseaccessibilitytoholistichealingopportunitiesforfacultyandstaff.• HiresecondadvocateandCAREcounselor(psychologist).• Engageinquarterlyall-staffdevelopmentactivities.• Identifypermanentfundingtosupportcontractstaff.• Expandsocialmediapresence.

XIV. AWARDS

• MandyMountreceivedtheAnteaterAwardforOutstandingAdvisoroftheYear.


2016-17Updates:

PeerEducatorsPROFESSIONAL&ADMINISTRATIVESKILLS

CAREpeereducatorswillimprovetheirpresentationandcommunicationskills,asmeasuredthroughthedirectassessmentofthoseskillsbyCAREstaffandcoordinatorsinclassandinCAREworkshops.

MeasuredBy:directassessment(norubric)andpostquestionnaire

Results:CARE peer educators developed presentation and communication skills by participating intrainingseachquarterdesignedtoenhanceandteachtheseskills.Peereducatorspresentedpracticeworkshops in front of their peers, received feedback on their skills and all achieved a level ofcompetencyasassessedbyclasscoordinatorsandtheadvisor.

Use:Resultsarebeingusedto improvepeereducationcurriculumandprogramstructureforfutureyearsandtoevaluategradesforcurrentpeereducators.


CAREpeereducatorswilldemonstrateincreasedknowledgeofthecausesandconsequencesofsexualand relationship violence andof campus and community resources asmeasured through reflectionpapersand/orexamsthroughouttheyear.

MeasuredBy:directassessment(withrubric),posttests

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Results:VIPandRTKpeereducatorscompletedcomprehensiveexamstoassessknowledgerelatedtothe causes and consequences of sexual and relationship violence and of campus and communityresources.AllstudentscompletedanexamandpassedwithagradeofBorbetter.



CAREpeereducatorswilldevelopproblem-solving,decision-making,program/eventcoordinationandteamworkskills,whichwillbemeasuredthroughself-evaluationsand/ordirectassessmentofprogramsbyCAREstaff.

MeasuredBy:Directassessmentwithandwithoutrubric

Results:Peereducatorsweredirectlyobservedandprovided feedbackonaweeklybasis relatedtotheirinvolvementinprogramplanning,workshopdevelopmentandteamworkinbothclassandontheTakeBacktheNightplanningcommittee.


CAREWorkshopsPERSONALRESPONSIBILITY

StudentswhoattendCAREworkshopswill(1)increasetheirknowledgeofcampusresourcesrelatedtosexualandrelationshipviolence,and(2)developlifeskillsrelatedtowellness,healthandsafety,whichwillbemeasuredbytheCAREWorkshopEvaluation.

MeasuredBy:Postquestionnaire

Results:Themostimportantthingsthe99participantsreportedlearningintheworkshopswere:theimportanceanddefinitionofconsent(n=20),howtosupportasurvivor(n=16),andrapecultureandthefactorsthatcontributetoitsexistence(n=14).Whenaskedwhatpositivethingstudentparticipantswoulddoasaresultofwhattheylearnedintheprogram,theirtopthreeanswerswere:beawareandspreadawareness(n=24),bemoremindfulandintentionaloflanguage(n=14),andbesupportivetosurvivorsofsexualassault(n=11).

Use: Results are being used to enhance future workshops and make changes to curriculum.Demographic information will be used to increase outreach to specific UCI communities for thefollowingacademicyear.

2017-18:

GreenDotBystanderTrainingCIVIC&COMMUNITYENGAGEMENT

By participating in the Green Dot Bystander Intervention Training, students will (1) increase theircommunicationswithpeersaboutwaystopreventsexualandrelationshipviolence,and(2)increasetheir proactivebehaviors to prevent sexual and relationship violence,whichwill bemeasuredby asurveyadministeredattheendofthetraining.




266



PeerEducatorsPROFESSIONAL&ADMINISTRATIVESKILLS

CAREpeereducatorswillimprovetheirpresentationandcommunicationskills,asmeasuredthroughthedirectassessmentofthoseskillsbyCAREstaffandcoordinatorsinclassandinCAREworkshops.





CAREpeereducatorswilldevelopproblem-solving,decision-making,program/eventcoordinationandteamworkskills,whichwillbemeasuredthroughself-evaluationsand/ordirectassessmentofprogramsbyCAREstaff.




CAREWorkshopsCIVIC&COMMUNITYENGAGEMENT

StudentswhoattendCAREworkshopswill increasetheirknowledgeofcampusresourcesrelatedtosexualandrelationshipviolencewhichwillbemeasuredbytheCAREWorkshopEvaluation.




267


SA Assessment


Sources of FundsSA/CAMPUS ASSAULT AWARENESS 683056 332,708 ‐ ‐ ‐ ‐ 332,708 SMH CARE 683178 53,703 ‐ ‐ ‐ ‐ 53,703

Total Sources of Funds 386,411 ‐ ‐ ‐ ‐ ‐ 386,411 100% 0% 0% 0% 0% 0%

Operational ExpensesSA/CAMPUS ASSAULT AWARENESS PROGRAM (SF10972) 683056Salaries & General Assistance 683056‐1/2 4.00 4 328,118 ‐ ‐ ‐ ‐ 328,118 Student Programs 683056‐3 ‐ ‐ 10,500 ‐ ‐ ‐ ‐ 10,500 Supplies 683056‐3 ‐ ‐ 647 ‐ ‐ ‐ ‐ 647 Unallocated 683056‐8 ‐ ‐ (6,557) ‐ ‐ ‐ ‐ (6,557) SA/SMH‐CARE (SF11636) 683178 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683178‐1/2 1.00 1 53,703 ‐ ‐ ‐ ‐ 53,703

Total Operational Expenses 5.00 5 386,411 ‐ ‐ ‐ ‐ ‐ 386,411


Carryforward Summary683056 33,018 0 257,721 ‐ 56,827 347,565

347,565

Campus Assault Resources & EducationFY 2017‐2018

XVI. BUDGET



As of 10/27/17

268

UCI CARE 2017-2018

Mandy Mount, Ph.D.Director

Eli Pascal, MSW Assistant Director

Eugene Hung, Th. MViolence Prevention

Coordinator (Interim)

VacantMarketing & CommSpecialist, 0.4 FTE

VacantPsychologist

VacantAdvocate0.4 FTE

Nichole Mueller, MSAdvocate

(UCOP-funded position expires 2018)

Sallie Pappas, MPHGrant Project

Manager, 0.5 FTE(OVW-funded

position)

Winnie TseAAIII

Approved By: ____________________________________ Date: ___1/3/18________Mandy Mount, PhDDirector, UCI CARE

Nancy RandallMSO

269


CAMPUSRECREATION

CAMPUSRECREATIONSERVICES

C a m p u s R e c r e a t i o nI. VISION&MISSION

VISION

ToprovideparticipatorysportsandfitnessprogramsandservicestotheuniversitycommunityinamannerthatmeetsorexceedsthestandardofexcellenceoftheUniversity.

MISSIONCampus Recreation serves as a vital and integral part of university life by offering diverse sports,recreationalandfitnessactivities,anddistinctivefacilitiesandequipmentthatarefun,vigorous,healthyandconducivetoenhancingpersonalwellness.CampusRecreationsupportstheUCmissionbyseekingtocreate a climate that motivates individuals to embrace a healthy lifestyle, which can enhance theiracademicsuccess,buildfriendshipsandsocialskills,developleadershipqualities,andcultivateasenseofcommunityandanteaterpride.

CORECOMPETENCIESSports,fitness/wellnessandrecreationmanagementforuniversitycommunitiesSportsfacilitydesignandadministrationUniversityrecreationbusinesspracticesUniversitybusinesspractices

II. WORKFORCE

MANAGEMENTTEAMGregRothberg InterimDirector,CampusRecreationJanetKonami AssociateDirector,BusinessVacant AssociateDirector,FacilityOperationsAdrienneBuckingham DirectoryofClubsSportsandSpecialEventsCourtneyBurkes DirectorofFitnessandWellness

BUSINESSSERVICESTEAM:JanetKonami AssociateDirector,BusinessStaciSnyder Coordinator,SalesandMembershipColleenJendreas Coordinator,PublicationsandPromotionsSuzannePowell Coordinator,TechnologyJillWarren Coordinator,PayrollandPersonnelLianeTakeshita Coordinator,Business(60%)JakeAkers TechnologyAssistant

STAFF


CareerHeadcount 34

StudentStaff 10CampusRecreationServicesAssistants 5GraphicAssistants

ForOrganizationChart,seeendofCampusRecreationsection.

270


CAMPUSRECREATIONCAMPUSRECREATIONSERVICES


• Program,FacilityandServicesManagementandDevelopment• Payroll/PersonnelAdministration• TechnologyandWebCommunications• Marketing,Publications&Promotions• Membership&Sales• BudgetandAccounting• PurchasingServices

IV. THOSESERVED

Universitycommunityandaffiliates• Students• Alumni• Staff• Faculty• Retiredstaffandfaculty• Spousesanddependents• AlumniAssociationmembers

V. HISTORY

1979 First Intramural Sports Director hired to oversee Recreation Programs under theDepartmentofPhysicalEducationwhichincludedAthleticsandRecreation.

1982 Program name changed to Campus Recreation to reflect broad services and

populationserved.JillSchindelehiredasDirector.

1988 DepartmentmovedunderStudentAffairsDivision.

1991 Departmentnamechangedto IntercollegiateAthleticsandCampusRecreationandmovedtoOfficeoftheChancellor.

1996 PhysicalEducationdisestablished.

2000 AnteaterRecreationCenteropenedandmostoperationsseparatedfromAthletics.

UC Recreation Directors Council established to work on systemwide recreationinitiatives.

2007 CampusRecreationmovedunderDivisionofStudentAffairs.

2011 CampusRecreationbecamepartofWellness,HealthandCounselingServices.

VI. LOCATION

271



AnteaterRecreationCenter680CaliforniaAve.ZOT:4515


FACILITIES• SeeCampusRecreationFacilitiesandSpecialEvents

TECHNOLOGY• 56Windows7,8and10workstations• 2iMacs• 12printers• 3networkedcopiers• 5physicalservers• 8VMsrunningon3hosts• D2D2tDisktodisktotapebackupsystems• 7Visixchannelplayersand9meetingmindersrunningofVisixcontentserver• SpectrumNG cloudbasedbusiness critical software formember access control feature biometric

handscanning,onlineandonsiteclassandprogramregistration,classandprogramscheduling,salesandlendingservicesandmembership

EQUIPMENT• OmniPrintdigitalgarmentprinter• Heatpress


Notapplicable


Notapplicable

X. MAJORISSUES

• Lackofstaffgrowthandincreaseinaccountabilityandnewsystems• Increaseindemandformorefeeprogramsresultsinincreaseinsupportservices

XI. MISCELLANEOUS

MajorEquipmentManaged:• Departmentalcomputerworkstations&servers• Electronicsignagesystem• Biometricaccesscontrol


• ImplementSpectrumNGmobileapplication• InstallP2PEcreditcardpaymentsdevicestoreduceriskandsimplifyPCIcompliance

272



• Changequarterlyschedulecatalogfromasinglepublicationtoindividualprogramflyersinorderto

bettertargetmarket,maintaincurrentinformationandreducecosts• Updatestudentemployeepoliciesandprocedures• Continuetofine-tunedepartmentrestructuringbyreviewingjobresponsibilitieswithinunits• Integratenewgoalsettinginlinewiththeuniversity’snewmeritevaluationprogram• Developa5-yearplanforstaffingtoaccommodateboththegrowthincampusenrollmentandnew

extensiongoals• CollaboratedwiththeChancellor’sAdvisoryCouncilonCampusClimate,Culture&Inclusionto

createtheConversationKitchen,auniqueseriesofculinaryworkshopsdesignedtoexplorethesignificantinfluencethatfoodhasindefiningandshapingculture.

• Thedepartmentenrolled671participantsaspartofthesummeryouthcampprogram,thehighesttotaltodateandanincreaseof36%overtheprioryear.

XIII. 2017-18GOALS

• ImplementACHIEVEprogram• Re-evaluatequarterlyschedulechangeandimplementchanges• CollaboratewiththeMedicalCentertoestablishandstateofartfitnesscenterattheMedical

Center.• CollaboratewiththeSchoolofMedicinetoestablishtheculinarymedicineclasstobetaughtatthe

ARC.• CollaboratewithStudentHealthtoestablisheducationalworkshopandcomplementarymedicine

offerings.

XIV. AWARDS

Notavailable


2016-17Updates:

TeamChallengeLEADERSHIPDEVELOPMENT

Participantswillreportstrongerproblem-solvingabilityintheirteam,includingheightenedawarenessintheareasofleadership,communication,collaboration,andteamunity.

MeasuredBy:Directassessment:productorobservationwithoutrubric,Other

Results:Participantslearnedaboutqualitiesofeffectiveteamsbybeinggivenopportunitiestodemonstratetheircurrentskillsincollaboration,communication,andtrustbuilding.Theywerethenledthroughreflectivelearningtoidentifyqualitiesofateamandaleaderwhowouldbebeneficialandeffectivefuturepractice.


2017-18:

StudentStaffDevelopmentLEADERSHIPDEVELOPMENT

273



AftercompletingonequarterofworkattheARCFrontDesk,studentswillacquiretheskillsandknowledgenecessarytomoveupintoBuildingSupervisor.

MeasuredBy:Posttests,postsurveys,checklists,directassessmentwithoutrubric(productorobservation)

Results:Participantslearnedaboutqualitiesofeffectiveteamsbybeinggivenopportunitiestodemonstratetheircurrentskillsincollaboration,communicationandtrustbuilding.Theythenwereledthroughreflectivelearningtoidentifyqualitiesofateamandaleaderwhowouldbebeneficialandeffectiveforfuturepractice.

Use:Providingstudentfeedback

274


CAMPUSRECREATION

ANTEATERCLUBSPORTS

I. VISION&MISSION

VISION


MISSION

ThepurposeofAnteaterClubSportsistoprovideopportunitiesforintercollegiatecompetitioninstudent-initiated traditional and non-traditional sports. An equally important purpose is the development ofleadersthroughtheofficerswhoareresponsiblefortheclubs'management.

CORECOMPETENCIESTournamentandeventadministrationFinancialandleadershipmanagementoforganizationsKnowledgeofmanagementandoperationofavarietyofamateursportsorganizationsHealthandsafetypracticesinorganizedcompetitivesports

II. WORKFORCE

MANAGEMENTTEAMAdrienneBuckingham DirectorofClubSportsandSpecialEvents

STAFFCareerFTE&CareerHeadcountincludedinCampusRecreationServicessectionLaurenSalasAthleticTrainer

StudentStaff Student: 9Employees Volunteer: 220Volunteers

Other:Non-Student Volunteer: 44Volunteers



• Facilitationof40ClubSportteamsforpractices,individualanddualcompetitionsandtournaments• StudentClubOfficertraining• VolunteerCoachorientation

IV. THOSESERVED

Undergraduateandgraduatestudents

V. HISTORY

1965 Programbegan.SharedfacilitieswithIntercollegiateAthleticsandPhysicalEducation.

1980-1999 Programmaxedoutduetofacilitylimitations

275


CAMPUSRECREATIONANTEATERCLUBSPORTS

2000 IndoorsportsexperiencedgrowthwiththeopeningoftheARC

2001 Growth in all Club Sport programswith the hiring of the first full-time Club SportDirector

2002 SignificantgrowthinoutdoorsportswiththeopeningoftheARCSportsFieldcomplex

2009

Liability insurancecoverage forallofficialClubSportactivitieswasprovidedbythe

OfficeofthePresident.

2012 EstablishmentofClubSportsCouncil

2014 Club Sport Spirit Initiative referendum passed providing an increase in financialsupportfromtheUCIundergraduatestudentbody.

2017 AthletictrainerpositionhiredasaresultofUCOPheadinjurypreventionfunding.

VI. LOCATION

AnteaterRecreationCenter680CaliforniaAve.ZOT:4515



TECHNOLOGY• SeeCampusRecreationServices

EQUIPMENT• RugbyGoals• SoccerGoals• LacrosseGoals


Notapplicable



AnteaterClubSportsOfficers’Council:ExecutiveBoardMembers

MeaganWong,AudreyTate,XyzaBalangue,RachelHo40members(1representativefromeachClubSport)

X. MAJORISSUES

• Whilethenumberofparticipantscontinuesto increase,theavailabilityofspaceremainstightandheavilyscheduled.

276



• Organization and level of competition for some clubs is becoming more sophisticated which isrequiringextraadministrativeoversight.

XI. MISCELLANEOUS

Statistics(2016-17):• 40ClubSportteams/1,729studentmembers• 3,298practices/9,597practicehours• 297contests• 63tournaments


• Hiredafull-timecertifiedathletictrainertoprovideacomprehensiveconcussionmanagementprotocolandoverseecontractathletictrainerstoprovidemedicalsupportduringhigh-riskathleticcompetitions

• RestructuredtheClubSportExecutiveCouncilboard;removedthechairpositionandimplemented4advisoryboardmemberpositions

• TheClubSportCouncilorganizedthefirstannual“DodgingHunger”communityserviceeventresultinginadonationofover300cannedgoodswutg300studentathletesparticipatinginadodgeballtournament.

• UpdatedtheClubSportbudgetrequestformtostreamlinetheprocessofallocatingreferendumfunds

• 40clubsparticipatedintheAnteaterClubSportsprogram,exceedingtheprevioushighnumber.• 10clubsparticipatedinpost-seasonplayand8clubshadtheopportunitytocompeteinnational

championships.Oneclubwasnamedanationalchampion.• Hostedtheinaugural2017HenryT.NicholasIIIUCChallengeCup,aneventthatinvitedallUC

men’s/women’screwprogramstoraceintheNewportHarbor.• CollaboratingwithStudentHealthCentertoprovidemedicaloversightofFTECertifiedAthletic

Trainer.

XIII. 2017-18GOALS

• Implementanewonlinesoftwaremanagementsystemforclubleadershipandadministration.• Providebaselineconcussiontestingforallhigh-riskclubsportathletesasapreventativemeasure.

Testscoreswillbeutilizedtoincorporateatreatmentprotocolshouldanathletebecomeconcussed.

• Developandimplementnewtraining,developmentandevaluationmodelsforclubsportstudentofficers.

XIV. AWARDS

• Women’sRugbyClubwonUCICampusRecreationCluboftheYear• Women’sWaterPoloClubpresident,LeslieFernando,wonUCICampusRecreationClubOfficerof

theYear• TennisClubmember,YoshinoTakeshimizu,wonUCICampusRecreationFemaleAthleteoftheYear• TennisClubmember,GabrielCupino,wontheUCICampusRecreationMaleAthleteoftheYear• Women’sWaterPoloCoach,AlecFollmer,wonUCICampusRecreationCoachoftheYear

277



• Women’sRugbytookfirstplaceinleaguegoingundefeatedandqualifyingfornationalswheretheyfinished4thinthenation.

• AlexaNazarianwasawardedtheCollegiateClimbingAmbassadorScholarshipandplaced4thatNationalsinFemaleCollegiateSportClimbing.

• TennisplacedsecondattheTennisonCampusNationalTournament,atournamentthatconsistedof64teamsnationwide.

• Men’sRowingVarsity4finishedatthetopofthepodiumattheWesternIntercollegiateRowingAssociationChampionships.

• Archerytookthirdoverallinboth3DNationalsandOutdoorNationalTournaments.HawkinsSellier,KatieRobinson,NathanShon&SarahEtearnedAll-AmericanArchers.Katie,Hawkins&NathanalsoreceivedAllAcademichonors.

• AlltheteamsintheFencingclubplacedintheregionalcompetition.• Women’sWaterPolofinishedsecondplaceintheSouthwestDivisionoftheCWPAandwonthe

AztecFallInvitationalTournament.• DragonBoatplacedsecondamongallCaliforniaCollegiateteams,theBDivisionfinishedfirstinboth

oftheirraces&ADivisionheldontosecondplaceinalltheirraces.• PowerliftingwonRawCollegiateNationals.FreshmanBrianNguyenbrokeaworldrecordinthe

deadlift.BrennaPattersoncollectedthreeAmericanrecordsandoneworldrecord.Shewasalsocrowned“BestOverallLifter”forallfemalecompetitors.


2016-17Updates:

Pending2017-18:

ClubSportOfficerTrainingLEADERSHIPDEVELOPMENT

AsaresultofparticipatinginClubSportOfficerTraining,studentswillbeabletodemonstratepositiveleadershipskillsthatcontributetotheorganizationaleffectivenessoftheirrespectiveclubsport.



Use:Purpose:Reportingresults

278


CAMPUSRECREATIONFITNESS&WELLNESSPROGRAM

I. VISION&MISSION

VISIONTo provide participatory sports and fitness programs and services to the university community in amannerthatmeetsorexceedsthestandardofexcellenceoftheUniversity.

MISSIONThepurposeof theFitnessandWellnessProgram is toprovide integratedprogramsandservices thatmotivateandeducatemembersoftheUniversitycommunitytoimprovetheirbodiesandmindsthroughthe pursuit of an active, healthy lifestyles and thatwill enhance student academic success and instillpositivelifetimehabits.

CORECOMPETENCIESAppliedexercisephysiologyPersonalfitnessandgrouptrainingandeducationNutritionandwellnesseducationMassagetherapyCardioandweighttrainingequipmentspecialists

II. WORKFORCE

MANAGEMENTTEAM

CourtneyBurkes Director,Fitness&Wellness

JohnHalsey AssociateProgramDirector,Fitness&Wellness

KaliSudbrook WorkStrongProgramDirector

LaurenHickerson MedicalCenterWorkStrongOperationsManager

STAFFCareerFTE&CareerHeadcountincludedinCampusRecreationServicessection

Contract 1

StudentStaff 8 FitWellServiceDeskstaff 50 WeightRoomstaff 10 ARCBarAssistants

Other:Non-Student 10 ARCBarAssistants 20 PersonalTrainers–hourlynon-studentposition 45 GroupExerciseInstructors–hourlynon-studentpositions 3 MassageTherapists–hourlynon-studentpositions 19 WorkStrongPersonalTrainers 2 WorkStrongMassageTherapists 4 WorkStrongDietitians


279




• WeightEquipmentOrientationandTraining• PersonalTraining• GroupExercise• FitnessTesting• MassageTherapy• NutritionalInstruction• ARCJuiceBar• FacultyandStaffWellness• OutreachEducationalActivities

IV. THOSESERVED

• Undergraduateandgraduatestudents• Faculty,staffandretirees• AlumniandAffiliates

V. HISTORY

1970s OpenHoursestablishedforgeneralstudentsinCrawfordHall

1980s Firstgroupexerciseclasses

1985 EstablishmentofPULSE(ProgramfortheUnderstandingofLifestyleEnhancement)

2000 OpeningoftheARCand12,000squarefeetofwellnessspaceHiringoffirstfull-timeRecreationFitnessDirector

2002 OpeningoftheARCBar

2006 FirstWalkingProgramestablished

2007 EstablishmentofBeSmartaboutSafetyFundstosupportFaculty/StaffWellness

EstablishmentofFitSquad

2008 OpeningofDemonstrationKitchen,FitWellServices,Massage,BabysittingandTestingFacilities

2011 Eliminatedbabysittingservice

2012 WorkstrongProgramestablishedoncampus&atUCIMC

2014 PartnershipwiththeUCIExerciseMedicine&SportSciencesInitiative

VI. LOCATION

AnteaterRecreationCenterZOT:4515

280






EQUIPMENT• 242piecesoffitnessequipment

o 121cardiopieceso 62Selectorizedmachineso 64strengthtrainingpieces

• 2FitSquadvehicles• 7assessmentandrehabilitationpiecesincludingBodPod• 2massagetables• 2portablemassagechairs• 1largelow-profilestretchingtable• 1medicalexamtable• 25Schwinnspinbikes• 21indoorrowingergometers• 50stepplatformswithrisers• 30barbellswithplateweights• 18televisions• WorkStrongEquipment:TechnoGymrecumbentbike,Curvetreadmill,dualpulleycable,dumbbells

5lbs.-50lbs.,barbells20lbs.-70lbs.,adjustabletable,oilwarmer,2bolsters,1masseusechair




CampusWellnessPartnership

X. MAJORISSUES

• Lackofspaceduringpeakhours• Lack of funding for free or low-cost fitness and Campus Recreation Fitness&Wellness Programs

gearedtowardstudents.Currentlyallprogramcostsarepassedontothestudents.

XI. MISCELLANEOUS

Statistics(2016-17):• 81groupexerciseclasses–6,105participants/3,726classhours• Faculty/staffIncentive-basedwellnessprograms–2,910participants• Personaltraining–2,011one-on-onesessionsand295buddysessions

281



• Fitnesstesting–435testsperformed• Massagetherapy–287hoursofmassagesessions• FitSquad–30weekswith7classeseachweek(atUCIMCandcampus)andwithperclass

attendanceof9-12participants• WorkStrong–Numberofparticipantswhobegantheprogram:46maincampus,68UCIMC• WorkStrong–Numberofparticipantswhocompletedtheprogram:44maincampus,43

UCIMC


• Provided10StressResilienceTrainingsessions• Implemented33Functional45exerciseclassesperweek• ExpandedBodPodtestingtoincludemen’sandwomen’svolleyballteamsatUCI• ImplementationoftheWellnessonTrackprogramthroughfundingfromLCFF• Selectedtoco-leadthephysicalactivitysubgroupfortheHealthyCampusInitiative• IncreasedWorkStrongparticipationby20%• ExpandedtheFitSquadprogramandservicesbyincreasingofferingsto4classeseachweekatmain

campus• MatchedUCIWorkStrongbestpracticestoUCOPWorkStrongCenterofExcellence• ProvidedleadershipandmentorshipopportunitiestoallWorkStrongstaff• Initiatedepartmentoutreachforinjurypreventionwithfivenewdepartments• Designedandimplementedacost-sharingprogramwithHRattheUCIMC

XIII. 2017-18GOALS

• HostthreeSchwinnCertificationsforstaffcontinuingeducation• ImplementabasicGroupExerciseTeacherTrainingprogram• ImplementKnowYourAGEtraining–Alert,Gregarious&Efficient–tostudentstaff• DesignandimplementatrainingprogramforUCIEsportsathletes• ImplementafeestructureforF45classes• IncreasecollaborationswithotherUCIdepartmentstobringwellnessprogramstothecampus

community• BeginprovidingservicesforapartnershipwiththeCountyofOrangeWorkersCompensation• CreateafunctionaltemporaryWorkStrongspaceatUCIMC• Conductaresearchstudyorcollaborateonaresearchstudywithothercampusdepartments• ImplementatargetedfitnessprogramfortacticalofficersoncampusincollaborationwithUCI

Wellness

XIV. AWARDS

Notavailable


2016-17Updates:

Pending

282



2017-18:

ClubSportOfficerTrainingLEADERSHIPDEVELOPMENT

AsaresultofparticipatinginClubSportOfficerTraining,studentswillbeabletodemonstratepositiveleadershipskillsthatcontributetotheorganizationaleffectivenessoftheirrespectiveclubsport.



Use:Purpose:Reportingresults

PersonalTrainingSessions


After completing10personal training sessions, personal training clientswill show improvements inmuscularstrengthandenduranceasmeasuredbyapre-andpost-testfitnessassessment.



