2017-2018 profile book - vcsa

AUXILIARY SERVICES

ASSOCIATEVICECHANCELLOR

I. VISION&MISSIONVISION

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

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

VALUES• Integrity• Respect• Teamwork

CORECOMPETENCIES

AuxiliaryServicesoffersavarietyofservicesthataddvaluetothestudentexperience.

II. WORKFORCE

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

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

Staffheadcount 543

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

CareerHeadcount 5

StudentStaff 5employees

Other None

14

AUXILIARYSERVICES


III. SERVICESPROVIDED

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

IV. THOSESERVED

Students,faculty,staffandcommunity

V. HISTORY

Inprogress

VI. LOCATION

OfficeoftheViceChancellor,StudentAffairs405AldrichHallZOT:5180

VII. ASSETSMajorfacilities,technologies,andequipment

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

FACILITIES

• 2,395ASFofficespacesharedwiththeOfficeoftheViceChancellorStudentAffairs

TECHNOLOGY• Whitebirch

PEOPLE• Institutionalknowledge• Partnerships

EQUIPMENT• Computerhardware

VIII. REGULATORYREQUIREMENTS

Notapplicable

ForafulllistofStudentAffairsmandates,pleaserefertoAppendixAattheendofthebook.

IX. ADVISORYCOMMITTEE

Notapplicable

15

AUXILIARYSERVICES


X. MAJORISSUES

SeeindividualAuxiliaryServicesunitsfortheirmajorissues.

XI. MISCELLANEOUS

THEHILL(BOOKSTORE)TRANSITIONTIMELINENov2015 • PresentationofoutsourcingideatoChancellor’scabinet

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

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

Feb2016 • RFPissuedMar2016 • ProposalsreceivedApril2016 • Proposalsevaluatedandrecommendationsmadebyselection

committee • BidawardedtoBarnes&NobleCollege

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

July-Aug2017 • BNCundergoesrenovation

TheprocessofclosingoutuniversitybookstoreaccountswasmoveduptotheOfficeoftheViceChancellorStudentAffairs.

XII. 2016-2017ACCOMPLISHMENTS

• OpenedtheMesaCourtTowers,adding932newfreshmanbeds• CompletedtheBiologicalSciencesStarbucks• CompletedtheDPPforMiddleEarthexpansionproject

XIII. 2017-18GOALS

• Recognition/awardforauxiliaryunits• Collaborationwithinandoutsideofauxiliaryunit• Innovationorprocessimprovementofauxiliaryunits

XIV. AWARDS

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

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

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

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

• StudentCenterrecognizedasanInternationalConferenceCenterofExcellencefromtheInternationalAssociationforConferenceCentres(IACC)

16

AUXILIARYSERVICES


• PleaseseeindividualAuxiliaryServicesdepartmentformoreawardinformation.

XV. STUDENTLEARNINGOUTCOMES

Studentlearningoutcomesarelistedundertheindividualunits.

17

AUXILIARYSERVICES

HOSPITALITY&DININGSERVICES

I. VISION&MISSION

VISION

WestrivetoTHRIVEinHospitality&DiningServices

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

MISSION

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

CORECOMPETENCIES

SHAPINGTheBusiness

INSPIRINGOthers

DELIGHTINGCustomers

DRIVINGForResults

BusinessAcumen VisionaryLeadership CustomerInsight DisciplinedExecution

StrategicAgility LeveragingDifferencesBuildingPerformance-

BasedRelationsAccountabilityforExcellence

Courage&Conviction

BuildingPeopleCapability

OrganizationalCollaboration ImpactandInfluence

II. WORKFORCE

MANAGEMENTTEAM

UCIManagementTeam

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

vacant DirectorLinTang AssociateDirectorLongBui AssistantDirectorKarenDouglas AssistantDirectorChristineGenuino HumanResourcesManagerDianaFlores HumanResourcesManagerReginaAlejo AdministrativeAssistantJorgeReyesGarcia MaintenanceMechanicOrlandoDalusong MaintenanceMechanic

20

AUXILIARYSERVICES


STAFFCareer(FTE) Filled: 141.50FTE Provision: 0.00FTE CareerFTETotal: 141.50FTE

CareerHeadcount 147

StudentStaff 720employees

Other 143ContractedManagementSupervisors

ForOrganizationChart,seeendofH&DSsection.


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

IV. THOSESERVED

ServingtheUCIcommunityfromSchoolofMedicinetoHousingtoChildCare/InfantToddlerCenter.

V. HISTORY

MAJORMILESTONES2004 Residential,retailandcateringserviceswereplacedunderFoodServices/Hospitality

&DiningunderoneDirector,JackMcManus

2006 UCIinsourcedover150fulltimeemployeesfromAramarkandareundertheunionAFSCME

2008 Hospitality&Dining andAramark combined offices andmoved intoG318 StudentCenter

CombinedBrenEventsCenterandAnteaterBallparkConcessionsintoHospitality&

Dining ResidentialDiningwenttraylesstohelpsaveoveramilliontonsofwaste

2009 Opened5additionalfoodoperationsthroughoutthecampus

• JambaJuice,PandaExpress,Wahoo’sFishTacos,EspressYourselfCoffeeCartandJavaCity

21

AUXILIARYSERVICES


BeganfollowingthenewlyadaptedUCOP’sUCSustainablePracticesPolicyandworkingwithotherUC’sonamonthlyandquarterlybasis

