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
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AUXILIARYSERVICES
ASSOCIATEVICECHANCELLOR
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
VIII. REGULATORYREQUIREMENTS
Notapplicable
ForafulllistofStudentAffairsmandates,pleaserefertoAppendixAattheendofthebook.
IX. ADVISORYCOMMITTEE
Notapplicable
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ASSOCIATEVICECHANCELLOR
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)
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AUXILIARYSERVICES
ASSOCIATEVICECHANCELLOR
• PleaseseeindividualAuxiliaryServicesdepartmentformoreawardinformation.
XV. STUDENTLEARNINGOUTCOMES
Studentlearningoutcomesarelistedundertheindividualunits.
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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
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AUXILIARYSERVICES
HOSPITALITY&DININGSERVICES
STAFFCareer(FTE) Filled: 141.50FTE Provision: 0.00FTE CareerFTETotal: 141.50FTE
CareerHeadcount 147
StudentStaff 720employees
Other 143ContractedManagementSupervisors
ForOrganizationChart,seeendofH&DSsection.
III. SERVICESPROVIDED
• 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
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HOSPITALITY&DININGSERVICES
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
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HOSPITALITY&DININGSERVICES
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
VIII. REGULATORYREQUIREMENTS
• FoodServiceSustainablePracticesandGuidelines(adoptedbyTheUCRegentsin2008)• Toprovidepatronssustainablefoodoptionsoncampus.Thecampushassetagoalofprocuring20%
sustainablefoodproductsby2020.Currently,Hospitality&Diningisat26%.
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HOSPITALITY&DININGSERVICES
IX. ADVISORYCOMMITTEE
Hospitality&Diningparticipatesin:• GovernmentofUndergraduateStudentHousing(GUSH)• PubAdvisoryBoard(PAB)• StudentCenterAdvisoryBoard
X. MAJORISSUES
• Fundingforfuturediningfacilities• Structuralmaintenanceofcurrentdiningfacilities• Managinginanever-changingenvironmentandfollowingwithintheguidelinesoftheunion
XI. MISCELLANEOUS
None
XII. 2016-17ACCOMPLISHMENTS
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.
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HOSPITALITY&DININGSERVICES
• 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
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HOSPITALITY&DININGSERVICES
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
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AUXILIARYSERVICES
HOSPITALITY&DININGSERVICES
• 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)
XV. STUDENTLEARNINGOUTCOMES
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
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AUXILIARYSERVICES
HOSPITALITY&DININGSERVICES
fieldworkhourstheinternswereabletodemonstratetheirknowledgebydevelopinganinnovativeprogramorpracticeintheareaofsustainability.
Use:ThisinformationwillbeusedtoenhancethestudentlearningexperienceinourSustainabilityProgramandhelpguidethemintheirfinalproject.
2017-18:
WipingOutWasteCIVIC&COMMUNITYENGAGEMENT
ThroughSustainabilityEventsofferedthroughoutthequarter(WipeOutWaste,Say“Boo”toTrashandFoodDrives),studentsareeducatedaboutrecyclablematerials,sustainablepurchasingoptions,andpropermethodsofhazardouswastedisposaltoreducetheamountoffoodwasted.TheamountofwastewillbeweighedinatthebeginningandendofeachquarteratTheAnteateryandPippin.
MeasuredBy:Preandpostsurveys
Results:Tobereportedsummer2018
Use:Reportingresults
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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.
III. SERVICESPROVIDED
DesktopandhelpdesksupportforbothPCandMac,web/database/application/file/virtualizedserversupport,backup services, loanerequipmentmanagement, contentmanagement systemsupport,webandapplicationdevelopment,digitalsignagesupport,hardwareandsoftwarepurchases.
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STUDENTAFFAIRSINFORMATIONTECHNOLOGY
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
VII. ASSETSMajorfacilities,technologies,andequipment
FACILITIES
• Spaceincludes:o Fronthelpdesklocationo Repairserviceroomo 8officesincludingonecubicle
TECHNOLOGYServers,workstations,databases,datafiles,websites,customapplications
EQUIPMENTGolfcart,sparecomputerpartsandhardware,computerworkstationsandloanerequipment
VIII. REGULATORYREQUIREMENTS
BecauseofthePatriotActof2001StudentAffairsisrequiredtotrackallinternationalstudentsattendingUCIrvine.WedothisthroughSEVIS,StudentandExchangeVisitorInformationSystem(SEVIS).ThisisrunbytheDepartmentofHomelandSecurity.WeuseEllucian’sInternationalStudent&ScholarManagementapplication to manage the program. Student Affairs Information Technology works closely with theInternationalCenteronthisprocess.