Use:Programimprovement;providingparticipantfeedback;reportingresults

PhysicalActivityAppreciation


CampusRecreationInstructionalClasses(MartialArts,Dance,Sports/Rec)willincreasetheappreciationofphysicalactivityinparticipants.

MeasuredBy:Preandpostsurveys;one-on-oneinterviews;focusgroups


Use: Using in planning and/or budgeting; refining program/program changes; refining assessmenttools/SLOs;reportingresults

283


CAMPUSRECREATION

INTRAMURALSPORTS

I. VISION&MISSION

VISION

ToprovideparticipatorysportsandfitnessprogramsandservicestotheUCIcommunityinamannerthatmeetsorexceedstheuniversity’sstandardofexcellence.

MISSION

IntramuralSportsarestructuredleaguesandtournamentsthataredesignedfortheeverydayathleteatall skill levels. Intramural Sports are designed to foster leadership and sportsmanship in an inclusiveenvironmentofteamwork,positivityandfun.Throughphysicalactivityinateam-orientedenvironment,studentsdevelopfriendshipsandimportantconnectionsduringtheircollegeexperience.Allactivitiesaredivided intodifferentdivisionsof skill and competitiveness. Intramural Sports alsoprovideswork andlearningopportunitiestoundergraduatesinordertostrengthentheirprofessionalcareerprospectsaftergraduation.

CORECOMPETENCIESSportsofficiatingtrainingLeagueandtournamentdesignandmanagementGroupmediationandconflictresolutionProblem-solvinginafast-pacedenvironmentSportsadministrationinawidevarietyofsports

II. WORKFORCE

MANAGEMENTTEAMAndrewChristopher Director,IntramuralSports


StudentStaff 12IntramuralSupervisors 75IntramuralOfficials



• Competitiveandrecreationalleagueplay• Championshipandeliminationtournaments• Individualmeetevents• Specialeventtournaments• Officialtraining,developmentandevaluation

IV. THOSESERVED

• Undergraduateandgraduatestudents• Facultyandstaff• Undergraduateandgraduateacademicdepartments

284


CAMPUSRECREATIONINTRAMURALSPORTS

• Clubsandorganizations• Greekorganizations• Housingcommunities• Internationalstudentorganizations

V. HISTORY

1965 StartedwithWomen’sIntramuralandMen’sIntramuralPrograms

1970s Programgrowthwithincreaseinnumberoffraternitiesandsororities

1990s Programextendedto3amandexpandedintoBrenEventsCenter

2000 ProgrammovedtoAnteaterRecreationCenter

2005 SundayHousingLeaguesestablished

2008 Programhascappedwithfacilityshortageandwaitinglistsformostleagues

2013 ChangeinIMDirector

2014 Implementationofleagueandstaffschedulingsoftware

2016 Implementationofindividualfee-basedpaymentstructure

VI. LOCATION



FACILITIES

• SeeCampusRecreationFacilities&SpecialEvents


EQUIPMENT3officecomputers8portablescoreboards4handheldscoreboardcontrolsystems6setsofsoftballbasesandbats3setsofflagfootballequipment50dodgeballs8volleyballs1trackmeetequipment5teamhandballs5indoorsoccerballs1setoftrackmeetequipment4firstaidkits

285



2walkie-talkies




• IntrafraternitySportsRepresentativeCommittee• PanhellenicSportsRepresentativesCommittee• IntramuralEjectionandDisciplinaryAdvisoryBoard

X. MAJORISSUES

• Lackofaccesstoenoughfacilityspaceforincreasingdemandandaddedsports• Subsidizedprogramming(feedoesn’tcoveroperationalcosts)• Lackoffemaleparticipationinnon-Panhellenicleagues• Lackofrespectdemonstratedtowardstudentofficials• Cancellingofsmallertournamentsduetolackofinterest/participation

XI. MISCELLANEOUS

Statistics(2016-17):• 131LeagueSports|915Teams|7,358Participants|1,587ProgrammedHours|

17WaitlistedTeams• 22IndividualTournaments|841Participants|132ProgrammedHours• 2SpecialEvents(LateNight+DSVB)|573Individuals|62ProgrammedHours


• Reduceda$40,000staffing/programmingdeficitfrom2014to$2,000in2017• CreatedandimplementedaHeadSupervisorposition• ImplementedIMLeagues,aparticipantregistrationsystem,withover4,250registeredaccounts• SenttwoIMBasketballteamstotheRegionalBasketballTournamentheldatUCLAinMarch• Implementedanindividualfeestructureforparticipation,withan$18,000revenueincrease

comparedtothepreviousteamfeestructure• Achieveda42%staffretentionratefornon-graduatingstudents,upfrom24%in2014

XIII. 2017-2018GOALS

• Presentatopicattheregionalconference;developatopictopresentatanationalconference• Implementmoresessionsandclassroomtrainingmaterialfocusedonapplicablelifeskills:customer

service,conflictresolution,problemsolving/criticalthinking,resume/interviewbasics,etc.• Improveofficials’traininganddeveloptechniquesbyrecordingandevaluatingrefereevideofrom

IMSportsgames• WorkwithClubSportstodeterminethescopeandpossibilityofmovingtowardsaCompetitive

Sportsmodel,and/orcross-trainstudentemployees• QuantifyandcorrelatedatacollectedfromourParticipantSatisfactionSurveytounderstandand

bettermeettheneedsofthepopulation• RepresentUCIandNIRSARegionVIattheNationalFlagFootballTournament

286



XIV. AWARDS

Notavailable

XVI. LEARNINGOUTCOMES

2016-17Updates:

Pending2017-18:

RefereeTrainingProgram PROFESSIONAL&ADMINISTRATIVESKILLSThroughfilmingofIntramuralSportsgames,refereeswillbeprovidedwithindividualperformancecritiquestotakeawaythreewaystoimprovegamemanagement,including,butnotlimitedto:problemdiagnosis,problemdiffusion,de-escalationofconflictand/ormediationskills.

MeasuredBy:Directassessment(productorobservation)withoutrubric;preandpostsurveys;one-on-oneinterviews


Use:Refiningprogram/programchanges,Providingparticipantfeedback,Reportingresults

287


CAMPUSRECREATION

OUTDOORRECREATION&BOATING

I. VISION&MISSION

VISION


MISSION

ThepurposeofOutdoorRecreationistoenrichtheuniversityexperiencebyconnectingwiththenaturalworld.This isaccomplishedbyengaginginorganizedclasses,eventsandexcursionsthatchallengethebody, develop themind and instill an appreciation for stewardship of the coastal neighborhood andgreateroutdoors.

CORECOMPETENCIESBoatingprogramandfacilityadministration(safety,knowledge,andtechnique)WildernessOutdoorLeadershipWildernessFirstAidRockclimbingprogramandfacilityadministration(safety,knowledgeandtechnique)

II. WORKFORCE

MANAGEMENTTEAMMandyMcDonnell BoatingDirectorDougTully OutdoorAdventuresDirectorJohnKlimkiewicz BoatingFacilityandEquipmentManager


Contract 2Appointments

StudentStaff 2FacilityandEquipmentAssistants

Other:Non-Student 2InstructionalAssistant 24RecreationProgramInstructors 34VolunteerAssistants



• Sailinginstruction• SailingAssociation• Kayakinstruction• Standuppaddleinstruction• Outdoorskillinstruction• Rockclimbinginstruction• Outdoortrips

288


CAMPUSRECREATIONOUTDOORRECREATION&BOATING

• Outreachclassesandactivities• Customclassesandprivatelessons• NewStudentOutdoorOrientationprograms• Youth/AfterSchoolPrograms&campus• SailingAssociationcertificationcourses

IV. THOSESERVED

• Undergraduateandgraduatestudents• Faculty• Staff• Alumni• On-campushousinggroups• Campusdepartments• Localuniversities• Irvinecommunity• CityofNewportBeachyouth&adult• SummerSessionHighSchoolOrientationprogram

V. HISTORY

1965 StartedwithanInstructionalprogram,competitivevarsityteamandsailingclub

1999 HiredfulltimecontractRockWallandTripsCoordinator

2000 On-campusindoorrockclimbingwiththeopeningoftheARC

2003 Reclassifiedfull-timeRockWallandTripsCoordinatortocareerappointment

2010

ContractedwithcityofNewportBeachtooperateSummerYouthandAdultSailingprogramsCrew program dropped as intercollegiate sport. Campus Recreation took overmanagementofShellmakerIslandfacility.

2013 OrangeCoastCollegenotifiesUCIthatitwillnotrenewleaseasofJuly13,2015

2014 BeginworkwithCityofNewportBeachpartnersonagreementandfacilityplans

2015 Cooperative Agreement signed between City of Newport Beach Recreation & UCI

Recreation(August)MovefromOCCFacilitytoMarinaParkandprogramtransitionperiodMarinaParkGrandOpeningcelebrationsandstartofprogramming(December)

VI. LOCATION

289





FACILITIES• ShellmakerIsland,NewportBeachBackBay• ARCClimbingWall• MarinaPark,NewportBeach


EQUIPMENT1Truckwithhitch4boathaulingtrailers8safetylaunches24ergometers3Lido14s8FlyingJuniors6J/22Keelboats213'ZodiacRIBpowerboats28-personcrewshells44-personcrewshells16setsofcrewoars100lifevests10standuppaddleboards231-and2-personoceankayaks3climbingropes8climbinghelmets16sleepingbags20sleepingpads4tents6backpackingstovesandovens20climbingharnesses16backpacks38pairsofclimbingshoes




Notapplicable

290



X. MAJORISSUES

• Lackofdepartmenttransportationsuchasavantotransporttheoutdoorprogramparticipants.

• UCIcrewbasenotbeingastandardstopfortheASUCINewportShuttleinordertoallowparticipantsanalternativewaytoparticipateintheseoff-campusprograms.

XI. MISCELLANEOUS

Statistics(2016-17):• 20Kayakingevents–342participants|50classhours• 4MarinaParkkayakingclasses–7participants|7hours• 40AdultSailingclasses–265participants|359classhours(includesprogramshutdowntime)• 8YouthAfterSchoolSailingclasses–120participants|86hours• 18YouthSailingCamps–193participants,270hours• 8SummerFamilyFunNights–156participants,16hours• 7Parent&Meclasses–82participants,24hours• 30SailingAssociationmembers(launchedprogramwithnewformatinJuneof2016)• 23climbingclasses–141participants|130classhours• 948openclimbtimehours|1693individualclimbs• 16outdoortrips–148participants/194programmedhours• 3outdooradventureSCUBAcourses–9participants/90programmedhours• 2specialclimbingwallevents–14participants|4hours• 15standuppaddleboardclasses–87participants|21.5hours


• SuccessfullytookovertheSUPprogramatShellmakerIsland• ImprovedtheStudentTripLeaderTrainingProgramandsuccessfullyrecruitedseveralnewleaders

intoit• ExpandedandimprovedcertainprogramsforOutdoorAdventuresthathaveshowntobeprofitable

withoutsignificantlyincreasingexpenses• SuccessfullyaddedthebackpackingworkshopseriestotheOutdoorAdventureprogramofferings• InitiatedstanduppaddleboardandkayakrentalprogramatMarinaPark• Revisedsailingboatusageprocedurestosimplifyandincreaseaccess

XIII. 2017-18GOALS

• ReorganizeandimproveOutdoorAdventureQuarterlyreportstobemoreclearandbetterrelayproductivitymetricsofthequartertosupervisors

• AddaerialsilkstorockwallclassoptionstoutilizetherockwallmoreandaddadditionalrevenuetothisareabyMay2018

• FostercommunitybuildinginUCI’soutdoorcommunitiesandprogramswiththegoalofreaching,connectingandengagingmorepeopleforagreateroutdoormovement

• Improverevenuesideoftheoutdooradventurebudgetwithoutsignificantlyincreasingtheexpensesideofthebudget

291



• Continuetoimprove,refineandcollectfeedbacktolearningoutcomesforUCI’sOutdoorAdventureprogramming

• Continuetodevelopandevolvesailboatratingandcheckoutprocedures• InitiateanddeveloppartnershipwithGirlScoutfacility

XIV. AWARDS

Notavailable


2016-17Updates:Pending2017-18:

MentalfocuswithregularrockclimbingLEADERSHIPDEVELOPMENT

Studentswillreportthatasaresultofregularparticipationwithrockclimbingthattheyhaveanoverallbettermentalfocusthanwhentheyarenotabletoparticipateregularlyinrockclimbing.




Problemsolvingskillswithregularrockclimbing

LEADERSHIPDEVELOPMENTStudentswillreportthattheyhavebetteroverallproblem-solvingskillswithregularrockclimbingopposedtowhentheyarenotabletoparticipateregularlyinrockclimbing.




Happinesswithoutdoorparticipation CIVIC&COMMUNITYENGAGEMENT Studentswillreportthattheyhaveabetteroveralllevelofhappinessduetoengagementandparticipationintheoutdoorsthanwhentheyarenotabletodosomethingthatallowsthemtoparticipateintheoutdoors.




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CAMPUSRECREATION

ACTIVITYCLASSES

I. VISION&MISSION

VISION


MISSION

The purpose of Recreation Activity Classes is to learn or refine skills in order to attain proficiency orcertification inavarietyofphysicaland recreationalactivities.This isaccomplished throughprovidingexcellentinstructioninapositive,socialenvironment.CORECOMPETENCIES• Safety,techniqueandknowledgeinavarietyofsports,aquatics,martialartsanddanceactivities• CPR,FirstAidandLifeguardTraining• Knowledgeandtechniqueinculinaryartsinstruction• YouthCampmanagement

II. WORKFORCE

MANAGEMENTTEAMKimberlyAnderson ProgramDirector,ClassesandYouthJessicaVanRoo ProgramDirector,CulinaryRecreationTracLam ProgramDirector,AquaticsandSafety


StudentStaff 28hourlyRPI(RecreationProgramInstructorappointments)

Other:Non-Student RPI: 116hourlyRPI Volunteer: 42Volunteers



• Sportsinstruction• Danceinstruction• Culinaryinstruction• Martialartsinstruction• Firstaid/CPRinstruction• Aquaticinstruction• Youthinstruction&camps• Customclassesandprivatelessons

293


CAMPUSRECREATIONACTIVITYCLASSES

IV. THOSESERVED

• Undergraduateandgraduatestudents• Internationalstudents• Facultyandstaff• Alumni• Greekorganizations• On-campushousinggroups• Campusdepartmentalgroups• Childrenofstudentsandemployees• Irvinecommunity• OrangeCountyGirlScouts• JapaneseBusinessAssociation• GrantThornton• MerageSchoolofBusinessKAISTprogram• ISEPCivic&CommunityEngagement• OrangeCountyBureauofJewishEducation• RightSourcingUSA• AllianzAssentmanagement• JamboreeHousingCorporation• BankofCalifornia• ASUCI• ClaireTrevorSchooloftheArts• UCICER• CampTechTrek• CenterforStudentWellnessandHealthPromotion• AtidHassad• CernerGroup• GSRC:GlobalSustainabilityResourceCenter• HCP,Inc.• UDR:UnitedDominionRealtyTrust,Inc.• BEHR• BigBrothersBigSistersofOrangeCounty• Campusclimate• SOARFoodPantry• StudentsinSustainabilityLeadership(SISL)• ElCaminoCollegeComptonCenter• CHOC• Illuminations• MolinaHealthcare• St.GallenUniversity

294



V. HISTORY

Early1970’s FeeClassesstartedwithlimitedofferings

1980’s Expansiontofaculty/staffwithemphasisonfitnessandhealth

1995 Programexpandedtoover500classesannuallyduetodiscontinuationofthePhysicalEducationprogram

1996 First full-time instructionalProgramDirectorhiredandofferingsquicklymaxedout

duetofacilitylimitationsinCrawfordHall

2000 IndoorclassesexpandedwiththeopeningoftheARC

2002 OutdoorclassesexpandedwiththeopeningoftheARCSportsFieldcomplex

2003 Weekendprogrammingwasincorporatedintotheclassscheduletosupplementfullweekdayschedule

2008 ARC expansion providedmore opportunities to new class offerings such as SafetyTrainingandCooking

2009 Implementedonlineclassregistration

2011 Offeredfull-daySummerCampProgramsforYouth

2016 StartedConversationKitchenandIlluminations’CookingwiththeProfessor

VI. LOCATION





EQUIPMENT• 2Commercialrefrigerator/freezers• Commercialstove• Commercialdishwasher• 2commercialovens• 3commercialportableburners• 10commercialportableburners• 10misc.commercialgradekitchenappliances• Over400kitchenandservingpieces

295



• 2,000ft.ofSwainmartialArtsmats• 50martialartspads• 6portableheavybags• Competitionfencingsystem• 25setsofadultfencingequipment(foils,masks,jackets)• 25setsofyoutharcheryequipment(bows,arrow,quivers,armguards)• 20setsofyouthfencingequipment(foils,masks,jackets,gloves)• 22youthfloorhockeysticks• 18badmintonracketsforyouthcamp• 36golfclubs• 18portablegolfmats• Tenniscart• 10tennisracquets• 18adultCPRmanikins• 8youthCPRmanikins• 12infantCPRmanikins• 12AEDdemonstrationunits




Notapplicable

X. MAJORISSUES

• Lackofspaceduringprimetimeslimitsprogramexpansionopportunities• Lackofsuitableshort-termparkinghindersyouthdropoff

XI. MISCELLANEOUS

Statistics(2015-16):• 56martialartsclasses|894participants|1455classhours• 31recreationaldanceclasses|469participants|297classhours• 60safetyclasses|774participants|332hours• 49sportsandaquaticsclasses|355participants|441hours• 92culinaryrelatedevents|1800participants|430hours|3250eventparticipants• 38youthclasses|161participants|208hours• 43youthcamps|671Participants|129Hours• 19customclassevents|293eventparticipants|28hours


• Successfullyadded3additionalweekstoSummerCampprogram,bringingthetotalto8weeks• Added2newSummerCampprograms:AthletePerformanceandYoga&Swimcamps

296



• Introduced‘Intermediate’campsforLacrosseandBadminton• ExtendedSummerSwimprogramwith4thsession• Hiredandtrained4newSummerCampHeadInstructorsand12AssistantInstructors• ContinuedYouthCampCounciladdingrepresentativesfromNursingScience,Esports,Centerfor

Neurobiology,andadditionalrepresentativefromCFEP.• Heldin-personPraesidiumtrainingforYouthCampStaff• SuccessfullymovedtoonlineevaluationformsforInstructionalClasses• Successfullytrainedover105faculty/staffinCPR/AED&firstaid• Successfullytrainedover500CPR/AEDUCImembers• Trainedandcertifiedover150HousingResidentAdvisorsandHousingAssistantsinCPR&firstaid• ProvidedCPR/FirstAidcertificationtoover100MasterofArtsinTeachingcandidatesintheSchool

ofEducation• IncollaborationswithHumanResources,successfullyconducted3CPRparentworkshops• Completedsafetyswimtestfor20OrangeCountyGirlScouts• 1400individualsparticipatedinoneof50hands-oncookingclasses• JoinedtheFoodAccess&SecurityWorkgrouptohelpdevelopUCPresidentNapolitano’svisionon

theUCIcampus• Presentedatthe2ndannualCHEFsummits(CaliforniaHigherEducationFoodSummit)about

teachingkitchens• Developednewkidscookingcamplessonplanthatcoversmoretechniquesanddiscussionabout

thescienceofcookingtohelpdiminishthecostofsupplies• WorkedwiththeBlumCenterondevelopingsustainablecookingtopicsclassesthatwereledby

guestchefRogerFeely• HelpeddevelopandcookmenufortheGlobalCompassionSummit• CreatednewpartnershipswithcorporationsincludingBEHR,BauschandLomb,UDR,BANCof

California,LincolnMotorCompany,AtomiFinancial• Createdpartnershipswithnewcommunitygroups:BigBrothersBigSistersofOrangeCounty,

WoundedWarriors,ElCaminoCollege,SageHillSchool,JewishWomen’sGroup,TechTrek,SimonFamilyFoundation,JapaneseBusinessAssociation

• StartedConversationKitcheninwinter2017• StartedIlluminationsCookingwiththeProfessorinfall2016• StartedcookingclassesinCampusVillagecommunitykitchen• Joinedthefoodpantryinitiative,andwillbespendingtimeweeklyatthepantrygivingcooking

advice• JoinedtheHealthyCampusInitiative

XIII. 2017-18GOALS

• IdentifyadditionalSummerCampprogramofferings• CoordinatewithmembersofYouthCampCounciltooffercollaborativecamps• Workwithinstructorsonwaystoexpandnumberofparticipantspercamp• GaugeinterestinadditionaltrainingprogramswithPraesidium• ReviewPraesidiumnotesonsitevisitandreworkprogramtoapplyforaccreditation

297



• Researchofferingclinicsandshortenedinstructionalclasses• ConnectwithStudentHousingdepartmentsonwaystopromoteinstructionalc• lasses• ConnectwithICHAforclasscollaborationswithCommunityCenter• ResearchwaystopromoteInstructionalClasseswithStudentCenterandEventServices• HireadditionalCPRInstructors• ExpandonCPR/AEDtrainingforUCIFaculty,Staff&Students• RestructureSafetytrainingprogramforcampusemployeeswithlimitedBSASfunding• AddadditionalLifeguardcertificationcourse• Researchother“foundations”highschool-basedgroupstodevelopcookingclassesasanearly

intervention• Hireaninstructortorunpermanentlykidscookingclasses,hireinstructorsbasedontheirspecific

techniques/styleofcookingandadvertisethemtothepublic/students• Findmorepartnershipsoncampustodevelopmoreprograms.• ContinueendeavorsonhelpingwithafoodminoronUCIcampus.• Createamoresolidconsistentmarketingcampaignforcorporategroups.• Buildingand“selling”morelecturebasedfoodevents• Applytobeapartofthe“TeachingKitchen”• CreateapartnershipwithSchoolofMedicineandspecificallyCulinaryMedicine• Hireculinaryassistantstohelpassistaswellaspotentiallyteachanddevelopnewprograms• Remodelkitchen

XIV. AWARDS

Notavailable


LearningOutcomesareincludedintheCampusRecreationServicessection.

298


CAMPUSRECREATION

SPORTSFACILITIES&SPECIALEVENTS

I. VISION&MISSION

VISION


MISSION

ThepurposeofSportsFacilitiesandSpecialEventsistoprovidequalityspaces,servicesandeventsthatshowcasethefacility,complementtheacademicscheduleandmeetthediverserecreationalneedsofthecampus.

CORECOMPETENCIESManagementofspecialeventsandsportstournamentsSportsturfmanagementandmaintenanceAquaticsfacilitiesmanagementandmaintenanceSportsfacilitymanagementandmaintenanceAccessusecontroloperationandmaintenanceConflictresolutionandcustomerserviceSportsequipmentmanagementandmaintenanceStudentPersonnelManagement

II. WORKFORCE

MANAGEMENTTEAMGregRothberg DirectorTracLam CoordinatorMicahRamsay FieldTurfSpecialistQuintinPosey GroundskeeperGeoffRepass MaintenanceMechanicPaulMarino MaintenanceMechanicRobertVega BuildingMechanicJohnathanOlvera SpecialEventManagerJackieAlcazar OperationsManagerMelanieDriesenDominicHaws

OperationsManager

JakeSoto CustodialSupervisorMaricruzMartinez CustodianAlexisGonzalez CustodianGerardoYanez CustodianEnriqueAlducin CustodianLorenaBermudez-Herrera CustodianIselaReyes CustodianMagdelenaBarbosa Custodian

299


CAMPUSRECREATIONSPORTSFACILITIES&SPECIALEVENTS


Contract 3Appointment

StudentStaff OperationsManager: 5Employees Facility: 45Employees Lifeguard: 25Employees FieldAsst.: 5Employees



• Facilityoperationsandservices• LateNightwithCampusRecreation• Dropin/informalrecreation• Facilityrental• GearUpequipmentrental

IV. THOSESERVED

• Undergraduateandgraduatestudents• Facultyandstaff

• Alumniandaffiliatemembers

V. HISTORY

1996 StudentFeeFacilityReferendumpassed

2000 January–Opened

2002 OutdoorSportsFieldComplexopened

2008 WellnessExpansionopened

VI. LOCATION



FACILITIESAnteaterRecreationCenter–116,000sq.ft.sportsfacilityincluding• 1-Threecourtgymwithjoggingtrack• 1-OnecourtMACgym• 2-10,000sq.ft.weightrooms• 5–1,600to2,650sq.ft.activityrooms

300



• 3-Racquetballcourts• 1-3,000squarefootrockclimbingwall• 1-CulinaryClassroom• 1-FitnessTestingroom• 3-MassageRooms• 2-Lockerrooms–748lockers• 2-Conferencerooms• 1-Equipmentcheckoutroom• 1-Juicebar• 2-Administrativesupportoffices• 1–25-yardswimmingpool

AnteaterRecreationOutdoorSportsComplex–21acrecourtandfieldfacility• 4/5-Lightedsoftball/soccerfields• 6-Tenniscourts• 2-Outdoorbasketballcourts• 1-Hockeyrink• 1–OdysseyChallengecourt

TECHNOLOGYSeeCampusRecreationServices

EQUIPMENT3motorizedcartsGeniePersonnelLift200chairsand100tablesScoreboardsBadmintonandvolleyballstandardsPoolcoversandlanelinesAutomatedpoolvacuumJohnDeertractor7unitTororeelmower3unitTororeelmower48”TororotarymowerE2050ToroWorkmanHDXToroWorkmanToroMH-400topdresserToroMultipro1200sprayerToro96"aeratorAerwayfieldslicerLely2050fertilizerspreader

301



5AEDs18Televisions15Securitycameras1Gammaracquetstringingmachine2Poollifts2Guardstands1PoolCoversystem1SetLaneLines



IX. ADVISORYCOMMITTEE(ifapplicable)

• AnteaterCenterBoard

X. MAJORISSUES

• Misuseofstudentidentificationtogainbuildingaccess• Equipmentcheckoutmoduletechnicalchallenges• Droughtandmanagementofwaterresources• Increasesofminimumwagetoexpenses• Increasesinstafftrainingcostwithstudentandcasualstaff

XI. MISCELLANEOUS

• Statistics(2016-17):o AnteaterRecreationCenterusers–760,666

• Membershipso 1135Faculty/Staff/Familyo 395StudentFamilyo 388Alumni/Familyo 77Affiliateso 371Extensiono 2392continuingstudent/recentalumnio 1272otherUCstudentreciprocity

• LateNightwithCampusRecEvent–4,679


• Hosted49studentorganizationone-dayeventsand13recurringdancepractices• Hosted41departmentspecialeventsduringtheyear• CreatedaFacilityRental&SpecialEventguidebook• Updatedfacilityrentalpricingforstudentorganizations,departmentsandcommunitygroups• InitiatedmultiyearfieldturfreplacementprojectbeginningwithClubField

302



XIII. 2017-18GOALS

• Createcustompackagesforspecialeventclientstoimproveoverallcustomerexperiencewhenbookingmultipleservices/facilities

• ManagetheSpecialEventbudgetsothatitmeetsorexceedstheamountofrevenueearnedin2016-17fiscalyear

• Developonboardingande-trainingplatformfornewstudentemployees• Revisestudentstafforientationformatandyear-roundtrainingstructure

XIV. AWARDS


LearningOutcomesareincludedintheCampusRecreationServicessection.