2010 OpenedMedEdCaféandPippinPOD

SponsoredArroyoVista’sCulinaryHouse MesaCommonsbecamethefirstzero-wastediningfacilityintheUCSystem Implementednewreusableto-gocontainersatBrandywineCommonsaspilot

location

2011 OpenedSubwayandreplacedBene’sPizzawithTopio’sPizza SupportedtheMeatlessMondaycampaignatResidentialDiningbyprovidingmore

vegetarianandvegan-friendlydisheswhileeducatingaboutsustainability Implementedreusableto-gocontainersinallResidentialDininglocations

2012 ReplacedQuiznoswithSubwayinStudentCenter

OpenedGottschalkPOD

2013 OpenedAlumniCafé

Opened20/20Café@GavinHerbertEyeInstitute RenovatedemptyspacebetweenStarbucksandBookstoreintostudy/loungespace

2014 October2014–OpenedStarbucksandAuBonPainatPaulMerage

2016 September2016–OpenedTheAnteateryatMesaCourt September2016–OpenedaProudlyServiceStarbucksatthenewUniversity

ExtensionBuilding October2016–OpenedStarbucksintheBiologicalSciencesarea ConvertedBC’sFoodCourtintotheRams’eatingfacilityduringsummertraining

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

agreementtoPepsiCoforexclusivebeveragerightsforthecampusandmedicalcenterAnthillPub&Grille–completedtheRFPprocessandawardeda7-yearagreementtoAramarktoprovidefoodandbeverageservices

VI. LOCATION

MainOffice:G318StudentCenterZOT:3700

22

AUXILIARYSERVICES


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

VII. ASSETS

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

TECHNOLOGY• Computersforadministrativestaff

EQUIPMENT• Twogolfcarts


• FoodServiceSustainablePracticesandGuidelines(adoptedbyTheUCRegentsin2008)• Toprovidepatronssustainablefoodoptionsoncampus.Thecampushassetagoalofprocuring20%

sustainablefoodproductsby2020.Currently,Hospitality&Diningisat26%.

23

AUXILIARYSERVICES



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

X. MAJORISSUES

• Fundingforfuturediningfacilities• Structuralmaintenanceofcurrentdiningfacilities• Managinginanever-changingenvironmentandfollowingwithintheguidelinesoftheunion

XI. MISCELLANEOUS

None


RESIDENTIAL• TheAnteatery–Servedmorethan1millionmealsoverthefirstyearopen.Served6,000mealsdaily

and36,000weekly.• Continuedsustainabilityeffortswiththezero-wastefacility,weighthewasteeventsandareduction

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

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

additionalstationflow.• BrandywineCommons–DecommissionedBrandywinefordemoin1weekandturnedovertoHousing

fordemolition.

RETAILANDCATERING• OpenedStarbucksatBiologicalSciencesandBridgeCaféatthenewDivisionofContinuingEducation

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

furniture,shadestructure,newexteriorpaintandplanters.• ExecutedLaudsandLaurelsatTheAnteateryreceivedcomplimentsfromUCIAlumniAssociationfor

ourexecution,foodqualityandpositivefeedbackfromguests.Toaccomplishthis,wehadtoturnTheAnteateryaroundtwicewithinaone-weekperiod.

• Helpeddrawover1000attendeestotheannualUCIHealthFairbyprovidingafarmer’smarketandservinghealthysnackssuchascauliflowertacosandfreshfruitcups.

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

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

ADMINISTRATIVEANDMARKETING• CompletedtheRFPprocessforthecampusbeveragerightsandawardedthecontracttoPepsifor

10years.

24

AUXILIARYSERVICES


• CompletedtheRFPprocessfortheAnthillPub&GrilleandawardedthecontracttoAramarkfor7years.

• ParticipatedintheAnthillPubRFPProcessandgainedabetterunderstandingoftheUniversity’sbidding/contractawardprocess,includinghowdifferentdepartmentsareaffectedbyCampusAgreements.

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

• 15ofourmanagementstaffvolunteeredatSomeoneCaresSoupKitcheninDecember2016.• SuccessfulSummerConferenceseason.ContinuedtoworkwithEventServiceswithguidelines,

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

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

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

SUSTAINABILITY• SustainableFoodsFair:IncreasedattendanceofSustainableFoodsFairtoover1,000andincreased

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

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

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

XIII. 2017-18GOALS

RESIDENTIAL• Startourstudenttrainingprogramandutilizeitinalllocations• Havethehighestdiningstylessurveyandsecretshopperscores• Continuetoimproveonemployeemoralewithpositiveencouragementandopencommunication• ContinuetodeveloppositiverelationshipswiththeUCIcommunity• UtilizelessonslearnedandbestpracticestohaveasuccessfulopeninginthenewMiddleEarth

diningfacility

25

AUXILIARYSERVICES


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

ADMINISTRATIVEANDMARKETING• ContinuetoworkwithSAITinfinalizinganonlinealcoholrequestform.Onceavailable,workwithRisk

Servicestosetupfocusgroupstobetatesttheonlineformandprocessforfeedback.• Continuepartnershipswithotherdepartmentsincreatingandprovidingtherightmealplanfortheir

programs.• EstablishapartnershipwithStudentLife / InformationCenter toprovidediningoptions for campus

tours• MealPlans:GrowVoluntaryMealPlansalesby15%+comparedtopreviousyear.

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

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

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

• Planadepartmentretreatoroutingforemployeemoralebuilding.