ForafulllistofStudentAffairsmandates,pleaserefertoAppendixAattheendofthebook.
IX. ADVISORYCOMMITTEE
• StudentAffairsAuxiliaryServicesGroup(SAAS)
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AUXILIARYSERVICES
STUDENTAFFAIRSINFORMATIONTECHNOLOGY
• 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.
XII. 2016-17ACCOMPLISHMENTS
• ImplementationofaCommunityProviderapplicationwhichprovidesaneasymechanismtoprovidereferralstostudentsfortheWellness,HealthandCounselingcluster
• ImplementationoftheNoHoChildCareManagementsystem
• ImplementationofanemergencynotificationsystemforparentswhosechildrenareenrolledinChildCareServices
• BrandingupdateforvariouswebsitesundertheStudentAffairsdivision
• TemplateupdatesandconversiontoCascadeCMSfor90%oftheStudentAffairswebsites
• CompletedthemigrationtotheGitHubrepositoryforcodeversioningandstorage
• MigrationoftheStudentCenter&EventServicesserversovertotheOITdatacenter
• CompletedtheHousingTMAapplicationupgrade
• CompletedtheorderingoftheHousingrefreshworkstationstobereplacedaspartofanannualrefreshcycle
• Completedtheroll-outTenableSecurityCenterforalloftheStudentAffairsInformationTechnologymanagedserverassets
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STUDENTAFFAIRSINFORMATIONTECHNOLOGY
• 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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STUDENTAFFAIRSINFORMATIONTECHNOLOGY
• MigrateStudentAffairs’“SA”ActiveDirectoryOIT’sADActiveDirectorymanagementfordesktopsandservers
• MigrateallStudentAffairswebsitesovertoOITcommodityhosting• MigrateStudentAffairs’SQL/MySQLServerhostingtoOITDBAcommodityteam• IntegrateOSCARwithStudentInformationSystem(SIS)/Banner• ConverttheStudentOrientationandCommencementapplicationstoAmazonWebServices(AWS)
XIV. AWARDS
Notavailable
XV. STUDENTLEARNINGOUTCOMES
Notapplicable
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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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STAFFCareer(FTE) Filled: 53.00FTE Provision: 2.00FTE CareerFTETotal: 55.00FTE
CareerHeadcount 54
StudentStaff 154Employees
Other 3BYAStudentCenterBoardPositions
ForOrganizationChart,seeendofSCESsection.
KEYELEMENTSOFENGAGEMENT• Staffretreats/meetings• Opportunitiesforprofessionaldevelopment• Baldrigetraining
III. SERVICESPROVIDED
• 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
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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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• 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.
Use:Reportingresults
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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.
Use:Reportingresults
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.
Use:Reportingresults
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
Use:Reportingresults
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StudentLevelingProgram–Levels3and4of4LEADERSHIPDEVELOPMENT
StudentsparticipatingintheProfessionalDevelopmentLevelingProgramslevels3and4willdemonstrateessentialLeadershipskillsneededtofunctioneffectivelyintheirrespectivedepartment(mediaservices,audiovisualdepartment,operations,finance,HR,maintenance,oreventplanning)nowandinfutureprofessionalsettings.
MeasuredBy:Directassessment:productorobservationwithoutrubric;one-on-oneinterviews;preandposttests
Results:TobereportedSummer2018
Use:Reportingresults
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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
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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.
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EthicalDecision-Making
Tocriticallyweighalloptionsinlightofvaluessuchasrespect,fairness,integrity,honesty,civility,andaccountabilitybeforetakingaction.