303


CAMPUSRECREATION

TEAMCHALLENGEPROGRAM

I. VISION&MISSION

VISION


MISSION

ThepurposeoftheTeamChallengeProgramistoprovideuniqueexperiencesforgroupandorganizationalgrowth through activities that focus on teamwork and leadership in a dynamic and challengingenvironment.

CORECOMPETENCIESManagementandoperationofHighRopesfacilityandTeamBuildingDepartmentCurriculumdevelopmentRiskmanagementExperientialeducation,leadershipandteamdynamicsSmallandlargegroupactivityfacilitationSales(corporateandcommunity)StudentleadershipdevelopmentOrganizationaldevelopment

II. WORKFORCE

MANAGEMENTTEAMJasonRyba TeamChallengeDirectorJessicaVanRoo CulinaryRecreationDirector


Other 10Non-StudentFacilitators20StudentFacilitators



• TeamUp!ChallengeProgram• Off-siteChallengePrograms• Leadershipdevelopment• CulinaryChallenge• Wildernessorientation• TeambuildingkayakandStandupPaddleprograms

IV. THOSESERVED

• Undergraduateandgraduatestudents• Professionalstaff

304


CAMPUSRECREATIONTEAMCHALLENGEPROGRAM

• Undergraduateandgraduateacademicdepartments• Clubsandorganizations• Housinggroups• Corporateandcommunityprograms

V. HISTORY

2002 Purchased a portable low ropes box and started offering a fledgling program tocampushousingunitsandstudentorganizations

2003 Hiredafull-timeexperttoexpandTeamChallenge

2007 BuiltTeamUpOdysseyCourseandbeganofferingHighRopeschallengeprograms

2013 Reachedroughly5000participantsinoneyearofprogramming

VI. LOCATION



FACILITIES• ARCOdysseyHighRopesCourse

TECHNOLOGY• Notavailable

EQUIPMENT• ProjectAdventureFacilitationBox• 60climbinghelmets• 60tethers• 60Yatesharnesses• 3Caravanpop-uptents




Notapplicable

X. MAJORISSUES

• Expanding theunderstandingof thevalueanddiversityof challengeprograms to thecampusandexternalcommunity

• Affordingparkingsolutionsforbothhourlyemployeesandparticipants

XI. MISCELLANEOUS

305



Statistics(2016-17):• Studentgroups36• Universitydepartments7• Communitygroups66• Corporategroups31• Totalparticipants4,170


• Increasedclientratesatstartof2017inresponsetominimumwageincreaseschedule• Implementednewstaffschedulingsystem(WhenIWork)forprogramefficiency• AttendedtheBasicMediationTrainingthroughtheUCIMediationProgram• Co-presentedaworkshopat2016AssociationofExperientialEducation(AEE)conference• Collaboratedwithstudentinternontheplanningandexecutionofaspecialevent,ourLCFFprograms• EvaluatedandacceptedtotheGirlScoutsofOrangeCounty(GSOC)ApprovedVendorlist• Builtnewstructureforlowropes,approvedbyUCIEH&S

XIII. 2017-18GOALS

• Improve program documents for clients (Client Needs Assessment, Program Prep info, ClientEvaluationform,DirectionsMap,etc.)

• Increaseoutreachandmarketingtospecificparties(Scouts,ASBgroups,sportsteams,UCIAlumni)• Implementmoreresourcesatthecourse(lowropesstructures,shadesail)• WorkwithUCIHRonofferingDiSCassessmentworkshopstoUCIgroups• DirectortopersonallyattendmoreUCIHRtrainingandevents• Preparetohirepart-timestudentstaffforofficeoperationsinspringandsummerquarters

XIV. AWARDS

Notavailable


2016-17Updates:

TeamChallengeLEADERSHIPDEVELOPMENT

Participantswillreportstrongerproblem-solvingabilityintheirteam,includingheightenedawarenessintheareasofleadership,communication,collaboration,andteamunity.

MeasuredBy:Directassessment:productorobservationwithoutrubric;other

Results:Participantslearnedaboutqualitiesofeffectiveteamsbybeinggivenopportunitiestodemonstratetheircurrentskillsincollaboration,communicationandbuildingtrust.Theywerethenledthroughreflectivelearningtoidentifyqualitiesofateamandaleaderbeneficialandeffectiveforfuturepractice.


306



2017-18:

TeamBuildingProgramLEADERSHIPDEVELOPMENT

Studentswillpracticeandengageinuniquechallengesandinitiativesforafirst-handaccountofworkingwithleadershipqualities,suchasresponsibility,adaptability,trustbuilding,takinginitiativeandperseveranceinagroupsetting.Weexpectthatparticipantswillbebetterpreparedtoleadotherstowardacommongoalandrecognizethesequalitiesinothersaswell.

MeasuredBy:Focusgroups


Use:Providingstudentfeedback

307


SA Assessment


Sources of FundsRECREATION GENERAL 683060 273,361 ‐ ‐ 273,361 RECREATION SPORTS CLUBS 683184 ‐ ‐ 190,000 ‐ 190,000 CAMPUS REC/AQUATICS 683130‐3900 ‐ ‐ 1,000 ‐ ‐ 1,000 CAMPUS REC/AQUATICS 683130‐S720 ‐ ‐ 5,000 ‐ ‐ 5,000 CAMPUS REC/FITNESS LAB 683131‐S720 ‐ ‐ 130,000 ‐ ‐ 130,000 CAMPUS REC/GROUP FITNESS 683132‐3900 ‐ ‐ 2,500 ‐ ‐ 2,500 CAMPUS REC/GROUP FITNESS 683132‐S720 ‐ ‐ 50,000 ‐ ‐ 50,000 CAMPUS REC/REC DANCE 683133‐S720 ‐ ‐ 22,000 ‐ ‐ 22,000 CAMPUS REC/ROCK WALL 683134‐3900 ‐ ‐ 3,000 ‐ ‐ 3,000 CAMPUS REC/ROCK WALL 683134‐S720 ‐ ‐ 40,000 ‐ ‐ 40,000 CAMPUS REC/SPORT CLASSES 683135‐S720 ‐ ‐ 17,000 ‐ ‐ 17,000 CAMPUS REC/ADMINISTRATION 683136‐S666 ‐ ‐ 20,000 ‐ ‐ 20,000 CAMPUS REC/SALES 683139‐3900 ‐ ‐ 8,000 ‐ ‐ 8,000 CAMPUS REC/SALES 683139‐S677 ‐ ‐ 350,000 ‐ ‐ 350,000 CAMPUS REC/SAFETY CLASSES 683147‐3900 ‐ ‐ 10,000 ‐ ‐ 10,000 CAMPUS REC/SAFETY CLASSES 683147‐S720 ‐ ‐ 15,000 ‐ ‐ 15,000 CAMPUS REC/SPECIAL EVENTS 683148‐S720 ‐ ‐ 130,000 ‐ ‐ 130,000 CAMPUS REC/CHALLENGE PROGRA 683149‐3900 ‐ ‐ 35,000 ‐ ‐ 35,000 CAMPUS REC/CHALLENGE PROGRA 683149‐S720 ‐ ‐ 130,000 ‐ ‐ 130,000 RECREATION INFORMAL 683165‐S666 ‐ ‐ 18,500 ‐ ‐ 18,500 RECREATION BOATING 683180‐S720 ‐ ‐ 200,000 ‐ ‐ 200,000 RECREATION SPORTS CLUBS 683184‐3900 ‐ ‐ 20,000 ‐ ‐ 20,000 RECREATION SPORTS CLUBS 683184‐S720 ‐ ‐ 30,000 ‐ ‐ 30,000 RECREATION MARTIAL ARTS 683185‐S720 ‐ ‐ 35,000 ‐ ‐ 35,000 RECREATION INTRAMURALS 683186‐3900 ‐ ‐ 6,000 ‐ ‐ 6,000 RECREATION INTRAMURALS 683186‐S720 ‐ ‐ 53,000 ‐ ‐ 53,000 CAMPUS REC/COOKING 683187‐3900 ‐ ‐ 60,000 ‐ ‐ 60,000 CAMPUS REC/COOKING 683187‐S720 ‐ ‐ 32,000 ‐ ‐ 32,000 CAMPUS REC/BABYSITTING 683189‐S720 ‐ ‐ 85,000 ‐ ‐ 85,000 CAMPUS RECREATION ASSESSMENT FEE ‐‐S658 ‐ ‐ ‐ 6,994,260 ‐ 6,994,260 CAMPUS RECREATION USER FEE ‐‐S720 ‐ ‐ 250,000 ‐ ‐ 250,000

Total Sources of Funds 273,361 ‐ 1,758,000 7,184,260 ‐ ‐ 9,215,621 3% 0% 19% 78% 0% 0%

Operational ExpensesRECREATION GENERAL (OS11231 SF10974) 683060 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683060‐1/2 5.00 5 263,361 ‐ ‐ 84,467 ‐ 347,828 CPR Training Fee/Fitness Voucher 683060‐3 ‐ ‐ 10,000 ‐ ‐ ‐ ‐ 10,000

Campus RecreationFY 2017‐2018

XVI. BUDGET



As of 10/27/17

308


SA Assessment


Employee Benefits 683060‐6 ‐ ‐ ‐ ‐ ‐ 30,000 ‐ 30,000 General Expenses 683060‐7 ‐ ‐ ‐ ‐ ‐ 500 ‐ 500 Reserve for Salary Adjustments 683060‐8 ‐ ‐ ‐ ‐ ‐ (967) ‐ (967) CAMPUS REC/AQUATICS (OS11296 OS11297) 683130 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683130‐1/2 ‐ ‐ ‐ ‐ 5,000 125,000 ‐ 130,000 Supplies 683130‐3 ‐ ‐ ‐ ‐ ‐ 500 ‐ 500 Employee Benefits 683130‐6 ‐ ‐ ‐ ‐ 200 2,000 ‐ 2,200 General Expenses 683130‐7 ‐ ‐ ‐ ‐ 200 2,000 ‐ 2,200 CAMPUS REC/FITNESS LAB (OS11298 OS11299) 683131 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683131‐1/2 ‐ ‐ ‐ ‐ 85,000 175,000 ‐ 260,000 Supplies 683131‐3 ‐ ‐ ‐ ‐ 5,000 10,000 ‐ 15,000 Equipment & Facilities 683131‐4 ‐ ‐ ‐ ‐ ‐ 100,000 ‐ 100,000 Employee Benefits 683131‐6 ‐ ‐ ‐ ‐ 3,500 2,500 ‐ 6,000 General Expenses 683131‐7 ‐ ‐ ‐ ‐ 5,000 10,000 ‐ 15,000 CAMPUS REC/GROUP FITNESS (OS11300 OS11301) 683132 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683132‐1/2 1.00 1 ‐ ‐ 145,410 3,500 ‐ 148,910 Employee Benefits 683132‐6 ‐ ‐ ‐ ‐ 27,000 100 ‐ 27,100 General Expenses 683132‐7 ‐ ‐ ‐ ‐ 3,000 1,000 ‐ 4,000 Reserve for Salary Adjustments 683132‐8 ‐ ‐ ‐ ‐ (910) ‐ ‐ (910) CAMPUS REC/REC DANCE (OS11302) 683133 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683133‐1/2 ‐ ‐ ‐ ‐ 10,000 ‐ ‐ 10,000 Employee Benefits 683133‐6 ‐ ‐ ‐ ‐ 1,000 ‐ ‐ 1,000 General Expenses 683133‐7 ‐ ‐ ‐ ‐ 50 ‐ ‐ 50 CAMPUS REC/ROCK WALL (OS11303) 683134 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683134‐1/2 1.00 1 ‐ ‐ 58,660 ‐ ‐ 58,660 Employee Benefits 683134‐6 ‐ ‐ ‐ ‐ 36,500 ‐ ‐ 36,500 General Expenses 683134‐7 ‐ ‐ ‐ ‐ 7,000 ‐ ‐ 7,000 Reserve for Salary Adjustments 683134‐8 ‐ ‐ ‐ ‐ (160) ‐ ‐ (160) CAMPUS REC/SPORT CLASSES (OS11305) 683135 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683135‐1/2 ‐ ‐ ‐ ‐ 10,000 ‐ ‐ 10,000 Employee Benefits 683135‐6 ‐ ‐ ‐ ‐ 500 ‐ ‐ 500 General Expenses 683135‐7 ‐ ‐ ‐ ‐ 500 ‐ ‐ 500 CAMPUS REC/ADMINISTRATION (OS11307 OS11308) 683136 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683136‐1/2 2.60 3 ‐ ‐ 197,915 33,746 ‐ 231,661 Supplies 683136‐3 ‐ ‐ ‐ ‐ 15,000 100,000 ‐ 115,000 Equipment & Facilities 683136‐4 ‐ ‐ ‐ ‐ ‐ 80,000 ‐ 80,000 Travel 683136‐5 ‐ ‐ ‐ ‐ ‐ 17,000 ‐ 17,000 Employee Benefits 683136‐6 ‐ ‐ ‐ ‐ 66,000 25,000 ‐ 91,000 Assessment 683136‐7 ‐ ‐ ‐ ‐ ‐ 400,000 ‐ 400,000 Assessment ‐ Campus Recreation 683136‐7 ‐ ‐ ‐ ‐ ‐ 375,660 ‐ 375,660 Debt Service 683136‐7 ‐ ‐ ‐ ‐ ‐ 2,329,000 ‐ 2,329,000 General Expenses 683136‐7 ‐ ‐ ‐ ‐ 5,000 ‐ ‐ 5,000 Reserve for Salary Adjustments 683136‐8 ‐ ‐ ‐ ‐ (18,915) (246) ‐ (19,161) CAMPUS REC/DATA COMMUNICATIONS (OS11310) 683137 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683137‐1/2 2.00 2 ‐ ‐ ‐ 123,830 ‐ 123,830 Employee Benefits 683137‐6 ‐ ‐ ‐ ‐ ‐ 56,500 ‐ 56,500 General Expenses 683137‐7 ‐ ‐ ‐ ‐ ‐ 95,000 ‐ 95,000 Reserve for Salary Adjustments 683137‐8 ‐ ‐ ‐ ‐ ‐ (1,330) ‐ (1,330) CAMPUS REC/MARKETING (OS11312) 683138 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683138‐1/2 1.00 1 ‐ ‐ ‐ 108,557 ‐ 108,557

As of 10/27/17

309


SA Assessment


Employee Benefits 683138‐6 ‐ ‐ ‐ ‐ ‐ 35,000 ‐ 35,000 General Expenses 683138‐7 ‐ ‐ ‐ ‐ ‐ 45,000 ‐ 45,000 Reserve for Salary Adjustments 683138‐8 ‐ ‐ ‐ ‐ ‐ (557) ‐ (557) CAMPUS REC/SALES (OS11313 OS11314) 683139 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683139‐1/2 1.00 1 ‐ ‐ 33,000 49,235 ‐ 82,235 Employee Benefits 683139‐6 ‐ ‐ ‐ ‐ 500 30,000 ‐ 30,500 General Expenses 683139‐7 ‐ ‐ ‐ ‐ ‐ 500 ‐ 500 Reserve for Salary Adjustments 683139‐8 ‐ ‐ ‐ ‐ ‐ (235) ‐ (235) CAMPUS REC/BUILDING MGMT. (OS11316) 683140 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683140‐1/2 2.00 2 ‐ ‐ ‐ 442,680 ‐ 442,680 Employee Benefits 683140‐6 ‐ ‐ ‐ ‐ ‐ 90,000 ‐ 90,000 General Expenses 683140‐7 ‐ ‐ ‐ ‐ ‐ 5,000 ‐ 5,000 Reserve for Salary Adjustments 683140‐8 ‐ ‐ ‐ ‐ ‐ (4,180) ‐ (4,180) CAMPUS REC/CUSTODIAL (OS11318) 683141 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683141‐1/2 8.00 8 ‐ ‐ ‐ 310,203 ‐ 310,203 Supplies 683141‐3 ‐ ‐ ‐ ‐ ‐ 45,000 ‐ 45,000 Employee Benefits 683141‐6 ‐ ‐ ‐ ‐ ‐ 235,000 ‐ 235,000 General Expenses 683141‐7 ‐ ‐ ‐ ‐ ‐ 15,000 ‐ 15,000 Reserve for Salary Adjustments 683141‐8 ‐ ‐ ‐ ‐ ‐ 4,297 ‐ 4,297 CAMPUS REC/GROUNDS (OS11319) 683142 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683142‐1/2 2.00 2 ‐ ‐ ‐ 112,807 ‐ 112,807 Supplies 683142‐3 ‐ ‐ ‐ ‐ ‐ 50,000 ‐ 50,000 Equipment & Facilities 683142‐4 ‐ ‐ ‐ ‐ ‐ 25,000 ‐ 25,000 Employee Benefits 683142‐6 ‐ ‐ ‐ ‐ ‐ 60,000 ‐ 60,000 General Expenses 683142‐7 ‐ ‐ ‐ ‐ ‐ 100,000 ‐ 100,000 Reserve for Salary Adjustments 683142‐8 ‐ ‐ ‐ ‐ ‐ 7,193 ‐ 7,193 CAMPUS REC/MAINTENANCE (OS11321) 683143 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683143‐1/2 3.00 3 ‐ ‐ ‐ 203,785 ‐ 203,785 Employee Benefits 683143‐6 ‐ ‐ ‐ ‐ ‐ 70,000 ‐ 70,000 General Expenses 683143‐7 ‐ ‐ ‐ ‐ ‐ 160,000 ‐ 160,000 Reserve for Salary Adjustments 683143‐8 ‐ ‐ ‐ ‐ ‐ (4,785) ‐ (4,785) CAMPUS REC/POOL (OS11323) 683144 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Expenses 683144‐7 ‐ ‐ ‐ ‐ ‐ 70,000 ‐ 70,000 CAMPUS REC/UTILITIES (OS11324) 683145 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Supplies 683145‐3 ‐ ‐ ‐ ‐ ‐ 525,000 ‐ 525,000 CAMPUS REC/SPECIAL EVENTS (OS11327 OS11328) 683148 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683148‐1/2 1.00 1 ‐ ‐ 55,226 ‐ ‐ 55,226 Supplies 683148‐3 ‐ ‐ ‐ ‐ 15,000 ‐ ‐ 15,000 Employee Benefits 683148‐6 ‐ ‐ ‐ ‐ 20,000 ‐ ‐ 20,000 General Expenses 683148‐7 ‐ ‐ ‐ ‐ 25,000 25,000 ‐ 50,000 Reserve for Salary Adjustments 683148‐8 ‐ ‐ ‐ ‐ 274 ‐ ‐ 274 CAMPUS REC/CHALLENGE PROGRAM (OS11329) 683149 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683149‐1/2 1.00 1 ‐ ‐ 112,680 ‐ ‐ 112,680 Employee Benefits 683149‐6 ‐ ‐ ‐ ‐ 35,000 ‐ ‐ 35,000 General Expenses 683149‐7 ‐ ‐ ‐ ‐ 10,000 ‐ ‐ 10,000 Reserve for Salary Adjustments 683149‐8 ‐ ‐ ‐ ‐ (680) ‐ ‐ (680) RECREATION INFORMAL (OS11333) 683165 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683165‐1/2 ‐ ‐ ‐ ‐ 500 ‐ ‐ 500 Supplies 683165‐3 ‐ ‐ ‐ ‐ 2,500 ‐ ‐ 2,500 Employee Benefits 683165‐6 ‐ ‐ ‐ ‐ 50 ‐ ‐ 50

As of 10/27/17

310


SA Assessment


General Expenses 683165‐7 ‐ ‐ ‐ ‐ 18,500 ‐ ‐ 18,500 RECREATION BOATING (OS11338) 683180 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683180‐1/2 1.50 2 ‐ ‐ 201,976 ‐ ‐ 201,976 Employee Benefits 683180‐6 ‐ ‐ ‐ ‐ 46,000 ‐ ‐ 46,000 General Expenses 683180‐7 ‐ ‐ ‐ ‐ 14,850 ‐ ‐ 14,850 Reserve for Salary Adjustments 683180‐8 ‐ ‐ ‐ ‐ 24 ‐ ‐ 24 CAMPUS REC/CREW (OS11339) 683181 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683181‐1/2 0.50 ‐ ‐ ‐ 33,397 ‐ ‐ 33,397 Employee Benefits 683181‐6 ‐ ‐ ‐ ‐ 10,000 ‐ ‐ 10,000 General Expenses 683181‐7 ‐ ‐ ‐ ‐ 14,850 ‐ ‐ 14,850 Reserve for Salary Adjustments 683181‐8 ‐ ‐ ‐ ‐ 103 ‐ ‐ 103 RECREATION SPORTS CLUBS (OS11341 SF11634) 683184 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683184‐1/2 1.00 1 ‐ ‐ 89,226 ‐ ‐ 89,226 Supplies 683184‐3 ‐ ‐ ‐ ‐ ‐ 190,000 ‐ 190,000 Employee Benefits 683184‐6 ‐ ‐ ‐ ‐ 25,000 ‐ ‐ 25,000 General Expenses 683184‐7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Reserve for Salary Adjustments 683184‐8 ‐ ‐ ‐ ‐ 274 ‐ ‐ 274 RECREATION MARTIAL ARTS (OS11342) 683185 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683185‐1/2 ‐ ‐ ‐ ‐ 11,500 ‐ ‐ 11,500 Employee Benefits 683185‐6 ‐ ‐ ‐ ‐ 300 ‐ ‐ 300 RECREATION INTRAMURALS (OS11344) 683186 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683186‐1/2 ‐ ‐ ‐ ‐ 55,000 ‐ ‐ 55,000 Employee Benefits 683186‐6 ‐ ‐ ‐ ‐ 25,000 ‐ ‐ 25,000 General Expenses 683186‐7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAMPUS REC/COOKING (OS11345) 683187 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683187‐1/2 1.00 1 ‐ ‐ 80,368 ‐ ‐ 80,368 Employee Benefits 683187‐6 ‐ ‐ ‐ ‐ 30,000 ‐ ‐ 30,000 General Expenses 683187‐7 ‐ ‐ ‐ ‐ 25,000 ‐ ‐ 25,000 Reserve for Salary Adjustments 683187‐8 ‐ ‐ ‐ ‐ (868) ‐ ‐ (868) CAMPUS REC/BABYSITTING (OS11346) 683189 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683189‐1/2 ‐ ‐ ‐ ‐ 30,000 ‐ ‐ 30,000 Employee Benefits 683189‐6 ‐ ‐ ‐ ‐ 1,000 ‐ ‐ 1,000 General Expenses 683189‐7 ‐ ‐ ‐ ‐ 10,000 ‐ ‐ 10,000 CAMPUS REC/WORK STRONG 683191 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683191‐1/2 1.00 1 ‐ ‐ 56,468 ‐ ‐ 56,468 Reserve for Salary Adjustments 683191‐8 ‐ ‐ ‐ ‐ 3,532 ‐ ‐ 3,532

Total Operational Expenses 35.60 36 273,361 ‐ 1,758,000 7,184,260 ‐ ‐ 9,215,621


Carryforward Summary683136 ‐ ‐ 2,033,071 1,582,648 146,379 3,762,098 683149 ‐ ‐ ‐ ‐ 2,613 2,613 683180 ‐ ‐ 18,166 ‐ 75,849 94,014 683184 ‐ ‐ ‐ 35,547 9,933 45,480 683140 ‐ ‐ ‐ ‐ (56) (56) 683137 ‐ ‐ 413 ‐ ‐ 413

3,904,562

As of 10/27/17

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Janet KonamiAssociate DirectorBusiness & Technology

Suzanne PowellManagerInformation Systems

Jake AkersTechnology Assistant &ARC Print Manager

Staci SnyderCoordinatorMembership & Sales

Greg RothbergInterim DirectorCampus Recreation & ARC Director

Jill WarrenCoordinatorPayroll & Personnel

Advisory BoardARC Facilities

Colleen JendreasCoordinatorPublication & Promotions

Liane Takeshita60% CoordinatorBusiness Services

Jake SotoSupervisorCustodial Services & Interim Maintenance Supervisor

Geoff RepassHVAC MechanicARC Facilities

Paul MarinoMaintenance Mechanic

Robert VegaMaintenanceAssistant

Micah RamseySupervisorSports Turf

Quintin PoseyGroundskeeperSports Turf

John KlimkiewiczMaintenance Mechanic

Maricruz MartinezLead CustodianCustodial Services

Enrique AlducinAlexis GonzalezMagdelena BarbosaIsela ReyesGerardo YanezLorena HerreraCustodians

Jaclyn AlcazarMelanie DriessenOps ManagersARC Facilities

Adrienne BuckinghamProgram DirectorClub Sports &Special Events

Courtney BurkesProgram DirectorFitness & Wellness

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CENTERFORSTUDENTWELLNESS&HEALTHPROMOTION

S t u d e n t H e a l t h C e n t e r

I. VISION&MISSION

VISIONTobealeaderincollegiatehealthpromotionbyfocusingontheuniqueandrelevanthealthneedsandconcernsofUCIstudentsinsupportoftheiracademicsuccess.

MISSIONWeempowerstudentstomakeinformeddecisionsthatsupportindividualhealthandahealthycampusenvironmentbyprovidingcomprehensiveprogramsandcoordinatedservicesto:

• Buildawarenessthroughassessmentandgoalsetting• Createbalancebytakingawellness-basedapproachtohealth• Develophealthyandsustainablehabits• Takeprideinachievingone’spersonalbest• InspirecommunitybyleadingfellowAnteaterstobehealthy

COREVALUESAdvocacyAwarenessEmpowermentVALUES

ThemissionoftheCenterforStudentWellness&HealthPromotionisupheldbyutilizingourexpertiseininnovativeandrelevantprogrammingtotheUCIcommunity.TheCenterforStudentWellness&HealthPromotion (CSWHP) focuses on health topic areas identified through various assessment efforts.Ourprogramsareuniqueintheirabilitiestomeetthestudentsinthespaceswheretheyaremostcomfortable,inordertotackleissuesthatcanbesensitiveinnature.Ourprogrammingisoftenfacilitatedinresidencehalls, organizationalmeetings andother safe spaces for students. TheCenter for StudentWellness&HealthPromotionistheonlydepartmentoncampusthathousesfull-timehealthpromotionstafftofocuson issuesthatare integraltocollegehealthandwellness,suchasalcoholandotherdrugs,sexualandrelationshiphealth,generalwellnessandlifebalance,nutritionandmentalhealth.Partofourmissionisto facilitate student development and leadership opportunities. With the continued growth anddevelopmentofthePublicHealthprogramoncampus,theCSWHPhasbecomeanaturalpartnerwithstudentsinthismajor.Weprovidetheonlyopportunityoncampusforthesestudentstobecomeinvolvedwithhealthpromotiononacollegecampus.Manystudentsinpublichealth,socialecology,pre-medicaland dental programs flock to the CSWHP to find ways to become involved on campus and in thecommunity.

Withstress,anxiety,sleepandotherrelatedmentalhealthconcernsbeingreportedbystudentsassomeof the most common barriers to their academic success, the Center for Student Wellness & HealthPromotionmadeacommitment toadedicatedspace forstudents toaddress theseconcerns.Variousrelaxationandstress-reductiontechniquesaretaughtthroughourworkshops,andourWellnessRoomprovidesstudentswithadedicatedspacetopracticethesetechniquestohelpmanagethevariousformsofstressintheirlives.Theroomisopenalldayfordrop-inuseandisasafeandcomfortableenvironmentto practice meditation, breathing, guided visualization and other stress-management techniques/activities.