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

partnershipswithUCIFacilitiesManagement,theUCGlobalFoodInitiativeFoodFellowsprogram,andtheUCICampusasaLivingLabprogram.WehaveworkedwiththeUCICenterforEnvironmentalBiologytoexpandthenumberofCLLInternswithDiningthisyearfrom1to5,with3focusedonZeroWasteand2focusedonReuse.

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

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

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

XIV. AWARDS

2011• Recyclemania:benchmarkyear;nocompetitiondivisionresults

26

AUXILIARYSERVICES


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

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


2016-17Updates:

SustainabilityProgramCIVIC&COMMUNITYENGAGEMENT

Havingmadeuseoftheavailableresourcesprovidedduringthequarter,includingknowledgeandexperienceofsupervisorsanddepartmentmembers,weeklyassignments,fieldstudyinternswilldemonstratetheirknowledgeofpromotingsustainablepracticesoncampusbycreatinganinnovativeprogramorpracticeintheareaofsustainability.

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

Results:ThroughapartnershipwiththeSchoolofSocialEcology,studentscompletedtheirfieldstudyunitswithourSustainabilityProgram.Inreviewingtheassignedweeklyjournalsandcompletionof

27

AUXILIARYSERVICES


fieldworkhourstheinternswereabletodemonstratetheirknowledgebydevelopinganinnovativeprogramorpracticeintheareaofsustainability.

Use:ThisinformationwillbeusedtoenhancethestudentlearningexperienceinourSustainabilityProgramandhelpguidethemintheirfinalproject.

2017-18:

WipingOutWasteCIVIC&COMMUNITYENGAGEMENT

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

MeasuredBy:Preandpostsurveys

Results:Tobereportedsummer2018

Use:Reportingresults

28

AUXILIARYSERVICES

STUDENTAFFAIRSINFORMATIONTECHNOLOGY

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

I. VISION&MISSION

VISION

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

MISSION

Toprovidethehighestqualitytechnicalsupportintheareasofdesktop,helpdesk,serveradministrationandsoftwaredevelopment.

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

II. WORKFORCE

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

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

STAFFCareer(FTE)

Filled: 16.00FTEProvision: 0.00FTE

CareerFTETotal: 16.00FTE

CareerHeadcount 16

Contract 1

StudentStaffITSupport&ProgrammingStaff: 17Employees

* AllemployeesarepartoftheOfficeofInformationalTechnology.


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

35

AUXILIARYSERVICES


IV. THOSESERVED

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

V. HISTORY

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

VI. LOCATION

115AldrichHallZOT:5180


FACILITIES

• Spaceincludes:o Fronthelpdesklocationo Repairserviceroomo 8officesincludingonecubicle

TECHNOLOGYServers,workstations,databases,datafiles,websites,customapplications

EQUIPMENTGolfcart,sparecomputerpartsandhardware,computerworkstationsandloanerequipment


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



• StudentAffairsAuxiliaryServicesGroup(SAAS)

36

AUXILIARYSERVICES


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

X. MAJORISSUES

• AginghardwareinseveralsupportedStudentAffairsdepartments• Overworkedexistingstaffwhohavetakenonextrajobresponsibilities• LackofcentralizedfundingandresourcestoadvancetechnologyinvariousareasofStudentAffairs• Agingoroutdatedapplicationsandwebsites

XI. MISCELLANEOUS

• TheStudentAffairsdivision,excludingEnrollmentServices,hasover550computersincludingbothPCandMacintosh.

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


• ImplementationofaCommunityProviderapplicationwhichprovidesaneasymechanismtoprovidereferralstostudentsfortheWellness,HealthandCounselingcluster

• ImplementationoftheNoHoChildCareManagementsystem

• ImplementationofanemergencynotificationsystemforparentswhosechildrenareenrolledinChildCareServices

• BrandingupdateforvariouswebsitesundertheStudentAffairsdivision

• TemplateupdatesandconversiontoCascadeCMSfor90%oftheStudentAffairswebsites

• CompletedthemigrationtotheGitHubrepositoryforcodeversioningandstorage

• MigrationoftheStudentCenter&EventServicesserversovertotheOITdatacenter

• CompletedtheHousingTMAapplicationupgrade

• CompletedtheorderingoftheHousingrefreshworkstationstobereplacedaspartofanannualrefreshcycle

• Completedtheroll-outTenableSecurityCenterforalloftheStudentAffairsInformationTechnologymanagedserverassets

37

AUXILIARYSERVICES


• 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

38

AUXILIARYSERVICES


• MigrateStudentAffairs’“SA”ActiveDirectoryOIT’sADActiveDirectorymanagementfordesktopsandservers

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

XIV. AWARDS

Notavailable


Notapplicable

39

AUXILIARYSERVICES

STUDENTCENTER&EVENTSERVICES

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

I. VISION&MISSION

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

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

• Studentinvolvementanddevelopmentopportunitiesthroughemploymentandmentoringthatpromotelearningbeyondtheclassroom.

• Year-roundconferenceandspecialeventproductionservices.• Facilities,programsandretailspacesthatcreateanenvironmentsupportiveofacademiclife

andsocialinteraction.

CORECOMPETENCIES• Flexibility

o Pricingo Customizations

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

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

II. WORKFORCE

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

40

AUXILIARYSERVICES



CareerHeadcount 54

StudentStaff 154Employees

Other 3BYAStudentCenterBoardPositions

ForOrganizationChart,seeendofSCESsection.