II. WORKFORCE
MANAGEMENTTEAMStephanieVanGinkel ExecutiveDirectorRobertSchummSr. AssistantDirector,Financial&BusinessOperationsNatashaMonnereau AssistantDirector,Events&StudentProgrammingAaronEchols AssistantDirector,InformationSystems
STAFFCareer(FTE) Filled: 15.00FTE Provision: 2.00FTE CareerFTETotal: 17.00FTE
CareerHeadcount 17
StudentStaff 215(includesAnteaterExpress,NewUniversityandallpaidstudentleadershippositionsinASUCI&AGS)
Other Volunteers:Approximately300
ForOrganizationChart,seeendofStudentGovernment&StudentMediasection.
III. SERVICESPROVIDED
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.
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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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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
VII. ASSETSMajorfacilities,technologies,andequipment
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.
VIII. REGULATORYREQUIREMENTS
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.
ForafulllistofStudentAffairsmandates,pleaserefertoAppendixAattheendofthebook.
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IX. ADVISORYCOMMITTEE
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
XII. 2016-17ACCOMPLISHMENTS
OVERALLDEPARTMENTALACCOMPLISHMENTS• CompletedallassessmentsforStudentLearningOutcomesandwillbecompilingdataforfinalreview
inthelaterpartof2017• Metallbudgetaryobligationsandgoalsfortheyear
STUDENTMEDIA• KUCIsuccessfullyrecruitedandtrainedover45newstudentDJs,whichallowedthestationtoreplace
communityprogramswithstudent-facilitatedprograms.
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• 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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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
XV. STUDENTLEARNINGOUTCOMES
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
Use:Reportingresults
AnthologyEditorialTeamandStudentTeamLEADERSHIPDEVELOPMENT
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AsaresultofparticipatingontheAnthologyEditorialTeam,theEditorsandwillbeabletoarticulatetheirpersonaldevelopmentinleadershipasdemonstratedbycompletinga1-2pagepersonalreflectionessayintheFallQuarter2015,WinterQuarter2016,andSpringQuarter2016.
MeasuredBy:directassessment(norubric)
Results:Pending
Use:Reportingresults
ASMediaLabInternProgramPROFESSIONAL&ADMINISTRATIVESKILLS
AsaresultoftrainingonthecreationoftheShocktoberfest2015marketingcampaigncooperatively,graphicdesign&marketinginternswillbeabletodemonstratetheirknowledgeofdevelopinganeventmarketingcampaignbycreatingaSummerlands2016marketingcampaignwithminimalguidance.
MeasuredBy:directassessment(norubric),tests(pre-andpost-)
Results:Pending
Use:Reportingresults
StudentGovernment&StudentMediaConciergeTeamPROFESSIONAL&ADMINISTRATIVESKILLS
AsaresultofcompletingtheStudentGovernment&StudentMediaConciergeTrainingProgramintheFallQuarter2015,Conciergeswillbeabletodemonstratethe7SkillstoEffectiveClientServicebypassingawrittenquizintheFallQuarter2015andapopquizintheWinter/SpringQuarter2016atminimum90percent.
MeasuredBy:tests(pre-andpost-)
Results:Pending
Use:Reportingresults
KUCIDJProgramPROFESSIONAL&ADMINISTRATIVESKILLS
AsaresultofparticipatingintheKUCITrainingProgram,DJsandshowhostswillbeabletodemonstratetheirknowledgeintheproficiencyofFCCRegulations,stationpolicies,anduseofthestudioequipmentby passing a written test for FCC Regulations and station policies knowledge as well as for studioequipmentknowledgeatminimum80percent.
MeasuredBy:tests(pre-andpost-)
Results:Pending
Use:Reportingresults
StudentDJsPROFESSIONAL&ADMINISTRATIVESKILLS
AsaresultofparticipatingintheKUCITrainingProgram,DJsandshowhostswillbeabletodemonstratetheirknowledgeintheproficiencyofFCCRegulations,stationpolicies,anduseofthestudioequipmentby passing a written test for FCC Regulations and station policies knowledge as well as for studioequipmentknowledgeatminimum80percent.
MeasuredBy:tests(pre-andpost-)
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Results:Pending
Use:Reportingresults
NewUniversityEditorialTeamPROFESSIONAL&ADMINISTRATIVESKILLS
AsaresultofparticipatingontheNewUniversityEditorialTeam,theNewUniversityEditorialBoardandaccompanyingstaffwillbeable todemonstrateavisualunderstandingandskillofnewspaper layouttechniquesbyallowingfornomorethanonemajorlayoutmistakebySpringQuarter2016Week1.