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Alcoholandotherdrugusecanbeanotherbarrierstudentsexperiencetotheiracademicsuccess.TheCenterforStudentWellness&HealthPromotionisaprimaryreferralsourceforstudentswhomayhavechallengesintheseareas.OurtrainedstaffprovidesservicesincludingaweeklyAlcoholAwarenessClass,BriefAlcoholScreeningandInterventionforCollegeStudents(BASICS),individualconsultationsforotherdrugs,andsmokingcessationsupport(especiallycriticalasthecampusrecentlyimplementedthenewtobacco-freepolicy).Theseservicesareintendedasearlyinterventiontechniquesandstrategiestoensurestudentsaresuccessfulinpursuitoftheiracademicandpersonalgoals.

TheCSWHPisalsotheonlyprovideroffreecondoms,bothmaleandfemale,anddentaldamsontheUCIcampus.TheCondomCo-Opwasfoundedin2011-12andprovideseducationandinformationaboutsafesex,aswellasensuringthataccessibilitytocondomsdoesnotbecomeabarriertopracticingsafersex.

TheCenterforStudentWellness&HealthPromotionisalsotheonlyplaceoncampusthatprovidesfreeandanonymousHIVtestingfortheUCIcommunity.TheUCIcommunitycanbetestedwithoutfearoftheirresultsbeingtiedtotheiridentity.

Inaneffort tobeas inclusiveaspossible to thevariousneedsof thecampus, theCenter forStudentWellness&Health Promotion also offers two unique resources. For nursingmothers on campus, theCSWHPisoneofthreelocationsoncampusthatoffersaprivateLactationStation.Thisspaceprovidesnursingmotherswithaprivatespacetobreastfeedorpumpandisattachedtoaprivatebathroomaswell.Thatprivatebathroomalsoservesasthesecondresource,agender-neutralrestroom.Thisallowsmembersofthecampuscommunitywhopreferagender-neutralrestroomoptiontohaveitavailableinasafeandprivatelocation.

II. WORKFORCE

MANAGEMENTTEAMDougEverhart DirectorBethEngland-Mackie AssistantDirectorandSexual&RelationshipHealthProgramsManager


CareerHeadcount 8

Grant/Contract 0

StudentStaff 6StudentEmployees

ForOrganizationChart,seeendofCenterforStudentWellness&HealthPromotionsection.


TheAlcoholandOtherDrug(AOD)Program&ServicesTheCenterforStudentWellness&HealthPromotionprovidesawidevarietyofprogramsandservicesinthe AOD area. Two staff members (AOD Programs Manager and Tobacco Programs Manager) arededicatedtothistopicarea.TheAODProgramsManageroverseesaweeklyAlcoholAwarenessClassforfirst time and low-level policy violations; conducts one-on-one BASICS (Brief Alcohol Screening andIntervention for College Students) sessions for second level violations; conducts one-on-one studentconsultations fordrugpolicyviolations,usingaBriefMotivational Interviewing (BMI)model similar toBASICS to encourage students to consider the impact and outcomes of their use in relation to theiracademicandpersonal goals;providesworkshopsand training sessions for studentorganizationsand

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campusdepartments,includingTIPS(TrainingforInterventionProceduresbyServersofalcohol)forourdiningservicesandAnthillPubstaffwhoservealcoholoncampus;managestheimplementationofourannualFIRST(First-yearInternetRequiredSafetyTraining)Program,anonlinemodulecoveringalcoholandsexualviolencethat isrequiredforall first-yearandtransferstudents;trainsandhelpsadviseourpeereducatorswhoaddressalcoholandotherdrugs;andprovidesconsultationandotherprogrammingfor campus and some community constituents. The Tobacco Programs Manager advises our START(StudentTask-forceAdvocatingforReducingTobacco)organizationthatisnowworkingwiththecampustoassistwiththeimplementationoftheUCsystem-widetobacco-freecampuspolicy;trainsandworkswithourAODpeereducators;developsandimplementsprogramsandresourcestoassiststudentsandother members of the campus community who are attempting to quit use of tobacco and nicotineproducts;implementsawarenessandeducationalprogrammingfortobacco,includingtheannual“PauseforaCause”videocontest.

Sexual&RelationshipHealthProgram&ServicesTheCenterforStudentWellness&HealthPromotionoffersawidevarietyofprogramsandservicestosupportthesexualandrelationshiphealthofourstudentsandothercommunitymembers.OurSexual&RelationshipHealthProgramsManageroverseestheCondomCo-opprogram,wherestudentscanobtainfreecondoms(bothmaleandfemale)anddentaldams;managesananonymousHIVtestingprogram,effectivelymentoringstudentsthroughtheprocessofself-administeringandreadingthehomeHIVtest;occasionallycoordinatesbringingacommunityagencyoncampustoconductadditionalHIVtestingusingthe “rapid test” (results in 20-minutes while you wait) method (also anonymous); develops andimplements training and educational programs for various campus and community constituents andpartners,includingacademicdepartmentsandclasses;conductsone-on-oneconsultationswithstudentswhohavequestionsand/orconcernsaboutsexualandrelationshiphealthtopics;andprovidestrainingandsupporttoourpeereducatorswhoaddressthetopicofsexualhealth.ManysexualandrelationshiphealthprogramsaredoneincollaborationwithothercampusdepartmentsorjointlywithotherCSWHPstaffinordertoprovideamoretargetedandcomprehensiveviewofsexualandrelationshiphealth.

WellnessPrograms&ServicesWellnesshasbecomeafocustopicintheCenterforStudentWellness&HealthPromotion.HeadedbyourWellnessandPeerEducationProgramsManager,thefocusistocreateprogramsandservicesthatsupportgeneralwellnessandlifebalance,includingspiritualwellness,whilealsoplacingspecialattentiononstudentdevelopment.Forthefirstpartofthatequation,programmingandresourcesaredevelopedand implemented to encourage and support individual wellness concepts (time/stress management,nutrition,exercise,happiness,spiritualbalance/confidence,mindfulness,self-care,etc.).Inaddition,theCenter for Student Wellness & Health Promotion has a Wellness Room, providing students with adedicatedspacetopracticeandrefinetheirstressmanagement,meditationand/orrelaxationskills.Theroomwasdesignedandequippedwiththenecessarytoolsandresourcestofacilitatethisexperience.Inorder to encompass the student development component of the job, specific focus was placed onensuringthatthestudentswhoworkandvolunteerinouroffice(studentstaff,peereducators,volunteersandstudentorganizationmembers)haveanintentionalandmeaningfulexperience,groundedinhealthpromotiontheoryandpractice,andsupported/evaluatedusingestablishedlearninggoalsandoutcomes.Trainingprograms,supervisionandadvisingwereallrevampedwiththisgoalandoutcomeinmind.

NutritionPrograms&ServicesTheCenterforStudentWellness&HealthPromotionhasaRegisteredDietician/Nutritionist.Thishalf-timepositionissplitbetweentheCSWHPandtheStudentHealthCenter.WhileworkingintheCenterforStudentWellness & Health Promotion the RDN will provide outreach education on nutrition-relatedtopics, consultwith students individuallywhowant to discuss their dietary needs/questions, providetrainingtoourpeereducatorswhopresentnutrition-relatedworkshops,anddevelopnutrition-relatedmaterialsandresources.TheRDNwillalsotakeovertherebuildingandadvisementofourstudentgroup

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IMAGE(ImageManagementAwareness,GrowthandEducation).Thisstudentorganizationprovidesthecampuswithbothpassiveandactiveeducationfocusedondevelopingandmaintainingapositivebodyimage.Thisorganizationalsoseekstoprovidestudentsoncampuswithresourcesandinformationarounddisorderedeating.

MentalHealthAwarenessProgramsTheCenterforStudentWellness&HealthPromotionalsohasprogramstoraiseawarenessaboutandsupport studentmentalhealth.This responsibility fallsunderourMentalHealthAwarenessProgramsManager. This position oversees the implementation of the “Behind Happy Faces” mental healthcurriculum/program,whichempowersstudentstotalkmoreopenlyandhonestlyaboutmentalhealthandmental illness, promotes effective coping strategies, encourages help-seeking behavior, includingutilizationofcampusandcommunityresources.ThepositionalsoadvisestheUCIChapterofActiveMinds,astudentorganizationcommittedtoraisingawarenessaboutmentalhealthrelatedissuesandreducingstigmaaroundmentalillnessandseekingappropriatehelp.

OtherPrograms&ServicesInadditiontoalloftheprogramsandservicestiedtospecifictopicsabove,thefollowingareadditionalprograms and services that contribute to the mission of the Center for Student Wellness & HealthPromotion:• MarketingTeam–Inordertoeffectivelymarketourprograms,messagesandmission,theCenterfor

StudentWellness&HealthPromotionutilizesamarketingteam.TheteamconsistsoftheMarketingCoordinator(staffpositiondedicatedtomanaging/supervisingtheteam)andfourstudentMarketingAssistants (student staff with graphic design skills who design and produce all of our marketingmaterials). This team has a dedicated Marketing Office within the center, and effectively andefficientlyworkstogethertohelpproducemostofthedepartment’smarketingmaterials.

• Peer Educators –With peer education as one of our top priorities for student development andengagement, theCenter for StudentWellness&HealthPromotion recruits, trains and supports agroupofformalpeereducatorsthatprovidepeertopeerhealthpromotionprogramming.Theyaretrained in health education/promotion theory and practice, programming/presentation skills andsome leadership/student development areas. They develop and present workshops, developeducationalmaterialsandcampaigns,andutilizeotherstrategiestoeducatetheirpeersoncampus.

• StudentOrganizations–Asalessformalformofpeereducation,theCenterforStudentWellness&HealthPromotionsupportsthreespecificstudentorganizationsthatalsoaimtoeducatetheirpeersthroughawarenessprogrammingandevents.ThesegroupsincludeActiveMinds,whichfocusesonmental health awareness, suicide prevention and reducing stigma around help-seeking behavior;IMAGE(ImageManagement,Awareness,GrowthandEducation),whichfocusesonbodyimageanddisorderedeating;andSTART(StudentTask-forceAdvocatingforReducingTobacco).Thesegroupsareadvisedbymembersofourprofessionalstaff.

• LactationStation–TheCenterforStudentWellness&HealthPromotionisoneofonlyafewplacesoncampusthathasadedicated,privatespaceforwomenwhoarenursingorpumping.Theroomisattachedtoaprivatebathroomandwealsoproviderefrigerator/freezerspacetostoremilk/bottles.

• Gender-Neutral Restroom – The Center for Student Wellness & Health Promotion has a privategender-neutralrestroomthatisavailabletoanyonewhomightpreferthisoption.Itisavailableduringnormalhoursofoperation(M-F,8a.m.-5p.m.),exceptwhensomeoneisusingtheLactationStation,whentherestroomisclosedforbothaccessandprivacy/confidentiality.

• Student Leadership and Development Opportunities – The Center for StudentWellness & HealthPromotionalsooffersstudentleadershipanddevelopmentopportunitiesthroughtheutilizationofAdministrative Intern, Field Placement and Practicum students. These positions are advised,

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mentoredandevaluatedbyourstaffmembers,andguidedbyspecificgoals,objectivesandlearningoutcomesdevelopedwiththestudentstoensuretheirexperiencemeetstheirspecificneeds.

IV. THOSESERVED

Duringthe2016/2017academicschoolyear(July2016-June2017)theCenterforStudentWellness&HealthPromotionprovidedoutstandingprograms&servicestotheUCIcommunity,primarilyfocusingonincreasingworkshoppresentations,consultationsandothercampusoutreacheffortstomeetthehealthandwellnessneedsoftheundergraduateandgraduatestudents.TheCSWHPparticipatedinmanyneweventsthisyearandexpandeditsoveralloutreachandcollaborationwithotherdepartmentssuchashousing(MesaCourt,MiddleEarth,CampusVillageandVerano),StudentLife&Leadership,StudentHealthCenter,Cross-CulturalCenter,CARE,InternationalStudentCenter,CareerCenter,ASUCI,PublicHealthAssociationandSOAR.Suchcollaborationshaveenriched thehealth andwellnessof students, faculty and staff. This year theCSWHPfacilitatedand/orcollaboratedin60differenteventsoncampus,reachingatotalof10,307students.

TheCenterforStudentWellness&HealthPromotionhada55%increaseintotalnumberofHealthyTune-UpWorkshopspresentedduringtheyear,reaching6,225studentsonavarietyofhealthandwellnesstopics.Theseworkshopsprovidestudentswitheffectivehealtheducationandpromotionusingavarietyofengagingandinteractiveactivities.Inaddition,therewasasignificantincreaseinthenumberofindividualconsultationstriplingthatofthepreviousacademicyear(from79to243).Thelactationstationdeclinedinthenumberofvisitsfortheyear;however,itcontinuestogivenursingparentsaclean,safeandprivatespacetonurseand/orpumpfortheirinfantchildren.Itwasgivenanewlookthisyeartomakeitfeelmorecomfortable.

32BASICS(BriefAlcoholScreeningandInterventionforCollegeStudents)sessionsand36AlcoholAwarenessClasses (with 234 participants) were completed during the 2016-17 school year. This continues to be aremarkable collaboration between the CSWHP, Student Housing and the Office of Academic Integrity &StudentConduct.

TheHIVtestingprogramhasbeenverysuccessfulinprovidingfree,confidentialandanonymoustestingtostudents.HIVcontinuestobehighlystigmatizedandfearedsoprovidinganenvironmentwherestudentscanfeelsafe,comfortableandlearnabouttheimportanceoftestingiscrucial.Studentsreceivetheirresultsin20minutesusingtheFederally-approvedOraquickIn-HomeHIVTestingkitandreceiveimportantinformationon the importance of other STI screenings, establishing awell-care programwhile atUCI, and discussinghealthysexualandrelationshipbehaviorsandpractices.

The number of students using the CondomCo-Op continues to increase and it accounts for a significantnumberofvisitstotheCSWHP.Studentscanaccessupto10freeinternalandexternalcondomsand5lubesdaily.TheCSWHPprovidesawidearrayofmalecondoms, femalecondomsanddentaldamstomeettheneedsofthestudents.Atotalof41,000condomsanddentaldamsweredistributedtostudentsandcampuspartnersthisyear.

The Center for Student Wellness & Health Promotion facilitates and participates independently andcollaboratively in a variety of workshops and programs with several campus partners and studentorganizations on the UCI campus including ASUCI, Active Minds and START. These opportunities allowdepartmentstobroadentheirreachandtomeetthediversityandneedsofUCI’sundergraduateandgraduatestudents.Thefocusoftheseeffortsistoprovidestudentswithaccurateandimportanthealthinformation,encourageandpromotehealthybehaviorsandlifestyles,andprovidestudentswithresourcesandreferralstoon-andoff-campuspartnersandorganizationstosupporttheiroverallhealthandwellnessneeds.

CSWHPprovidedtheUCIcommunitywith60specialevents,179workshopsand243individualconsultations.Belowaredetailedinformationaboutthosepointsofcontactwiththecampus.

2016-17CSWHPOutreachOverviewEvent OutreachCounts

317



SPOP2015Presentations(9) 4,618SPOPResourceFairs(11) 285AnteaterInvolvementFair 50OpenHouse 75InternationalStudentColloquium 50SummerTabling 25iHealthFair 550FallTabling 174WinterTabling 123SpringTabling 349De-StressFest 200LoveMyLifeEvent 60ASUCIOrientation 150ASUCIHIVTestingPromotion 200AlcoholAwarenessTabling 66DestressFest 1,090ZotHealthFair&CSWHPPromotion 35SmartEater’sSeries 288NewUExpo 30WinterTabling 92MeettheRA’s 99PublicServiceFair 50NetworkingEvent 9PublicHealthSummit 60CareerCenterStaffMeeting 15LoveHealthyEvent(VeranoHousing) 20WellnessClass 11TakeBacktheNight/CARE 200NationalNutritionMonthCampaign 170ASUCIMentalHealthConference 162WellnessOutreachRR 260Farmer’sMarket 25SustainabilityFoodsFair 180Let’sBeBluntEvent 130PauseforaCause/WorldNoTobaccoDay 63BartenderSchool 45CSHWPPromotion/PersonalStory/Athletics 325GoalSettingWorkshops 13CelebrateUCI 225Staff/FacultyHealthFair 35PlannedParenthoodTraining 13CampusRepresentativesProgram 25InternationalStudentsofExcellenceDinner 50HPVClinics(Collaborationw/SHC) 137SexPositivityTabling 110LCFFDinner 46WellnessinthePark 225Programs&Services

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Consultations 243LactationStation 69OfficeVisits 640HIVTesting 99CondomCo-Op 3,175HealthyTune-UpWorkshops 6,225TotalOutreach 20,758

2016-17CSWHPWorkshopParticipantsOverview

TheCenterforStudentWellnessandHealthPromotionprovidescampusoutreachthroughworkshops,focusingoneducatingstudentsonavarietyofhealthtopics.Atotalof179workshopswereconductedoncampusduringthe2016-17schoolyear,reaching6,225UCIstudents.Workshopparticipantsareaskedtoevaluateeachworkshopincludinggivingsuggestionsforimprovementandothertopicsofinteresttothem.Theseevaluationsaretakenseriouslyandmodificationsaremadebyeachprogrammanagerbasedonthefeedback.Overall,theevaluationsandpersonalfeedbackfromthestudentshasbeenpositiveandhasbroughtstudentsintotheCSWHPtoaccessservicesandprograms,aswellastobecomevolunteers,internsand/orPeerHealthEducators.

WorkshopTitles TotalPresentations TotalParticipants

AlcoholAwareness 36 234

AlcoholHTU 11 566

Bystander/StepUp 3 209

Nutrition 12 299

BodyImage 3 35

SexualHealth 36 2,897

Stress/Self-Care 41 751

TimeManagement 5 156

FinancialWellness 9 161

MentalHealth 8 123

OtherDrugs 6 685

TIPS 5 67

Self-Esteem 4 59

Total 179 6,225

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• The Center for Student Wellness & Health Promotion serves both undergraduate and graduatestudents.

• TheCenterforStudentWellness&HealthPromotionactivelyparticipates intheUCIWellnessandSafety Partnership, CCR Team, AOD Task Force, Veterans Task Force, Smoke/Tobacco-Free PolicyCommitteeandmanyothercampuscommitteesandgroups.

• NearlyallmembersoftheCenterforStudentWellness&HealthPromotionstaffparticipateinatleastonecommunitycoalitionand/ortaskforce.

• The Center for StudentWellness & Health Promotion has included outreach efforts to graduatestudents:o Severaldiscussions,workshopsandothereffortswithAGSregardinggraduatestudentneeds

andconcerns.o ParticipationinGraduateStudentOrientation.o VariouspresentationsorcollaborationsfortheGraduateResourceCenter,GraduateHousing

andGraduateDivision.• Variousstaffdevelopandmaintainongoingworkingrelationshipswithacademicdepartments,either

providingworkshops,practicum/field-studyopportunitiesorothercollaborativeprograms.

V. HISTORY

• ThecatalystforHealthEducationwasaCPRtrainingprogramstartedinStudentHealthServicesinthemid-1980's.Dr.GerrySinikinalsosupportedapeereducationprogramthatsponsoredanannualhealthfairforstudents.Dr.SinikinfundedthefairsformanyyearsashechairedtheIrvineHealthFoundation.

• Greek Advisor Ellen Reibling was awarded one of the first Fund for the Improvement of Post-SecondaryEducation(FIPSE)grantsforalcoholpreventionprogramsin1987.Atthesametime,DavidSouleleswasdevelopinganHIV/AIDSEducationprogramfortheDeanofStudentsOffice.Theyjoinedforcesin1990andopenedHealthEducationintheGatewayBuildingadjacenttoAldrichPark.ThomasParham,AssistantViceChancellor, established thedepartment as independent in 1994when theCounselingandHealthServicesClusterwasformed,andnamedEllenReiblingthefirstdirector.Thedepartment moved into an expanded area when the Phase IV Student Center renovation wascompletedinFall2008.Thenumberofcareerpositionshasgrownfrom2.5FTEtoasmanyas8.0FTE,andiscurrentlyat6.10FTE.

• Thedepartmenthassponsoredanannualhealthfairsince1994.HealthEducationwasawardedtworegionaldisseminationgrantsintheearly1990stohelpothercampusesestablishalcoholpreventionprograms,providingconsultationstoCSUFullerton,CSULongBeach,LoyolaMarymount,UCRiversideandUniversityofLaVernebeforetheirprogramswereestablished.Thedepartmentalsodistributedastudentpublicationcalledthe"ProjectAwareResourceBin"whichsoldmorethan200copies.UCIHealthEducationhostedoneregionalandtwonationalpreventionmeetingsinthemid1990's,andthis tradition iscontinuingtoday.PeereducationprogramshavebeenofferedforacademiccreditfromEducation,SocialEcologyandSocialScienceswithemphasisonalcohol(StudentstoEnhancePeer Sobriety or STEPS) and general health (Community Peer Health Educators). The Center forStudentWellness&HealthPromotionnowhasitsownformalPeerEducatorprogram,managedbyourWellness&PeerEducationProgramsManager.Theprogramconsistsofthreetopic-basedgroups:AlcoholandOtherDrugs(AOD),SexualHealthandWellness.Thedepartmenthasalsosupportedfourstudent organizations: IMAGE (Body image awareness), START (Tobacco), RADD Crew (alcoholeducationandDUIprevention)andActiveMinds(emotionalhealth).

• Thedepartmenthasbeensignificantlysupportedbygrantsthroughoutitshistory,andfundershaveincludedUSDepartmentofEducation(FIPSEandOfficeofSafeandDrugFreeSchools),Substance

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AbuseandMentalHealthAdministration(SAMHSA),NationalCollegiateAthleticAssociation(NCAA),CaliforniaOfficeofTrafficSafety,CaliforniaDepartmentofAlcoholandDrugPrograms,IrvineHealthFoundation,CommunityAllianceNetworkandCaliforniaTobaccoControlSection.Formanyyears,Health Education hosted AIDS Walk Orange County, and was the only prevention organizationreceivinganannualgrantallocation.

• InJune2015,aftercelebratingits25thAnniversaryastheHealthEducationCenter,thedepartmentofficiallychangeditsnametotheCenterforStudentWellness&HealthPromotioninordertoalignitselfwithAmericanCollegeHealthAssociation(ACHA)andCouncilfortheAdvancementofStandardsinHigherEducation(CAS)standardsandguidelines,andthefieldofhealthpromotioningeneral.

• TheCenter forStudentWellness&HealthPromotioncontinues tobeanational leader inhostingregionalandnationalevents. InFebruaryof2013,wehosted theCaliforniaStatewideWellness&Health Promotion Directors meeting. In November 2015, the campus hosted the national ActiveMindsCollegeMentalHealthConferenceduetothesuccessofourcampusActiveMindsChapter.InMayof2016,thecampushostedthenationalStepUp!BystanderFacilitatorTrainingConference.

VI. LOCATION

G319StudentCenterSouthZOT:6125• ThedepartmentmovedintothisexpandedareawhenthePhaseIVStudentCenterrenovationwas

completed in fall 2008, andnow shares some spacewithCampusAssault Resources& Education(CARE)asoffall2011.

• TheCenter forStudentWellness&HealthPromotion is locatedon thesame flooraskeyStudentAffairsdepartmentsincludingStudentLife&Leadership;theLesbian,Gay,BisexualandTransgender(LGBT) Resource Center; International Student Center; Veteran Services; andHospitality&DiningServices. This strengthens our ability to serve students’ needs aswell as effectively partnerwithcolleaguesonprojectsandinitiatives.


The Center for Student Wellness & Health Promotion occupies approximately 2,200 sq. ft. of spaceincludingapproximately900sq.ft.ofofficespace,520sq.ft.ofstudentworkspace(sharedwithCARE),220sq.ft.conferenceroom(sharedwithCARE),200sq.ft.ofreception/lobbyarea,200sq.ft.WellnessRoom,120 sq. ft. storage room,and85 sq. ft. consultation room (LactationStationandotherprivateconsultations).

TECHNOLOGYComputers,digitaldisplays,camera/videoequipment,audience-responseclickersystem/software,andotherbasictechnologyequipment.

EQUIPMENTTheonlyequipmentassetforCSWHP,basedonthe$10,000valuemark,isourgolfcart,whichisrequiredtohaulprogrammingandoutreachsupplies/equipmenttothevariousprogramsandactivitiesthatweprovideforthecampus.


ThecampusFirstYearInternetRequiredSafetyTraining(FIRST)module,analcohol/sexualassaulttrainingrequiredforallfirst-yearandtransferstudentstoUCI.ThisisasharedresponsibilitywithCARE.We actively participate in the coordination of compliance with the federal Drug-Free Schools andCommunitiesAct,collectingandprovidingdataandfeedbackonthestudentsideoftherequirement.Wealsodoanannualreviewofrelevantareas(primarilyAOD)ofthecampusClery/ASRreport.

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ForacompletelistofStudentAffairsmandates,pleaserefertoAppendixAattheendofthebook.


Notapplicable

X. MAJORISSUES

• BudgetcutstoHealthEducationsince2002continuetobeamajorconcern.Ourentirepermanentfundsbudgetwasessentiallycutin2011-12,aspartoftheStudentAffairsbudgetplan,althoughthefundingwasback-filledwithfundingfromStudentHealthCenter(viaVCSA/AVCWHCS).However,thisfundingonlycoversourcurrentstaffsalariesandbenefitsanddoesnotprovideanyfundsforcasualstaff,studentstaff,professionaldevelopment/trainingorprogramming.WehavebeenabletosecuresomeSFACsupportoverthelastfewyears(atotalof$16,000tosupportvariousprogrammingefforts,50% of the Wellness & Peer Education Program Manager position, and the 25% portion of theRegisteredDietitianposition).Temporaryallocations,voluntaryreductionsinsalaryandsomesavingsfromgrantsaretheonlyoperatingresourcesavailabletosupporttheseexpenses.Wearecurrentlyusing department reserves to support these operational costs, but expect those reserves to bedepletedthisyearifwecontinuewiththismodel.Thishasresultedintheneedtocutbackstaffing,relyheavilyonstudentstaffandvolunteerpeereducators,andtocutbackonsomeprograms.

• Whilewerecognizethatspaceisatapremiumoncampus,theCSWHPWellnessRoomwasreallocatedto another unit to convert it to an office.With students reporting stress being the #1 barrier toacademicsuccess,thisisacriticalneedandresourceforstudents.ASUCIaskedCSWHPtocreateawellnessroomspaceattheirannualReclaimingMentalHealthconferencethisyear,anditwasheavilyutilizedandappreciatedbystudentsattheconference.Weevencollecteddatathatsupportsthisasaresourcethatstudentsdefinitelywantbackandwouldutilize.Wehopethatweareeventuallygiventhatspacebackforstudentstoagainutilizeandbuildupontosupporttheirmentalandemotionalwellbeing.