KEYELEMENTSOFENGAGEMENT• Staffretreats/meetings• Opportunitiesforprofessionaldevelopment• Baldrigetraining


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

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

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

• ConferenceCenter• MonitoringandschedulingstudyloungesandareasaroundtheStudentCenter,andstudyspacesin

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

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

• Vending

IV. THOSESERVED

TheUCIStudentCenteriscommittedtoprovidingitsfacilitiestosupportawiderangeofactivitiesandeventsthatbringstudents,faculty,staffandalumnitogetherinaninvitingsetting.

41

AUXILIARYSERVICES


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

42

AUXILIARYSERVICES


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

43

AUXILIARYSERVICES


• 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.

44

AUXILIARYSERVICES


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.

45

AUXILIARYSERVICES


• 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.

46

AUXILIARYSERVICES


• 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

47

AUXILIARYSERVICES


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.

48

AUXILIARYSERVICES


• 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.

49

AUXILIARYSERVICES


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

FINANCE• Developedanexcelspreadsheettoautomaticallycalculateeventinvoicetotalsbyserviceproviders;

previouslythiswasbeingdonemanuallyforeacheventinvoice.

• PaperlessProcessDevelopedprocesstomanageeventinvoicesthroughsystemswehaveavailable,thuseliminatingtheneedforpaper.

• PALCardProcessConsistencyamongteamtoattachbackupforPALCardtransactions,andreporttimelinessresultinginamoreaccurateandcontrolledprocess.

• SummerConferenceBillingProceduresSetupprojectnumbersforeachindividualconferenceforbettertrackingofassociatedincome.Thisallowsbillingtooccurimmediatelyaftertheconferenceversusattheendoftheentireconferenceseason.

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

• RamsBillingWorking&coordinatingwithmultipledivisionstofinalizebilling.

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

ATTENTION-GRABBINGEVENTS2016

July–September2016RamsPre-seasonTrainingCampandHBOHardKnocksProduction

SeptemberEsportsArenaLaunchMesaCourtTowersandTheAnteateryGrandOpeningUCCounselorConferenceNursingWelcomingCeremony

OctoberStepOutWalktoStopDiabetes–AmericanDiabetesAssociationRaceandPolicingSymposiumMiloYiannopoulos@UCI

DecemberRunforaClausWinterWonderlandRevisited

50

AUXILIARYSERVICES


2017February

2017ScienceOlympiadMarch

21stAnnualChildren’sWaterEducationFestivalTheNationalRegistryofExonerationsHumanSecurityAwardLauds&LaurelsatTheAnteatery

SOCIETALRESPONSIBILITYANDSUSTAINABILITY• ElectricVehicles

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

• HVACAirHandlersEliminatedwastefulenergyloadsbyinstallingnewairhandlercoilsthroughoutTheCenter’sroof-mountedandotherHVACsystems.

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

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

• RenewableEnergySurveyResultsWiththeinstallationofthenewConnecTable™SolarPoweredChargingTablesontheStudentCenterTerrace,apost-installationsurveywasdeployedtothestudentpopulation.

VALUEADD:TOTAL$1.362MILLION

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

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

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

51

AUXILIARYSERVICES


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

XIV. 2017-18GOALS

• ONLINEINTAKEFORM(EVENTIVE):ReimagineFullyAutomatedOnlineIntakeFormSCESisreimaginingafullyautomatedonlineintakeformthatallowsConferenceCentergueststorequestproposalsandreservespaceonline,anytimeandanywheretheyareconnectedtotheInternet.

Thereispresentlynoout-of-the-boxsolutionthatfullyservicestheuniquedemandsofSCES.

• CAPEAWARD–CaliforniaAwardsforPerformanceExcellence:PrepareforQualityImprovementAwardSCESintendstoapplynosoonerthanMarch2018andnolaterthanMarch2019*

TheCaliforniaCouncilforExcellenceawardsCaliforniacompanieswhohavedemonstratedacultureofcontinuousqualityimprovement.

BasedontheBaldrigeFrameworkforPerformanceExcellence,honoreesarerecognizedfortheiroutstandingcommitmenttosustainableexcellencethroughinnovation,continuousimprovementandvisionaryleadership.

*ApplicationsubmissioncontingentuponOnlineIntakeFormandotherprocessimprovements.

• CENTERPEDIAREBUILD:RebuildandCompleteCenterPediaCenterPedia,SCES’hubforknowledgemanagement,isbeingrebuilttointegrateandalignstrategicgoalsandkeyperformanceindicatorsfromeachunittotheorganizationasawhole.

XV. AWARDS

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

XVI. STUDENTLEARNINGOUTCOMES

2016-17Updates:

StudentEmployees/PeerEducatorsCollaborativeAssessmentPROFESSIONAL&ADMINISTRATIVESKILLS

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

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

Results:TheStudentEmployee/PeerEducatorProgramwaseffectivelyrolledintotheLevelingProgramLevel4.SeeSCESLearningOutcomefortheLeadershipDevelopmentLearningDomain.


