Vice Chancellor's Office


   
SPI

Restorative Justice Center

 

This year, the Restorative Justice Center piloted the RJ Student Leaders Program, hiring and training seven students to bring community building circles and trainings to campus living spaces and student organizations, and the student leaders facilitated restorative responses to campus climate harms, including survivor support circles and peacebuilding circles. The RJ Center also focused its efforts on training graduate student instructors (GSIs) to create inclusive learning communities in their discussion sections and facilitated restorative responses for grad students experiencing conflict with their advisors. Over the course of the year, the RJ Center trained about 250 students (undergrad and grad) in community building and conflict resolution, and facilitated harm and peacebuilding circles for another 250 students and staff. It also trained and supervised 10 students working with RJ-focused community partnerships at local schools and organizations. The RJ Center Student Leaders program was honored at the Clinton Global University for its innovations in the area of improving campus life.

 

 
Student Affairs Communications

Student Affairs Communications

 

In 2015-16, Student Affairs Communications continued to develop its team of dedicated specialists in order to meet the growing divisional needs for effective messaging, marketing, web expertise, digital design, and print collateral. This includes dedicated client relationship managers and campaign strategists, highly experienced web and graphic designers, critical communications counsel, and expert writers. Student Affairs Communications supports and liaisons with all units within the division, creating the majority of the divisional communications and materials that interface with students.

 

 
Student Affairs Business Operations

BusOps

 

In FY 2015-16 Student Affairs Business Operations continued to offer integrated services to all units throughout the division ranging from financial services, procurement, document imaging, travel management, safety coordination, building management, event planning, workforce planning, and many others. The team led a complex space realignment project for the division moving non-student facing units out of Sproul Hall in order to create space for student-facing services that had been dispersed across campus. The project unified several teams that had been working in multiple locations and created opportunities for increased efficiency and more effective working relationships for both student-facing and non-student facing departments.

 

 
LHS

Lawrence Hall of Science

 

The Lawrence Hall of Science is actively working to increase undergraduate student engagement and retention in Science, Technology, Engineering and Mathematics (STEM) fields of study in two ways. First, in partnership with the UCB Center for Teaching and Learning, the Hall developed and is implementing a Faculty Learning Program (FLP) that has already impacted approximately fifty STEM faculty at five universities in California. FLP supports the adoption of highly effective teaching practices in large STEM lecture courses, affecting many diverse students across a number of higher education institutions. Second, the Hall, in collaboration with UC Berkeley STEM faculty, has developed (and teaches at UCB) university courses for STEM majors that incorporate what is known about effective teaching and learning, with how to help 'future scientists' to communicate STEM concepts, practices, and discoveries to others.

 

 
Learning & Development

Learning & Development

 

Student Affairs Learning and Development provided growth and development opportunities for approximately 3,250 Student Affairs and campus staff members in fiscal year 2015-16, including welcoming nearly 150 new staff to the division through the Go Forth Go Bears New Employee Onboarding Series. The team continued to lead the GO BIG staff initiative by conducting best-practice research; disseminating a benchmarking culture survey; and facilitating a large group method that included nearly 1,000 staff members (through community conversations and walkthroughs) to discover aspirational workplace behaviors and values (communication, honesty/integrity, and respect). These shared values and behaviors aim to foster a workplace culture of pride, trust, and community, and make us an employer of choice by 2025. The Learning and Development team consulted with almost all units to advise on creating stronger workplace cultures.

 

 
Ombuds

Ombuds Office for Students and Postdoctoral Appointees

 

In 2015-16, the Ombuds Office for Students and Postdoctoral Appointees saw an increase in the complexity of cases requiring more facilitated resolution and follow-up. The department continued to contribute to broader university and divisional goals through service on committees and workgroups, including the UCOP (systemwide task force on) sexual violence/sexual assault and the divisional Go Big strategic planning initiative. Finally, the Ombuds served as the co-chair for the annual International Ombudsman Association Conference, which resulted in the largest event to date and contributed to the overall development of the profession.

 

 
Philanthropy

Philanthropy

 

Student Affairs Philanthropy continued to facilitate and strengthen strategic donor partnerships to support access, service, and engagement for Berkeley students. From July 1, 2015, through May 2016, nearly $20 million was raised from over 4,700 gifts, to support and create scholarships and student life programs that are critical for the many thousands of Berkeley undergraduates with financial need. This past year, Philanthropy engaged alumni, parents, and friends through communications, local and nationwide events, and volunteer opportunities to reconnect them with what it means to be a Cal Bear.

 

 

SAIT

SAIT

 

Over the course of 2015-16, SAIT continued to focus on meeting the needs of customers and supporting the students, staff, and faculty who use the systems we maintain while continuing to do the very crucial work of providing an excellent student experience. An integral part of providing these services is making certain that IT operations are professionally managed and staffed. In this fiscal year, SAIT continued to implement its Workforce Strategy Plan — which included ensuring that all SAIT staff members are educated in relevant areas of competencies, and work with their supervisors to meet goals laid out in professional development plans. Lastly, SAIT Associate CIO Paul Robles served as the chairperson for the campus-wide IT Summit 2016, a forum for campus IT staff and teams to network, share their work, learn about new technology, and engage with campus IT leadership.