• WhilewefinallyhaveaRegisteredDietician/Nutritionistonstaffnow,itisapart-timepositionsharedwithStudentHealth(25%timeineachdepartment).Thisisstillinadequateforacampusofoursizeandamajorgapconcernconsideringallofthefoodallergies,foodinsecurityconcernsandfaddietsthatremainamajorissueforUCIstudents,alongwiththedisorderedeatingandmoreseriousclinicalconcernsthatstudentscanface.

XI. MISCELLANEOUS

Notavailable


• Afterlosingfourfull-timestaffmembersfromJanuary-Julyof2016,thesummerwasspentrunningthesearchforanewAssistantDirectorandthefallquarterwasspentrunningthreesimultaneoussearchesfortheDepartmentCoordinator,Wellness&PeerEducationProgramsManager,andtheAlcohol&OtherDrugProgramsManager.AsofFebruary1,2017thedepartmentwasfinallybacktobeingfullystaffedagain.

• Whileweranallof thesesearchesduringsummerand fall,weweresomehowable toessentiallymatchthe2015-16outreachnumberswithonlyhalfourstaffduringsummerandfallof2016.Whileitwasextremelychallengingtodotheworkforthreevacantfull-timepositionsontopofregularjobdutiesandexpectations,itwasincrediblyinspiringtoexperiencethenewenergyandenthusiasmofnewstaffliterallyhittingthegroundrunningastheycameonboard.Bytheendoftheyear,wehadalmostdoubledtheoutreachproductionfromthepreviousyear,reachingover20,000studentswithourprogramandservices.

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• OurWellness & Peer Education ProgramManager and our Registered Dietitian/Nutritionist havetakenanactive/leadershiprolewiththeFood/BasicNeedsSecurityInitiative.Theyreceivedfundingand salary support to create the “Smart ’Eaters”workshop series. The3-part seriesofworkshopscovershealthyeating, eatingona limitedbudget (includingbasic financialwellness anddecision-making)andhealthycookingdemo.This seriesdebutedduring thewinterquarterand,due to itssuccess,wasofferedtwiceduringthespringquarter.Studentswhoattendedeachworkshopgottochooseabasickitchenutensiltoaddtotheirkitchen“toolkit.”Basedonthesuccessofthisseriescoupledwithdataillustratingsignificantfoodsecurityconcernsofstudents,aspecialSPOPsessionwasaddedtoletincomingstudentsknowaboutfoodsecurityandthevariousresourcesavailabletothemwhentheyarrivetocampus,includingthenewFRESHBasicNeedsHub.

• UC President Janet Napolitano provided funding for a systemwide wellness initiative called theHealthy Campus Network initiative in 2016-17. The initiative is intended to demonstrate acampuswidecommitmenttohealthandwellnessasapriorityonalltenUCcampuses.Dr.DanCooperfromtheUCIMedicalSchool(ICTS–InstituteforClinical&TranslationalScience)wasselectedtoleadtheinitiativeforUCI,butseveralCSWHPstaffareactivelyinvolvedinleadershiproles.Director,DougEverhart, serveson theoverallAdvisoryGroup for the initiative;AssistantDirector,BethEngland-Mackie,servesasoneoftheSexualHealthWorkgroupLeads;Wellness&PeerEducationProgramManager,Natalie D’Azzo, serves on both theNutrition andMental HealthWorkgroups; and JodyMargolis,RegisteredDietitian/Nutritionist,servesontheNutritionWorkgroup.

• CSWHPreceivedanallocationof$20,000tosupportwellnessprogrammingforLocalControlFormulaFunding (LCFF+) and first generation student populations. This funding was used to support theadministrationoftheNCHAsurvey,supporttheSmart’EatersSeries,supportde-stressactivitiesattheendof thequarter, implementa“Wellness in thePark”event,andhostadinner/focusgroupwhereLCFFstudentscouldexpresstheirhealthandwellnessneeds/concerns.

• Director Doug Everhart presented the Step Up! Bystander Intervention program at the NationalMeetingonAODIssuesinHigherEducationatOhioStateUniversityinAugust,2016.Theprogramdemonstrates bystander intervention as an effective strategy to address AOD and other health-relatedconcernsoncampusandinthecommunity.

• Director Doug Everhart and Assistant Director Beth England-Mackie presented a workshop titled“Creating Synergy on your Campus Around HealthMessaging” at the Building Healthy AcademicCommunities(BHAC)SummitattheUniversityofFloridainApril2017.TheworkshopdemonstratedeffectivecollaborationstrategiesutilizedatUCIforbothAODandSexualHealthbetweenCSWHPandourcampuspartners.

• WewereabletoimplementandadministertheNationalCollegeHealthAssessment(NCHA)surveyfromtheAmericanCollegeHealthAssessment(ACHA)thisspringquarter.Wesentthesurveytoall31,000+students,andnearly2500werecompleted.Whilethisisstilllessthana10%responserate,itmorethandoubledthelessthan4%responseratewe’vereceivedfromrandomsamplesinthepast.Inadditiontoseparateundergraduateandgraduatereports,wewerealsoabletogetsometargetedreports for first generation and LCFF students, providing specific data to develop targetedprogrammingandmessagesforthosepopulations.

XIII. 2017-18GOALS

• Addressthebudget/fundingconcernsandidentifysustainablesolutions• Continuetoseekandbuildpartnershipswithacademicdepartments• SeektogetourWellnessRoomspacebackandfunctioningagain• Continuetoincreaseawarenessandvisibilityofourcenterasavaluablestudentresource• Provideprofessionaldevelopmentopportunitiesforstaff,aspossible

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• FillAODProgramManagerpositiontoreturntofullstaffinganddoacomprehensivereviewattheendoftheyearfortheproductionoftheannualreport

XIV. AWARDS

• JodyMargolis,RegisteredDietitian/Nutritionist, receivedanOutstandingSupportersofPreventionAwardfromtheIrvinePreventionCoalitionforherworkoncampus.

• OurActiveMindsChapteralso receivedanOutstandingSupportersofPreventionAward for theiroutstandingworkoncampus,raisingawarenessaboutstudentmentalhealthandreducingstigmaaroundhelp-seekingbehavior.


2016-17Updates:

Pending

2017-18:

PeerHealthEducatorsLEADERSHIPDEVELOPMENT

PeerHealthEducatorswillincreasetheirknowledgeofprogramandeventplanningandbeabletoimplementatleasttwoprogramsand/oreventsasmeasuredthroughdirectassessmentandpost-evaluationsurvey.

MeasuredBy:Directassessmentwithoutrubric;postsurveys



PeerHealthEducatorsPROFESSIONAL&ADMINISTRATIVESKILLS

PeerHealthEducatorswillincreasetheirknowledgeoftheCSWHPprograms,resourcesandservicesasmeasuredthroughaself-evaluationsurveyanddirectassessmentbyCSWHPstaff.

MeasuredBy:Directassessmentwithoutrubric;postsurveys



CSWHPWorkshops CIVIC&COMMUNITYENGAGEMENT StudentswhoattendCSWHPworkshopswillincreasetheirknowledgeofhealthandwellnessprograms,resourcesandservicesasmeasuredbytheCSWHPWorkshopEvaluation.




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SA Assessment


Sources of FundsHEALTH EDUCATION 683084 64,946 ‐ ‐ ‐ 64,946 HEALTH EDUCATION 683084‐3900 ‐ ‐ 535,000 ‐ ‐ 535,000

Total Sources of Funds 64,946 ‐ 535,000 ‐ ‐ ‐ 599,946 11% 0% 89% 0% 0% 0%

Operational ExpensesHEALTH EDUCATION (OS11253 SF10984) 683084 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683084‐1/2 6.08 8 54,946 ‐ 356,694 ‐ ‐ 411,640 Pause for Cause 683084‐3 ‐ ‐ 1,420 ‐ ‐ ‐ ‐ 1,420 Sexual Health Programming 683084‐3 ‐ ‐ 1,805 ‐ ‐ ‐ ‐ 1,805 Wellness Programming 683084‐3 ‐ ‐ 1,775 ‐ ‐ ‐ ‐ 1,775 Barrier Protection 683084‐3 ‐ ‐ 5,000 ‐ ‐ ‐ ‐ 5,000 Employee Benefits 683084‐6 ‐ ‐ ‐ ‐ 168,500 ‐ ‐ 168,500 Reserve for Salary Adjustments 683084‐8 ‐ ‐ ‐ ‐ 9,806 ‐ ‐ 9,806

Total Operational Expenses 6.08 8 64,946 ‐ 535,000 ‐ ‐ ‐ 599,946


Carryforward Summary683084 21,225 ‐ 180,964 ‐ 7,246 209,435

209,435

Student Wellness & Health PromotionFY 2017‐2018

XVI. BUDGET



As of 10/27/17

326

University of California, Irvine Center for Student Wellness & Health Promotion

2017-18 Organizational Chart

In the absence of the Director, the Assistant Director is in charge.

Updated: August 1, 2017

Beth England-Mackie Assistant Director

Sexual & Relationship Health Programs

Manager (1.0 FTE)

Doug Everhart Director

(1.0 FTE)

Natalie D’Azzo Wellness &

Peer Education Programs Manager

(1.0 FTE)

Vacant AOD Programs

Manager (1.0 FTE)

Jasmine Blackburn Marketing Coordinator Emotional Well-Being

Programs Manager (0.60 FTE)

Michelle Nishida Financial &

Personnel Analyst (0.20 FTE)

Field Study & Practicum Students

Peer Health Educators

Marketing Assistants (Advisor to START &

Active Minds)

Program Assistants & Volunteers

Jody Margolis Registered

Dietician/Nutritionist (0.25 FTE)

Daniela Santoro Department Coordinator (1.0 FTE)

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CHILDCARESERVICES

C o u n s e l i n g C e n t e r

I. VISION&MISSION

VISIONNotavailable

MISSIONToprovidehighqualityearlycareandeducationprogramsforUCIstudents,staff,andfaculty.CORECOMPETENCIES• AllteachersanddirectorshaveChildDevelopmentPermits,issuedbytheCaliforniaCommissionon

TeacherCredentialing.• FourofoursitedirectorshaveMaster’sDegrees:twoinEarlyChildhoodEducation,oneinHuman

Development,oneinSocialWork,andwithanemphasisonChildren&Families.OnesitedirectorhasaBachelor’sDegreeinChildandFamilyStudies.

II. WORKFORCE

MANAGEMENTTEAMLauraFinley-Sanbrano Director,ChildCareServicesLisaMartinez BusinessManagerWenliLin Director,EarlyChildhoodEducationCenter&

Asst.Director,ChildCareServicesTeresaHoveland Director,InfantToddlerCenterNeliIotzova Asst.Director,InfantToddlerCenterJulieBookwalter Director,ExtendedDayLeslieJosephson Director,Children’sCenterAmySwee Director,VeranoPreschool


CareerHeadcount 50

StudentStaff 100+employees

Other None

ForOrganizationChart,seeendofChildCareServicessection.


EarlyCareandEducationPrograms

IV. THOSESERVED

Students,staff,facultyandcommunity

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CHILDCARESERVICES

V. HISTORY

Verano Preschool was our first site, opening in 1969. Children’s Center, our first full-day site, whichopenedin1972,wasfollowedbyExtendedDayin1978,andInfantToddlerin1980.Children’sCenter,ExtendedDay,and InfantToddlerCenterall serve low-incomestudentsaswellas facultyandstaff. In1989,UCIopenedtheEarlyChildhoodEducationCenter.InApril,2015ChildCareServicesmovedfromAuxiliaryServicestoWellness,HealthandCounselingServices.

VI. LOCATION

ChildCareServices501AdobeCircleRoadZOT:2250

Children’sCenter6533AdobeCircleRoad

EarlyChildhoodEducationCenter(ECEC)501AdobeCircleRoad

ExtendedDayCenter6537AdobeCircleRoad

InfantToddlerCenter533California

VeranoPreschool3300SouthVeranoRoad


FACILITIES• Children’sCenter:2,065ASF• EarlyChildhoodEducationCenter:6,523ASF• ExtendedDayCareFacility:2,701ASF• InfantToddlerCenter:10,299ASF• VeranoPreschool:1,433ASF

TOTAL:23,021sq.ft.

TECHNOLOGYFileMakerProDatabaseNoHoChildCareManagementSoftware2016Refreshcenterdirector’scomputers2015

EQUIPMENTThreelargeplaystructures(twoatECEC&oneatChildren’sCenter)


ChildCareServicesregulatoryrequirementsare:1) Title5oftheCaliforniaDepartmentofEducation.Thisdictatesnearlyeverythingwedoatthe

centers.Itismainlystatecode,butdoesincludesomefederal,i.e.,FederalFoodProgram.Website–www.cde.ca.gov/fg/aa/cd/ftc2010.asp(specifically,allofCCTRandCSPP)

2) Title22–CaliforniaDepartmentofSocialServices.Thisalsodictateswhatwedo.

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CHILDCARESERVICES

www.dss.cahwnet.gov/ord/PG587.htm3) NAEYC(NationalAssociationfortheEducationofYoungChildren)Accreditation.Other

requirements.www.naeyc.org/academy/pursuing/sitevisitreq,clickon“RequiredCriteria”

4) VariousHealthandSafetyCodes,i.e.PlaygroundRegulationswww.playgroundsafety.org/standards/state.htm#california



ChildCareServicesAdvisoryCommittee:

Chair DougHaynes–ViceProvostforAcademicEquity,Diversity&Inclusion;Professor,History;Director,ADVANCEProgram

Vice-Chair DavidMeyer–Professor,Sociology

X. MAJORISSUES• Revenue• Teacher/childratios• Fullenrollment• Teacherretention• Buildingmaintenance

XI. MISCELLANEOUS

Inadditiontoservingstudent,staffandfacultyfamilies,ChildCareServicesisafieldstudysiteforSocialEcologyandPublicHealthbringingusover100internseveryyear.Wealsoserveasobservationsitesforthe Schools of Education, Social Science, local community colleges and, on occasion, the School ofMedicine.

Inthemostrecentreport(2009),UCSystemwideAdvisoryCommitteeontheStatusofWomen,Work-LifeSubcommittee,identifiedUCIChildCareServicesas“themodelforchildcare”withintheUCSystembecauseweofferover500spots,arelocatedinanumberofsites,allarehighquality,andparentsfeeltheyhaveachoice.


• EarnedgrantsupportfromtheStateofCaliforniaDepartmentofEducation(CDE)intheexcessof$237,000

• EarnedgrantsupportfromStateofCaliforniaChildNutritionServicesintheexcessof$50,000• SuccessfullycompletedtheStateofCaliforniaDesiredResultsProfiles,ParentSurveys,Environmental

RatingScales,andAnnualReport• MaintainedNAEYCAccreditationattheEarlyChildhoodEducationCenterandVeranoPreschool• InfantToddlerCenterandVeranoPreschoolparticipatedinQualityRatingImprovementSystem• Providein-housetrainingsfortheteachingstaffontheclassroomEnvironmentandLearningNaturally

aCommunityofLearnersRoundtable(3-partseries)• Heldour11thAnnualChildCareServicesStaffandFamilyPicnic• ParticipatedinallUCsystem-wideChildCareDirectormeetings• ContinuedmembershipwiththeCityofIrvineChildCareCommittee

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CHILDCARESERVICES

• ContinuedpartnershipwithHousingforgroundservices• Continued to collaboratewith Anteater Recreation Center to provide CPR/First Aid training to all

teachingstaff• ContinuetocollaboratewithStudentHealthCentertotrainstaffonhowtoavoidcatchingillnesses

inthechildcaresetting.• Workedwithvariousprofessorsoncampusdoingresearchatthecenters• Implemented3-parttrainingseriesfornewlyemployedstudentstaff• ReceivedSmallCapFundingtorepairstructuralbeamandpatiocoveratChildren’sCenter.• Createddepartmentcurriculumcommittee• IncollaborationwithOEOD,createdaLeadershipandDiversityCertificateforthecareerteachingstaff

forourSeptemberstaffdevelopmentweek• Purchasenewchildcaremanagementsoftware,NOHO• CreatednewChildCareServicesbrochure• Wrote new mission statement and values for department to align with current research/best

practicesinearlycareandeducationaswellastheUniversity• Completedpaintingof interiorofmodularattheInfantToddlerCenter,movedfrontofficetonew

building,installednewvinylflooringatmodularbuilding

XIII. 2017-18GOALS• ContinueNAEYCAccreditationprocessforInfantToddlerCenterandChildren’sCenter.• Introducenewstaffemployeepolicyandprocedurehandbook• Reviewmissionstatementandimplementguidingprinciples/corevaluesfordepartment• Updatewebsite• RenovateandrepairplaygroundatChildren’sCenter

XIV. AWARDS

Notavailable


2016-17Updates:

Pending

2017-18:


StudentsparticipatinginRegistrarstudentemployeetrainingwilldirectlydemonstrateproblem-solving,professional policy, team, valuing diversity, and communication skills through training exercises.Particular focus on increasing knowledge areas across Enrollment Services. Part of STUDENTEMPLOYEE/PEEREDUCATORCollaborativeAssessment.




331


CHILDCARESERVICES

StudentTrainingLEADERSHIPDEVELOPMENT

Newstudentemployeeswillparticipateinaquarterlyin-depthtrainingthatcoversavarietyofchilddevelopmenttopics.

MeasuredBy:Preandpostsurveys;checklist



332


SA Assessment


Sources of FundsSA/CHILD CARE SERVICES 683063 ‐ ‐ ‐ ‐ ‐ CHILD CARE CENTER 683076 94,694 ‐ ‐ 137,000 231,694 VERANO PRE SCHOOL 683078 ‐ ‐ ‐ ‐ ‐ INFANT TODDLER CENTER 683079 255,208 ‐ ‐ 237,000 492,208 CHILD CARE SERVICE/EARLY CH 683080 ‐ ‐ ‐ ‐ ‐ EXT DAY CHILD CARE 683081 ‐ ‐ ‐ 17,500 17,500 SA/CHILD CARE SERVICES 683063‐3900 ‐ ‐ 602,000 ‐ ‐ 602,000 CHILD CARE CENTER 683076‐S763 ‐ ‐ 574,000 ‐ ‐ 574,000 VERANO PRE SCHOOL 683078‐S763 ‐ ‐ 196,500 ‐ ‐ 196,500 INFANT TODDLER CENTER 683079‐S763 ‐ ‐ 1,041,000 ‐ ‐ 1,041,000 CHILD CARE SERVICE/EARLY CH 683080‐S763 ‐ ‐ 1,173,000 ‐ ‐ 1,173,000 EXT DAY CHILD CARE 683081‐S763 ‐ ‐ 436,000 ‐ ‐ 436,000

Total Sources of Funds 349,902 ‐ 4,022,500 ‐ 391,500 ‐ 4,763,902 7% 0% 84% 0% 8% 0%

Operational ExpensesSA/CHILD CARE SERVICES (OS11233) 683063Salaries & General Assistance 683063‐1/2 12.57 12 ‐ ‐ 657,412 ‐ ‐ 657,412 Supplies 683063‐3 ‐ ‐ ‐ ‐ 12,000 ‐ ‐ 12,000 Travel 683063‐5 ‐ ‐ ‐ ‐ 5,000 ‐ ‐ 5,000 Employee Benefits 683063‐6 ‐ ‐ ‐ ‐ 353,500 ‐ ‐ 353,500 Operating Deficit 683063‐6 ‐ ‐ ‐ ‐ (119,500) ‐ ‐ (119,500) General Expenses 683063‐7 ‐ ‐ ‐ ‐ 165,000 ‐ ‐ 165,000 Reserve for Salary Adjustments 683063‐8 ‐ ‐ ‐ ‐ 17,088 ‐ ‐ 17,088 CHILD CARE CENTER (OS11245 SF10979) 683076Salaries & General Assistance 683076‐1/2 4.00 5 94,694 ‐ 213,789 ‐ 45,000 353,483 Food Program 683076‐3 ‐ ‐ ‐ ‐ ‐ ‐ 42,000 42,000 Supplies 683076‐3 ‐ ‐ ‐ ‐ 34,500 ‐ ‐ 34,500 Employee Benefits 683076‐6 ‐ ‐ ‐ ‐ 58,000 ‐ 25,000 83,000 General Expenses 683076‐7 ‐ ‐ ‐ ‐ 87,711 ‐ 25,000 112,711 Reserve for Salary Adjustments 683076‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ VERANO PRE SCHOOL (OS11246) 683078Salaries & General Assistance 683078‐1/2 1.33 2 ‐ ‐ 84,215 ‐ ‐ 84,215 Supplies 683078‐3 ‐ ‐ ‐ ‐ 10,000 ‐ ‐ 10,000 Employee Benefits 683078‐6 ‐ ‐ ‐ ‐ 46,000 ‐ ‐ 46,000 General Expenses 683078‐7 ‐ ‐ ‐ ‐ 10,000 ‐ ‐ 10,000 Reserve for Salary Adjustments 683078‐8 ‐ ‐ ‐ ‐ 2,285 ‐ ‐ 2,285 INFANT TODDLER CENTER (GF12776 OS11247 SF10980) 683079

Child Care ServicesFY 2017‐2018

XVI. BUDGET



As of 10/27/17

333


SA Assessment


Salaries & General Assistance 683079‐1/2 15.80 19 254,371 ‐ 679,273 ‐ 116,000 1,049,644 Food Program 683079‐3 ‐ ‐ ‐ ‐ 56,500 ‐ 64,000 120,500 Employee Benefits 683079‐6 ‐ ‐ ‐ ‐ 226,500 ‐ 45,000 271,500 General Expenses 683079‐7 ‐ ‐ ‐ ‐ 77,500 ‐ 12,000 89,500 Reserve for Salary Adjustments 683079‐8 ‐ ‐ ‐ ‐ 3,727 ‐ ‐ 3,727 Unallocated 683079‐8 ‐ ‐ 837 ‐ ‐ ‐ ‐ 837 CHILD CARE SERVICE/EARLY CHILDHD ED CTR (OS11249) 683080Salaries & General Assistance 683080‐1/2 9.00 9 ‐ ‐ 590,549 ‐ ‐ 590,549 Supplies 683080‐3 ‐ ‐ ‐ ‐ 87,000 ‐ ‐ 87,000 Travel 683080‐5 ‐ ‐ ‐ ‐ 1,500 ‐ ‐ 1,500 Employee Benefits 683080‐6 ‐ ‐ ‐ ‐ 250,500 ‐ ‐ 250,500 Assessment ‐ Debt Refinance 683080‐7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Debt Service 683080‐7 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Expenses 683080‐7 ‐ ‐ ‐ ‐ 54,000 ‐ ‐ 54,000 Reserve for Salary Adjustments 683080‐8 ‐ ‐ ‐ ‐ 13,451 ‐ ‐ 13,451 EXT DAY CHILD CARE (OS11250) 683081Salaries & General Assistance 683081‐1/2 2.85 3 ‐ ‐ 195,622 ‐ ‐ 195,622 Food Program 683081‐3 ‐ ‐ ‐ ‐ ‐ ‐ 17,500 17,500 Supplies 683081‐3 ‐ ‐ ‐ ‐ 47,500 ‐ ‐ 47,500 Employee Benefits 683081‐6 ‐ ‐ ‐ ‐ 66,500 ‐ ‐ 66,500 General Expenses 683081‐7 ‐ ‐ ‐ ‐ 29,500 ‐ ‐ 29,500 Reserve for Salary Adjustments 683081‐8 ‐ ‐ ‐ ‐ 5,878 ‐ ‐ 5,878

Total Operational Expenses 45.55 50 349,902 ‐ 4,022,500 ‐ 391,500 ‐ 4,763,902


Carryforward Summary683063 ‐ ‐ 1,157,517 ‐ ‐ 1,157,517 683076 43,523 ‐ 3,163 ‐ 161,507 208,193 683079 9,221 ‐ 8,825 ‐ 157,578 175,624 683080 ‐ ‐ 14,130 ‐ 11,156 25,286 683081 ‐ ‐ 5,992 ‐ 222 6,214 683078 ‐ ‐ 440 ‐ ‐ 440

1,573,274

As of 10/27/17

334

ChildCareServicesOrganizationChartr.5/2017

AssociateViceChancellorStudentAffairsHealth&Wellness

M.Holmes

DirectorChildCareServicesL.Finley-Sanbrano

BusinessOfficeAdministrativeAnalyst

L.Martinez

____AsstIIIL.Hargreaves

____AsstIS.Acosta

StudentAssistants

AdministrativeOffice

FloatingSubP.Butler

M.CondreyC.NarikawaT.OkinakaC.Vilchis

Sr.CustodianA.Oseguera

CustodianD.Luna

S.Morales

Children'sCenterSiteDirector

L.Bae

SAOIIK.MerrittC.Poole

SAOICGllagosDTsai

PracticumTeachers

TeachingAssts

Sub.Teachers

Volunteers

ExtendedDaySiteDirectorJ.Bookwalter

SAOIIV.Vicqueneau

SAOIY.Liao

PracticumTeachers

TeachingAssts

Sub.Teachers

Volunteers

InfantToddlerSiteDirectorT.Hoveland

SAOII

N.IotovaS.Embry

SAOIK.Boag

M.Brooks-BeyK.Dang

D.McPartlanFRouintreeS.SchwabeK.Turley

CDCAsstC. BunchM.BalverL.LarsenG.LindeY.LiuVacantVacant

ReceptionistA.Lee

Sub/PracTeachers/TeachingAssts/Vol

ECECCenterSiteDirector

W.Lin

SAOIIA.AndersonS.FullbrightR.Tam

K.ZeppenfeldtVacant

SAOIC.AlbuzuresV.CanalitaL.HeadV.TrinhVacant

PracticumTeachers

TeachingAssts

SubTeachers

Volunteers

VeranoPreschoolSiteDirector

A.Nica

SAOIS.Emrich

PracticumTeachers

TeachingAssts

SubTeachers

Volunteers

Universityof California,IrvineCHILDCARESERVICES

Approvedby:_______________________Augu2017

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COUNSELINGCENTER

D i s a b i l i t y S e r v i c e s C e n t e r

I. VISION&MISSION

VISION• TobeaCounselingCenterrecognizedforitscommitmenttomulticulturalismandsocialjustice

throughitshighqualityclinicalandoutreachservices,research,diversestaffandtrainingprograms.• Providenationalandinternationalleadershipinaddressingmentalhealthissuesonuniversity

campusesthroughactiveparticipationinthedevelopmentofinnovativeservices,policesandappliedresearch.

MISSION• ServeastheprimarycounselingandmentalhealthagencyforUCIrvineundergraduate,graduateand

professionalschoolstudents• ProvidesupporttotheUniversitycommunitythroughcrisisintervention,trainingonmentalhealth

issues,outreachprogramsandconsultationservices• Assiststudentswiththeiracademicsuccessbydevelopingdimensionsofwellnessparticularlyinthe

arenaofmentalhealth• Facilitatereferralsforstudentswithchronicandseverementalhealthissuesneedinglong-termand

extensiveservicestootherappropriatecommunityproviders• Facilitate the development of culturally competent mental health professionals in the field by

providingeducationandtrainingforpsychologists,andothermentalhealthproviders.• Engage in applied research to develop and deliver services and interventions based on evidence-

basedpracticesandstandardsofcare.