52

AUXILIARYSERVICES


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

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

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

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


1-year,2-yearProfessionalDevelopmentLevelingProgramsLEADERSHIPDEVELOPMENT

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

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

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


2017-18:

StudentLevelingProgram–Levels1and2of4PROFESSIONAL&ADMINISTRATIVESKILLS

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

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

Results:TobereportedSummer2018


53

AUXILIARYSERVICES


StudentLevelingProgram–Levels3and4of4LEADERSHIPDEVELOPMENT

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

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



54

AUXILIARYSERVICES

STUDENTGOVERNMENT&STUDENTMEDIA

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

I. VISION&MISSION

VISIONTobetheStandard–tobethepremierStudentGovernmentinthenation.Westrivetobe:

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

Values• Dedication• Integrity• Communication• Cooperation• Enthusiasm

MISSION

StudentGovernment

Torepresenttheinterestsofthestudentbodythroughinitiatives,programs,andservicesthatenrichstudents’lives.

AssociatedStudents,UCI(ASUCI)

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

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

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

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

58

AUXILIARYSERVICES


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

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

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

AssociatedGraduateStudents(AGS)

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

AssociationofMedicalStudents(AMS)

TheAssociatedMedical Students (AMS) is theofficial StudentGovernmentofmedical studentsatUCIrvine.

MerageStudentAssociation(MSA)

MerageStudentAssociationistheofficialStudentGovernmentofthePaulMerageSchoolofBusiness.

StudentBarAssociation(SBA)

TheStudentBarAssociationistheofficialStudentGovernmentoftheUCIrvineLawSchool.

StudentMedia

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

CORECOMPETENCIES

InterpersonalDevelopment

Theabilitytodevelopandsustainproductiverelationshipsthrougheffectivelycommunicating,manageconflictsrespectfully,andtoworkcollaborativelywithdiversepopulations.

SocialResponsibility

Topromotesocialjusticeandimprovethelivesofallcommunitiesbothlocallyandgloballythroughcivicengagement,concernforthecommongoodandknowledgeofsocialissues.

AdministrativeSkills

Todevelopskillsinprofessionalism,supervision,andtimemanagementontopofbasicskillstofunctionefficientlyandeffectivelyintheworkplace.

ValuingDiversity

Developanunderstandingofourdifferencesaswellasoursimilaritiesthatenrichourcoreandprovideusthefoundationtobuildamoresociallyjustworld.

59

AUXILIARYSERVICES


EthicalDecision-Making

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

II. WORKFORCE

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


CareerHeadcount 17

StudentStaff 215(includesAnteaterExpress,NewUniversityandallpaidstudentleadershippositionsinASUCI&AGS)

Other Volunteers:Approximately300

ForOrganizationChart,seeendofStudentGovernment&StudentMediasection.


CLUBANDORGANIZATIONACCOUNTING

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

ANTEATEREXPRESS

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

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

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

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

60

AUXILIARYSERVICES


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

OperationalFunding

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

DISCOUNTTICKETS

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

MARKETING,MARQUEE,LARGE-FORMATPRINTINGSERVICES

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

THEGREENINITIATIVEFUND(T.G.I.F)

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

VENDORFAIR

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

WELCOMEWEEK

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

FREEFILMSANDMUSIC

Ongoingevents,suchprogramsas“NoonTunes”(noontimeconcerts)andFreeFilmscreenings.

IV. THOSESERVED

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

V. HISTORY

61

AUXILIARYSERVICES


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

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

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

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

VI. LOCATION

G-244StudentCenterZOT:1375


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

TECHNOLOGYOwnandoperatetheStudentCenterMarquees.

EQUIPMENTHave21(20electricandonehydrogenfuel-cell)transitvehiclesandthreesupportvehicles.


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


62

AUXILIARYSERVICES



Notapplicable

X. MAJORISSUES

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

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

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

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

XI. MISCELLANEOUS

None


OVERALLDEPARTMENTALACCOMPLISHMENTS• CompletedallassessmentsforStudentLearningOutcomesandwillbecompilingdataforfinalreview

inthelaterpartof2017• Metallbudgetaryobligationsandgoalsfortheyear

STUDENTMEDIA• KUCIsuccessfullyrecruitedandtrainedover45newstudentDJs,whichallowedthestationtoreplace

communityprogramswithstudent-facilitatedprograms.

63

AUXILIARYSERVICES


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

movingtowardsadigitaloperation.

ASUCI• Garneredover$20,000insponsorshipsandin-kinddonationsthroughouttheyearforalleventsand

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

SoulsticeandSummerlandswithattendancesat5,000students,staffandfacultypereventandsellingoutthethreemajorevents

• Worked togetherwithAGSon various lobbyingprojects for continued student support towards amoretransparentuniversity

• Successfullycompleteda2-yearvoterinitiativecampaign

AGS• SuccessfullyhostedtheAGSSymposiumwithgraduatestudentsfromvariousdisciplineswhowere

abletopresenttheirresearchtofacultyandfellowstudents.Awardsweregiveninvariousareasofresearchtothesestudents.

• Doubledthenumberofeventsforgradstudentstosocialize,networkandworktogetherontobuildtheirvariouscommunities.