MeasuredBy:directassessment(norubric)
Results:Pending
Use:Reportingresults
OfficeofEqualOpportunityandDiversityWorkshop,andAnteaterExpressFieldSupervisorPosition
DIVERSITY&GLOBALCONSCIOUSNESS
As a result of participating in theOffice of EqualOpportunity andDiversity (OEOD)workshop, FieldSupervisorswillbeabletodemonstratethekeyskillsnecessarytoprovideasupportiveandsafeworkingenvironmentbyidentifyinghowtheyhaveappliedthekeyskillstotheworkplaceandtheirlivesoutsideofworkthroughthecompletionofareflectionresponse.
MeasuredBy:Survey/questionnaire(postonly)
Results:Pending
Use:Reportingresults
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
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STUDENTGOVERNMENT&STUDENTMEDIA
Use:Refiningprogram;providingstudentfeedback;reportingresults
AnteaterExpressDIVERSITY&GLOBALCONSCIOUSNESS
As a result of participating in theOffice of EqualOpportunity andDiversity (OEOD)workshop, FieldSupervisorswillbeabletodemonstratethekeyskillsnecessarytoprovideasupportiveandsafeworkingenvironmentbyidentifyinghowtheyhaveappliedthekeyskillstotheworkplaceandtheirlivesoutsideofworkthroughthecompletionofareflectionresponse.
MeasuredBy:Directassessment(product)withrubric
Results:TobereportedSummer2018
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
PROFESSIONAL&ADMINISTRATIVESKILLS
AsaresultofparticipatingintheKUCITrainingProgram,DJsandshowhostswillbeabletodemonstratetheirknowledgeintheproficiencyofFCCRegulations,stationpolicies,anduseofthestudioequipmentby passing a written test for FCC Regulations and station policies knowledge as well as for studioequipmentknowledgeatminimum80percent.
MeasuredBy:PosttestsResults:TobereportedSummer2018Use:Refiningprogram;providingstudentfeedback;reportingresults
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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.
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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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Other Contract/Limited: 1.0 Dual
Roles/Assignment: 2.0
Note:thetotalFTEcountexcludesthefollowingHousing-fundedpositions:11OITCareerStaff2EH&STitle19Staff
ForOrganizationChart,seeendofStudentHousingsection.
KEYELEMENTSTHATENGAGESTAFFINACCOMPLISHINGYOURMISSIONANDVISION:
HousingValues:• Inclusion• Learning• Integrity• Respect
III. SERVICESPROVIDED
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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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
VII. ASSETSMajorfacilities,technologies,andequipment
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
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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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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
IX. ADVISORYCOMMITTEE
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
XII. 2016-17ACCOMPLISHMENTS
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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
XV. STUDENTLEARNINGOUTCOMES
2016-17Updates:ADMINISTRATIVESERVICES
StudentTransitionsCollaborativeAssessmentDIVERSITY&GLOBALCONSCIOUSNESS
StudentsparticipatinginThrive@UCItransitioncoursewilldirectlyidentifyselfandinterculturalrelationsbiasesfromnarrativesandwillself-reportimprovementsincollegeefficacyandmindfulnessskills.PartofTransitionsCollaborativeAssessment.
MeasuredBy:directassessment-portfolio/writingsample/journal/otherproducts(WITHRUBRIC),surveyorquestionnaire(pre-andpost-)
Results:Pending
Use:Reportingresults
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ARROYOVISTA
ResidentAssistantTrainingDIVERSITY&GLOBALCONSCIOUSNESS
RAswillbeabletoapplyinterculturalstrategiesduringroleplaystoberesponsivetoresidents'questionsorconcernsaboutantiblacknessandbiases;strategiespracticedwillemphasizeself-examiningownassumptionsandreducingtheuseoftriggerwordstoenhancecommunications,aswellasapproachestoaffirmandcounseldiverseothersabout.