CORECOMPETENCIES• Professionalism• Reflectivepractice• Scientificknowledgeandmethods• Relationships• Individualandculturaldiversity• Ethical,legalandriskmanagementstandardsandpolicy• Interdisciplinarysystemsandintegratedcare• Assessment• Intervention• Supervision• Consultation• Researchandevaluation• Consumercollaboration• Publicpolicy/advocacy• Strategiestodecreasementalhealthcaredisparities

Adaptedfrom:Kaslow,N.J.,Grus,C.L.,Campbell,L.F.,Fouad,N.A.,Hatcher,R.L.,andRodolfa,E.R.(2009).Competencyassessmenttoolkitforprofessionalpsychology.TrainingandEducationinProfessionalPsychology.Vol3(4,Suppl),Nov2009,S27-S45andChu,J.P.,Emmons,L.,Wong,J.,Goldblum,P.,Reiser,R.,Barrera,A.,andByrd-Olmstead,J.(2012).PublicPsychology:ACompetencyModelforProfessionalPsychologistsinCommunityMentalHealth.Vol43,No.1,39-49.

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COUNSELINGCENTER

II. WORKFORCE

MANAGEMENTTEAMJeanneE.Manese,Ph.D. DirectorFrancesS.Diaz,Psy.D. TrainingDirector/AssociateDirectorVivianA.Yamada,Psy.D. ClinicalDirector/AssociateDirectorTheodoreR.Burnes,Ph.D. AssistantDirector/QualityAssuranceandResearch

STAFFCareer(FTE) Filled: 29.3FTE(includesadministrativesupportandlicensedprofessionals) Provision: 6.8FTE CareerFTETotal: 37.1FTE

CareerHeadcount 41

StudentStaff Volunteeronly

Other Interns: 4.0Interns Limited 0.2 Contract: Employees OtherTotal: 7.8

ForOrganizationChart,seeendofCounselingCentersection.


• Short-termtime-limitedindividual,relationship,groupandfamilycounseling• Accessibleurgentcareincludingafter-hoursmentalhealthphoneconsultation,casemanagementand

referral.• Psychiatricevaluationandinterventionavailableonalimitedbasisforstudentsconcurrentlyseenin

therapy.• A wide range of workshops related to mental health, interpersonal and developmental issues,

academicsuccessstrategies,andcopingandresiliencyareofferedannuallytostudentsbyCounselingCenterprofessionalstaff.

• Learning disability assessment available on a limited basis to serve students without adequateinsurancecoverage.

• Consultation, crisis intervention and training onmental health issues, and outreach programs tostudents,staffandfaculty.

• Student“peertopeer”programsrelatedtomentalhealth,academicsuccess,personalgrowthanddevelopment

• Limitedpsychologicalassessment• Servicesarefreeofchargetocurrentlyregisteredstudents.Studentswithchronicorseveremental

healthissuesneedinglong-termorextensiveservicesareprovidedwithcasemanagementservicesincludingreferraltootherappropriatecommunityproviders.

IV. THOSESERVED

• UCIrvineundergraduate,graduateandprofessionalschoolstudentso Totalstudentpopulation=35,242(Fall2017)–Allservices

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COUNSELINGCENTER

o UCIFacultyandstaff=15,868(fall2017*)–Consultation,outreach,training,crisesintervention

*UCIrvineOfficeofInstitutionalResearch–http://www.oir.uci.edu/files/enr/enrollment-notes.pdf

V. HISTORY

1970 CounselingCenteropenedinfall

1980 UCICounselingCenterobtainsAPAaccreditationforpre-doctoralinternship

1997 DecentralizedservicestotheSchoolofMedicine

2004-05 Transitionedtoelectronicmedicalrecords

2007-08 ImplementedpsychiatryconsultationcerviceattheCounselingCenter

2008 CampusMental HealthModel – Single Point of Entry with UCI Counseling Centerdesignatedprimarymentalhealthagencyoncampus

2009-10 Decentralized services toDisability Services Center includingpracticum to increase

learningdisabilityassessmentforUCIstudents

2010 Addedafter-hoursmentalhealthservicesbytelephone(ProtoCall)

2011 Awardedstate-fundedStudentMentalHealthInitiative($537,992)–CalMHSA CounselingCenterPeerReviewprocessinitiated

2012 CounselingCenterundergoesrestructuredgovernanceundertheUCOPSeniorVicePresidentforHealthSciencesandServices

Formalizedcredentialingandprivilegingandsystemwidestandardizationinelectronic

medicalrecordtechnology(PnC) DecentralizedservicestotheSchoolofMedicinearecentralized

2013 California Psychology Association (CPA), Continuing Education Provider statusattained

IntegratedlearningdisabilityassessmentintoCounselingCenterservices

2014 Expanded interdisciplinary staffing to include casemanagement servicesbyaddingClinicalSocialWorker

AttainedAPAContinuingEducationProviderStatus

CounselingCenterimplementssocialmediatechnologyforoutreachservices

2015 CounselingCenterAnnexinStudentCenteropensinfall ImplementedIncidentBasedPeerReviewpolicy

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COUNSELINGCENTER

2016 ExpansionofCounselingCenterAnnexto12offices(4thfloorStudentCenter)

Expanded management team to include Assistant Director/Quality Assurance &Research

2017 Psychologistsbecomeunionrepresented(UPTE)

ReceivedLocalControlFundingFormula(LCFF)grantof$12,500toexpandtheGoalsinActionProgram

VI. LOCATION

203StudentServicesI,CounselingCenterZOT:2200• 29offices,2storagerooms,2grouprooms,1conferenceroom,1waitingroom,1receptionarea,1

computerroom,1kitchen,2smallstorageroomsCounselingCenterAnnex• 12offices,1waitingroom,1reception/storagearea


FACILITIES5,282squarefootage–CounselingCenterMainOffice2,210squarefootage–CounselingCenterAnnex

TECHNOLOGYPointandClickelectronicrecordSoftware

EQUIPMENTStandardofficeequipment:computers,copier,fax


• AmericanPsychologicalAssociation(APA)AccreditingAgency• HealthInsurancePortabilityandAccountabilityAct(HIPAA)-FederalLaw• VarioussectionsofCAStateLawthatgovernthePracticeofPsychology,PsychiatryandSocialWork• CaliforniaMedicalInformationAct(CMIA)-CAStateLaw• FamilyEducationalRightsandPrivacyAct(FERPA)ForafulllistStudentAffairsmandates,pleaserefertoAppendixAattheendofthebook.


UCICounselingCenterGovernance

X. MAJORISSUES

• Continuedincreaseincampuspopulationofstudentswithmorecomplexandseverementalhealthissues has necessitated organizational restructuring and more attention to staff recruitment,retentionandburnout.Competitionforhighqualitystaffandsalarystructurehasmadethehiringofnewstaffmoredifficult.

• Spaceallocationhasnotkeptpacewiththegrowthofthecampusanddemandforservices.WhiletheCounselingCenter capacity for serviceswas significantly increasedwith theAnnexexpansion, the

339


COUNSELINGCENTER

Annexspaceisa“rental”agreementwiththeStudentCenter.Obtainingadequatepermanentspaceiscriticaltoservicethedemands.

• Rapidriseinriskmanagementactivitiesandexpectations.Thenumberofcampusconsultationteammeetingscontinuestoincreasewithadditionalattentiondirectedtopreventingviolenceoncampus.Concurrently, thereare increaseddemandsat theCounselingCenter for timeconsuming incidentreports, internal/externalpeerreviews,chartreviews,riskmanagementresponsibilities,electronicrecordstandardization,casemanagement,developmentofextensivenewpoliciesandprocedures,andrecordkeeping.

• CallforparticipationfromtheCounselingCenterManagementteamforcommitteesfromUCOfficeofthePresident(UCOP)hasgreatlyincreasedthetimeneededforCenteradministrativeactivities.Likewise,increasedstaffandutilizationofserviceshascreatedanincreasedneedforadministrativemanagementandsupervision.

• Generalfundingforsuppliesandexpensesisinadequate.Almostallincreasedfundingoverthepastfiveyearshasbeenspecificallyearmarkedforsalariesonly.

• UnionrepresentationofCounselingCenterstaffinfourdifferentunionshasincreasedthecomplexityofpersonnelissues.

XI. MISCELLANEOUS

• Rapidexpansionofstudentpopulationoverallandself-supportingdegreeprogramsforstudentshascreatedincreaseddemandsandcomplexitiesindeterminingstudenteligibilityforservices.

• Currentnationalleadershiphasinitiatedexecutiveordersandlegislationthathasnegativelyimpactedmarginalizedstudentgroupsprevalentonourcampus.

• Complexity of national and statewide privacy laws has highlighted the longstanding need for asystemwideattorneyspecializinginmentalhealthlaw.


• Continuedsurpassingwaittimegoalofservingstudentsforinitialassessmentappointmentwithin10businessdays.Averageof4.9businessdaywaittimeforinitialassessmentin2016-17.

• 12%increaseinnumberofstudentsservedthroughclinicalservices,and19.9%increaseinnumberofstudentvisitsattheCounselingCenterfrom2015-16to2016-17.

• Obtained$12,500inLocalControlFundFormulaGranttoincreaseGoalsinAction(GIA)participants.Winterquarter2017hada63.5%increaseinthenumberofGIAstudentsservedandspringquarter2017hada91%increaseinthenumberofGIAstudentsservedcomparedto2015-16.

• Successfullyrecruitedandhired3additionalpermanentstaffmembersinwinter-summer2017• Expandedopportunitiesforstudentsby1)initiatingadditionalfieldstudyattheCounselingCenter

forundergraduates,and2)consistentlyincludingstudentsinstaffsearchprocess• CompletedAmericanPsychologicalAssociationsitevisitJune2017• Implementedaclientself-checkinprocesstoincreaseefficiencyatboththeMainCenterandAnnex.

XIII. 2017-18GOALS

• Increase1) clinicalmentalhealth services,and2)outreachprogramsprovided to theUCI campuscommunity throughaddedtechnology(i.e.,WellTrack)

• Outreacheffortswillincludeafocusoncollaborationwithothercampusunits.• UCCounselingandPsychologicalServices(CAPS)hasreachedaconsensustoseekandmaintainIACS

accreditation.Duetoshortagesinbudget,timeandpersonnel,theapplicationprocesshasbeenput“onhold”since2007-08,butremainsagoalforthefuture.

• FillallcurrentvacantpositionsattheCounselingCenter

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COUNSELINGCENTER

XIV. AWARDS

AmericanPsychologicalAssociationFellowSocietyofCounselingPsychologists–TheoBurnes,Ph.D.


2016-17Updates:


Students participating in COACH peer educator training will directly demonstrate problem-solving,professionalpolicy,team,valuingdiversity,andcommunicationskillsthroughtrainingexercises.PartofSTUDENTEMPLOYEE/PEEREDUCATORCollaborativeAssessment

Measured By: Direct assessment: observation with rubric (e.g., demonstration, performance,presentation; direct assessment: product with rubric (e.g., portfolio, writing sample, journal); directassessment:productorobservationwithoutrubric

Results:Therubricswereusedon4occasionsoverthecourseoftheFall2016trainingofallpeercoaches,whereeachpeercoachrotatedthrougheachoftherolesoutlinedabove.Rubricsassessedpeercoaches’developmentofattentivelisteningskillsandreadinesstobeassignedclients(studentsseekingcoachingservices)uponthestartofWinter2017quarter.Peercoachesneededscoresof2orbetter(ona3-pointratingscale)tobeconsideredreadytoseeclients.100%ofpeercoachesearnedmeanscoresof2.7orbetterin4differentrole-plays.

Use:Providingstudentorparticipantfeedback;reportingresults

2017-18:CreatingOptionsandConqueringHurdles(COACH)–PeerProgram


Students participating in COACH peer educator training will directly demonstrate problem-solving,professionalpolicy,team,valuingdiversity,andcommunicationskillsthroughtrainingexercises.PartofSTUDENTEMPLOYEE/PEEREDUCATORCollaborativeAssessment.

MeasuredBy:Directassessment:productorobservationwithoutrubric;directassessmentofproductwithrubric



341


SA Assessment


Sources of FundsCOUNSELING CENTER 683090 1,109,069 ‐ ‐ ‐ 1,109,069 STUDENT MENTAL HEALTH 683151 2,385,786 ‐ ‐ ‐ ‐ 2,385,786 ALUMNI SERVICE FEE 683090‐3900 ‐ ‐ 59,400 ‐ ‐ 59,400

Total Sources of Funds 3,494,855 ‐ 59,400 ‐ ‐ ‐ 3,554,255 98% 0% 2% 0% 0% 0%

Operational ExpensesCOUNSELING SERVICE (OS11264 SF10988) 683090 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683090‐1/2 11.18 14 1,083,261 ‐ ‐ ‐ ‐ 1,083,261 After Hour Call‐Line (Protocol) 683090‐3 ‐ ‐ 4,635 ‐ ‐ ‐ ‐ 4,635 Peer Programs 683090‐3 ‐ ‐ 9,500 ‐ ‐ ‐ ‐ 9,500 Supplies 683090‐3 ‐ ‐ 9,035 ‐ 59,400 ‐ ‐ 68,435 Unallocated 683090‐8 ‐ ‐ 2,638 ‐ ‐ ‐ ‐ 2,638 SA/SMH‐COUNSELING CTR (SF11012) 683151 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683151‐1/2 26.00 31 2,379,190 ‐ ‐ ‐ ‐ 2,379,190 Travel 683151‐5 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Unallocated 683151‐8 ‐ ‐ 6,596 ‐ ‐ ‐ ‐ 6,596

Total Operational Expenses 37.18 45 3,494,855 ‐ 59,400 ‐ ‐ ‐ 3,554,255


Carryforward Summary683090 217,060 16 38,448 ‐ ‐ 255,523 683151 162,048 ‐ ‐ ‐ ‐ 162,048

417,571

Counseling CenterFY 2017‐2018

XVI. BUDGET



As of 10/27/17

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DISABILITYSERVICESCENTER

H e a l t h E d u c a t i o n C e n t e r

I. VISION&MISSION

VISIONUCIrvineDisabilityServicesCenter(DSC)strivestosetthestandardforbestpracticesinprovidingsupportservicesandfederallymandateddisabilityrelatedaccommodations,aidesandservices.DSCwillprovideamodelprogramforsocialjusticebypromotingequalopportunitiesandaccessibilitytodiversestudentpopulationsinallareasoftheeducationalexperienceinauniversallyaccessibleenvironment.MISSIONUCIrvinerecognizesstudentswithdisabilitiesasadiversepartofitsstudentbodyandseekstoprovidegenuine,meaningfulopportunitiesforallstudentsandfullparticipationineveryprogramandpromotesindependentlivingandeconomicself-sufficiency.DSCiscommittedtofosteringacommunitywhereeverystudent isacontributingmemberand is recognized for theirabilitiesand talents.DSChelps fosteraninclusive and supportive environment through an intersectional model that builds and maintainspartnershipsacrossthecampuscommunity.CORECOMPETENCIES• Providedirectdisabilityrelatedaccommodationsandservicestostudents,parents,facultyandstaff• Staycurrentaboutnewpracticesinprovidingsupportandlegallyrequiredservices• Provideongoingtrainingopportunitiesforfacultyandstaffbypromotingequalaccessanduniversal

learning• Providestudentcounselingindisabilitymanagementandself-advocacy• Raisedisabilityawarenessandadvocacywithintheuniversitycommunity

II. WORKFORCE

MANAGEMENTTEAMIngridFahr InterimDirectorvacant AssistantDirector/DisabilitySpecialistSomphoneEno AssistiveTechnologyManagerSTAFFCareer(FTE) Filled: 5.85FTE Provision: 0FTE CareerFTETotal: 5.85FTE

Non-FTECareer 7.15

Headcount 12

StudentStaff 22parttimeandapproximately125Notetakersperquarter

Other Seesupplementalmaterial

ForOrganizationChart,seeendoftheWellness,Health,&CounselingServicessection.

KEYELEMENTSOFENGAGEMENT• Individualintakesanddisabilitymanagementmeetingswithstudents• Coordinationoftestingandnote-takingaccommodations

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• Creationofworkshops,one-on-onemeetingsandhandoutsforstudentsaboutvarioustopics(i.e.,testanxiety,studystrategies,organization)

• Disseminationofscholarship,internshipandemploymentinformationviaweb,emailandflyers• Communicationwithfacultyandstaffregardingstudentaccommodations


TheDisabilityServicesCenterprovidesandcoordinates:• Legallymandatedaccommodationsandsupportservices (AmericanswithDisabilitiesAct

andtheRehabilitationAct).• Workshops,tutorials,programs,servicesandauxiliaryaidsthatenablestudentswithdisabilities

tomaximizetheireducationalexperienceatUCIrvinewithoutgivingthemanunfairadvantage.DSCservesasaresourcefortheentireUniversitycommunitytoensurestudentswithdisabilitiescanfreelyandactivelyparticipateineveryfacetofUniversitylife.

• RingRoadRides–Golfcarttransportationprogram7:45a.m.to6:45p.m.• Test/examproctoring8:00a.m.to10:00p.m.

HOURSOFOPERATION• MondaythroughFriday,8:00a.m.to10:00p.m.• DSCisclosedtowalkintrafficat5:00p.m./examsproctoreduntil10:00p.m.

REGULARSERVICES• Verificationofdisabilitydocumentationandeligibilityforservices• Engagewithstudentsforregistration;counselingandassistanceregardingdisabilitymanagementand

accommodations• Providelegallymandatedacademicaccommodationsandsupportservices• Serveasliaisonwithstudents,faculty,staffandadministration• Providedisabilityequipmentneeds,servicesandtraining• Providesignlanguageinterpreting,real-timecaptioning• Establishandprovidestudentsupportgroups• Educate campus community on student disability issues including appropriate accommodations,

libraryandlabadaptations,facilityandprogramaccess,andeffectivecommunication• Provide golf cart transportation (Ring Road Rides) for students, faculty, staff and visitors with

permanentortemporarydisabilities• Evaluatecampusforaccessibility

PROGRAMS• StudentSupportGroups/Organizations:DSCsponsors2studentorganizationsandasocialgathering:

o TheSocialClub@UCI–AsupportgroupforstudentswithAutism/Asperger’sSyndrome&othersocialdisorders(15students).Eventdate:weekly

o Best Buddies – A group of UCI students who are Community ServiceMentors for K-12studentswithdevelopmentaldisabilities(50participants).Eventdate:weekly

o TheDSCSocialHour–AnopportunityforallstudentsregisteredwithDSCtointeractandsupportoneanother(20students);Eventdate:weekly

• Faculty/TeachingAssistant/AcademicAdvisorandDepartmentalTraining:Trainingsareconducteduponrequestatvariousacademicdepartmentsanduniversitydivisionssuchasstudentadvisingunits,Housing,OmbudsmanandOEOD.Thegoalofthetrainingsis1)toprovideinformationregardinglegal

345



mandatesandawarenessofdisabilities,and2)toensurefacultyandstaffareawareofavailableDSCresources and to provide accurate, qualitative information regarding the world of disability.Approximately500-600attendthesetrainingsannually.

• DisabilityAwarenessPrograms:DisabilityAwarenessWeek(DAW)isaweekofeventsinthesecondweekofOctobereachyear,asmandatedbytheUCOP.Thepurposeoftheseeventsistoraisecampusand community awareness regardingdisability issues (i.e., appropriate accommodations, effectivecommunication,typesofdisabilities).Eventsincludeguestspeakers,workshopsandhandouts.Atotalof200-400studentsandcommunitymembersand50-100facultyandstaffparticipatethroughouttheweek.ForDAW2016,DSChostedtheDisabilityRightsofCaliforniaofficetospeakaboutvotingrights,andErinMerryn,theactivistbehindErin’sLaw.Eventdate:October9-13,2017.

• disAbilityAllyTraining:ThedisAbilityAllytrainingisanopportunityforstaffandfacultytolearnhowtobecomeaneffectiveAllyforpersonswithdisabilitiesatUCIrvine.Thetraininghelpsto identifypersonalbiaseswhileexpandingandstrengtheningknowledge,skillsandattitudesaroundindividualswithdisabilities.EventDate:various

• AnteaterAllyTraining:ThisAllytrainingfocusesonprovidinginformationfromstudentstostudentsin a peer environment. The training helps to identify personal biases while expanding andstrengtheningknowledge,skillsandattitudesaroundindividualswithdisabilities.EventDate:various

• Off-CampusPresentations&HighSchoolCollegeNights:Thepurposeistoprovideinformationandpersonal contact to high school students, parents and school counselors and teachers regardingadmissions,accommodationsandservicesprovidedbytheDisabilityServicesCenter.UCIlogoitemsand informational brochures are provided. Approximately 25-100 participants attend each event.Eventdate:various.

IV. THOSESERVED

TheDisabilityServicesCenterservesstudentswithpermanentortemporarydisabilities.

UNIVERSITYOFCALIFORNIASERVICESTOSTUDENTSWITHDISABILITIES

NumberofStudentsServed2015-2016Campus:IRVINE

CLIENTTYPE: Undergrad Graduate Staff Totals 2015-16

Permanent 973 294 1,267 956

Temporary 166 22 6* 194 69

Pending (UG&Gcombined)161 88

Totals 1,139 316 6 1,461 1,337

Thetotalnumberofstudentsservedisincreasingannually.Since2006DSChasseenasignificantriseofinthenumber of students receiving accommodations. *Staffing and pending numbers are not included in the totalserved.In2015-2016a20%increaseoccurred.DSCdoesnotcollectethnicity,butdoescollectdisabilitycategoricalinformation.UCDirectorsofDisabilityServiceshavedeterminedspecificcategoriesofdisabilities to trackandreport,whichinclude:

Blind LearningDisability

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LowVision AD/HDDeaf Autism/Asperger’sOtherHearing Traumatic/AcquiredBrainInjuryCommunication OtherFunctional/MedicalMobility Psychological

QuarterIntakes/StudentMeetings/Walks-

Ins

ExamsProctored

RingRoadRides

Summer2016 252 456

Fall2016 389 2,178

Winter2017 317 2,580

Spring2017 233 2,639

Totals 1,227 7,853 5,478DSCattemptstohaveallstudentssigninuponarrival.Thetableaboveshowsquarterlytotalsofstudentswho signed in to utilize the center or meet with professional staff, the number of exams that wereproctored,andRingRoadRidesduringacademicyear2016-17.

V. HISTORY

TheDisabilityServicesCenterhasbeenanactivecenterontheUCIrvinecampusandsupervisedbytheAssistantViceChancellor,OfficeoftheDeanofStudents,since1983.InAugust2011DSCsupervisionwaschangedtoAssociateViceChancellor,Wellness,Health&CounselingServices.

VI. LOCATION

100DisabilityServicesZOT:5,250Building313onUCIMap


FACILITIESApproximately3,000sq.ft.

TECHNOLOGY• DSCMySQLdatamanagementsystem:Atlantis• Kurzweil3000sitelicense• ZoomTextsitelicense• DragonNaturallySpeakingsitelicense• Jawssitelicense• Livescribesmartpens• SensusAccesssitelicense

EQUIPMENT• 2Highspeedscanners

347



• 6Golfcarts• 2Motorizedmobilityscooters• 3CCTV• 1Sorenson• 4Wheelchairs,2kneewalkers• 1HighSpeedBrailleboxembosser

VIII. REGULATORYREQUIREMENTISSUES

• AmericanswithDisabilitiesActAsAmended(ADAAA)• RehabilitationAct• FederalandStateofCaliforniaDisabilityLaws• Agency• Costestimateofsaidrequirement:Varies


NotAvailable

X. MAJORISSUES

• Significant increase in requests for Emotional Support Animals in university housing continues.Requestshaveescalatedfromapproximately3perquarterto3perweek.Withcaseloadsalreadyovertheadvisablelimit,theaddedburdenandstressofrequestscontinuestobeamajorconcern.

• 16.2%increaseinthenumberofstudentsrequiringdisabilityrelatedaccommodations–1,252in2015to1,455in2016.

• LackofaccesstofacultyandteachingassistantstoprovideAllytraining,Universallearningtechnicsandlegalconcernsregardingaccessibleclassroomandcoursematerials.

• SpacewillcontinuetobemajorissueforDSC.Asseenfromtheaboveincreaseintestingnumbers,DSCwillberequiredtoutilizeadditionalspacesfortestingseveraltimeseachquarter.

XI. MISCELLANEOUS

STUDENTSSERVED

NumberofStudentsServed2016-171 Campus: IRVINE

DisabilityType PermanentlyDisabled TemporarilyDisabled Totals

PHYSICALDISABILITIES:Undergrad Grad/Prof. Undergrad Grad/Prof.

Vision-Blind 1 3 0 0 4

Vision–Lowvision 15 4 0 0 19

Mobility 8 2 0 0 10OtherFunctionalImpairment 224 61 166 22 473

COMMUNIC.DISABILITIES Speech/OtherComm.Disability 4 0 0 0 4

Deaf 3 0 0 0 3OtherHearingImpairment 30 2 0 0 32

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COGNITIVEDISABILITIES

LearningDisability 50 20 0 0 70AttentionDeficit/HyperactivityDisorder 185 49 0 0 234

Acquired/TraumaticBrainInjury 8 0 0 0 8

Autism/Asperger’sSyndrome 60 4 0 0 64

PsychologicalDisability 385 149 0 0 534

SUBTOTALS:(unduplicated) 973 294 166 22 TOTALS:(Undergrad+Grad/Prof.) 1,269 188 1,455

1. Totalincludes270studentswithmultipledisabilities(co-morbidity).2. Requirements:84(thisnumberisnotedintableabove)


• Facilitated6AnteaterAllyprograms,anadaptionofthedisabilityAllyprogramforstudentleaders,trainingover300studentstobecomedisabilityallies

• DSCstaffservedonvariouscampussearchcommittees,affinitycommitteesandtaskforces,suchasCoordinatedComplianceReviewTeam,Veterantaskforce,VeteranReintegrationConferenceSeries,ElectronicAccessibility,InclusionandAccessibility,StudentAffairsStrategicPlan,BlackGala.

• FacilitatedeightDisabilityAllyTrainingstofaculty,staffandnumerousdepartmentaltrainingsondisabilityrelatedissues,trainingover200tobecomedisabilityallies

• DSCstaffpresentedpapersatregionalandnationalconferenceandsymposiums.• DisabilityServicesFacultyHandbookupdate:ProvidingAccessforStudentswithDisabilities• LaunchedtheinauguralpresentationoftheDisabilityScholarshipprogramandprovidedtwo

studentswitha$1000award

XIII. 2017-18GOALS

• ContinuetomaintainDSCcounselortostudentratiotolessthan1:175• Workmorecloselywithcampuspartnerstoimproveaccessibilityofphysicalandelectronicspaces• Increasecapacitytoprovideadequatespaceforstudentswhorequiretestaccommodations• RefreshandimproveDSCwebsitetoreflectasocialjusticemodelofengagement• Collaboratewithlocalandnationalemployerstoprovideinternshipsandjobsforstudentswith

disabilities

XIV. AWARDS

Notavailable


2016-17Updates:Pending

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2017-18:AnteaterAllyWorkshop

LEADERSHIPDEVELOPMENTStudentswhohavecompletedthe2-hourAnteaterAllyWorkshopprovidedbystudentpeersandstaffintheDisabilityServicesCenterwillincreasetheirknowledgeandawarenessofdiversityasitrelatestodisabilityasanidentity.Studentswillgainapersonalawarenessofbias,microaggressionsandidentifyatleast2strategiestoemploytoincreaseawarenessandequityforpeoplewithdisabilitiesatUCI.