ANTEATEREXPRESS• ProvidedovertwomillionpassengertripstotheUCIrvinecommunity• BeganconstructiononthenewhomeofAnteaterExpressinLot36• Beganthemanufacturingofthenewall-electricfleetof20tobedeliveredFall2017

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

ProgramsFundingBoard,Dean’sFund,andCommunityServiceFundingBoards. • ASUCIhaspartneredwithAthleticsandUCIDiningtohostseveralmajorralliesthroughtheyearto

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

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

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

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

XIII. 2017-18GOALS

64

AUXILIARYSERVICES


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

thatwecanbestsupporttheworkofourstudentleaders• ContinuetorestructureStudentGovernment&StudentMediaforbetterefficiencyandeffectiveness

oftheoverallpro-team• Continuetowardthegoalofafullydigitalandpaperless-basedoperation• InstituteafullyelectricAnteaterExpressfleetandservicesthatremainoncampus

CREATINGACULTUREOFEXCELLENCEANDACCOUNTABILITY• Buildaccountabilitystructuressuchthatstudentsareheldaccountabletothehighstandardstheyset

foroneanother• Createandimplementuser-friendly,regular,andsystematicmechanismstogarnerstudentfeedback

onprograms,services,andadvocacyefforts• BringStudentGovernment&StudentMediatotheforefrontofbestpracticesinallareas

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

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

coordinatedstatementofwhoweareandwhatwearedoing• Establishnewandleverageexistingcampusandexternalrelationshipsinordertocontinuetoexpand

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

currentstateis,aswellaswhattheirfutureentails,tocollaborateefficienciesthroughouttheUC

XIV. AWARDS

NewUniversity–variouswritingawards


2016-17Updates:

ASUCIExecutiveCabinetLEADERSHIPDEVELOPMENT

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

MeasuredBy:directassessment(norubric)

Results:Pending


AnthologyEditorialTeamandStudentTeamLEADERSHIPDEVELOPMENT

65

AUXILIARYSERVICES


AsaresultofparticipatingontheAnthologyEditorialTeam,theEditorsandwillbeabletoarticulatetheirpersonaldevelopmentinleadershipasdemonstratedbycompletinga1-2pagepersonalreflectionessayintheFallQuarter2015,WinterQuarter2016,andSpringQuarter2016.


Results:Pending


ASMediaLabInternProgramPROFESSIONAL&ADMINISTRATIVESKILLS

AsaresultoftrainingonthecreationoftheShocktoberfest2015marketingcampaigncooperatively,graphicdesign&marketinginternswillbeabletodemonstratetheirknowledgeofdevelopinganeventmarketingcampaignbycreatingaSummerlands2016marketingcampaignwithminimalguidance.

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

Results:Pending


StudentGovernment&StudentMediaConciergeTeamPROFESSIONAL&ADMINISTRATIVESKILLS

AsaresultofcompletingtheStudentGovernment&StudentMediaConciergeTrainingProgramintheFallQuarter2015,Conciergeswillbeabletodemonstratethe7SkillstoEffectiveClientServicebypassingawrittenquizintheFallQuarter2015andapopquizintheWinter/SpringQuarter2016atminimum90percent.

MeasuredBy:tests(pre-andpost-)

Results:Pending


KUCIDJProgramPROFESSIONAL&ADMINISTRATIVESKILLS

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


Results:Pending


StudentDJsPROFESSIONAL&ADMINISTRATIVESKILLS



66

AUXILIARYSERVICES


Results:Pending


NewUniversityEditorialTeamPROFESSIONAL&ADMINISTRATIVESKILLS

AsaresultofparticipatingontheNewUniversityEditorialTeam,theNewUniversityEditorialBoardandaccompanyingstaffwillbeable todemonstrateavisualunderstandingandskillofnewspaper layouttechniquesbyallowingfornomorethanonemajorlayoutmistakebySpringQuarter2016Week1.


Results:Pending


OfficeofEqualOpportunityandDiversityWorkshop,andAnteaterExpressFieldSupervisorPosition

DIVERSITY&GLOBALCONSCIOUSNESS

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

MeasuredBy:Survey/questionnaire(postonly)

Results:Pending


2017-18:

ConciergePROFESSIONAL&ADMINISTRATIVESKILLS

AsaresultofcompletingtheStudentGovernment&StudentMediaConciergeTrainingPrograminthebeginningoftheWinterQuarter2018,Conciergeswillbeabletodemonstrateskillsintimemanagement,communication,andprofessionalismthroughobservationofperformancethroughtheremainingWinterQuarter2018andreceivingaminimumofaBaveragegradeinspecifiedareasofobservation.

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

ASUCILeadershipLEADERSHIPDEVELOPMENT

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

67

AUXILIARYSERVICES


Use:Refiningprogram;providingstudentfeedback;reportingresults

AnteaterExpressDIVERSITY&GLOBALCONSCIOUSNESS

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

MeasuredBy:Directassessment(product)withrubric


Use:Refiningprogram;reportingresults

Anthology-Yearbook

LEADERSHIPDEVELOPMENT

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

ASMediaLab-ASML

PROFESSIONAL&ADMINISTRATIVESKILLS

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

MeasuredBy:Directassessment(product)withrubricResults:TobereportedUse:Reportingresults

KUCI–RadioStation

PROFESSIONAL&ADMINISTRATIVESKILLS


MeasuredBy:PosttestsResults:TobereportedSummer2018Use:Refiningprogram;providingstudentfeedback;reportingresults

68

AUXILIARYSERVICES

STUDENTHOUSING

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

I. VISION&MISSION

VISION

CreatingPlacestothriveandconnect.

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

MISSION

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

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

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

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

• Financialdecision-makingbaseduponabalanceoftechnicalrequirementsandcustomerneeds.

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

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

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

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

values,andstudentacademicsuccess.• Expertisetodesignprogramsandinvolvementopportunitiesthatpromotedefinedlearning

outcomesforresidentialstudents,withparticularemphasisonthetransitiontocollege,aswellaslaterdevelopmentalmilestones.