MeasuredBy:directassessment(norubric)
Results:Pending
Use:Reportingresults
CAMPUSVILLAGE
StudentTransitionsCollaborativeAssessmentDIVERSITY&GLOBALCONSCIOUSNESS
StudentsparticipatinginThrive@UCItransitioncoursewilldirectlyidentifyselfandinterculturalrelationsbiasesfromnarrativesandwillself-reportimprovementsincollegeefficacyandmindfulnessskills.Co-teachingw/KimBurdettandpartofTransitionsCollaborativeAssessment.
MeasuredBy:directassessment-portfolio/writingsample/journal/otherproducts(WITHRUBRIC),surveyorquestionnaire(pre-andpost-)
Results:Pending
Use:Reportingresults
MIDDLEEARTH
Pre/Post-TestUsingtheAdultHopeScaleandtheCollegeSelf-EfficacySurveyLEADERSHIPDEVELOPMENT
Studentswillshowgainsonbothinventoriesfromthepre-testtothepost-test.
MeasuredBy:Preandpostsurveys
Results:Hopescale:pre-test48.33.Post-test48.91,CollegeSelf-Efficacy:pre-test94.91.Posttest94.14
Use:Reportingresults
TimeManagementLessoninUniversityStudiesClassPERSONALRESPONSIBILITY
Studentswilldemonstratetimemanagementstrategiesbyprioritizingandplanningimportantandurgentactions.Assessedfromalouddialogueandpeer/shareevaluation.
MeasuredBy:directassessment(norubric)
Results:Pending
Use:Reportingresults
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AUXILIARYSERVICES
STUDENTHOUSING
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
StudentTransitionsCollaborativeAssessmentDIVERSITY&GLOBALCONSCIOUSNESS
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
Use:Reportingresults
2017-18:ADMINISTRATIVESERVICESSpanishinformationalvideos
CIVIC&COMMUNITYENGAGEMENT
HASwillcreateSpanishtranslationofselectedinformationalvideosforbetteroutreachtonon-Englishspeakingparentsofprospectivefreshmanandtransferstudents.
MeasuredBy:Archival(documentreviews)Results:TobereportedSummer2018
Use:Reportingresults
MIDDLEEARTH
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AUXILIARYSERVICES
STUDENTHOUSING
WinterAcademicOutreachPERSONALRESPONSIBILITY
Studentsearningbelowa2.0forfallquarterwillbeinvitedtocomeintotheMiddleEarthHousingOfficetomeetwithprofessionalstafftoreviewcampusresources,communicationswithacademicdepartmentsanddevelopactionplanstohaveadifferent(improved)academicoutcomeforwinterquarterthantheydidforfall.
MeasuredBy:Directassessment:productorobservationwithoutrubric;checklistResults:TobereportedSummer2018
Use:Reportingresults
MESACOURTSustainabilityThemeHall:Ciudad
CIVIC&COMMUNITYENGAGEMENT
ResidentsparticipatinginthesustainabilityThemeHallinMesaCourtwillincreasetheirknowledgeofsustainabilityandbeabletoimplement1newsustainablehabit.SustainabilityInitiativewillbeassessedthroughpre&postsurveying,journalsubmissions,andafinalcapstoneproject.
MeasuredBy:Directassessment(productandobservation)withrubricsandproduct/observationwithoutrubric;casestudy
Results:TobereportedSummer2018
Use:Refiningprogram;providingstudentfeedback;reportingresults
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
LEADERSHIPDEVELOPMENT
Winterquarter,MesaCourtwillimplementanAcademicSupportandOutreachInitiativeaimedtointerveneandsupportstudentswhoreceiveda2.0orbelowGPA.ResidentswhoparticipateinthisAcademicSupportandOutreachInitiativewillgainresources,servicesandsupporttoachieveacademicsuccess.MCwillassessthisprogrambycomparingGPAfromfallquarterand
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AUXILIARYSERVICES
STUDENTHOUSING
winterquartertoassessgradeincreasesandtoconductevaluationstocapturestudenttestimonies.
MeasuredBy:Directassessment(productorobservation)withoutrubric;postsurveys;focusgrouporothergroupinterviews
Results:TobereportedSummer2018
Use:Refiningprogram;providingstudentfeedback;reportingresults
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
Use:Reportingresults
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