MeasuredBy:Directassessmentwithoutrubric;one-on-oneinterviews;Postsurveys


Use:Refiningprogram/programchanges;providingstudentfeedback;reportingresults

ProgramDevelopment


StudentAssistantsworkingatDSCwillcreatea30-minuteprogramforstudentswithdisabilitiestofostercommunityorinstructonspecificskills.StudentAssistantswillberequiredtoattendtheAnteaterAllyprogramandtoassesstheneedsofstudentswithdisabilitiesduringtheFallquarterbyquestionnaire,surveyorfocusgroup.ThestudentassistantswillfacilitatefocusedworkshopsduringtheWinterandSpringquarters.

MeasuredBy:Directassessmentwithoutrubric;one-on-oneinterviews;postsurveys


Use:Refiningprogram/programchanges;providingstudentfeedback;reportingresults

350


SA Assessment


Sources of FundsDISABILITY SERVICES CNTR AD 683071 311,526 ‐ ‐ ‐ 4,486 316,012 DISABILITY SERVICES ACCOMMO 683073 632,081 ‐ ‐ ‐ 100,000 732,081 DISABILITY SERVICES ACCOMMO 683073‐S643 ‐ ‐ 74,500 ‐ ‐ 74,500

Total Sources of Funds 943,607 ‐ 74,500 ‐ 4,486 100,000 1,122,593 84% 0% 7% 0% 0% 9%

Operational ExpensesDISABILITY SERVICES CNTR ADMINISTRATION (EI10149 GF12774 683071 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683071‐1/2 4.00 4 306,026 ‐ ‐ ‐ ‐ 306,026 Supplies 683071‐3 ‐ ‐ ‐ ‐ ‐ ‐ 4,081 4,081 Read and Write Software License 683071‐3 ‐ ‐ 5,500 ‐ ‐ ‐ ‐ 5,500 Unallocated 683071‐8 ‐ ‐ ‐ ‐ ‐ ‐ 405 405 DISABILITY SERVICES ACCOMMODATIONS (SF10976) 683073 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683073‐1/2 9.00 11 608,173 ‐ 62,374 ‐ ‐ 670,547 Supplies 683073‐3 ‐ ‐ ‐ ‐ 3,500 ‐ ‐ 3,500 Employee Benefits 683073‐6 ‐ ‐ ‐ ‐ 9,500 ‐ ‐ 100,000 109,500 Reserve for Salary Adjustments 683073‐8 ‐ ‐ 23,908 ‐ ‐ ‐ ‐ 23,908 Unallocated 683073‐8 ‐ ‐ ‐ ‐ (874) ‐ ‐ (874)

Total Operational Expenses 13.00 15 943,607 ‐ 74,500 ‐ 4,486 100,000 1,122,593


Carryforward Summary683071 ‐ ‐ ‐ ‐ ‐ ‐ 683073 123 ‐ 10,794 ‐ 8,000 18,917

18,917

Disability Student ServicesFY 2017‐2018

XVI. BUDGET



As of 10/27/17

351

Disability Services Center

MSP II

Interim Director Ingrid Fahr

MSP I Assistive Technology Manager

Somphone Eno

Student Assistant 4 Evening Test

Supervisor/Tutor Vacant

MSP I Interim Assistant Director

Somphone Eno

SAO 3 EX Senior Disability Specialist

Lisha Yi, Rosezetta Henderson, Cheng Ko, Ashley Fletcher, Shannon Walter

MSO I Business Manager

Johnny Chu

SAO II Test Proctoring

Coordinator Jose Sagrero

Admin Analyst Assistant Accommodations Data

Analyst

Scott Serrantino

Admin Specialist Braille/AT Specialist

Vacant

Admin Analyst Accommodations

Coordinator (Notes) Jenna Roberts

7 Student Assistants 11 Student Drivers 2 Student Interns

10 Limited Appointment Translators for the Deaf &

American Sign Language Interpreters

7 Student E-Text Editors

Admin Specialist (0.5 FTE) Braille/AT Specialist

Jessie Vasquez

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STUDENTHEALTHCENTER

I. VISION&MISSION

VISION

ThevisionoftheStudentHealthCenteristobetheleadingproviderofprimarycareandrelatedspecialtyandancillaryhealthcareservicesforUCIrvineStudents.

MISSION

The fundamental purpose of the Student Health Center is to enable students tomaximize theacademic experience by supporting them inmaintaining the best possible physical andmentalhealthinaconfidential,safeandnurturingenvironment.

CORECOMPETENCIESPrimaryCareandSpecialtyMedicalServices,DentalServices,Lab,Radiology,Pharmacy

II. WORKFORCE

MANAGEMENTTEAMSeniorManagementTeam

JuniorManagementTeamMatthewMallari Manager,SupportServicesBrigetteLao,RN Manager,NursingJohnShioya,PharmD PharmacistinChargeJeanieDeakyne Manager,FrontOfficeandHealthInformationMarilenaPinto PracticeManager,DentalClinicJanetJames Manager,Credentialing,Quality&ComplianceNaderBigdeli LabManager

STAFFCareer(FTE) Filled: 111FTE Provision: 22FTE CareerFTETotal: 133FTE

CareerHeadcount

133


Other SchoolofNursing,Psychiatry,andSportsMedicineresidents

ForOrganizationChart,seeendofStudentHealthCentersection.

PatrickHaines,MBA,CMPE ExecutiveDirectorAlbertChang,MD,MPH MedicalDirectorCharlesAdams AdministrativeDirectorVivienChan,M.D. ChiefofPsychiatryKimberlyKaboos,DDS SeniorDentist

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STUDENTHEALTHCENTER


• Comprehensive primary care and dental care for health andwellnesswith an emphasis onpersonalsensitivityandattentiontoindividualpatientneeds.

• Convenientconsultationandtreatmentinselectedmedicalspecialties.• Firstaid,triageandbasicurgentcareforthecampuscommunity.• Medicalsurveillanceandrecommendationsforthecampusonarangeofhealthpromotionand

diseasepreventioninitiatives.• Crisisconsultationandoutreachservicestothecampuscommunity.

IV. THOSESERVED

• UCIrvinegraduateandundergraduatestudents• UCIfacultyandstaffforfirstaid,fluvaccineclinicsandpublichealthconsultations• UCI Departments: Selected vaccines and pre-employment services via pre-determined

agreements

V. HISTORY

In1965,theUniversityofCalifornia,Irvineadmitteditsfirstmatriculatingclass.Atthattime,healthservicesforstudentswerehousedinthePhysicalEducationDepartment.Theclinicconsistedoffoursmallexaminationrooms,aclinicallab,x-ray,physicaltherapyandapharmacy.

ThecurrentStudentHealthCenterbuilding,completedinMay1968,wasdesignedtoserve5,000students.Overtheyears,wecontinuetoevolveinordertomeettheneedsofthegrowingstudentpopulation,nownumberingover30,000.

In 1980 UCI SHC became the first student health center on the West Coast to be nationallyaccreditedbytheAccreditationAssociationforAmbulatoryHealthCare.Thisaccreditationhasbeenconsistentlymaintainedsince1980.

VI. LOCATION

501StudentHealthZOT:5200

StudentHealthCenterII(Bldg.6)500EastPeltasonDriveZOT5200• TheStudentHealthCenterislocatedatthecornerofPereiraandEastPeltason.Itisbuilding5

onthecampusmap• StudentHealth(StudentHealthII)islocatedontheoppositecorner,housesadministrationand

thedentaldepartmentandisbuilding6onthecampusmap


FACILITIES• AssignableSquareFeet:16,906• ActualSquareFeet:23,100(approximated)• Inclusiveoftwobuildings:StudentHealthCenterIandII

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STUDENTHEALTHCENTER

TECHNOLOGY/EQUIPMENT• Electronichealthrecords• DigitalRadiography• PracticeManagementandBillingSystem• PharmacyInformationSystem• LabInformationSystem


• COLA• AAAHCaccreditation• HIPAA• FERPAForafulllistofStudentAffairsmandates,pleaserefertoAppendixAattheendofthebook.


StudentHealthusestheStudentHealth InsuranceAdvisoryCommittee(SHIAC)for inputonSHCservices,insurancebenefits,andthelike.

X. MAJORISSUES

• Effect of the Affordable Care Act: The long-term impact of the ACA continues to play out,howevernowthatstudentsmaystayontheirparent’sinsurance,wehaveseenadirectimpactonthenumberofstudentswaivingoutofSHIP

• Spacefortheexpandingservicesandsupportstaff• Obtainingmarket-basedsalariesforclinical,managerialandotherprofessionalstaff.• Mentalhealthfunding• Studentservicefeefunding:UCIrvinecontinuestobetheloweststudentservicefeefunded

SHCintheUCsystem.Assuch,o UCI students are at risk for paying more expenses out of pocket (depending on the

insurancebenefits).o UCIrvinehasahighbill-to-insuranceclaimsratio.o UCIrvinehasoneofhighestancillarythroughrate(dollarschargedtotheinsuranceplan)

forlab,pharmacyandradiologyservices.

XI. MISCELLANEOUS

UC Irvine SHC offers a comprehensive range of services relying heavily on service-generatedrevenue.

SHCservicesinclude:Generalmedicine,specialties,nurseclinics,nutrition,mentalhealthservices,dental,labservices,radiology,andpharmacy.

SHCalsoofferspreventiveservicessuchas: immunizations,fluclinics,physicalexaminationsandwomen’shealthexams.

355


STUDENTHEALTHCENTER


• Plannedforre-accreditationbyAAAHC• Implementedon-lineorderingofbirthcontroltoincreasepatientaccesstocare• Implementedon-lineappointmentsforpatientstoself-scheduleappointmentsforprimarycare• Renewed expanded medical and dental health plan coverage for both graduate and

undergraduatestudents• HiredhighlyaccomplishedMedicalDirectorwithafocusonprimarycareandpublichealthin

thecommunityhealtharena• ExpandedcooperativeeventswithHealthPromotionincludinganewHPVClinic• PilotednewprogramwithDepartmentofDanceandHousingtopromotemobilefluclinics

XIII. 2017-18GOALS

• Continuetoprovidehighquality,safeandaccessiblemedicalcaretopatients• ExpandspecialtyservicesinordertoprovidemoreconvenientcaretoUCIstudents• Continuetoimprovepatientsatisfactionsurveyingcapability• Continuetoadvocateforappropriatecampusfunding• WorkwithUCIEH&Stohelpprotectthecampusfromoutbreaksofcommunicablediseasesvia

immunizationsandcollaborationwiththeCountyPublicHealthService• Expandcooperativeopportunitieswithkeyconstituents

XIV. AWARDS

Notavailable


2016-17Updates:

AppointmentsmadeandkeptbystudentswithSHCprimarycareprovidersPERSONALRESPONSIBILITY

StudentswhocometotheStudentHealthCenterwillacquireadministrativeskillstomakehealthcareappointmentsandtobeabletomanagetheirhealthneedsbyshowingupforhealthcareappointmentsorreschedulingwhenappropriate,afterengagingwithStudentHealthCenterstaff.

MeasuredBy:archival(e.g.,documentreviews),directassessment(norubric),interviews-individuals,one-on-one

Results:Patient(student)satisfactionsurveyswereelectronicallysenteachweekduringFY2016-17toarandomsampleof100studentswhoreceivedprimarycareservicesattheStudentHealthCenter.Atotalof4,200surveysweresentand391returnedforaresponserateof9.3%.Onascaleof1-5(5=highestscore)forquestionsregardingaccesstocare(e.g.,makingappointments),surveyrespondents'overallassessmentscoreaveraged4.48.“NoShow”andcancelledappointmentsforprimarycaredeclinedby13%ascomparedwithFY2015-16.


356


STUDENTHEALTHCENTER

UnderstandingtheUCStudentHealthInsurancePlan(UCSHIP)andrelatedbenefits,costsandreferral

PERSONALRESPONSIBILITYStudentswhoarecoveredbyUCSHIPwillincreasetheirknowledgeofhowhealthinsurancefunctionsandwillbeabletodemonstrateunderstandingofco-pays,deductibles,coinsuranceandhowthereferralprocessfunctions.

MeasuredBy:Directassessment:productorobservationwithoutrubric;postsurveys;archival(e.g.,documentreviews);one-on-oneinterview(s)

Results:Patient(student)satisfactionsurveyswereelectronicallysenteachweekduringFY2016-17toarandomsampleof100studentswhoreceivedprimarycareservicesattheStudentHealthCenter.Thetotalnumberofsurveyssentwas4,200,with391surveysreturnedforaresponserateof9.3%.Onascaleof1-5(5=highestscore),surveyrespondents’overallassessmentscorewas4.48.TheincreaseascomparedwithFY2015-16isattributabletotheintroductionofapilotprogram(“Walk-OutReferralProject”)inwhichstudentswereaskedtoreportdirectlytotheInsuranceServicesofficeaftertheirclinicvisitforassistanceinschedulinganappointmentforoutsidespecialtyservicesforwhichtheyhadbeenreferred.

Use:Refiningprogram/programchanges;providingstudentorparticipantfeedback;refiningassessmenttools/SLOs;reportingresults

UnderstandingtheservicesofferedatSHCandtheimportanceofpreventativecarePERSONALRESPONSIBILITY

StudentswhoreceiveservicesatSHCwilllearnabouttheservicesofferedatSHCandwillbeabletoeffectivelyutilizepreventativecareafterengagingwithprovidersandstaffatSHC.

MeasuredBy:Directassessment:productorobservationwithoutrubric;preandpostsurveys;archival(e.g.,documentreviews);one-on-oneinterview(s)

Results:Patient(student)satisfactionsurveyswereelectronicallysenttoeachweekduringFY2016-17toarandomsampleof100studentswhoreceivedprimarycareservicesattheStudentHealthCenter.Thetotalnumberofsurveyssentwas4,200,with391surveyswerereturnedforaresponserateof9.3%.Onascaleof1-5(5=highestscore),surveyrespondents'overallassessmentscorewas4.68onapproximately30questionsregardingtheirexperiences;knowledgegainedabouttheirillnessorinjuryandpreventativecaremeasures;andinteractionswithprovidersandstaff.

Use:Refiningprogram/programchanges;providingstudentorparticipantfeedback;refiningassessmenttools/SLOs;reportingresults

2017-18:EAPstudentswillcompletetheclearancerequirementsbeforethe60daydeadline.


InanefforttoincreasethenumberofEAPstudentsthatareclearedbeforetheacademicyearbegins,theSHCwillimplementamulti-departmentalapproachthatwillhopefullystreamlinetheEAPclearanceprocess.WithlimitedMHappointmentavailabilityattheSHC,itwouldbebeneficialtoexploretheoptionofpossiblyreferringEAPstudentstoanexternalpsychiatristfor

357


STUDENTHEALTHCENTER

clearance.Additionally,usingtheCounselingdepartmentasaresourcetoassistwithevaluationswillgivestudentsmoreoptionstoobtaintheirclearance(s).Furthermore,SHCplansonpilotinganonlineEAPclearanceportalsimilartowhatUCLAiscurrentlyusing.Thisportalwillallowstudentstoself-discloseinformation,whichwillthenbereviewedbyRNs/NPs/MHproviders,thuseliminatingtheneedforallclearancestobeconductedon-siteandinperson.StudentlearningsuccesswillbequantifiedbymeasuringthenumberofEAPscompletedbeforethedeadlinevs.numberofEAPscompletedafterthedeadline.TheresultswillthenbecomparedwiththenumberofEAPstudentsrequestingclearancevs.theactualnumberofEAPwhoweregrantedclearancebySHC.

MeasuredBy:Directassessmentwithoutrubric;one-on-oneinterviews;preandpostsurveys;archival(e.g.,documentreviews)


Use:Refiningprogram/programchanges;usinginplanningand/orbudgeting;providingstudentfeedback;refiningassessmenttools/SLOs;reportingresults

Educatenew,incomingstudentsregardingtheneedtocomplyandhowtocomplywithUC’simmunizationrequirements

PERSONALRESPONSIBILITYInanefforttoincreaseawarenessamongnew,incomingstudentsofthepublichealthimportanceofcompliancewithUC’sTBscreeningandimmunizationpolicyandtomaximizeoverallcompliancerates,SHCwill:1)improve/simplify/enhanceinstructionsandinformationprovidedtonewstudentsincludingrevisionstotheWH&CSstudenthealthportalandredesignoftheSHCwebsite,and2)enhancecollaborationwithcampuspartnersregardingcommunicationsregardingtheseadmissionhealthrequirements.Tomeasurethesuccessofthisimmunizationawarenessinitiative,theSHCwillconductongoingcompliancereportsgeneratedthroughPnCtoshowcomplianceresponse.ThesePnCreportswillalsoallowSHCstafftoseewhatareasofthecompletionprocessstudentsarefailingtocompletebeforethecompliancedeadlines.



Use:Refiningprogram/programchanges;usinginplanningand/orbudgeting;providingstudentfeedback;refiningassessmenttools/SLOs;reportingresults

EducatestudentswhoareidentifiedasatriskfordevelopingdiabetesPERSONALRESPONSIBILITY

Studentsidentifiedatriskfordevelopingdiabetesbyproviderswillbereferredtoa1:1diabeteseducationprogramwheretheywilllearnaboutdiabetesis,whatputsthematriskfordevelopingit,andstrategiesforpreventionandmanagement.Duringthecourseofthiseducationalprogram,studentscandeveloptheirownindividualizeddiabetesmanagementplans,fitnessprograms,nutritionalseminars,lifestylechanges,etc.Providerswillbedirectlyinvolvedintheplanningprocesstoensurethatthestudenthasasmuchsupportaspossibleinorderfortheirdiabetesmanagementplan(s)tobesuccessful.

358


STUDENTHEALTHCENTER




359


SA Assessment


Sources of FundsSA/STUDENT HEALTH‐ADMIN G & 683054 ‐ ‐ ‐ ‐ ‐ SA/STUDENT HEALTH‐ANCILLARY 683062 ‐ ‐ ‐ ‐ ‐ STUDENT HEALTH‐GENERAL CLIN 683085 953,297 ‐ ‐ ‐ 953,297 STUDENT HEALTH‐DENTAL 683086 ‐ ‐ ‐ ‐ ‐ STUDENT HEALTH‐PHARMACY 683087 ‐ ‐ ‐ ‐ ‐ STUDENT HEALTH‐MHC 683104 168,708 ‐ ‐ ‐ 168,708 SA/SMH‐STUDENT HEALTH CTR 683152 429,634 ‐ ‐ ‐ ‐ 429,634 SA/STUDENT HEALTH‐ANCILLARY 683062‐S698 ‐ ‐ 126,000 ‐ ‐ 126,000 SA/STUDENT HEALTH‐ANCILLARY 683062‐S714 ‐ ‐ 1,346,000 ‐ ‐ 1,346,000 STUDENT HEALTH‐GENERAL CLIN 683085‐S694 ‐ ‐ 419,500 ‐ ‐ 419,500 STUDENT HEALTH‐GENERAL CLIN 683085‐S695 ‐ ‐ 3,700,000 ‐ ‐ 3,700,000 STUDENT HEALTH‐GENERAL CLIN 683085‐S699 ‐ ‐ 400,000 ‐ ‐ 400,000 STUDENT HEALTH‐GENERAL CLIN 683085‐S702 ‐ ‐ 1,801,500 ‐ ‐ 1,801,500 STUDENT HEALTH‐GENERAL CLIN 683085‐S703 ‐ ‐ 2,695,500 ‐ ‐ 2,695,500 STUDENT HEALTH‐GENERAL CLIN 683085‐S704 ‐ ‐ 155,000 ‐ ‐ 155,000 STUDENT HEALTH‐GENERAL CLIN 683085‐S706 ‐ ‐ 21,525,000 ‐ ‐ 21,525,000 STUDENT HEALTH‐DENTAL 683086‐S700 ‐ ‐ 260,000 ‐ ‐ 260,000 STUDENT HEALTH‐DENTAL 683086‐S712 ‐ ‐ 1,195,500 ‐ ‐ 1,195,500 STUDENT HEALTH‐PHARMACY 683087‐S701 ‐ ‐ 150,000 ‐ ‐ 150,000 STUDENT HEALTH‐PHARMACY 683087‐S711 ‐ ‐ 2,647,000 ‐ ‐ 2,647,000 STUDENT HEALTH‐MHC 683104‐S696 ‐ ‐ 50,000 ‐ ‐ 50,000 STUDENT HEALTH‐MHC 683104‐S713 ‐ ‐ 1,136,000 ‐ ‐ 1,136,000

Total Sources of Funds 1,551,639 ‐ 37,607,000 ‐ ‐ ‐ 39,158,639 4% 0% 96% 0% 0% 0%

Operational ExpensesSA/STUDENT HEALTH‐ADMIN G & A (OS11223) 683054 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683054‐1/2 4.00 4 ‐ ‐ 314,245 ‐ ‐ 314,245 Supplies 683054‐3 ‐ ‐ ‐ ‐ 90,000 ‐ ‐ 90,000 Employee Benefits 683054‐6 ‐ ‐ ‐ ‐ 108,500 ‐ ‐ 108,500 General Expenses 683054‐7 ‐ ‐ ‐ ‐ 440,000 ‐ ‐ 440,000 Reserve for Salary Adjustments 683054‐8 ‐ ‐ ‐ ‐ 16,255 ‐ ‐ 16,255 SA/STUDENT HEALTH‐ANCILLARY SERVICES (OS11232) 683062 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683062‐1/2 5.05 6 ‐ ‐ 577,522 ‐ ‐ 577,522 Supplies 683062‐3 ‐ ‐ ‐ ‐ 95,000 ‐ ‐ 95,000 Employee Benefits 683062‐6 ‐ ‐ ‐ ‐ 232,000 ‐ ‐ 232,000 General Expenses 683062‐7 ‐ ‐ ‐ ‐ 548,000 ‐ ‐ 548,000 Reserve for Salary Adjustments 683062‐8 ‐ ‐ ‐ ‐ 19,478 ‐ ‐ 19,478

Student Health CenterFY 2017‐2018

XVI. BUDGET



As of 10/27/17

360


SA Assessment


STUDENT HEALTH‐GENERAL CLINIC (OS11257 OS11258 OS11259 683085 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683085‐1/2 61.37 71 742,366 ‐ 4,897,190 ‐ ‐ 5,639,556 Flu Clinic Program 683085‐3 ‐ ‐ 4,000 ‐ ‐ ‐ ‐ 4,000 Hepatitis B/HIV Program and Tracking 683085‐3 ‐ ‐ 23,000 ‐ ‐ ‐ ‐ 23,000 Supplies 683085‐3 ‐ ‐ ‐ ‐ 707,500 ‐ ‐ 707,500 HIV Testing Kits 683085‐3 ‐ ‐ 2,931 ‐ ‐ ‐ ‐ 2,931 Employee Benefits 683085‐6 ‐ ‐ ‐ ‐ 1,988,000 ‐ ‐ 1,988,000 Insurance Premiums 683085‐7 ‐ ‐ ‐ ‐ 21,653,500 ‐ ‐ 21,653,500 General Expenses 683085‐7 ‐ ‐ 181,000 ‐ 306,000 ‐ ‐ 487,000 Reserve for Salary Adjustments 683085‐8 ‐ ‐ ‐ ‐ 174,810 ‐ ‐ 174,810 Unallocated 683085‐8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ STUDENT HEALTH‐DENTAL (OS11260) 683086 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683086‐1/2 9.00 10 ‐ ‐ 897,619 ‐ ‐ 897,619 Supplies 683086‐3 ‐ ‐ ‐ ‐ 35,000 ‐ ‐ 35,000 Employee Benefits 683086‐6 ‐ ‐ ‐ ‐ 254,000 ‐ ‐ 254,000 General Expenses 683086‐7 ‐ ‐ ‐ ‐ 232,000 ‐ ‐ 232,000 Reserve for Salary Adjustments 683086‐8 ‐ ‐ ‐ ‐ 36,881 ‐ ‐ 36,881 STUDENT HEALTH‐PHARMACY (OS11262) 683087 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683087‐1/2 4.00 4 ‐ ‐ 601,719 ‐ ‐ 601,719 Supplies 683087‐3 ‐ ‐ ‐ ‐ 2,000,000 ‐ ‐ 2,000,000 Employee Benefits 683087‐6 ‐ ‐ ‐ ‐ 142,000 ‐ ‐ 142,000 General Expenses 683087‐7 ‐ ‐ ‐ ‐ 15,000 ‐ ‐ 15,000 Reserve for Salary Adjustments 683087‐8 ‐ ‐ ‐ ‐ 38,281 ‐ ‐ 38,281 STUDENT HEALTH‐MHC (OS11271 SF11545) 683104 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683104‐1/2 6.55 8 142,708 ‐ 762,129 ‐ ‐ 904,837 Supplies 683104‐3 ‐ ‐ ‐ ‐ 5,000 ‐ ‐ 5,000 Employee Benefits 683104‐6 ‐ ‐ ‐ ‐ 297,500 ‐ ‐ 297,500 General Expenses 683104‐7 ‐ ‐ ‐ ‐ 45,000 ‐ ‐ 45,000 Reserve for Salary Adjustments 683104‐8 ‐ ‐ ‐ ‐ 76,871 ‐ ‐ 76,871 Unallocated 683104‐8 ‐ ‐ 26,000 ‐ ‐ ‐ ‐ 26,000 SA/SMH‐STUDENT HEALTH CTR (SF11013) 683152 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Salaries & General Assistance 683152‐1/2 4.00 6 431,951 ‐ ‐ ‐ ‐ 431,951 Unallocated 683152‐8 ‐ ‐ (2,317) ‐ ‐ ‐ ‐ (2,317)

Total Operational Expenses 93.97 109 1,551,639 ‐ 37,607,000 ‐ ‐ ‐ 39,158,639


Carryforward Summary683058 ‐ ‐ 531,000 ‐ ‐ 531,000 683062 ‐ ‐ 300,000 ‐ ‐ 300,000 683085 ‐ ‐ 2,568,046 ‐ 1,477 2,569,523 683086 ‐ ‐ 1,450,835 ‐ ‐ 1,450,835 683087 ‐ ‐ 11,915,891 ‐ ‐ 11,915,891 683104 ‐ ‐ 1,350,060 ‐ ‐ 1,350,060

18,117,309

As of 10/27/17

361

Cluster Department Program affected by mandate

Explanation of the mandate Type Agency Website/Source* End Date

1 Auxiliary Services Hospitality & Dining Sustainable Food Purchases

Goal to purchase 20% sustainable food products by 2020. Currently at 26%. UCOP http://sustainability.universityofcalifornia.edu/policy.html

2020

2 Auxiliary Services Housing All Establish a missing student notification policy & notify contact person within 24 hours.

Federal HEOA P.L section 488(f) amends 20 U.S.C. 1092

3 Auxiliary Services Student Affairs Technology International Center Because of the Patriot Act of 2001 Student Affairs is required to track all international students attending UC Irvine. We do this through Student and Exchange Visitor Information System (SEVIS). This is run by the Department of Homeland Security. We use Ellucian’s International Student & Scholar Management application to manage the program. Student Affairs Technology works closely with the International Center on this process.