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

72

AUXILIARYSERVICES

STUDENTHOUSING

BusinessOperations• Strongsupportforstaffdevelopment,witheverystaffmemberofferedfundingtopursue

trainingopportunities.• Flexibleworkforceinwhichstafffromdifferenthousingunitscollaboratetocreate

efficienciesandabetterworkproduct.• Successfulintegrationoftechnologywithbusinessprocessesthathasreducedcostsand

increasedefficienciesinareaslikeapplicationandcontractadministration,accountspayable,andcommunicationswithstudents.

FiscalManagement:• StudentHousingexhibitsstrongcorecompetenciesinitscomprehensivebudget

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

II. WORKFORCE

MANAGEMENTTEAM

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

HousingManagementTeam(HMT)HousingAdministrativeServices:

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

Director,HousingAdministrativeServicesExecutiveAnalyst

HousingCommunities:

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

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

StudentStaff 300Employees(variesthroughoutyear)

73

AUXILIARYSERVICES

STUDENTHOUSING

Other Contract/Limited: 1.0 Dual

Roles/Assignment: 2.0

Note:thetotalFTEcountexcludesthefollowingHousing-fundedpositions:11OITCareerStaff2EH&STitle19Staff

ForOrganizationChart,seeendofStudentHousingsection.

KEYELEMENTSTHATENGAGESTAFFINACCOMPLISHINGYOURMISSIONANDVISION:

HousingValues:• Inclusion• Learning• Integrity• Respect


CoreFunctionswithinStudentHousing

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

• ResidentialFacilitiesandOperations:

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

• ResidentialEducation:

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

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

74

AUXILIARYSERVICES

STUDENTHOUSING

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

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

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

• HousingAdministrativeServices:

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

• InformationTechnology(IT):

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

• ConferenceServices:

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

75

AUXILIARYSERVICES

STUDENTHOUSING

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

76

AUXILIARYSERVICES

STUDENTHOUSING

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).

77

AUXILIARYSERVICES

STUDENTHOUSING

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

78

AUXILIARYSERVICES

STUDENTHOUSING

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

79

AUXILIARYSERVICES

STUDENTHOUSING

MiddleEarth529EastPeltasonDriveIrvine,CA92617-5521

(949)824-5976

CampusVillage1063WestPeltasonDrive

Irvine,CA92617(949)824-7491

ArroyoVista1000ArroyoDrive

Irvine,CA92697-3935(949)824-3900

VeranoPlace6529AdobeCircleRd,South

Irvine,CA92697-6375(949)824-5964

PaloVerde7000PaloVerdeRoadIrvine,CA92697-3930

(949)824-8918

VistadelCampo62600ArroyoDriveIrvine,CA92617

Apartmentaddresses:40111-64234ArroyoDrive

VistadelCampoNorte

28700ArroyoDriveIrvine,CA92617

Apartmentaddresses:28501-29838ArroyoDrive

CaminodelSol33000-33446ArroyoDrive

Irvine,CA92617Apartmentaddresses:30001-33446ArroyoDrive

PuertadelSol10000AdobeCircleNorth

Irvine,CA92617Apartmentaddresses:10101-11429AdobeCircleNorth


FACILITIES • CentralOfficeSpace

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

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

• ResidentialBuildings

80

AUXILIARYSERVICES

STUDENTHOUSING

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

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

CommunityYearof

ConstructionQuantityofBuildings1

QuantityofBeds2

SquareFeetArea

AcreageofGrounds

MesaCourt3 38 2,879 466,048

16

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

Unit3 1971 4 280 37,613

Unit4–Hillside 2002 7 244 52,148

Unit4–Village 2002 7 378 73,813

MesaTowers-Residential 2016 3 932 111,515

MesaTowers–Community&Operations 2016 21,290

MesaTowers-Dining 2016 33,954

MiddleEarth 22 1,769 236,551

12Phase1 1974 7 339 53,130

Phase2 1989 11 935 132,240

Phase3 2000 4 295 51,181

ArroyoVista4 42 992 212,174

10Original 1994 37 199 169,283

Infill 2004 8 848 42,891

CampusVillage 1980 33 776 153,173 5

PaloVerde 33 1,071 520,913

13Lower 1990 19 374 164,744

Expansion 2005 14 882 356,169

VeranoPlace 81 1,221 586,177

36

Unit1 1965 8 152 62,508

Unit2 1968 10 200 58,034

Unit3 1969 14 304 95,272

Unit6 1984 36 240,581

Unit7 2012 4 129,782

DEPARTMENTTOTALS 240 7,776 2,008,277 92

81

AUXILIARYSERVICES

STUDENTHOUSING

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.

82

AUXILIARYSERVICES

STUDENTHOUSING

• 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

83

AUXILIARYSERVICES

STUDENTHOUSING

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

90

AUXILIARYSERVICES

STUDENTHOUSING

• LawspertainingtoPublicInformationrequests• Lawsapplicabletothecampus’centralizedbillingsystem(ZOTAccountOnline)astheypertain

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

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


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

CUG(CoordinatedUndergraduateGovernanceGroup)

• FredLipscomb–InterimExecutiveDirector,StudentHousing

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

TheGraduateCGGhasthefollowingmembership:

• FredLipscomb–InterimExecutiveDirector,StudentHousing

• DennisMcCauliff–ACC• DirectorsofCampusVillage,PaloVerde,andVeranoPlace

• ACouncilRepresentativefrom:PaloVerdeandVeranoPlace

• AGSPresident• AGSVPInternalAffairs

91

AUXILIARYSERVICES

STUDENTHOUSING

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

92

AUXILIARYSERVICES

STUDENTHOUSING

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


93

AUXILIARYSERVICES

STUDENTHOUSING

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:

94

AUXILIARYSERVICES

STUDENTHOUSING

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:

95

AUXILIARYSERVICES

STUDENTHOUSING

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

96

AUXILIARYSERVICES

STUDENTHOUSING

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.

