Strategic Plan

 

Priorities

 

1: Redefining the Student Experience

Create a positive and equitable experience for students during their time on campus to ensure the Berkeley we promote reflects their lived experience. 

Approaches:

  • Proactively address and prevent incidents of bias.
  • Systemically create environments conducive to belonging for all populations.
  • Create compassionate systems for new students that will ease their transition onto campus.  
  • Increase access and efficiency of campus systems.
  • Foster partnerships with academic departments to offer joint initiatives.

Year 1 Initiatives:

  • Create a bias prevention and response strategy and hazing response to effectively respond to campus climate incidents that arise and consider preventative measures by enhancing education. (Already in progress).
  • Create a student advisory board that addresses the equity conversations from the undergraduate and graduate student perspective.
  • Continue to develop a hybrid model (remote and in person) of engagement and support for the DoS portfolio to be potentially applied more broadly to student support services.
  • Partner with Graduate Division to support NGO and other opportunities to enhance graduate student life.

 

2: Culture of Equity, Inclusion & Belonging

Recognize diversity in staff needs and prioritize equitable practices to ensure all staff and community members feel they belong, are valued for their contributions, and can show up as their authentic selves. 

Approaches:

  • Develop diversity, equity, and inclusion goals that are clear, specific, culturally responsive, and people-centered.
  • Implement equitable and inclusive workforce practices that address the full staff experience from recruitment to retirement.
  • Establish an equity and inclusion communication strategy that considers complex representations of various staff and student populations.
  • Develop a required comprehensive social justice education training series, including specific criteria for leaders. 

Year 1 Initiatives:

  • Develop an accountability mechanism to track divisional actions for multiple diversity initiatives, including HSI, African American Initiative, etc.
  • Follow up on recommendations from the 2018-19 Classification and Compensation review process and develop comprehensive strategies for addressing previously identified existing pay inequities and maintaining future pay equity. Include disaggregated analysis by identity and salary grades.
  • Identify and address barriers to access to opportunities that result from structural design (represented vs non-represented). Develop guidelines and mechanisms for equitable access to information on and participation in campus classes, presentations, resources available by drop-in or appointment, professional development opportunities, and staff engagement events.
  • Develop guidelines and mechanisms for equitable access to information on and participation in campus classes, presentations, resources available by drop-in or appointment, professional development opportunities, and staff engagement events.Develop or adapt a curriculum to advance DEIB fluency of student affairs senior leaders. Align with UCOP Core Competency Model, Inclusive Leadership framework from BPM 103, and equity framework.

 

3: Financial Stability

Promote an equitable division-wide culture that aligns our fiscal priorities with our values of fiscal accountability, transparency, and stability.

Approaches:

  • Establish a sustainable financial model.
  • Promote transparent, sustainable, and equitable budget solutions.
  • Support the campus’ enrollment growth goals.
  • Increase targeted advocacy for greater campus investment in our Division.

Year 1 Initiatives:

  • Diversify and expand non-housing revenue streams, with an emphasis on raising scholarships funds for students and divisional infrastructure.
  • Divisional efficiency: Review divisional funding model; pilot review of Division services/staffing (finance group); Leverage bulk purchasing power between departments and UC campuses, combine/renegotiate existing contracts, use space efficiently, leverage centralized offices, reduce the number of funds, and reduce expenditures. Collaborate with Procurement to identify cost saving opportunities around licensing.
  • Financial opportunity: Identify new areas for financial opportunity such as promoting/ requiring Campus use of Division resources (food, apparel, etc.)
  • Tell our story: Align internally and advocate for additional resources from the Campus and other stakeholders (e.g., CACSF, self-supporting degree programs); clearly communicate Division funding needs and tradeoffs. Promote sustainable funding models for student support and services, infrastructure, operations and maintenance, workforce investment.

 

4: Health Justice & Holistic Well-Being

Create a campus experience that supports individual fulfillment, inspires community engagement, and requires a collective commitment to advancing health justice and holistic well-being.

Approaches:

  • Advance health equity by combating systemic oppression and implementing anti-racist policies and practices.
  • Create a culture of care, empathy, collaboration, and learning.
  • Engage students, staff, and faculty in continuous education, programming, dialogue, and public service around all elements of well-being.
  • Create a clear path for students, faculty, and staff to access culturally competent well-being resources.
  • Reimagine crisis response such as student welfare checks, transportation to health and medical facilities, and response to public health needs.

Year 1 Initiatives:

  • Work with student leaders, including the ASUC and the Graduate Assembly, to conduct a critical review of existing policies with the intention of appropriately implementing change to further advance health justice and equity in Student Affairs. (See Okanagan Charter)
  • Actively engage with campus partners in planning for Pandemic Recovery
  • Increase seamless access (e.g., integrated into everyday campus operations) to health, fitness, safety, and well-being activities for the campus community through expanded offerings, in-person and remote locations, and expanded partnerships among UHS, Recreational Sports, Student Affairs Occupational Safety Office, People and Culture, Employee Health & Safety.
  • Develop new resources to replace the use of police for student welfare checks, transportation to health and medical facilities, and as a response to public health needs. Assess and update protocols within the appropriate departments or units that limits the use of police for student welfare checks and public health needs.

 

5: Organizational Behavior & Development

Provide an inclusive culture that fosters trust, transparent decision making, recognizes value and builds innovative processes and systems.

Approaches:

  • Stay attuned to evolving student needs and be agile to collaborate, communicate and create efficiencies that can decrease their burden.
  • Create and incentivize practices that build trust and foster an inclusive culture by developing a transparent decision-making structure grounded in equity and inclusion.
  • Redefine value to include the contributions of all staff and how each part of the division contributes to the overall experience delivered.
  • Reduce structural barriers and/or opportunity gaps that impede under-represented staff’s success and engagement.

Year 1 Initiatives:

  • Leverage campus strategies (framework, policies) and offer tools that effectively support managers and staff to balance on-site, hybrid and remote work.
  • Identify and incorporate alternative communication systems that allow people to opt-in to communications that are of interest and/or relevant- SLACK, etc. providing easier access to information and consistent messaging.
  • Identify and analyze workforce trends (demographics, promotions, turnover, etc) to determine structural barriers and/or opportunity gaps that impede the success and engagement of under-represented staff.
  • Enhance divisional onboarding efforts to establish expectations for a collaborative and inclusive culture. Leverage a Process Improvement Team for implementation of this initiative.