Department of Homeland Security

http://www.ice.gov/sevis/ ongoing

4 Auxiliary Services Student Center Student Center/Cross-Cultural Center Facilities

Fee is to go toward covering the cost of construction, operation, and maintenance of the student center

Student Student Body Fee Referendum

See attached Ongoing

5 Auxiliary Services Student Government & Student Media

Bus Love Fee Referendum Establishment of Anteater Express Fee - Routes, New Buses, Disability Services

Student Fee Initiative passed April 2013 Ongoing


Express Shuttle Requires drug and alcohol testing for commercial drivers Federal Department of Transportation (DOT)

http://www.dot.gov/ost/dapc/


Express Shuttle Requires monitoring of the driving records of commercial drivers-Employer Pull Notice-(EPN)

State Department of Motor Vehicles (DMV)

http://www.dmv.ca.gov/vehindustry/epn/epngeninfo.htm#back


Express Shuttle Enables Student Government to conduct road testing of commercial drivers. Commercial Licensing Testing Program-(ETP)

State Department of Motor Vehicles (DMV)

http://www.dmv.ca.gov/vehindustry/etp/etpinfo.htm


Express Shuttle Annual facilities/records/equipment audit. California Vehicle Codes: 34501.12, 34505.5

State California Highway Patrol (CHP)

http://www.leginfo.ca.gov/cgi-bin/waisgate?WAISdocID=94745129059+0+0+0&WAISaction=retrieve


Express Shuttle Requires the installation of diesel particulate traps on diesel buses State California Air Resources Board (CARB)

http://www.arb.ca.gov/diesel/factsheets/in-useretrofit.pdf


Measure S Fee Referendum

Expansion of the ASUCI Express Shuttle program Student Fee Referendum dated February 7, 2006 Ongoing


Associated Student Fee Establishment of Associated Student Fee Student Ongoing


T.G.I.F. Fee Establishment of T.G.I.F. Fee Student Fee Initiative passed April 2009 Ongoing


Measure U Fee Referendum

Establishment of New University Fee - Operations Student Fee Initiative passed April 2013 30-Jun-18


Associated Student Fee Establishment of Associated Student Fee Student Increase of original fee at $5.00/student/quarter each year for six years with CPI increase beginning year seven until June 30 2047 at sunset

30-June-47 unless voted on to renew

16 Student Life & Leadership

International Center F-1 international students Recommend student's application for "Optional Practical Training" Federal US Immigration and Customs Enforcement/Department of Homeland Security

http://www.ice.gov/sevis/schools/existing_schools/index.htm - NAFSA Advisor's Manual Section 3.36 Optional Practical Training (OPT) or C.F.R Section 214.2 (f) (10) (11)

17 Enrollment Services Admissions Articulation A higher education institution must publicly disclose its transfer of credit policies, including criteria related to transfer of credit earned at another institution.

Federal HEOA P.L section 488(f) amends 20 U.S.C. 1092

18 Enrollment Services Financial Aid Financial Aid Provide a net price calculator Federal HEOA P.L. section 111 amends 20 U.S.C 101519 Enrollment Services Financial Aid All Requires comprehensive counseling to borrowers who are entering and

exiting the institutionFederal HEOA

20 Enrollment Services Financial Aid All Insure that institution follows code of conducts when dealing with program participation and report to Education Department on the amount an employee has been reimbursed for advisory board service.

Federal HEOA P.L. section 493 amend 20 U.S.C. 1094

21 Enrollment Services Financial Aid All Insure that the Pell Grant guidelines are followed Federal HEOA P.L. section 401 amends 20 U.S.C 1070a(b)

22 Enrollment Services Financial Aid All Insure students with disabilities are granted flexibility to waive Title IV eligibility criteria.

Federal HEOA

APPENDIXAUCIStudentAffairsCurrentMandates

367



23 Enrollment Services Financial Aid All Requires an IHE whose cohort default rate meets or exceeds newly specified threshold percentage in any fiscal year to establish a default prevention task force to prepare a plan to remedy the situation and revise such plan if the school's failure continues for a second consecutive fiscal year.

Raises, from 25% to 30%, beginning in FY2012, the cohort default rate at which IHEs become ineligible for title IV student loan programs if they meet or exceed such rate for each of the three most recent fiscal years.

Raises from .0375 to .0625 the Federal Family Education Loan (FFEL) and DL participation rate index figure excepting from title IV student loan ineligibility based on its high cohort default rate any IHE that equals or falls below the participation rate index for any of the three most recent fiscal years.

Requires school serving as FFEL lenders and lenders serving as school trustees to provide annual compliance audits to the Secretary. Effective 2012

Federal HEOA P.L. section 436

24 Enrollment Services Financial Aid All Federal Work-Study (FWS) Programs. Requires IHEs receiving FWS grants to give priority to employing students in educating and training the public about evacuation, emergency response, and injury prevention strategies relating to natural disasters, acts of terrorism, and other emergencies.


25 Enrollment Services Financial Aid All Requires IHEs and contractors with which the Secretary has agreements under the Direct Loan (DL) program to comply with the loan disclosure requirements imposed on lenders under the FFEL program.


26 Enrollment Services Financial Aid All Revises requirements for student eligibility for title IV assistance, including requiring the IHE to determine, for each student who is not a high school graduate, that the student has the ability to benefit from the education or training it offers, upon satisfactory completion of six credit hours or the equivalent coursework applicable to a degree or certificate it offers.

Federal HEOA P.L. section 485(a)(3)

27 Enrollment Services Registrar Fees In-state tuition rates for armed forces members, spouses, and dependent children whose domicile or permanent duty station is in the same state

Federal HEOA P.L. section 114 amends 20 U.S.C. 1015

28 Enrollment Services Registrar Readmission The act provides a right to readmission for veterans in certain circumstances and modifies the treatment of veterans' benefits in calculating needs

Federal HEOA P.L. section 487 amends 20 U.S.C. 1088

29 Enrollment Services Registrar Records Provides student right to privacy of institutional records Federal DOE Family Educational Rights and Privacy Act

30 Enrollment Services Registrar Records Provides public access to institutional records State California Government Code

California Information and Practices Act: California State Code 6250-6270

31 Enrollment Services Registrar Student Conduct Governs student conduct policies and protocols UC/UCI Student Conduct Policies: http://www.dos.uci.edu/conduct/uci_policy.php#130.00

32 Enrollment Services Registrar Academic Calendar Provides students with accommodation for residence hall move in at start of academic year

UC Addressing Religious Holiday Conflicts with Residence Hall Move-In Days: http://policy.ucop.edu/doc/2700513/ReligiousHolConflictsResHallMovein

33 Enrollment Services Registrar Final Exam Policy Requires educational institutions to implement a religious accommodation policy for final exams

CA Education Code Religious Accommodation: California State Education Code section 92640

34 Enrollment Services Registrar Student Conduct Governs various policies and regulations for students UC UCOP UC Policies and Regulations Applying to Students: http://policy.ucop.edu/

35 Enrollment Services Registrar Records Provides for record keeping and reporting of campus crime statistics Federal CFR Clery Act: http://www.dos.uci.edu/conduct/clery.php

36 Enrollment Services Registrar Records Provides students at any of the three California higher education arms to cross enroll for one course per term at another of the arms

State SB1914 California Higher Education cross enrollment :http://www.education.uci.edu/calteach/pdf/Cross%20Enrollment%20Forms.pd

37 Enrollment Services Registrar Fees Governs fee payment and refund policies UC UCOP Tuition and Fees Payment and Refund Policies: http://www.ucop.edu/operating-budget/fees-and-enrollments/other-fee-information/payment-refunds.html

38 Enrollment Services Registrar Fees Governs assessment of California residence for in-state tuition purposes UC OGC Residence for Tuition Purposes: http://www.ucop.edu/general-counsel/guidance/educational-affairs-and-campus-services/residence-tuition-fees-student-info.html


New Student and Leadership Programs

Orientation Notice to students concerning penalties for drug violations Federal HEOA http://www.gpo.gov/fdsys/pkg/PLAW-110publ315/pdf/PLAW-110publ315.pdf

368





Orientation Provide information to students about domestic violence, dating violence, sexual assault, and stalking and disseminate policies describing the protections, resources, and services available to victims to help them safely continue their education.

Federal Violence Against Women Act

http://policy.ucop.edu/doc/4000385/SHSV



Student Parent Orientation Program (SPOP) and International Student Orientation (ISO)

First year freshman students are required to attend a mandatory orientation program to receive academic advising and register for courses

Student Affairs Student Affairs http://www.dos.uci.edu/orientation/


International Center J-1 and F-1 international students and scholars

Create, register, validate or cancel, and update SEVIS Record for new and transfer students. Report any changes in personal info or academic status, change of address of employer, early graduation, etc. as well as report student graduation and program completion.

Federal US Immigration and Customs Enforcement/Department of Homeland Security; Department of State

http://www.ice.gov/sevis/factsheet/061605dsoreporting.htm



Create, register, validate or cancel, and update SEVIS Record for new and transfer students. Report any changes in personal info or academic status, change of address of employer, early graduation, etc. as well as report student graduation and program completion.





Create SEVIS Record to issue visa document Federal US Immigration and Customs Enforcement/Department of Homeland Security; Department of State




Register (F-1) or Validate (J-1) SEVIS initial record within 30 days Federal US Immigration and Customs Enforcement/Department of Homeland Security; Department of State




Cancel SEVIS record or report non-enrollment if student/scholars does not report




International Center F-1 international students Active Student Report Each Quarter Federal US Immigration and Customs Enforcement/Department of Homeland Security




Update the draft transfer-in record to initial status for students and scholars transferring from other institution




International Center F-1 and J-1 international students and scholars

Report on initial record of transfer student or scholar Federal US Immigration and Customs Enforcement/Department of Homeland Security; Department of State




Report on change of status students or defer by program start date Federal US Immigration and Customs Enforcement/Department of Homeland Security




Report students graduation and program completion Federal US Immigration and Customs Enforcement/Department of Homeland Security




General: report changes in personal information or academic status, change of address, name or dependent's name, early graduation




International Center F-2 Dependents Issue visa documents for dependents Federal US Immigration and Customs Enforcement/Department of Homeland Security

http://www.ice.gov/sevis/schools/existing_schools/index.htm



Update the draft transfer-in record to initial status for students and scholars transferring from other institution



369




International Center F-1 and J-1 international students and scholars

Report on initial record of transfer student or scholar Federal US Immigration and Customs Enforcement/Department of Homeland Security; Department of State




Report on change of status students or defer by program start date Federal US Immigration and Customs Enforcement/Department of Homeland Security



International Center F-1 international students Report changes in employer and periods of non employment for OPT student

Federal US Immigration and Customs Enforcement/Department of Homeland Security



International Center F-1 international students Apply for reinstatement Federal http://www.ice.gov/sevis/schools/existing_schools/index.htm - NAFSA Advisor's Manual Section 3.30 Reinstatement to F-1 Status


International Center F-1 international students Recommend student's application for "Optional Practical Training" Federal US Immigration and Customs Enforcement/Department of Homeland Security

http://www.ice.gov/sevis/schools/existing_schools/index.htm - NAFSA Advisor's Manual Section 3.36 Optional Practical Training (OPT) or C.F.R Section 214.2 (f) (10) (11)


International Center F-1 international students Report changes in employer and periods of non employment for OPT student

Federal US Immigration and Customs Enforcement/Department of Homeland Security



International Center F-1 international students Apply for reinstatement Federal http://www.ice.gov/sevis/schools/existing_schools/index.htm - NAFSA Advisor's Manual Section 3.30 Reinstatement to F-1 Status


International Center J-1 Students & Scholars Provide information, monitor insurance, authorize off-campus employment, report changes to status, extend or report termination or completion of program, & submit annual reports on usage of DS-2019

Federal Department of State http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&sid=c329fb110ea15b0bf4b16f4d88cb4d16&rgn=div5&view=text&node=22:1.0.1.7.37&idno=22


International Center J-1 Students & Scholars Apply for redesignation of J-1 Program every two years Federal Department of State http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&sid=c329fb110ea15b0bf4b16f4d88cb4d16&rgn=div5&view=text&node=22:1.0.1.7.37&idno=22


International Center J-1 Students & Scholars Provide pre-arrival information Federal Department of State http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&sid=c329fb110ea15b0bf4b16f4d88cb4d16&rgn=div5&view=text&node=22:1.0.1.7.37&idno=22


International Center J-1 Students & Scholars Monitor insurance Federal Department of State NAFSA Advisor's Manual Section 4.9.3 Insurance requirements or C.F.R. Section 62.14


International Center J-1 Students & Scholars Submit Annual Reports on usage of DS-2019 Federal Department of State http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&sid=c329fb110ea15b0bf4b16f4d88cb4d16&rgn=div5&view=text&node=22:1.0.1.7.37&idno=22 - 22 C.F.R. Section 62.15 (e)


International Center J-1 Students & Scholars Authorize off-campus employment Federal Department of State NAFSA Advisor's Manual Section 4.21.6 or 22 C.F.R. Section 62.23(g)(1)(iii)


International Center J-1 Students & Scholars Extension of program participation Federal Department of State NAFSA Advisor's Manual Section 4.18 Extensions of program participation or 22 C.F.R. Section 62.43


International Center J-1 Students & Scholars Transfer in and out of UCI J program Federal Department of State NAFSA Advisor's Manual Section 4.19 Transfer to another exchange visitor program or C.F.R. Section 62.42, Section 62.76


International Center J-1 Students & Scholars Apply for reinstatement Federal Department of State NAFSA Advisor's Manual Section 4.16 Reinstatement for substantive violations or 22 C.F.R. Section 62.45(c)(4)


International Center J-1 Students & Scholars Report termination or completion of program Federal Department of State NAFSA Advisor's Manual Section 4.12 End of program procedures and Section 4.13 Terminating a J SEVIS record or C.F.R. Section 62.42, Section 62.76


International Center J-1 Students & Scholars Apply for redesignation of J-1 Program every two years Federal Department of State http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&sid=c329fb110ea15b0bf4b16f4d88cb4d16&rgn=div5&view=text&node=22:1.0.1.7.37&idno=22


International Center J-1 Students & Scholars Provide pre-arrival information Federal Department of State http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&sid=c329fb110ea15b0bf4b16f4d88cb4d16&rgn=div5&view=text&node=22:1.0.1.7.37&idno=22

370




International Center J-1 Students & Scholars Monitor insurance Federal Department of State NAFSA Advisor's Manual Section 4.9.3 Insurance requirements or C.F.R. Section 62.14


International Center J-1 Students & Scholars Submit Annual Reports on usage of DS-2019 Federal Department of State http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&sid=c329fb110ea15b0bf4b16f4d88cb4d16&rgn=div5&view=text&node=22:1.0.1.7.37&idno=22 - 22 C.F.R. Section 62.15 (e)


International Center J-1 Students & Scholars Authorize off-campus employment Federal Department of State NAFSA Advisor's Manual Section 4.21.6 or 22 C.F.R. Section 62.23(g)(1)(iii)


International Center J-1 Students & Scholars Extension of program participation Federal Department of State NAFSA Advisor's Manual Section 4.18 Extensions of program participation or 22 C.F.R. Section 62.43


International Center J-1 Students & Scholars Transfer in and out of UCI J program Federal Department of State NAFSA Advisor's Manual Section 4.19 Transfer to another exchange visitor program or C.F.R. Section 62.42, Section 62.76


International Center J-1 Students & Scholars Apply for reinstatement Federal Department of State NAFSA Advisor's Manual Section 4.16 Reinstatement for substantive violations or 22 C.F.R. Section 62.45(c)(4)


International Center J-1 Students & Scholars Report termination or completion of program Federal Department of State NAFSA Advisor's Manual Section 4.12 End of program procedures and Section 4.13 Terminating a J SEVIS record or C.F.R. Section 62.42, Section 62.76


International Center J-1 Students & Scholars Report Site of Activity for research/Teaching Federal Department of State NAFSA Advisor's Manual Section 4.22.7 Employment in the Professor or Research Scholar Category or 22 C.F.R. Section 62.20(f)


International Center J-1 Students & Scholars Report time J-1 is out of the country if over 30 days while conducting research

Federal Department of State http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&sid=c329fb110ea15b0bf4b16f4d88cb4d16&rgn=div5&view=text&node=22:1.0.1.7.37&idno=22


International Center H-1B Scholars, Faculty and Staff Employees

Report material changes to terms and conditions of employment (hours, wages, job duties) & File I-129, Petition for Nonimmigrant Worker, with supporting documentation

Federal Department of Homeland Security / US Citizenship & Immigration Services, Department of Labor

"Mandates-DOSAttachment" - pg. 5 - Create & Maintain LCA inspection n files, pg. 1 - US Employer



File prevailing wage request form with State Workforce Agency, post notice of intent and notify bargaining unit of intent to file a Labor Condition Application, and file with The Employment & Training Administration

Federal Department of Labor "Mandates-DOSAttachment" - pg. 3-4 - Prevailing Wage Role & pg. 1



File prevailing wage request form with State Workforce Agency Federal Department of Labor "Mandates-DOSAttachment" - pg. 3-4 - Prevailing Wage Role



Post notice of intent to file a Labor Condition Application Federal Department of Labor "Mandates-DOSAttachment" - pg. 1 - DOL



Notify Bargaining Unit of intent to file Labor Condition Application if position is represented

Federal Department of Labor "Mandates-DOSAttachment" - pg. 1 - DHS



File Labor Condition Application with The Employment & Training Administration

Federal Department of Labor "Mandates-DOSAttachment" - pg. 1 - DOS



File I-129, Petition for Nonimmigrant Worker, with supporting documentation


"Mandates-DOSAttachment" - pg. 1 - US Employer



File prevailing wage request form with State Workforce Agency Federal Department of Labor "Mandates-DOSAttachment" - pg. 3-4 - Prevailing Wage Role



Post notice of intent to file a Labor Condition Application Federal Department of Labor "Mandates-DOSAttachment" - pg. 1 - DOL



Notify Bargaining Unit of intent to file Labor Condition Application if position is represented

Federal Department of Labor "Mandates-DOSAttachment" - pg. 1 - DHS



File Labor Condition Application with The Employment & Training Administration

Federal Department of Labor "Mandates-DOSAttachment" - pg. 1 - DOS



File I-129, Petition for Nonimmigrant Worker, with supporting documentation


"Mandates-DOSAttachment" - pg. 1 - US Employer



Prepare travel documents for H-1B scholars in preparation of visa/consular appointment

Federal Department of State "Mandates-DOSAttachment" - pg. 1 - DHS



Create and maintain LCA inspection file (Public Access Folder) Federal Department of Labor "Mandates-DOSAttachment" - pg. 5 - Create & Maintain LCA inspection n files


Office of Academic Integrity & Student ConductOffice of Academic Integrity & Student Conduct

Sexual Assault/Sexual Harassment – Current case law indicates that universities to respond to sexual assault/sexual harassment cases within 30-60 days of report.

Federal Department of Education http://www.eod.uci.edu/policy.html



Digital Millennium Copyright Act/Federal Law – Responsible for responding to allegations of copyright infringement.

Federal US Copyright Office & HEOA

http://www.law.cornell.edu/uscode/17/usc_sec_17_00000512----000-.html & P.L. section 488(a)(1)(p) amends section 20 U.S.C. 1092(a)

371





The protection of student speech and association rights Federal HEOA P.L section 104 amends 20 U.S.C. 1011(a)


Office of Academic Integrity & Student Conduct

Office of Academic Integrity & Student Conduct

Clery Act Reporting – Requires higher education institutions to make public campus security policies, collect, report, and retain crime data/records and disseminate information to campus community

Federal Department of Education http://www.ed.gov/admins/lead/safety/handbook.pdf - page 17


Veteran Services Processing of educational benefits for veterans and dependents

Required to have a certifying official to process federal and state military educational benefits to entitled veterans and dependents. Report tuition and fees, any changes in academic status, and re-pay debts to VA due to changes in tuition and fees.

Federal US Department of Veteran Affairs

http://www.gibill.va.gov/


Veteran Services Processing of Military Tuition Assistance programs by branches of service

The revision to the DoD Instruction 1322.25, Voluntary Education Programs, the new instruction states all institutions providing and post secondary education programs through the DoD Tuition Assistance (TA) Program must agree to the new DoD MOU and have a signed copy on-file with DoD prior to Service members receiving TA approval to attend their institution.

Federal Department of Defense http://www.dodmou.com/ 3/14/2018

103 Wellness, Health & Counseling Services

Campus Assault Resources and Education

Campus Education Assembly Bill 1088 requires that the campus provide information to all new students on Sexual Assault and Intimate Violence.

State http://leginfo.ca.gov/pub/05-06/bill/asm/ab_1051-1100/ab_1088_bill_20051007_chaptered.pdf


Campus Assault Resources & Education

Campus Education a. A sexual assault training program for all athletic coaches, administrators and members of athletic teams.b. Campus-wide sexual assault education seminars for all college student services professional staff members or student affairs professional staff members and campus police.c. Acquaintance rape training twice yearly to all residence life student staff and all students living in campus recognized housing.d. Rape-awareness training to all student organizations each year prior to their holding any campus events.

Federal Education Code Section 67390-67393

http://caselaw.lp.findlaw.com/cacodes/edc/67390-67393.html



Campus Education and Reporting Coordination

1. Coordinated Community Response Team in place at each UC campus2. MANDATORY prevention/education program for ALL incoming students3. Training on sexual violence for campus police/security4. Training for members of campus disciplinary boards

Contract/Grant Department of Justice Office of Violence Against Women

Aug-11



Victim advocacy and counseling services

If a waiver has been obtained, and the victim is a UCI student, then the case detective shall ensure that a victim advocate from U.C. Irvine’s C.A.R.E. (Campus Assault Resources and Education) program is notified at (949) 824-7273 (this notification is in addition to the notification to a CSP victim advocate).

City Orange County Chiefs’ of Police and Sheriff’s Association

Orange County Chiefs’ of Police and Sheriff’s Association Operational & Procedural Protocol



Campus Education and Victim Advocacy and Counseling Services

All UC campuses will sustain critical positions and programs as identified by the UC Task Force on Preventing and Responding to Sexual Violence and Sexual Assault. This includes ensuring the provision of confidential support and advocacy for students and sustaining a coordinated team approach to responding to reports of sexual violence. Additional recommendations are:


Campus Recreation Rec Ctr Referendum 1. Create a consistent “response team” model at all campuses Student Fee Referendum dated May 3, 1996 Ongoing


Campus Recreation Spirit Fee Referendum 2. Adopt systemwide investigation and adjudication standards Student Fee Referendum dated May 18, 1999 Ongoing


Child Care Services Infant Toddler Center 3. Develop a comprehensive training and education plan Contract/Grant California Department of Education Child Developmental Division

http://www.cde.ca.gov/ta/cr/cc/documents/cdopset06.doc - page 12 "Observe"

Ongoing


Child Care Services Infant Toddler Center 4. Implement a comprehensive communication strategy to educate the community and raise awareness about UC programs

Contract/Grant California Department of Education Child Developmental Division


Ongoing


Child Care Services Children's Ctr., ECEC, & VP

5. Establish an independent “confidential advocacy office” for sexual violence and sexual assault on each campus



Ongoing


Child Care Services Extended Day 6. Establish a comprehensive systemwide website with campus customization capabilities



Ongoing


Child Care Services All 7. Implement a standard data set systemwide Contract/Grant California Department of Education Child Developmental Division

http://www.cde.ca.gov/ta/cr/cc/documents/cdopset06.doc - page 8- IV-"Standards, Assessment, & Accountability"

Ongoing


Child Care Services All Program maintains Parent Survey data and conducts two parent conferences/year.


www.health.uci.edu/alcoholdrugs/sos.aspx

Ongoing


Child Care Services All Program has & maintains a current license issued by Community Care Licensing.


http://www.cde.ca.gov/ta/cr/cc/documents/cdopset06.doc - page 8- IV-"Standards, Assessment, & Accountability"

Ongoing

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Child Care Services All Program employs qualified staff according to "California Code of Regulations'. The Program Director, Site Directors, and all teachers have the appropriate Child Development Permit, issued by the "California Commission on Teacher Credentialing".


http://www.cde.ca.gov/ta/cr/cc/documents/cdopset06.doc - page 10-V-Staffing & Professional Development.

Ongoing


Child Care Services All Program completes "Environmental Rating Scales" according to each age group. Score must be "good" or better.


http://www.cde.ca.gov/ta/cr/cc/documents/cdopset06.doc - page 15-VII-Teaching & Learning.

Ongoing


Child Care Services All Program includes a nutritional component that provides nutritious meals & snacks.


http://www.cde.ca.gov/ta/cr/cc/documents/cdopset06.doc - page 15-VII-Teaching & Learning.

Ongoing


Child Care Services All Rules & regulations regarding the Federal Food Program. State California Department of Education Child Developmental Division

http://www.fns.usda.gov/cnd/care/Regs-Policy/Regulations.htm


Child Care Services All All rules & regulations regarding Title 5. Refer to CCTR. Items 1-14 summarize many points.


http://www.cde.ca.gov/fg/aa/cd/ftc2008.asp Ongoing


Child Care Services All SB 792 requires that all child care employees and volunteers be immunized for pertussis, mmr and flu

State


Child Care Services All Health Schools Act: requires all child care employees that handle any type of pesticides, including sanitizers be trained in IPM

Agency: CA Department of Pesticide Regulation


Counseling Center Counseling Center Maintain ratio of one FTE professional staff member to every 1200 students Student Affairs International Association of Counseling Services

http://www.iacsinc.org/Statement%20Regarding%20Ratios.html


Counseling Center Counseling Center Provided supervision by licensed staff for unlicensed/trainee staff State CA Board of Psychology http://www.psychboard.ca.gov


Disability Services Center Accommodations for Students w disabilities

Provide reasonable accommodations to equalize the playing field for students with disabilities

Federal Americans With Disabilities Amendments Act and Rehabilitation Act

Section 504 of the Rehabilitation Act of 1973 (29 U.S.C. S794); (34 C.F.R. Part 104)ADA: Title II (42 U.S.C. SS12101 et seq.)http://www.usdoj.gov/crt/ada/pubs/ada.txt


Disability Services Center Support Services for Students w disabilities

Required to provide support services Federal Americans With Disabilities Amendments Act and Rehabilitation Act

same as above


Disability Services Center Campus Accessibility Resource

Provide campus education to Increase facility and program accessibility, eliminate discrimination


same as above; Architectural Barriers Act of 1968 (42 U.S. C. ss 4151 et seq.)


Disability Services Center Test Proctoring Provide quiet location, extended time and other support services for students with disabilities


Section 504 of the Rehabilitation Act of 1973 (29 U.S.C. S794);ADA: Title II (42 U.S.C. SS12101 et seq.)http://www.usdoj.gov/crt/ada/pubs/ada.txt


Disability Services Center Notetaker Program Provide qualified notetakers for students who are unable to take notes due to disabilities


same as above


Disability Services Center Language Interpreters for Deaf & Hard of Hearing

Provide qualified American Sign Language or Real Time Captioning Federal Americans With Disabilities Amendments Act and Rehabilitation Act

same as above and Telecommunications Act of 1996 (47 U.S.C. S 255,251(a)(2)


Disability Services Center Alternative Media Provide alternative access to media for student with disabilities Federal Americans With Disabilities Amendments Act and Rehabilitation Act

same as above


Disability Services Center Telecommunications Relay Services

Provide telephone transmission services or other two way communication Federal Americans With Disabilities Amendments Act and Rehabilitation Act

same as above

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