97

AUXILIARYSERVICES

STUDENTHOUSING

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.

98

AUXILIARYSERVICES

STUDENTHOUSING

• 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

99

AUXILIARYSERVICES

STUDENTHOUSING

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

PROFESSIONALDEVELOPMENT&STAFFTRAINING• ContinueimplementationofthenewHousingStrategicPlanandfosteranenvironmentfocused

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

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

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

• Enhanceonlineresourcestoreplacein-persontoursduringnon-peakmonths(tomakeupforthelossofourhousingtourroom)

• Incorporatecasemanagementpositionintograduateandfamilyhousingtoaddressincreasesinresidentrelationsactivity

FINANCIAL• Developflexiblelong-rangefinancialmodelsthatreinforcehousing’sstewardshipofresources

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

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

XIV. AWARDS

None


2016-17Updates:ADMINISTRATIVESERVICES

StudentTransitionsCollaborativeAssessmentDIVERSITY&GLOBALCONSCIOUSNESS

StudentsparticipatinginThrive@UCItransitioncoursewilldirectlyidentifyselfandinterculturalrelationsbiasesfromnarrativesandwillself-reportimprovementsincollegeefficacyandmindfulnessskills.PartofTransitionsCollaborativeAssessment.

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

Results:Pending


100

AUXILIARYSERVICES

STUDENTHOUSING

ARROYOVISTA

ResidentAssistantTrainingDIVERSITY&GLOBALCONSCIOUSNESS

RAswillbeabletoapplyinterculturalstrategiesduringroleplaystoberesponsivetoresidents'questionsorconcernsaboutantiblacknessandbiases;strategiespracticedwillemphasizeself-examiningownassumptionsandreducingtheuseoftriggerwordstoenhancecommunications,aswellasapproachestoaffirmandcounseldiverseothersabout.


Results:Pending


CAMPUSVILLAGE


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

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

Results:Pending


MIDDLEEARTH

Pre/Post-TestUsingtheAdultHopeScaleandtheCollegeSelf-EfficacySurveyLEADERSHIPDEVELOPMENT

Studentswillshowgainsonbothinventoriesfromthepre-testtothepost-test.

MeasuredBy:Preandpostsurveys

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


TimeManagementLessoninUniversityStudiesClassPERSONALRESPONSIBILITY

Studentswilldemonstratetimemanagementstrategiesbyprioritizingandplanningimportantandurgentactions.Assessedfromalouddialogueandpeer/shareevaluation.


Results:Pending


101

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


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

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

Results:Pending


2017-18:ADMINISTRATIVESERVICESSpanishinformationalvideos

CIVIC&COMMUNITYENGAGEMENT

HASwillcreateSpanishtranslationofselectedinformationalvideosforbetteroutreachtonon-Englishspeakingparentsofprospectivefreshmanandtransferstudents.

MeasuredBy:Archival(documentreviews)Results:TobereportedSummer2018


MIDDLEEARTH

102

AUXILIARYSERVICES

STUDENTHOUSING

WinterAcademicOutreachPERSONALRESPONSIBILITY

Studentsearningbelowa2.0forfallquarterwillbeinvitedtocomeintotheMiddleEarthHousingOfficetomeetwithprofessionalstafftoreviewcampusresources,communicationswithacademicdepartmentsanddevelopactionplanstohaveadifferent(improved)academicoutcomeforwinterquarterthantheydidforfall.

MeasuredBy:Directassessment:productorobservationwithoutrubric;checklistResults:TobereportedSummer2018


MESACOURTSustainabilityThemeHall:Ciudad

CIVIC&COMMUNITYENGAGEMENT

ResidentsparticipatinginthesustainabilityThemeHallinMesaCourtwillincreasetheirknowledgeofsustainabilityandbeabletoimplement1newsustainablehabit.SustainabilityInitiativewillbeassessedthroughpre&postsurveying,journalsubmissions,andafinalcapstoneproject.

MeasuredBy:Directassessment(productandobservation)withrubricsandproduct/observationwithoutrubric;casestudy



WellnessInitiative

PERSONALRESPONSIBILITY

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

MeasuredBy:Directassessment(productorobservation)withoutrubric;postsurveysResults:TobereportedSummer2018

Use:Providingstudentfeedback;reportingresults

AcademicSupportandOutreachInitiative

LEADERSHIPDEVELOPMENT

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

103

AUXILIARYSERVICES

STUDENTHOUSING

winterquartertoassessgradeincreasesandtoconductevaluationstocapturestudenttestimonies.

MeasuredBy:Directassessment(productorobservation)withoutrubric;postsurveys;focusgrouporothergroupinterviews



ARROYOVISTA

ArroyoVistaandLARCPERSONALRESPONSIBILITY

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

MeasuredBy:TrackpercentageofLARCtutorialstakenResults:TobereportedSummer2018


104

2017-2018 profile book - vcsa

Documents